A decade ago, Pepperdines flagship campus was located in the heart of the sprawling Chinatown neighborhood in central Orange County, where it was known as “The King of Chinatown.”
Today, its campus sits on an island off the coast of Los Angeles, surrounded by more than 200 luxury hotels, office towers, restaurants and other businesses.
Pepperdining, the world’s largest fast food chain, is in the process of relocating from its headquarters in San Francisco to its first U.S. location.
Its arrival comes at a time when the restaurant industry is struggling as restaurants struggle to keep up with demand and workers increasingly flock to cities to escape work.
A year after opening, the company reported a 13% increase in revenue, but it also faced some challenges.
Pepper is struggling to keep its workforce healthy and its restaurants are struggling to attract new diners.
The company is also grappling with a high rate of turnover and the rapid rise of the high-end, upscale restaurants that dominate the restaurant market.
A $7 billion merger of Pizza Hut and Wendy’s is also on the horizon, as is a possible expansion of its chain of high-dollar restaurants.
And some of the company’s biggest challenges have come from within its ranks.
The former president of Pepper’s regional headquarters, Robert E. Smith, is leaving the company and is moving to a more senior role at PepsiCo.
A former executive with the company has left to join an executive search firm.
And the company is in talks with several former executives to create a new CEO, but the decision hasn’t been made.
The latest turmoil comes as the company grapples with a slew of lawsuits, which have come amid a major expansion of the brand.
Pepper, which has struggled to keep pace with the growth of high end restaurants, is also dealing with an onslaught of lawsuits from disgruntled workers who say they were fired because of a lack of promotions.
“The culture has changed in the last decade and that’s where we’re at right now,” said Andrew Johnson, a Pepperdiners general manager.
The lawsuits have come in the wake of the controversial decision to fire two senior executives.
One of the executives was named a “former senior executive” on Pepperdiner’s “leadership page” in 2015, a change that prompted a backlash from workers and customers.
“We were told to put all our eggs in one basket, and they told us we were not allowed to do that,” said a former Pepperdini employee.
“And now we’re being told that all our things are going to be gone and we have to put everything in one bucket.”
The lawsuit also sparked a nationwide protest and a lawsuit from union leaders that resulted in the resignation of former CEO Robert K. Daley.
PepperDiners has also been facing some recent financial problems.
Last year, the brand lost more than $400 million, and the company recorded a $5.9 billion loss for the fiscal year that ended in March.
The business is facing additional pressure from its parent company, PepsiCo, which last month announced it would buy Pepperdined for $7.4 billion.
A PepsiCo spokeswoman did not respond to a request for comment.
The lawsuit filed by workers in April 2016 alleged that the former executives who were fired for poor performance and poor leadership were given promotions at the expense of other Pepperdinis employees, who were often laid off or otherwise moved off the payroll.
Pepper has also lost a number of other lawsuits in recent years.
The most recent was filed by a union representing a Pepper restaurant in California.
The union claims that Pepper fired an employee in 2015 for refusing to participate in an annual union demonstration.
The employee sued Pepper for wrongful termination and breach of contract, and Pepper won in October.
“There are many other lawsuits pending and Pepperdinins internal investigations, which we’re confident are ongoing,” Johnson said.
The restaurant’s current president, Tom Norelli, said that his first reaction to the Pepperdino lawsuit was that “It was a completely unfounded, baseless lawsuit that was filed on a whim.”
Pepper Dining, which employs about 2,200 people, is headquartered in San Diego and has about 700 employees in Southern California, the Bay Area and across the United States. “
Our culture and practices are strong, and we are always striving to improve,” he added.
Pepper Dining, which employs about 2,200 people, is headquartered in San Diego and has about 700 employees in Southern California, the Bay Area and across the United States.
The chain was founded in San Jose, California, in 1987 by former Pepper workers and began operations in Los Angeles in 1990.
Its business model is to offer a variety of different menu items and beverages in different locations and in different flavors.
It has more than 700 locations, and more than 1,200 locations are open.
The last two years have been tough for the restaurant chain.
It posted a net loss of $2.6 billion