Herman Cain : A Little Boy

1024 WordsNov 6, 20155 Pages
On December 13, 1945 in Memphis Tennessee a little boy was born to Luther and Lenora Cain. His friends and family know him as the “Hermanator”, but much of America knows him better as Herman Cain. Cain has one younger brother, Thurman. Despite being born in Tennessee, Cain was raised right around the corner from Georgia State University in the west side of Atlanta, known to many now as “The Bluff”. Herman Cain’s mother was a maid, and his father was a chauffeur for Robert Woodruff, president of Coca-Cola. His parents worked hard, but only had two main goals in life. One was to own their own house, and the second was for their children to not only go but to graduate from college. They achieved their first goal when Luther had finally saved…show more content…
Cain experienced significant success at Coca-Cola, and later moved to the Pillsbury Company. While at Pillsbury, Cain switched from information technology to business management. This would be where Cain got his first real experience in the hospitality field. He was named regional vice president of their restaurant division, known to many as Burger King. At that time, Cain’s region, the Philadelphia region, was ranked at the bottom of the twelve Burger King groups. To learn the ropes, he had to start at the grill and other jobs many with master degrees might think were below them. Within three years of Cain taking over, the Philadelphia region became the highest performing region in the company. Many would see this as a successful career, but Herman Cain was not done yet. Actually, he was just getting started in his career. In 1986, Herman Cain began what would later be known as his most successful position. He was made President of the Godfather’s Pizza chain. Cain once described the condition of the company before he took over as having “one foot in the grave, and one foot on a banana peel”. Godfather’s had lawsuits, a failing menu, and an unmotivated workforce to name a few problems. Cain took on all the problems head first. He began by closing twenty percent of the chain’s restaurant, which resulted in nearly four
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