Meet Hisae Uki, vice president of business operations at Sun Noodle
Can you share a bit about your journey to becoming the VP of Business Operations at Sun Noodle?
I’ve had a diverse, "jane-of-all-trades" journey at Sun Noodle. I started in 2007 as an administrative assistant, supporting my mother with payroll and HR tasks while managing the front desk, answering phone calls, assisting customers with orders, and processing invoices.
As the company expanded beyond Hawaii, driven by the growing popularity of ramen thanks to restaurants like Momofuku and Ippudo NY, it became clear that we needed a Food Safety program to maintain product quality and meet the demands of new customers. With mentorship from Ahmad Yu, our consultant at the time and current President of Sun Noodle Hawaii, I led the development and implementation of our Food Safety and Quality Assurance program across all our facilities from Hawaii to New Jersey.
In 2013, I moved to Southern California to oversee our California facility. While continuing to manage HR, I took on Marketing as the next key area for company growth. My brother and I initially managed our social media, but we soon partnered with the local PR firm iQ360, which helped me build a marketing team. I gained experience in social media outreach, event planning, trade shows, product packaging, placement, and launching our first e-commerce site. Eventually, I hired specialists to lead both the QA and Marketing teams.
Following my work in Marketing, I shifted focus to improving plant operations and collaborating across teams to streamline processes. Being based in California, I served as a liaison between our Hawaii and New Jersey locations, which gave me the opportunity to implement company-wide processes and controls. This role ultimately led me to my current position as VP of Business Operations.
Were there any experiences at Shidler College that particularly influenced your career trajectory?
While I wouldn't point to any specific experiences at Shidler College that directly influenced my career trajectory, I was fortunate to connect with a group of like-minded classmates during my time as a part-time MBA student. Many of them were also balancing full-time jobs while pursuing their degrees. These connections provided me with a valuable network of peers who served as a sounding board. I was able to seek advice, gain new perspectives, and discuss ways I could improve or approach challenges differently. The friendships and insights I gained through these cohorts played a significant role in shaping my professional growth.
What are some of your main responsibilities in your role?
As VP of Operations, my primary responsibility is overseeing the day-to-day operations in Hawaii while also coordinating and managing activities across our U.S. facilities. I work closely with the managers at each location to develop strategies, refine structures, and streamline processes, offering guidance and support whenever needed. A significant portion of my role also involves recruiting, hiring, and training team members, with a focus on helping them grow both professionally and personally.
What is a typical day like in your role?
No two days are the same! My day typically starts around 5 a.m. since I work with teams across different time zones. Mornings are often filled with meetings, primarily to check in with team members and receive updates. Communication is crucial, especially when collaborating with teams in different states. Throughout the day, I handle a mix of tasks, from administrative duties to project-based responsibilities, ensuring I stay on track or addressing any delays. Now that I’m back in Hawaii, I also spend more time checking in with my parents, balancing family time with my work commitments.
How would you describe the company culture at Sun Noodle, and what role does HR play in shaping it?
Sun Noodle is truly a family business. Many of our employees who started with my parents have been with us for over 25 years, which is both beautiful and gratifying. It reflects the care and respect my parents have shown, and the loyalty they’ve earned from these individuals who helped build the company. As a second-generation leader, my brother and I aim to carry forward that same energy and culture as we continue to grow the business.
HR plays a crucial role in preserving the culture my parents established at Sun Noodle. As we grow, we face new challenges—from compliance to employee engagement—but we are constantly strategizing to ensure we maintain our "ohana" culture. Employees want to feel heard, valued, and connected to something meaningful. In HR, we focus on career development, improving communication across the company, and enhancing employee engagement. These efforts are vital to shaping and sustaining the culture as we evolve.
What are the key values that guide you and your team?
At Sun Noodle, we are guided by five core values:
Dedication to Craftsmanship: We are committed to creating the highest quality noodles—so good that people will ask, "How did they do that?" We strive to be leaders and innovators in our industry.
Ohana with Accountability: At the heart of our "ohana" (family) culture is respect, which is earned through humility and accountability. We take responsibility for our actions and understand that results matter. We support each other, knowing that every individual's contribution is key to our success.
Knock on Every Door: Inspired by my father, who started this business by knocking on every door, we maintain an entrepreneurial spirit. We believe that quitting is never an option, and perseverance is essential to our growth and success.
Be Curious. Be Ready: We embrace a mindset of continuous learning. We challenge ourselves to understand the "why" behind everything—whether it's our own motivations, those of others, or the larger challenges we face. By staying curious and ready, we ensure we are prepared when it's time to show up.
Be the Sun: As a family business, we are deeply proud of our roots. We strive to do the right thing, both personally and professionally, to ensure the long-term success of the company. We nurture every relationship with aloha, believing that investing in these connections—whether for immediate or future opportunities—ultimately benefits the company and the employees who make Sun Noodle what it is.
What has been one of the biggest challenges you’ve faced in your role, and how did you overcome it?
One of the biggest challenges I’ve faced in my role was in 2020, during the onset of COVID-19. I never imagined we would face something of that magnitude. While it was heartbreaking to see many businesses close or lose employees, we were fortunate to survive. However, it was far from easy. I vividly remember feeling scared alongside my brother, constantly discussing, "What do we need to do? What should we prepare for?" We would FaceTime our parents almost every day, sharing what we were seeing in New Jersey and California, and would have daily calls to strategize on how we could stay ahead of the crisis.
We had to act quickly to adjust to the rapid changes, particularly because 80% of our business was in foodservice—restaurants, catering, schools, and more. We also had to navigate how to support our staff, who were just as scared as everyone else. A lot of it was new territory for all of us, but what helped was maintaining authenticity, openness, and honesty. We communicated transparently with both our customers and employees, letting them know we were learning as we went but were committed to doing our best. I believe this transparency helped boost morale and reassured everyone that management and ownership were fully committed to weathering the storm together.
Could you share a proud moment or a significant achievement during your time at Sun Noodle?
One of my proudest moments at Sun Noodle came during the COVID-19 pandemic in 2020. Looking back, I’m still amazed at how we navigated such an uncertain time. As challenging as it was, I had to remain calm and honest with our staff, making sure they knew I needed their support and cooperation as we adapted to the rapidly changing circumstances. Despite the hardships, we were able to retain or bring back all of our original staff, which was a huge achievement for me. It truly reinforced the strength of our team and the trust we had built together over the years.
Any parting advice for Shidler students or recent graduates interested in following a similar path?
A piece of advice I’d offer is something my brother and I used to share through cards when we were in college. One card he gave me when I moved to California had an Eleanor Roosevelt quote on it: "Do one thing every day that scares you." That card is now framed at my home next to my bed, and it serves as a constant reminder. You never know what’s on the other side unless you try. If you’re curious about something, go for it. Even if you have no experience, take the leap—it’s likely you’ll learn something new, whether about yourself, your team, or your environment.
I’ve done many things in my career that I had no prior experience with, but I was always willing to try. It doesn’t mean I wasn’t nervous or scared, because I definitely was! But I’ve learned that if something scares you or makes you nervous, that’s often a sign that it’s worth pursuing. It could be the opportunity for growth you didn’t expect.