Richard Schenkel On Selling A Company With A 900% Return To Shareholders And Now Creating A $100 Million Fund To Support Growth Companies

Richard Schenkel’s story reflects the power of resilience, strong work ethics, and a boundless entrepreneurial spirit. He has been a founder and has now turned into an investor operator. In this exclusive interview, he talks in detail about building, scaling, and financing his companies.

Richard’s latest venture, Phoenix3 Holdings, has invested in top-tier companies like Infuse Hospitality in Chicago and Fairgrounds Coffee & Tea.

In this episode, you will learn:

• Richard Schenkel developed a strong work ethic from a young age, working in his father’s luncheonette from the age of eight.
• His entrepreneurial spirit was evident early on, with ventures like selling printed business cards door-to-door as a child.
• His corporate experience at Marriott gave him invaluable lessons in culture, operational control, and financial management, which he later applied to his ventures.
• Schenkel took significant calculated risks in his 30s to transition from corporate roles to entrepreneurship, leading to the founding of multiple successful companies.
• He emphasized the importance of resilience, particularly during the challenging early years of building a business when resources are scarce.
• Schenkel believes defining and permeating a robust organizational culture is crucial to a company’s success.
• Timing and market conditions were key factors in Schenkel’s decision to sell his company, leading to a nine-figure exit and subsequent ventures.

 

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About Richard Schenkel:

Richard is the Founder, CEO and managing director of Phoenix3 Holdings LLC, a strategic growth partner that elevates lifestyle and distributive services companies in senior living, health care and corporate sectors. Richard launched Phoenix3 Holdings in the Fall of 2023.

As the Founder and CEO of Unidine Corporation (est 2001), Richard established himself as a disrupter and insurgent within the senior living, behavioral health, corporate, and healthcare verticals.

In 2017, Compass Group USA partnered to acquire Unidine, bringing it under its umbrella as a world leader in food service management. Richard led Unidine through the full life cycle of business development from privately funded to private equity to capital group.

Richard is a visionary who has been recognized by team members and industry leaders throughout his dynamic career. In 2011,

Richard was named an Ernst & Young Entrepreneur of the Year. He personally received recognition from The Rodale Organization as one of the 100 people changing health and wellness throughout the world.

Richard sits on several boards and boasts a strong track record of active involvement in companies as a leader, mentor, and strategic industry disrupter.

Richard graduated from the University of Wisconsin with a Bachelor of Science degree and majored in Food Service Administration.

After college, Richard worked at the executive level for industry giants Aramark and Marriott Corporation, where he gained valuable industry experience that laid the groundwork for his future disruption of the industry.

Richard and his wife live between Miami and the Massachusetts area. He enjoys skiing, biking, and spending time with his children and grandchildren. He is a collector of wine and enjoys traveling.

Connect with Richard Schenkel:

• LinkedIn
• Zoominfo
• RichardSchenkel
• RocketReach

Read the Full Transcription of the Interview:

Alejandro Cremades: Alrighty. Hello, everyone, and welcome to The Deal Maker Show. So today we have a really exciting founder, founder now turned the investor operator. We’re going to be learning a lot about building, scaling, financing, and his story is remarkable. you know He got to work you know very early on at eight years old, ladies and gentlemen. So really a spectacular journey, very um inspiring you know career as well.

Alejandro Cremades: And I think that you’re all going to be very much enjoying the conversation today. So without further ado, let’s welcome our guest today, Richard Schenko. Welcome to the show.

Richard Schenkel: Thank you so much. So excited to be here.

Alejandro Cremades: So raised in New Jersey, sorry. So Southern Northern New Jersey. Now, give us a walk through memory lane. I know that the you got to work quite early in your life. So tell us, you know, give us a little of a walk through memory lane there and and how is life growing up over there.

Richard Schenkel: Gosh, you’re making me feel old now when I got to go down memory lane. I grew up in no Northern New Jersey in a town called West Orange, New Jersey. ah And went my dad had a luncheonette in editin Newark, New Jersey, and at the ripe old age of eight, ah the expectation back in those days where we need help in our family business and got to go to work for him on Saturdays and Sundays ah until ah I was 15 years old. So I think ah when I look at my work ethic,

Richard Schenkel: I think it certainly was strongly influenced by him. oh So on that end and now have ah two other siblings and grew up in a kind of a middle-class type of home back then.

Alejandro Cremades: so So you got started, you know, quite early with working, you know, at eight years old at 2 a.m., you know, on the weekends. so I mean, that sounds wild.

Richard Schenkel: ah Yeah, I don’t think my kids would probably and be very excited about doing that. I think it was a different day and era back then. ah that you didn’t have you you didn’t have as much choice as we give our kids today.

Richard Schenkel: it was in I would say, Alexandra, there was no choice. it’s cut you’re You’re going to work, and when I finished, my brothers filled in, and I think it was a typical family-run business by my dad, and he needed all the help.

Richard Schenkel: I mean, and it it was a different era, for sure.

Alejandro Cremades: So what quite early on, I mean, even even at that time of you when you were when you turned 15, you were working at um ah at a different place. you know In this case, you know it was, I believe, what was it?

Alejandro Cremades: Like a nursing home? Or what what was the place where you were working at?

Richard Schenkel: Yeah, yeah good good memory there.

Alejandro Cremades: 15, no?

Richard Schenkel: oh I had ah left my dad’s employment, which I think was a good thing, to kind of spread my wings and went to work at a ah skilled nursing facility in West Orange, New Jersey called Daughters of Israel, which ironically is still there.

Richard Schenkel: ah so i know went in there applied for a position and I never forgot this at like 15 and met with what was then called the food service director and said I’d like to know more about what it’s like to work in a ah you know a senior living facility. I spent a number of years working there all trying to well have someone as a mentor back then to teach me things And, you know, never regretted it. And I think that’s why I wound up spending still to this day, lots of time in the senior living vertical.

Alejandro Cremades: So at what point do you realize, because I think it was quite early on, one day I’m going to be an entrepreneur.

Richard Schenkel: Oh, I will tell you, I think it’s in your blood at a very young age. And I remember at the ages of nine and 10 and 11, going out door to door, and I had a printing press in my basement. And I would print business cards stationary and sell it to the neighbors. ah And that that’s how I you know earned extra dollars. And that was one business. ah Then did a multitude of, then started a yeah dry cleaning organization. I just think it’s either in your blood, in your risk taker,

Richard Schenkel: You can’t make somebody an entrepreneur. They either want it or not. And they they understand they that there are no rules.

Alejandro Cremades: you

Richard Schenkel: There’s nobody telling them what to do. they They’re their own boss. And they’ve got to have that motivation and work ethic to really do it.

Alejandro Cremades: So then for you, you know you ended up going to school, you went to Wisconsin and there you studied the food service administration. And then from there, even though you had an idea that they one day you wanted to be a entrepreneur, you decided to take a different direction and and you went more into the corporate world.

Alejandro Cremades: I mean, that’s quite a different path to follow.

Richard Schenkel: Yeah, absolutely. But what I will tell you, I think it it gives you a great backbone of experience in systems operations, oh culture of sophistication that fortunately for me allowed me then to break away later on with that expertise to allow me as an executive and an entrepreneur to build an organization from zero to one point something billion with 17,000 people as the founders and never have to relinquish or felt I had the organization outgrew me.

Richard Schenkel: which is very unusual for an entrepreneur entrepreneur. A lot of entrepreneurs get outgrown very quickly. And, you know, we’ve seen them in deals we’ve looked at recently, you know, some of them at 25 and 50 million are, you know, over their skis already where you then need to bring in a professional CEO. So for me, I think I’ve got the best of all world academia, then corporate experience, then going out on my own and taking all that.

Richard Schenkel: and allowing me to learn and take those best practices of what to do.

Alejandro Cremades: So I mean, you you did quite ah quite a bit too. I mean, whether it was in the healthcare care sector or also you know in hospitality, you know before you even you know thought about the the idea of starting your own thing.

Alejandro Cremades: no So what were some of the things you know that you learned you know during this time you know about people, about you know the space, and about business?

Richard Schenkel: Yeah. Well, I can tell you, well I have spent a large part of um my pre-entrepreneurial ventures at the Marriott Corporation. I’ll tell you what I learned. A family organization is a family organization, and that’s why their name was on the door. And they take it very seriously how the business operates, even as a public company ah that It’s just ingrained inside the organization. ah Number two, I think the sophistication and culture that I experienced was second to none. Never experienced it at a number of other companies, but that culture really shapes an organization of how you treat people, what the values are, what our core business is, and how we take care of the guest.

Richard Schenkel: ah Number three, I think the operational controls and financial management have got to be top priorities. Otherwise, you cannot run an organization. And number four, looking for marketplaces that had a huge amount of white space to be able to grow in. So I would i would look at those would be the things

Alejandro Cremades: So what do you think needed to happen for you to ah finally activate the entrepreneurial mode?

Richard Schenkel: um I had been ah activating it even when I was working there, but in a lesser, as an investor in certain businesses and now providing advice, I think when I had ah left one position that I’d moved to Mass for, I had always said, I need to be responsible. I think I’m bright enough to do it on my own, um but I need to figure out how I’m going to build an organization and what it will be in.

Richard Schenkel: and ready to take the risk because taking it’s it’s a huge risk when you go out on your own, both from a financial, a family, and a time. And you you got to understand all those things will suck the energy out of you. And I think it was right timing. I was in my 30s. And I just said, I’ve got to do it.

Alejandro Cremades: And the first day time that you went at it, that was in food management. you know You build a company around that.

Richard Schenkel: Yeah.

Alejandro Cremades: I mean, well what was that exactly?

Richard Schenkel: Well, there was a company prior to the yeahle company Unidine that I started, a company called Republic that I had ah purchased in from the former founder to build it up. And, you know, it was a smaller company focused on different verticals, um operating verticals. And we wound up being very, very successful growing it to a much smaller extent and then being approached by one of the large companies. Were we are looking to sell it?

Richard Schenkel: and we did an M and&A deal within with another company and it was lots of fun. ah You know I can’t explain it like to me working hard is one thing but working hard and having fun at the same time ah that’s what entrepreneurial people look for and growing people.

Alejandro Cremades: So in your case, I mean, you had been, with your prior experience in in doing corporate stuff, you had to looked at M and&A. But I guess this was your first rodeo being on the sell side, not on M and&A. So I guess, say how was that how was that experience, too?

Richard Schenkel: Oh my gosh. Oh, I still remember as we went through the transaction, I thirst for education. And when you do your first one, it’s like doing an IPO. The first one’s the toughest. The next couple get to be easier when you start doing M and&A and acquisition work. And for me, it was just ah so much fun. Oh, and I remember reading through legal documents, which, you know, back then it was like, wow, what an education.

Richard Schenkel: And I thrived on it personally.

Alejandro Cremades: so Out of all things, you know once you’re done with with this food management company, you go into the dating world. i mean That’s quite the shift there of gears.

Richard Schenkel: but Well, you know we had sold off that company. I wasn’t sure what I wanted to do. I had been going through a divorce. And there was certainly voids in the late nineties in the dating world. The apps then were not like they are today. There was no way to take.

Richard Schenkel: um how you meet people having like-minded interests and we had created a ah technology dating dating app that we thought would be very very different than some of them on the market but unfortunately it’s like any entrepreneur the best idea ah you still have the marketplace is dictating and I think as I said to you before and in 1998, 1999, 2000 if people remember it everybody Technology went out. Nobody was going to invest. The markets plummeted. Google’s going away. oh That was when AOL was prevalent. Facebook had just launched and Amazon was nothing more than a book company.

Richard Schenkel: and You know, everybody said there won’t be technology. And we look today, it’s the complete opposite. oh Had I started that company and we had really launched into the markets, I probably wouldn’t have been in the food and dining management service world again.

Alejandro Cremades: So then what, what, what ever happened here?

Richard Schenkel: So yeah.

Alejandro Cremades: Because obviously this was the, uh, segue that got you into unit unity.

Richard Schenkel: so So, you know, it’s funny.

Alejandro Cremades: So.

Richard Schenkel: oh Once you launch one company or two, it’s in your blood. It’s something you can’t you can’t explain. like what would start why If you had one that didn’t so succeed, why would you start another one? and I think entrepreneurs know they’re not going to be successful in every company they launch. oh That’s an unheard track record. I’d always seen another opportunity and always thought I would never get back in the food and dining services, but the senior living market was a very

Richard Schenkel: large marketplace with very few providers ah in the food and dining management service space with a different approach. And when we launched Unidine officially in 2001, our approach was culture. It was all about people. It was about fresh food, which was unheard of in senior living. It was like, why do we have to cook the food?

Richard Schenkel: And if you recall back in that time, that’s when Whole Foods really took some grips in the market of organics and fresh food, which is only, you know, 24 years ago, approximately. So, you know, I just took it and said, um we’re going to launch, I’ll put capital in and let’s see where it goes. And started hiring people to grow a company with no clients.

Alejandro Cremades: So then what happened next?

Richard Schenkel: ah Well, in 2001, as you might remember, that was when ah we had our active challenges September 11th. And that was when we had our first client come aboard right around then. And, you know, we just started building out the infrastructure with very few people. And we went out selling our management services to prospective clients. And I think the first year we had five clients by December.

Richard Schenkel: and then the next year we added 12 or 15 and the rest became history that we found a a very strong niche in the marketplace in senior living and in corporate dining and then in health care and we became a real boutique company ah that continued to prosper and grow until 2017 when we did a transaction and continues the company continues today to be out there in the marketplace at Unidine.

Alejandro Cremades: So what what ended up being the business model of Uniden? How were you guys making money?

Richard Schenkel: So the business model, we provided food and dining management services. We were reimbursed. We would work on management fees and other fees. And basically, ah whether it was a profit loss arrangement or a management fee approach, oh we would would make money.

Alejandro Cremades: so then So then for you also, it’s not like you raise money right away. I mean, you were funding this whole thing you know for the first initial years. I’m sure that was quite a but quite stressful for you.

Richard Schenkel: Oh, very stressful, especially when you have a son who’s going to be going to college during that time frame. But I had put enough money aside to hopefully make it. all But I think what you learn as an entrepreneur, whatever you think it’s going to cost, there isn’t an entrepreneurial overestimate. They typically under, and I was one of those.

Richard Schenkel: And I guess in year five, we knew in order to grow, we were going to need some external capital and went out in the marketplace raising capital ah because part of the business model for Unidine was to scale the business to, you know, 500 plus million. And for that, it was going to take some capital and we raised some capital back then.

Richard Schenkel: And the rest became history of our growth, uh, our boutique approach, uh, our best in class and the company continued to prosper. Uh, we would look for the right individuals to join and you know, the rest was history.

Richard Schenkel: So, Oh, I think we were at the $75 million dollars mark we had brought in in capital.

Alejandro Cremades: how much How much did the company raise prior to the acquisition?

Alejandro Cremades: And obviously, the first years, as you were saying, you know were really, really rough you know until you were able to really get that $75 million in place. So you know for the people that are listening to how does an entrepreneur stay resilient you know in writing those roller coasters, especially when you are like you lacking oxygen?

Richard Schenkel: Yeah. ah You know what I tell people, you got to take a deep breath sometimes. Nothing straightforward. I mean, you you think your revenue is going to transition to these levels and your your sales general and administrative costs are going to decrease. It never happens. It’s the complete opposite. As a business revenue grows, there are larger requirements on your ah SG&A.

Richard Schenkel: And I think that’s the learning curve you take out of it until there’s that inflection point of depending on the industry of when the revenue exceeds your SG&A in terms of percentages, that’s when you start profitable growth. And so certain business lines do not have profitable growth, very unusual at the beginning. It’s just a reality. it’ It’s so you’re building a business, you’re not leading a business at that point.

Alejandro Cremades: so then So then in this case for you, Tua, when we’re thinking about the $75 million that you guys raised, let’s talk about capital requirements here. How do you think entrepreneurs should be talking about should be thinking about capital and and and also how much they’re going to need and how to go about it?

Richard Schenkel: Yeah, I think you need to do it in different rounds. I don’t think you to ensure that the equity is retained. The only way, in my opinion, you do it is a seed round, friends and family, a seed, then in a series A, B, C, because you’re trying to drive valuation and it’s very tough with a concept to raise a heck of a lot of money. There’s so many great concepts out there and I see them come across.

Richard Schenkel: To me, that’s almost gambling money because of those 10 or 15 that you look at, very few of them ever get to fruition or they start, they don’t have the burning in the belly. Everybody thinks it’s easy. And then they realize, wow, this, this is not so easy. And, uh, I think you need to overestimate your capital needs, but do it in phases would be my recommendation.

Alejandro Cremades: So then, in your case, eventually the um the acquisition happened. you know Obviously, you were writing this for 21 years, i mean close to 22 years. At what point does it become evident that it’s time to turn chapter?

Richard Schenkel: You know, we had one other major shareholder and I knew it was kind of timing in the market. Like there’s never, you know, I tell people, if you think you’re going to catch the upside, if you knew that you shouldn’t be doing what you’re doing. And the years had grown. We had a lot of inquiries and we then brought in our investment bank in 2016 and 17. And it was just a very strong,

Richard Schenkel: marketplace, both in private equity and in strategic. And we we just felt it was the right time. We were at the right inflection point. oh and And there was never any mention of the people leaving. It wasn’t like we were going to do an M and&A deal, whether it’s strategic or financial. And everybody would be leaving that people were going to stay on. And especially if it was going to be a financial buyer, it was going to be a requirement of it was a strategic, I think we had a little more flexibility. And Alexandra, I can’t tell you that we thought it was the best time, but I think 17 was a really strong year and it was just timing. oh And some of it’s luck, you know, being in the right place at the right time.

Alejandro Cremades: A hundred percent. So we see nine figure exit. So that was pretty, pretty amazing. Now, as they say, once an entrepreneur entrepreneur, always an entrepreneur. So instead of like launching another company, you decided to join another one, you know, before what we’re going to be talking about now, which is what you guys are up to with Phoenix three holdings. But why joining another operation?

Richard Schenkel: ah When you, you mean right after with starting Phoenix again?

Alejandro Cremades: That’s right. That’s right.

Richard Schenkel: all When when i yeah when i went when i I joined Compass, which was the acquirer ah that we did our strategic acquisition with and stayed on, all because I care about our people.

Alejandro Cremades: With compass.

Richard Schenkel: they were we I had selected most of them. Culture was always important to me and I would interview almost the majority of the exempt corporately I i interviewed everybody who was in it. I just think it sets the culture when the founder interviews. all And at Compass we had certain requirements that’s part of our alliance with them and we just grew that business even under Compass and it was a lot of fun.

Alejandro Cremades: How many people did you have at the time of the acquisition?

Richard Schenkel: Oh at the time I think we had six to seven thousand

Alejandro Cremades: Oh my God.

Richard Schenkel: Yeah, so it was a very large enterprise.

Alejandro Cremades: Wow.

Richard Schenkel: Remember, we we were a distributed employee type of operation. So think of UNIDAN as a restaurant company with 200 or 300 locations. So very strong with a decentralized workforce.

Richard Schenkel: And at Compass, we wound up growing three organizations internally that we put together ah that I created. And when I left so in 2022, I think we were tracking at 1.3 billion, and I think it was 15,000 plus employees. So a very large enterprise, but i I think what you realize as an entrepreneur, ah you’re not an entrepreneur at those numbers. You just can’t be.

Richard Schenkel: And I love being an entrepreneur and watching things grow. It’s kind of like planting a seed and watching it grow. It’s a lot of fun watching people grow, watching the company out aspire and hit those needs, and also how you lead and manage the l clients as well. It’s very different.

Alejandro Cremades: So talk to us about culture. What would you say? Because obviously, that’s a lot of people. you know And I’m sure that you guys you know were really careful about culture. What would you say are the three key components of a successful culture?

Richard Schenkel: oh Number one, defining it correctly, what it is. oh And I happen to write all of the culture because i as a founder, it was my organization. And we had done that in the first couple of years of the company. I did it. So I think you number one, what is the culture? um I think number two is how you’re going to permeate that organization with the culture.

Richard Schenkel: I’ve worked at many companies even prior where they gave a wallet card and said, here’s our culture. That was the mention of it. That’s not culture. Culture is something that has to be practiced every minute of the day by your associates, team members, whatever the word is. And it has to be front of mind. And you know, what we realized oh immediately, UNIDINE,

Richard Schenkel: It had to be practiced by all the hourly team members as well, day to day. They had to buy into it, understand it, and it had to permeate the organization twice a day in a formalized setting. It’s kind of like the, I use the analogy, the Pledge of Allegiance.

Richard Schenkel: The Pledge of Allegiance doesn’t go away. You may say, I know it now, but you just kept using it. And I think culture is the identical thing. And we had a whole process of things people would have to do to understand it. And I think the third thing for any organization is selecting the people, not just on technical skill, but on culture fit.

Richard Schenkel: I have seen so many times you might have the brightest person in a role, but they are the wrong cultural fit. They’re not an entrepreneur. entrepreneur they They don’t value their work ethic isn’t at the level. And if those are requirements of the culture, you can’t deviate. You just can’t. And I think that’s where a lot of organizations fall down as they grow because they put it to the side oh And I think the last part is culturally growing with the right clients. You know, at the end of the day, our business was about clients and the guest. And if we didn’t select the right client or the right type of market that we wanted to play in, it was not a good culture fit. And I think when you’ve put all those things together, you you just can accelerate the growth of that organization.

Alejandro Cremades: and obviously quite the acceleration you know from 0 to 400 million and not bad, a nine figure exit. So after you do that the integration, you know after you worked with Compass, making sure that everyone was taken care of, then you decide that it’s time to go at it again. And that was with Phoenix 3 Holdings. So what are you guys doing at Phoenix 3 Holdings?

Richard Schenkel: Wow. Great great question. Oh, we’re having a lot of fun. Oh, you know, we’ve got about 15 or 18 people working with us right now. We’ve got one company we’ve made a major investment in infuse hospitality out in Chicago, who is a onsite food and dining service company focused on the commercial market, as well as fairgrounds coffee, where we’re helping that organization grow in the markets they play in.

Richard Schenkel: ah We’ve got a couple of ah new codes that we’re funding as well that will be out there in the near future with though great founders. And you know we look at different investments in ah senior living, all healthcare care and business services and distributed service companies or lifestyle companies where we feel we can make a difference by our expertise of operating people.

Richard Schenkel: as well as, by the way, we have capital to invest um in typically founder or family-based organizations to help them grow and avoid the pitfalls of what other entrepreneur entrepreneurs go through.

Alejandro Cremades: And I believe that the capital under management is about 100 million. So I guess say when you guys get involved with competition, what’s the yeah ideal profile of a company?

Richard Schenkel: ah Under 100 million, um must be ill have 10 million plus of revenue. So that’s a big range. Must be approaching positive EBITDA or have a plan. all Has to have sticky revenue. um Has to have strong retention in the marketplace. Must be family or founder based. And the number one thing we look for, honestly, is culture fit.

Richard Schenkel: ah you know you You know by walking in the door what culture is like, you just’s it’s kind of ingrained in you. And when our team works with that other team, if we see it’s so dysfunctional, we we’re not there to change dysfunction.

Richard Schenkel: We’re there to help improve results. And if it’s not the right team, what we we won’t invest in it. So those those are the major criteria.

Alejandro Cremades: So imagine you were to go imagine you were to go to sleep tonight and you wake up in a world where the vision of Phoenix Three Holdings is fully realized. What does that world look like?

Richard Schenkel: oh that the company we invested in has started its acceleration, high growth of 30, 40% a year, ah retention of the founder and growing that founder. um And that company is ah becomes a boutique company as the best in class in its industry.

Alejandro Cremades: So now let’s talk about the past, but doing so with a lens of reflection. Let’s say I bring you back in time. you know I bring you back in time to the moment where you are now, you know let’s say, about to launch, let’s say, UNIDINE back in 2001. Let’s say you’re able to have a chat with that younger self, that younger Richard, and you’re able to give that younger Richard one piece of advice before launching a business. What would that be and why, given what you know now?

Richard Schenkel: Oh, it would be have enough capital to hire the best people that are overqualified to begin the journey with you.

Alejandro Cremades: I love that. so Richard, for the people that are listening that would love to reach out and say hi, what is the best way for them to do so?

Richard Schenkel: Oh, they can send me an email to our S-C-H-E-N-K-E-L at phx3.com. They can go to the Phoenix 3 website, which is phx3.com, and there’s a contact us. And happy to have any opportunities that are presented or even any questions to help them grow. It would be my pleasure.

Alejandro Cremades: Well, you say enough. Well, Richard, thank you so much for being on The Dealmaker Show today. It has been an absolute honor to have you with us today.

Richard Schenkel: Well, an honor to be with you as well and have a great holiday weekend and enjoy and thank you for your time too.

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