Jane Grote Abell is Owner, Chief Purpose Officer, and Chairwoman of Donatos Pizza, a family-owned pizza franchise started by her father in 1963. Watching her father create and grow Donatos with human-centered, community-first principles, Jane is a firm believer in Agape Capitalism— a philosophy where building a business based on the power of love can make the world a better place for all. In addition to being Chief Purpose Officer and Chairwoman of the Board for Donatos, Jane co-founded the Reeb Center, a nonprofit serving the immediate needs of Columbus, Ohio’s underserved community. Jane has been a Member of C200 since February 2025.
Eva Glassman: Tell me about what it’s been like to work in, and eventually lead, the family business over the years.
Jane Grote Abell: I’m a second-generation leader at Donatos Pizza, the company my dad founded in 1963. Growing up, our first pizza shop was literally in our front yard in Columbus, Ohio, and I started working in the business at a very young age. My early experiences—like watching customers eat dinner in our home because we didn’t have a dining room—instilled in me a deep passion for hospitality and treating people like family.
After earning a degree in organizational design and communication from The Ohio State University, I returned to the business with a focus on strengthening our people practices. In 1992, I became our Chief People Officer, helping to shape a culture centered on people-first leadership. During this time, we began franchising and grew to about 150 locations.
In 1999, we sold Donatos to McDonald’s, inspired by the idea of sharing our core values—what we call Agape Capitalism—on a larger scale. Agape, meaning “unconditional love,” drives how we lead: with love, by the Golden Rule, and always doing the right thing. When McDonald’s decided to divest the brand, I led the effort to buy it back and became President and CPO.
Today, I serve as Chief Purpose Officer and Chair of the Board. I’m focused on preserving and evolving our purpose-driven culture and ensuring it continues through future generations, including my own children, who are now involved in the business.
In 2014, I appeared on Undercover Boss, an experience that deepened my desire to give back. That same year, I co-founded the Reeb Avenue Center, a nonprofit in Columbus providing education and workforce development, and helped launch the Donatos Family Foundation, which supports the communities we serve.
I’m also the author of The Missing Piece: Doing Business the Donatos Way, and have been honored with four honorary degrees in recognition of our people-first approach to leadership and community impact.
EG: Professional culture has evolved so much over the past couple of decades. What was it like to discuss Donatos’ people-first principles with other professionals just a couple of decades ago? Was it difficult to get people to understand your philosophy back then?
JGA: Back when my dad was just sixteen, he worked in a pizza shop—his first glimpse into business. My grandfather thought pizza was just a passing trend and encouraged him to focus on school, but my dad saw something deeper. Later, while studying at Ohio State, he took a business course where he was taught that the sole purpose of business was to make a profit. That never sat right with him. What he had observed firsthand was that the busiest, most successful nights at the shop were the ones where the team operated with integrity and care—not when corners were cut.
From early on, he believed business should be built on love—on treating people well and creating a ripple effect. If you take care of your people, they’ll take care of your customers. And if you put good people in business and empower them to do good, the world becomes a better place.
But in the 1960s, that mindset was far from mainstream. Many older business leaders scoffed at the idea of bringing values like love and empathy into the workplace. They’d tell my dad, “You’ll never make it with those goody-two-shoes ideals.” But he was determined to prove them wrong—and he did. That same determination lives on in me. We’ve always believed that leading with love isn’t just good for culture—it’s good for business.
EG: Was there ever a question about you going into the family business? Were you ever thinking about a different career path, or were you always certain this is what you were going to do?
JGA: Growing up in the family business, it honestly never occurred to me that I wouldn’t be part of it. From a young age, I was helping out—sweeping floors, folding boxes, whatever was needed. It was just part of life, and I loved being around our team and customers. I saw the heart of the business up close, and that shaped my values early on.
That said, I did consider other paths. I went to college, earned a degree in organizational design and communication, and thought for a moment that I might carve out a different career. But the more I learned about building great teams and creating strong cultures, the more I realized how much that knowledge could serve our business. It became clear to me that I could make a real impact by coming back and helping shape the people side of Donatos. So while I kept an open mind, my heart always pulled me back here—and I’ve never regretted it.
EG: It’s interesting that you might never have learned that about yourself if your family didn’t sell. Everything happens for a reason.
JGA: Absolutely—looking back, I really believe that selling the company to McDonald’s was a defining moment, even though it was never part of the original plan. If we hadn’t gone through that experience, I don’t think I would’ve discovered the depth of my own purpose or the clarity around what mattered most to me as a leader.
It forced me to step outside of my comfort zone, to see our business from a totally different lens, and ultimately to fight for what I believed in when we had the opportunity to buy it back. That journey shaped who I am today. So yes, it’s one of those life chapters that confirms the idea that everything really does happen for a reason—even the unexpected parts.
EG: How have dynamics in your family been affected by the business and its evolution over the years?
JGA: The evolution of our business has absolutely shaped the dynamics within our family. When my mom and siblings stepped away from the company, it shifted things in a big way. I stayed because I truly love this business—and more importantly, I love the people behind it. While my dad is no longer active in the day-to-day, he remains a trusted thought partner and someone I continue to lean on.
The business was a huge part of our family’s identity for a long time, so even after they left, my mom and siblings still feel connected to it. We had to navigate some tough conversations along the way, but those honest moments helped us grow—not just as business partners, but as a family. They’ve each found their own meaningful paths, and I’m really proud of them.
Now, with two of my three kids involved in Donatos, the dynamic is evolving again. I was intentional about encouraging them to work outside the business first. I wanted them to establish their own identities and gain outside perspective before making a decision about joining. That way, their choice was rooted in clarity and purpose—not obligation.
EG: How did you hear about C200? How did you decide to become a Member?
JGA: I first heard about C200 through Tara Abraham and Kara Trott, both close friends and inspiring leaders who are longtime Members. From the way they spoke about the organization, it was clear that this was a uniquely powerful community of women, and I found myself drawn to it immediately.
Lifelong learning has always been a priority for me. I believe growth often happens when we’re outside our comfort zones—whether that’s buying back our company or launching a nonprofit like Reeb. Neither of those were things I’d done before, but they pushed me in ways that shaped who I am today. C200 felt like a continuation of that journey—a place where I could both contribute and keep evolving.
What really stood out to me about C200 is the way its Members lead. These are women running incredible businesses with heart. They bring authenticity, purpose, and philanthropy into their leadership. That’s how I strive to lead, and that alignment made it feel like a perfect fit.
There’s something truly powerful about women supporting women—not just in business, but as whole people. C200 creates a space for that. It’s more than networking; it’s about uplifting each other so we can make a greater impact, together.
EG: You obviously worked very closely with your dad in the family business, but I’m curious—did you have any women mentors?
JGA: When I was leading the effort to buy back Donatos, it struck me—I had spent my whole life in Columbus, yet I didn’t personally know any women leaders in the city.
At that time, there were only five women on the Power 100 list for Columbus. I decided to reach out to all of them—and every single one responded. That’s something I’ve come to deeply admire about women leaders: they show up, they say yes, and they invite you in. It’s always, “Let me help. Let’s do this together.”
Tanny Crane was one of those five women and my very first call. She became not only a mentor but also a friend and collaborator—we went on to co-found the Reeb Center together.
Tara Abraham is another incredible mentor and friend. She’s built an extraordinary business and continues to lead with impact. I’m honored to be part of C200 with her.
EG: What does being a woman in business mean to you, and how do you apply that thinking to your work?
JGA: When I was younger, working in the family business, my dad would often take my older brother to important meetings—it was just assumed he’d eventually take over. That was the generational mindset at the time. And in the pizza industry, which still has relatively few women, I constantly felt like I was fighting for a seat at the table—not just as a family member, but as a woman.
That drive to “fight and prove” shaped how I viewed women’s professional organizations early on. I was hesitant to join, because I believed we shouldn’t need special groups—we should all be seen as equals from the start.
Over time, my perspective has evolved. I now see the tremendous value women bring to the workplace—particularly emotional intelligence, empathy, and the ability to balance head and heart in leadership. That doesn’t mean our leadership is “soft.” We hold people accountable, but we do it with respect and dignity.
There’s plenty of research showing that when women are in decision-making roles, companies don’t just perform better financially—they also see stronger employee engagement and a greater sense of belonging. That’s something I try to cultivate every day in my work.
EG: When you find yourself with some free time, how do you like to spend it?
JGA: When I find myself with free time, I love dedicating it to the nonprofit work that means so much to me. I serve on the boards of four different organizations and remain deeply involved with the Reeb Center. That work keeps me grounded in purpose and service.
Spending time with my family is equally important. Our lake house has become a special place for us to connect, recharge, and simply enjoy being together. I have five wonderful grandchildren—with two more on the way—and they bring so much joy and love into my life. I didn’t always get the balance right when my own children were young, so being present now is a gift I deeply appreciate.
I also prioritize taking care of my body and mind. Hot yoga is part of my regular routine, helping me stay strong and centered. And as a lifelong learner, I’m always reading—whether it’s leadership, faith, or community building—I find great energy and inspiration in learning new things and broadening my perspective.
At the core of it all is my faith. It’s the foundation that guides my decisions, shapes how I lead and serve, and keeps me anchored through life’s challenges and blessings.
EG: You’ve mentioned the Reeb Center a couple of times now. Could you tell me more about it?
JGA: I grew up on the south side of Columbus, and back then, it was a thriving neighborhood. Over the years, though, it faced serious decline—rising crime, homelessness, and a lack of access to basic needs like healthcare, education, and affordable housing. The city came to my dad and me, asking if we’d be willing to help lead something transformational for the community.
While my dad worked with the city and developers on safety, housing, and health clinics, I partnered with Tanny Crane to focus on workforce development and education. Together, we raised $14.5 million to renovate an abandoned 67,000-square-foot elementary school on Reeb Avenue. But instead of creating a brand-new nonprofit, we had a different idea—we brought the best existing nonprofits under one roof to serve the community in a more powerful way.
Today, the Reeb Center is home to ten nonprofit partners offering a full spectrum of wraparound services. There’s a youth learning center, after-school and summer programs, GED and reentry support, and workforce development programs. Last year alone, more than 350 people graduated from our State Tested Nurse Aide (STNA) program—and all were hired at the local hospital. We serve over 300 meals a day in our café, and our on-site social worker works hand-in-hand with individuals to assess their needs, connect them with services, and provide guidance every step of the way as they move toward stability and independence.
The Reeb Center is built on the belief that when people face major life challenges—like incarceration or housing instability—they shouldn’t have to jump through hoops to get help. Our mission is to remove barriers, so people can access everything they need to rebuild their lives, all in one place.
To learn more, visit www.reebcenter.org.
EG: Bringing a bunch of nonprofit resources together in one building is something I haven’t heard of before, but it makes a lot of sense.
JGA: It’s not a model you see very often, but it absolutely should be. Centralizing nonprofit services under one roof has the power to transform entire communities. There are so many vacant buildings across the country—this approach could be replicated anywhere to meet people where they are and remove barriers to support.
What makes Reeb so special is that I get to witness real change in real time. I see our neighbors walk through the doors and experience meaningful transformation because of the resources and relationships available here. Some people write checks and step back—but this has never been that for me. I’ve stayed involved every step of the way, and it’s truly been a labor of love.
Being part of Reeb has also given me a deeper understanding of the policy challenges our communities face. It’s been one of the most rewarding and eye-opening experiences of my life.
EG: What is your advice to aspiring women business leaders to advance their careers?
JGA: My biggest advice to aspiring women leaders is: don’t let self-doubt hold you back. We all have those inner voices telling us we’re not ready or capable—especially when stepping into something new. I felt that when I led the effort to buy our company back. I had never done anything like that before. But growth doesn’t happen inside your comfort zone. Surround yourself with people who challenge you, ask hard questions, and believe in you even when you’re unsure. That support gives you the courage to take the leap. You won’t know if you’ll succeed or fail until you try—and either outcome helps you grow.
I also often share what I call the Four Cs: Character, Courage, Conviction, and Compassion.
- Character means staying rooted in your values and surrounding yourself with people who do the same.
- Courage is using your voice, taking risks, and knowing it’s okay to make mistakes along the way.
- Conviction means standing firm in your purpose—if you’re not aligned with what your organization stands for, it might not be the right place for you.
- And Compassion—don’t leave it at the door. In business, leading with humanity is not a weakness; it’s a strength that builds trust, connection, and long-term impact.