Fresh Food Group (GFF), a food service franchise operating ~47 stores across multiple cities in Brazil, had no structured feedback culture. Managers wanted to give feedback but didn’t know how, and a single HR person couldn’t scale coaching across a growing network. After deploying Visio Feedback as a post-training follow-through tool, GFF managers exceeded their goal of one feedback per month by up to 16x. In February 2026 alone, 114 structured feedbacks were registered across the network.
- 338 total feedbacks in 5 months (Oct 2025 to Mar 2026)
- 114 feedbacks in February 2026, with AI-analyzed quality averaging 4.1/5
- Top store (Subway Francisco Sales): 16 feedbacks from its manager in one month, 4.5/5 employee comprehension score
Who is GFF
Fresh Food Group is a growing food service franchise with approximately 47 stores across multiple cities in Brazil. Led by owner and director Cristiano Rodrigues and co-owner Henrique Keltke, GFF has been in active expansion. Developing managers at scale became their core operational challenge. Thaisa, GFF’s HR Manager, is responsible for manager development across the network. Tiago, the group’s COO, has been a strong advocate for the feedback initiative.
The challenge
GFF’s managers were not giving structured feedback. Not because they didn’t care, but because they didn’t know how.
Jucineia, GFF’s HR lead at the time, was the only person who could coach managers on how to give feedback. Every feedback conversation required her intervention. With ~47 stores and growing, one person simply could not keep up.
A July 2025 climate survey made the problem visible: employees wanted more communication from their managers, and the gap was wider than anyone expected. For Jucineia, the data was a call to action. The question wasn’t whether things were working. It was how to reach the people who needed more.
That conviction set the direction: how do you build a feedback culture across a 47-store network when your only HR person is already the bottleneck?
What they did
GFF started with the Visio Leadership Academy, a training program that taught managers communication, emotional intelligence, role definition, and task delegation. The first cohort completed training in mid-2025. But training alone left a gap: managers knew the concepts but had no way to practice them consistently, and there was no way to see whether the training was translating into action.
Suemy, Visio’s behavioral psychologist embedded in GFF’s people strategy, worked with the HR team to design the answer: how do we ensure managers are putting into practice what they learned at the academy? How do we ensure this post-training follow-through?
The answer became Visio Feedback. The manager records feedback, AI analyzes the quality and coaches the manager before delivery, the manager delivers face-to-face, and the employee receives a WhatsApp notification to record what they understood. The AI matches the manager’s intent with the employee’s comprehension, closing the loop.
GFF went live on October 10, 2025. The goal was deliberately modest: one structured feedback per manager per month.
Results
| Metric | Before | After | Improvement |
|---|---|---|---|
| Structured feedbacks per manager per month | 0 | 1 to 16 (goal: 1) | From zero to 16x goal |
| Total feedbacks (5 months) | 0 | 338 | New capability |
| Monthly feedbacks (Feb 2026) | 0 | 114 | New capability |
| Stores enrolled | 0 | 47 | New capability |
| AI feedback quality score | N/A | 4.1/5 | New metric |
| Employee comprehension score | N/A | 3.9/5 | New metric |
| Consequence explanation accuracy | N/A | 93% | New metric |
The better the manager writes the feedback, the more the employee understands and accepts the change.
Managers didn’t just meet the goal. They exceeded it by factors no one expected. The manager at Subway Francisco Sales led with 16 feedbacks in February alone, receiving 14 employee responses with a 4.5/5 comprehension score. Clarice, Reysla Monteiro, and Raissa were recognized as “Excellence Highlights” in GFF’s February management report for the precision and directness of their communication.
The data also revealed where the network could improve next: while managers were strong at explaining consequences of errors (93% accuracy), they had room to grow in giving specific instructions (63%). That insight led GFF to create a March action plan called “Semana do Elogio” (Praise Week), rebalancing toward more recognition alongside corrective feedback.
What’s next
GFF is using the feedback data to drive their March “Semana do Elogio” (Praise Week), shifting toward more recognition alongside corrective conversations. The management report has become a monthly operating tool: Thaisa and Tiago can now see analytics by store, by manager, by month, something that was impossible when feedback was informal.
For GFF, the transformation is about empowering managers to direct behavioral change in their stores. Employees feel heard, feel like someone is investing in helping them get better. Managers went from not knowing what to write to independently delivering 16 structured feedbacks per month. The tool gave them confidence. The results gave them proof.