This case examines Sakara Life, a healthy-lifestyle company founded near the end of 2012 with a core business of preparing and delivering beautiful, healthy, premium meals, often (but not exclusively) on a subscription basis (organic meal delivery, or OMD). Kimberly Dunn, the head of strategy and operations at Sakara Life, was facing a number of strategic decisions, including whether to buy an automatic peeler/chopper and a commercial dishwasher, and whether to introduce a revenue-sharing program offering bonuses to all hourly employees based on monthly revenue and achieving quality targets. The decisions needed to be analyzed both strategically and operationally with a special focus on human resource issues.
