338 feedbacks across 47 stores. The goal was 1 per manager per month. One store’s manager delivered 16.
Fresh Food Group needed a way to scale structured feedback across their growing franchise network. With one HR person supporting the entire operation, the old approach could not keep up.
Snapshot
| Field | Value |
|---|---|
| Operator | Fresh Food Group (GFF) |
| Industry | Food service franchise |
| Stores | 40+ across multiple cities in Brazil |
| Tool used | Visio Feedback |
| Key result | 0 to 338 structured feedbacks, one manager hitting 16/month (goal was 1) |
| Timeline | ~5 months (October 2025 to March 2026) |
Who Is Fresh Food Group
Fresh Food Group (GFF) is the largest Subway franchisee in Brazil and operates other food service brands. With 40+ stores and growing across multiple cities, GFF runs a lean operations team focused on store-level execution and manager development.
GFF’s leadership, Thaisa and Tiago, had invested in training through the Visio Leadership Academy in mid-2025, covering communication, emotional intelligence, and task delegation. The training gave managers the concepts. What was missing was a system to make sure they put it into practice.
At the time this story begins, GFF’s HR team was stretched thin managing people development across the entire growing network. Suemy dos Reis Ribeiro, a behavioral psychologist embedded by Visio in GFF’s people strategy, was assisting the HR team, but the bottleneck was systemic: one team could not scale feedback across 40+ stores.
The Challenge
Fresh Food Group’s managers were not giving structured feedback. Not because they didn’t care, but because they didn’t know how. Every time a manager wanted to coach an employee, they had to ask HR for help.
I don't know what to write, I don't know if it's good.
The problem wasn’t motivation. It was process. With 40+ stores and growing, an HR team responsible for manager development across the entire network meant every feedback conversation required their intervention. Managers had the desire but no structured way to act on their own.
A climate survey made the gap visible. Employees wanted more communication from their managers, and the distance between what they expected and what they received was wider than anyone had assumed. For GFF’s leadership, the data was a call to action. The question became: how do you build a feedback culture across a growing store network when your HR resources are already stretched beyond capacity?
What They Did
1. Foundation: Leadership Academy Training
GFF started with the Visio Leadership Academy, a training program that covered communication, emotional intelligence, role definition, and task delegation. Training gave managers the concepts, but left a gap: there was no way to practice consistently, and no way to see whether the training was translating into action on the floor.
2. Design: Feedback Loop Architecture
Suemy dos Reis Ribeiro, Visio’s behavioral psychologist embedded in GFF’s people strategy, worked with GFF’s HR team to design the answer. The question was straightforward: managers now knew the theory. How do you ensure they put it into practice?
3. Deployment: Visio Feedback Tool
The answer became Visio Feedback. The tool works as a complete loop: the manager records their feedback, AI analyzes 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.
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 was 1) | From zero to 16x the goal |
| Total feedbacks | 0 | 338 | New capability |
| Monthly feedbacks (peak month) | 0 | 114 | New capability |
| Stores enrolled | 0 | 47 | Full network coverage |
| AI feedback quality score | N/A | 4.1/5 | New metric |
| Employee comprehension score | N/A | 3.9/5 | New metric |
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 a single month, receiving 14 employee responses with a 4.5/5 comprehension score. Clarice, Reysla Monteiro, and Raissa were recognized as “Excellence Highlights” in GFF’s management report for the precision and directness of their communication.
The better the manager writes the feedback, the more the employee understands and accepts the change.
The data also revealed where the network could grow next. That insight led GFF to create “Semana do Elogio” (Praise Week), rebalancing toward more recognition alongside corrective conversations.
What’s Next
GFF is using the feedback data to drive “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. That visibility was impossible when feedback happened informally.
For GFF, the transformation is about empowering managers to direct behavioral change in their stores. Managers went from asking “I don’t know what to write, help me” to independently delivering 16 structured feedbacks per month. The tool gave them confidence. The results gave them proof.