Tutta Bella

Last month we talked about the origins of Tutta Bella, their authentic Neapolitan pizza and coffee drinks. This month, we'll look at how owner Joe Fugere's plans have come to fruition and their place in local and international communities.

Joe’s model of a business embraced by stakeholders has come true. Tutta Bella was the Northwest’s first Vera Pizza Napoletana-certified Neapolitan pizzeria and as such is held accountable to the Association’s high culinary standards. In the past three years, Tutta Bella has been honored with the Nation’s Restaurant News "Hot Concepts" award, the Washington Restaurant Association’s "Full Service Operator of the Year" award, two Waterford Crystal Beverage Awards and Pizza Today’s "Independent Pizzeria of the Year," GSBA "Business of the Year" award. Joe met President Obama at a small business roundtable meeting in August 2010 when he was in Seattle and the President mentioned Tutta Bella when he signed the Small Business Jobs Act in September.

President Obama at small business roundtable in Seattle (Joe at far right)

After receiving Pizza Today’s award in 2010, they decided to show their appreciation to their customers and the communities in which they operate by giving away a free pizza to each group of people who dined in their restaurants for one whole week. They ended up giving away $100,000 worth of pizza (8,500 pizzas). "We were a little nervous, but we ended up with so much positive feedback that it made it all worthwhile. One homeless shelter heard about it and sent all their people in. The people had no money and felt bad about not leaving tips. So instead of them eating at the restaurant, we took pizzas to the shelter where they didn’t feel they had to leave a tip," recalls Joe. "We look for creative ways to say ‘yes.’ We don’t have deep pockets, so we don’t sponsor events or groups with a check. We find a way to do something with food. For one event, we held a pizza party afterward to thank the volunteers." This year, Tutta Bella’s Columbia City location found itself in the 43^rd spot on the 2011 Inner City 100 which ranks the fastest-growing inner city businesses in America. Award winners are selected by Fortune Magazine and the Initiative for a Competitive Inner City (ICIC). The ranking focuses on creating healthy inner city economies to strengthen communities.

Their mission to be the most respected Neapolitan pizzeria in the world includes guiding principles that include treating customers, co-workers and vendors with integrity, respect and love. "It’s important to me that ‘love’ is in the mission," says Joe. "When I speak to groups, I emphasize that you should combine your skills with what you love. The restaurant industry plays an important role in the fabric of society. We employ a lot of people who need their job to fit into their lives—students, single parents, people working two jobs. We have jobs to offer seven days a week and all kinds of shifts. There is so much flexibility. At Tutta Bella, we try to ensure that time spent here is really valuable. They can feel great pride in what they do and where they work. The kitchens are wide open. People can see what they do—they’re using whole, natural ingredients, not hiding cans of processed food in the back. Even if we didn’t have the VPN certification, we’d make our food this way because it’s the right thing to do."

Because of his enthusiasm for Neapolitan pizza and southern Italy’s food heritage, Joe has recently been named the Vice President of Media, Marketing and Events for the VPN. "Neapolitan pizza is being made all over the world. There are over 50 VPN certified pizzerias in the U.S. now and 36 or 37 in Japan. Our role is to organize special events to educate people about Neapolitan pizza. We’ll work with national and international media and the Food Network. Our goal is to make this authentic pizza as recognizable as prosciutto di Parma. It’s an unusual DOC product because although the ingredients have to come from Italy, the actual pizza can be made anywhere in the world."

Joe’s future plans aren’t based on the number of locations he has, they’re about building a business that is healthy enough to meet the needs of his three constituents: employees, customers and community. Any new location, like the current four, would reflect the neighborhood it’s in; they don’t use the cookie cutter-style of architecture. Wallingford is an old print shop and they’ve left the open, warehouse feel. Columbia City is in an historic building. South Lake Union is in a newer neighborhood and has an urban edge (yet the counter is made from a fallen 100-year-old tree). Issaquah was a former Chili's; they brought back the exposed beams and brick walls.

It’s a great thing to see a business work that is based on both financial and social success. It kind of makes you want to go eat pizza just to do your part.

Connie Adams/August-September 2011

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