June 2016 - Total Food Service

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June 2016 • Total Food Service • www.totalfood.com • 3

NEWS ACQUISITIONS Jersey City Based RMA Set To Be Acquired By Compass

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ne of the industry’s most respected contract feeding firms is set to become part of the world’s largest hospitality management companies.

Jersey City, NJ based RMA Hospitality Management will be acquired

by Compass Group North America. The tale of the tape shows that Charlotte, NC based Compass who generated some $14 billion in sales in 2015 will be adding another $24 million in sales from RMA With the RMA acquisition, Compass will add the dining contracts at

RMA’s management team led by its President Tony Kaszuba will join a Compass team that features some of the Metro New York area’s most dynamic operating units. top Manhattan based law firms led

by Schulte, Roth & Zabel LLP, Patterson, Belknap, Webb & Tyler LLP, Loeb & Loeb LLP and Seyfarth and Shaw LLP. Among major Executive Dining

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Rooms and Corporate Cafes managed by RMA are McGraw-Hill Corporate Headquarters and Scholastic Publishing, Corporate Headquarters in Manhattan and Wiley, Corporate Headquarters Hoboken, NJ.

RMA also manages a pair of club accounts. Manhattan’s Club 101 and Panther Valley Country Club in Allamuchy, NJ are part of the ‘Jersey firm’s management portfolio. It has also built a significant catering business with iconic catering venues including: the McGraw-Hill Private Dining Rooms at Rockefeller Center, Scholastic Soho Penthouse and rooftop Garden Terrace.

RMA also operates a trio of public restaurant and catering facilities in

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June 2016 • Total Food Service • www.totalfood.com • 5

NEWS

RELOCATION

Four Seasons Set To Auction Decades Of Memorabilia

T

he team behind the classic “power lunch” spot for New York’s elite is cleaning house this summer, and everything

must go.

The Four Seasons, located on Manhattan’s East Side, is shutting its doors when its lease expires. That means that, from silverware and bar stools, down to the entire contents of its wine cellar, co-owners Julian Niccolini and Alex von Bidder will walk away from the more than 50-year-old establishment virtually empty-handed.

The famed Manhattan restaurant had been in business since 1959, feeding many of the biggest names in finance, politics, entertainment, sports and fashion. Objects from the historic interior of the New York restaurant, designed by Philip Johnson for Mies van der Rohe’s landmark Seagram building on Park Avenue in New York City,will hit the auction block on July 26.

“Everything, even items designed by

Everything, even items designed by these two legendary architects, are on the block,” said von Bidder. “This restaurant is a true New York ‘character’ with all the swagger and understated bravado of the city’s most vibrant personalities.” these two legendary architects, are on the block,” said von Bidder. “This restaurant is a true New York ‘character’ with all the swagger and understated bravado of the city’s most vibrant personalities.”

Since its establishment, The Four Seasons garnered acclaim as one of the most talked-about restaurants in the world. Diners were regaled by its modernist interior design, and a veritable ‘who’s who’ list of dining patrons feasted on the best culinary innovations of the subsequent eras.

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Regular power brokers commandeered the best tables in the Pool and Grill Rooms. Over the years, bold faced names included Martha Stewart, Steve Rattner, Michael Eisner, Jim Chanos, Mort Zuckerman, Hank Greenberg, Nancy Pelosi and Henry Kissinger.

The 500 lots up for sale include the Grill Room’s banquettes, an original suite of Barcelona seating from the travertine (a type of limestone) lobby, custom Tulip tables with polished bronze tops, and groups of cus-

tom Brno chairs. Other objects up for sale will feature custom wine coolers, bespoke tableware, and pots and pans created by L. Garth and Louise Huxtable. The wine auction may net $10M plus.

Architectural details and fittings, like the large bar, floor to ceiling metal curtains and wood paneling, remain in place and will not be sold. Nor will the works of art that once graced the walls — including a rare tapestry by Pablo Picasso and paintings by Joan Miro, Frank Stella, Jackson Pollock and Mark Rothko.

Brent Lewis, director of Wright Auction House, which will handle the sale, told CNBC “There’s a reason [famed architect] Philip Johnson ate lunch there every day! It’s hard to think of a restaurant which has had such a broad and definable influence. There is something so inescapably powerful about this space which is so intimate yet so grand.”

June 2016 • Total Food Service • www.totalfood.com • 7

NEWS CHARITY AJC Food Service Division Set To Honor Trio Of Tri-State Firms At Annual Gathering

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ith the New York Botanical Garden as its backdrop, the American Jewish Committee will honor Jay Ringelheim, President of Global Equipment Company as well as companies Bull’s Eye and Reddy Raw at a tribute event this upcoming June.

The AJC is an organization committed to Jewish Advocacy on a global scale that was established in 1906. The group has a long history of fighting for the rights of Jewish people but also to end discriminatory practices in all forms. The organization, now in its 111th year, is presenting these awards to honor human relations and corporate leadership.

Mr. Ringelheim will be receiving the AJC’s prestigious Human Relations Award for his hard work and dedication to the Jewish Community in Bridgeport, CT since 1990 while working for Globe Equipment Company; a family owned and operated business since 1938 with deep ties to the surrounding communities.

Globe is focused on providing top quality products to local and nonlocal businesses both in the Bridgeport area and around the world.

They entered the e-commerce market in the mid 2000s, bringing their business to an international level with customers on every continent except Antarctica. The two keys to their success are longevity and sustained growth. Mr. Ringelheim said,

The American Jewish Committee, now in its 111th year, is presenting these awards to honor human relations and corporate leadership.

“The first key is our employee longevity. Our employees have an average of 15 years of employment with Globe. The second key has been managed growth from a broad range of customers.” Mr. Ringelheim says the community has always been a big part of Globe Equipment’s success whether they are supporting local religious institutions of all sorts, fire and police departments, charities and schools. When asked about receiving the honor from the AJC, Mr. Ringelheim stated that he “considered it a great honor from a great organization. The work they have done and the work they continue to do is vital for Jewish Advocacy. I am proud to join the list of past honorees.”

Reddy Raw has been delivering food products of all categories to restaurants with speed and efficiency for 69 years. Reddy Raw provides products from companies such as Cavendish, Perdue, Hatfield and Pilgrim’s Pride as far as Washington, DC and Upstate New York. They’re longevity is a testament to their cor-

8 • June 2016 • Total Food Service • www.totalfood.com

porate leadership, saying they have “never sacrificed on our responsibility to accept manufacturers’ products, and then to pass them along in the same pristine condition in which they were received.”

Based in Hershey, Pennsylvania, Bull’s Eye is a company dedicated to achieving their client companies’ marketing and advertising goals “in a way that sustains competitive advantage.” They represent disposables and supply manufacturers and market these products by targeting specific markets and coupling sales calls with on-site visits to customers. Their field sales team has over 100 combined years of experience.

Bull’s Eye has customers as far north as Maine and as far South as South Carolina and has been representing companies since 1997. They serve markets including government, entertainment, country clubs, restaurants and colleges and universities.

All three honorees will receive their awards at the event at 6:30pm on June 22nd at the Botanical Garden in the Bronx.

Main Office: 282 Railroad Avenue Greenwich, CT 06830 Publishers: Leslie & Fred Klashman Advertising Director: Michael Scinto Art Director: Mark Sahm Contributing Writers Warren Bobrow Faith Hope Consolo Morgan Tucker Fred Sampson Staff Writer Deborah Hirsch Andrew Watson Intern Alexis Robinson Phone: 203.661.9090 Fax: 203.661.9325 Email: tfs@totalfood.com Web: www.totalfood.com

Cover photo by Food Network

Total Food Service ISSN No. 1060-8966 is published monthly by IDA Publishing, Inc., 282 Railroad Avenue, Greenwich, CT 06830. Phone: 203.661.9090. This issue copyright 2016 by IDA Publishing Inc. Contents in full or part may not be reproduced without permission. Not responsible for advertisers claims or statements.

Periodicals Postage paid at the post office, Greenwich, CT and additional mailing offices. Additional entry at the post office in Pittsburgh, PA. Subscription rate in USA is $36 per year; single copy; $3.00. Postmaster: Send address changes to Total Food Service, P.O. Box 2507, Greenwich, CT 06836

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June 2016 • Total Food Service • www.totalfood.com • 9

NEWS

POS TECHNOLOGY

Fast Casual: Why It’s Working And How To Make It Work For You

I

n your eight-year-old dreams, would you ever have imagined paying $13 for a bowl full of Mr. Noodles with Chinese broccoli and an egg? Me neither. And yet, those same noodles you used to crush to a pulp and munch on when mom forgot to make lunch are now being served fast and furious at legitimate, sought after restaurants.

Fast casual ramen restaurants are popping up everywhere and the noodle dish is now served not just as a trendy feature at an established joint, but as a permanent fixture in an emerging submarket.

Fast casual - a relatively new, uneasily defined subgenre of restaurant - is proving that some food trends are here to stay. In 2013, sales in the fast-casual industry hit around $35 billion, an increase of 11% from the year previous, positioning it as the fastest growing foodservice segment globally. And as the numbers continue to roll in, we can see it’s only going up from there.

This brings about the larger question: what is it about fast casual that’s winning so much market share and disrupting the landscape of the food industry as we know it?

Enter Millennials with their wildly “different” perspective on the world and food as we know it. They’re the fastest growing generation and, by golly, do they have demands. Those demands dictate where they put their precious pennies. In essence, they want food fast, but they want

definition of “healthy”. A green salad with a couple carrots isn’t enough. As reported by Morgan Stanley, “While previous generations counted calories, Millennials care more about food being ‘fresh, less processed and with fewer artificial ingredients.’” Healthy isn’t just veggies; the definition now includes fresh, organic ingredients and protein-powered dishes that fill you.

healthy, cheap and trendy food simultaneously.

In this article we’ll explore four ways fast casual is winning over Millennials and provide all restaurants with an understanding of how to use fast casual tactics to appeal to this new generation of customers.

1. FAST CASUAL ISN’T JUST FAST, IT’S MOBILE TOO Fast isn’t fast enough. 44% of Millennials prefer to pay for goods and services using their mobile phone rather than with cash. In particular, this applies to smaller purchases.

Thus, fast casual restaurants are leveraging the power of mobile, using the latest pick-up apps and POS technology to ensure that their customers are having a feed that’s quick, whether they’re just stopping in for a bite or taking food back to their desk. As you may well know, pick-up apps offer a range of options that allow customers to order,

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pay and pick up without the wait, and the latest POS technology allows tableside orders and billing so customers get a smooth and snackable dining experience that moves as fast as they do.

2. FAST CASUAL TURNS A HEALTHY CHEEK Many fast casual chains are leveraging healthy eating options to their benefit. But we should note that Millennials have changed the

What healthy food at a restaurant means

3. FAST CASUAL CARES ABOUT THE ETHICAL, SUSTAINABLE, LOCAL ECONOMY STUFF Where did this meat come from?

Is your produce locally sourced? Is it organic? Is it sustainable? Was a chef burned in the baking of this pizza?

Were dishwashers harmed in the cleaning of this plate?

In a Cone Communications study, it was reported that “nine-in-ten Millennials would switch brands to one associated with a cause.” Thus

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(Image via Morgan Stanley)

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June 2016 • Total Food Service • www.totalfood.com • 11

MIXOLOGY

WITH WARREN BOBROW

Vodka, Vermouth, And A Kaffir Lime Leaf

I

remember vividly the first time that I tasted the unmistakable flavor of Thai food. It just was electrifying. The flavors were intensely spicy and they crackled over my tongue in a way that Americanized Chinese food was incapable of doing.

I was living out in California in Venice Beach and seemingly overnight a new wave of brightly flavored and textured cooking erupted on the scene. The usually gloppy, overly sweetened and excessively oily pan-Asian style foods were sud-

denly replaced by crisp, aromatic and intensely spicy flavors that I’d never experienced prior. This occurred around 1980 so the phrase “California Cuisine” had not been invented yet. But Thai food had just arrived on the West Coast and it blew open my palate like nothing ever had prior.

What I enjoy most about Thai food is the depth of the spice, the clarity of the heat and the intense simplicity of the spices and herbs used in the cooking.

One strikingly potent ingredient

12 • June 2016 • Total Food Service • www.totalfood.com

is called the Kaffir Lime leaf. This leaf, used in Thai and Laotian curry pastes gives foods an sour, astringent and bitter flavor that works perfectly against the sweeter elements of palm sugar and the heat of the spices.

I love Kaffir Lime leaf in my food and my drink. Sometimes I cut a Kaffir Lime leaf in half and drop it into a glass of seltzer water. It’s drinking a trip to Thailand without the expensive plane ticket.

This would stand to reason from my passion for spicy Thai food, that I would enjoy Kaffir Lime leaf added to a cocktail with my vodka as well.

Not an insipidly sweet chemical plant, processed liqueur, but a richly flavored, lush and intensely elegant vodka that is remarkably restrained and aromatic. Adding a muddled Kaffir Lime leaf is something so unusual that I would say safely that I’ve tasted nothing so mesmeric in my life- other than Thai curry. And I’ve just learned that the Kaffir Lime leaf when sprayed on crawling and biting insects is known to create an excellent insecticide. But I don’t recommend rooting out bugs infestations with the leaf, especially since it tastes so delicious in a craft cocktail.

What I recommend doing with it is mixing with it!

Recently I received a gorgeous bottle of vermouth from Italy by way of a friend in NYC. Carpano Bianco is the name of the vermouth. If you love the traditionally red Carpano Antica Formula and couldn’t imag-

Warren Bobrow is the creator of the popular blog The Cocktail Whisperer and the author of nearly half a dozen books, including Apothecary Cocktails, Whiskey Cocktails, Bitters and Shrub Syrup Cocktails, and his most recent book Cannabis Cocktails, Mocktails, & Tonics.

ine using anything else in a Negroni, please indulge my sense of balance in a cocktail. You should try the new Bianco (white and Dry) version.

Carpano Bianco is opulent across the tongue, velvety and packed full of aromatic herbs, secret spices and roots. In a tip of the hat to the Negroni cocktail, I would suggest using the Bianco, instead of the deeply red colored Antica for a lighter, change of pace. To describe the opulence of Carpano you must first throw out those bottles of vermouth that are over a few years old. You haven’t been refrigerating them? Shame!

Do you store them in a cool cellar?

No???

If you have been stashing your vermouth on top of the fridge or in a hot closet- throw your bottles out immediately! Vermouth needs carenot too much care, but it should be treated like Port or Sherry. (Both fortified wines) Eventually vermouth will turn vinegary and will fail to please you- and that’s the rub because most people are still drinking the less expensive brands that

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June 2016 • Total Food Service • www.totalfood.com • 13

EYE METRO NEW YORK’S FOODSERVICE EVENT COVERAGE Inaugural NYC Hospitality Alliance Awards Draws SRO Crowd

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ast month the New York City Hospitality Alliance, a membership-based association founded in 2012 that aims to foster the growth and vitality of the hospitality industry, hosted its inaugural awards ceremony at the iconic Marquee nightclub in Manhattan. The event celebrated the restaurants, bars, nightlife establishments, and professionals throughout the five boroughs that have made an impact on the city’s booming hospitality industry.

“It was an amazing night,” says Andrew Rigie, the Executive Director of the New York City Hospitality Alliance.

“We are a passionate industry and it’s important to recognize the hard work and dedication these individuals and businesses put into their craft. Hospitality is an art, and we are so proud to honor and celebrate their contributions.”

Award winners were determined by the majority vote submitted by subscribers of the New York City Hospitality Alliance distribution list (*unless otherwise noted), and were announced last month at the ceremony.

Award categories and winners are: Big Apple Legacy Award - Goes to an individual whose success and in-

Terence Tubridy (In Good Hospitality Group) & Team

fluence will leave a lasting impact on the NYC hospitality industry Winner: Jeffrey Bank, The Alicart Restaurant Group (Carmine’s & Virgil’s Real Barbecue) Philanthropy Served Here Award Goes to a hospitality industry company and charitable organization that work together to make the neighborhoods of NYC a more hospitable place – with a focus on the restaurant industry Winner: fresh&co / Food Education Fund Next Generation Award - Goes to an up-and-coming or established mover and shaker who is still early in their hospitality industry career *winner selected by Judge’s Committee Winner: John Meadow (LDV Hospitality) Nominees: John Meadow (LDV Hospitality); Joseph Johnson (The Cecil and Minton’s); Deuki Hong (The Circle Hospitality Group) The Determination Award - Goes to an individual who started at an entrylevel job in the hospitality industry and is now in a leadership role *winner selected by Judge’s Committee Winner: Robert McGovern (The Refinery Hotel)

Tren’ness Woods-Black (Sylvia’s Restaurant); Melba Wilson (Melba’s Restaurant); Steve Gold (Master Purveyors)

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Hearts of Hospitality Award presented by Fox Rothschild LLP - Goes to an individual who is recognized for excellence in the profession of human resources in hospitality *winner selected by Human Resource Professionals in Hospitality Winner: Angie Buonpane (Union Square Hospitality Group) Nominees: Angie Buonpane (Union Square Hospitality Group); Susan Spikes (Hill Country Hospitality); Yvonne Mancini (Crafted Hospitality) Four Stars Award - Goes to a critic/ reviewer/writer who has established an industry-following for hospitality news coverage Winner: Ryan Sutton (Eater New York)

Doug Griebel (Rosa Mexicano & NYC Hospitality Alliance) & Sabato Sagaria (Union Square Hospitality Group)

Group from Major Food Group, Bold Food and Noho Hospitality Group

Nominees: Ryan Sutton (Eater New York); Mimi Sheraton (formerly of The New York Times, Time, Conde Nast Traveler, Harper’s Bazaar and Vogue); Steve Cuozzo (New York Post) I  Hospitality Award - Goes to a favorite restaurant in each borough as chosen by hospitality industry professionals Brooklyn – Winner: Peter Luger Nominees: Peter Luger; Roberta’s; al di la Trattoria I  Bronx – Winner: Mike’s Deli Nominees: Mike’s Deli; Bronx Alehouse; Roberto’s; Pasquale’s Rigoletto

continued on page 104

Sonali Jhurani (NYC Hospitality Alliance); Paul Seres (Helios Hospitality & NYC Hospitality Alliance); Nikita Scott (NYC Hospitality Alliance); Andrew Rigie (NYC Hospitality Alliance)

Bill Bonbrest (TAO); Paul Seres (Helios Hospitality); Fred Cerullo (Grand Central Partnership); Robert Bookman (Pesetsky & Bookman); Council Member Rory Lancman; Mitch Banchik (NYC Best Bars)

June 2016 • Total Food Service • www.totalfood.com • 15

INDUSTRY PERSPECTIVE

WITH FRED SAMPSON

There’s No Business Like Show Business— Except Food Service

D

oes that sound strange?

Take a look at these similarities. Have you ever stopped to consider that every day you open the doors of your operation, it is the equivalent of a Broadway show and you and your staff will be judged by your performance? Did you ever think that you could be or have already been written up by a food critic, either in some form of the media or a social network?

We, too, have our own well-known star performers, such as world-class culinary artists and even first-rate producers—better known as proprietors with creative minds. We also have many talented interior designers, who create outstanding surroundings, and casts of thousands of performers—better known as waitstaff—who must know their lines (menu descriptions) and act appropriately for the event to succeed.

Like in show business, we also have had many flops, unfortunately: individuals who either did not have the resources or experience to master the qualities necessary to develop and manage a successful operation.

When taken together, the words theater and dining create the perfect synergism; their combined action is greater in total effect than each of their effects alone.

Fred G. Sampson is the retired President Emeritus of the New York State Restaurant Association. He began

I have been and will continue to suggest that no matter the size of your operation, you should have a social media monitoring service.”

working with NYSRA in 1961.

Within the next four years the NYSRA more than tripled its membership and expanded from one regional chapter to eight. Sampson played roles in representing restaurants on issues including paid sick leave, minimum wage, liquor laws, a state-

While it may seem like a stretch, we each operate in single-purpose buildings. A theater is a theater. If you want to use it for something else, you have to gut it; same with a food service facility. That makes many funding institutions squeamish when it comes to financing either one.

The disparities are also remarkable: for example, government intervention. I offer the following. No one tells them how many laughs there must be in comedy in order for it to be called a comedy. Or when to reveal the killer in a mystery. There are no inspectors visiting theaters to grade the level of acting, such as A, B, or C, in motion picture and live theater houses … and there shouldn’t be. In most cases with local health departments, you either pass or fail and have X amount of days to get your act together, or else. The theater can also have an “early bird” performance on Sunday if they wish—before noon.

For a more serious comparison,

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while critics in both industries can be tough, the difference for the legitimate theater and movie reviews is that they appear the next day and are written by a person very familiar with the field, and that’s it. However, a restaurant can be reviewed every day and everywhere by anybody.

Most all theater reviews are published by printed media or local TV and radio stations, and the reviewer identifies himself or herself; not so with social media. To the best of my knowledge, with the exception of the state of Virginia, most social media sites that permit reviews do not require you to identify yourself.

That is not only unfair, but can be destructive. What is to stop a competitor or a former employee from writing a scathing review and not signing it? How does the restaurant owner in question answer it? Read on.

If your operation has been the recipient of negative comments, you’ll want to be extremely careful how you respond. Vivian Wagner,

wide alcohol training program and insurance plans. Comments may be sent to fredgsampson@juno.com

owner of V Creative Enterprises, LLC, has developed “5 Tips for Responding Positively to Negative Online Comments,” which I discussed in a column about 18 months ago.

I have summarized a portion that I felt was right on target.

“Respond appropriately. Reading negative comments about your business, your employees, or your product or services can make you want to justify yourself and claim the commenter is just wrong, misinformed, or simply off the mark.

While these are natural reactions, they won’t help your social media presence. Whatever you do, don’t say the problem is a result of something the commenter has done— even if you think it is true. Never take a comment personally and

continued on page 106

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June 2016 • Total Food Service • www.totalfood.com • 17

NEWS

PEST CONTROL

Pest-Proofing Tips for Better Inspection Scores

By Jennifer Brumfield, Training and Technical Specialist, Western Pest Services

I

f you knew your health inspector would be at your doorstep first thing tomorrow morning, would you be ready?

Let’s face it, maintaining A-grade performance at all times is a constant challenge for restaurants. You have a busy kitchen to manage, a rotating staff to train and re-train, and diners to satisfy. Pests only make it worse, because like your inspector, they can show up anytime and without warning.

By following a few simple steps in five key areas of your establishment, you can help keep pests out and be ready to post a higher score, no matter when the inspector arrives.

Outside · Pests can enter through remarkably tiny cracks and crevices, so inspect the exterior of your building at least quarterly. If you can stick a pencil in a hole or crack, it’s big enough for pests to enter. Fill it in with weatherresistant sealant. · By the same token, if you can see light under exterior doors, cockroaches and other crawling pests can get in.

Install door sweeps to close any gaps or cracks under exterior doors. It only takes one missing door sweep to open the door to an infestation. · Odors draw pests more than almost anything else, so cover outdoor trash cans with tightly sealed lids and

empty them several times a day. For the same reason, position dumpsters at least 15-20 feet away from your building.

In the Kitchen · If you focus on nothing else in the kitchen, focus on the floor and drains.

Clean regularly underneath cabinets, food storage containers and other hard-toreach places to eliminate food debris that can attract infestations. Drains are ideal breeding spots for drain flies, fruit flies and a variety of other pests, so clean and disinfect them regularly. · Don’t store food near the building exterior. Rather, store it as far into the building’s interior as possible. There it’s less likely to attract outside pests by smell, and pests that do get in have further to go before they hit the jackpot.

Dining Areas · Methodically mop, sweep or vacuum the dining room floor at the end of the night. This may sound obvious, but you’d be surprised how often it’s not done thoroughly. Sometimes it’s not done at all. This one procedure can make a huge difference in keeping pests at bay. · Eliminate pest-friendly food and

18 • June 2016 • Total Food Service • www.totalfood.com

water sources during operating hours by cleaning up spills immediately and promptly busing all tables.

Behind the Bar · Clean and disinfect bar wells every day to prevent fruit flies, which are among the most common pests to encounter in this area of your business. · Pests love the residual sugar left behind in dirty glasses, so always rinse glasses immediately after use, even if they’re going to be washed more thoroughly later.

Patio/Outdoor Seating · Outdoor areas offer pests unfettered access compared to the other four areas mentioned above. So it’s even more important to clear tables quickly and wipe up crumbs and spills immediately. Leftovers are an easy target for hungry or thirsty insects, ro-

dents or even pest birds. · Hose down the patio every night and pressure wash regularly to remove crumbs and debris. · Stinging pests are drawn to bright colors, so choose umbrellas, awnings or outdoor décor with dark or neutral colors, and avoid planting brightly colored or fragrant flowers and trees near the patio. · Flies and other flying insects can hardly resist bright, fluorescent lights, so use the yellow, sodium-vapor bulbs in your patio lights, which are much less attractive to these insects.

Don’t put yourself in the position of battling pests every day to keep them out. There are so many ways to pestproof your establishment, but just the few changes outlined above will make your restaurant much less attractive to pests and your pest control job will get a whole lot easier.

Jennifer Brumfield is a Training and Technical Specialist and Board-Certified Entomologist for Western Pest Services, a New Jerseybased pest management company serving businesses and homeowners in major Northeastern markets.

Learn more about Western by visiting www.westernpest.com.

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EYE METRO NEW YORK’S FOODSERVICE EVENT COVERAGE NYCHG & AIWF-NYC Annual Bowling Event

T

he industry’s next generation took center stage at last month’s annual NYCHG & AIWF-NYC Bowling Happy Hour. Times Square’s Bowlmor Lanes hosted the annual get together of The New York City Hospitality Group and The American Institute of Wine and Food New York City.

With the always energetic Morgan Tucker of M. Tucker leading the way for AIWF-NY and Anthony Milano and Leigh Wilson of Benefit Mall coordinating for NYCHG, it was a spectacular night of networking for the industry’s young up and coming stars. The event featured plenty of great food and libation and a side of bowling.

Established in 2009, The New York City Hospitality Group (“NYCHG”) is a New York City centric organization dedicated to the restaurant and hospitality industry. NYCHG is comprised of the best in class resources specializing in every facet that a restaurant or hospitality business will need during its daily operation from launch to expansion. “At NYCHG we literally have the ability to hand you off to the right people within our family to ensure the next person you speak with will be someone with a proven track record and who will not be wasting any of your valuable time,” noted Milano.

The mission of NYCHG is to create a forum in which hospitality professionals and entrepreneurs can exchange ideas, solve problems and share information through educational seminars and industry events.

The group hosts Bi-weekly meetings, which are held every other Tuesday.

NYCHG hosts independent and collaborative events and educational seminars throughout the year.

The American Institute of Wine & Food is a national non-profit organization dedicated to advancing the understanding, appreciation and quality of wine and food through fun educational experiences in support of our signature Days of Taste® and Scholarship programs.

The American Institute of Wine

& Food is a non-profit organization founded by Julia Child, Robert Mondavi, Richard Graff and others in 1981 to advance the understanding, appreciation and quality of what we eat and drink.

The New York Chapter is one of many across the United States. Along with our sister chapters and the national organization, we promote an exchange of ideas that benefit both professionals and dedicated enthu-

siasts through publications and programs. Its Executive Board is made up of volunteers who either work in the Food & Wine industry or who are supporters of AIWF programming and community outreach.

Membership in AIWF is open to all.

“It is a wonderful way to meet knowledgeable people in the industry and simply a great way to meet others with common interests,” Tucker explained.

The team of NYCHG: Michael Ridd- Tara Paige, Jason Lee- POS, Digital Dining, James Fenske- Tri Source Solutions, Aaron SmyleSmyle Associates, Kristian Rex- Lauber Imports (laying down), Leigh Wilson- Benefitmall, Elke Hofmann- Elke Hofmann Law, Colby Swartz- Suzuki Capital, Tara Bernman- Tara Paige Consulting, Morgan Tucker- M.Tucker, Anthony Milano- Crown Architecture, Julia Pesavento- Wagstaff Consulting, Derek Sherman-EB Cohen Insurance

Sarah Bulmer of M.Tucker, Anthony Milano of Crown Architecture, Shaina Fainglas of VenueBook, Gennaro Pecchia of Men Who Dine

20 • June 2016 • Total Food Service • www.totalfood.com

Aaron Smyle of Smyle & Associates, Jared Finkelstein of Lee-Nolan and Koroghlian, LLC, TriSource Solutions’ James Fenske, and AIWF NYC President - Morgan Tucker of M.Tucker

(L to R) M.Tucker’s Fred Bonaccorso and Michael Friedman, with Ron Lustberg Jr. from CLVMarketing

June 2016 • Total Food Service • www.totalfood.com • 21

NEWS

HOTEL DINING

Tropicana Atlantic City Partners with Chef Jose Garces

I

n the midst of a $40 million renovation, Tropicana Atlantic City has announced a new restaurant collaboration with Philadelphia based Chef Jose Garces. Using the sweeping ocean and boardwalk views as inspiration, Garces will develop multiple seafood focused concepts located right off the casino floor. The to-benamed venues are slated to open by the end of 2016.

“Atlantic City is a natural extension of our deep Philadelphia roots.

We have a great affinity for the Jersey shore and Atlantic City in particular. We are so excited to be back,” said Chef Jose Garces. “We look forward to the opportunity to bring our brand of Latin-inspired hospitality to the Tropicana and provide fun, new dining options to its guests.”

“We are extremely excited and proud to partner with award winning Chef Jose Garces, to bring his new restaurant concepts to Tropicana Atlantic City. We are confident that his unique style and brand recognition will attract new visitors, as well as complement and enhance Tropicana’s diverse selection of restaurants,” says Tony Rodio, President and CEO Tropicana Entertainment.

Since opening his first restaurant in 2005, Chef Jose Garces has emerged as one of the nation’s leading chefs and restaurateurs.

He is the 2009 winner of the James Beard Foundation’s “Best Chef Mid-

We are extremely excited and proud to partner with award winning Chef Jose Garces, to bring his new restaurant concepts to Tropicana Atlantic City.”

Atlantic” award and one of only a few chefs in the country to hold the coveted title of Iron Chef. Chef Garces is the author of The Latin Road Home (Lake Isle Press, October 2012), a culinary and cultural tour of Ecuador, Spain, Mexico, Cuba and Peru, and his debut cookbook, Latin Evolution (Lake Isle Press, Fall 2008).

Garces is a Philadelphia-based hospitality group specializing in personal dining experiences rooted in the rich cultural traditions and culinary vision of renowned LatinAmerican chef Jose Garces. Taking a heartfelt and creative approach to time-honored recipes and dishes, Garces operates more than 15 restaurants across the country, including Amada, Distrito, Tinto, Village Whiskey, Garces Trading Company, JG Domestic, Volvér, Rosa Blanca Cafe, Rural Society, The Olde Bar, Buena Onda and Mercat a la Planxa (in partnership with Sage Hospitality). The eponymous group also offers additional services through

22 • June 2016 • Total Food Service • www.totalfood.com

Garces Events, a full-service catering and event division; the Garces Foundation, a philanthropic organization dedicated to Philadelphia’s underserved immigrant community; and Luna Farm, Chef Garces’ 40acre farm in Bucks County, Pa. Tropicana Atlantic City is a 24hour gaming destination located on

Chef Jose Garces

the beach and Boardwalk. Featuring 2,079 hotel rooms and home of The Quarter, a 200,000 square foot entertainment complex, Tropicana is the premier resort in Atlantic City.

With 24 restaurants, 25 shops, 18 bars and lounges, 2 pools, an IMAX Theatre and a spa, Tropicana was highlighted as one of the “Coolest Casinos in the World” by PopSugar.

The Trop Advantage Club has been voted “Best Players Club” by Casino Player Magazine. In 2015 and 2016 Tropicana underwent a total of $90 million in renovations, including its spectacular Multimedia Light and Sound Show, the addition of AtlantiCare LifeCenter Fitness, renovations to its casino and over 900 hotel rooms and more.

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June 2016 • Total Food Service • www.totalfood.com • 23

CHEFCETERA

UP CLOSE WITH METRO NY CHEFS

Daniela Soto-Innes Chef de Cusine, Cosme, New York, NY

D

aniela Soto-Innes, 27, comes from a long line of women who love food and cooking. Visiting food markets and restaurants in Mexico City from a young age, she was instilled with curiosity for flavors and interest in baking. Soto-Innes’ cooking career officially began at 15 when she interned at The Woodlands Waterway Marriott, where she continued working for the company for three years.

Then she moved to Austin, Texas where she graduated from Le Cordon Bleu College of Culinary Arts. After traveling and staging at restaurants in Texas, New York, and Europe, She joined Brennan’s of Houston where she worked throughout the whole kitchen helping Chef Danny Trace create tasting menus.

Two years later, she joined the progressive American restaurant Triniti, and the charcuterie driven restaurant

Whole Fish A La Talla (photo by Fiamma Piacentini)

Underbelly with Chef Chris Shepherd.

Following a stage in the kitchen of Pujol, Soto-Innes was offered a fulltime position working alongside Chef Enrique Olvera. As an opening Chef de Cuisine at Cosme, she will work alongside Chef Olvera and fellow chef de cuisine, Mariana Villegas, to create dishes and lead the kitchen. She believes that the simplest food can inspire the imagination most of all, and makes her dishes meaningful by “finding the secret life in each ingredient.”

We recently had the pleasure of interviewing the 2016 James Beard Foundation Rising Star of the Year Winner for this month’s Chefcetera.

Who or what inspired you to start a career in the restaurant industry and where did you study culinary arts?

My great grandma went to school at Le Cordon Bleu in France. She didn’t do it because she wanted to be a chef.

Duck Carnitas (photo by Fiamma Piacentini)

24 • June 2016 • Total Food Service • www.totalfood.com

She just wanted to learn how to cook.

Old Ladies in Mexico wanted to know how to cook. And then my grandma, when I was little, she used to manage a bakery and she would just take me to the bakery. Finally my mom wanted to be a chef. Her parents didn’t want her to be a chef so she would take me to her cooking classes when she didn’t have anywhere to drop me off.

I moved to Texas and I really wanted to be a chef. So I was taking a culinary class that is six days a week, where in

Chef Daniela Soto-Innes (photo by Teddy Wolff)

high school a home economics class takes 45 minutes. The teacher brought

continued on page 96

June 2016 • Total Food Service • www.totalfood.com • 25

C-CAP TRADE TALK

WITH JOYCE APPELMAN

C-CAP Awards the Inaugural Olesay/ C-CAP Internship Scholarships Two Chefs Will Stage at the Three-Michelin-Starred Sant Pau Restaurant in Spain

C

areers through Culinary Arts Program (C-CAP) is thrilled to announce that Krystal Lewis, Sous Chef of The Spotted Pig in New York City, and Rafael Perezchica, Sous Chef at Ace Hotel & Swim Club in Palm Springs, California, have been awarded The Olesay/C-CAP Internship Scholarship. Each chef is a graduate of the CCAP program, and will get the exciting opportunity to stage for five-months at the Three-Michelin-Starred restaurant, Sant Pau, located in Catalunya, Spain.

“I’m thrilled to have the opportunity to advance my education by studying at such a renowned restaurant,” says Krystal Lewis, a graduate of the C-CAP Chicago program, who previously received a full tuition scholarship from C-CAP to the Culinary Institute of America (CIA). “C-CAP has supported my career since the very beginning and I’m grateful to them and the Olesay organization for this special experience.”

Krystal Lewis was born and raised in Chicago in a single parent home where basic necessities were hard to come by. “Negative influences such as gangs, drugs and violence were abundant in my neighborhood, and a difficult home life made it very hard to focus on school.” Despite the difficulties that Krystal faced, she managed to get involved with C-CAP in high school, which helped her focus on bringing about positive change in her life. Realizing that cooking boosted her spirits, Krystal competed in the C-CAP Chicago Cooking Competition for Scholarships. She was in it to win it, and

Joyce Appelman, is the National

practiced endlessly for the big day. Her ship placement and management, hard work was rewarded when C-CAP visa assistance, housing, Spanish lanawarded her a full tuition scholarship guage courses, and a final evaluation to the Culinary Institute of America with a program completion certificate.

(CIA) in Hyde Park, NY. Krystal is the “We are always looking to partner only person in her family to earn a with great organizations like Olesay, high school diploma. After graduating which can offer unique and careerfrom the CIA, Krystal moved to NYC, advancing opportunities to our graduand her journey eventually led her to ates,” says C-CAP President Susan work with the celebrated chef April Robbins. “This year’s recipients are Bloomfield at The promising up-andSpotted Pig, a Michelin coming chefs, and we starred restaurant in look forward to enthe West Village. hancing their skills This is the first year by having them work that C-CAP and Oleabroad and adding fine say, a premier organidining and new cuisine zation that promotes to their repertoire.” global education and The internship at international learning Sant Pau will offer an through internships, enriching experience have partnered toas these young chefs gether. “C-CAP has a integrate themselves Scholarship winners Krystal great system in place into the cultural fabLewis and Rafael Perezchica working with motiric of Spain’s Catalan vated young chefs Coast between Girona who are eager for and Barcelona. Unmore training, and der the mentorship we knew we could of internationally acpartner with them to claimed Chef Carme identify skilled talent,” Ruscalleda, Lewis and says Carmen Flores, Perezchica will learn Olesay CEO. The prothe crafts of Chef Rusgram is designed for calleda’s avant-garde students and working Mediterranean cuiprofessionals in the sine reflective of her Culinary Arts seekCatalan traditions with ing the opportunity to intern at some Japanese influences. “It’s going to be a of the most exciting restaurants and great experience and l look forward to top-notch hotels throughout Spain. mastering the flavors and textures of With programs available year around Spanish Cuisine with chef Ruscalleda at various lengths from 2-12 months, and her team,” says Rafael (Alex) PerOlesay provides students with internezchica, a graduate of the C-CAP Los

26 • June 2016 • Total Food Service • www.totalfood.com

Communications Director for CCAP, Careers through Culinary Arts Program in New York, NY. She has been instrumental in opening career opportunities for many young people in the foodservice industry. Email her at joyceappelman@gmail.com

Angeles program, who received an Art Institute Scholarship from C-CAP. Following culinary school, he quickly climbed through the culinary ranks and landed in the kitchen of the famed Hotel Bel-Air in Los Angeles. The pressure of this rapid rise began to weigh on Rafael and experimentation with drugs and alcohol that began in college worsened to the point where he was unable to maintain his job, and he took a job at the Holiday Inn as he struggled to put his life back together.

With the help of C-CAP Founder Richard Grausman, Alex relocated to Palm Springs to work at the RitzCarlton to begin to rebuild his career.

He eventually moved to the Ace Hotel where he currently works as a sous chef. Of his upcoming stage in Spain, Rafael believes “it will catapult my career and empower me to accomplish my goals.” Rafael would like to let future C-CAP alumni know that they can reach out to either him or C-CAP for any problems that arise in their lives.

Chef Lewis and Chef Perezchica were awarded the Olesay/C-CAP Internship Scholarship at the annual CCAP Competition Awards ceremonies this spring. The scholarship covers all housing and living expenses during their stay in Spain from the beginning of June through the end of October.

June 2016 • Total Food Service • www.totalfood.com • 27

NEWS

LEGAL STRATEGIES

Manhattan Law Firm Brings Team Approach To Restaurant Practice

A

re you struggling with finance or real estate issues, wage or discrimination or sick leave, or employee rights? Even serving pregnant women alcohol?

On employment alone, the way the country now looks at it is changing. “Everybody talks about the gig economy,” said Richard Romeo of the Manhattan law firm, Salon Marrow. “There’s been a big swing in the country away from what would be considered traditional employee rights. And now there’s been a pendulum going the other way, trying to enforce and maybe even over-enforce certain employee rights.”

It can be a dizzying challenge for the restaurant and hospitality industry but a law firm with the unique expertise of Salon Marrow can help the professional operator sort it all out.

And don’t worry that you’re going to get legal advice from some ivory tower. “Many legal firms dispense advice from on high but Salon Marrow feels it’s really a bit more from the ground-up. We find that our clients have as much to teach us as we have to teach them,” Romeo maintained.

He pointed out that the firm typically will draw in people depending upon the phase in the life of the business and the nature of the services needed. “Obviously, you’re not having the entire team work on everything at all times. But we assemble lawyers so that a financing issue can be dealt with, a leasing issue can be dealt with, anything a restaurant might need.”

In the restaurant business, unlike others, there are public health initia-

“The wage and hour issue has become a focus of the Department of Labor, in terms of minimum wage, paying the overtime, the tip credit, and then the record-keeping that restaurants must maintain as part of their obligation. All this places a tremendous burden on a small business,” Romeo asserted. tives as well that might place a burden on some operations. “And there is always, especially in the New York area, price compression and rising real estate costs, which especially affects restaurants because of their sometimes low margins,” Romeo warned.

Restaurants can really get tripped up on the employment side. “The wage and hour issue has become a focus of the Department of Labor, in terms of minimum wage, paying the overtime, the tip credit, and then the record-keeping that restaurants must maintain as part of their obligation. All this places a tremendous burden on a small business,” he asserted.

Even something as simple as not serving alcohol to pregnant women in New York City has taken on a whole new complexity. “A new guidance went into effect in May,” Romeo stated.

“Now restaurants have to serve her because not to is discrimination. Talk about a rock and a hard place. This is the kind of thing that clients worry about. It’s a real world issue.”

Liability is always a big concern when you’re serving alcohol but here’s where training comes in. “The right kind of training can mitigate liability under the law. Restaurants should also consider getting the appropriate liquor

28 • June 2016 • Total Food Service • www.totalfood.com

liability insurance,” Romeo advised.

“There’s separate insurance for that.”

Immigration can be another challenge. “It’s not simple but it is straightforward,” he said. “We’ve got an obligation to collect certain documents, to get a completed W9, to get the documentation that is required and thereby comply with the law. You just want to make sure that if you’re audited, you’ve got your separate files as required by law, you’ve got your W9s, you’ve got your back documentation, and then you should be good to go.”

Sometimes restaurants need to be pro-active. “Sometimes it’s a question of experience and how long in business and people are in the world trying to put something together, and so they don’t really feel they have the time to address things,” he explained. “As businesses mature, though, they tend to gravitate more toward longer-term planning. We always try to encourage our clients to look around the corner, and be prepared, to be in the best position to defend yourself from the inevitable claim from a guest. Often the reason they don’t is because they feel too busy and they haven’t stopped long enough to let us teach them.

“They’re young in the business and don’t necessarily see the value of it.

But once most clients are presented with a relatively straightforward way of dealing with something, they do it and then they come to recognize the value of it, but it’s a process.”

Lawyers have to educate their clients. “Restaurants need to look to their legal team to keep them apprised of everything. The ins and outs of wage and hour laws are not something that a guy who’s running a restaurant should necessarily be expected to know on his own or have picked up anywhere before. So, it’s our job, and we do regard it as our job, to educate our client and make them aware of pitfalls and give them tools to make the job of compliance easier, something that can be woven into the business, the culture.”

A lot of things can be wake-up calls, Romeo articulated. “A lot of things will demonstrate to clients, hey, the stuff that the lawyers have been saying kind of makes sense.”

The attorneys are available to discuss these and other legal issues applicable to your business. For more information, please contact: Richard P. Romeo 646- 843-1907 rromeo@salonmarrow.com

Salvatore G. Gangemi 646- 843-1929 sgangemi@salonmarrow.com

John Paul Fulco 646- 843-1917 jfulco@salonmarrow.com

June 2016 • Total Food Service • www.totalfood.com • 29

Q&A

EXCLUSIVE FOODSERVICE INTERVIEW

Anne Burrell Chef and TV Personality

O

hio Native Anne Burrell worked at several of New York City’s top restaurants before becoming a television sensation. She worked for and battled with Mario Batali on Food Network’s Iron Chef America.

Burrell then went on to host a trio of shows on the fledgling network: Secrets of a Restaurant Chef, Chef Wanted and most recently Worst Cooks In America.

Her profile in New York City has grown dramatically as she is a headliner at this month’s Taste of The Upper West Side.

In addition as she tells TFS in this interview, Burrell has inked a pact to open a new eatery in Brooklyn.

What was eating like at home growing up? How do you think it has changed today?

Candy and sugar cereals were not allowed in our house growing up.

My mom said, we are going to have a garden and you are going to go out and help in the garden. I was super excited about it. I was part of 4H growing up – going out apple picking and learning how to make apple pies and stuff like that. My mom is crazy about cooking. My apple happily does not fall far from her tree.

How did you get started in the industry?

I went to college at 17 from a little

teeny tiny town in upstate New York.

It’s kind of what you’re supposed to do. And I ended up majoring in English and communications, which I guess was sort of fortuitous. Something must have sunk in along the way!

Can you share your career path?

I went to the Culinary Institute of America (CIA). I was ready to be a student; I was ready to be a sponge.

I really couldn’t learn enough, know enough. It’s an entire culture of people who are talking about food.

Then I went to Italy.

What did you take away from the CIA? How strong your foundation is definitely supports the kind of house you build on that. And once you have a foundation it doesn’t matter what style of house you build. And so mine just happened to be really rustic Italian and I went to Italy thinking I knew what Italian food was and I came back, with my eyes wide open, of course, and loving the Italian kitchen even more than I ever thought I could.

What are the differences between Italian cooking and New York cooking?

Luckily I’m passionate about

continued on page 32

30 • June 2016 • Total Food Service • www.totalfood.com

Chef and TV Personality Anne Burrell (photo by Food Network)

June 2016 • Total Food Service • www.totalfood.com • 31

Q&A Anne Burrell, from page 30

keeping up with new things. Once I started working in New York, I felt like I picked up my education where it had left off in Italy. You talk to many restaurateurs, you see many people who cook at many different levels, and you find out the successful characteristics that make a restaurant click, especially in New York.

You’ve worked with Mario Batali.

What was that like?

Mario and Joe Bastianich are the ultimate restaurateurs. They are tastemakers, they are groundbreakers. They’re wildly smart and a lot of fun to be around. I feel lucky every day to have been able to have that opportunity with Lidia Bastianich and Mario. Look at the empire that they’ve built and look at the disciples that they have, people like us. I

was Mario’s sous chef in over 20 Iron Chef America battles.

What comes to mind most when you’re thinking about your time with Mario?

Mario is freakishly smart. It makes me crazy. He can sit down and speak with anybody about any subject or topic in depth and tell you about the movies he’s seen, the books he’s read, he’ll talk about cooking, politics, religion, current events. I learned so much from them. I would not be where I am today without either one of them. It was a great rite of passage to have those people in my corner. They started out with great passion and they have stuck to their guns and roots and reinvented themselves and it only keeps getting stronger.

Now that you’re a multimedia personality, do you miss being in a kitchen on a day-to-day basis and running a restaurant?

Yes and no. There are things about being in a restaurant that are amazing. There are other things, however, about being in a restaurant that are just a daily grind. I’m lucky that my schedule is a little crazy and all over the place so I am always doing something different or going somewhere else and I love that.

Are you surprised by the impact that TV has had on the industry?

And as you travel the country, has it raised the bar in terms of what people are serving, or lowered the bar?

I feel like it does both. I get surprised at how enraged and passionate people get about it. When I was a little girl, I watched Julia Child,

and in my mom’s words, I became a chef because I watched Julia when I was little.

What do you think people respond to most about Worst Cooks In America?

The first season, when we started, people were like, ‘Worst Cooks in America, what the heck kind of show is that? It’s a terrible name.’ And then the recognition of it grew and people were like ‘Oh my God, are the people really that bad?’ You start off laughing at them and then you see these sort of lovable losers turn around, dig deep and really transform themselves into, I wouldn’t say a chef, but a very decent home cook.

And they do it themselves. And it’s

continued on page 34

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Q&A Anne Burrell, from page 32

all through hard work because the boot camp is an intense place, and if they don’t really buckle down and learn the information, they’re not going to be there long.

You actually left the day to day of working in a kitchen to teach at ICE-Institute of Culinary Education. What did you take from that experience?

I took a job teaching because I was really burnt out from restaurants. I needed a change of scenery, but something still involved with cooking and it definitely made me a better cook. It really made me question cooking techniques and ask myself a lot of “Why do I do this…” sort of thing. I was able to answer these kinds of questions for myself. It made me decide what kind of cook I wanted to be.

at the recipes.

What I also love about it is that the ingredients for the recipes are what I call “grocery store ingredients”.

It’s not crazy stuff that you have to search all over the place to find. You can go for the most part to find all of the ingredients at your local grocery store. Or, you know, some substitute thereof which would be included in the recipe. They are written in a way that everyone can follow. It doesn’t

What role does writing play in the “Burrell Brand”?

I like to instruct people in my writing. I take it very personally how I write recipes because I really want people to be successful at them. I’m very detailed about how I do it but I also want people to hear my voice. I want it to be, when you’re reading a recipe, you feel like I’m there cooking with you.

Could you tell us just a little bit about your new cookbook, Own Your Kitchen?

Well my first book Cook Like a Rock Star was my history of becoming a girl chef, and this is my journey as a girl chef. So, you know, the other one really starts off with super basic cooking techniques and this starts off at the beginning. It’s written through my eyes, through my travels and through dishes that I really like to make and eat. It’s written in a very approachable way. Whether you’re an advanced cook or a novice cook, you can still be successful 34 • June 2016 • Total Food Service • www.totalfood.com

treat anyone like they are stupid, and it’s kind of fun; you feel like my voice is there cooking with you.

Do you think being a woman chef in the culinary industry is different than being a male chef?

The conversation seems to be everywhere recently.

I don’t know why it’s all of a sudden such a hot topic. There have never been very many women in the

kitchen. There are probably more now than there ever have been before, so why are we noticing that for the first time? I don’t get it. People ask me what it’s like to be a girl chef and I’m always like, ‘I don’t know.

What it’s like to be a boy chef?’ It feels pretty normal to me. There aren’t more woman chefs recognized because there are just less of

continued on page 36

June 2016 • Total Food Service • www.totalfood.com • 35

Q&A Anne Burrell, from page 34 them. I think if you look at it – the percentage of woman chefs that are recognized versus the percentage of man chefs that are recognized – they’re probably fairly even-ish.

Maybe girls even have a little bit of the upper hand.

Why do you think fewer women get into the industry then men?

It’s a really hard life. It’s physically hard, it doesn’t pay well, it’s really long hours – it’s nights, it’s weekends. A lot of times women have to decide: Do I want to have a restaurant career, or do I want to have a relationship and a family? That’s a big decision.

As you look back on the Iron chef experience, what was the take away?

It was one and done for me. It was too emotional. I was on that show from the very first episode, from

the pilot as one of Mario Batali’s sous chefs. It was our same team – Mario, Mark Ladner and myself. I always felt very lucky to be a part of that team. When I competed on the show, it was something that was very near and dear to my heart. And then I went on Next Iron Chef, and I felt like what happened on that show isn’t exactly what normally happens in Kitchen Stadium. I was hugely disappointed in myself. I should have been a shoe-in for that; that I didn’t make it even close was a huge personal disappointment.

If you could turn back the Iron Chef clock, who would you like to compete against?

For the rematch, Geoffrey Zakarian. That’s who I went home from Next Iron Chef against. He’s a great friend and a great guy, but I would go up against him anytime.

36 • June 2016 • Total Food Service • www.totalfood.com

What’s your advice to young chefs that are just getting into the business?

Work hard. Leave your cell phone in your locker. Learn as much as you can. Show up early and stay late.

And love what you do, because it’s way too hard of a business to be in if you don’t really buckle down and learn the information; they’re not going to be there long.

What have you learned from all your experiences in the industry?

You really need to figure out how to reinvent yourself, how to go with the flow, how to accept having what you think is an amazing idea that’s just not accepted by the public the way you would like it to be, and have to scrap it. You’re only as good as what people are going to pay for.

And to really be just the very best,

use the very best products that you possibly can. Not every restaurant is a five-star restaurant but get the best ingredients that you can afford and respect and work with them to make the very best meals you can.

What’s next for you?

I’ve got a couple of seasons of “Worst Cooks” episodes that I’m filming, and a restaurant in the works in New York. I am working with Phillip Casaceli, the owner of West Village bar Daddy-O. We have a location, 96 Smith St. in Brooklyn. After several years of focusing on a very busy television career I’m thrilled to make the leap back into the restaurant world, a passion that has never left.

June 2016 • Total Food Service • www.totalfood.com • 37

ALUMNI SPOTLIGHT:

INTERNATIONAL CULINARY CENTER

Adam Lathan Founding Partner and Head of Cuisine at The Gumbo Bros, Brooklyn, NY

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dam Lathan was born and raised in Mobile, Alabama and started cooking at a young age, being taught traditional cooking methods and technique from his family using fresh seafood, produce and game from the Gulf Coast.

After college, Adam tried out a few corporate jobs in DC and New York before deciding to pursue his passion to work in the food industry. Founding the company as a small catering/pop up food vendor in 2014, The Gumbo Bros has gone on to receive high praise from customers and press alike having been seen/featured in: Martha Stewart’s Blog, Gothamist, Eater, New York Magazine and The Wall Street Journal.

The Gumbo Bros have recently expanded, and are planning to open their first storefront in Brooklyn in the Fall of 2016.

Where did you grow up and who impacted you as a child that led you to a career in the food industry?

I was born and raised on the Gulf Coast of Alabama. I was fortunate enough to spend a lot of time with my Great Grandmother who taught me the fundamentals of traditional Cajun/Southern cooking. She definitely kick-started my interest in the culinary world at a young age.

What specifically attracted you to the Culinary Entrepreneurship program at the International Culinary Center?

I had already started my business and things were starting out well, but I wanted to take things to the next level.

I wanted to learn how I could turn a part time passion project into a viable

ship program helping you achieve your goal?

In addition to what I learned in class, I still have access to my instructors (who have become mentors) and classmates, who continue to help me along the way. I think the relationships that I established at ICC have made a significant impact on the company.

and profitable business.

After researching different programs/graduate school options, I decided on ICC simply because of the proven track record of success seen with their alumni network. Attending an ICC open house also really helped to solidify my decision. I spoke with instructors about the program, told them about my business, and at the end of it all, I knew the program was a perfect fit for me.

What is the most valuable lesson you learned in the Culinary Entrepreneurship program at ICC? The core curriculum at ICC is broad enough to canvas all the aspects of your business so you are covered on all fronts. What I found to be most valuable were the classes/lectures on businesses and trades that are different from mine. I think learning from other industries and applying them to your business plan is essential to differentiating yourself from the masses.

Such a specialized cuisine is dependent on being able to source authentic ingredients. How do you emulate the authenticity? How can you do that and be profitable?

We take a lot of pride in making our gumbos the right way, which takes a lot of patience and time. As tempting as it can be to cut corners, at the end of the day the product will suffer and ultimately affect sales.

I learned a lot about proper profit margins at ICC, how to calculate the actual amount you need to make per customer to cover that extra time and labor that goes into our products.

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Adam Lathan

How did the International Culinary Center help you succeed?

There were so many aspects of the program at ICC that helped and are still helping me with my culinary career. The classes, material, instructors, classmates etc. are so engaging throughout the program, but what I have found to be the most helpful is the continued support even after I have graduated and moved on.

I am still in touch with classmates, I am collaborating with a few instructors on my own restaurant concept, and I continue to communicate with ICC regarding the progress of The Gumbo Bros. I feel the school doesn’t want you to just take the course, ICC wants you to succeed.

Is your goal to open a brick and mortar restaurant?

Yes. In fact, we spent over a year searching the marketplace in Manhattan and Brooklyn, and just recently closed on our first location in Boerum Hill, Brooklyn!

How is the Culinary Entrepreneur-

You’ve embraced social media brilliantly to ensure your success. What is the key to making social media work for the Gumbo Bros?

The key to social media for us has been staying true to the voice of our company and our roots. We believe in honesty when it comes to how we portray our brand and the social space allows us to share what we do and connect with our customers on a personal level. The social space not only provides us with a platform to drive awareness of our brand, but also provides the perfect space to share visuals of our brand, awards received, press, and most importantly the food we are proud of.

Crystal ball, what lies ahead?

Hopefully big things! We will certainly be busy for the remainder of 2016 with the construction of our first storefront, prepping for the New York Wine and Food Festival, continuing to cater events, and participating at food markets throughout the city.

We are expanding our menu at Urbanspace’s Broadway Bites Food Festival, starting in June, and will have a wide variety of gumbo, po-boys, as well as Louisiana craft beer and cocktails on hand for the summer before opening the restaurant in the Fall.

June 2016 • Total Food Service • www.totalfood.com • 39

SCOOP

INSIDER NEWS FROM METRO NEW YORK’S FOODSERVICE SCENE

New York Times Enters Home Meal Delivery Foray Scoop notes that last fall the athome meal store Chef’d announced that it would partner with Meredith’s Allrecipes. Now the El Segundo-based Chef’d has landed a new partner: The New York Times. The deal makes Chef’d the exclusive meal kit partner for the newspaper’s NYT Cooking – its web and app imprint. Like all NYT apps, it is branded with the name of the newspaper, rather than attempting to create new brands. They are still recovering from their About.com adventure. The deal makes sense as it allows readers to order meal kits from NYT Cooking’s recipes, and sign up for a subscription service to have meals delivered each week. The New York Times and Chef’d, America’s first and only online meal store, recently announced a multiyear collaboration that will make Chef’d the exclusive meal kit partner for NYT Cooking, an interactive recipe site and app designed to help you discover the world’s best recipes and become a better cook. Through this co-branded initiative, which will be available this summer, consumers will be able to browse and order recipes from NYT Cooking.

Chef’d will deliver the fresh, readyto-cook ingredients to homes within 24-48 hours. NYT Cooking, which launched in 2014, is available on the web and as an app for iPhone and iPad. “Chef’d’s innovative platform is an ideal resource for those who value the highest-quality food and mosttrusted recipes from NYT Cooking,” said Michael Greenspon, General Manager, News Services & International, The New York Times. “This collaboration will offer users an extensive array of recipes from NYT Cooking’s rich collection paired with the unique culinary experience of Chef’d.” Edited

by Food editor Sam Sifton, NYT Cooking features more than 17,000 recipes from the Times archive to browse, search, save, and cook. With recipe recommendations, curated collections, and learn-to-cook guides, NYT Cook-

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ing makes it easier for home cooks to learn the basics, while also providing the tools to help them become better, more accomplished cooks. At the center of the NYT Cooking experience is the Recipe Box, which allows users to save recipes from anywhere on the web in one place and access them any time from any platform. Users can rate recipes, leave notes to help fellow cooks, and share their favorites via social and email platforms.

“We’re thrilled to welcome NYT Cooking to our family of brands, and we’re excited about collaborating to enhance the at-home cooking experience,” said Kyle Ransford, founder and CEO of Chef’d. “Through our meal delivery capabilities we can provide The Times’s rapidly growing digital community the ease of cooking delicious meals the Times has always featured with a simple touch of a button.” Since launching last year, Chef’d is widely regarded as having revolutionized the meal kit delivery business through the company’s level of choice, re-ordering flexibility, and cost savings. The company, which has partnered with established chefs, notable culinary personalities and trusted organizations, further sets itself apart through the

ability to fulfill fresh ingredients direct to consumers on a national basis for major brands.

Manhattan Restaurateur Cooks A (Lion)fish To Save The Oceans Scoop notes Norman’s Lionfish, a new website from restaurateur Ryan Chadwick, is selling lionfish to both wholesale customers and adventurous home chefs. Chadwick owns Norman’s Cay and four Grey Lady seafood restaurants, with branches in Manhattan, Nantucket, Aspen, and a new one opening soon in Long Island’s Montauk. Lionfish, with their bright stripes and flamboyant manes, are gorgeous to behold in aquariums. They hail from Asia, but they’re now veritable vacuum cleaners of our seas, gobbling up reef fish in the Atlantic, the Gulf of Mexico and in the Caribbean. They can eat 10 times their weight in a day, and they’re prolific breeders, laying up to 50,000 eggs every 4-5 days. Chadwick, an avid diver in the Bahamas, started the Lionfish Mission to educate the public about the havoc the species is wreaking on our ecosystem. He’s been serving lionfish on his menus

Ryan Chadwick, founder of Norman’s Lionfish

whenever he can. But a few months ago Chadwick and his partner realized they needed to establish a more consistent supply. “Even in Aspen, we usually sell out in two days, people are pretty excited when we have it,” Chadwick says. In recent months, he says, email requests have poured in from customers who wanted to buy lionfish directly from his restaurants for their next barbecue or dinner party. “We just looked at each other one day after getting so many emails and said ‘why don’t we make this a busi-

ness,’” says Charlie Gliwa, his partner in the venture. Chadwick, who is self-financing Norman’s Lionfish, has hired divers up and down the Florida coast to hand-spear the fish for him, and he’s contracted with seafood processors to prepare it for shipping. “We’re ready if the consumer is ready,” he says. “ We can really hit the market hard; we have enough divers to make that happen.” So far, they’re only selling frozen lionfish – they’ve got 1,000 pounds stocked up right now. Because it’s a firm fish, it stands up well to freezing and thawing, says Chadwick. As soon as their truck route is fully established, the partners plan to start shipping it fresh-caught to customers as well. “We’re not only the first big lionfish distributor, but getting it door to door is kind of an amazing thing,” says Gliwa.

Enoteca Ursino Restaurant Opens at Kean University Scoop notes The Terra Momo Restaurant Group, known for its “taste of place” culinary philosophy, opened its fourth New Jersey restaurant in Kean University’s STEM building on Morris Avenue. Enoteca Ursino at Kean University offers a farm-to-ta-

ble, Italian-inspired menu in a welcoming, energetic atmosphere, featuring a variety of local sources and organic produce grown at the adjacent Liberty Hall Farm at Kean University. “Terra Momo, with its tradition of hospitality and its support of local farmers, businesses and artisans is a welcomed addition to the Kean campus,” said Dr. Dawood Farahi, president of Kean University. “We expect Enoteca Ursino to have broad appeal for the entire Kean community and our friends and neighbors throughout Union County, as well as be a big draw for Kean Stage and Enlow Hall patrons.” There is something for everyone at Enoteca Ursino, such as classic pizzas, house-made pastas and shareable plates, all prepared in a simple and seasonal style. Enoteca Ursino’s wine list is unique, regional and terroir-driven, reflecting the distinctive practices and qualities of each vineyard. Carmine DePasquale, general manager, will handle hospitality management of the restaurant, ensuring that each patron has an exceptional dining experience. “The Terra Momo name has stood for creativity, quality and hospitality, with a focus on locally grown produce

and traditional artisan breads combined with fresh new food and dining trends,” said Raoul Momo, owner.

“Our guests return for that feeling of being one of the family,” added owner Carlo Momo. Terra Momo Restaurant Group will manage the restaurant under an agreement with the Kean University Foundation. “Through the restaurant, we are raising scholarship money to support students in their pursuit of a world-class Kean University education,” said Steve Fastook, Foundation board chair. “The restaurant gives us an opportunity to both support our students and bring the community to Kean’s beautiful campus.” Enoteca Ursino, along with neighboring Liberty Hall Museum and Liberty Hall Farm at Kean University comprise an educational and enjoyable destination for local residents.

In New Jersey, Terra Momo Restaurant Group also operates Mediterra in Princeton Township, Eno Terra in Kingston, and Teresa Caffe in Princeton.

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Scoop, from page 41

Restaurants Form Group to Deal With Challenges of Operating in East Village Scoop says some East Village restaurateurs have started an organization to bring restaurants in the neighborhood together both to share tips amongst each other and to attract more business as single, unified force.

Nate Adler of Huertas, a founder of the group Eastville Restaurant Collective (ERC), initially thought of it as a way to exchange knowledge, such as recommended vendors or whether to switch reservation systems. “We’re all dealing with some of the same issues, the ups and downs of operating in this particular neighborhood. But the group has broader goals, too. As a collective, they hope to eventually have a bigger impact on the city and on the neighborhood, like through working with community groups and nonprofits,” Adler says. “There’s a reason people collaborate and create small political institutions to begin with,” Adler says. “Just to have more influence over the general group think of the city, and make it be known, that we are a bunch of ambitious restaurants.” The Brooklyn Allied Bars and Restaurants (BABAR) group, composed largely of bars and restaurants in North Brooklyn, is a similar collective that has established partnerships with the Brooklyn borough president and developed relationships with local community boards and police precincts. “ERC could one day do that too,” Adler says. “The goal is to pool our collective minds together and make it a more attractive neighborhood for dining,” Adler noted. So far, just seven restaurants are part of the collective, including Virginia’s, GG’s, Pouring Ribbons, The Eddy, Noreetuh, and Maiden Lane. Reed Adelson of Virginia’s helped to recruit the others and initially only approached a small group of enthusiastic and likeminded people to get things going.

They’re inviting any other restaurants who are interested to contact them for

Huertas’ Jonah Miller (left) and Nate Adler

more information.

To kick things off, they’re hosting monthly collaboration events at one of the restaurants. Adelson and Adler found that restaurants in the East Village tend to have the same ebb and flow of business - tons of business on Friday and Saturday night and middling traffic on weekdays. They’re hoping the events will help turn the neighborhood into weekday dining for more residents, as well. The first one will be a Latin Block Party theme at Huertas, with each collective restaurant serving a different type of pintxos. Part of the revenue from the event will go back into the collective for costs like flyers or charitable projects. It’s still just a baby project. But with plans for block parties and community events, they want the collective to be a part of the East Village fabric one day, Adler and Adelson say. “Come have some pinxtos, come have some drinks,” Adler says. “All the restaurateurs are going to be here, hanging out. We’d love to see some people from the neighborhood come through.”

Parisian Restaurateurs Sets Site On Manhattan Scoop sees that French restaurateur Claude Louzon and his daughter, Julie are in collaboration with famously

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idiosyncratic architect Philippe Starck will finally be unveiling their NYC version of Parisian health-focused restaurant Le Paradis du Fruit in July. They recently unfurled a huge, nude painting ad on the bilevel space at 47 Prince St. for the restaurant, Miss Paradis.

The poster, which spans the entire building, declares that the new project is “A Food Love Affair.” The Louzons and Starck worked closely together for Parisian restaurants, but this is their first collaboration in New York and one that the Louzons have been working on since at least 2011. Like the Louzon’s French restaurants, Miss Paradis will be seasonal, vegetable, and health-focused, with Mediterraneaninfluenced dishes from Nobu Tel Aviv alum chef Adir Cohen. In addition to veggie and fish dishes, Miss Paradis will offer an expansive dessert menu with both tasting portions of decadent options and bigger servings of fruitbased ones. It follows the French style of eating, where life is about pleasure and balance and not restrictions. Finally, despite advertising cocktails at the restaurant, it will only be offering beer and wine-based drinks due to its proximity to a church. Any cocktails will be made with rose, sake, or non-alcoholic beverages. It will have two levels, about 116 seats, a wraparound bar, a communal table, and design points like pillars that look like trees. The restaurant is still undergoing construction and is expected to be finished in the next couple of months.

Trump Adds Chef Burke As Washington Running Mate Scoop says it may be hard to compete with the big name across the building marquee, but the pending BLT Prime restaurant in the under-construction Trump International Hotel is bringing in a kind of celebrity in his own right: Chef David Burke. Burke, who has appeared on two seasons of “Top Chef Masters” and opened a string of restaurants in New York, Chicago and

Chef David Burke

Connecticut, will serve as BLT Prime’s executive chef. Since fall 2015, Burke has been a partner at ESquared Hospitality, the parent company of BLT Prime, which also operates BLT Steak downtown. “We are well underway crafting a menu that will highlight the best of BLT Prime with new surprises for guests to enjoy,” Burke said. BLT Prime’s swanky steakhouse concept features fare such as wagyu ribeye and a 28-day dry-aged prime-grade porterhouse steak for two, in addition to a variety of seafood dishes. The restaurant and hotel are expected to debut this fall. BLT Prime will open in the 9,000-square-foot space that was previously intended to house a flagship restaurant from prolific chef and restaurateur José Andrés. He backed out of the project last year after an uproar following controversial remarks about immigrants made by now-presumptive Republican presidential candidate Donald Trump. Litigation between the two sides (including a countersuit by Andrés) continues, as does separate proceedings between Trump’s group and chef Geoffrey Zakarian, who also jettisoned a restaurant project in the hotel being built in the Old Post Office Pavilion on Pennsylvania Avenue.

Like Trump, Burke is known as a big personality. Time Out New York dubbed him Best Culinary Prankster in 2003, according to ESquared.

June 2016 • Total Food Service • www.totalfood.com • 43

NEWS

FOOD SAFETY

Top 10 Reasons Not To Own An Ice Machine

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mart restaurateurs spend money on things (and equipment) that generate a return, not on ice machines! Sure, you and your customers need a reliable supply of ice, but owning the ice maker is not a good use of your capital.

Top 10 Reasons Not To Own Commercial Ice Machines: 1) Purchase price is expensive.

When you spend money on new equipment, it better be something that can actually improve my customers’ experience, like a high end cappuccino machine or new decor. An ice maker doesn’t enhance the customer’s experience — ice is just ice!

2) Buying a commercial ice machine is simply not a good business decision. Every little decision you make operating your restaurant needs to be smart and thoughtful. To be successful, you need to take every decision and every expense seriously. Look at the pros and cons, weigh them out and make the smartest decision possible. Thankfully, Easy Ice makes it simple to make a smart decision about your source of ice.

ice machine expert. If an ice maker isn’t wellmaintained, it won’t produce ice efficiently. You don’t have time to fuss around making sure the ice machine is properly maintained!

4) Repairs are expensive and unpredictable. When an ice machine breaks down, it’s always at the most inopportune times. Well, actually anytime an ice machine breaks is a bad time. But you still need to serve your customers and employees ice even if the ice maker is broken. So that means you have to spend extra money to buy bagged ice until it’s fixed, plus pay for the repairs. It’s just not worth it!

5) Running successful, busy restaurants can be stressful. Why would you want the added stress of being responsible for an ice machine? Owners and managers naturally feel stressed

3) Maintaining a commercial ice maker properly requires an expert. You’re an expert at running your business, at menu design, at managing your staff, amongst other things, but you’re not an ice machine expert. And no one on your staff is an 44 • June 2016 • Total Food Service • www.totalfood.com

when the health inspector comes calling. They want to know when the ice machine was last cleaned and when the water filters were changed. You don’t want to have to track that stuff! One of the beautiful things about Easy Ice subscriptions is the way our technicians clean the ice machines and replace the water filters when they need to be switched out. Plus Easy Ice tracks all of this for you. When the health inspector needs that information, Easy Ice quickly provides it. Simple!

es to invest that’ll really make a difference to your business. Ice doesn’t make a difference. It’s a no-brainer to leave ice to the experts!

6) Loss of productivity while fussing with ice machine issues. You don’t want to have to send an employee out to buy bagged ice every time the machine breaks. It’s a waste of time and productivity! Easy Ice subscriptions include free Breakdown Ice. You just make a call and you’ll be provided ice until the ice maker is fixed. Easy!

9) Unpredictable costs can be the downfall of any restaurant. You need to eliminate as much unpredictability out of the equation as possible when you’re looking at budgets. The only thing predictable about an ice machine when you own one is the unpredictable repairs, maintenance and back up ice costs. Did you know that in just one night at a busy restaurant you could spend $500 just on replacement bagged ice if the ice maker’s broken? Business owners strive to control their costs as much as possible. Owning an ice machine just doesn’t fit with the way smart managers run their restaurants!

7) You can’t charge more for ice, but you have to have it. Let’s face it, ice is just frozen water!

Why would you invest a large chunk of capital on something that you can’t charge more for and doesn’t add value? You have plenty of other plac-

8) Deep cleaning a commercial ice machine requires a lot more than wiping down surfaces and emptying the bin. Ice machines are complicated with lots of moving parts that need attention during a cleaning. If you want to pass your health inspection, you better have a clean ice machine! Your staff doesn’t have the time or expertise to properly clean a commercial ice maker — leave this to experts you can trust!

10) Easy Ice has a better alternative to owning a commercial ice maker!

Ice machine subscriptions are Smart, Simple and Stress-Free! easyice.com

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EYE METRO NEW YORK’S FOODSERVICE EVENT COVERAGE Table To Table Battles Hunger In Jersey With 2016 Gala

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he indefatigable Claire Poulos and her Table to Table team hosted their annual “Chef’s Gala” last month at Alpine Country Club in Demarest, NJ. The evening featured a salute to Andrew Carmellini of Locanda Verde, The Dutch, Lafayette and Little Park, and cuisine from some of the area’s top chefs. There is something so very special about chefs Peter X. Kelly and David Burke as well as Myriad Groups’ Tracy Nieporent who lend their support every year to the event.

(L to R) The evening’s honoree noted chef Andrew Carmellini and noted toque David Burke

This year venerated New York City chef Andrew Carmellini Table to Table is a community-based food rescue program dedicated to collecting prepared and perishable food that would otherwise be wasted from donor supermarkets, food distributors and restaurants and delivering food to organizations that serve hungry people in Bergen, Essex, Hudson and Passaic counties.

The former IBM exec Poulos simply will not be stopped until hunger is eliminated in Northern Jersey. So the event supported the organization’s mission to feed the most vulnerable, hungry people in need throughout northern New Jersey.

When you look at the stats, one realizes just how big a challenge lies ahead.

Although the third wealthiest state in the nation, there are numerous areas of Northeast New Jersey where the poverty level far surpasses that of the national average. One-third of New Jersey’s residents do not earn enough to afford the basic necessities of food and housing. One-third of the state’s employed residents live below the poverty level. One-in-five children in New Jersey lives in poverty. There are over 1.1 million food insecure people living in New Jersey. More than 1/3 of them are children. More than half of the children living in poverty in New Jersey reside in one of the four counties served by Table to Table.

The Table to Table strategy to combat hunger is based on the premise that over 100 billion pounds of food (or 40% of the food available for human consumption in

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Chef Peter X. Kelly once again gave his time and passion to ensure the success of the event

Myriad Restaurant Group and Table to Table board member Tracy Nieporent introduced the all-star lineup of chefs

Many of the Metro areas top chefs were hosted by the Alpine Country Club culinary team to ensure a special evening

One of the industry’s true gentleman, WH Linen and Table to Table board member Christopher Hermanns hosted friends at the annual gala

the United States) is literally thrown out each year. Every day Table to Table redistributes good, wholesome food that would otherwise be wasted. There is no cost to either the food donors or the recipient agencies we serve.

In 2015, from four local counties alone, Table to Table rescued enough food for more than 15 million meals in ‘Jersey.

Guests were treated to a true feast that included The Cecil’s JJ Johnson’s Pan roasted lamb and Ben Pollinger’s (Oceana) Roasted Alaskan halibut and Stephen Motir’s Tribeca chocolate torte for dessert.

The event once again included a world class auction hosted by Television auctioneer: Nicholas Lowry who brought his unique brand of passion and humor to the event. The fascination with New York City’s top eateries seem to have no boundary as dinner at six of Manhattan’s top restaurants was auctioned for a price far in excess of any trip to the far reaches of the world.

Among the evening’s highlights are letters at each table from the benefactors of the program. “These folks simply would not eat if it wasn’t for everybody in the room tonight,” Polous explained.

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FIORITO ON INSURANCE Identifying & Mitigating Prevalent Restaurant Industry Risks

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he hospitality industry can be a risky business if its potential liability exposures are not properly identified and addressed prior to a claim being made. Insurers are aware of the high costs involved with restaurant/food service-related claims and keep this in mind when evaluating a potential policy. Owners are getting hit with claims and facing insurance increases, leading them to examine what could have been done to prevent the situation in the first place.

Risk management can help you run your business more profitably and effectively by identifying and minimizing risks. An effective risk management strategy enables you to proactively prepare for potential losses, provide a safe environment for your employees and customers and even secure better pricing on your insurance coverage.

Businesses and the professional advisors that guide them have to be diligent and ask the routine and creative “what ifs?”, and “will we be ready?” questions.

When it comes to your business, a risk can be classified as any occurrence that could have a negative impact. The first step is to identify each risk, then assess the likelihood of it occurring along with its potential consequences.

Some risks are prevalent in most organizations, such as workplace safety hazards. Other risks will be unique to the restaurant industry, such as liquor liability.

SLIPS & FALLS Maintaining a safe environment for employees, contractors, and other visitors to your restaurant is an essential element of risk management. Slips,

trips and falls are among the most common and costly workplace accidents across all industries, accounting for 35% of incidents and 65% of lost work days. In fact, slips, trips and falls represent the most common causes of workplace injury after motor vehicle accidents. The good news is that the majority of slips, trips and falls in the workplace are preventable. All of these hazards can be addressed and mitigated through the implementation of slip, trip and fall prevention best practices that you should discuss with your insurance broker.

If an accident does occur in spite of your best efforts, an immediate response is necessary. Document exactly what occurred, including who was involved and where, why and how it happened. Learning the details of an incident is useful for detecting trends and can be used to put measures into place to prevent recurrences.

WAGE & HOUR CLAIMS According to industry reports, wage and hour lawsuits have become a major cause of concern for businesses.

Wage and hour claims occur when an employee accuses his or her employer of failing to pay overtime wages. Data from the Annual Workplace Class Action Litigation Report shows that wage and hour lawsuits have surpassed every other form of workplace class action in recent years. It’s essential for every business, particularly small or mid-sized businesses that may not have an in-house legal team, to make sure they are covered in the case of a wage and hour lawsuit. Employment practices liability insurance can greatly reduce your exposure if you get the right coverage. Check with your insur-

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ance broker to confirm your coverage and receive help in finding a policy that provides the coverage you need.

Make it a priority to educate your staff about proper regulations and reporting methods. If employees have been briefed on policies regarding wages and hours, it will result in less confusion and fewer opportunities for claims.

Finally, encourage your employees to take their questions and concerns regarding wage and hour issues to a member of your senior management team. It’s better to have an open dialogue with employees before their concerns turn into formal grievances and litigation. Not only will this cut down on possible legal costs, but it will result in a better working environment.

LIQUOR LIABILITY There is an ever increasing risk to selling alcohol to guests in a restaurant setting. Dram shop laws are enacted to hold establishments that serve alcohol responsible for damages that were caused to others by their patrons. The dram shop cases have gone beyond just bars/pubs and nightclubs into other establishments such as stadiums/arenas and restaurants. In many states that have enacted this law, an establishment may be held liable for damages resulting from the actions of a “visibly intoxicated patron”. Some of the cases have resulted in settlements into the tens of millions of dollars.

Restaurant owners and their employees must be vigilant in serving alcohol to patrons. It is vital to train your staff in recognized programs such as TIPS® and the National Restaurant Education Foundation’s ServSafe Alcohol™, encouraging and incentivizing

Robert Fiorito serves as Vice President, HUB International Northeast., where he specializes in providing insurance brokerage services to the restaurant industry. As a 20-year veteran and former restaurateur himself, Bob has worked with a wide array of restaurant and food service businesses, ranging from fast-food chains to upscale, “white tablecloth” dining establishments.

For more information, please visit www.hubfiorito.com. For more i nformation on HUB’s Employee Benefits practice, please visit www.hubemployeebenefits.com

them to identify potentially intoxicated patrons to management. Establishing relationships with local law enforcement to understand the laws in your state is also critical, as they can vary greatly based on location.

PRIVACY/DATA BREACHES Several highly publicized restaurant data security failures (P.F Changs, Wendy’s, etc.) forced restaurant and food service businesses of all sizes to reconsider their own data security practices. These high profile data breaches have forced them to question their own cyber security, data vendors, and the financial implications to their business. What has become obvious is the need to understand the risk and to be prepared for the worst case scenario.

Almost every restaurant or food service business has some kind of network, database or online presence that puts it at risk for litigation. Technological advances have made it easier

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NEWS

ENERGY SAVINGS

Long Island’s Restaurant And Food Service Op’s Set To Tap Savings From New National Grid Rebate Program

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hen Estée Lauder decided to upgrade its employee dining facilities on Long Island earlier this year, National Grid made it a reality.

The challenge was to complete the conversion of what had been an all electric kitchen facility to a gas powered kitchen.

The need came when the company transformed its kitchen capabilities to meet the needs of its diverse and growing workforce. Instead of a single-serve, single-line time of operation, which took employees a long time to navigate through the dining facilities, they were reconfigured to offer everything from premade salads to grilled chicken to pizza in separate areas of the location.

National Grid brought its commercial kitchen team of specialists to the Melville, NY headquarters of Estée Lauder to make the energy and money savings goals a reality.

“It can be anything from a restaurant, to a hotel, to a caterer, to, in this case, a corporate cafeteria,” noted National Grid’s Tom LePage.

“We help find solutions for all their energy needs.”

Commercial kitchens can present many challenges. “Most prefer to cook with gas because of its ability

to generate the high BTU’s necessary to create a signature menu,” noted National Grid spokesperson Wendy Ladd.

“They already had gas at that building,” LePage explained. But the issue was that the gas service was on the other side of the complex. And to run a gas line completely through the building, the size of pipe that needed to be run would be way too large,” said LePage. “And it’s a big building. So instead, we went the other route and we tapped and ran a new service to the corner of the building where the cafeteria is going to be.”

That involved taking a look around to see what kitchen equipment was going to be needed, along with other energy needs. “We do what we call a capacity check on the amount of gas that’s needed so we can supply it,” Ladd pointed out. “The deep fryers take so much gas, the stove takes so much gas. I add up each piece all together for the amount of gas required to make sure that we could supply the whole entire kitchen uninterrupted.” The amount of gas is measured by pressure in the line.

The National Grid team has made it easy to realize the savings that can come from efficient use of gas.

From a large scale project like Estée

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Lauder to special rebate programs earmarked for the replacement of kitchen cooking equipment, National Grid is committed to Long Island and New York City’s restaurant and foodservice operator.

National Grid’s new 2016 commercial kitchen rebate program includes savings on selected fryers, convection ovens, steamers, rack ovens griddles, combi ovens and even spray valves.

National Grid offers an energy efficiency program where, if the pieces of equipment match its criteria for energy savings there’s a $1,000 rebate for each piece of equipment after that. “We are excited to once again offer this program,” Ladd said.

“Even though gas and oil are at historic lows right now, people still want to save on energy,” according to LePage. “With big business, it’s not a matter of saving money, per se.

It’s actually the convenience of, paying for what you use, instead of having to buy the oil, have it delivered, having it stored there. You have a commodity sitting there that’s not actually being used until you use it.

That’s the beauty of gas. It takes the guesswork out of the P&L.” Complete information on the program is available by calling 877-3169491 or visiting ngrid/business.

It can be anything from a restaurant, to a hotel, to a caterer, to, in this case, a corporate cafeteria,” noted National Grid’s Tom LePage.

Make energy upgrades, avoid the unexpected, stay focused on your business.

We can help your business run smoothly and efficiently. Connect with us at ngrid.com/save

That’s business on the grid.

NG-CEE-1146 // Total Food // NYC // Trim Area: 9.5"x10" // 4C // 300 dpi

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RESTAURANT OPERATIONS

WITH KEVIN PAIDER

Menu Engineering- The Architect of Profitability

P

rofit is a pre-determined figure. This statement was preached to me repeatedly during the beginning of my career in the food service industry.

What I have learned since then is that it is nearly impossible to build a profitable business without a clearly designed blueprint for success. The formula of profitability is simple. Create a product, sell it for more than it costs to produce, and sell it repeatedly to multiply the margin. If the formula is so simple then why do so many struggle to find success? The answer may well be in the architecture of a profitable menu and at its foundation is menu engineering.

What is Menu Engineering?

Menu engineering is the study of the profitability and popularity of menu items and how these two factors influence the placement of these items on a menu. Successful menu engineering is not a reflection of your establishment’s type or size. It takes a combination of knowledge, time and effort to complete the process.

The Menu Engineering Process There are 4 key pillars in the architecture of menu engineering: • Cost out your menu items.

• Categorize your menu items based on profitability and popularity.

• Design your menu layout.

• Test your new menu design vs. your current menu.

Kevin Paider has over 25 years of management experience in the food

Costing Menu Items To properly cost out your menu items you need to know 3 things: The selling price, the food cost, and the profit margin. To properly calculate the food cost of an item you must know the correct cost and portion sizes of the raw ingredients. Once you have determined the cost of each item, subtract it from the selling price to determine your margin. You must do this for every item on your menu.

Categorizing Your Menu Items Once you have determined the profit margin of each menu item you must look at your sales mix to determine the popularity of each item. Each menu item will fall into one of four quadrants based on its profitability and popularity.

• Stars - high profitability and high popularity • Plow Horses - low profitability and high popularity • Puzzles - high profitability and low popularity • Dogs - low profitability and low popularity After you have plotted your current menu items into categories you need to decide how to proceed with items in each category. I recommend the following: • Stars - You want to highlight these items on your menu. They help you make money. Be careful to not overprice these items and decrease their popularity.

• Plow Horses - They are popular but

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not helping you make money. They most likely sell without a prominent place on the menu. You should look into ways to create more profitable versions of these items. If you can improve the profitability then feature them, otherwise minimize them. Be careful when removing these items as they have a loyal following.

• Puzzles - These are items you need to figure out. Puzzle items should not stay permanently in this category. You need to determine why they don’t sell.

You may want to consider running a promotion on these items and see if they sell at a lower price point. Ask customers if they like how these items taste. Better understanding these items will help you decide what to do with them.

• Dogs - The simple solution is to remove as many of these from your menu each time you change your menu. Converting a dog to a star will take more time and energy than it is worth and moving a dog to either a plow horse or puzzle doesn’t help your cause.

Designing Your Menu The next stage of menu engineering is about creating a menu look that sells. This involves making decisions about where to place your key items (stars) and how you want to feature them with artwork or pictures. You can also use graphics to help you emphasis items such as putting a box around it, placing a symbol next to it or changing the font.

service industry. He has trained implementation and use of POS and back office software programs, and has opened restaurants as both a manager and trainer. Kevin is currently a Training Manager with ChefTec specializing in on-site trainings, food cost and food safety presentations.

Be mindful on the space requirements needed to highlight an item.

You want the finished menu to look clean and appealing, not cluttered.

Use pictures and descriptions to enhance but not overwhelm the customer.

Testing Your New Menu The final part of menu engineering is to test your newly designed menu against your previous menu. Compare your sales mix for a similar time period (a few weeks) to an equal time prior to the switch. Examine the results and pay close attention to how items in each category are effected.

Look at the menu items you chose to place emphasis on. Look at your star items. Over time determine which items on your new menu are puzzles, plow horses, and dogs.

Menu engineering is a skill that can help you design the profitability you desire. To do this you must be knowledgeable, creative, and pay attention to the details. Ultimately your customers are telling you what they want.

By listening you can be the architect of a menu that will construct the profits you desire.

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ASK ANDREW

FROM THE NYC HOSPITALITY ALLIANCE

Andrew Rigie is the Executive Director of the New York City Hospitality Alliance, a trade association formed in 2012 to foster the growth and vitality of the industry that has made

1. What were the goals that you had for the NYCHA Awards?

This was the first ever NYC Hospitality Alliance Awards and we had many goals for this unique event. Foremost, we wanted to recognize and celebrate the spectacular work and accomplishments of our industry peers in NYC. We also wanted to bring the hospitality industry together to network while enjoying delicious food and craft cocktails, which is always a treat in this industry since it’s usually our members who are hosting and working the events. The event also acted as a fundraiser to support the NYC Hospitality Alliance’s mission to serve and represent restaurant and nightlife establishments. We’re thankful to the amazing people who came together to help us achieve all our goals in the first year.

2. How did the reaction to the event exceed your expectations?

You never know what to expect with

a first time event of this size and scope.

We would have been happy if 400 people showed up, but we were blown away when we had 700 attendees. It was heart warming to see how excited and honored the nominees were and how their peers cheered them on. I also enjoyed seeing people’s reaction as they walked into a packed Marquee and saw so many of their friends who work in the hospitality industry, spanning generations, as well as the five boroughs. It was a diverse group of hospitality industry professionals too, which made the event great for networking. We’re thrilled with the outcome and have already begun discussing how to exceed expectations at next year’s second annual NYC Hospitality Alliance Awards.

3. After almost 4 years of living the Alliance everyday, this had to be incredibly satisfying?

This event was beyond satisfying and it was special to see so many

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friends and colleagues honored. We started The Alliance with a small group of industry leaders and have grown tremendously. Since then, so many incredible people have gotten involved with the organization and shared their support and wisdom with us. So while it’s certainly very satisfying for The Alliance’s staff to see how the organization has grown, it’s particularly nice to see the enthusiasm for The Alliance from all of our members and partners. As the executive director, there’s nothing better than hearing one of the Founding Trustees say to another how proud they are of what this organization has grown into.

Or having a new member say “I am so happy I joined The Alliance, what else can I do to be supportive?” Having all these different people at one event strengthens our Alliance and unites us as a hospitality community, which is the most satisfying.

4. The reception for Jeffrey Bank

New York City the Hospitality Capital of the World.

was so special. What has his guidance meant to the NYC Hospitality Alliance?

Jeffrey’s success with his restaurants like Carmine’s is worthy of an award in and of itself, but he also stepped up and was elected President before the NYC Hospitality Alliance’s official launch in 2012. Under his leadership, The Alliance grew into a political force representing the NYC hospitality industry’s interest in the halls of government. And our organization’s membership, benefits, seminars and events have expanded greatly to serve our industry as a one-stop resource. We’ve been fortunate to have him in this leadership role. Jeffrey’s impact makes him the ideal person to be honored with the 2016 Big Apple Legacy Award at our inaugural NYC Hospitality Alliance Awards.

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COUNTRY CLUB INSIDER

PRESENTED BY:

Colin Burns and Rhys Waddington of Winged Foot Golf Club, Mamaroneck, NY

T

ell me about your background.

Colin Burns: I grew up in New Jersey and both my father and grandfather were in the restaurant business. We ran the Burns Country Inn. People still talk about it today. My father had his fingerprints on everything. He signed everything, “Your host, Harry Burns.” That’s a big imprint on my own style, my ownership responsibility. I’ve only had two jobs besides working for my parents.

I went to the Plandome Country Club in Manhasset and after 4 ½ years was hired as the GM at 28. I helped Plandome get settled and organized. We went on a real campaign to drive business. Then I was offered an opportunity to come to Winged Foot.

Rhy Waddington: I grew up on an 850-acre farm in a small town in Australia. I did an apprenticeship, traveling the East Coast of Australia, and met my wife, then started a restaurant in 2003 with my wife and parents. In 2006 I was offered the position of executive chef at Bondi Bar and Kitchen in downtown San Diego.

As you each look at your responsibilities, what are your priorities every day?

Colin: Fortunately the size of the operation is such that my role is probably less food and beverage than other club managers because of the general manager structure here. My job really is to liaison with the board and be the support staff for the senior department heads. However, when I need to collect my thoughts, I’m either in the kitchen or in the walk-in box. Some-

times I’m there just to think, but every time I go into the walk-in box, I can’t help but recall the smells of my childhood, when I was 10, 12 years old, cleaning lettuce and cocktail shrimp and doing all those things we did for all those years.

Rhy, when you took the job, what did you think it was going to be? What has it turned out to look like in actuality?

I’ve never worked in a private club setting before, I’ve always been in restaurants. But with my background of farm-to-table, one of the things we want to do is give our membership as many options as possible. We change our dinner menu every single week and it’s a big operation so that in itself is a huge job, managing that, and making sure we’re meeting all our budgets. By changing the menu every week, you have the opportunity to not only get the best produce but get the best prices on products. You tailor your menu to meet the budget. And just give it as much variety for members as possible. What was a little bit of a shock to me was the private club setting, where you have the same members coming back all the time. You have to build a strong relationship with them, spend a lot of face time with the membership and just be really flexible. We have some members coming here 50, 60 years and they want a certain item, they want what they want and we just have to be flexible with that. It’s not always from a calendar standpoint what we would want to do but at the end of the day, we’re a private club and we’re there for

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them.

Do you think local restaurants have changed the types of palates that your membership has?

Rhy: Definitely. People are a lot more knowledgeable now, with cooking shows on TV. We have a lot of young members as well, who are sophisticated. They’ll try a lot of things.

They’ve gone to some of the best restaurants in New York. We have to cater to them as well.

There’s been a resurgence in cocktails and craft beer. What’s the beverage side of the business like?

Colin: What you see when you look over the top of the bar is the diversity of the dark liquors, the Irish whiskeys, the Scotch whiskeys. We bring in a bottle of Pappy and we sell it out in two weeks at a fairly hefty price. That ties back to the food as well. Twenty-five

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Colin Burns of Winged Foot Golf Club, Mamaroneck, NY

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Winged Foot, from page 58 years ago, if we were selling 2 ounces of some Scotch at $20-$25, they would have thrown me out on my head.

Rhy: In regards to beer, we have local breweries, and it’s become a regular on the menu.

Colin: This winter we’re expanding our tap line by 2 or 4 additional lines to accommodate the requests of our guests.

A number of club kitchens are somewhat dated. If you were going to rebuild your kitchen, tell me about how you’d approach it.

Rhy: We’ve been lobbying to get the kitchen done for 4 years and now it’s happening! It looks like an archeological dig site, it’s completely gutted, but we’re in the midst of it and it’s very exciting. In terms of the design of the kitchen, one of the biggest problems was the flow part and the actual design of the equipment.

We’re a little limited with the footprint of the actual building so we’ve been able to use the basement space by putting in an internal lift, instead of having the guy go up the stairs.

And we opened up the whole bottom space for the prep and pastry kitchen.

It wasn’t that the equipment we had didn’t work, it was a flow issue. When you’re doing 250 people in the dining room for a wedding, we still want to be able to do 150 out in the grill room or on the terrace, so we can still serve our membership.

I assume the #1 priority is, how do we do a la carte and still be in the event and banquet business?

Rhy: We’re putting in a custommade island suite that everyone can work around and on the backside of the island suite will also be the banquet pick-up area. It’s still a tight space but it will work a lot better.

The last area we had for the pick-up for banquets was in the aisle where all the waiters were bringing in dirty dishes. It was just a nightmare to try to work in that space! This is isolated;

it will just be kitchen guys working around it, in and out, to go to the banquet room, to the dining room.

As for dishwashers, we disliked that as soon as you open the door, the first thing you see is the dish drop-off. So we’ve moved that into a back room, knocked a hole in the wall where the upstairs cooler used to be so they’re in their own area now, out of sight of the members coming in. It’s just a nicer, cleaner area.

You mentioned putting in a pastry kitchen. Have you always done onpremise baking?

Rhy: We’ve had a pastry kitchen for the last 4 ½ years and it was an open area in the basement. Now we’ve enclosed it and it has air conditioning – a much better work environment for the chocolate work. Most of the equipment in the pastry kitchen is new anyway. They love the ovens, they say, let’s not get new ones.

Your golf course is one of the world’s truly legendary courses. What goes into the care and nurturing of a treasure like that?

Colin: There has to be such a substantial commitment by the board to understand and commit the funds to maintaining the brand. It doesn’t just happen. The gentlemen who formed the Winged Foot in 1921 clearly built an unbelievable product, two great golf courses. But they have to be maintained and this board, with the help and direction of management, has committed $31 million to renovate both golf courses, to building an employee house, caddy center, new storage facility and a multi-building bath house complex. While we recognize we have a great brand, we also recognize that it requires work, effort, and dedication. We’ve put our money where our mouths are. We brought in Olympic golf course designer Gil Hanse, who renovated the East golf course and the 100th anniversary of the Met Open was held here. We’re

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hosting the 2016 Four Ball Championship. For an old-line golf course, we’re very progressive in our thinking.

We want to be prepared for 2021, our 100th anniversary. We want the golf course to be in great shape here. It’s a singular commitment to maintaining the gift we were given by those gentlemen who formed the club almost 100 years ago. We’re in really great shape, much better than 25 years ago.

Why? Colin: As an overall club, we’re in better shape because we made balanced commitments to both the clubhouse and golf courses. We spent $4.3 million on a restoration. Some build courses for less money. We did every bunker. Every green was rebuilt to USJ specs. You’re looking at a truly modern golf course, in terms of how it functions. To really drill down deep, why does a course need to function better? Remember when the 100-year

storm was every 100 years? Now it’s every 2-3 years. What’s one thing that puts you out of business? Not being able to recover from torrential rainfalls. We’re recognizing and preparing for these environmental changes. After a very heavy rain, it’s playable.

Where is golf today as a sport? People don’t play as much but the tour you’re involved with seems healthier than ever. Will golf always be what it has been?

Rhy: The biggest issue is the time it takes to play. With golf courses lengthening, it’s a big commitment out of your day. We’re not a country club; we’re a golf club. Our membership is here to play golf. We’re not the norm for other country clubs where they have other activities. If you want to be a member of our club, you want to be a member to play golf.

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MEET THE NEWSMAKER

Grace Best, Imperial Bag & Paper Co., LLC

T

ell us a little about yourself and your role at Imperial.

My name is Grace Best, I am Director of Marketing for Imperial as well as taking a major role in the sustainability movement across Foodservice and JanSan, so I have also become a Green Associate for the company. I have been with Imperial for almost 3 years now, and it has been nothing but exciting.

There have been a number of major changes at Imperial over the past months what are some of the company’s major highlights for 2016?

The greatest highlight so far this year is the Borax Paper Acquisition – which as a company was our 7th acquisition.

This took place in late February this year and so far for both companies it has been a success. All it did was add value to both companies; whether it be enhancing our product and service offerings, growing our salesforce or expanding our geographic footprint, it was an acquisition that just made sense. Also this year, speaking about our footprint, we now offer next day delivery from Washington DC to Boston for all of our customers on the East Coast and we hope this will help us to continue to grow in the Boston Area.

How has the role of distribution evolved since you joined Imperial?

When people think of a company like Imperial, I don’t think anyone would think it is glamorous or fun. We are a warehouse, with a company run fleet of trucks that offers our services to deliver product to our clients. Most warehouses aren’t pretty, they don’t have great cleaning standards and they definitely don’t have a warm welcoming feel to them, BUT at Imperial we

them the best price, the best service and on top of that be personable and bring innovation. In my opinion, that is a lot to be accountable for, but all of our employees take pride in each of their responsibilities and that is the difference.

Grace Best

Imperial Bag & Paper Co., LLC

do! Our new state-of –the-art facility is pretty, it’s actually beautiful, and not to mention it is HUGE. Right there we are making a motion in glamorizing this business, giving our clients what they deserve by stocking their product in an environment that they would be over satisfied with. Also, it is a LEED Certified facility, which ensures that we maintain all LEED Requirements regarding energy, cleanliness, etc. on a daily basis. So there is a start at transitioning how people think of Distribution at least when they view Imperial, but my goal is to get others to view it how we do, which is that distribution is actually cool. In my opinion we are the center, we are the glue that holds everything together and trust me it is not easy, but it is fun, it is challenging and it most definitely is rewarding. The greatest reward is seeing our clients smile and watching them grow their business. To us, they didn’t just do it on their own, they chose a partner to rely on, a partner to provide

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In the old days distribution was very much a relationship business – it seems as if technology has changed the skill set necessary for a sales rep to be able to better serve his or her customer base.

It is 100% still a relationship business and I think it always will be. Our biggest market is New York City, which is the utmost fast paced city in the country and our sales reps, as well as myself still have to maintain a personal relationship with our clients. At Imperial we have made major leaps in technology – to develop an ordering platform that we host in-house to make ordering, reporting, invoicing completely streamlined and easy. We did this to help our clients and help our salesforce, not to make a personal relationship disappear. The reality is that Millennials are making their way into our industry, whether they have funding to launch a cool new restaurant technique in the city, or they are managing the day-to-day operations of current establishments, the millennials are coming and expectations will change. Me, being a Millennial, I am able to help our company and from what I know, we are development hungry, our work must have meaning, we have an entrepreneurial spirit, we want to find the most efficient way of doing something and we value transparency. With the help of our technology we are providing efficiencies, quick ways of operating and

running their business so that they will be happy too. We want the feedback on our technology, we ask for it so this way it gives them some sort of meaning and input by giving back to us. And lastly, we are adding more transparency – we allow our clients to see what we see while being in communication with their sales rep on a daily basis. We have only just begun this process and it will always be changing, but we will always provide the best service if we stay ahead of it.

You mentioned the importance of pride amongst your employees in their everyday work – how do you define pride?

The pride we all feel is civic pride.

Of course we feel satisfaction in all the parts that we play with our clients, but we take pride in our client’s successes or when they achieve their goal.

For me, living and being in the New York City area day to day I love walking down a street and seeing 10 of our customers on one block. Just the other day I was in Chelsea and just walking up the block I saw Dig Inn, Dos Toros, Maison Kayser, Le Pain Quotidien, Just Salad, Juice Generation & more! Being in Marketing and a Green Associate I am in a regular communication with their owners and purchasing/marketing teams to make sure they meet sustainability standards, to transition their packaging to the next “cool” look and innovative look. The city is going Green – most foodservice clients are going Green, and I take pride in being able to assist them in this transition.

Our drivers feel pride knowing they deliver the correct items in the early AM to make sure these NYC Food Es-

continued on page 102

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RESTAURANT STAFF MANAGEMENT

WITH LEEANNE HOMSEY

Be A Leader In The Restaurant Industry: Train Your Staff To Love Their Jobs!

D

id you know your employees can actually love their jobs, love coming to work, love talking about and promoting your business to your community and inspire their co-workers to sell more? This is not the old way of thinking and training….. this is “out of the box,” new and a totally different way to see, talk to and inspire employees from their prospective instead of our own or from that of the “good of the company.” It takes a little extra effort and much more energy but in the end aren’t your employees worth it?

Wouldn’t it be worth not hiring, vetting and training a constant stream of new employees? Let’s face it if you have high staff turnover you are putting in extra time and an unnecessary amount of energy anyway. It’s just wasted time on people who don’t end up staying. Instead, refocus your valuable time and energy and train people to stay and build your business.

All it takes is training from a different perspective. A perspective that is not currently how you think or feel about your business because after all it is your business. But start talking to your employees like partners in success instead of people you hired who work hard for tips and paychecks, then your employees will begin to feel more valued and start to give more than the least amount of commitment and engagement to

Wouldn’t it be worth not hiring, vetting and training a constant stream of new employees?” your business and customers.

Help your employees get more than money from each shift by helping them discover perks and bonuses outside of the restaurant the same way you do as the owner. Help your employees feel like the owners of their sections, the owners of a small business that they don’t have to furnish or pay rent for and you will help them see their empty seats in an entirely different and unappealing light.

Train employees to feel like the owner of their small business and you will see them connecting with community outside of the restaurant and bringing in new clientele the same way you do as the owner.

Help your employees see their small business within your business as the staffed and stocked gold mine that it actually is and they can start to care about your business as if it were their own. If you show your employees the free tools they have at their disposal to make their lives easier and richer than the 20%-30% tips they are settling for now you will never lose another employee.

No one trains employees that they

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can use business cards, hostesses, special tables, food, the history of the restaurant, birthdays, special requests, requests for photos, even customer’s social media to name a few to create unforgettable customer experiences, repeat clientele and extra personal time and energy.

Restaurant managers are still training the “same ‘ol thing” so that they can feel like they are in control. No one wants to be controlled and talked down to. So as employees leave what are your managers really controlling? In this new social age employees want to feel like they belong. They want to feel like “part of the whole,” part of something good and growing so good employees get frustrated working for controlling, condescending managers and move on or worse, transition out of the field entirely. It’s unfortunate that restaurant owners don’t get a chance to step in and show employees how to experience this exciting people business the way they do. Food is really just a conduit to fantastic a customer experience and this exciting business is absolutely rife with limitless possibilities, perks, bo-

LeeAnne Homsey is a monthly contributor to Total Food Service Magazine and offers a one thousand dollar discount to subscribers for her “Hospitality Tips For Bigger Thanks” 16 step customer engagement training course. Call to train your staff “engagement selling” and stop your employee turnover.

nuses and community that exists in no other industry and the more employees learn to connect, engage and excite customers by tapping into the hundreds of free resources you have made available to them, the richer they will become in every area in their lives, the easier their workweek will be and the more fantastic the opportunities that will come their way.

This is a new, emotionally uplifting way of training that managers need to start learning now if they want good employees to stay employed and help your business to thrive.

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EYE

METRO NEW YORK’S FOODSERVICE EVENT COVERAGE

Tri-State Marketing Hosts Jacobs Doland Beer At Yankee Stadium

K

udos to Tri-State Marketing’s Lynne Schultz and Bart Gobioff for hosting a very special factory appreciation night last month at Yankee Stadium.

Working closely with some of the factories they represent include Wood Stone, Rational, Diamond Group, Meiko, Traycon and Halton. The Tri-State team showed their collective thanks to Jacobs | Doland | Beer for their support.

Jacobs | Doland | Beer chief Bob Doland has been a faithful supporter of the 27 time world champion New York Yankees, Doland and his team were thrilled to be visited in the box by a trio of legendary Yankees players. Mickey Rivers, Cecil Fielder and Roy White were all on-hand to sign autographs and talk about their glory days in Yankees pinstripes with notables including Chris Lustberg of Rational and Wood Stone’s Phil Eaton.

Fortunately with so many Yankees fans in the box, the rancor over the rivalry with the long time Boston Red Sox was at a minimum.

Jacobs | Doland | Beer is a New York City based foodservice design firm specializing in the planning and construction of all segments of commercial foodservice and hospitality venues, both across the U.S. and overseas.They specialize in developing back- and front- of house foodservice solutions. Jacobs | Doland | Beer design specialists work closely with owners, chefs, architects and engineers through all phases of new construction and renovation projects.

Tri-State Marketing Associates is an independent manufacturers representative group for the commercial food service equipment and supplies industry within the Tri-State metropolitan area. The Ossining, NY based firm’s goal is to represent manufacturers that are recognized leaders in their particular market segment. Tri-State looks to serve the liaison between the manufacturer, dealer, consultant and consumer. The firm is constantly innovating with its approach to education. Later this month on Tuesday June 14th, they will host an educational program at Gotham Hall.

(L to R) Yankee legends Mickey Rivers and Roy White flank Jacobs | Doland | Beer chief Bob Doland

Tri-State’s Bart Gobioff and Lynne Schultz made certain that everybody had a memorable evening

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(L to R) Jacobs | Doland | Beer’s legendary designer Gary Jacobs and Ed Yuter of Tri-State Marketing

The Jacobs | Doland | Beer and Tri-State Marketing teams enjoyed the hospitality of the “Big Ballyard in the Bronx”

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EYE

METRO NEW YORK’S FOODSERVICE EVENT COVERAGE

SHFM Golf 2016

I

n what had to be the most glorious day of the spring to date, SHFM-The Society for Hospitality and Foodservice Management hosted it annual golf tournament. The iconic Elmwood Country Club in White Plains and its always welcoming General Manager Ivana Sturk made the day truly memorable.

With the proceeds of the day earmarked for scholarships that would enable hospitality and culinary students to further their educations, a good time was had by all.

Designed by famed golf architect A.W. Tillinghast, Elmwood is a beautifully manicured course on over 100 rolling acres and provided a challenging 18 holes for industry participants.

SHFM’s members are “client liaisons and self-operators in corporate foodservice.” While foodservice responsibilities remain central to those positions, they have expanded to encompass a number of hospitality-related functions such as vending, conference and event support,

(L to R) Dartcor’s Michael O’Brien and Matt Sher of Day & Nite.

A large Sodexho contingent enjoyed the day on the course to support SHFM.

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fitness centers, health and wellness and childcare -- areas more broadly covered under the “workplace hospitality” segment. SHFM thus is positioned to be the preeminent resource for career development and industry insight in this growing segment.

Foodservice responsibilities continue to remain central to SHFM’s members as their duties have grown to embrace numerous hospitalityrelated functions such as vending, conference and events support, fitness centers, health and wellness

Air Comfort’s Dan McCaffrey was the driving force behind the annual event. The service exec worked in concert with Elmwood Country Club’s Iwona Sterk to make the day special.

(L to R) Day & Nite’s Sandy Smith, Amy Greenberg of Citigroup, Shayla Martin and SHFM’s Bernadette Ventura.

and childcare.

SHFM-The Society for Hospitality and Foodservice Management is the pre-eminent national association serving the needs and interests of executives in the onsite foodservice industry.

“Our principal role is to enhance the ability of our members to achieve career and business objectives in an ethical, responsible and professional climate,” noted SHFM’s national president Bernadette Ventura of Blue Cross Blue Shield.

SHFM’s national president Bernadette Ventura of Blue Cross-Blue Shield jetted in from Texas for the festivities.

Hobart’s Brian Kadel made his SHFM golf debut.

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June 2016 • Total Food Service • www.totalfood.com • 71

FOOD SAFETY

WITH NOELLE IFSHIN

Are You Being Penny Wise and Pound Foolish?

How to Consider Managing Your Restaurant’s Big Purchases Noelle Ifshin has over 20 years of

I

f you are putting off upgrading your aging restaurant equipment or are not investing in equipment that makes you the most productive, you could be harming your business while trying to save money. As discussed in our last blog, Where Oh Where Have MyMargins Gone, the current financial challenges in the restaurant business are on the rise with increasing labor regulations, higher wages and market pressures. Many restaurateurs are thinking that with rising costs there is no way they could possibly spend for new, expensive equipment, technology or software.

Before “cutting off your nose to spite your face”, analyze how you can monetize a capital investment by growing your sales, cutting your costs and delivering a consistent, quality product.

The purchase price might be a big number, but if you use the 4Q Approach, it shouldn’t be that scary: Quantify Your Purchase. To quantify this big spend, you need to fully understand your business and the economies of the purchase. If you are buying a rotisserie for your restaurant, do you buy the small manual unit or the larger capacity, automated unit?

To answer this, you need to calculate how many more chickens you need to sell to recoup the cost of

experience in the restaurant and

the larger unit. If you can increase output – to sell more, and create a more consistent (better) product with little added labor - the increase in cost from one unit to another is easy to overcome. Additionally, you can profit by the flexibility a larger unit affords, offering a wider range of rotisserie menu items.

Qualify Your Purchase. Very often restaurants put off installing new or upgraded equipment due to sticker shock. Upgraded equipment can often lower your ever increasing variable costs, optimize work flow, or offer up solutions to operational challenges. This can lead to improved product quality and, in turn, repeat business.

More efficient equipment can possibly replace part or all of your labor cost by lowering the number of man hours needed to monitor product produced on old, inefficient equipment. Think about an older rotisserie that must be continuously monitored to prevent burnt or unevenly cooked chickens – in this example both your labor and food costs can be impacted. Additionally, modern equipment can lower energy costs and replace the cost of constantly repairing older units.

Quantitative Analysis of Your Purchase. Most large equipment or software expenditures can be fi-

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nanced in some way, so you don’t have to lay out a large chunk of money all at once. When investing in your business, don’t go part way: buy the equipment you need to improve efficiency, and grow your business. When you decide to buy a new car, to replace the Junker that is constantly in for repairs, you buy the entire car - you wouldn’t buy the tires one month, the engine the following month and the chassis the third month. Instead, you would finance your large expenditure to make the price palatable. You must analyze the impact buying new equipment has on your restaurant operations. What you can potentially save in your cash flow, by being more efficient, can be used to finance your new purchase. Sometimes, new equipment “pays for itself”.

Query about Your Purchase – Before making a large capital expenditure it is always a good idea to speak to your accountant or financial advisor. Make sure you understand the depreciation and tax benefit implications of a capital investment in advance.

Additionally, there are often state rebates and incentives for installing new, more energy efficient kitchen equipment that can help offset the purchase price.

Making smart, planned deci-

hospitality industry. She has been instrumental in growing several companies, utilizing many different concepts, and was a successful revenue management leader with a national harbor cruise company, which operates in several markets across the Eastern US. Prior to founding 4Q Consulting, LLC, Noelle has functioned in an array of roles for various organizations ranging from front and back of house, single unit management, and multi-unit director, as well as company-wide profit management duties. Email her at noelle@4qconsult.com.

sions on your large capital expenditures can often help you grow, and streamline your business for the long term.

Don’t know where to begin? Do you know how to put procedures in place to be as successful as possible? www.4qconsult.com can develop customized operational guidelines to meet your needs.

June 2016 • Total Food Service • www.totalfood.com • 73

RESTAURANT RENAISSANCE

WITH FAITH HOPE CONSOLO

Food Hall Frenzy – Outer Borough Edition: Staten Island, Brooklyn & Queens

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ormidable food halls are booming! Multifaceted culinary marketplaces are en vogue in multiple major metropolitan areas. Instead of investing hundreds of thousands of dollars into traditional brick and mortar spaces, it makes sense to try a lower-risk food hall option to test new food concepts while building their brand. Currently, there are nine new food halls slated to open across the U.S. in 2016. Combined with shopping meccas nearby or adjacent; it’s a win win situation.

Let’s go to the Boroughs…

Restaurant Explosion Staten Island Style As if Empire Outlets isn’t landmark enough, we now see the first Artisanal Food Hall being created there to debut in 2017. Named

Faith Hope Consolo is the Chairman

Marketplace (MRKTPL) it will showcase the best local and international purveyors in a relaxed and elegant environment. The new, second-floor food court is 15,000 square feet including outdoor space — a showcase component of the 340,000 square-foot Empire Outlets complex now under construction, which will have 100 designer outlet retailers and a 190-room hotel. This destination lifestyle center boasts 40,000 square feet of food & beverage space and a 1,250-space structured parking garage and adjacent to the New York Wheel, which will be one of the tallest observation wheels in the Western hemisphere.

MRKTPL will have an industrial ambiance and will tie together the history of the New York Harbor with modern communal spaces to eat and gather. The developers of the Empire

Empire Outlets, Staten Island, NY - Artist Rendering by BFC Partners

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Outlets have joined forces with the creative team that helped launch the Gansevoort Market. Expect cutting – edge cuisine in this bustling epicenter!

Empire Outlets, 55 Richmond Terrace, Staten Island, NY www.empireoutlets.nyc Dynamic Downtown Brooklyn DeKalb Market Hall is officially slated for a Fall 2016 opening inside City Point beneath Dekalb Avenue’s City Point tower development. It will be one of the largest food halls in New York City and will house a vast variety of regional eats. The food hall will have 55 vendors from around the five boroughs, each with their own personalized food stall in the 30,000 square foot space.

Anna Castellani, founder of Dumbo’s restaurant and grocery Foragers Market and manager partner of the hall, personally selected each of the food operators. On board include Katz’s Deli, Cuzin’s Duzin, Fletcher’s Brooklyn Barbecue, Arepa Lady, Forcella, Steve’s Ice Cream, Pain D’Avignon, a pierogi counter, and a crepe bar. The City Point tower at 1-7 DeKalb Avenue will have a Trader Joe’s which is right next to DeKalb Market Hall. There will also be an outpost of Westchester’s wood-fired Italian restaurant Fortina.

Dekalb Market Hall, 445 Gold Street, Brooklyn, NY www.dekalbmarkethall. com Diverse Dining in Queens New World Shopping Center fea-

of Douglas Elliman’s Retail Group.

Ms. Consolo is responsible for the most successful commercial division of New York City’s largest residential real estate brokerage firm. Email her at fconsolo@elliman.com

tures 108 retail shops with an Asian supermarket on the first and second levels. Located on the third floor is one of the largest Chinese dim sum restaurants and banquet halls in the Tri-State areas with a capacity of hosting 1,500 patrons. The facility also includes a food court, supermarket, karaoke lounge and an underground valet parking garage.

New World Shopping Center Flushing, Queens features a lower level hall with over 32 different American and Ethnic food options. Foods from different areas of North and South-East Asia; stalls offer Malaysian, Thai, Vietnamese, Chinese, Korean and Japanese foods including bento boxes and sushi, ramen noodles, and assorted Asian desserts. It is unique and keeps expanding.

New World Shopping Center Authentic Chinese 136-20 Roosevelt Ave, Flushing, NY http://www.newworldmallny.com/ Food and Fashion go hand in hand and each one of these halls is tied to shopping components that are both groundbreaking and massive. We love choice and this trend embraces this completely! Happy Dining!

June 2016 • Total Food Service • www.totalfood.com • 75

LIZ ON TABLETOP TABLETOP SOLUTIONS Understanding The Difference Between Eclectic And Mismatched

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s we get ready for the Olympics in Rio this summer, you’ll surely be brought to the edge of your seat watching swimming or gymnastics. The excitement will come from that little timer in the corner that shows one millisecond being the difference between winning and losing.

I’m convinced the very same thought process needs to go into how you decorate your restaurant

Liz Weiss is the President and coowner of Armonk, NY based H. Weiss Co. She is known nationally as one of

and foodservice establishment interiors. In this case that millisecond is defined by one’s ability to distinguish between eclectic versus mismatched.

At H. Weiss, we have the opportunity to work with a wide diversity of operators from restaurants to hotels and corporate dining to healthcare feeding. Everyday we see the challenges as customers try to stretch their tabletop design dollar. That stretch is leading to a blurring of

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“ECLECTIC” which works beautifully and “MISMATCHED” which just doesn’t cut it. When I see tomato cans being turned upside down and used to serve pizza, I draw the line.

Here are some simple thoughts on bringing eclectic to your operation’s tabletop. Single shapes in different sizes are no longer interesting. We suggest mixing shapes and materials. How about adding wood, stone, metal plates in different sizes, shapes and colors?

the nation’s foremost authorities on tabletop design. The Michigan State graduate is also actively involved with WPO-Women’s Presidents Organization. Comments may be sent to eweiss@hweiss.net.

There’s also a great deal of savings that comes from not being dependent on buying a single SKU or style. With that approach you also get the flexibility of being able to

change your plates as often as you add to the menu to keep a fresh and current look.

The other key piece to making eclectic work properly is to keep glassware and flatware consistent.

Mixing flatware is always in bad taste and even worse is mixing napkins. If you are using unique bread plates- have simple similar dinnerware.

Another key piece to making this work is to select the right color. Try to keep colors to a minimum so that you avoid the sense of the carnival coming to town. Eclectic centerpieces (flowers or lighting) are good as long as they relate to your look.

An easy way to approach this is to think theme first. Too many themes at once causes confusion. If you are going for a picnic look- stay with

checked linens, mason jars, and white plates. Do not mix in a seaside theme….and holiday….and ethnic.

The other problem that comes with “mismatched” is that it is easy to miss important details that you can’t see like safety. While re-purposing tomato cans look good, they can be unsafe- with sharp edges. Oil bottles may have interesting shapes, but soak off the labels so that they do not look dirty. Real newsprint only works when you peel out an outer shell - if not, ink can get on food.

Bottom line our H. Weiss customers that we work with succeed, because they remember that it is about the food first. Too many things going on will detract from the menu that is your signature.

June 2016 • Total Food Service • www.totalfood.com • 77

EYE

METRO NEW YORK’S FOODSERVICE EVENT COVERAGE

AHF-NY’s 2016 Educational Seminar And Vendor Exhibition

M

etro New York’s leading Healthcare foodservice executives met at the Sheraton LaGuardia last month for their annual Educational Seminar and Vendor Exhibition with a theme of: “Sharpening Your Tools in Food and Nutrition Services: People, Taste and Techniques.”

After a warm welcome from AHFNY president, Veronica McLymont of Memorial Sloan Kettering, the group was challenged and stimulated by a wide diversity of topic and speakers.

Morning sessions included presentations on Greening of Cafeterias, Benchmarking, Crating and Ethical Work environment.

The afternoon curriculum included talks on Creating a True Food Culture, thoughts on Failure and Success and even how to build Yoga based breaks into the daily culture of healthcare

Long time Tavern on the Green buyer Ron Reimer has launched a second career with Fresh and Tasty Bakeries

foodservice operation.

The event also included a truly memorable vendor exhibition that included several aisles of the very latest in innovative solutions for the healthcare feeder. From the latest in gourmet food solutions from ADA Valley Beef to new induction cooking solutions, the show floor was a source of the very latest.

Kudos to event chair Jill Herling and her team for creating an event in which every attendee and exhibitor walked away with concepts they could put to work immediately.

Can’t say enough about the association’s president McClymond who took the time to personally thank each and every vendor on the show floor for participating.

AHF - New York’s goal is to play a key role on the journey to health and wellness. As healthcare foodservice self-

(L to R) Mason Reynolds of Harris Restaurant Supply and the VA Hospital’s Mimi Wang

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operators, the group understands the important alignment between nutrition and healing.

The chapter’s mission is to develop leaders and raise the bar for foodservice in New York’s self-operated facilities, whether acute or long-term care.

Its members are directors, managers,

dietitians and chefs. AHF-NY provides professional growth through focused education - the programming that drives productivity, innovation and patient satisfaction from within all facets of the foodservice department, from patient meals to staff dining to retail concepts.

(L to R) Jimmy Weiss and Greg Mirque from H. Weiss with incoming AHF-NY president Addie Coleman

(L to R) Jeff Nemeth of Jayden Chemical and Pro-Tek chief Ed Daniels

(L to R) Medfair’s Brian Coleman, Veronica McClymond AHF-NY president and Bruce Degn

(L to R) Sheron Makara of New Carlton Rehabilitation Nursing Center, event chair Jill Herling and veteran healthcare foodservice executive Steven Chow

June 2016 • Total Food Service • www.totalfood.com • 79

NEWS

FOOD QUALITY SOLUTIONS

The Evolution Of Hot Holding Is Ready When You Are

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oday’s sophisticated foodservice industry commercial entities and consumers alike are time-starved for optimal “Ready-To-Go”, quality meal solutions. The common goal is to obliterate the dried out, shrunken, and soggy experience while maximizing taste level with consistent flavor, texture, temperature, nutrition, and appearance − all while keeping up with the fast pace that today’s busy lifestyles demand, and presenting a quality result made from the best, most natural

With fast-food industry revenues estimated to surpass the $200 billion mark, the use of hot-holding techniques is crucial.” products. No small feat.

With fast-food industry revenues estimated to surpass the $200 billion mark, the use of hot-holding techniques is crucial. The “want it fresh and want it now” mantra that perme-

ates the industry requires foodservice operations to find a way to meet the mixed demands of savory, nutritional, and profitability goals. At the forefront of this movement is the hot-food holding and retherm cabinet category,

which utilizes advanced convection, conduction, and induction methods to help retain optimal food quality and safety over extended periods of time.

The perfect storm of productivity, safety, and sensory experience can be achieved with advanced hot holding and retherm cabinets that have the ability to maintain food temperatures properly after cooking. Ultimately, a good hot holding cabinet production system can maximize time and ef-

continued on page 86

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June 2016 • Total Food Service • www.totalfood.com • 81

SEDERHOLT ON RESTAURANT FINANCE Navigating Your Way Through Today’s Restaurant Lending Environment

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ouldn’t it make sense that in better economic times that it would be easier for a restaurant to borrow capital at better rates? Why not?

This is a question that I get asked all the time. One of the benefits of having been in the restaurant business for close to 30 years was that I saw all economic cycles and one thing I can tell you for certain is that it is NEVER easy for restaurants to borrow money especially at low rates. Most restaurants, except for the well-funded groups with substantial equity or cash flow, do not qualify for financing that meets their expectation of rates. Defendable, if not audited financial statements, three years of profitability demonstrated by tax returns, three to five years projections, growth as part of the story and oh yea, collateral. Not just the assets of the business, but a blanket personal guarantee and very often a pledge of your personal assets - your home. The other consideration is that banks simply do not wish to originate loans of less than $250,000 as it is not profitable for them to do so. Most small restaurants do not need or qualify for that much.

What do you look at when you fund not just a restaurant but any retail business?

There are many factors that we

David Sederholt is the Executive Vice President and Chief Operating Officer of Strategic Funding Source, Inc.,.

The Manhattan based small business financing company utilizes advanced

take into consideration. There is of course the quantitative factors, which we can measure - cash flow, number of NSFs, occupancy costs, years in business, amount of debt. But, there are also incredibly important qualitative issues that speak to the character and integrity of the owner of the business. Will they pay us back? Do they put the needs of the business before they benefit themselves? Does the landlord and vendors get along and respect them? Have they tried to walk away from obligations such as supplier debt, leases, taxes or things like child support? When you invest in a business - it’s all about the management!

You have the advantage of having spent a significant piece of your career in the restaurant industry.

What are the characteristics of a successful (financial) restaurant?

Passion about their business. Engagement in what is going on around them. An unrelenting attention to details. These are the same people who plan and anticipate what their financial needs will be as they maintain their business. It’s called leadership, management. Are they impounding the sales tax they collected or are they using the tax money to float their cash flow? Do they have a bit of a cushion put aside for a rainy day? When we ask them about their sales volume, we

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can tell a great deal about how they view their financial world.

We constantly hear about Economic Development and State funding? What’s your read on those programs?

I think that these programs have a great deal to offer those who qualify. They are non-profit groups that were established to help small businesses grow and thrive in the states that they serve. As “alternative lenders” become more mainstream, these groups will serve a valuable role for those businesses that meet their credit box. A key feature for many of the banks and these organizations is that the business can demonstrate a use of capital that promotes growth. The reality is that the majority of small businesses are not seeking to grow - they are seeking stability, profitability or looking to react to an emergency.

What’s the reality of SBA lending as it relates to a restaurant?

The SBA is very often misunderstood by most small business owners. They often think that the SBA guarantees the obligation of the small business owner, which is simply not true. The SBA does not give the loans. They work with banks who originate the loans and then they stand behind the owner who pledges personal assets and provides a full personal guarantee.

technology and insight to provide business owners with the capital they need to meet their goals. As COO, Sederholt rides shotgun for the CEO and runs the machinery that drives the company’s operations. Prior to cofounding Strategic Funding Source, he was a biomedical researcher, restaurant owner, corporate executive, business consultant and owner of a commercial real estate brokerage firm.

If the business defaults, the bank will go to the owner to pay back the loan before going to the SBA who has guaranteed only a portion of the loan. It is merely an additional incentive for banks to lend into their business community. Approval rates are only 21% to 49% depending on the bank and type of loan.

We also hear about on-line lending with operations including Prosper and Lending Club? Do they offer a viable solution for the restaurant operator?

These lending platforms were originally designed as “ peer to peer” loan platforms. Small loans with risk adjusted pricing reflecting consumer credit metrics given to individuals. As they became bigger they naturally migrated into small business loans but really didn’t modify their underwriting to reflect busi-

continued on page 94

June 2016 • Total Food Service • www.totalfood.com • 83

NEWS

TECHNOLOGY CLOUD BASED SOLUTIONS

PAR’s Brink Software Portfolio Consolidates And Maximizes Food Service Operations Flexibility

L

osing control over your ordering and inventory? Sales not keeping up? Consider a cost-effective point of sale (POS) hybrid software as a service that enabled one client to grow without pre-licensed software or a client server system that was costly and prone to failure.

Older POS systems used client server architecture, which featured a server in the back office, both expensive and subject to failure. “We wanted to create more of an ongoing relationship with our customers and do that through a service,” said Paul Rubin, founder of Brink.

Brink was acquired by PAR, for whom it had been serving as an independent software vendor. PAR Technology Corporation is a prominent provider of integrated technology solutions to the hospitality industry.

“PAR had a spectacular reputation in the industry. They are known for turnkey solutions, which includes hardware, software, and service. Our perspective was what better platform to more rapidly grow our idea on PAR,” Rubin said.

Rubin got his first intimation of how necessary it would be to re-

PAR had a spectacular reputation in the industry. They are known for turnkey solutions, which includes hardware, software, and service. Our perspective was what better platform to more rapidly grow our idea on PAR,” Rubin said. place the original POS systems with a service that could rely on software serving the entire enterprise rather than just one location when he developed software to bridge an earlier customer’s POS sales system to a larger enterprise one.

“No more client server. No more four walls vs. the enterprise. We created software as a service based on modern, lightweight software,” Rubin explained. “We’re not dependent on the Internet to run a restaurant. No server is needed. They’re expensive, and subject to failure.”

He pointed out that the vision for

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Brink was to create a solution that was enterprise- ready right from the first day, using a very modern architecture.

“And so we have a software-asa-service offering that’s based on modern, lightweight software,” Rubin asserted. “We originally referred to it as a high-breed hosted architecture. And what that means is that the hosted component has software that works whether there is or isn’t an Internet connection.

We’re in no way dependent upon the Internet to run a restaurant,” Rubin asserted.

Making it a lighter-weight hardware solution also made it cheaper to buy, which, for this original client, contributed to the ease of opening stores. “It’s software as a service as opposed to a license-based model so they don’t have to fork out all the money for licenses up front. It tied all their stores together in terms of reporting and analysis, but it was also very easy to provision new stores and get them up and running quickly.

Brink’s first customer was a fast casual, Native Foods, which started with five units but moved up to 35.

“We grew with them. And it really enabled their growth because they could control what they were buying, they could control what was moving,” Rubin said. “Our ability to tie that all together into one solution, one vendor, really resonated, and we grew very quickly in the fastcasual space.” Since being acquired

by PAR, Brink has been able to expand its capacity to drive growth for its client base. Among its major success are its support of Bibibop Asian Grills.

With PAR/Brink driving its IT

continued on page 110

June 2016 • Total Food Service • www.totalfood.com • 85

CresCor, from page 80 ficiency in practically every facet of a kitchen’s manufacturing and delivery system − which can be mined for significant gains in productivity and cost reduction, while addressing the following considerations in the hot holding matrix.

READY-TO-GO: Time is the name of the game across a myriad of platforms in the “Ready-To-Go” (RTG) niche, spanning restaurant chains, schools, hospitals, stadiums, convenient stores, correctional facilities, airports, hotels, catering, banquets, etc. Whatever the setting, “buying” additional operation time with advanced hot holding cabinets allows foodservice operators to beat the clock on several fronts, beyond simply keeping something warm in a heated display or warming station.

Key hot holding optimization benefits include: Cooking well before key meal-time rush periods (allows you to get ahead of the rush!), producing food in higher volume, reducing product handling and waste, optimizing menu production, eliminating spikes in production – and of course controlled temperatures for food safety.

Customers want hot holding their way: Immediate and with consistent flavor, texture, and appearance. An effective cook/hold component in foodservice production has the effect of smoothing out the production process. Having plenty of high-value food options ready to serve can significantly decrease production spikes during demanding, high-traffic, peak period meal times - or when special events “pop-up” on their own time and at a moment’s notice.

While RTG is becoming ubiquitous for pizza chains and convenience store market segments, it still comes down to the food. Higher-quality, fresher ingredients, and more menu diversity are easy ways to distinguish sustainable success. Cleanliness and frequent stocking are also key variables that directly tie in to optimization of mer-

chandising. The positioning location of take-out selections is also a determining factor of what’s going to be the best way to maximize traffic patterns for sales and ease-of-maintenance.

Additionally, many chains are implementing overlay graphics on the control panels of select RTG equipment, prominently displaying their logo to boost merchandising and brand awareness.

These strategic merchandising considerations can also counteract preconceived perceptions that most convenience stores experience regarding RTG operations, and having the right RTG equipment is a determining factor in success. Quality, durability, performance, and energy efficiency are all keys to successful RTG equipment procurement. Quality equipment with the above criteria will always more than pay for itself over time.

Furthermore, RTG is continuing to be more essential and popular in channel relevant sectors such as healthcare where time pressure is even more intensified. In most healthcare operations there is a very limited window for feeding employees, residents, and physicians, as they usually have a 30-minute window to eat, or less.

The same applies to the college and university foodservice segment where time-crunched, lunch-rush students are a fact of life. Since speed of movement through the line is essential in these environments, proper equipment placement becomes an even bigger consideration, and said equipment must be attractive if it’s positioned upfront. A retail décor experience is also an important merchandising goal.

Regardless of the RTG foodservice market segment, proper hot holding during an on/off transaction environment cuts down on end-area labor and clean-up while prolonging the culinary benefits for end-user satisfaction. While most basic heated cabinets can achieve this for short periods and low quantities, newer science heated cabinets, like the models from Cres

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Cor (Mentor, OH), can consistently accommodate anywhere from 20-320 pre-plated products and are durable enough to handle rugged transport demands. Based on size, volume, and power rate needs, there is an appropriate model to meet every operation’s unique application scenario.

Here’s a brief profile of one of the stalwarts from Cres Cor’s portfolio of full-service hot holding cabinets: H-137 SERIES: Cres Cor’s H-137 Series heated cabinets offer many ruggedly durable, fully insulated models and sizes to choose from, and are considered the industry’s Gold standard in look, power, and performance. While each model in the series has its own unique specification, configuration, and performance output, all models in the series offer powerful, yet efficient heating systems to maintain the right combination of heat and humidity to properly hold products.

Here’s an overview of just a few key benefits and options in the series (based on each individual model): • Wattage ranges from 1,000, 1,500, and 2,000 are available.

• Footprint models ranging from full-size, half-size, ¾ size, and under-counter are available.

• Stainless steel construction throughout, for ease-of-cleaning, plus reinforced internal base.

• Control panels with easy-to-read thermometers.

• Dutch Doors: Options include field reversible, self-closing hinges, antimicrobial latches, silicone door gaskets and more.

• New, LED digital display options on some models ensure holding at precise food temperatures and moisture content.

• GOLD models rate as Cres Cor’s Best Insulated Hot Cabinets with the best warranty in the industry (3-Year Parts / 1-Year Labor).

• Smooth interior covered corners to prevent food particles/grease

•

• • •

•

build-up.

Pass-thru design models that allow for access from both preparation and serving areas.

Wide variety of pan sizes and gravity-fed wire shelves.

Multiple ENERGY STAR rated models to choose from.

AquaTemp™ system models that maintain optimum food texture through continuous monitoring of temperature & humidity.

Accessories and Options (available at extra cost) include: Tempered glass door windows, Automatic water fill systems, Built-in USB ports, Key lock handles, 208 or 204 volt service, 1500 Watt/15 Amp power unit, Rear Push and Bail handles, and much more.

HOT HOLDING CONCLUSION: Ready-To-Go demands in the foodservice industry are not the wave of the future – they are NOW. Maximizing the benefits of advanced hot holding cabinets can put foodservice operators at the forefront of this movement, by matching the right cabinet for the application profile to meet the increased on-demand need seamlessly and head-on.

Finding the right “Mix-in-the-Matrix” of hot holding time, temperature, and performance efficiencies ultimately will result in fewer staff hours and lower labor costs, representing a significant savings and return on investment over time.

Finally, a piece of foodservice equipment is designed to earn foodservice operators more money the longer it remains in use, so it had better be energy efficient. In fact, hot holding cabinets might just be the most energy efficient solution of any category of major kitchen equipment in today’s food industry.

Ready-To-Go, or Off-The-Grid…You can count on Cres Cor and its commitment to Quality, Innovation, and ENERGY STAR rated equipment to lead the evolution of hot holding.

June 2016 • Total Food Service • www.totalfood.com • 87

Fiorito, from page 48 to manage a wide range of information about customers, vendors and employees. Virtually all businesses that use computer systems are to some extent vulnerable to costly exposures associated with system breaches. In fact, businesses in the hospitality industry may have higher levels of exposure because they collect vast amounts of private data from customers as a part of their day-to-day operations through credit card transactions, online reservations and rewards programs. Private data may be both personal (names, physical addresses, email addresses, social security numbers) and financial (credit card and banking).

Businesses need to dictate how sensitive information can be accessed by employees. Important data should only be accessed by essential parties, which will limit the risk of security breaches and make it easier to track who is privy to sensitive information.

Businesses must also ensure that their networks are secure by implementing data encryption, strengthening passwords and protecting access from unauthorized individuals.

Most importantly, obtaining proper cyber/privacy liability insurance coverage will alleviate the impact of the financial burden associated with a breach. Most cyber insurance policies cover the costs of data breach investigation, notifications that must be provided to customers, retaining crisis management and public relations firms as well as credit monitoring costs and remediation to correct the breach event.

FOOD ALLERGIES Food allergies are clearly a public health concern and should continue to be a focus for the restaurant industry. It is becoming increasingly common for restaurant staff to ask their customers whether they have any allergies to food. Could this new awareness be a result of increasing lawsuits by patrons?

Having your wait staff address any food allergies is a step that goes be-

yond the written warnings commonly seen on menus. The server can respond effectively if their customer says “yes” by inquiring specifically about their allergy and in turn, communicating it to the kitchen staff. Ingredients used to make certain dishes sometimes change, so informing customers about specific items that are known allergens may reduce the risk of an incident. Used as a standard practice, it may help restaurant owners be more proactive than simply having written warnings on the bottom of a menu.

FOOD-BORNE ILLNESS/CONTAMINATION Restaurants and other types of hospitality entities face unique exposures when it comes to food-borne illnesses and contamination. The Centers for Disease Control & Prevention (CDC) estimates that each year roughly 1 in 6 Americans become sick from consuming foods or drinks that are contaminated with harmful bacteria, viruses or parasites. The financial and social impact of a food borne-illness outbreak can greatly damage your bottom line, reputation and even result in the closure of your operation. Some of the most common food-borne illnesses include: E-coli, Salmonella, amongst many others.

The use of food safety practices by the entire organization minimizes the chance of a food-borne illness outbreak. To manage the risk of foodborne illness, you must implement policies that focus on good health and hygiene practices and ways to maintain the viability of the business. Every food establishment uses, processes, and sells food differently. However, the general issues and key principles of food safety remain the same. All food safety training programs should contain these three main factors: Personal Hygiene for Food Professionals, Time & Temperature Control, Crosscontamination Prevention.

Food-borne illness claims are among the greatest financial risks facing the food industry. It is vital that

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you investigate options that would insure you against these kinds of losses.

Food-Borne Illness/Trade Name Restoration insurance covers major factors of the financial impact of a foodborne illness outbreak, which include loss of income and incident response/ public relations expenses.

FIRE SAFETY/SUPPRESSION SYSTEMS The restaurant industry is at a higher risk for fire than most establishments due to the environment with the potential of combustibles in close proximity to hot surfaces and open flames. According to the National Fire Protection Association (NFPA), 57% of restaurant fires involve cooking equipment. Installing an automatic fire-suppression system in your kitchen is not only a mandatory aspect of restaurant fire prevention, it’s also a requirement for insurance carriers. In fact, if you do not have a contract with a vendor for regular maintenance of your automat-

ic fire-suppression system (quarterly or bi-annual maintenance) this could cause you to be dropped from coverage. Review your vendor contracts to ensure proper equipment maintenance is included.

As we have illustrated, the risks associated with the restaurant or food service business are not always as obvious as one may imagine. Not only does a business need to establish a safe working environment, but it must be prepared for the unforeseeable accidents, damages or disasters that might impact the business and its property.

Risk management is a way of thinking that must permeate the whole organization - from management to frontline employees. Making it a part of all decision-making processes is important to creating a culture that values risk management. Speak to your broker and explore your options when it comes to managing risks for your business.

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RMA/Compass, from page 4 Jersey City: Henry’s on the Hudson, Harborside Club, Harborside Financial Center and Harborside Creative Catering.

The New Jersey based firm has come to the forefront in recent years as it was selected to handle foodservice by the NFL to cater the Super Bowl and Pro Bowl.

With RMA, Compass is acquiring a visionary firm.

The company has also embraced health-based initiatives that have driven demand for plant based proteins, more vegetables and grains and lower carbohydrate (especially less sugar) laden meals.

RMA is one of the truly inspirational “only in America” success stories. In 1972, the late Diane Gallagher and her husband Robert Wright founded Restaurant Marketing Associates after attending Lourdes Academy and Ursaline College. Gal-

lagher’s extremely distinguished career began as a dietician at Stouffers Hotel and Restaurant Company where she rose to national director of quality, an early expression of her commitment to the superlative, and later served as assistant to its president James Stouffer.

In 1968 “Who’s Who in America” conferred on her its “Outstanding Women in America” award. In 1969 she joined the newly created Davre’s (now NYSE-listed Aramark) where she established their operating procedures and set the company’s quality standards for all new openings under a business model centered on fine dining restaurants in signature buildings throughout the country (Bank of America/San Fran, John Hancock/Chi., etc.).

Her signature professional achievement came in establishing and building Restaurant Marketing

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Associates, which she built through a blend of grace, visionary leadership and a relentless work ethic (and a long string of very durable luggage).

RMA initially flourished as a destination-restaurant and private club group in Class A building top-floor restaurants in major American cities, not least of all New York’s “The Club at the Citicorp Center.” Each won the Travel Holiday Award from American Express, an accomplishment in which Diane took much deserved pride.

As a direct result of Diane’s laser-focus on quality, the company grew on its merits and reputation.

A restaurant client asked that RMA run operations in their NY-based national law firm, thus beginning RMA’s shift to bespoke corporate food service and customer-tailored catering through which she over-

saw the food service management of Fortune 500 facilities, private clubs, law firms, publishing companies, the New Jersey Performing Arts Center, executive dining rooms, multi-tenant properties and a collection of public restaurants.

RMA’s management team led by its President Tony Kaszuba will join a Compass team that features some of the Metro New York area’s most dynamic operating units. Compass’ Restaurant Associates Group (RA) is led by Richard Cattani and Ed Sirhal. RA based in Manhattan manages many of Metro New York’s leading corporate dining operations.

The Scott Davis led Flik International is based in Rye Brook, NY. Its approach to culinary innovation has long been a staple of the Metro New York foodservice scene.

Additional reporting by Andrew Watson.

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NEWS

ICE CREAM PROFIT STRATEGIES

Jersey’s Economy Builds On Success Of Coffee Venture To Launch Taste Of Italy Ice Cream Program

I

ts nationally known Italian coffee was such a hit; a New Jersey company has decided to try gelato, as well, to the same resounding success.

Originally starting out in restaurant equipment supply, Economy Paper and Restaurant Supply Company found it could sell more product if it also sold the ingredients to use with it. That meant espresso, at first, and now it has 10 flavors of gelato, according to Michael Konzelman, a third-generation owner.

“I started working here when I was 22 years old. We all worked here as kids,” he recalled. “We worked summers and every Saturday and every vacation. My father would close the business for two weeks in the summer and everybody took their vacation at the same time. And that was our only vacation as kids.”

“But it was okay because they always had money in their pockets,” Konzelman said with a laugh.

The coffee business all began with a bit of a twist, when a customer was unhappy with the espresso machine he was using. “He wanted something that was easy to use, reliable,” Konzelman remembered. “The customer had three restaurants. He wanted someone who could service the machines, make them work right. Could we do it? And I said, I don’t want to sell this guy a machine and leave him hanging, wait for some service company of the month to come and fix it.

The only way we’ll do this is that you

The coffee business all began with a bit of a twist, when a customer was unhappy with the espresso machine he was using. “He wanted something that was easy to use, reliable,” Konzelman remembered. “The customer had three restaurants. He wanted someone who could service the machines, make them work right. “ have to train my people, my service guys, to repair the machines and do all the work. We try to take the burden from the customer, and make it so it’s just a reliable piece of equipment that’s put in there that runs and runs.”

The business snowballed through word of mouth. It was a natural step to start selling the coffee, too. The company began with Italian roasted coffee for espresso. “That’s because they really have perfected coffee,” Konzelman pointed out.

How the gelato business started was also unique. “We were building an espresso bar downtown,” Konzelman said. “They said, what would be really nice would be to add gelato, too. Bingo, European Gourmet Imports was born.

European Gourmet Imports’ goal

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when the Konzelman’s launched the venture was to utilize the firms’ decades of equipment sourcing expertise to re-create an authentic Italian ice cream experience.

“The Gel Matic Italian express gelato machines produce what the Italians call soft gelato, sorbet, and yogurt,” Konzelman explained. The difference between this and traditional soft serve machines is the freezing barrel. Our barrel is much more efficient, and produces more product in hot weather with much less electricity.” Gel Matic is the future of soft serve here now and ready for the industry.

European Gourmet Imports has also carefully analyzed the specs that enable a Metro New York or US operator to consistently replicate Italian

quality. “Our air cooled units are tested to run in 105F room temperatures and maintain production,” Konzelman noted. We also provide hopper agitators as standard to keep the mix well blended.

The European Gourmet Import team also has recognized that today’s operator needs the very latest technology to profitably bring authentic taste to their customers. “Our exclusive Incodis control system has many built in control features for multi unit operators all via wifi,” Konzelman said.

Konzelman notes gelato is not as easy as coffee. “But we think if you’re going to splurge you better have ice cream that makes splurging special. So we went to Italy to find the very best gelato brand and we found Babbi. “Everything is made in-house in Italy, including the processing of the hazelnuts and pistachios, the almonds, the pine nuts, that are used.

Some companies have ice cream and gelato made for them and packaged, then just put their name on it. But to the employees at Babbi, it’s like a baby. Every bag or box going out is one of their children.”

The Konzelmans have created a tradition of success in the kitchen and restaurant design arena, They reinvented how foodservice operators market coffee and with their new European Gourmet Import venture operators will have a resource to generate ice cream profits consistently throughout the year.

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Sederholt, from page 82 nesses instead of individuals. Recent events have shown that these companies have hit speed bumps in their business models with both investor interest and on boarding of loans shrinking dramatically. I don’t think that these marketplaces are the best choice for restaurants today.

There is also a re-emergence of the Angel investor. How has that market evolved?

Angels are wonderful sources of start up money for restaurants. I had them myself and would never have gotten started without them. Some are family, friends or just people who are interested in entrepreneurship. In most cases it works pretty well, but the reality can go the other way. When the partnership starts it’s like a marriage. Hearts, flowers, optimism, and a positive common interest. If things don’t work out financially, or even a conflict of how the business should be managed -

the relationship can break down. I have seen 3 businesses break up this year with this scenario. Remember that partners don’t go away. Even if the business thrives you will be paying your partner for life - equity is far more expensive than debt.

What niche does a firm like Strategic play?

Having been small business owners ourselves, we have walked in the shoes of our customers. I don’t need a restaurant owner explaining his business to me - I have lived it, many times over. We take modern technology and throw in human insights to get the financing the business owner needs and qualifies for. There is no “one size fits all” solution. We want to be the full service resource for all kinds of small businesses to advise them on their best options. In a world of high tech and “FinTech” we like to remember that behind every small business are hard working people running them.

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Daniela Soto-Innes, from page 24 the only master chef in Texas at that moment into class. I was so inspired by him but here I am at 14 years old trying to get a job and they just laughed at me and said “you can’t, you’re not even legal, and at your age you can’t work”. Eventually they gave me my first kitchen job and I literally washed lettuce and cut strawberry tops for the first six months.

You’ve worked with both Chris Shepard and Enrique Olvera. How did you get started with them and how have they influenced you and your career path?

Chris Shepard is one of the guys that I consider my mentor. The whole time I was at Brennan’s, I was butchering with him. He’s very into whole animal butchering. He told me “I’m finally opening my own restaurant and I really want you to come with me.” So I started working with him at Underbelly in Houston. It was amazing; every

week we would get a whole cow and three pigs. All the animals you could think of, they were in that restaurant.

After a year I felt like I needed a challenge. So my mom said, “You should write to a chef you really, really admire. Someone you think you would never get the chance to work with”.

And I said well, I will write to Enrique (Olvera). And he answered back the next day. When I got to Pujol, I stayed for six months. And then I went back to Underbelly because I promised Chris. Six months afterwards, Enrique told me “you’re moving to New York next week. You’re opening my new restaurant”. Then I was here next week.

I remember I landed on a Tuesday at 11pm and I had a meeting at 8am with investors the next day.

What do you consider success in your restaurant?

We want people to be happy, we want people to enjoy the food, have

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something that is not pretentious but simple and delicious. The best thing to me is to come into a restaurant where people are smiling.

You’re this year’s JBF 2016 Rising Star of the Year Winner! It’s quite an accomplishment.

I can’t believe it. I got chills. I thought I was going to get that one day, but 30 years from now, not now. My mother was very happy but she still said she wouldn’t give me my favorite recipe until we get our Michelin Star.

How do you source what you need?

Are you going to the market and using seasonal ingredients?

In Mexico, you cook with what you have around you. If we have amazing rhubarb at the market, it doesn’t matter that it’s not Mexican. It’s around us and we’re using it how we best believe to.

How are you building your menu at Cosme?

The menu is built by just looking at what’s around, looking at what the ingredients are. We also listen to our guests a lot. We see a pattern and if we really like a dish, but we see a pattern that people do not prefer, we have to change it. We are 100% a team so everything we do, we consult each other. If I make a dish, I go around the whole kitchen shoving a spoon in their mouths saying “taste it, what do you think?” In the kitchen you’re allowed to say what you think.

Looking down the road, where do you see yourself in 5 years?

I think we’re just going to focus on Mexico and New York. I’m sticking with Enrique for a while. He’s been very good to me. In the future I want to have a Montessori school for little kids so they can learn how to cook. I also want to open a Mexican butcher shop.

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Bobrow, from page 12 start off sour or vinegary, like Martini and Rossi or Cinzano. These are industrial brands with venerable, historic names- that’s about it. So if vermouth has injected a bad taste in your cocktail- it is not necessarily the quality that is bringing your drink down, it’s because your vermouth has soured!

As with all great things in life, the quality of a product is not necessarily dictated by the price, but I do think an artisanal product such as Carpano is not going to come inexpensively. That is a fact of life in a consumer driven society. Where there is high demand and limited supply comes price and Carpano Bianco (DRY) is not inexpensive.

But what you have of it is truly gorgeous and you need to buy a bottle of a brand new vodka that is now available in New York and New Jer-

sey with more states to follow... It is named Mamont Vodka. And it is made by women! Yes! In Siberia.

Mamont is gorgeous vodka and I absolutely recommend it in Pacific Rim influence drinks as well as how they do it in Russia. What? You mean to say that this vodka is available in Russia? It’s not only Russian in name my friends. When I attended the Moscow Bar Show last September, we very much enjoyed our Mamont Vodka in the place where from whence it originates.

And just so you know it from the ‘horse’s mouth’... the Russians don’t usually mix their vodka. They like it straight up.. in a ½ ounce glass.

With freshly crushed apple juice on the side. Just like that. We’re not doing that cocktail here though.

I have some other ideas though and one of them is the use of dry

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Vermouth and very special grapefruit bitters along with a splash of seltzer for the fizz.

To make this cocktail really sing, I stumbled across a bottle of Bitter Truth Grapefruit bitters. To me, the addition of the unrestrainedly bitter oils of the grapefruit zest encapsulated in the bitters, added to this craft cocktail with both Carpano Bianco and Mamont Vodka just speaks Colonel Kurtz in the film named, Apocalypse Now...

Mysterious, beguiling and very sensual is just the beginning of this drink that I call, the Heart of Darkness Fizz.

The Heart of Darkness Fizz Ingredients: • 1 Kaffir Lime Leaf, lightly muddled • 2 oz. Mamont Vodka from

• • •

Russia ½ oz. Carpano Bianco Dry Vermouth 2-3 shakes Bitter Truth Grapefruit Bitters 1 oz. Seltzer Water

Prep: 1. Add all ingredients to a Boston Shaker (except for the seltzer and the bitters, that would be very messy!)

2. Muddle the lime leaf with a bit of the ice and vodka...

3. Add the Carpano Bianco 4. Shake hard for at least 20 seconds 5. Pour into a coupe or a rocks glass and add a splash of seltzer 6. Dot with the Bitter Truth Grapefruit Bitters to finish

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POS Technology, from page 10

sustainability has become synonymous with the new and shiny fast casual industry.

Beyond the benefits of do-gooding, sourcing local ingredients and making sustainability a priority does, plain and simple, make for a good business strategy and a better product.

On sustainability, Jeff Harvey, CEO of fast casual chain Burgerville Restaurants, said, “It generates a return, develops economic vitality, attracts exceptionally passionate talent, differentiates you from others and helps you develop the skills and capabilities you need to compete.”

4. FAST CASUAL IS CHEAP BUT NOT TOO CHEAP, FAST BUT NOT TOO FAST. The numbers show that while

Millennials still frequent fast food joints like McDonalds – there’s something about a 2am Big Mac that beats a Buddha Bowl – they don’t exactly want you to know they are there and they definitely wouldn’t recommend a fast food restaurant to a friend. According to Morgan Stanley, it’s the lack of food quality at McDonald’s that prevents Millennials from recommending the brand to a friend.

In addition, market analysis shows that while fast food prices range from $3-$6 USD on average, fast casual meals typically costs between the $8-15 mark. “This range difference is due to the additional costs of high quality organic ingredients and flavors in the dishes and other conveniences such as non-plastic proper dining utensils and plates in a soothing ambiance.” Bringing

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all the previous proof points together, Millennials happily fork out the extra dough because fast casual matches their values.

So, with this all in mind, how can you use Fast Casual tactics to appeal to this next generation customer, even if you’re not a fast casual establishment?

•

Get Techy: Invest your time in setting up mobile offerings and invest in the best restaurant POS software to help drive efficiency and speed in your business.

•

Get Healthy: Research local food suppliers and sustainable vendors to help cater your menu to the healthy, or at least fresh, demands of

your customers.

•

Get Green (And Tell Everyone!): Make your fresh, organic, sustainable efforts known! And price accordingly.

•

Get Fast (but not too fast): Even if you’re a dine-in restaurant, streamline your operational processes for a smoother guest experience or consider offering take-out options.

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Grace Best, from page 64 tablishments can feed the thousands of mouths that come in for lunch during the week, our CSR’s take pride knowing they have maintained a relationship with a customer for over 10 years and they have grown from a 3 store establishment to a 40 store establishment in the blink of an eye, our purchasing team takes pride knowing they negotiate with our vendors to ensure we are giving the best price in the market, the list goes on and on.

It’s rather ironic that in many cases your company is the unsung hero behind the majority of the glamorous restaurant and foodservice establishments in Metro New York – how do we get out of that shadow and into the limelight?

To be honest – we love to be the unsung hero. Our job as a distributor is to make sure that those establishments grow into the glamorous restaurants or “the next best” that everyone talks

W E N

about. Watching these establishments grow and prosper is when we know we have done our job successfully. The goal is to change the perception of distribution and it’s not just our clients, it’s the nation as a whole. So with my view & understanding of Millennials, with the Social Media at my fingertips and knowing the latest trends in Instagram, Facebook, LinkedIn, blogging & websites – Imperial and the world of distribution is in fact cool and that is what I want to market.

You are also Front & Center with Imperial to tackle the Sustainability Challenges and becoming a Green Distributor – what is your thought process behind this commitment and what were your goals?

It is interesting – I actually first got involved in this from the Janitorial side of the business. The certifications, the standards and the reporting in the Janitorial world are much further ad-

Grease Interceptor

EnduraXL has been designed from the ground up to meet the needs of the modern operational foodservice environment.

Compact Footprint, with a Lifetime of Performance

www.enduraXL.com Represented in Metro New York by: Tel: (201) 525-1433 Fax: (201) 525-1437

DMM Enterprises

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dmm@dmmreps.com

vanced than the foodservice industry, so I took on the role as a way to promote something new that wasn’t out there yet. I learned as much as I could from the Janitorial side, underwent the certifications and now Imperial is able to bring a lot of these new Sustainability initiatives to our Foodservice clients that they have never seen before. The challenge of sustainability is that it is constantly growing and changing – there are different levels of recyclability, renewable resources, compostability, etc. that a lot of people don’t know what is the best version, or what is a “good”, a “better” or a “best” ecofriendly option across all of the different lines of disposable packaging/ paper products made by manufacturers. That is where we come in, we can advise and consult on these questions for our clients, we can run green spend reports, we can even provide carbon disclosure reports to our clients!

What role does Imperial’s sustainability efforts & certifications have in your marketing strategy?

Being that we feel ahead of the Sustainability and Green movement, especially across New York City – it is one of the biggest marketing tools I have.

Also, I run the green spend reports, I input the information and I know the certifications – it just so happens I am the Director of Marketing, so for me it is an automatic assumption right now that they go hand in hand and I can’t promote one topic successfully without the other. Of course we want to grow these departments within the company because the demand on the marketing and the sustainability side continues to rise, but right now, we have a process that works. So to end, being “green” is cool, and being a distributor is “cool” – not many people get to go around all of New York City and say to themselves we helped build, service and grow this city.

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NYCHA Awards, from page 14 I  Manhattan – Winner: Gramercy Tavern Nominees: Katz’s Delicatessen; Gramercy Tavern; Sylvia’s Restaurant, the Queen of Soul Food™; RedFarm I  Queens – Winner: Taverna Kyclades Nominees: Taverna Kyclades; Kabab Café; Phayul I  Staten Island – Winner: Lorenzo’s Restaurant, Bar & Cabaret Nominees: Denino’s Pizzeria & Tavern; Lorenzo’s Restaurant, Bar & Cabaret; Ruddy and Dean Steakhouse True Taste of NYC Award - Goes to an iconic dish served at an iconic NYC restaurant Winner: 2nd Ave Deli (Hot Pastrami Sandwich) Nominees: 2nd Ave Deli (Hot Pastrami Sandwich); Totonno’s Pizzeria Napolitano (Thin-Crust Coal-Oven Pizza); J.G. Melon (Burger) Nightowl Club Award presented

by E.B. Cohen Insurance & Risk Management - Goes to the important and/or influential club and/or operator Winner: Marquee New York Nominees: Marquee New York; Brooklyn Bowl; Output Nightowl Bar Award presented by E.B. Cohen Insurance & Risk Management - Goes to the important and/or influential bar and/or owner Winner: Employees Only Nominees: Employees Only; 67 Orange Street; Electric Room at Dream Downtown #HospitalityGuruAward - Goes to the restaurant with the best food Social Media presence – makes you drool, laugh and captures your attention Winner: Milk Bar Nominees: Joe & Misses Doe; Milk Bar/Christina Tosi; Black Tap Burgers Hospitality Technology Award - Goes to a technology platform enhancing the way the hospital-

ity industry operates (nominees are members of the Alliance) Winner: Harri Nominees: ADP; AYC Media; BentoBox; ChefMod; delivery.com; Dine Market; Harri; NCR Aloha; Paycom; Tripleseat; Valiant; Vitabyte POS; Wisely The New York City Hospitality Alliance is a non-profit-trade association representing restaurants and nightlife establishments throughout the five boroughs. Formed in September 2012 by a group of well-noted hospitality operators, The Alliance provides a unified voice for the industry in the halls of government, in the media, and is a one-stop resource for industry-specific advice, education, events and cost-saving services. Through the support and involvement of its members, The Alliance is committed to advancing – with a clear and unified voice – an agenda focused on opportunity, economic investment and job creation.

(L to R) Matthew Halper of I. Halper and Glenn Rolnick of Alicart Restaurants

(L to R) Hub Insurance’s Bob Fiorito and Nick Livanos of Livanos Restaurant Group

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Sampson, from page 16 write something emotional or accusatory in return. Instead, pay attention to what’s being said and then respond in a balanced, professional, and appropriate way.

“Probably the most important reason to respond to comments— both negative and positive—is that everyone else is reading them. Although many people won’t comment themselves, they’ll read the comments of others and pay close

attention to how your business responds.

“Responding to negative comments is a chance for you to demonstrate how caring, thoughtful, and engaged your business is and how it solves potential problems.

If you show that your business listens to and responds to feedback in an appropriate manner, you’re creating a sense of trust which will go far beyond the particular comments

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you’re dealing with at any given moment.”

I have been and will continue to suggest that no matter the size of your operation, you should have a social media monitoring service.

They are relatively inexpensive, and offer you a chance to address any harmful remarks aimed at your business. A Google search results in a long list of these firms.

As you know, the worst complaint

is the silent complaint, so when an unhappy or disappointed guest takes the time to go online with their complaint, it is worthy of a response and offers you a chance to keep or win back your guest. You’ll never know unless you have someone surfing the Web. And yes, there is another similarity. If you turn in a top performance, you can win a Tony for the legitimate theater group, an Oscar for the motion picture segment, and a James Beard Award for food service.

Remember, you heard it here first!

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PAR/Brink, from page 84 backbone, the Columbus, OH based concept has been able to open units to expand its loyal following who swear by its simple and delicious take on fashionable Asian street food.

In addition, PAR/Brink has worked side by side with acquired MOD Pizza a chain of fast casual pizza restaurants since their launch in 2008. The Seattle, WA based firm has utilized Brink POS software and PAR EverServ terminals to drive its explosive growth.

Most recently, Graeter’s Ice Cream has completed the deployment of PAR’s Brink POS software, Brink POS loyalty and PAR EverServ 500 terminals. With 37 company owned retail locations, Graeter’s is a fifthgeneration family-owned ice cream manufacturer that produces and ships over 300,000 pints of craft ice cream annually. With over a century

of experience, The Cincinnati, OH firm uses the artisanal French Pot method of production that has won the hearts of ice cream enthusiasts across the country.

Rubin has expanded his offerings to the online mobile ordering marketplace to accommodate the different ways guests order, a feature that PAR found very attractive.

PAR’s EverServe 8000 is the perfect hardware for Brink’s software.

A terminal that combines the traits of six terminals, it offers easily customizable order entry along with the ability to lie flat and not take up a lot of space on the counter. “Our customers said that was very important,” Rubin said. “We feel that our coming together will give customers everything they need in fast casual point of sale.”

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PAR’s EverServ Series 8000 using the Brink POS system.

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