Dan Silivestru
Co-Founder & CEO Chocolate Soup
In this edition of the HR Connect series, we had the chance to sit down with Dan Silivestru, Co-Founder and CEO of Chocolate Soup. Chocolate Soup’s mission is to help organizations show their employees they truly care in meaningful ways, something Dan and his team have mastered through personalized recognition and rewards.
Dan’s approach to leadership, workplace culture, and employee recognition is both inspiring and refreshingly human. Throughout our conversation, Dan shared stories and insights that highlight his deep passion for fostering a positive work environment.
The name Chocolate Soup has an interesting story. Could you share how the idea for the brand name came about and what it means to you?
Absolutely. Before I explain the name, let me tell you a bit about Chocolate Soup. We’re all about helping organizations ensure their employees feel valued and appreciated. We do that by recognizing key milestones—work anniversaries, birthdays, and even pet birthdays—with thoughtful, physical gifts and handwritten cards. This is a throwback to the more personal way of doing things, rather than relying on impersonal software.
As for the name, my wife and I are co-founders, and the name came from a personal moment. Years ago, we were in Soho, Manhattan, sitting at a café, drinking what was basically liquid hot chocolate, and she said, “I love you as much as this chocolate soup.” That phrase stuck with us. When we were trying to name the company, it just clicked—Chocolate Soup represents how we want employers to show real care and appreciation for their employees, much like the way my wife and I express our feelings. It’s about more than just words. It’s about action and sincerity.
How do you approach building a workplace culture that prioritizes both individual growth and team success?
For me, recognition is a crucial part to creating a great workplace culture, but it’s not the only layer. The foundation of any great workplace starts with the basics—providing fair wages, proper benefits, and creating an environment where people feel safe to be themselves. There should be no discrimination, and if any issues arise, they need to be addressed immediately.
Once those basics are in place, trust becomes key. I’ve seen many companies where employees are expected to earn trust over time, but my philosophy is different. I believe in trusting my team from day one. If I didn’t trust them, why would I hire them? When people feel trusted, they are more motivated to contribute their best. Building a culture of trust, along with a clear path for career progression, fosters growth both individually and collectively within the team.
What do you believe are the most meaningful ways to recognize and reward employees to boost motivation and loyalty?
I believe recognition should be timely, meaningful, and surprising. It’s important to show appreciation immediately after a great effort, not weeks later when the moment has passed. It makes recognition feel more authentic and impactful. Beyond timing, the reward needs to be personal. Sure, a generic gift card is nice, but if you know that an employee loves golf, for example, a gift certificate to their favorite golf course means much more. It shows that you see them as an individual, not just an employee.
Surprise and delight are also huge elements. At Chocolate Soup, we do unexpected things like sending gifts for our employees’ kids on their birthdays. It’s not something they expect, and it adds a layer of connection between the workplace and home life. When employers go the extra mile to care for their employees and their families, it makes a lasting impact on loyalty and engagement.
As a leader, how do you personally stay motivated and inspire your team, especially during challenging times?
I’m lucky because I love what I do. Helping people feel appreciated is at the heart of our work, and that makes it easier to stay motivated, even during tough times. But I think motivation also comes from truly believing in the mission and vision of the company. When you know that what you’re doing has a positive impact, it gives you the energy to push through difficult days.
In terms of inspiring the team, I believe passion is contagious. If I show that I’m excited and dedicated to our goals, it rubs off on everyone else. I also try to be transparent with the team and share the bigger picture so they can see how their work fits into the company’s success.
What do you think is the most important quality a leader needs today to guide their team in a fast-changing work environment?
Honesty and measured transparency are critical. As a leader, it’s important to be open with your team, but you also have to balance how much you share. Leaders often have more information and context about the bigger picture than their employees. What might seem like a small issue to you could feel like a much bigger deal to them if they don’t have all the facts. So, I believe in being transparent enough to build trust but also making sure you’re not overwhelming your team with unnecessary concerns.
Trust is the foundation. You need to trust your team to handle their responsibilities, and in return, they will trust you to guide them through changes and challenges.
How has your leadership style evolved over the years, and what experiences have shaped the way you lead today?
When I started out, I used to manage by being involved in every little detail. I thought being a leader meant having control over everything. Over time, I realized that leadership is more about setting the vision and trusting your team to get there. You hire smart people and you let them do their job.
One of the big shifts for me was moving from managing to leading. That shift has been gradual, shaped by small experiences and great mentors along the way. They’ve taught me the value of stepping back and allowing the team to figure things out. It’s not about micromanaging—it’s about empowering others and trusting their abilities.
What advice would you give to other leaders who want to create a more engaged and motivated workforce?
You can’t expect your employees to engage and stay motivated if you don’t actively involve them in the company’s mission. It’s not about giving pep talks or trying to hype them up. It’s about helping them understand why their work matters and how it contributes to the overall vision. When employees feel connected to the company’s mission, they are more likely to take ownership and go above and beyond.
Creating an environment where people feel comfortable taking risks and trying new things, without fear of failure, is essential. If someone tries something and it doesn’t work, that’s okay. We learn from those experiences and move forward. As a leader, you have to create that space for experimentation and growth.
We want to extend our thanks to Dan for sharing his insights and experiences with us. His approach to leadership, rooted in trust, meaningful recognition, and openness, is a reminder that creating a thriving workplace is about more than just hitting targets—it’s about valuing the people who make it all possible.
Keep an eye out for more interviews from inspiring leaders in the HR Connect series. If you would like to share your story and be part of our HR Connect series, please reach out to us at info@fip.agency.
Dilara Cossette
Founder
Dilara Cossette is the founder of FIP, a boutique demand generation agency helping HR tech companies accelerate growth. With deep experience in B2B, she partners with HR tech companies to build strategies that drive demand, grow pipeline, and strengthen brand presence. Passionate about workplace culture, Dilara spotlights insights from HR tech innovators through the HR Connect interview series.
