During my time in the Marines, I learned that real leadership means leading from the front.
When you're the platoon commander, you don’t just give orders—you live them. You show your team that you’re never above the work. But at the time, leadership also meant structure, discipline, and rigid systems—things I thought I wanted to leave behind.
When I transitioned from the disciplined structure of the Marines to the early, anything-goes days of Compass Coffee, I thought freedom from rules was the ultimate goal. No dress codes, no rigid roles—we were building something fun and different! I traded my uniform and buzz cut for a man bun and skinny jeans—hipster camouflage at its finest. I wanted to embrace a looser, more organic way of running a business, free from the constraints of military life.
At first, it worked. We were agile, creative, and passionate. But as Compass grew, things started to break down. Without structure, small inefficiencies became big ones. Too many decisions had to be made on the fly, and I found myself stuck in the weeds—roasting coffee, placing orders, and stepping in as the go-to morning supervisor at our cafes. If I wasn’t physically there, things stalled.
That’s when I had to take a step back and reflect.
Cue Taylor Swift’s “Anti-Hero”
🎵 It’s me, hi, I’m the problem, it’s me… 🎵
It wasn’t that my team wasn’t working hard. It was that I hadn’t given them the systems they needed to succeed.
That’s when I re-evaluated the very things I had initially rejected—the discipline and structure of the Marine Corps—and saw their value in building something sustainable. Implementing these systems wasn’t just about improving efficiency—it was about scaling myself out of certain roles. I was still roasting coffee, placing shipment orders, and acting as the go-to morning supervisor at our cafés. I couldn’t grow my teams or step out of the day-to-day operations if these systems weren’t in place.
To focus on bigger-picture leadership, I needed systems that empowered others to take ownership and thrive. I started diving into books about successful manufacturing companies, including The Toyota Way, and discovered the Toyota Production System—one of the most efficient business models in history. The 5S system, built off of and inspired by Toyota’s approach, was a game-changer. We didn’t have to reinvent the wheel—just learn from the best and adapt those lessons to Compass.
I quickly realized that combining Marine Corps leadership principles with Japanese best practices was exactly what Compass needed to scale and thrive. And let me tell you—it’s transformed how we operate and grow together.
The Toyota Production System: A Blueprint for Efficiency
After World War II, Japan had to rebuild its entire economy. By the 1970s and 80s, companies like Toyota weren’t just competing with American manufacturers—they were surpassing them. Their secret? The Toyota Production System (TPS).
The system revolves around three key principles:
- Muda (無駄) – Eliminating waste.
- Mura (斑) – Reducing inconsistency.
- Muri (無理) – Avoiding overburden.
More than just manufacturing, TPS is a philosophy that prioritizes efficiency, continuous improvement, and leadership at every level. Concepts like Genchi Genbutsu (現地現物), or “go to the source,” emphasize solving problems where they happen rather than making decisions from behind a desk. Kaizen (改善), the idea of continuous improvement, ensures that progress never stops.
Building on TPS, Toyota popularized 5S as a practical framework for organization and efficiency. That’s where things really clicked for Compass.
What is the 5S System?
5S is a workplace organization method designed to create efficiency and clarity in any environment. Each step comes from a Japanese word:
- Seiri (整理) – Sort
- Identify what’s necessary and remove the rest.
- Compass Example: At Ivy City, we had accumulated a decade’s worth of random items—nitro chai mini-kegs, candle-making supplies from our bacon-fat candle experiment, and other relics of past creativity. We cleaned house, keeping only what mattered.
- Seiton (整頓) – Set in Order
- Organize everything so it’s intuitive and easy to find.
- Compass Example: Before 5S, our roasting team wasted time searching for tools. Now, everything has a designated place, making work faster and easier.
- Seisō (清掃) – Shine
- Maintain cleanliness to keep operations running smoothly.
- Compass Example: A messy cafe station slows down service. A clean, organized bar makes everything flow effortlessly.
- Seiketsu (清潔) – Standardize
- Establish clear routines and best practices.
- Compass Example: We created playbooks for roasting, cafe setup, and bar flow so every location runs with consistency.
- Shitsuke (躾) – Sustain
- Make organization a habit, not a one-time fix.
- Compass Example: If you leave the sink empty, it stays empty. If you let one dirty cup sit, suddenly there’s a mountain of them. The same applies to our systems.
These principles aren’t just about organization—they create a culture where everyone takes ownership of their space and their work.
Leadership by Example: From Warehouses to Cafes
One thing I’ve learned? Discipline and organization are contagious.
In the Marines, you can’t ask your team to do something you’re not willing to do yourself. At Compass, it’s no different. If I want our roasting team, distribution team, or baristas to take something seriously, I need to show them that I take it seriously.
Cleaning up our warehouse in Ivy City was a perfect example. Over the years, we had accumulated tons of random stuff—some useful, some not. Without a system, it quickly became chaos.
So, I got in there with the team. We applied 5S, and suddenly, what was once a cluttered mess became an organized, efficient workspace. It wasn’t just about making things look nice—it was about reducing friction and creating clarity.
When people see leadership caring about organization, they start caring too.
Friction: The Enemy of Progress
The Marine Corps defines friction as:
“The force that resists all action and saps energy. It makes the simple difficult, and the difficult seemingly impossible.” (MCDP 1, Department of the Navy)
Before implementing 5S, our roasting team experienced friction every day. Finding the right tool felt like searching for a needle in a haystack. Nothing was where it was supposed to be. What should have been simple, quick tasks turned into frustrating, time-consuming battles.
But once we cleaned, organized, and set up systems? That friction disappeared. Work became smoother, faster, and more enjoyable.
As our operations manager, Chas, put it:
"Standards reduce friction because they create clarity. Everyone knows where things go, how to do things, and what’s expected."
And once friction is removed, sustaining the system becomes second nature. As Joel, one of our leaders, says:
"If you keep the sink empty, it stays empty."
Trials, Tribulations, and Triumphs
Implementing 5S at Compass hasn’t been without challenges. It’s easy to let clutter creep back in, especially during busy times.
Implementing 5S at Compass hasn’t been without challenges. It’s easy to let clutter creep back in, especially during busy times.
But the rewards of staying disciplined are clear:
✅ Efficiency has skyrocketed.
✅ Morale is higher.
✅ Creativity has flourished.
Where have we seen the most success? The roasting operation at Ivy City is now a well-oiled machine, with clear standards and a sense of ownership among the team.
Where do we still have work to do? Our cafes. The fast-paced environment makes it harder to sustain the system, but we’re working on it.
More Than Just Organization—A Culture of Excellence
The 5S system isn’t just about cleaning or organizing—it’s about building a culture of discipline, efficiency, and ownership. It’s about reducing friction so people can focus on what really matters—making great coffee and making people’s days better.
The Marines. Japanese manufacturers. Baristas. Roasters. Leaders.
Different worlds, same lesson: Great systems create great outcomes.
