About Us

Who We Are

Our Story

Before Strategic Dining Services existed, communities had two choices: fully outsource their dining program or work with consultants who pointed out problems but didn’t help to fix them. I knew there was a need for a solution that fell in between – so in 2013, I created one.

 

At SDS, our mission is clear: to help communities improve their dining programs while keeping their existing teams and culture in place. We don’t believe in a one-size-fits-all solution. Instead, we get to know the communities we partner with and execute personalized plans to enhance food quality, service, and operations.

David Koelling

David Koelling

Founder & Strategic Advisor

2012

SDS is Founded

David Koelling creates Strategic Dining Services, redefining dining support in senior living.

2015

50 Successful Partnerships

In three years, SDS reaches 50 partnerships around the country.

2020

SDS is acquired by Compass Group

SDS is able to reach a new level of growth with increased resources.

2021

Dashboard technology is introduced

Partners begin receiving real-time insights and in-depth reports with advanced technology.

2022

Expands to 150 partnerships

SDS reaches a partnership milestone, serving all types of organizations from large systems to individual communities.

2025

Jill Kuntz named President of SDS

After joining SDS in 2023 with extensive experience in senior living hospitality, Jill Kuntz is named President by founder David Koelling.

leadership

Meet Our Team

Our Roadmap to Success

Each client engagement process is uniquely designed to foster transparency, alignment, and a strong foundation for long-term partnership. The following outlines a typical approach we may take when beginning to work together.

1

Exploration

Hold stakeholder engagement sessions to uncover critical business issues

 

Analysis of relevant data, budgets, KPIs, and reports

 

Align on business priorities, objectives, and desired outcomes

 

Conduct on-site assessments

2

Design

Complete comprehensive operations assessments

 

Align on program design, support, and infrastructure

 

Construct financial model, capital plan, and value offerings

 

Define priorities, timelines, KPIs, and deliverables

3

Transition

Develop a transition plan and deploy a specialized team

 

Install support infrastructure: people, best practices, technology, and standards

 

Craft communication governance and collective expectations

 

Ongoing performance measurement and resource optimization