For the past 35 years, TurboChef has grown from a rapid-cook pioneer into a global leader in innovative commercial cooking technology
Founded in the mid-1990s with a simple goal to cook food faster, more efficiently, and in a smaller footprint, TurboChef was among the first companies to bring rapid-cook technology to the commercial foodservice market.
Today, as part of Middleby, the company’s technology is used around the world across restaurants, convenience stores, stadiums, healthcare facilities and other foodservice operations. At the heart of its evolution is a purpose that remains as relevant today as it was when the company was founded: simplifying life through innovation.
“We were a typical startup in those early years, refining the technology, building the business and working to get the word out,” says Katie Cox, President of TurboChef. “The real turning point came in 2004, when Subway decided to launch its toasted sandwich program and tasked us with supplying 20,000 ovens in fewer than 200 days.”
The scale and speed of the project changed the trajectory of the company. “That contract put TurboChef on the map,” Katie explains. “It established us as a premier brand for hot-air impingement and microwave-assist cooking technology, commonly known as rapid cook. We started in the US, and today we are a global company serving Subway locations around the world.”
Innovation that expands possibilities
While rapid cook technology remains central to the TurboChef identity, the company has continued to evolve its portfolio to address the changing needs of foodservice operators.
The introduction of air impingement technology, which uses focused columns of hot air to cook, heat and retherm food, expanded TurboChef’s capabilities into conveyor ovens and batch cooking. This gave customers the speed and consistency associated with conveyor cooking while maintaining the flexibility of impingement technology.
The company has also broadened its product portfolio to accommodate different kitchen sizes, menus and applications. More recently, TurboChef has brought multiple technologies together in a single oven, giving operators with limited space or budgets the ability to prepare a diverse menu from one compact unit without compromising performance.
That breadth has allowed the company to move well beyond its original quick-service restaurant customer base.
“After starting in quick service, we moved into the fast casual market and also built significant market share in the convenience store and petrol forecourt sectors,” says Leslie Banados, Global Senior Vice President of Sales and Marketing. “In the UK, Greggs is one of our key customers, and we also serve stadiums and many other businesses. Our broad product portfolio means we are not limited by a particular customer type.”
TurboChef’s innovation also extends beyond ovens through its CookTek brand, which specializes in induction cooking technology. The portfolio ranges from four- and six-hob induction cooking ranges to warming systems for pizza delivery and cook-and-hold solutions for soups and other foods.
“CookTek operates as a different brand, with different technology, but the purpose is the same,” Leslie says. “We are looking for innovative ways to make foodservice easier, more efficient and more consistent.”
Building a culture of continuous improvement
Product innovation is only one part of the TurboChef’ approach. Over the past two years, the company has placed a significant emphasis on operational excellence, with process documentation and standardization becoming major priorities.
The team has systematically documented its processes and established greater visibility across the organization. Weekly stand-up meetings and a mission control board provide real-time visibility into operational metrics, quality performance and engineering change notices. This allows teams to identify issues quickly, take corrective action and track progress.
That discipline is particularly important in a manufacturing environment where TurboChef builds approximately 100 ovens each day.
“Consistency, repeatability and rigorous quality checks are fundamental to what we do,” Cox says. “We are never going to sit back and say, ‘This is good enough.’ There is always something we can improve. Just because something has been done well for a long time does not mean it cannot be done better.”
That mindset extends throughout the organization. “We check our egos at the door. Everyone has to be willing to take feedback, listen and make improvements when needed.”
Partnerships that drive innovation
TurboChef’s commitment to continuous improvement also extends beyond its own walls. Along with collaborating with the other Middleby brands, strategic relationships with dealers and distributors play an important role in helping the company understand customer needs and bring new ideas to market.
One example is its relationship with Wasserstrom, a leading American commercial foodservice distributor and dealer.
“Wasserstrom is an exceptional partner because our relationship goes far beyond transactions,” Leslie says. “Our shared values of innovation, family and growth create a strong foundation. Their expertise with both independent operators and national chains makes them an invaluable extension of our business.”
The relationship also extends well beyond the point of sale.
“They are involved throughout the design, installation and after-sales process,” Leslie adds. “Partnership is a word that is often overused in this industry, but with Wasserstrom, it is genuine.”
For TurboChef, collaboration with its channel partners is also an important source of innovation.“We both want to grow alongside our customers, which means working together rather than simply completing a sale and moving on,” says Leslie. “They provide honest, constructive feedback that feeds directly into our product development. While the operator is our end customer, our dealers and distributors are customers too, and their insight plays an important role in shaping our innovation.”
Culture behind the innovation
The relationships TurboChef builds with customers, partners and employees are supported by a culture grounded in five core values: Ownership, Get It Done, Growth-Minded, Family and Creative.
“These values define how we operate,” Katie says.
Ownership means taking accountability, making commitments and holding yourself and others accountable to delivering on them.
Get It Done reflects the organization’s willingness to tackle challenges, move quickly and work together to make things happen.
Being Growth-Minded is about more than expanding the business globally. It is also about developing people, empowering employees and avoiding a fixed mindset.
“Family speaks to the close-knit nature of our team,” Katie explains. “We run lean, so we have to look out for one another. That means respecting each other and recognizing when someone needs support, whether that is at work or at home.”
The final value, Creative, is perhaps the most directly connected to TurboChef’s identity as an innovation-driven manufacturer.
“Creativity is fundamental to everything we do,” Katie says. “We have to continually find better ways to do things, whether that is in product innovation, operations or supply chain. Thinking outside the box and bringing learnings from outside the business into what we do is part of our DNA.”
Simplifying life through innovation
The Subway contract in 2004 may have been the moment that transformed TurboChef from an emerging technology company into a recognized industry leader, but the company’s evolution did not stop there. Being added to the Middleby brand portfolio in 2007 opened up opportunities for new innovative pursuits, greater brand visibility and an expanded customer base.
Today, TurboChef continues to expand its technology, markets and global reach while maintaining the same fundamental commitment that has guided the company from the beginning: simplifying life through innovation.
The technology has evolved. The customer base has expanded. The company has grown from a rapid-cook pioneer into a broader foodservice technology business.
But the philosophy remains the same.
TurboChef exists to help foodservice operators do more with less space, less time and greater consistency, while giving them the tools to serve their customers better.
That commitment to innovation, continuous improvement and partnership is what TurboChef believes will continue to drive its next chapter.
