Contributed by Chef Kimberly Houston
KANSAS CITY, MO — For many retail bakeries, bringing on an intern seems like a natural step: extra support during busy seasons, a chance to give back and an opportunity to connect with the next generation of bakers.
But in practice, internships don’t always unfold as expected. While internships are often positioned as a mutually beneficial arrangement, the reality of working in a bakery is more nuanced. Interns require time, structure and intention, resources that are often already stretched thin. For bakery owners, the question isn’t simply whether to bring on interns. It also means understanding what it takes to make an internship program work.
Striking a balance
One challenge bakery owners encounter early on is the gap between what interns have learned and what production actually requires. It reflects the difference between educational environments and production realities, where efficiency, consistency and cost awareness matter at every step.
“They aren’t taught how to scrape a mixing kettle or scrape down a bucket,” said Jory Downer, owner of Bennison’s Bakery in Evanston, IL. “They don’t have much appreciation for waste.”
Interns often need to be trained not just in technique but also in workflow, pace and the habits that keep a bakery running smoothly. Without that foundation, even simple tasks can take longer than expected, shifting the dynamic from support to supervision. At Bennison’s, interns are exposed to a variety of tasks, giving them a more accurate view of bakery operations.
Setting a structure
Building a structure that supports everyone is another key piece of a successful program. At COOKIE … take a bite! in Santa Rosa, CA, founder Tracy Mattson views internships as an extension of her role in the community.
“I wanted to use my business to make a difference,” she explained. “When I was approached to take on interns, I jumped at the chance.”
That decision quickly revealed an operational need: structure. Early on, interns struggled with prioritization and time management.
In response, Tracy developed a daily task system outlining workflow, timing and expectations. Interns begin by shadowing, then transition to more independent work as they gain confidence.
Tracy also incorporates conversations about time, cost and responsibility into daily work so interns understand how their roles connect to pricing and profitability: lessons that extend beyond the kitchen.
What began as a tool for interns ultimately strengthened the entire operation.
“Creating these systems made us better managers,” Tracy said. “It taught us how to communicate more clearly.”
Fostering the future of baking
For many bakery owners, the true value of internships isn’t immediately visible. Amy Emberling, owner of Zingerman’s Bakehouse in Ann Arbor, MI, sees a clear distinction between short-term support and long-term impact. While the initial time investment is significant, the opportunity to develop future leaders can outweigh early challenges. At Zingerman’s, former interns now lead the pastry kitchen and bread bakery.
“For us, they become an investment if they return,” Amy said.
Timing also matters; bringing on interns during high-demand periods allows them to support workflows without displacing permanent staff.
Interns are not a solution for immediate labor gaps. They require onboarding, oversight and consistent feedback. They also need to understand expectations around reliability, communication and accountability, soft skills that can are useful in any professional setting. Clearly defining those expectations can transform internships into a significant component of not only business operations but also workforce development.
In that respect, internships sit at the intersection of operations and opportunity. They require bakery owners to balance production needs with teaching, structure with flexibility, and short-term demands with long-term vision. When approached with intention, internships can strengthen teams, build future talent and deepen a bakery’s role within its community. And they often reveal something just as valuable: a clearer picture of how the business itself can improve.
This story has been adapted from the May | Q2 2026 Craft to Crumb mini-mag. Read the digital issue here.
