A CEO's journey is about internal transformation, not external success. Learn how shifting from problem-solving to people-development creates lasting culture and builds exceptional leaders within your organization.
Her Story
About Melanie
Melanie Frost is the Chief Executive Officer of Ess-a-Bagel, Inc., a renowned New York City hospitality and food business known for its iconic bagels and expanding multi-channel operations. She stepped into leadership alongside her mother following the passing of her aunt, one of the company’s original founders, and has since guided the transformation of the family-run shop into a scalable enterprise with multiple Manhattan and Brooklyn locations, airport concessions, manufacturing capabilities, and nationwide shipping partnerships. Under her leadership, Ess-a-Bagel has expanded its reach through retail growth, par-baked product distribution, catering, and collaborations with major platforms such as Goldbelly and Wonder.
With a professional background in sales, marketing, and business development, Frost brings extensive experience in client acquisition, strategic growth, and organizational leadership. Before fully stepping into the family business, she built a successful career in corporate sales and outsourcing, generating significant revenue and leading high-performing teams in competitive markets. At Ess-a-Bagel, she has focused on modernizing operations by implementing systems, strengthening infrastructure, and expanding into new markets such as airport retail and wholesale manufacturing, while maintaining the brand’s long-standing commitment to quality and tradition. Her husband serves as COO, and other family members remain actively involved in operations, reinforcing the company’s family-centered foundation.
Frost’s leadership philosophy centers on integrity, adaptability, and trust in her team. She credits much of her success to learning how to delegate effectively and empowering others with ownership and responsibility as the business has grown. She values honesty, transparency, and a positive, solutions-oriented mindset, and encourages emerging leaders—especially women in business—to stay self-aware, embrace change, and take thoughtful, calculated risks. Outside of her professional work, she supports several charitable organizations, including St. Jude, Ronald McDonald House, the American Cancer Society, and Make-A-Wish, reflecting her broader commitment to community impact and philanthropy.
Her Interview
Ten minutes with Melanie
01What do you attribute your success to?
I think the shift right now is one of the things. You can't lead a company of this size without changing how you lead. You have to delegate, trust your team, and give them ownership.
02What advice would you give to young women entering your industry?
Be self-aware and willing to change as your business changes. Remain open and adaptable to change. Take assessed risks.
03What are the biggest challenges or opportunities in your field right now?
Delegating and trusting team members when no longer in direct control. Prioritizing and staying focused while growing infrastructure and finding the right people.
04What values are most important to you in your work and personal life?
Lead with integrity and ethics. Have a good attitude and be adaptable. I'd rather have someone who's a B who has the right attitude than someone who's an A and has the wrong attitude.
Her Content Hub
Articles by Melanie
The CEO Transition No One Talks About
How the transition to CEO taught me that true leadership is about developing people, not solving problems.
The Real Transition of Becoming a CEO
By Melanie Frost
When people ask me what it's like to become a CEO, they usually expect to hear about strategy, growth, or the weight of making bigger decisions. The truth is, the biggest transition isn't what changes around you. It's what changes within you.
For years, I believed my job was to solve problems. I loved being in the business alongside my team—helping customers, making decisions, putting out fires, and finding solutions. There was an immediate sense of accomplishment because I could see the impact of my work.
Then I became CEO. I quickly realized that the very skills that helped me earn the role could become the greatest obstacle to succeeding in it. I could no longer measure my value by how many problems I solved. I had to measure it by how many people I helped grow.
That sounds simple. It isn't.
Leadership Isn’t About Creating Followers
Like many leaders, my instinct has always been to help. When someone comes to me with a challenge, I naturally want to offer an answer. I want to remove the obstacle and help them move forward.
But I'm learning that what feels helpful in the moment isn't always what's most valuable in the long run. Every time I solve a problem too quickly, I unintentionally take away someone else's opportunity to develop the confidence and judgment they'll need the next time.
Leadership isn't about creating followers. It's about creating more leaders.
That requires patience. It requires trust. And perhaps most difficult of all, it requires letting go of the belief that everything depends on me.
Culture Is Built in the Conversations I Choose to Have
One of the biggest shifts I've experienced is realizing that culture isn't created by mission statements or inspirational posters on a wall. It's created by what I do every day.
Culture is built in the conversations I choose to have and the ones I avoid. It's built in the standards I uphold and the standards I quietly allow to slip.
It's built when I recognize great work, address difficult issues with respect, and make decisions that reflect our values—especially when those decisions are uncomfortable.
People don't simply hear what leaders say. They watch what leaders consistently do.
Accountability Isn’t the Opposite of Kindness
Another lesson I'm continuing to learn is that accountability isn't the opposite of kindness. It's one of its highest expressions.
When I hold someone accountable, I'm telling them I believe they're capable of more. I'm choosing honesty over short-term comfort. I'm investing in their future instead of settling for what's easy today.
That realization continues to change the way I lead. I say “continues” because I'm still in the middle of this transition. Old habits don't disappear overnight.
Even today, my first instinct is often to jump in, solve the problem, or make the decision myself. There are moments when I have to pause and intentionally ask a different question instead:
- “What do you think?”
- “How would you approach this?”
- “What options have you considered?”
Those questions don't always come naturally.
I'm discovering that leadership requires as much discipline as it does vision. Every day, I remind myself that my job isn't to be the person with the best answers. My job is to help develop people who are confident enough to find the answers themselves.
I'm intentionally spending less time solving problems and more time developing problem-solvers.
Less time directing. More time creating clarity. Less time measuring success by what I accomplish personally. More time measuring success by how much the people around me grow.
Some days, I do that well. Other days, I catch myself slipping back into old habits. But I know which direction I want to keep moving.
Because I've come to believe that the greatest responsibility of a leader isn't simply to build a successful business. It's to build successful people.
A Remarkable Legacy
I'm fortunate to lead a company built on a remarkable legacy. My aunt, one of our founders, always said that what made our bagels different was that they were made with love.
Growing up, I thought she was talking about the recipe. Today, I understand she was talking about something much deeper.
She was talking about the care behind every decision. The pride in doing things the right way. The commitment to one another.
The genuine desire to make every customer and every employee feel valued.
As I've grown into this role, I've realized that's the kind of culture I want to build: one where people feel seen, where they're challenged because someone believes in their potential, and where difficult conversations happen because growth matters more than comfort.
A culture where people leave stronger, more confident, and more capable than when they arrived.
To me, that's leadership.
What Is Extraordinary Difficult to Replicate
The longer I serve as CEO, the more convinced I become that businesses don't succeed simply because they have the best products.
Products can be copied. Strategies can be duplicated. Technology will always evolve.
What is extraordinarily difficult to replicate is a culture built on trust, accountability, genuine care, and an unwavering commitment to helping people grow.
If someone asked me today what the role of a CEO is, my answer would be very different than it would have been just a few years ago.
- It isn't to have all the answers.
- It isn't to make every decision.
- It isn't to be the smartest person in the room.
It's to create an environment where people can think, grow, take ownership, learn from mistakes, and eventually become leaders themselves.
I'm still learning how to do that. I'm still catching myself when old habits surface. I'm still reminding myself that my value as a leader isn't measured by the number of problems I solve.
It's measured by the number of people who become capable of solving problems because I believed in them, invested in them, and gave them the opportunity to grow.
I don't know that I'll ever completely master that transition. And maybe that's the point.
Leadership isn't a destination. It's a continual process of learning, growing, and becoming the kind of leader your people need you to be.
If, years from now, people remember me not only for helping grow a business, but also for helping them grow into better leaders, better teammates, and more confident versions of themselves, then I'll consider that my greatest accomplishment.
Because businesses create products.
But leaders create people.
And people create extraordinary companies.
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