Nothing Bundt Cakes CEO Dolf Berle says the discipline he learned on a dairy farm still shapes how he leads, while the advice that stayed with him is simple: vulnerability helps people connect. In an interview with FOX Business, Berle described routines, openness and direct communication as central parts of his approach.
Berle said his first job on a dairy farm taught him discipline around success routines. He applies those routines to self-care and running a business. “For me, the habit that has made the biggest difference is the discipline around success routines – both in terms of self-care, but also running a business – that came out of my youth in dairy farming,” he said.
Cakes CEO Shares Why Vulnerability Matters
Berle said vulnerability is the best career advice he has received because people connect through it. He said openness can help leaders understand and support their teams. That view informs a responsibility he prefers to handle personally: delivering difficult news.
When difficult news must reach a partner or colleague, Berle said he wants to explain the reason behind the decision and acknowledge its effect on the person receiving it. He also wants to be clear that the action serves the business and its team going forward.
“When there’s something very difficult or very hard that needs to be conveyed to a partner or to someone you’re working with, I like to do that myself because I really want to explain why we’re doing what we’re doing,” he said. Berle said he aims to be compassionate about the feelings the news may cause while explaining the decision.
His preference for direct communication sits alongside a view of the chief executive role that differs from its glamorous image. Berle called it a servant role that deals with many difficult things. He also described the work as meaningful and fulfilling, while saying it is not glamorous.
Leadership Advice Tied to People and Growth
Before leading Nothing Bundt Cakes, Berle held leadership roles at Topgolf, Dave & Buster’s, Lucky Strike Lanes, House of Blues and ClubCorp. His background also includes degrees from Harvard University and the University of Zimbabwe, medals in pole vault, heptathlon and decathlon, and a competition on “American Ninja Warrior.”
His emphasis on discipline and team connection has a broader leadership context. Donna Ladd’s leadership lessons also draw on experience running an organization. Berle’s comments focus on how an executive communicates with colleagues and supports a team.
For people entering food and beverage, Berle named two priorities: finding the right people and joining a business that is growing. He called the industry a people business, saying workers should respect and enjoy time with a team. He added that being part of a growing business brings the most joy.
That advice puts people and business development together. Bar Harbor business leaders weigh growth in a separate discussion about local trade and community decisions. In another context, Pakistan’s leaders link empowerment and growth, showing how leadership coverage can examine the people affected by economic priorities.
Berle said he would pursue a different calling if he were not leading the bakery company: “If I were not doing this job, I would try to be the next Mr. Rogers.” For now, he described his work as a service role, grounded in routines and communication with the people around him.