The hospitality industry has neglected workplace mental health and psychological safety for centuries. A big reason for that is that we have depended on the structure of the brigade system since the late 19th century. The purpose and design of the kitchen brigade system—or cuisine de brigade (based upon the hierarchical structure of the French military)—is to ensure every person has a clear purpose so the kitchen can work to maximum efficiency. It sounds like a good idea on paper but in reality it creates a work environment that leaves little room for humanity, emotions, and the spectrum of mental health experiences. 

This military-style influence creates workplaces that lead to exploitation and in the name of ‘efficiency’ leave little to room for adequate nourishment, rest, pay, safety or support. The constant pressure to follow the chain of command at whatever cost disconnects workers from themselves and at the mercy of the leader’s orders. This structure needs to be challenged and redesigned to evolve in order to reflect the needs of all of the diverse people that make up the workforce. 

Not 9 to 5 was founded in instinct and is now cemented in data. In 2018 after decades of struggling with her own experiences with anxiety, depression, trauma and grief, Hassel was inspired to co-found Not 9 to 5, a non-profit that empowers foodservice service workers like herself. As Not 9 to 5’s Executive Director, this industry vanguard has made it her mission to provide mental health and substance use support by mobilizing educational resources and advocating for psychological safety. 

In 2019, Not 9 to 5 did it’s first survey of hundreds of hospitality professionals. When asked if you experience mental health &/or substance use challenges, 90% of respondents said yes. The elephant in the room was finally acknowledged and the unspoken crisis was validated. 

Hassel’s strategic planning abilities helped grow Not 9 to 5 from a series of workshops, panels and webinars into a global vehicle for change. Now, with CNECTing —Not 9 to 5’s online educational platform— Hassel aspires to start a world-wide hospitality revolution to create work environments that are inclusive and proactive, rather than top-down and reactive. 

Strategic Priorities

After hosting a listening campaign with our community and having our organizational documentation reviewed, we are thrilled to unveil the three strategic priorities that will guide our work from 2025-2027:

1. Strengthening Our Community 
2. Empowering Meaningful Change 
3. Securing A Sustainable Future

Strengthening Our Community

• Emphasize meaningful connection and social interaction among hospitality and culinary professionals as a central component of Not 9 to 5’s operations.
• Drive equity and inclusion initiatives in person and online to increase support for equity-deserving groups within the community.
• Focus outreach efforts on the next generation of hospitality and culinary professionals currently under-represented in Not 9 to 5’s reach.

Empowering Meaningful Change

• Establish Not 9 to 5 as an educational hub for hospitality and culinary sector thought leadership to reduce harm and foster workplace culture change.
• Facilitate knowledge-sharing and industry research at all institutional levels  to increase investments in workplace mental health within the hospitality and culinary sector.
• Diversify and amplify storytelling of under-represented voices in Not 9 to 5’s communications and content production to increase psychological safety, promote healing, and destigmatize mental health.

Securing A Sustainable Future

• Continue to invest in long-term organizational development to build strategic competencies within Not 9 to 5 for sustainability.
• Develop strategic corporate partnerships that are aligned with Not  9 to 5’s mission and audience by building on existing relationships to create sustainable growth.
• Create a detailed fundraising plan and implementation plan identifying multiple sources of funding, including recurring donations.