F&H June 2023 Digital Issue

ALBERTA

Gordon Food Service Canada – Calgary

Gordon Food Service Canada – Edmonton

Intercity Packers – Edmonton

BRITISH COLUMBIA

Intercity Packers – Richmond

Gordon Food Service Canada – British Columbia

MANITOBA

Gordon Food Service Canada – Winnipeg

To-Le-Do Foodservice

NEWFOUNDLAND AND LABRADOR

Atlantic Grocery Distributors

NOVA SCOTIA

Gordon Food Service Canada – Atlantic

ONTARIO

Gordon Food Service Canada – Ontario

Intercity Packers – Toronto

Macgregors Meat & Seafood

QUEBEC

Gordon Food Service Canada – Montreal

Gordon Food Service Canada – Quebec

Les Viandes Intercite

With the foodservice industry starting to return to pre-pandemic levels, it’s clear the landscape continues to shift, evolve and transform. Many of those changes fuelled by the pandemic are evident in our annual Top 100 Report, which for more than 50 years has become the barometer of growth in the foodservice and hospitality industry. Like the industry it charts, COVID also fuelled substantive changes on our report, forcing us to make the difficult decision not to produce it in 2020 when companies were dealing with the devastation of restaurant closures. In 2021, we produced a truncated version of the report by downsizing it to the Top 50 in 2021 and 2022. Because the sales of so many companies had been significantly impacted by the pandemic, many operators chose not to release data they previously provided to us annually, while others were swallowed up by larger entities through mergers and acquisitions and, as part of these new structures, chose not to release data that had previously been shared with us.

This year, we’ve scaled back up to produce the Top 75, inching closer to our regular Top 100 — hopefully by next year. That’s an indicator that business is slowly returning to normal — whatever

FUTURE FORWARD

normal is these days. Certainly, that’s not to say that challenges have magically disappeared — far from it. Labour shortages, price increases and tech transformation continue to impact this industry in ways never before imagined.

And several companies have continued to not release sales data, forcing us to provide estimates where needed. While this report features more estimates than pre-pandemic, we felt it was important to include as many companies as possible to ensure an accurate representation of this industry given their significance to the foodservice and hospitality landscape.

On another note, it gives us great pleasure to also present our Top 30-under-30 award winners in this issue. Since KML acquired this important recognition program from the OHI in 2019, we’ve expanded it to make it national. We’ve increased the number of adjudication members to be more representative of the industry and the country and we’ve returned to hosting the awards program as a live event, away from the virtual presentation we hosted during the pandemic. Not only is the event once again live, but we’ve built an entire day-long Leadership Summit around it themed “Future Forward.” The event will be showcased on June 13th at the Sheraton Centre Toronto and it’s truly transformative in that it is intergenerational — bringing current leaders together with tomorrow’s leaders to dialogue on the most important and pressing issues of the day. We hope you can share the day with us and we look forward to making this an annual event. FH

ROSANNA CAIRA

@foodservicemag

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EDITOR & PUBLISHER ROSANNA CAIRA

MANAGING EDITOR AMY BOSTOCK

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ADVISORY BOARD

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TAKING THE LEAD

Restaurants Canada appoints new president and CEO

KELLY HIGGINSON

has been appointed president & CEO of Restaurants Canada. Higginson has been COO at Restaurants Canada since August 2022 and was an active member of the Restaurants Canada Board of Directors prior to that. Christian Buhagiar, former president & CEO, has left the organization.

“Kelly not only brings a wealth of knowledge from her years in Canadian

foodservice, but also has an incredible passion for developing strong and inclusive teams to maximize impact — something our members need from us now more than ever,” says Jeremy Bonia, Chair of the Board, Restaurants Canada. “We are fortunate to have Kelly jump into the role of president and CEO; her vision is clear, and we look forward to supporting her as Restaurants Canada works to build the

FOR THE FOODSERVICE INDUSTRY

industry back stronger than ever.”

Prior to her roles at Restaurants Canada, she served as the executive VP of Operations at The CFW Group, leading operational strategy for North American hospitality brands such as, ki modern japanese + bar, The Shore Club and Joe Fortes Seafood & Chop House. During her time with The CFW Group, Higginson had first-hand experience navigating myriad challenges as she worked to further the development and retention of employees through the global pandemic.

“It’s truly an honour to be taking on this role. It would not be an exaggeration to say that the business of hospitality is an integral part of who I am now, and who I’ve been for a long time,” says Higginson.

“Canadian restaurants have hit a pivotal moment in our industry’s post-pandemic recovery. With this, we need to offer our members strong leadership and advocacy to retain those already in foodservice, while also looking forward to elevate our sector entirely, reminding Canadians that foodservice is a $100-billion industry and the fourth largest private-sector employer with more than 1.2 million employees. As the new president and CEO, I will embrace the opportunity to represent and advocate for the industry to restore stability and predictability to our sector’s business environment.” FH

Kelly not only brings a wealth of knowledge from her years in Canadian foodservice, but also has an incredible passion for developing strong and inclusive teams to maximize impact — something our members need from us now more than ever

Jeremy Bonia Chair of the Board, Restaurants Canada

ROOM AT THE TABLE

FAST FACT

Nearly 60 per cent of food produced in Canada is lost and wasted annually, while 32 per cent of that food is edible and could be re-directed to support communities, according to Second Harvest.

WASTE NOT

Compass Group Canada has launched its proprietary food waste software, Waste Not 2.0. The software, created by Compass chefs, uses cloud-based technology to support a change in behaviour and promote real food-waste solutions. Waste Not 2.0 was first piloted in a Canadian post-secondary location and has rolled out to additional locations this spring.

Waste Not 2.0 uses innovative solutions such as waste-tracking technology, coupled with data analytics to monitor food-waste and identify areas for improvement. The program also includes employee training and engagement to raise awareness about the impact of food waste and encourage best practices.

The company has also launched Winnow and Clear Waste Bin Programs in their own operations to reduce food waste. By 2050, the company aims to reach Net Zero GHG.

“We are focused on reducing food waste in our business every day,” says Heather Wilkie, SVP, Innovation & Sustainability. “Nobody wants to waste food, certainly not in the foodservice industry. That’s why Waste Not 2.0 was developed by chefs, for chefs and operators in an effort to make it easy to reduce waste in a way that resonates with people on the front lines. We truly believe this could be transformational for our business and for the industry as a whole.”

TABLE Fare + Social (TABLE), the newest culinary destination in Toronto, is slated to open this summer. Created by global realestate firms, Ivanhoé Cambridge and Hines, TABLE provides a one-of-a-kind dining and social experience that invites everyone to forge unforgettable memories while embracing Toronto’s rich culinary and cultural landscape.

Situated in Toronto’s bustling financial district on the fourth floor of the CIBC Square complex on Bay Street, TABLE offers a multifunctional space with various seating areas, from communal tables to quiet alcoves in the library and al fresco dining. Designed by DesignLSM, TABLE’s refined design embodies simplicity and sophistication while creating an inviting and lively atmosphere. The food, ambiance, art and sense of community are designed to create a unique destination with something for everyone.

At TABLE, guests can enjoy a carefully curated array of culinary offerings that showcase Toronto’s dynamic and evolving food scene, with flavourful Thai, savory Japanese and delectable local

cuisine among the exceptional options available. The space features various kiosks serving unique dishes made with the best ingredients. In addition, the central bar offers hand-crafted cocktails and a lively atmosphere for guests to mingle.

Additionally, TABLE will provide a lively community space with year-round programming, featuring food tastings, cooking classes, live music, pop-up events, trivia nights and more.

“TABLE will deliver an innovative and dynamic culinary experience to the heart of Toronto. At CIBC Square, we are committed to creating vibrant and engaging spaces that reflect the needs and interests of the communities we serve. TABLE is a great example of this, bringing together a diverse mix of vendors, activities, and programming to create a truly extraordinary and memorable destination,” says David Hoffman, GM at CIBC Square. “We look forward to seeing TABLE thrive and grow as a hub for social interaction, culinary exploration, and community engagement in Toronto.”

INTERNATIONAL EXPANSION

Tim Hortons is expected to enter the South Korean market later this year under a master franchise agreement with BKR Co. Ltd., one of the largest QSR companies in South Korea.

The brand currently has approximately 5,600 restaurants across 15 countries, including the U.S., Mexico, Spain, the U.K., across the Middle East, China, India, Thailand and the Philippines.

“South Korea is one of the world’s largest and fastest-growing coffee markets. We are proud to have such an experienced partner in BKR. We are excited about meeting our South Korean guests and introducing them to the premium quality coffee and delicious foods that Tims fans around the world know and love,” says David Shear, president – International, Restaurant Brands International, parent company of the Tim Hortons brand.

23_003264_Foodserv_N_Hospitality_JUN_CN

RECEIVING HONOURS

Maple Leaf Foods has been honoured with the inaugural Diversity, Equity and Inclusion Award from the North American Meat Institute. The organization has defined its way of measuring progress, increased the diversity of its workforce and measured the satisfaction of its people through comprehensive engagement survey questions. Additionally, Maple Leaf Foods received 2022 Worker Safety Awards for four processing facilities in Canada, including its pork processing facility in Brandon, Man.; its meat canning and manufacturing operatons in Mississauga, Ont. The company was also recognized with an Award of Merit for its Parma prepared meats facility in Laval, Que. and a 2022 Tier 3 Environmental Recognition Award for the heritage prepared meats facility in

“We are humbled to receive the Institute’s awards because they directly connect to our vision to be the most sustainable protein company on earth,” says Curtis Frank, president and COO

WINE & DINE

The Volpe family of restaurants –Osteria Savio Volpe, Caffè La Tana and Pepino’s Spaghetti House –has appointed Kristi Linneboe as wine director. Bringing more than 10 years of hospitality experience to the role, Linneboe is responsible for the curation and education of the wine programs at all three restaurants. She will also be opening wines tableside.

With three harvests now under her belt – Tantalus Vineyards in the Okanagan Valley, Brooks Winery in Oregan’s Willamette Valley and Domaine Fumey-Chatelain in Arbois, France – Linneboe has gained a first-hand understanding of viticulture and winemaking. She also volunteers and contributes to the British Columbia Hospitality Foundation (BCHF), Top Drop Vancouver, Canadian Association of Professional Sommeliers (CAPS), Vancouver International Wine Festival (VIWF) and BC Wine Institute (BCWI), as well as tasting groups, mentorship programs and year-round wine events.

NOW OPEN: KIIN CAFÉ

Kiin, the Royal Thai-inspired fine-dining establishment from Toronto restaurateur couple chef Nuit Regular and Jeff Regular, has expanded its hours with the launch of Kiin Café. The café will be a neighbourhood hub for guests to grab a Thai coffee and espresso drinks, fresh house made mini doughnuts and traditional Thai brunch staples.

At Kiin Café, guests can expect a thoughtfully curated brunch menu that showcases the traditional Thai breakfast and lunch staples that chef Nuit and her team grew up eating every day in Thailand. Expect classic Thai brunch dishes such as Khao Mun Gai (Hainanese Chicken Rice), Jhok (Thai Rice Congee), Guay Jub (Thai-style Rice Noodle Soup) and Khai Gratha (Thai-style Pan-Fried Eggs), as well as popular snacks like Patong Gho (Thai crullers) and Khanom Krok (Thai Coconut Puddings). The drinks menu features Thai drinks such as Owliang (Thai coffee with condensed milk), Cha Chug (Thai pulled milk tea), Pandan-Butterfly Pea Latte, Nom Chompoo (Thai pink milk) and refreshing house made sodas like Pomelo Marmalade and Lychee.

CUTTING BACK

BY VINCE SGABELLONE

Food inflation continues to influence consumer behaviours. Even though the overall Consumer Price Index in Canada has trended lower in recent months, the inflation rate for food purchased from stores has continued to trend well above average. As a result, more than two-thirds of consumers who complete our Circana omnibus surveys report they plan to cut back on their overall spending due to rising prices. The number-1 spending category where they plan to cut back is restaurants.

Throughout most of 2022, this cost-cutting behaviour was not noticeable, because the foodservice industry was still experiencing the rush of pent-up demand for restaurant experiences against the backdrop of pandemicera restrictions. However, the latest continuous restaurant

tracking data (12 months ending March 2023) from Circana’s CREST® service indicates some restaurant-spending adjustments have already begun to play out in the market. Here’s a look at the top spending shifts consumers reported:

Cut back on restaurant meals (75 per cent): The pace of growth in foodservice traffic slowed to just six per cent in March 2023 compared to a year ago. Circana’s Future of Foodservice Canada predicts that growth for all of 2023 will be just over two per cent, in anticipation of an even flatter growth curve. In my estimation, the pandemic recovery period is over, and the industry must adapt

to this new normal of single-digit traffic gains. That means no more big swings in customer traffic. Instead, restaurateurs will need to find growth in areas where the market continues to transform, such as at breakfast, among Gen-Z consumers, and with offpremises occasions.

Use more coupons or promotions (40 per cent): The dealing rate in QSR is holding steady at 31 per cent, well above pre-pandemic levels, while the rate is creeping back up again in FSR. Higher dealing rates are not a bad reality if operators can manage them properly. Avoid deep discounts; instead, focus on strategies to provide value for money to guests and encourage incremental visits. Consider combo meals and fixed-price menus, buy-get offers, or family-sized meals. Specials that promote higher-margin items are another way to offset high operator food costs and encourage more items per order (see below), all while delivering better value to the consumer.

Trade down to a less expensive restaurant occasion (37 per cent): CREST data shows there is no sign yet that FSR has lost the traffic share it has fought to win back over the past two years. Instead, the data reveals other trade-down behaviours. Here are a few examples:

Ordering fewer items (35 per cent) and choosing lessexpensive occasions (25 per cent): The trade-down taking place is within the menu and within the dayparts. In FSR, entrée and appetizer/side dishes have fallen in overall incidence by

more than 10 points versus recent highs. As consumers returned to in-person dining over the past year, they traded these menu categories for beverages and thus maintained their average items per order at historic low levels. Desserts are another casualty of consumers’ frugality, and this extends to both FSR and QSR. Meanwhile, supper share growth diminished in recent quarters across both restaurant segments in exchange for morning and lunch visits. It is debatable whether this trade-down is due to the economy or the resumption of out-of-home behaviours. But there is no debate that the rapid growth in supper spending has slowed, and that consumers’ foodservice budgets are being re-allocated to meals earlier in the day.

The issue of rising food prices is not exclusively felt by consumers. Restaurant operators face the same inflationary pressures on their food costs. Together with other rising input costs, Restaurants Canada reports most restaurateurs will be forced to implement menu price increases of between four and seven per cent, or more, in the coming year (Restaurants Canada, Q1 2023 Restaurant Outlook Survey). This could amplify the impact of the behaviour shifts outlined above.

One bit of positive news from our recent study is that consumers are least likely to trade off in-person restaurant meals for off-premises occasions. In other words, most people intend to continue visiting their favourite restaurants as they have in the past year, despite economic pressures. This tells us a restaurant meal is still an affordable experience for many. FH

Consumers are reacting to economic conditions by shifting spending habits

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BY DANIELLE SCHALK

oultry is the crowdpleaser protein and has long been featured among value offerings, but this dependable stalwart has suddenly faced growing challenges recently.

“Poultry used to be [the] number-1 choice of consumers — whether at a supermarket or a restaurant,” says chef Colin Burslem, director of Culinary for B.C.’s Joseph Richard Group (JRG), which operates a number of traditional and virtual restaurant brands. However, inflated prices have created challenges when featuring poultry on menus.

“I happened to stumble across a menu from 2011 (from a place I worked at prior), [and] we could put a pound of chicken wings on the menu for $12.10 [then]. Now, for the raw product alone — before we do any preparation to it — we’re

looking at anywhere from $10 to $12 [our cost]; sometimes even $15 to $17 per kilo [our cost] for chicken wings.”

Given these economic realities, Burslem notes, “We’ve had to re-train staff to look at that product as a premium product, not just an economic product anymore.”

With these inflated prices, operators are having to balance guest expectations with food costs and margins. As an example, Burslem says operators have to consider whether it’s realistic to expect guest to pay $20 for a pound of chicken wings at a local pub. “Or, is it [about] trying to find other wins on the menu, like a chicken-breast sandwich, and getting better margins on that and then relaying that savings to other items on the menu?”

Overall, the current environment has meant chefs and operators have had to get creative. “We’ve had to look at alternative ways of purchasing the product, whether it’s doing a bulk buy on

A range of challenges and trends have arisen to shape the role of poultry on menus

contributing to challenges and fluctuating pricing for chicken products, including recent bird-flu outbreaks and flock loss in western Canada due to extreme weather (including extreme heat and flooding).

These supply challenges have led to an increased reliance on imports, which, given the state of the Canadian dollar, further inflates costs.

In fact, these supply challenges led McDonald’s Canada to temporarily put its commitment to using Canadian chicken on hold in 2021. In an August 2022 announcement, the company stated: “To ensure the availability of chicken menu items at our restaurants across Canada, we continue to temporarily source Chicken McNuggets from a McDonald’s supplier in the U.S., in addition to the Chicken McNuggets that continue to be produced in Canada.”

“Across the board, we’ve seen unprecedented highs in poultry [pricing],” says Burslem. However, he notes things have been shifting recently. “It’s been encouraging in the last few months…to see some pricing come down. But, as prices have come down, it hasn’t been across the board — it’s been oneoffs and opportunity buys that we’re seeing.”

Despite these challenges, Vince Sgabellone, Foodservice Industry Analyst for Circana (formerly The NPD Group), notes chicken has remained a major feature for restaurant meal occasions. “Despite all the ups and downs, the average share of occasions that

includes chicken [at full-service restaurants] is holding pretty steady,” he explains.

Plus, looking at DoorDash Canada’s 2022 end-of-year trend report, it seems pretty clear that chicken remains a star protein for delivery diners, too. Chicken claimed multiple spots on the report’s ‘Top 10 Most Ordered Foods in Canada’ list, with fried chicken taking second, chicken wings ranking fifth and chicken rice bowls in seventh. And, looking at rankings of top items in each province and major city, it’s quite clear that chicken is ubiquitous — whether it’s chili chicken, butter chicken, chicken shawarma, chicken lettuce wraps or a crispy-chicken sandwich.

And, the versatility of chicken is more than anecdotal. According to Technomic Ignite menu data, the fastest-growing flavours paired with poultry over the past year included Havarti (up 50 per cent), lemon grass (up 26.9 per cent), mango (up 26.8 per cent) and peri peri (up 25.7 per cent).

“Several of these are global flavours, as global influences overall are increasing on

menus,” notes Katie Belflower, associate editor, Technomic. This trend also overlaps with curry dishes ranking among the top poultry menu items last year.

Sgabellone points to Mexican, South Asian and Southeast Asian as key global flavours that are trending. However, he notes, you can find a wide array of international flavours of chicken throughout Canada. “You can look up and down any busy restaurants strip and there’s anything and everything.”

Closely tied to this trend, Burslem observes, “We’re seeing a move towards pre-marinated, pre-prepared products.” He points to Mediterranean, North-African and Moroccan flavours as significant focuses, as well as Caribbean flavours with sweeter aromatic spices being used in marinades for chicken.

A glance at menus will confirm the continued appeal of chicken prepared with international flavours. Earls’ most recent menu additions include the Earls Chicken Biryani, served with spiced basmati rice, green cardamom, cilantro raita and lacha bread ($25.75). And, JRG’s Townhall pubs feature a Buffalo Chicken Taquitos appetizer featuring corn tortillas, roasted chicken,

SOURCING MATTERS

The 2023 Nourish Trend Report suggests consumers will change their purchasing habits due to environmental and economic concerns. “Consumers will embrace whole foods again as they want cleaner and simpler ingredient decks and become more intentional in their protein choices,” explains Jo-Ann McArthur, president of Nourish Food Marketing.

“Consumers are naturally becoming less carnivorous due to climate change and animal welfare concerns, but they are not willing to compromise on taste,” McArthur adds. “Instead, they will trade down on the protein cost scale to reduce climate impact, with high inflation accelerating that reduction.”

Looking at Technomic’s Ignite menu data, responsible sourcing claims continue to grow in Canada, but not at great rates. “The fastestgrowing health claims in poultry over the past year include free range (up 4.5 per cent), local (up 2.4 per

cent) and natural (up two per cent),” shares Katie Belflower, associate editor, Technomic.

“There's so much red tape with poultry,” says Colin Burslem, director of Culinary for Joseph Richard Group (JRG). And this makes it difficult for operators to source and secure product while maintaining elevated standards in sustainable and responsible sourcing.

However, he does note that JRG’s moderate size and more localized footprint does afford them some opportunities to form partnerships with smaller local producers to feature offerings such as organic, free-run and antibiotic-free chicken.

But, Burslem notes that given the ongoing trends in poultry supply and pricing, this isn’t the case for all of their supply. “For our restaurants, we still have to buy the bulk of our [poultry] in the commodity bracket,” he explains. “But, when we have opportunity, especially with our catering division or [special events], we highlight those local partnerships.”

cheese, roasted corn, black beans and salsa crema ($16.75).

Chipotle Mexican Grill has even broadened the Mexican flavours it offers with the recent introduction of Chicken al Pastor for a limited time — featuring a marinade made with Chipotle’s signature adobo, morita peppers and ground achiote and a splash of pineapple.

But, overall, Sgabellone says, “The flavour trend that we see at the top of the list continues to be spicy (or hot, or pepper)…That seems to still have some good momentum and will likely continue.”

Nashville Hot is among the recent trending takes on this and can be seen on Swiss Chalet’s menu in its Nashville Hot Crispy Chicken Sandwich. Burger’s Priest also features a Hot N’ Honey Chicken sandwich with lettuce, tomato and pickles.

Similarly, JRG’s Townhall Abbotsford features a Memphis Hot Chicken Bites appetizer on its menu, which features buttermilk-brined chicken breast, signature honey hot sauce, Alabama white sauce, sliced jalapeño and pickles ($16.50).

Birds of a feather

Of course, chicken isn’t the only poultry on Canadian plates. However, these other proteins have not been spared the challenges of the day.

Burslem notes inflated prices have made turkey less feasible to keep on menus.

“[Turkey] was a very economical choice for menus for a long time. And now we’re seeing pricing that’s pushing it off of menus. A turkey club sandwich used to be something seen on pretty much every restaurant menu, now it’s just priced right out.”

He notes JRG still offers turkey breast on some of its menus, such as Tavern on the

Green’s Ledgeview Club House sandwich (citrus-brined turkey breast, bacon, lettuce, tomato and whole-grain mustard aioli on ancient grain bread ($20)), which remains the venue’s topperforming sandwich. But, he notes, “I’m always mindful of what price we ought to charge to get that on [the menu].”

Despite all this, some other poultry products are gaining ground. As Belflower explains,

Chicken Sandwich

CLASH CONTINUES

The chicken sandwich game is rife with competition. Technomic’s Ignite menu data found chicken sandwiches among the top poultry dishes in Canadian restaurants over the last year, and the category continues to grow.

“Chicken sandwiches are up 5.2 per cent on menus over the last year,” shares Katie Belflower, associate editor, Technomic.

And, as competition grows, so does differentiation. They also act as a great platform for new flavours due to their familiarity, popularity and accessible price point.

“Some of the fastest-growing ingredients on chicken sandwiches over the past year include garlic sauce (up 56 per cent), dill (up 40 per cent) and aioli (up 21.4 per cent),” Belflower adds.

confidence, with many people hesitant to try new things that are outside their comfort zone.

And, with the current economic uncertainty, there may well be increased hesitancy to spend money on a meal or menu item that they’re not confident they’ll enjoy.

Burslam also notes, that while he could see something like a duck breast doing “really well,” when operating at a large scale, it’s important to consider the byproducts of your demand.

“What about the rest of the duck?

What’s happening to the wings; what’s happening to the legs?” he says. “So, I’m always trying to think whole-animal when we’re [introducing new proteins].”

Looking ahead, we can expect to see continued innovation with poultry menu items because new experiences hold value for consumers.

“They’re looking for something new, something exciting, something they haven’t tried before, something they can indulge themselves with,”

Since the initial viral success of its chicken sandwich, released in the U.S. in 2019, Popeyes has continued developing and introducing chicken sandwich LTOs. In May of 2022, the brand released the Popeyes Buffalo Ranch Chicken Sandwich in Canada, followed by the Blackened Chicken Sandwich.

Mary Brown’s Chicken has also gone the route of introducing a non-battered chicken-sandwich option with the launch of its Grilled Chicken Sandwich in March, which features a brioche bun, a seasoned grilled chicken breast fillet, lettuce, tomato, red onion and the brand’s exclusive Sidekick Sauce. This new addition represents the first non-deep-fried option in the brand’s sandwich lineup and is prepared using new specialized ovens.

Mary Brown’s previously expanded its chicken sandwich offerings in 2022 with the launch of its Nashville Mary Sandwich, featuring a hot honey Nashville glaze, pickles, ranch dressing and a sesame-seed bun. Rather than “spicy heat” the brand notes it focused on developing “a complex flavour fusion of sweet, smoky and spicy” for its rendition of the trendy spicy-chicken flavour.

More recently, McDonald’s Canada launched the Chicken Big Mac for a limited time. This follows the introduction of its new permanent chicken sandwiches — the McCrispy and McCrispy Bacon Deluxe — in August 2022.

“It’s interesting to note that chicken sandwiches have taken an extra share of the mix in full-service restaurants, just like they have in quick service,” shares Vince Sgabellone, Foodservice Industry Analyst, Circana. He notes FSRs are capitalizing on their popularity and transportability, offering upscale versions of the popular format for customers who want to “trade up.”

PEI Culinary Leaders Come Together to Learn about Egg Farming in Canada

Food is a way of life in PEI, and with many high-quality ingredients produced by local farmers, the farm-to-table experience rings true. It is this relationship between the Island’s culinary community and its farmers that drives the local food system, bolstering a vibrant food scene.

Egg Farmers of Canada, a national organization representing over 1,200 regulated egg farmers and egg farming families across the country, recently stepped up to the plate and demonstrated its commitment to connecting local farmers with culinary leaders by hosting Chef to Farm. Led by celebrity Chef Craig Flinn and local egg farmers Nathan and Wendy Burns, attendees learned about the work that goes into producing eggs sustainably, and the importance of made-in-Canada food.

“As a Canadian egg farmer, I’m proud to provide my community with a constant supply of fresh, local, and high-quality eggs. They are a staple in kitchens and restaurants here in PEI and across Canada. Thanks to these many talented chefs and their delicious dishes—Canadians have endless reasons to love Canadian eggs,” remarked Nathan.

A look at one of PEI’s local egg farming families

The Burns family owns and operates Burns Poultry Farm, producing over 34,000 eggs every day. Their emphasis on hard work, quality care for their hens and continuous on-farm improvements are just a few of the reasons their farm has thrived for seven generations.

“Sustainability is at the heart of what we do every day. We are constantly looking to build on our farming practices and find new ways to reduce waste at our farm,” explains Nathan. “Our approach is to use all the manure from the farm, waste from the grading station and old hay from local farms to produce our own nutrient-rich compost

that is then used to naturally fertilize our farm’s grainfields. Not only does this approach offer high-quality and nutritious feed ingredients while reducing waste, but it also reduces transportation distances and decreases emissions by producing the grains right here on the Island. It’s a win-win!”

This is just one way farmers are embracing sustainability. Across the country, there are many examples of farmers drawing on environmentally friendly practices, such as fueling their barns with renewable energy and decreasing power consumption by switching to LED lighting. Smart technology in barns is actively helping egg farmers monitor their flocks, and new tools help set sustainability goals, create action plans and track progress.

A few thoughts from a renowned Atlantic chef

The Chef to Farm event provided a full circle moment for Chef Craig Flinn, who completed his own foundational training at PEI’s very own Culinary Institute of Canada, and provided an opportunity to reconnect with his roots on the Island. Throughout the event, Chef Craig offered perspective on the importance of thoughtful food sourcing and environmentally conscious business practices.

“I have a deep appreciation for fresh, local ingredients and eggs are not only one of my favourite food items, they are also a staple ingredient in my kitchen,” said Chef Craig. “Local farms like Wendy and Nathan’s provide the fresh ingredients that are so important in our kitchens. They also play a key role in supporting our local food economy and community. It’s important that we get to know our farmers and learn about their farming practices.”

Chef Craig guided attendees through a master cooking class, which featured a delicious Gnocchi Carbonara with Pancetta, Peas and Scallops dish—incorporating the flavours of PEI and eggs! He closed the session by commenting on the importance of the collaboration between farmers, chefs, restaurateurs and everyone in between.

“I’ve found a new appreciation for the work Canadian egg farmers do. They deliver an amazing food item and are also taking steps to make their farms more sustainable,” adds Chef Craig.

Chef Craig Flinn and Egg Farmers Wendy and Nathan Burns

THE TOP UNDER 30

24

ANTHONY MARCHISELLO

Senior Training & Development Manager, Moxies, Toronto

Anthony Marchisello is passionate about raising the leaders of tomorrow. In his most recent role as the senior Training and Development manager at Moxies, Marchisello has been responsible for creating all training materials, facilitating onboarding procedures, rolling out menus and executing training seminars. Through this role, he has overseen the development of more than 25 new leaders across several Moxies and Chop Steakhouse locations.

“Anthony has proven to be a tremendous leader who consistently strives for excellence in hospitality. He is extremely organized, reliable and has excellent communication skills,” says Amy Woodhouse, multi-unit general manager, FineCasual. “Anthony’s positive and encouraging energy towards his team and guests, smarts to recognize and tackle challenges head on, and excellence reflex to consistently do what is right for both our restaurants and our guests make him an asset to our company.”

After spending the last five years with FineCasual, Marchisello will take the next step in his career and move to Banff, Alta. to join the Fairmont Banff Springs Hotel as a lobby manager.

BRITTANY SMITH

Director of Loyalty & Guest Experience, Fairmont Royal York, Toronto

ELLIS LUO 29

University Relations & Recruiting Manager, Marriott International, Toronto

Described as motivated, eager to learn and adaptable to changing business needs, Ellis Luo is always up for a challenge. In 2017, Luo earned her Bachelors of Commerce, Hospitality and Tourism Management from Toronto Metropolitan University and in 2023, she obtained a Human Resources Management Certificate (CPHR Candidate) from Simon Fraser University.

In her current role as the University Relations & Recruiting manager for Marriott International, Luo is responsible for planning and executing recruiting events at colleges and universities across Canada. At a time when labour shortages have been widespread across the country, Luo is focused on developing the appropriate strategies and programs to deliver top talent in North America.

Previously, Luo was the Human Resources generalist/ co-ordinator at The Westin Bayshore Hotel Vancouver where she hired more than 90 associates in three months and was responsible for the on-boarding experience.

Her passion for people, culture and travel

Since she was a child, Brittany Smith dreamed of working in hotels, and over the years, she’s worked tirelessly to make those dreams come true.

Smith completed a Canadian Youth in Hospitality program called Mobilize that provided her the opportunity to work in three short-term placements at Fairmont Banff Springs in Alberta, Fairmont Chateau Whistler in British Columbia and Fairmont St Andrews in Scotland. In just four years with the St Andrews property, Smith earned three promotions from front desk agent to front-office manager; managed the transition between Accor and Fairmont’s loyalty program; completed the Scottish Vocational Qualification (SVQ) apprenticeship; and was awarded Colleague of the Year in 2019.

In 2021, Smith returned to Canada to join the Fairmont Royal York as the Loyalty manager. After eight months, she was promoted to director of Guest Experience. During her time as director, Smith has created a new Guest Experience division of the hotel and created/chaired the Service Excellence committee.

“This breadth of experience has made her a fantastic leader and instrumental in developing service strategies that make our hotel stand out,” says Laura Dominguez, director of Rooms, Fairmont Royal York. “Brittany truly lives and breathes hospitality and has become a role model to many young people in the industry through her exemplary work ethic and dedication.”

ANDY HUYNH

Executive Chef/Owner, Cowabunga

Pizzeria & Cowabunga+, Hamilton, Ont.

A graduate of Conestoga College in Hospitality Management, Andy Huynh has devoted his life to perfecting his pizza craft as the executive chef/owner of Cowabunga Pizzeria and Cowabunga+ in Hamilton, Ont. Previously, Huynh was chef de partie at CIMA Enoteca where he operated the pizza station, created weekly features, ordered supplies and trained new pizzaiolos.

“While working at CIMA Enoteca, Andy was a driving force in developing the direction for our pizza program,” says Jordan Mitchell, director of Culinary, CIMA Enoteca. “He’s a focused and hard-working chef, and is an extraordinary talent who has risen to the top in a notoriously difficult and unforgiving industry in just a short time.”

Now, Huynh manages more than 25 kitchen staff and oversees all kitchen and food operations for two locations. Recently, Cowabunga earned a Readers’ Choice 2023 award, which is a true testament to his innovative ideas and success.

“Andy brings drive, dedication and go-getter energy to the table,” says Justin Tanada, co-owner of Cowabunga Pizzeria and Cowabunga+. “I’m continuously impressed by his work ethic, willingness to learn and the ideas he brings to the drawing board. Andy consistently combines his lightning speed quickness with a sharp attention to detail in the kitchen, leading greatly by example.”

ADAM LAFLEUR

Chef de Cuisine, Constantine, Toronto

From his first job as sous chef at Glen Abbey Golf Course, to his current role as chef de cuisine at finedining restaurant Constantine, Adam Lafleur has proven himself to be an empowering leader in the kitchen with just under 10 years of experience in the foodservice-andhospitality industry.

After enrolling in Business Management and Organizational Studies at Western University, Lafleur earned his Culinary Management diploma from Humber College in 2014. Since graduating, he’s been invited back several times by chef Shonah Chalmers to participate in panels for young chefs looking for guidance in the industry.

At Constantine, Lafleur has managed to reduce food costs from 29 per cent to 23.5 per cent by keeping up to date on pricing trends, seasonality and maintaining close relationships with suppliers. Additionally, he’s been part of the driving force to expand from five to 16 services per week. Lafleur has also been an integral part of the restaurant’s separate lounge space, Solidus Bar, as well as food truck and events expansions.

An advocate for fair-pay, open communication and full health benefits, Lafleur aspires to grow into directorship and ownership roles to influence fine-dining restaurant culture and business practices on a larger scale.

ANDREW KEYES

Bar Manager, Palm Tree Rum Bar, Halifax

Some would say personality is key in this line of work, and Andrew Keyes has lots of it. Originally from Ontario and now living in Halifax, Keyes’ infectious energy and love for the foodservice-and-hospitality industry has allowed him to excel in a variety of roles, but his true passion lies behind the bar.

Upon arriving in Halifax, Keyes worked at Lot Six as a bartender and oyster shucker. After one year, he was promoted to head bartender at the age of 23. Keyes was also one of 10 Canadian finalists at the Patrón Perfectionists competition in 2021. He even has a lineup of seven original cocktails, including Grandma’s Boy, Roots to Roots and Love Motel, to name a few. Soon, he will delve into his new role as bar manager at Palm Tree Rum Bar.

Since 2020, Keyes has been working as the Canadian Brand Ambassador for Mezcal Agua Santa where he manages social media accounts, conducts tastings for restaurants and the Nova Scotia Liquor Corporation and provides consultations for bar cocktail programs.

“Andrew is always looking for new ways to learn about our business, and he makes sure to share his thoughts and concepts with the whole community,” says Carmen Marron, president & founder of Mezcal Agua Santa. “His willingness [to learn] helps him develop new professional and personal interactions with Canadian and Mexican partners.”

SUNNY CHOI

Manager, Portfolio Management, Four Seasons Hotels and Resorts, Toronto

Sunny Choi grew up in an F&B family, with parents who ran restaurants and cafes in Seoul, Korea and Montreal. She learned quickly that she enjoyed connecting with people and providing exceptional services, leading her to switch her university major from health sciences to hospitality management at the University of Guelph.

Following graduation, she interned as a Consulting and Valuation analysts at HVS Toronto before joining the Operations Analysis team in the Finance department of Four Seasons Hotels and Resorts.

“From a professional perspective, Sunny is superb,” says Robert Dunigan, SVP, Operations Finance, Four Seasons Hotels and Resorts. “Her enthusiasm and attention to detail are exemplary and dedication to achieving excellence is deeply ingrained in her character. On a personal level, Sunny is a standout.”

KIMBERLY CRABTREE

Director of Events, Oretta Hospitality Inc., Toronto

In 2014, Kimberly Crabtree was offered a spot in the Hospitality and Tourism Management program at Ryerson University's Ted Rogers School of Management. But after suffering a head industry, she was forced her to withdraw temporarily. One of her guest lecturers advised the class that having at least six months of experience in housekeeping as a room attendant was the most impressive item to see on a young person's resume. So, while she waited to return to school, Crabtree worked as a room attendant at the Fairmont Chateau Whistler, which led her to become part of The Fairmont's Student Workplace Employment Program (SWEP), where she had the chance to learn from and interact with the hotel's leadership team. Since then, Crabtree has tried her hand at various hotel and restaurant roles at such places as the Fairmont Royal York, TOCA at Ritz-Carlton Toronto and most recently with Oretta Hospitality Inc. where she helped open the Oretta Midtown in December 2021. In May 2022, she was sought after to spearhead the events team to streamline the eventsplanning process. In the past year, she has overseen the implementation of new events software and assembled an events team, which she is actively mentoring to hone their planning skills.

“I have rarely seen a more dedicated and passionate employee in my entire career,” says Jan Stoeckmann, director of Operations at Oretta Hospitality.

CHRISTINA ANTONIO

Lake Club Manager, Friday Harbour Resort, Innisfil, Ont.

Christina Antonio’s interest in travel and culinary experiences motivated her to pursue a career in hospitality. A Bachelor of Commerce graduate from the Hospitality and Tourism program at Toronto Metropolitan University (formerly Ryerson University), Antonio began her career at the Four Seasons Hotel Toronto where she discovered what luxury service has to offer.

Upon graduation, Antonio joined the Fairmont Royal York Hotel as the In-Room Dining (IRD) supervisor, marking her first leadership role. During her five-year tenure at the property, Antonio worked within all food-and-beverage outlets.

In 2018, Antonio won Leader of the Month in recognition of her leadership development within her roles in the IRD department.

Two years ago, Antonio joined Friday Harbour Resort as the assistant manager when the Lake Club was in its preopening stage. She’s responsible for the day-to-day operations of the Lake Club’s facilities, including food and beverage, pool and fitness area and recreational programming, and successfully manages a department of roughly 30 employees.

GABRIELLA BRISSON

Executive Sous Chef, Major Tom Bar, Calgary

At 23, Gabriella Brisson was the captain of the Canadian National Team in the sport of artistic swimming, and at 24, she dove head first into the foodservice-andhospitality industry.

Brisson’s familial roots from the Albany Cree band in Northern Ontario has re-ignited Brisson’s cultural identity through food as she forges her own path towards re-connection and reclamation. A few months after Brisson retired from artistic swimming, she was hired on the spot at Park Restaurant in Montreal – chef Antonio Park’s flagship restaurant – without any prior experience.

Since 2020, Brisson has grown from chef de partie to executive sous chef at Major Tom Bar where she manages a team of more than 50 back-ofhouse staff to cook for more than of 700 guests per day.

The success of Major Tom has her fingerprints all over it,” says Blair Clams, Culinary director – Premium & Specialty Brands, Concorde Entertainment Group.

Later this year, Brisson is moving to Europe to fulfill her dream of cooking overseas. With a keen interest in sustainability and creative freedom, Brisson is eager to build a better future for food.

SIMON BENEVIDES

National Sales Manager, Corporate Events, The MRG Group, Toronto

Simon Benevides is known for his creative, results-oriented and customer-centric approach to hospitality. As the national sales manager, Corporate Events, for The MRG Group, the graduate of University of Guelph’s Tourism Management program develops and creates sales strategies for five sales and reservations team members to execute across the company’s 15 hospitality and liveevent properties in Canada and the U.S.

The 29-year-old hospitality professional began his career as director of Event Technology, Hotel Services, with PSAV before moving on to be Events manager at Shangri-La Hotel Toronto. Prior to joining The NRG Group in 2021, he was Experience manager for events, PR and brandbuilding agency Burstyn Inc.

“Simon was an integral part of Burstyn’s project team and contributed tremendously to the successful completion of a number of extremely high-quality keynote-speaker events during the depths of the COVID-19 lockdowns,” says Anne Maggisano, vicepresident, Burgundy Asset Management Ltd.

“Simon embodies a host of admirable qualities, including dedication, approachability, accountability, motivation, empathy and passion” says Ryan Quinn, event sales manager, The MRG Group, “These traits are evident in his work

VISHAL DANDEKAR

Head Chef, Ration Beverley, Toronto

Becoming a chef has always been Vishal Dandekar’s dream. After graduating from Rizvi College in Mumbai with a B.A. in Hotel Management, he attended the Canadian Food & Wine Institute in Niagara-on-the-Lake, Ont. to study culinary management.

After roles as chef de cuisine at Radisson Celebration Resort and chef de partie at Est, he joined Ration Food Lab in 2021 as head chef of the Michelin-recommended Ration Beverly.

“It goes without saying that Vishal is a talented, driven, hardworking “Vish-ionary,” says Wesley Barber, co-founder of Ration Beverly. “We’re grateful to have him and excited for what our future holds with him at the helm of Ration Beverley. This is going to be an exciting year for Vishal, and I think he represents everything this award is here to celebrate.”

According to Sean MacDonald, chef and former owner of Est Restaurant, Dandekar’s “work ethic and attitude is unmatched. His talent and passion for being a chef is something most chefs wish they could aspire to. I am very proud of him and all he has accomplished and can honestly say he is one of the best chefs who has ever worked for me.”

MADISON HOMEWOOD Research & Development, Civil Pours, Toronto

Described as an extremely talented bartender possessing creativity and originality, Madison Homewood has already established herself as a notable force in the Canadian hospitality industry.

A graduate of University of Guelph’s School of Hospitality, Homewood began her career as manager of Oliver & Bonacini Café Grill. In summer of 2016, she moved to SoLo on Main where her love affair with cocktails began. She has since worked behind the bar at Langdon Hall where she hosted the Women Behind Bars event, Supernova Ballroom, Le Phenix and Clockwork at the Fairmont Royal York. She is also the founder of Drinks on Friday, a luxury cocktail service based in Toronto, where she generated $65,000 in sales in only eight months.

Her mixology prowess has been recognized with a win at the Restaurants Canada Show 2019 Cocktail Competition and as a World Class Canada 2021 Regional finalist.

In 2002 she joined Civil Pours, leading research and product development for its readyto-pour kegged cocktails.

“Madi is so well regarded in Toronto and our community that other entrepreneurs see her as a peer and part of the community in such as genuine and positive light,” says Lindsay Wood of Maker’s Mark Distillery. “That respect and work ethic cannot be faked.”

BEN OSMOW

CEO & Head of Franchising, Osmow’s Inc., Mississauga, Ont.

Ben Osmow doesn’t wait on the sidelines for his moment to make an impact, he’s already making change with his strategic business plan to expand Osmow’s footprint across North America.

A skilled leader with a Master of Business Administration and a demonstrated history in the restaurant industry, Osmow oversees a number of departments, including Operations, Finance, Legal Procurement, Project Management, Real Estate and Franchising.

“His ability as a young man under 30 is remarkable and it’s exciting to see what level and success Ben grows personally and professionally,” says Fabio Bonaccorso, partner at MNP LLP.

TAYLOR PERRY

Assistant General Manager, Yaletown Keg Steakhouse + Bar, Vancouver

After spending more than 10 years working in the industry in various F&B roles, Taylor Perry realized that the hospitality industry was where they wanted to be. After completing their education as a dental hygienist in 2017, they joined the Dunsmuir Keg Steakhouse + Bar as Guest Service/Dining Room manager before moving to the Yaletown location as Bar manager/Culinary manager in 2020. In 2021, they were also named assistant general manager for both the Yaletown and Whistler locations.

Taylor is heavily involved in community initiatives, including the Keg Spirit Foundation and Big Brothers of Greater Vancouver.

“[Taylor’s] knowledge of and expertise in strong leadership and hospitality was a huge advantage to our restaurant,” says Adam Wilkes, GM, Yaletown Keg Steakhouse + Bar. “They put this skillset to work over the past four years and have made a massive impact on our restaurant.”

atulati s

Cto the 2023 edition of the

sKostuch Media Ltd. is proud to salute this year’s winners of the Top 30-under-30 program. e Class of 2023 is a talented and passionate collection of young leaders who who will undoubtedly make Canada’s foodservice-andhospitality industry stronger and more vibrant.

UMAR QURESHI [ BEN OSMOW]

SYDNEY HAMELIN

Sous Chef, Cocktails and Canapés Catering, Vancouver

Sydney Hamelin entered her first culinary competition when she was in highschool, winning a gold medal and falling in love with the culinary field. After highschool she enrolled in the Culinary Arts program at Saskatchewan Polytechnic, where she also obtained her Red Seal certification in 2020.

She was a prospect for Skills Canada Worlds, won Top Chef Saskatchewan in 2019, competed on the Junior Culinary Team for the 2020 Culinary Olympics in Struttgart, Germany and is currently a member of the (Canadian) National Team set to compete in the 2024 Culinary Olympics.

In 2022 she moved to Vancouver to experience a richer restaurant scene and pursue more advanced learning opportunities. Her first role in B.C. was as chef de partie at Anchor Dining and she now works as sous chef at Cocktails and Canapés Catering.

“Sydney possesses the ultimate can-do attitude while taking on all tasks with positive mentality and a genuine want to be better than those around her,” says Megan Unrau, program co-ordinator and Saskatoon Industry Education Council. “Her engaging personality enables her to interact effectively with individuals and I was constantly impressed with her approach when showing off her skills and trade to the students she worked with.”

HILARY DUCHARME

Sales Representative, 100km Foods, Toronto

Hilary Ducharme’s first kitchen job was prepping food at the Best Western Hotel in Sarnia, Ont. when she was 17 years old.

She completed the Culinary Management program at George Brown College and went on to work at Insomnia Restaurant for two years, being promoted from line cook to kitchen manager along the way.

In 2016, Ducharme travelled throughout Europe cooking in Michelin-Star restaurants and working on farms to learn from cheese masters, winemakers and vegetable farmers. With several years of experience working in kitchens, Ducharme found her greatest inspiration in growing and producing food.

Her family history of farming in Ontario also contributed to her deep appreciation for locally sourced, sustainable ingredients.

Fast forward to 2021, Ducharme joined 100km Foods as a sales representative. In this role, Durcharme developed a sampling program to increase awareness and access of local farm products in restaurants and created tools for chefs and lead projects, such as a seasonality calendar.

“Her colleagues consistently provide unsolicited praise for Hilary as a very competent and reliable teammate, but what really sets Hilary apart is her initiative and innovation — skills that are much harder to teach if they can be taught at all,” says Paul Sawtell, CEO, 100km Foods Inc.

JEREMIAH TOMAS

Food & Beverage Manager, Langdon Hall Country House Hotel, Cambridge, Ont.

Jeremiah Tomas has spent the last 10 years working with some of Canada’s critically acclaimed chefs, managers and beverage specialists, developing his skills in specialty coffee, bartending, mixology, wine, technical fine-dining and restaurant management.

At 17, Tomas began his career at Soho House Toronto as a prep cook, but he quickly realized cooking wasn’t his passion – creating long-lasting relationships was. Over the years, Tomas held roles at Hexagon in Oakville, Ont., Parcheggio & Babel restaurants by Oliver & Bonacini Hospitality in Toronto; and DeMello Palheta in Toronto, among others.

Today, Tomas oversees an operation dedicated to the merging of guest experience and high-level cuisine. He manages operating costs and labour, assigns tasks and provides mentorship through one-on-one meetings with employees.

“Jeremiah has embraced the ‘sense of place’ and ‘one team one dream’ culture,” says Jason Bangerter, executive chef, Langdon Hall. “He has thrown himself into the role here working with myself and the F&B teams to establish a guest experience like nowhere else, and equally a staff experience unparalleled. He brings a true passion for his place here and leads with honesty and humility, He is developing into an incredible young leader.”

OLIVIA SIMPSON

Co-founder/partner, Ricky+Olivia Events, Jordan, Ont.

While pursuing a degree in food science and nutrition from George Brown College, Oliva Simpson fell in love with restaurant kitchens. She held roles at Bar Buca as garde manger, at O&B’s Malaparte, as events cook and at Hawthorne Food & Drink as a chef and culinary instructor. She also travelled and lived in New York City, staging and working in some of New York’s finest; including Dirt Candy, Mission Chinese, and Blue Hill Stone Barns.

In 2018 she started Ricky+Olivia Events with partner Ricky Casipe, hosting popup events in and around Toronto. Over the last four years Ricky+Olivia Events has built partnerships with Wine Country Ontario, the Ontario Culinary Tourism Alliance, the Dairy Farmers of Ontario, 100km Foods, Westcott Vineyards and Dillon’s Distillery to name a few.

KELLEAGH ALEXANDER

Tourism Development Manager, Southwest Ontario Tourism Corporation, Woodstock, Ont.

An ambitious self-starter with a positive attitude, Kelleagh Alexander is an experienced tourism professional skilled in experience development, tourism product development, workforce development, event management, catering sales and hotel sales.

Alexander started out in events management and worked her way up to a management role at a young age in a hotel/conference centre setting. From there, she found herself working in Indigenous tourism and hospitality for several years in Calgary and Southern Ontario. Eventually, Alexander was led to tourism development where she now manages tourism and workforce development for southwestern Ontario at a regional level.

In her current role, Alexander partners with industry leaders on programs to aid the recovery of the hospitalityand-tourism industry and works with students and faculty at post-secondary institutions to promote career opportunities. She also works to develop a Black Tourism and Hospitality community network.

“Her achievements and contributions to the industry are worthy of receiving such a prestigious award, and I look forward to watching her succeeding in any and all of her endeavours,” says Jayme Mitchell, director of Sales, Events & Marketing, Hyatt Regency Calgary.

SAURAV SARKAR

Sous Chef, St. Regis Toronto

Indian born and raised, Saurav Sarkars was classically trained in French cuisine at Le Cordon Bleu Australia. He also studied Culinary Management at George Brown College and holds a Bachelor of Business Administration from the University of South Australia.

His professional experience includes kitchen roles with Joey Restaurants, the Bisha Hotel, Amal Yorkville and Clio Private Members Club. In 2022 he joined the St. Regis Toronto as sous chef, where he is in charge of seasonal menu changes and special events and works with the executive chef and wine director to boost sales and attract a niche clientele.

With a leadership mantra of “progress over perfection,” he believes in the importance of providing young chefs on his team with the support and guidance.

“As a result of his excellent work and his leadership in our culinary team, The St. Regis Toronto has achieved our first 5 Forbes Star award for 2023,” says Hiren Prabhakar, GM, St. Regis Toronto.

“I have been thoroughly impressed with his culinary skills, work ethic, leadership and service excellence. His dynamic approach to leading and inspiring others is truly the key to why the culinary brigade in his kitchen is performing at a world-class level.”

MATT TAYLOR 30

Founder, Affinity Fish Inc., Toronto

Alongside business partner Jon Klip, Matt Taylor founded Affinity Fish in 2020 to provide people in Canada with a higher quality of fish and seafood through careful handling, minimizing animal suffering, and prioritizing sustainable fishing practices. A graduate of the Hospitality and Culinary Arts program at George Brown College, Taylor already had 15 years of experience in the foodservice industry before starting his own venture.

From highschool co-op placement to chef de cuisine at Sakai Bar, Taylor brings his passion for food to everything he does. While working at Ursa Restaurant, the young chef’s obsession with Japanese cuisine began, leading him down a rabbit-hole of research, including learning about ikejime (a Japanese method of killing and handling fish) and local wild-caught Great Lakes fish. This led him to ponder the challenge of sourcing quality local seafood in a country with the most freshwater in the world and ultimately to launching Affinity Fish.

“Matt was exceptional almost immediately, a naturally gifted individual, and despite never having seen food, process or philosophy like what we were striving towards, he quickly picked it up and outpaced any of the senior cooks in the kitchen,” recalls Jacob Sharkey Pearce, CEO/founder/chef, Foodways.

“Matt’s leadership role within the Affinity Fish community is needed,” says Justin Cournoyer, chef/own of Actinolite Restaurant. “He is guiding and teaching chefs, like myself, how we can contribute and support a more sustainable way to eat, serve fish to our guests and our families. Matt is committed to the growth of our industry, our region and is respected and appreciated.”

PRATHAMESH PATIL

BEN KINGSTONE

Beverage Manager, Harlo Entertainment, Toronto

As the current beverage manager for Harlo Entertainment, Ben Kingstone oversees the beverage program for a large portfolio of venues, including a 400-room hotel. He is responsible for leveraging brand partnerships, curating systems for training and managing a team of more than 50 bar staff and $1 million liquor inventory.

Prior to his role at Harlo Entertainment, Kingstone was director of Operations and part-owner of Mother Cocktail Bar in Toronto, helping the bar achieve recognition as one of the top 50 best bars in North America. Kingstone also worked as the beverage director for Dabic Hospitality, curating beverage programs for The Butcher Chef, Michael’s on Simcoe and Oliver’s Steakhouse.

As a finalist in the prestigious World Class bartending competition, Kingstone is eager to share his skills and expertise with his soon-to-be released bar book. Additionally, his video series with NOW Magazine has garnered more than one million impressions and is a true testament to his love for his craft.

Co-owner & Head Chef, Mumbaikar Indian Restaurant & Bar, Toronto

Originally from Mumbai, India, Prathamesh Patil grew up surrounded by delicious street food. After studying Hotel Management at Kohinoor College, he got his first job as a line cook in The Oberoi, Mumbai, one of the finest 5-star hotels in India.

During the two years he spent at The Oberoi, he worked a 14-hour shift every day and learned as much as he could from his more experienced colleagues. But the young aspiring chef couldn’t settle down and in 2017 he travelled to Canada to study Culinary Management at George Brown College in Toronto. He attended classes by day and worked part time at Reds Restaurant to pay the bills. Following graduation, he assumed the role of kitchen supervisor at Scaddabush Italian Kitchen & Bar before moving on to Don Alfonso 1980 Toronto in 2020 where his role as junior sous chef saw him managing and training kitchen staff while assisting in the prep and design of all food and drink menus.

“While with our organization, Prathamesh not only displayed extreme determination and independence, but also a high level of team work to ensure that his fellow co-workers succeeded,” says Samantha Silke, GM of Scaddabush. “Prathamesh is detail-oriented and will never settle for less than perfect. Due to Prathamesh Patel’s hard work ethic and his genuine character and attitude, I am very confident in recommending Prathamesh in all

SARAH MIFSUD

Key Account Coordinator, Nicholas Pearce Wines Inc., Toronto

Sarah Mifsud’s hospitality journey began at Pizza Hut when she was 14. Working both front and house back of house over the next 15 years, she covered all the main roles from serving, prepping, plating, banquets, bartending et cetera before moving into management at the age of 22 with Famoso's Pizzeria.

Mifsud has worked across the country, from the Fairmont Hotel Chateau Whistler to the Okanagan Valley where she had her first winery job with Liber Family Winery and gained both hospitality, viticulture and oenology technical experience.

A certified sommelier, Mifsud currently works as the key account co-ordinator for Nicholas Pearce Wines, where she manages more than 150 of the company’s top accounts in Ontario, including Scale Hospitality, Ascari Group, Oliver & Bonaccini and Mercatto Group, Eataly, the Four Seasons Hotel, St. Regis Hotel, Fairmont Royal York, Shangri-La, Langdon Hall Relais et Chateaux and the Ritz Carlton.

“Sarah has proven herself to be an integral part of the hospitality, restaurant and wine community in Ontario. We have high hopes for her growth and development into a leader of industry and community,” says Nicholas Pearce, managing director, Nicholas Pearce Wineries Inc.

TREVANE “TRE” SANDERSON

Freelance chef, Toronto

After graduating from Durham College in Whitby, Ont. with a Culinary Management diploma, Trevane “Tre” Sanderson joined the Four Seasons Toronto as a restaurant cook. He held a number of culinary roles, including senior cook at The Chase, chef de partie at Baro and chef de partie at Vela just to name a few. But in 2022 Tre struck out on his own as a freelance chef and hasn’t looked back.

He is a campaign ambassador for Door Dash Canada, has created dining experiences with Visa Infinite and was a guest judge for the Garland Canada Culinary Competition 2023. He also created a charitable dinner event in collaboration with Chubby’s Jamaican Kitchen with proceeds going to Helping Hands Jamaica Foundation.

This year was a pivotal one for the young chef, who was the 2023 recipient of the Restaurants Canada Culinary Award of Excellence and named on the Outstanding Black Men of Canada 2023 list in SHIFTER magazine. He was also the winner of Top Chef Canada, season 10, the first black chef to win the competition.

“With your unique experience and hard work, you have proven your ability to be a great role model as a chef and an industry leader. By introducing international flavours with authentic ingredients in your creations, everyone can enjoy a modern dining experience with Caribbean cuisine,” says John Henry, regional chair and CEO, the Regional Municipality of Durham.

CARLOS NG

Director of Front Office, Fairmont Royal York, Toronto

It wasn’t until Carlos Ng walked away from hairstyling that he found his passion for hospitality while working at the RiverRock Casino Resort in Richmond, B.C. Shortly after, he enrolled into the Hospitality Management diploma program at Vancouver Community College and joined the Pan Pacific Vancouver Hotel as a front desk agent.

Ng proceeded to earn his Bachelor of Hospitality Management at Vancouver Community College and Master of Business Administration at the University of Guelph. During this time, he held a variety of roles, including the Inspire Leader by Fairmont Corporate at Fairmont Vancouver Airport, Housekeeping manager and Guest Relations manager at the Fairmont Express and executive housekeeper at the Rimrock Resort Hotel in Banff, Alta. before returning to Toronto to join the Fairmont Royal York.

Through his career, Ng has been a guiding light for hospitality students. He returned to Vancouver Community College as a guest speaker and attended the 10th edition of the Young Hotelier Summit in Switzerland, as well as many career fairs.

In his current role, Ng implements innovative initiatives, achieves increased Voice of Guest ratings and forecasts operational demands. Ng’s future burns brightly as he continues to make positive impacts in the industry.

ROB YU

Executive Chef, Yokai Izakaya, Vaughan, Ont.

Rob Yu’s culinary journey began in highschool as a dishwasher at an Italian eatery in Maple, Ont. He then worked at the Eagles Nest Golf Course where he apprenticed with chef Giacomo Romano while also attending Humber College for Culinary Management. A two-year post-secondary internship to Abu Dhabi followed at the Fairmont Bab Al Bahr, where Yu learned from some of the best chefs in the world, including Marco Pierre. The next few years were full of ups and downs and stretched Yu’s mental health to its limits, causing him to re-examine how he approached success and accomplishment.

Today Yu is the executive chef of Yokai Izakaya, where he strives to create a nurturing and inclusive environment for young chefs through opportunity, community and work/life balance.

“He is an inspirational chef that exemplifies what we hope to see more of in our industry; passionate about growth of his team, supportive of others in the industry, grateful for all the supports that have helped him and encouraged by the future possibilities within our hospitality industry,” says Shonah Chalmers, culinary professor at Humber College.

“As a woman in this male-dominated culinary industry, I have experienced moments where I felt that I wasn’t fully heard or respected,” shares Isabelle Pham, who works with Yu as a line cook at Yokai Izakaya. “While also being among one the youngest in an intimidating environment, I found it challenging to advocate for myself. Rob has helped me find my inner voice when I was scared to speak up for myself. He has always treated me equally and with respect, and made me feel empowered as a woman in the culinary industry. For that compassion and kindness, I will forever be grateful and I wish that everyone had the opportunity to have a mentor as great as Rob.”

SARAH DOUGLAS

Regional Customer Development manager, Diageo Canada, Calgary.

Sarah Douglas has had her hand in the hospitality industry since 2014 when she worked as a server at Bellamere Winery and Event Centre in London, Ont. From there she moved into hotels as regional marketing co-ordinator with Palm Holdings, followed by stints at the Fairmont Banff Springs golf course and the Molson Coors Centre in Toronto.

After graduating from University of Guelph with a Bachelor of Commerce (Hotel & Food Administration) in 2018, she became the campus talent attraction co-ordinator for KPMG in Calgary, where she created and delivered employee onboarding programs, delivered social-media content and led full-cycle recruitment programs.

Today, Douglas is Regional Customer Development manager at Diageo Canada in Calgary, where she manages a $29-million budget across Canada; collaborates with key account managers to bring to life seasonal marketing strategies; and conducts regular ROI analysis on programs and promotions.

“One of her greatest strengths is their ability to collaborate effectively with crossfunctional teams,” says Jordan Spittal, national sales director On-Premise, Diageo. “Sarah has the natural ability to communicate and build strong relationships with both internal and external teams, enabling her to develop integrated marketing programs that align with overall business objectives. The ability to influence and motivate others have also enabled her to drive change and achieve exceptional results.”

KEVIN BARRINGTON

Manager, Talent & Culture, Fairmont Hotels & Resorts – North & Central America, Toronto

Kevin Barrington has a promising career in the tourism-andhospitality industry.

The Honours graduate from Algonquin College’s Bachelor of Hospitality & Tourism Management program has gained valuable work experience with brands such as Walt Disney World, The Keg Steakhouse, Westin Hotels and Fairmont Banff Springs. At the onset of the pandemic, Barrington lost his post-graduate position with Fairmont’s Management Trainee program, but he was able to re-join Accor as its Talent & Culture coordinator. In a couple years, his drive earned him two promotions, from Talent Management & Campus Relations manager to his current role as manager, Talent & Culture, Fairmont Hotels & Resorts – North & Central America.

So far, Barrington has no shortage of accomplishments. He created new initiatives such as the Heartist Appointment Announcement, which is used to welcome new hires at Accor hotels; oversaw the recruitment of all INSPIRE leaders (Accor’s Management Trainee program); delivered university lectures and attended career fairs; and recruited more than 70 new INSPIRES across North America for Accor hotels during the 2022/23 academic school year, to name a few.

“Kevin’s accelerated growth within the industry has been a joy to watch, and I look forward to see where this journey will take him,” says Ameet Tyrewala, program coordinator & professor, Algonquin College.

TheWaiting GamE

BY AMY BOSTOCK

Last year was not the big recovery year many operators were expecting

ccording to Restaurant Canada’s 2022 Q4 Restaurant Outlook

Survey, 40 per cent of respondents said their financial performance improved in 2022. But despite the fact that more people began dining out again last year, the survey also showed that higher operating costs resulted in 43 per cent of restaurants reporting that 2022 was a worse year for them financially than 2021.

“Despite an increase in restaurant traffic in 2022 compared to 2021, more was needed to enable restaurant owners to offset mounting operating costs,” states the report. “Everything from food to labour to equipment and insurance skyrocketed at a pace not seen in decades, all while operators were concerned with paying down the debt they had already accumulated.”

“As restaurant operators are trying to re-build their sales, they’re also dealing with these chronic labour shortages, which are driving up wages, as well as soaring food costs and rising utility prices,” said Chris Elliott, chief economist & vicepresident, Research for Restaurants Canada during his recent State-of-the-Industry presentation at the 2023 RC Show. “Traffic has not come back to normal yet; delivery and takeout are continuing to change the foodservice landscape; and on top of all that, restaurant operators are making less money and going more into debt. So, the world that we now live in has a lot more complexity and a lot less certainty.”

The report also pointed to a reduction in government wage and rent subsidies as a roadblock to recovery for operators. In fact, of the table-service restaurants that experienced a worsening financial performance in 2022, 65 per cent attributed this to the reduction in government subsidies.

This sad reality means that many operators were still hesitant to share sales numbers for our report, which means the F&H team was forced to estimate sales for several of the companies appearing on our report. The good news is that our report has grown from Top 50 in 2022 to Top 75 for this year’s edition, and we’re confident that 2024 will mark a return to our full Top 100 Report.

MAJOR MILESTONE

While there is no shortage of bad news, there is a light at the end of the tunnel for the foodservice industry.

“Given all of this, I want to bring a little bit of sunshine to your house,” said Elliott. “For the very first time, we are now a $100-billion foodservice industry. This was supposed to happen in 2020 but because of the pandemic it got delayed. So finally, we are at $100-billion in foodservice sales. This is a big number. This is a one followed by 11 zeros.”

Some of that sunshine was felt by the operators on F&H’s annual Top 75 Report, with the majority of the companies that provided 2022 sales numbers reporting an increase in year-end gross sales over 2022. In total, our Top 75 companies reported estimated gross sales of $34.6 billion for the calendar year ending December 31, 2022.

TOP 3 Burger Chains

1 McDonald’s Restaurants of Canada

$6,500.0

2

A&W Food Services of Canada

$1,776.0

3

Wendy's Restaurants of Canada $700.0*

Our top four operators — Tim Hortons ($8.2 billion), McDonald’s Restaurants of Canada ($6.5 billion), MTY Food Group ($4.3 billion) and A&W Food Services of Canada ($1.7 billion) — finished the year with combined sales of $20.7 billion All four brands grew their sales over 2021, painting a picture of how the quick-service segment has rebounded more quickly than other segments. In fact, according to Restaurant Canada’s 2022 Q4 Restaurant Outlook Survey, only 17 per cent of QSRs reported they were still operating at a loss in 2022 compared to 33 per cent of table-service restaurants.

For Restaurant Brands International (RBI), parent company of this year’s Top 75 Report leader, Tim Hortons, 2022 saw systemwide sales growth of 13.4 per cent over the previous year for its brands (Tim Hortons, Burger King, Popeyes and Firehouse Subs).

“We rounded out an exciting 2022 with another strong quarter, including nearly eight per cent consolidated comparable sales and four per cent net restaurant growth, reflecting the strength of four iconic, global brands,” says José Cil, Chief Executive Officer of RBI.

Moving forward, Cil says RBI is “focused on being guest-led in everything we do, setting our franchisees up for long-term success and as a result, setting ourselves, and our shareholders, up for long-term value creation.”

McDonald’s Restaurants of Canada once again secured the second spot on this year’s Top 75 with gross sales of $6.5 billion across its 1,462 units, up from $6 billion in 2021.

Holding on to the number-three ranking for another year, Quebec-based MTY Food Group closed off 2022 with $4.3 billion in sales, up from $3.6 billion in 2021, making it the company that grew the most by sales volume on the Top 75 chart.

“We are extremely proud of the results realized during 2022, a year marked by COVID-related restrictions early in the year, labour and supply-chain challenges, inflationary pressure and uncertain market conditions,” says Eric Lefebvre, Chief Executive Officer of MTY. “We delivered record normalized adjusted EBITDA of more than $187 million, generated cash flows from operations of $143 millions and our system sales exceeded $4 billion for the first time on the strength of well-executed organic and acquisition-related growth.”

Although all segments will report higher foodservice sales in 2023 compared to 2022, this is due to higher menu inflation. Relative to 2019, real sales at quickservice restaurants will remain at 2019 levels. Meanwhile, real sales at full-service restaurants and drinking places will remain six per cent and 21 per cent below 2019 levels respectively.

ASone of Canada’s fastest-growing restaurant companies, Redberry Restaurants, a multi-brand quickservice restaurant (QSR) franchisee, capped off an unprecedented year of growth, solidly positioning them for years of upcoming expansion. The company is ranked in the number 21 spot in this year’s Top 75 Report with gross sales of $305 million in 2022, an increase of 20 per cent over its estimated 2021 sales of $255-million.

In 2022, Redberry’s Canadian QSR footprint grew significantly. A total of 14 new restaurants were added to the company’s portfolio, and 11 locations were re-modelled, including Canada’s first historic Burger King restaurant

Capitalizing on consumer preferences for digital ordering, MTY’s digital sales in 2022 totalled $820.3 million, or 20 per cent of system sales, compared to $803.6 million, or 23 per cent of system sales, in 2021. These digital sales, which pertain mostly to takeout orders and delivery sales, benefited from the company’s increased investments in

in Windsor, Ont. The company also secured Area Development Agreements for future growth, which was Redberry’s crowning achievement.

Over the next six years, Redberry will build more than 150 new restaurants and remodel nearly 65 more across Canada under an agreement with Burger King Canada. As part of the development agreement, 23 new locations will open in 2023.

Redberry signed an unprecedented expansion plan to build 200 Taco Bell locations across Canada within eight years, doubling the brand’s current Canadian footprint. Redberry will expand the Taco Bell brand throughout British Columbia, Alberta, Saskatchewan, Manitoba, and Ontario.

Source: Restaurant Canada’s 2022 Q4 Restaurant Outlook Survey

TOP 3 Pizza Chains

online ordering and third-party delivery options.

A&W Food Services of Canada reported $1.8 billion in gross sales for 2022, up from $1.6 billion in 2022 and good enough to move the company up the rankings from fifth to fourth position.

“While 2022 continued to be a year of recovery for many of our operators, the A&W system came together to focus on its key initiatives of increasing the speed of service for drive-thru and continuing to evolve the technology we need to be highly convenient for our guests. This resulted in another quarter of strong results,” says Susan Senecal, president and CEO of A&W Food Services.

M&A ACTIVITY

Despite myriad challenges that continued to plague the industry in 2022, foodservice merger and acquisition activity remained strong last year across a number of segments.

In May 2022, Quebec-based Foodtastic, whose 1,363 units recorded system-wide sales of $929.2 million last year, announced that it had acquired a majority interest in Shoeless Joe’s Sports Grill. A sports-themed restaurant chain with 23 locations across Canada, Shoeless Joe’s reported gross sales of $44.1 million in 2022.

Then in May, Foodtastic acquired popular healthy-eating concept Freshii for $74.4 million. The chain’s 332 locations recorded gross sales of $134 million in 2022, landing it in 38th position in this year’s Top 75 rankings.

The company closed out a busy year by acquiring the quick-service brand Quesada Burritos & Tacos in December 2022. The chain’s 180 locations posted year-end sales of $84 million for 2022, up from $69 million in 2021.

MTY Food Group also had a busy M&A year in 2022 with the August purchase of BBQ Holdings Inc. for $257 million. BBQ Holdings is a franchisor and operator of casual and fast-casual dining restaurants across 37 states in the U.S., Canada, and United Arab Emirates. Its flagship restaurant brands operate under the “Famous Dave’s”, “Village Inn”, “Barrio Queen”, and “Granite City”, banners. As of August 2022, it had 200 franchised and more than 100 corporate-owned restaurants in its portfolio.

Growth Leader

(% growth)

Mandarin Restaurant Franchise Corp. experienced a 135-per-cent increase in sales in 2022, reporting gross sales of $138.2 million, up from only $79.3 million in 2021 (see story on p.39)

$8,148.8 2

In November 2022, MTY acquired Wetzel’s Pretzels for $284 million. The brand is a franchisor and operator of quick-service restaurants operating in the snack category. Its network of more than 350 locations, 90 per cent of which are franchised, are in 25 U.S. states, as well as in Canada and Panama. In 2022, total network sales reached approximately US$245 million.

Completing its acquisition trifecta, MTY closed out the year with the December 2022 purchase of Sauce Pizza and Wine for $14.8 million.

“In the fourth quarter of 2022, we continued our growth momentum,” says Lefebvre. “We are particularly pleased about generating a healthy organic growth in the quarter to complement our expansion through acquisition. Looking ahead to 2023, achieving growth organically and via M&A will remain our main objective.”

In June 2022, Mary Brown’s parent company, MB International Brands, announced it had reached an agreement to acquire Fat Bastard Burrito Co., creating one of the largest privately held quick-service restaurant companies in Canada.

LOOKING UP

“We are thrilled to bring together two premium, Canadian-born restaurant brands with solid track records of growth and success,” says Hadi Chahin, president of MB International Brands. “Mary Brown’s and Fat Bastard Burrito are leaders in their respective food segments. The transaction combines two highly complementary franchise networks that, together, will provide more opportunities for existing and new franchisees of both brands –across Canada and beyond.” FH

With a projected impending economic slowdown in 2023, many foodservice operators will continue to face financial challenges in the year ahead. According to Restaurant Canada’s 2022 Q4 Restaurant Outlook Survey, “while real foodservice sales are expected to hold relatively steady in the first half of 2023, weaker economic growth is expected to curtail foodservice spending in the second half of 2023. Real foodservice sales are forecast to fall by 2.7 per cent in

Q3 and by three per cent in Q4. But the report also predicts the downturn in the economy will be short-lived and that foodservice sales will show recovery in the first half of 2024.

PREMIUM PErFORMANCE

Browns Restaurant Group forges its own path for growth and success

BY NICOLE DI TOMASSO

Browns Restaurant Group (BRG) is discerning about all aspects of its franchising business, from interior design and menu development, to franchisee recruitment and site selection. That philosophy, says Bruce Fox, executive VP of Business Development at BRG, has been key to its “slow and methodical” growth.

“We have a dedicated team of culinary professionals who spend a tremendous amount of time on recipe development, flavour profiles, improving current menu items and introducing new menu items,” says Scott Ward, president, BRG. “Because our brands are stretched across a wide geography, there’s considerable work required to make sure we can get all our ingredients through the distribution system and that our menu items are resonating in all markets.”

The Vancouver-based franchisor, wholly owned by Scott Morison, offers and supports franchises under the names Browns Socialhouse, Browns Crafthouse and Liberty Kitchen in Canada, and Scotty Browns in the U.S. Last year, BRG recorded $258 million in

annual sales, boasting a 29-per-cent increase against 2021 ($200 million).

“The pandemic made us focus on offpremise dining and we’ve effectively doubled our off-premise sales,” says Ward. “Prepandemic, we were about five to seven per cent and now we’re between 12 and 14 per cent, depending on the market. We studied the channel, streamlined the work flow of the kitchen, improved packaging materials and re-arranged the store layouts to best accommodate both takeout traffic and on-site diners, as well as our staff.”

BRG opened five stores in 2021 and one

in 2022, all of which underwent layout changes to accommodate a better takeout and delivery experience. By the end of 2022, BRG was operating 79 units (77 in Canada and two in the U.S.) So far this year, BRG has opened Liberty Kitchen Lawson Heights in Saskatoon, Sask., with plans to open five additional restaurants: Liberty Kitchen Gardiner Park in Regina; Browns Socialhouse in Tofino, B.C.; Browns Crafthouse in Ottawa and Saskatoon, Sask.; and Scotty Browns in Kilauea, Kauai, Hawaii. If all openings are completed on schedule, BRG will boast 86 units by the end of 2023.

Generally speaking, Fox says each brand occupies approximately 4,000 sq. ft. and can accommodate up to 150 in the dining room and 90 on the patio, depending on the mix of seating. The company has done several conversions this year and is planning more.

The process of securing real estate and a suitable franchisee is one that BRG does differently than most. “Typically, companies will scout a location then find a franchisee, but we don’t do that. We’ve flipped the whole process on its back. Before we secure any real estate, we approve a franchisee for a given market. We have an existing franchisee

community that wants to expand and grow,” says Fox. “We’re [looking for] franchisees who have several years of management experience in the premium casual category. Franchisees must also have access to capital. Our restaurants can cost up to $3 million to build, so we’re looking for roughly $750,000 up front.

THE PANDEMIC MADE US FOCUS ON OFF-PREMISE DINING AND WE’VE EFFECTIVELY DOUBLED OUR OFF-PREMISE SALES

“There’s so much that goes into selecting a new location,” says Fox. “When it comes to assessing a new market, there has to be adequate consumer demand for our category. [We also] assess the labour pool. The community needs to be large enough to recruit staff for both the front and back of house. Obviously, when it comes to a specific site there are factors such as parking and visibility as considerations.”

Looking ahead, BRG plans to open six additional stores in 2024 and is currently in the process of putting several new projects into the pipeline. Next year also marks

the company’s 20th anniversary.

“Development timetables have slowed down due to postpandemic supply-chain issues,” says Fox. “Deep fryers and kitchen equipment can take up to 18 months, while cooler boxes can require a year in some cases. Glazing and steel are long lead-time items as well. From franchisee approval to opening day, we’re looking at a minimum of 12 to 18 months these days.”

Despite lingering pandemicrelated challenges, Fox says the company is hopeful it can reach its major milestone with the opening of 100 locations over the next couple of years. FH

Back to Business

Mandarin prepares to celebrate new milestones

BY DENISE DEVEAU

Since the first Mandarin Restaurant arrived on the Brampton scene in December of 1979, it has grown to become an iconic family-friendly presence in Ontario. Today there are 29 locations across Canada, 28 of which are franchised, offering a combination of dine-in, takeout, and delivery. This fall, Mandarin will be celebrating the opening of its 30th location in Hamilton, Ont.

Mandarin has remained true to its mission statement that every customer must feel welcomed as soon as they arrive and every

customer must be happy and smiling when they leave, says Tina Chiu, Chief Operating Officer. “Our management and staff work together towards the goal of providing friendly service, delicious food, and a warm atmosphere for our guests.”

In 2017 Mandarin opened a sister concept, M2Go by Mandarin, at York University, a fast-casual restaurant that offers classic Mandarin dishes and other items. The second M2Go by Mandarin location opened in Brampton, Ont. in 2020. “They seat about 30 to 40 people and have an active takeout program,” says Chiu. “We are working on expanding the concept

in the coming years.”

Prior to the pandemic, chainwide sales for Mandarin stood at $160 million. However, like any other foodservice establishment, the lockdowns took their toll like any other foodservice establishment, says Chiu. In fact, Mandarin reported drastically reduced sales of $54.4 million in 2020 and $58.9 million in 2021.

To combat the loss of dining-room sales, the team at Mandarin was forced to pivot to keep the lights on.

“While we have had takeout and delivery since we opened, the pandemic pushed us to add

third-party delivery services and our own online-ordering platform more quickly than we would have anticipated. This allowed us to grow our takeout sales significantly.”

Throughout 2022 Mandarin was still recovering from lockdowns in terms of dinein, but overall, it fared better than 2021, she reports. At yearend December 31, 2022, the Brampton, Ont.-based company, which currently employees 2,400 people systemwide, reported gross sales of $138.3 million, 75 per cent of which came from on-premise dinner occasions and 31 per cent from takeout/delivery orders.

“Our takeout and delivery program continued to exceed pre-COVID times. Now a majority of our restaurants have returned to pre-COVID in terms of operating models, including all-day buffet, but there are a handful that continue to offer a-la-carte menus for certain days of the week.”

The main challenge over the past year was finding and keeping staffing, she adds. “Many of our

long-time staff retired or changed industries. We now have quite a few new staff members, so training is taking a bit more time than it used to.”

Supply-chain issues have been another challenge shared by many restaurants, says Chiu. “Finding enough supply of quality products at a reasonable price when you wanted it made things very interesting for us. The challenges, however, actually provided the opportunity for us to pull together as an organization to better solve issues.”

A main focus over the past year was recipes, menu mix, and promotional menu offerings. “We worked closely with our culinary and operations teams and suppliers to improve our dine-in and takeout menus, taking into account customer preferences, rising food and labour costs, and supply,” she explains.

Now that things are back on

track, the technology investments will continue. “At the moment, some of our locations are testing robots to see if they can help with certain tasks such as assisting with hosting, bringing the food from the kitchen to the buffet tables, and bringing take-out orders from the kitchen to the takeout counter. We are evaluating whether or not this will work for us over the long-term.”

The focus for 2023 is on returning dine-in customers, says Chiu, who estimates sales for 2023 will come in at around $152 million. “We are looking at various elements of our operations with a fresh lens and making improvements as we need to. We are also ramping up for our 45th anniversary next year. So far, things are going well.  Many of our customers are happy to be back, whether it is celebrating a special occasion, or just for a meal, and we are happy to serve them.” FH

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METHODOLGY

ASalways, the team at Foodservice and Hospitality strives to present an accurate overview of Canada’s foodservice-and-hospitality industry in our annual Top 100 Report. Hundreds of surveys are sent out annually to foodservice operators across the country, asking executives to indicate the number of units and gross sales at their chains at year end, as well as expansion plans for the coming year. With the exception of a few publicly listed operations, which report on a fiscal-year basis, (indicated on the chart), the majority of the companies surveyed provided year-end sales. Canadian-owned

companies report sales of all their units in Canada and internationally (denoted on the chart with a ‡) while American subsidiaries only report sales achieved in Canadian units.

When companies refuse to divulge sales figures, F&H provides estimates based on the company’s historical data, industry growth averages as well as average unit volume sales. This year, as was the case in 2021, with many restaurant chains still struggling with the fallout of COVID-19 restrictions, and the staggering loss of revenue left in the pandemic’s wake, a large number of the top operators once again chose not to release their year-end results for 2022. While we respect their

wishes and do our best to honour them, we also feel that leaving all of these companies off the report entirely does a disservice to truly understanding the scope of the foodservice landscape, and therefore where possible, we have kept many of those larger companies in the report by providing an estimate.

Additionally, over the past decade, as consolidation has changed the face of the industry, many of the companies we once listed on this report have now been blended into other companies’ portfolios, shrinking the size of the report significantly.

As a result of these changes, F&H once again opted to produce a Top 75 Report, rather than a Top 100 Report

HOSTED BY ROSANNA CAIRA

Check out the Table Talk podcast to listen to conversations between Foodservice and Hospitality’s editor and publisher Rosanna Caira and industry leaders speaking about the issues impacting the dynamic foodservice industry.

FEATURED PODCAST GUESTS

E66. MONEY MATTERS JACOB MANCINI CWB FRANCHISE FINANCE

E65. CHANGING THE NARRATIVE TREVOR LUI CHEF | RESTRAURATEUR

E64. CHAMPIONS OF CANADIAN CUISINE JAMIE KENNEDY CHEF

MICHAEL STADTLANDER CHEF

E63. FINDING THE RIGHT FIT SCOTT BELLHOUSE BELLHOUSE HOSPITALITY

TABLE TALK podcast episodes are available at https://www.foodserviceandhospitality.com/category/media/podcast/ or find them on and

NEW WAYS TO CHILL

Refrigeration is no longer the same old, same old

BY DANIELLE SCHALK

Refrigeration has always been one of the more challenging areas for restaurant operations. “The question is always, how can I store the maximum amount of stuff in a small space?” says Rob Hood, corporate director, Food & Beverage, Silver Hotel Group in Mississauga, Ont.

That hasn’t been easy to answer in the past. But many of today’s operators are paying closer attention to innovations that can save space and energy, as well as offer up a few extra bells and whistles.

“A lot of the innovation is due to the economy opening up,” says John Lilly, Sales and Marketing manager for True Refrigeration Canada in St. Louis, Miss. “We are starting to see the execution of ideas that have been percolating over the past few years.”

KEEPING IT SMALL(ER)

One area taking hold is under-the-counter refrigeration and freezer systems, says Hood. “Sizing options have vastly expanded, giving a lot more capability [and flexibility] in the kitchen. There is also a whole range of drawer-and-rack extensions that can provide multi-zone refrigeration and freezing.”

Multi-function systems are also helping ease the congestion in smaller-footprint kitchens. For example, True’s Flex Temp cooler freezer can switch between refrigeration and freezing with the flick of a switch, says Hood. “It’s gives greater flexibility for places where you don’t have much room to play with.”

“If restaurants change proteins or have a large shipment of

frozen products coming in, they can simply flip the switch,” says Lilly. “If it’s summer and there is less foot traffic for steak, you can push the unit out to the front and start merchandising ice cream.”

THE POWER OF BLAST CHILLING

Blast chilling is making its way to the forefront in tandem with the increased adoption of combi- and re-therm functions. “You can par cook food to a certain point, blast chill it down to a frozen state very quickly and place it into a re-therm environment when you are ready for service,” explains Hood.

The advent of smaller-footprint models has made blast chilling more feasible for all sizes of operations, he adds. ‘When I interned many years ago, there used to be industrialized full walk-in units. Now some are as small as under-the-counter bar fridges. Like other refrigeration technologies, they have also become highly efficient and are more user friendly.”

“Blast chillers can chill, freeze, and have cloud capabilities, allowing operators to tap in and see all the data,” says Granett Douglas, vice-president Foodservice at GBS Foodservice Equipment in Oakville, Ont. “Now some, such as the Afinox, can even cook. You can put in a roast, slow cook it over an extended period, slow chill or freeze it, and re-therm it when you’re ready. It’s all done in one unit.”

THE NEW FACE OF WALK-INS

Tried and true walk-ins have also had a facelift in recent years, says Hood. “There are now boxes that you can put onto an existing tile floor at the same level. Companies like Norbec have created Lego-like sets that can be designed to be really [space] efficient. You can even cut panels to go around corners.”

In large-format spaces, walk-ins can

even be used as full-blown prep kitchens, minimizing the time products coming in and out, he adds.

DISPLAY SYSTEMS IN DEMAND

Since the beginning of COVID, display refrigeration has become a high-demand item for grab-and-go offerings. Today’s display systems come in all shapes and sizes,

from fat to thin, from reach-in to openair merchandizing units. “There’s a lot of innovation there,” says Hood. “There are even guest-facing units with an e-pay system on them. These will be more popular for areas such as lobby markets.”

As manufacturers get more creative, new profiles abound. “The square glass profile where you can control air circulation by shelf is much more hip,” says Douglas. “FriJado for example, has units where you can fine-tune circulation and air flow.”

COMPRESSORS GET AN EFFICIENCY BOOST

Compressors at the heart of any refrigeration system are now smaller and much more efficient. “The old compressor room was practically Edwardian in style, with over-mechanized pieces,” says Hood. “Now the units are smaller, higherefficiency and easier to clean, and you don’t need to vent them outside the building.”

Douglas points to innovations such as variable-speed compressors. “Instead of having to run the compressor 100 per cent of the time, it can range from 30 to 100 per

cent, allowing units to be significantly more efficient.”

Keeping compressors clean is the name of the game. True now has a condensing fan unit that blows excess debris off the condensing coil in every unit it manufactures, notes Lilly. “The new refrigerants have allowed us to do that.”

Turbo Air has gone a step further with its patented self-cleaning condensers, says Chris Koehler, president, Food Service Solutions Inc. in Milton, Ont. In simple terms, a brush moves up and down the condenser coils daily, allowing refrigerators to dissipate heat which can extend the life of equipment considerably. “When you combine the selfcleaning condensers with the electronic controls and new hydrocarbon refrigerants, systems run more efficiently with less refrigerant and energy.”

Whatever the need, there is a cooling technology out there that can fit the bill. “There was a time when refrigeration choices were limited,” says Hood. “Not only do they now come in a wide array of sizes and designs, they’re a lot smarter in how they operate.” FH

What’s Brewing?

BY NICOLE DI TOMASSO

Canadian brewers, both big and small, are still facing some stiff headwinds. In a period of stagnant growth and uncertainty, brewers are focusing on structural changes, innovation and brand awareness to boost topand bottom-line growth.

By volume, beer sales declined 2.8 per cent to 2,061 million litres in 2021/2022, which is equivalent to 3.7 standard bottles of beer per week per person of legal drinking age. This was a new all-time low for beer volume sales per person since Statistics Canada began tracking alcohol sales in 1949. Also, the total value of beer sales by liquor stores, agencies and other retail outlets fell 0.7 per cent to $9.1 billion in the 2021/2022 fiscal year, the third consecutive annual decrease.

Additionally, beer accounted for 34.9 per cent of total alcohol sales by value in 2021/2022, followed by wine (31.3 per cent), spirits (25.8 per cent) and ciders and coolers (eight per cent). Although beer remained in the top spot, it has steadily been losing market share to the other beverage categories. Over a 10-year period, beer has lost 8.8 per cent of its market share, the majority of which was gained by ciders and coolers (up five per cent), followed by spirits (up 2.5 per cent) and wine (up 1.3 per cent).

“[At the onset of the pandemic], the [craft

beer industry was already showing signs of] saturation,” says Gary Lindsay, director of Marketing and Sales at Driftwood Brewery. “There was a lot of new and aspiring breweries focusing their efforts on experimental styles and releasing products that barely resembled beer, which attracted a consumer base that wasn’t interested in beer, but the flavour of the month.”

COPING UNDER PRESSURE

Brewers are facing intensifying inflation and supply-chain pressures. As a result, inflationary pressures are passed onto consumers.

“I’ve never seen inflation impact the cost of our materials the way it has over the last 18 months,” says Brad Goddard, VP of Business Development, Innovation & Government Relations, Big Rock Brewery. “Pre-pandemic, we saw annual price increases. Now, we’re seeing quarterly price increases. Overall, aluminum cans are up between 20 and 40 per cent; cartons are up 60 per cent; logistics/ transportation costs are up between 100 to 150 per cent; and barley is up 50 per cent.”

Lindsay says Driftwood’s costs for raw materials have increased between 20 to 40 per cent, noting CO2 supply is also in question.

Brewers must also contend with new labelling and packaging requirements, such as the prohibition of the sale of products in plastic-ring carriers by June 2024.

Trend Watch

Overall, the fastest-growing beer beverages year-overyear include alcohol-free beer (19 per cent); flavoured malt beverages (14 per cent); domestic beer (12 per cent); imported beer (eight per cent); hard sparkling water/ soda (seven per cent); craft beer (four per cent); and hard cider (four percent), according Technomic, Inc. Brad Goddard, VP of Business Development, Innovation & Government Relations, Big Rock Brewery, says IPAs, specifically imperial strength at six per cent or more and micro at four per cent or less, remains the most popular craft beer style, followed by lagers.

“It’s been tough for the industry to find a Hi-Cone alternative that’s affordable,” says Goddard. “We’ve been talking with our suppliers about introducing a paper-can holder, but getting quoted 40- to 58-week lead times.”

On a positive note, the federal excise tax on alcohol was temporarily capped at two per cent in April instead of a planned 6.3-per-cent increase.

MARKETING MIX

Goddard says Big Rock Brewery is debuting three non-alcoholic beers on draught at the Calgary Folk Festival in July.

“Draught is a great way to trial innovation in the beer world because you don’t need any labels. All you need is a name, a steel keg and some willing consumers,” says Goddard. “We’re focusing on getting back to what we call ‘Liquid on Lips.’ Allowing consumers to try before they buy is probably most effective marketing strategy all craft brewers have, and the pandemic took that tool away from us.”

“With beer sales declining, we have to be innovative, we have to be creative and we have to try new things to re-introduce consumers to our products, even if they’re in a different category,” said Manjit Minhas, owner and CEO, Minhas Brewery & Distillery. FH

Canada’s beer industry remains in the thick of a challenging era

COOKING WITHOUT BORDERS

Chef Joe Friday brings culture to the kitchen

BY NICOLE DI TOMASSO

JOE FRIDAY was exposed to different cuisines from a young age, experiencing memorable dishes that went on to influence his own cooking. Born in North Carolina and raised in Okinawa, Japan, Friday “grew up in a very food-centric family, eating many home-cooked meals and travelling. I lived in Japan for 10 years, so I got to see my parents be creative in the kitchen and use different ingredients. That experience began to shape my love for food.”

Friday attended the Culinary Institute of America (CIA) in New York, and at age 20, he was invited to join the culinary program at Walt Disney World as one of 10 international students to finish off his degree in Restaurant Management.

“After I earned my degree, I spent two years in Europe to learn more about different cultures and cuisines,” says Friday. “I worked in different restaurants around the world in unpaid roles because I loved travelling and wanted to gain any knowledge I could. My travel history has influenced my

culinary style. I like to call it cooking without borders.”

Upon his return to the U.S., Friday held a variety of roles as he continued to refine his culinary skills before moving to Toronto to be part of the opening team for Oliver & Bonacini’s Luma at TIFF Bell Lightbox. He was also part of the opening team at Bar Mozza and became part owner and executive chef of ViaVai (both restaurants are now closed). He went on to be part owner and chef at Calii Love and, in 2013, Friday founded The Chef Collective, an organization that supports chefs by providing a platform to showcase their talents through live culinary battles.

“I enjoy giving chefs a platform to compete through The Chef Collective. It gives chefs the opportunity to break out of their shell and show people how good they are at what they do. Throughout my career, in leadership roles in the kitchen, I’ve shared a lot of advice with people under me to help them succeed whether they want to be entrepreneurs or lifetime corporate chefs. To this day, I have

seen seven people who worked under me go on to become sous chefs/owners of restaurants, and I take pride in that.”

In 2019, Friday opened Friday Roots in Toronto, which was permanently closed due to the COVID-19 pandemic, but he’s now gearing up to open his latest solo venture, Friday Burger Company, this summer. The quick-service joint, dedicated to handmade fresh burgers and chicken sandwiches, will be located in a brand-new food hall, TABLE Fare + Social (TABLE), at CIBC

BITS & BITES

What is your favourite culinary destination? Japan

What is your favourite kitchen tool? Chef knife and cutting board

What do you do in your spare time? Golf, read and listen to podcasts

Square in downtown Toronto

To say Friday loves burgers is an understatement. Known as “The Burger Guy,” Friday has reviewed hundreds of burgers on TikTok and tasted more than 700 burgers in the last 10 years. He’s also spent more than 20 years perfecting his own burger recipe. Standout menu items include Banana Pudding ($6.99), Mississippi Mud Pie Milkshake ($6.99), Chili Cheeseburger ($8.99) and Carolina Burger ($8.99).

“One of the first restaurants I ever worked at was a burger joint in Jacksonville, N.C., and I’ve always wanted to get back to making burgers,” says Friday. “My burger restaurant is going to [offer customers] a piece of the south and celebrate the historic and cultural impact of burgers in America.”

In the future, Friday is determined to not only grow the brand in the GTA, but also take the brand across the border. “The food hall can accommodate roughly 200 people, and hopefully they’re all eating burgers. We’re looking at other locations, so hopefully we’ll have a more standard restaurant size sometime down the road,” he says. FH