The Frontline Advantage: How Geoffrey Toffetti Elevates Culture, Engagement, and Profit Through Empowered Employees

In today’s competitive business landscape, it’s easy for companies to focus their energy on technology, marketing, and executive strategies—often overlooking the individuals who represent the brand face-to-face: the frontline employees. Geoffrey Toffetti, CEO of Frontline Performance Group, believes that true business success begins where customer interactions happen—at the front desk, behind the counter, or on the showroom floor. With over three decades of experience and partnerships in more than 100 countries, Geoffrey has built a reputation as a thought leader in employee engagement and culture transformation. His company has empowered thousands of frontline workers to not only enhance guest experiences but to thrive personally and professionally through effective training, incentive programs, and leadership development.

In this compelling interview, Geoffrey sits down with Stacey Chillemi to explore the overlooked power of the frontline, the impact of trust-based leadership, and why culture is the true currency of modern business. He shares real-world strategies and heartfelt stories that illustrate how small changes in behavior and mindset can drive massive results—for both businesses and the people who keep them running. From transforming hotel check-in experiences to helping employees improve their lives outside of work, Geoffrey’s insights offer a powerful reminder: when companies invest in their people, everyone wins.

Thank you so much for joining us, Geoffrey! Our readers would love to get to know you a bit better. Can you tell us a bit about your backstory?
Thank you so much for having me. I’ve really been looking forward to this. I’m the CEO of Frontline Performance Group, and we’ve been around for over 30 years. Our entire focus is helping frontline teams—the hourly employees who interact with customers directly. I actually started my career in the hospitality industry as a valet and later as a front desk agent. That early experience really shaped my understanding of how vital frontline employees are to the guest experience. Over the years, I worked my way into leadership roles and eventually transitioned to creating systems that support and empower the people I once stood beside. Today, our company works with over 2,500 hotels in more than 100 countries, helping them unlock the full potential of their frontline teams.

What inspired your deep focus on supporting frontline employees specifically?
The inspiration really came from observing a consistent pattern across industries: frontline employees were expected to represent the brand, drive revenue, and create exceptional customer experiences—yet they were often the least supported, least trained, and least recognized members of the organization. These employees are essentially the face of the business, yet most companies fail to invest in them. We saw a gap, and we filled it. Our belief is that if you elevate your frontline, you elevate your entire business.

Why do you think so many companies neglect investing in their frontline teams?
It comes down to visibility and perception. The frontline often operates in the background, but they’re engaging with every single customer. For example, a front desk agent in a hotel might be the only person a guest interacts with during their stay. That interaction defines the guest’s entire perception of the brand. And yet, these roles are seen as entry-level or replaceable, so they don’t get the development they deserve. Businesses pour resources into marketing and sales but overlook the people who actually carry out the brand promise. That’s a huge missed opportunity.

How does your organization help bridge that gap?
We took everything we learned from decades of working in the field and built a technology platform specifically for hotel and hospitality leaders. It’s a comprehensive tool that supports everything from goal setting and incentive tracking to training and recognition. The system is a turnkey solution for building a performance-driven, guest-focused culture. It makes the manager’s job easier while giving the frontline team the structure and tools they need to succeed and grow.

Why is culture so vital when it comes to frontline success?
Culture is everything. A strong, supportive culture creates engaged, confident employees. When people feel safe, respected, and valued at work, they naturally perform better. On the flip side, if the internal environment is toxic or fear-based, that tension seeps into customer interactions. We always say, “You can expect your guests to be treated exactly the way you treat your employees.” If your team is anxious or underappreciated, the customer is going to feel it.

What are some red flags that signal poor culture at the frontline level?
One of the biggest red flags is watching how frontline employees behave when their manager walks into the room. If their body language changes, if they tense up, that’s a problem. It signals fear, not respect. A good leader energizes their team, not intimidates them. Another red flag is disengagement—employees keeping their heads down, avoiding eye contact, or going through the motions. That’s a clear sign the environment isn’t supportive.

What role does trust play in effective leadership at the frontline level?
Trust is the foundation. Unfortunately, a lot of leaders still operate from the mindset that trust must be earned. But when you tell someone they have to earn your trust, you’re essentially starting the relationship with doubt. That creates a wall. The best leaders give trust first—they lead with belief in their team’s potential. When employees feel trusted and respected, they rise to the occasion. They step up, engage, and perform.

What are some simple strategies leaders can use to start building trust with their teams?
It starts with acknowledgment. Just walking by and saying, “Thanks for your hard work,” goes a long way. A groundbreaking study by Dan Ariely showed that simple recognition—without any over-the-top praise—can double productivity. You don’t need grand speeches or bonuses to start building a culture of trust. A sincere, “I appreciate you,” can transform someone’s day.

How can managers balance recognition with accountability?
It’s definitely a balance. You want to recognize effort, but you also have to maintain standards. For example, if someone is always late but you keep praising their customer service, you’re sending mixed messages. Recognition should be tied to consistent, positive behavior. Pair that with clear expectations and performance metrics. When people know what’s expected and feel acknowledged for meeting those expectations, that’s when real growth happens.

What are your thoughts on offering performance incentives for frontline staff?
We’re huge advocates for performance-based incentives—as long as they’re fair, objective, and measurable. When structured properly, incentives can be a powerful motivator. They tap into what we call “discretionary effort”—the extra energy and care someone puts in when they feel invested. Incentives, paired with accountability and recognition, create a recipe for outstanding performance and increased revenue.

What about communication? How important are team meetings or daily huddles?
Extremely important. In high-traffic environments like hotels or restaurants, daily pre-shift huddles are a must. They don’t need to be long—just five minutes to set the tone, acknowledge effort, and focus the team. For less transactional environments, weekly check-ins might suffice. These meetings build connection, alignment, and culture. And they’re a chance for leaders to show humility, crack a joke, and let the team know it’s okay to be human.

What are some best practices for approaching guests in a way that drives better experiences and higher revenue?
One key practice is making recommendations instead of asking questions. Don’t say, “Would you like a balcony room?” Instead say, “Since you’re here with your wife, I recommend the balcony so you can enjoy the sunset together.” That shifts the conversation from selling to serving. It builds trust and feels personal. Also, always use the guest’s name and your own. That human touch makes a huge difference in how the guest feels about their experience.

How can frontline employees feel more empowered in their roles?
It starts with knowing how important they are to the brand. They are the ambassadors. They hold more knowledge about the property or the company than the customer does. When they embrace that role and see themselves as guides to the guest’s experience, their confidence grows. The second step is training—helping them develop communication skills, emotional awareness, and the ability to make those service-driven recommendations with confidence.

What are some of the most common challenges you see when entering a new client environment?
The most common issue is misalignment between leadership and frontline teams. Managers may have one set of goals, while the team feels unsupported or unclear on expectations. Sometimes, the culture is fear-based, with leaders micromanaging rather than empowering. In these situations, we focus on realigning incentives, opening up communication, and creating a safe, performance-driven environment where everyone understands their role and feels valued.

You mentioned earlier that you’ve had some powerful success stories. Could you share one that stands out?
Absolutely. One that still moves me came from a hotel overseas. A front desk agent shared that, thanks to the income generated through one of our incentive programs, he was able to move his son from a violent public school to a safe private one. That’s the kind of life-changing impact this work can have. It’s not just about improving guest satisfaction—it’s about helping people transform their lives. That’s what drives us every day.

Tell us more about the services Frontline Performance Group provides.
Our core offering is a software platform designed for frontline leaders—especially in the hospitality space. It includes tools for training, goal tracking, performance recognition, and incentive management. It also has a built-in learning management system, so managers can continuously develop their teams without needing outside trainers. We do still offer in-person workshops and onboarding sessions, but the software itself is a game-changer. It turns the entire front desk or service operation into a well-oiled, performance-driven culture.

What final thoughts or takeaways would you like to leave with our audience today?
I’d say this: If you’re a leader, make sure your workplace is a safe haven for your people. The outside world is unpredictable—your team shouldn’t feel like they’re fighting tigers at work too. And if you’re a frontline employee, believe in your value. You’re not “just” a receptionist or a server—you are the brand ambassador. When both sides commit to growth and trust, everyone wins.

How can our readers further follow your work online?
They can visit us at www.frontlinepg.com. I’m also active on LinkedIn, and I welcome anyone who wants to connect, ask questions, or explore ways to improve their culture and performance. We’re here to help, and we love hearing from people who are passionate about building strong teams.

Thank you again for being with us today. This was such an insightful and valuable conversation. Your expertise around frontline leadership, employee engagement, and building a culture of trust offered so many actionable takeaways.
Thank you so much. It’s truly been a pleasure. I really appreciate the opportunity to dive into a topic I’m so passionate about—empowering frontline teams and transforming workplace culture. I enjoyed every minute of it.