But under Davidson’s leadership, an optional supplementary curriculum was instituted. These development courses included a pizza-making class, a coffee tasting session, and customer service culture classes.

“The whole idea is to give [our employees] experience,” Davidson says. “Give people an opportunity for them to know what they’re doing and give them skills they can use somewhere else.”

Robert J. Leandro, director of operations and facilities, says that Davidson “is concerned about the employees. He wants them to be happy.”

For Davidson, HUDS plays an integral part in Harvard’s House system because every House has a dining hall.

“The dining hall becomes a very crucial part of the community and building the community of the House. It’s going to be your home for the next three years,” Davidson says. “Clearly, our main role is to make sure that you all are having a great experience and we’re meeting your needs.”

To increase student’s satisfaction with HUDS, Davidson has implemented changes that make dining more accessible to busy students, such as the addition of ready-made salads.

Overall, Davidson’s commitment to employee and student satisfaction has benefited him in his first year as HUDS managing director.

“We’re really pleased. It’s been a good transition,” Simon says. “It’s an ongoing process that David is really committed to.”

—Staff writer Laya Anasu can be reached at layaanasu@college.harvard.edu