everbowl Hires Two Jack in the Box Veterans

Two Fast Food Veterans Join a Fast-Growing Bowl Chain

everbowl, the superfood bowl chain that has quietly built out more than 100 locations, just handed the keys to its next chapter to two executives who spent years running one of fast food's biggest operations. Anna Gabele joins as Brand President. Natalie Trzcinski takes over as Chief Operating Officer. Both come from Jack in the Box, a 2,100-plus unit chain, and that shared background is doing a lot of work in explaining why everbowl made these hires now.

Decades of Overlapping Experience at Jack in the Box

Gabele spent nearly a decade at Jack in the Box, leading product marketing, menu strategy, culinary innovation and strategic partnerships, part of more than 25 years across product development, entrepreneurship, marketing and brand strategy. Trzcinski logged 12 years at the same chain, rising to senior director of training and development, where she ran enterprise-wide training and coordinated operations, menu execution and process integration systemwide. That's over two decades in multi-unit restaurant operations.

"everbowl is building something real, craft-made food and genuine community that fits into people's everyday lives," Gabele said. "That is exactly the kind of brand I want to help grow." The two women didn't just work at the same company. They overlapped there, which means they're walking into new roles at a smaller, faster-growing concept with a shared operational vocabulary already in place.

A Clean Division Between Vision and Execution

The division of labor is deliberately clean. Gabele runs brand strategy, marketing and menu direction as Brand President. Trzcinski owns restaurant operations and execution across everbowl's expanding footprint as COO. It's a familiar split in franchise growth: one executive pushes the creative vision forward, the other makes sure that vision survives contact with the actual store floor.

Trzcinski put it plainly: "Great brands grow when strategy actually reaches the floor. The focus is helping every location deliver the same quality experience as everbowl scales." That's the real test for any system crossing the 100-unit mark, holding quality steady while the location count keeps climbing.

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Why This Pairing Isn't Random

Pairing a menu and marketing strategist with a training and process specialist isn't a random org-chart decision. It reads as a hedge against brand dilution, the risk every growing chain faces once it starts adding units faster than it can train people to run them the same way.

Gabele's strength is product and brand innovation. Trzcinski's is enterprise training and process integration. Put together, the two roles are built to connect what the brand wants to be with what actually happens when a customer walks into a store, even one that's still a fraction of the size of the 2,100-unit chain both women came from.

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Proven Playbooks Over Improvisation

The timing lines up with everbowl actively expanding while trying to protect a brand identity built around quality and community. Bringing in leaders with large-scale operational chops from a chain the size of Jack in the Box suggests everbowl wants proven playbooks, not improvisation, guiding its growth.

Gabele's decade of menu and culinary innovation work puts her in position to steer how the product lineup evolves as the brand matures and potentially pushes into new markets. Trzcinski's nationwide training and process integration experience points to where her attention will go first: building the systems that keep execution consistent as franchise locations multiply.

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Scaling On Purpose, Not By Accident

What Gabele and Trzcinski are describing, in their own words, amounts to the same goal from two different angles: keep the craft-made feel that built everbowl's following, and professionalize the operations enough to support real national growth.

For franchisees and customers, that's a signal the brand intends to scale on purpose rather than by accident, leaning on outside restaurant expertise to avoid the stumbles that trip up fast-growing concepts. Nothing in the announcement lays out timelines, target markets or specific operational changes, so the real measure of this hire will be how fast those priorities show up in the stores themselves.