As a Managing Partner at Zingerman’s Bakehouse, Amy Emberling has played a pivotal role in shaping one of the most respected artisan bakeries in the country. With a background in social theory, business administration, and culinary arts, she brings a unique perspective to leadership, financial literacy, and bakery management. At the Bread & Butter Conference, Amy will co-lead Bakery Finance 101, a session designed to help bakery owners understand key financial principles and make confident, informed business decisions. 

We had the opportunity to sit down with Amy to learn more about her journey, insights on leadership, and what attendees can expect from her session. 

You’ve been with Zingerman’s Bakehouse since its founding in 1992—what initially drew you to the baking industry? 
Landing at Zingerman's Bakehouse was a mix of serendipity and natural interest. I originally worked in restaurants and had dreams of becoming a chef and opening my own restaurant. However, after several experiences in the industry, I realized the restaurant lifestyle wasn’t the right fit for me—I wanted to have a family, and I’ve always been an extreme morning person. 

One day, while considering my next steps, I ran into Ari Weinzweig, one of Zingerman's founders, and asked for advice. He told me his friend Frank Carollo was starting a bakery and encouraged me to check it out. I had always loved baking—my childhood nickname was "Baker Woman"—but hadn’t considered making it a career. I jumped at the opportunity, and it turned out to be the perfect choice. 

How has your background in social theory and business administration shaped your approach to managing a bakery? 
My studies in social theory have been incredibly useful in business. I focused on how cultures are formed and evolve, which is something we think about a lot at Zingerman’s. We are deeply committed to building and sustaining a great workplace culture, and I regularly use tools from my education to guide change management and leadership strategies. 

I also earned an MBA, which gave me a strong foundation in marketing and accounting—two critical skills for running a successful bakery. That business knowledge made my transition into bakery management much smoother. 

What’s one key leadership lesson you’ve learned from your time at Zingerman’s? 
One of the most powerful leadership tools I’ve learned is visioning. We always maintain a documented and shared vision at the bakery, co-created with the entire team. 

A vision is simply a preferred future—what the bakery will look like when it’s thriving. Having this shared vision gives our work purpose and direction, aligns our decisions, and ensures that everyone is working toward the same goals. It has become such an integral part of how we operate that I can’t imagine leading any other way. 

Financial literacy is often intimidating for bakers. What’s the first step for bakery owners to feel more confident with their finances? 
Financial literacy can feel overwhelming, but there are several ways to build confidence, depending on your learning style and resources: 

• Hire a business accountant (even part-time) who can generate useful financial reports and explain them clearly. 

• Read Financial Intelligence: A Manager’s Guide to Knowing What the Numbers Really Mean by Joe Knight—it’s an excellent resource. 

• Take a business accounting course at a local community college. 

• Find a mentor—connect with another bakery or restaurant owner who is willing to share insights and guidance. 

What advice do you have for bakers navigating financial uncertainty, whether due to economic downturns or industry challenges? 
Financial uncertainty is tough, but here are four key strategies that can help: 

• Track your cash flow closely. Cash is king in difficult times—know where every dollar is going. 

• Stick to your core business. If a product or service isn’t profitable, it may be time to reconsider it. 

• Assess major expenses. Look for opportunities to renegotiate prices or payment terms with suppliers. 

• Invest in your people and customers. Your employees and loyal customers are your strongest assets—nurture those relationships.
  

How has the Bread Bakers Guild of America played a role in your baking journey? 
The Guild was founded around the same time as Zingerman’s Bakehouse, so for me, it has always been there as a resource for education, camaraderie, and inspiration. It’s an incredible organization for bakers at every stage of their careers. 

What’s next for you and Zingerman’s Bakehouse? 
We’re currently in the middle of a five-year vision, with two major priorities: 

• Expanding our use of local organic grain. Right now, 15 percent of our grain is locally sourced, and we aim to reach 35 percent. 

• Securing our bakery’s future. We hope to purchase and renovate our current building, but if that’s not possible, we may need to relocate—an exciting yet daunting challenge. 

On a personal level, I’m mentoring new leaders and preparing for my eventual transition out of the bakery in the next five years. 

Who in the food or business world inspires you the most? 
I’m inspired by people and businesses who stay true to their vision and master their craft. This includes well-known figures like Alice Waters, but also local artisans and small business owners who quietly do exceptional work and enrich their communities. 

What’s your favorite thing to bake? 
I love crimping pies and scoring French baguettes—there’s something so satisfying about both. 

Where can people connect with you after the conference? 
I’d love to stay in touch. Feel free to email me at aemberling@zingermans.com. 

Register for Bread & Butter here.