November 2016 -Total Food Service

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2 • November 2016 • Total Food Service • www.totalfood.com

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

NEWS

OPENINGS

Celebrity Chef Wolfgang Puck Makes Long Awaited Entrance In NYC

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olfgang Puck never thought New York needed him. The celebrity chef behind supermarket soups, Oscar galas, and “California cuisine” spent decades circumventing the city. Instead, Puck developed an intercontinental restaurant group spread across hotels, casinos, and airports throughout the western United States, Europe, and Asia (most recently at the Four Seasons in Bahrain). Now the Austrocelebrity chef has finally realized it’s he who needs New York.

“London is important,” Puck

says. “But we don’t read the London Times in Los Angeles, we read the New York Times. So if we are not in New York, we cannot pretend to be a global brand.” He’s speaking in the kitchen of Cut, the tenth and most experimental location of his popular steakhouse chain, which just opened on the ground floor of the new Four Seasons Hotel on Church Street.

Puck and his wife currently reside in an apartment upstairs, far and away from the last Manhattan hotel he called home.

“I was supposed to be the chef at La Goulue in the Seventies. I was

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working at Maxim’s in Paris, and I was young and I was very difficult,” recalls Puck. “When I arrived, I said, ‘I’m not working in a bistro like La Goulue I want a great restaurant!’”

So, in 1974, Charles Masson Sr., the late restaurateur behind La Grenouille, found the chafed toque another job albeit in Indiana. Puck walked away from what he remembers as a “shitty hotel with cockroaches” and rode a Greyhound bus, hoping to arrive in the Riviera of the Midwest. “I used to live in Monte Car-

continued on page 120

Wolfgang Puck

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

NEWS

SPECIAL EVENTS

Brooklyn Set To Debut New Food and Wine Festival

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rooklyn’s first Food and Wine Festival, which launches in February, will boast top chefs including Tom Colicchio, Mario Batali and Carla Hall.

Celeb chefs Frank Falcinelli and Frank Castronovo, who launched their Frankies Spuntino empire with Frankies 457 in Carroll Gardens, Brooklyn, will also participate.

The festival comes from Time Inc.’s Food & Wine known for its posh Food & Wine Classic in Aspen in June and Brooklyn Sports and Entertainment.

The borough is filled with trendsetting chefs, eateries and artisans and it is time it has a festival of its own to celebrate the diversity of its offerings, organizers say.

Food & Wine’s new editor, Nilou Motamed, also lives in the food-

Main Office 282 Railroad Avenue Greenwich, CT 06830 Publishers Leslie & Fred Klashman Advertising Director Michael Scinto Art Director Mark Sahm

The borough is filled with trend-setting chefs, eateries and artisans and it is time it has a festival of its own to celebrate the diversity of its offerings, organizers say. friendly artisinal borough, as does food star Gail Simmons, who will also headline the event.

“It was only a matter of time before the food universe demanded a festival of this magnitude in Brooklyn,” Simmons said. “Its food, drinks, restaurants, purveyors and artisans are what make Brooklyn so deliciously unique, which was a major reason why I moved here in the first place.”

The festival will be held at Barclays

Center on Feb. 17-18, where there will be a grand tasting with more than 150 vendors and food curated by top Brooklyn restaurants. The second day will also feature cooking, wine and cocktail demonstrations along with an exclusive Saturday night dinner at 40/40 Club & Restaurant.

The festival continues on Feb. 19 at various restaurant venues throughout the borough.

Contributing Writers Warren Bobrow Faith Hope Consolo Morgan Tucker Fred Sampson Staff Writers Deborah Hirsch Alex Rubin Andrew Watson Phone: 203.661.9090 Fax: 203.661.9325 Email: tfs@totalfood.com Web: www.totalfood.com

Cover photo courtesy of NYC Department of Small Business Services 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

Tom Colicchio

Mario Batali

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Carla Hall

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

TRADE SHOW NEWS Speakers from MasterCard, Google, Hilton, IHG and NYCHA Top Lineup for HX: The Hotel Experience 2016

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ew York City’s HX: The Hotel Experience trade show, features over 50 interactive educational sessions with leading hospitality figures, including presidents, CEOs, directors, owners, chefs and brand specialists at the Javits Center, November 13-15.

The influential thought-leaders behind some of the hospitality industry’s top hotel brands and marquee restaurants will share their views on the state of each industry, consumer trends impacting business decisions, market forecasts and guest-experience strategies at the annual HX: The Hotel Experience, held November 13-15 at the Jacob K. Javits Convention Center in New York City.

Running concurrently with Boutique Design New York (BDNY), HX is North America’s largest hospitality trade show for hotel and restaurant owners, executives, directors, chefs, and GMs from across the hospitality spectrum–and manufacturers and marketers of products and services for all things hospitality.

HX offers a stimulating collection of distinct, on-floor presentations for its 12,000 guests. Each session or demonstration will be featured in specific areas throughout the floor. Featured areas include: HX: ONSTAGE–RESTAURANT; HX: ONSTAGE–HOTEL; HX: COOKS; and HX: TECH. These intimate sessions on the trade-show floor, invite attendees to join in con-

versations with industry experts and thought leaders.

Headlining HX: ONSTAGE–RESTAURANT, will be Paul Seres, President, Helios Hospitality Group. The “NYC Hospitality Alliance – From Rooms to Restaurants” session will share an insider’s look into how food and beverage are enhancing the hotel experience, with a keen examination of chef-driven restaurants and rooftop bars.

In “Foodservice Consultants Society International–Kitchen Makeover 101,” a panel of foodservice industry experts will share their experiencebased knowledge to help guests understand what questions to ask, what works and what pitfalls to avoid when updating existing commercial kitchens. Leading the presentation will be Joe Carbonara, Editorial Director/ Foodservice Equipment & Supplies and restaurant development + design.

Sarah Quinlan, Senior Vice President, Market Insights, MasterCard, will showcase “Trends in Consumer Spending and How You Can Profitably Respond.” As part of HX: HOTEL, Ms. Quinlan’s discussion will touch on the overall spending health of global consumers and their current spending trends in the hospitality industry.

With cyber security a hot news topic, “Are You Cyber Safe? Challenges & Solutions in Hospitality Cybersecurity” will be introduced by Peter Dooley, Chief Information Security Officer,

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IHG, from the HX: TECH stage.

Also on the list of notable speakers are Dr. Qing Wu, Senior Economist, Google, who will touch on “Uncovering Traveling Insights from Google Trends Data.” Additional insight will be provided by Jonathan Wilson, Vice President, Product Innovation and Brand Services, Hilton Worldwide in his presentation on “Reimagining the Future Guest Experience.”

“HX’s show-floor format will dramatically increase guest and speaker interactions, especially the launch of HX: COOKS with live chef demonstrations,” explained HX Group Show Director, Phil Robinson. “Our thought leaders come from every facet of the hospitality industry. This personable interaction will produce open dialogue among presenters, exhibitors and attendees and, in turn, help to inspire and even to facilitate profitable business relationships.”

Fifty more sessions addressing topics such as social media, restaurant

design and wage-and-hour laws for hospitality workers fill the three-day agenda.

Registration for the HX trade show is $75, which includes access to the show floor and all conference sessions, as well as BDNY admission.

Session, speaker, attendee registration and trade show details are available at www.thehotelexperience.com.

HX is North America’s largest trade event for hotel and foodservice owners, executives, directors, and GMs from across the hospitality spectrum, and manufacturers and marketers of all things hospitality. It is held annually in November in New York City.

HX is sponsored by the American Hotel & Lodging Association (AH&LA), the Hotel Association of New York City, Inc. (HANYC), and the New York State Hospitality & Tourism Association (NYSH&TA) and is managed by Hospitality Media Group (HMG).

HX will feature three full days of exhibits from Sunday, November 13 through Tuesday, November 15. HX is co-located with the 7th annual Boutique Design New York (BDNY), a trade fair tailored exclusively to hospitality design professionals. Collectively, the two shows will present 900 exhibitors and attract some 18,000-industry professionals.

For more information visit the website at www.thehotelexperience.com.

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

NEWS

BUSINESS SOLUTIONS

5 Year-End Tax Tips For Restaurant Owner-Operators

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hile the end of the year may signal a coming return to warmer weather and more patrons, it also signals something altogether less desirable for many - taxes.

Whether you dread tax season or have a quality bookkeeping and payroll system on your side to make it simple, tax season is unavoidable. More importantly, the end of the year is the ideal time to review your income, deductibles, and policies to ensure that you’re making the most out of every payment

Whether you dread tax season or have a quality bookkeeping and payroll system on your side to make it simple, tax season is unavoidable. you make to the IRS. The following 5 tax tips will help you plan your taxes so you can save as much as is possible.

1. Understand Your Deductibles

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and Maximize Them As a restaurant owner-operator, tax deductibles are a valuable tool that you can use to reduce your liability.

While you can likely qualify for more

deductibles than listed here, you can use these as a starting point when reviewing your finances.

Food Costs – Most business owners know that you can deduct the cost of raw ingredients and pre-packaged foods, but you can also deduct frying oil, condiments, and similar, as well as wasted food, which you cannot sell.

Most restaurant owners either keep a running report throughout the year

continued on page 96

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LEARN MORE AT WWW.BENEFITMALL.COM/RESTAURANTS November 2016 • Total Food Service • www.totalfood.com • 11

MEET THE NEWSMAKER

Abraham Merchant President and CEO of Merchants Hospitality Inc., NYC

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braham Merchant is a hospitality icon, who has developed multi-branded restaurants, hotels, condos, and office buildings all over the country and even in the Caribbean. Merchant has been busy creating Merchants Hospitality Inc. where he serves as their President and CEO. Merchants Hospitality is a Manhattan-based full-service hospitality company, which focuses on investment, development, ownership and management. We sat down with Abraham to learn his story and find out his solutions to some unconsidered issues.

Merchants Hospitality opened its doors in 1986 and has certainly made a name for themselves with their wide range of renowned restaurants and hotels. Merchants Hospitality acts as the managing director of each restaurant that is affiliated with the company. Over the past 25 years, Merchant has opened and managed properties all over the country. He now leads the experienced management team with a staff of over 100 employees. Merchant has opened and operated restaurants such as 485 Fifth Ave., Philippe Chow Restaurant on Madison Ave, NYC’s Famous Pier 15 at South Street Seaport, 350 Madison Ave, Merchants River House on the Hudson, and the award-winning Southwest NY. Before Merchant founded his hospitality company he worked as regional director for Riese Restaurants and helped to increase their

Merchants Hospitality has spent the last 25 years building an incredibly diverse portfolio of restaurants, hotels, and residential properties. revenue by $200 million. Riese Restaurants is one of the largest restaurants, retail, and real estate management companies in NYC. “I learned a tremendous amount by working for the Riese brothers. Irwin and Murray taught me that if you work hard, you will be rewarded,” Merchant said. This approach certainly hasn’t gone forgotten; Merchant has brought this same approach to his business. “We’ve taken it one step further, in many cases we pay more than any of our competitors but we also demand more from our team,” said Merchant.

Merchants Hospitality has spent the last 25 years building an incredibly diverse portfolio of restaurants, hotels, and residential properties. When you have all of these properties that are immensely popular you are facing a pretty hefty utility bill. We had to know what Merchants’ solution to the high levels of energy his properties were using.

“We brought in Peter Kaplan of UEC because we knew that there had to be a better way. With deregulation came opportunity. UEC gave us the chance to bundle energy costs with other operators so that we ac-

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complish significant savings,” Merchant added.

For those who don’t know UEC stands for United Energy Consultants. Since 2007 UEC has been providing the Metro NYC area with viable utility solutions. Through partnerships with other qualified channels, it provides a local business like Merchants Hospitality with a menu of utility services and product that will help your business.

What sets UEC apart is their added value of professional energy savings.

This is an aspect that restaurateurs don’t really think about or even know there are companies like UEC that can really help make a serious dent in your electricity bill. With properties all over the country, Merchant put some focus on his energy costs and let UEC come up with some utility solutions. “He’s a very savvy guy and has the flexibility to create energy savings for us in our restaurants

Abraham Merchant, President and CEO of Merchants Hospitality Inc., NYC

and operations,” said Merchant.

Abraham Merchant and Merchants Hospitality are not in the business of running nonprofitable restaurants. From very high-end Chinese restaurants with the Chows to a bar concept in the village, Merchant and his team can boast of operations in their portfolio that have spanned 20 plus years. UEC has helped them open this door with unique energy solutions that can be a lifesaver for anyone in the hospitality industry.

Merchants Hospitality

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

INDUSTRY PERSPECTIVE WITH FRED SAMPSON The Independents Seem To Be Holding Their Own

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or the record, one of my main objectives in writing these columns is to review major issues that can in some way affect the restaurant industry, be it chain or independent. When that happens I will in many instances quote portions of various articles, giving full credit to the writers and/or publications. In other words, it’s my perspective of the issue at hand. Such is the case in this column.

What caught my eye was the heading in a Restaurant Hospitality article of August 22, 2016: “Is Yelp hurting

chain restaurant sales?” Recent figures suggest online restaurant reviews may drive more revenue for independent restaurants than for their industry rivals. While the writer of this piece is Bob Krummert, a number of sources are named in the article, such as Black Box, the US Census Bureau, NPD, and Harvard Business School.

You may recall, about six or eight months ago we were led to believe that independents would be slowly but surely losing traffic to chains.

“The experts who tell us chain restaurants will inexorably take sales and

traffic away from independents better take a closer look at July 2016’s results.

Black Box Intelligence numbers show a 1.4-percent drop in chain sales, while the U.S. Census Bureau has the restaurant industry overall—including independents—recording a robust 5-percent gain. Could a 2011 forecast that review sites like Yelp ‘cause demand to shift from chains to independent restaurants’ be coming true?”

The next comment, from Black Box, is really thought provoking: “Black

Fred G. Sampson is the retired President Emeritus of the New York State Restaurant Association. He began 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 statewide alcohol training program and insurance plans. Comments may be sent to fredgsampson@juno.com

continued on page 114

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

NEWS

BEER SERVING SOLUTIONS

CO2: The Gas Source For Dispensing Keg Beer

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as goes into the keg and beer comes out simple, right? Take a few minutes and understand that the first component on the pressure side of a draft beer system - the gas source.

You need to move the beer from the keg to the faucet, this is called applied pressure. The gas selected should only be viewed as the pressure source of the system and should never change the carbonation level of the beer as prescribed by the brewery.

CO2 is the best gas source for dispensing draft beer as CO2 is naturally generated during fermentation. It is equally important to note that compressed air is never recommended as a gas source. The brewing industry invests millions of dollars in keeping air (oxygen) out of the keg package and, therefore, applying air pressure to the beer keg is detrimental to beer quality. Air compressors are rarely cleaned and the oil from the compressor quite often mixes with the air and the result will be an off smell and taste to the beer.

In any draft beer system, the CO2 gas cylinder and pressure regulator are crucial components that start the process of dispensing beer. The filled CO2 tank provides gas that is monitored by a regulator and controls the flow of beer. Generally used in direct draw systems for low-volume dispensing. CO2 cylinders are available in different weights, i.e., 2 1⁄2, 5, 10, 15, 20 and 50 lbs. CO2 cylinders are selected based on the weekly keg volume. For

example, a 5 lb cylinder may be used in a single keg kegerator where draft beer is sold in limited volume, a 20 lb cylinder is needed where there are 4 or more kegs on tap in a kegerator.

A full gas cylinder has approximately 800 PSI, far too high for dispensing purposes, this is where the regulator comes in. The regulator controls (regulates) the amount of pressure (PSI) used to dispense the beer, so you get a consistently perfect pour.

CO2 displaces beer at a continuous pressure, replacing the poured beer by occupying the space that otherwise would be empty in the keg. Empty space is referred to as “head space.”

CO2 fills the head space and maintains the pressure inside the keg. That pressure is set via a pressure gauge that uses pounds per square inch (PSI) to release the right amount of gas into the keg. Maintaining a constant PSI keeps the beer perfectly carbonated by preventing the CO2 that’s dissolved in the beer from leaking out of the keg.

WHAT PRESSURE DO I NEED TO SET THE CO2 REGULATOR AT? It’s always best to check with your beer wholesaler’s draft technician as to setting the regulator pressure. For a keg refrigerator at 38˚ F, the recommend CO2 pressure is between 12–14 lbs for most domestic beers. This pressure will maintain the level of carbonation that the breweries specify.

If the beer is dispensed with too low of a pressure, over time the CO2 that is dissolved in the beer will break out.

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This will result in flat beer. If the beer is dispensed with too high of a pressure, over time more CO2 will be absorbed into the beer and the result will be foamy beer.

HOW MANY KEGS OF BEER CAN BE DISPENSED OUT OF A CO2 TANK? As a general rule of thumb, it takes about a 1⁄4 lb of CO2 to dispense a 1⁄4 barrel of beer and a 1⁄2 lb of CO2 to dispense a 1⁄2 barrel of beer. A 5 lb CO2 cylinder will dispense 18 – 20 1⁄4 barrels or 9-10 1⁄2 barrels.

Tips for Maintaining Pressure • Store your gas cylinder upright • Identify the proper PSI, lagers dispense at 10-12 PSI Signs of Too Much Pressure: • Fast pour

• •

Foamy beer Over carbonation

Signs of Not Enough Pressure: • Foamy beer • Large “soapy” bubbles • Bubbles rising to the beer line Troubleshooting, Beer Not Pouring: No gas? Check: • Regulator shutoff is in-line with gas hose, if it is at a 90 degree angle the gas is turned off • High side pressure gauge at zero, there is no gas in the cylinder Gas Leak? Check: • Use a light mix of liquid soap and water to check all the connections: fittings, clamps, shutoffs and the regulator for escaping gas

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

ASK ANDREW

FROM THE NYC HOSPITALITY ALLIANCE

The Tax That’s Killing Manhattan Businesses

tor of the New York City Hospitality

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s business association executives, we constantly hear from our members who run small businesses about the financial burdens posed by escalating rents in New York City.

We also hear from elected officials, who ask us how they can help save the struggling and vanishing neighborhood shops and world-renowned restaurants that are roots of our communities.

This is not just about places with famous names; it’s about the fabric of our neighborhoods.

Rent itself is difficult to control in a high-cost city where space is so precious. But in Manhattan below 96th St., there’s a way to significantly reduce the costs on thousands of local businesses. So if government really wants to help, they don’t need to ask what to do; they need to pass legislation that’s been sitting in the City Council since last year.

Then, Mayor de Blasio needs to sign it into law to dramatically scale back if not eliminate the regressive commercial rent tax (CRT) on thousands of small Manhattan businesses.

The CRT was enacted by a cashstrapped city in 1963. As fiscal conditions improved, the tax has been eliminated over time for more and more neighborhoods of the city, including throughout the outer boroughs and northern Manhattan.

Today all that is left of the tax is imposed on commercial tenants south of 96th St. in Manhattan (except for

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

Victim of a rent increase (Shawn Inglima/For New York Daily News)

areas near the World Trade Center).

Most businesses that are subject to this levy pay a tax rate of 3.9% on top of their already expensive base rent.

Tenants are exempt from the tax if their annual base rent falls below $250,000. That may sound like it’s only aimed at large companies and major national chains. Not so; because rents jumped 42% in Manhattan between 2012 and 2015, more and more businesses are now subject to the tax.

In 2003, the city collected nearly $388 million from 5,858 businesses.

By 2015, 7,354 businesses were on the hook for the tax, paying $720 million to the city. That’s 86% more than in 2003.

The average CRT liability per taxpayer also increased in that time period, growing from approximately

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$80,000 to $100,000. That’s on top of the growing number of well-intended yet expensive government mandates such as increased wages, paid sick leave and health care requirements.

Unfortunately, many unprofitable businesses are paying the tax. The city’s Department of Finance used aggregate data to compare taxpayers’ net income in 2012 with their CRT tax liability in 2014. They found that approximately 1,200 businesses with very low profit margins in 2012 — less than $100,000 each — earned a combined $14 million in net income but together paid $19 million in 2014 CRT tax . This disparity was particularly pronounced among the retail businesses that elected officials are trying to save.

Legislation by Councilman Dan Garodnick would raise the threshold

at which businesses are on the hook for the tax up from $250,000 in annual rent to $500,000, exempting more businesses. Others want to raise the threshold even higher or target relief to retailers and restaurants. Even better, Mayor de Blasio could lay out a multiyear plan in his next budget that would phase this unfair tax out altogether.

At a recent bill-signing ceremony, the mayor said that “Our small businesses are not only engines of our economy — they are an essential part of our city’s character.” We hope that he will solidify that sentiment with action by reducing the CRT burden.

Now is the time because the city is flush with tax surpluses and reserves.

Over time, whatever revenue the city loses will be offset by new tax revenue triggered by business expansion, a broader tax base and greater economic activity and opportunity.

Not only will businesses be saved.

Neighborhoods will be, too.

This article originally appeared in the New York Daily News on October 6th, 2016, and was co-written with Jessica Walker, president and CEO of the Manhattan Chamber of Commerce.

November 2016 • Total Food Service • www.totalfood.com • 19

LITTLE M. TUCKER

WITH MORGAN TUCKER

Providing What You Had Thought To Be Unrealistic

T

he original Shake Shack is situated in Madison Square Park, which happens to be in between my Flatiron offices and the tabletop showroom building, 41 Madison Avenue. I have certainly done my fair share of indulging in the celebrated concept during my last decade in the neighborhood.

But, the Shake Shack I devoured in Chicago earlier this month, was my favorite. The flavors were exactly the same as the NYC flagship. The packaging was also exactly the same (designed in partnership with M. Tucker

Morgan Tucker is Director of Business

and the incomparable and late Scott Clayman). However, this distinctive meal appeared in my hotel room exactly 22 minutes after I placed a call to room service at the Chicago Athletic Association.

I have spent a significant amount of nights on the road this year, visiting International factories to source new products and visiting boutique hotels nationally as a foodservice consultant and tabletop supplier. But this wasn’t a meal, this was a memory.

I am often told that I am chasing something unrealistic. Providing

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

curated foodservice supplies with heritage and depth to industry professionals looking to make a meaningful, conscientious statement.

However, this exists. You will find it at the Chicago Athletic Association.

You can also find it next month at The Troubadour, a JDV Hotel, opening in New Orleans.

Chef Phillip Lopez will be preparing locally-inspired casual bistro fare with French influences on archive dinnerware from Pillivuyt with a joyful mix

continued on page 98

Development at M. Tucker, a division of Singer Equipment Company. Ms. Tucker works with a wide diversity of acclaimed restaurateurs, celebrated chefs, and industry leaders across the U.S. Her website littlemtucker.com is an exceptional resource for equipment and supplies solutions. Morgan is based in NYC and can be reached at mptucker@mtucker.com.

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

MIXOLOGY

WITH WARREN BOBROW

The Peerless Temperament Of Martin Miller’s Gin

I

was first introduced to Martin Miller’s Gin by the founder himself.

The cocktail in my hand that night was known as a Jimi Cocktail.

Named for the iconoclast himself, Jimi Hendrix, who’s music pulsed and grooved around the boite- a gorgeous mid 1800’s era Federalist-style mansion on the periphery of Greenwich Village. The well-appointed bar-room was very private, its lights held down low. This was the genre of a clearly- only in Manhattan experience- one from another era.

Mr. Martin Miller was introducing his gin to the guests- but he was not working the room, as much as he was holding court. There were handcrafted cocktails being assembled on a tiny zinc bar- set just off to the side.

Fresh lime, crisp mint, a touch of Demerara Sugar- Martin Miller’s Westbourne Gin in a glass, simultaneously tempered by what seemed like plenty of ice, stirred, strained, poured, supped. But alas after several of these tiny mind pleasers- the overproof gin (in this case the Westbourne) made staying cognizant extremely difficult.

The music was swirling, the tiny drink, highly intoxicating and Martin Miller’s ebullient laugh burnt deeply into my memory. There are occasions in life to drink in and this was one that overflowed with each belly laugh to this very day.

Excellent gin such as Martin Miller’s Gin has a peerless temperament. There is an absolute plethora of gin on the market, each promis-

ing much, and not accomplishing it. Not all of these versions of gin are successful and more come out every day. It can be very confusing to the consumer who may not ‘get it’...

The key here is to train your staff and taste as many different kinds of gin as you can, (and still stand) and

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remember their idiosyncrasies and their successes. Gin is HOT. The list can be very short, if you know what you’re selling. Your descriptions should resonate like when you suggest Martin Miller’s Gin. Always with a smile!

Gin is jam-packed with flavor.

With it comes taste, and each taste should unlock a specific memory- or nostalgia of the first time you tasted it. As I will always remember the gin that my father drank, it was in a green bottle. To this day, every time I see the distinctive shape- I can taste it on my tongue. As I know that even a tiny sip of gin of this will unlock memories.

They say history to me.

Martin Miller’s Gin does the same thing when I sip it. Each distinctive expression tells a story in aromatics.

Not every gin has that honor. Utilizing quality ingredients in distillation is the determinate for me. Full disclosure: I’m probably too hung up on authenticity and ‘hand crafted.’ If you like to know, Martin Miller’s Gin is distilled in England and blended in Iceland- using the best water in the world. Yes, their blending water is from Iceland! Of course I’d know about Icelandic water because over the years I’ve tasted water from many different places. I’ve tasted Icelandic water at the Fancy Food Show, it made a lasting impression on me.

The Icelandic water has a purity that comes from rock and fire. Their land is in constant change; the water bubbles up from deep within the

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.

surface of the earth: dancing into the air like a pillowcase full of kittens!

Martin Miller’s Gin tastes like the terroir of the place. Each sip has the stuffing of classical distilling, in a copper pot still... In England. There is serious fun in each sip, with a history to boot.

The Copper Pot Still. Why is this important? For Martin Miller’s Gin, their two very distinct gin recipes are forged together in an ancient copper pot still, hand built at the turn of the 20th Century. To give a correlation to your education, Rum, Gin and Whisky(e) are often produced in these very primitive pot stills. This vessel is sometimes fire heated, although the combination of fire and alcohol often have frightening re-

continued on page 130

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

NEWS

TECHNOLOGY EDUCATION

ICC®’s Continuing Education Courses Advance Tech Game For Culinary Pros

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he International Culinary Center® is breaking ground with the addition of new technology courses for professional development. With modern techniques incorporated into existing curriculum and new courses added to their Advanced Chef Training series, ICC is bringing 21st-century techniques to ICC students and professional chefs.

We had the pleasure of chatting with ICC’s Director of Food Technology and Culinary Coordinator, Chef Herve Malivert to talk about these new additions. The Culinary Technology for Professional Development and Culinary Technology Intensive are both five-day handson courses designed to help further professional chefs and their careers.

These courses will be taking on everything from sous-vide cooking to foams and airs. We wanted to learn more about Chef Herve Malivert and

Chef Herve Malivert, ICC’s Director of Food Technology and Culinary Coordinator

how he will be working with his students.

What was your introduction to the culinary world?

My father was a cheese maker and I would go to deliver cheese with him in the early morning. We would deliver to restaurants and I would see all the chefs wearing their nice, white, crisp jackets. I spent my childhood around restaurants, cheeses and wines; it was always a major influence. That is how I knew I wanted to be a chef.

When did you get involved with ICC? I started at ICC in March of 2006 and at the time was a French-Canadian teacher. That year I met Chef André Soltner and he invited me to tour the school. I had a great first impression of the school from the faculty to the kitchens. What really influenced my decision to start teaching was when I would get a class and they would spend the entire time asking me questions. It was the passion from the students that motivated me to start teaching at ICC. If you had asked me to teach a year before I started at ICC, I would have said “Me teaching? No, I would never do that.” I didn’t know much about teaching at the time, but after spending time with the students, I fell in love with the passion for learning that they had.

How do you like teaching?

I love teaching. I believe that when you are in restaurants just doing ba-

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One of Chef Herve’s signature plates from the ICC course he teaches.

sic cooking you can forget about the passion, it becomes routine. When I’m teaching at ICC I get to take a step back and breathe. You don’t have to worry or fight with time, and you are able to teach with patience.

You have trained many students at ICC to success in competition, what are the common characteristics that they share?

What I look for in my students, as a coach is passion. I may say it too much, but they need to be passionate about cooking. They need to put everything in and focus on the determination of your competition. I go for the win when I coach. Yes you have fun, but at the end of it all you

are there to win. All the time and prep you put into it is not for fun, it’s so you can build on your passion, determination, discipline, and skill.

In these competitions it’s all about the media. You need to be easy in front of a camera, calm and collected while answering questions. A good story can also help. You can always work and improve on your skill, but what’s important to me is that they have a good personality.

Any reason that you are so microfocused on culinary technology?

When you look at most of the three-star, four-star, and ultra high end restaurants 90% of them are us-

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

ICC, from page 24 ing these new techniques and technology. We always want to keep our students up to date with culinary trends. The foundations and practice is something we are always going to teach, but having the knowledge of what’s happening in the restaurant scene now is one of the most important things we can share with our students.

Is culinary technology a necessity for a chef to know in the modern culinary world?

I believe as a chef, you want to be able to use all your knowledge. The more knowledge you have the better you are. When you talk about technology people get crazy. It has completely changed the way of cooking because people are doing something completely different. Ideally for me, you need to first be a trained cook to be able to move into something dif-

interest for your dish.

Another one of Chef Herve’s signature plates from the ICC course he teaches.

ferent. For instance, I take very classic recipes and flavor, but the change in cooking is more at the end. I use these techniques to inform my plating ideas. The flavors are classic, the recipes are classic. For me, it’s very,

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very important to focus on flavor and texture, that’s what needs to be important. At the end, it’s the final products on the plate that need to be great. So don’t do something because it’s cool, do it because it’s in the best

Would you say that some of these techniques like gelling agents, texture modification, foams and airs are the hardest techniques for chefs to learn?

No, they’re not tough and they are not hard to do either. They just require a little more technique. Using these techniques in a recipe takes time and patience. If someone is having an off day and is losing their patience very quickly then I would say their technique is not ready. Let’s say you are making foam using a pan bander, it requires a lot of time to adjust the consistency. A lot of the recipes, especially making a gel will have someone spending $40 on equipment and different gels. It’s not difficult, it’s just new. It requires patience, but it’s definitely something that can be learned.

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

NEWS

RESTAURANT MANAGEMENT

4 Essential Qualities of Restaurant Managers

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here are some qualities that restaurant owners and managers must possess to be successful. Not everyone naturally has these qualities, but they can be learned. Key qualities of a successful restaurant manager are: leadership, attitude, flexibility and efficiency.

Whether you’re a restaurant veteran or novice, this set of qualities must be honed if you want your restaurant to succeed.

Leadership Some folks in the restaurant business call themselves managers (whether they’re the owner or not) don’t really know how to manage people. We all know the old saying “lead by example” and that’s a good starting point.

Strong leadership is a cornerstone of any successful foodservice venture.

You don’t want to rule with an iron fist, but you can’t be wishy-washy either.

Clearly define employees’ roles and responsibilities. And hold staff accountable. It’s human nature to deride staff members who are lagging in their tasks, however taking the approach of a true leader, you’ll use these instances as opportunities to train, not put down.

“Leadership is the art of getting someone else to do something you want done because he wants to do it.”

— Dwight D. Eisenhower Attitude Attitude is everything, right? With-

and be willing to make adjustments.

Clinging to ideas that are outdated or unwanted is not a recipe for success! Stay a step ahead of your competition by being flexible to the wants and needs of your prospective customers and community.

out passion, excitement, positivity and energy you can’t successfully manage a restaurant. Actually, you probably won’t find success in any industry if you don’t have the right attitude.

A leader’s positive attitude must remain steady, in good times and bad.

As a restaurant manager or owner, you’ll have days when you’re frustrated or deflated. Increased commodity costs, employee turnover or a slow season can bring down even the most optimistic person. However, as the leader of your restaurant, you must remember that how you feel and the energy you project is mirrored by your employees.

If you’re not excited and passionate about your restaurant, you can’t expect your employees to be enthusiastic.

A bad attitude is like the flu… it’s contagious! Instead, give your employees a great example of a positive

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attitude and they will emulate you.

Flexibility Flexibility is the opposite of being stubborn and stuck in your ways. Flexibility doesn’t mean changing your menu every week or giving in to demands of your staff. To succeed in the restaurant business, you need to be nimble and realistic.

Here’s an example: You love white tablecloths. You’ve had white tablecloths since you opened and you feel attached to the look. But if your linen cleaning costs increase and customers are telling you white tablecloths feel too formal, it’s time to be flexible and rethink your love for white tablecloths.

Smart restaurant managers are open to change when warranted.

Refusal to change, or fear of change, is the downfall of many restaurants.

You need to understand your competition and what your community wants

Efficiency Use your time wisely! Don’t waste time on things that don’t set you apart from your competition. Inefficiency in how you run your restaurant will end up costing you time and profits. Creating processes and standards will help you become more efficient.

As a restaurateur or manager, you need to spend your time on activities that brings guests in the door and generates revenue. Anything that takes your eye off efficiency and the customer experience, is wasted energy.

Take ice machines as an example.

You need them, but the time (& money) to care for them and keeping them running optimally is time away from your core business. A better solution for a restaurant’s ice needs is to outsource.

Spend your time and money where you can make a difference, and let Easy Ice worry about the ice machines.

That’s efficient!

Flexibility, attitude, leadership and efficiency can be learned and need to be nurtured. By mastering these elemental qualities, you’ll decrease employee turnover, delight your customers and have a finely tuned operation.

And that’s success!

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

Q&A

EXCLUSIVE FOODSERVICE INTERVIEW

Michel Mroue´ Executive Director, NYC Food & Beverage Hospitality Council, a program by NYC Small Business Services

A

s the Executive Director of the NYC Food & Beverage Hospitality Council (a program by NYC Small Business Services), Michel Mroue´ has taken the lead for a glaring need in New York City’s foodservice and hospitality industries. Total Food Service sat down with Michel to discuss the Council’s objectives and next steps.

How did you get started in the industry?

I have over 17 years’ experience in hospitality, mostly in food and beverage operations. I’ve worked with Starwood hotels, Omni hotels, Norwegian Cruise Lines – all focused on new build, new openings. One of my most recent experiences was opening a hotel on 57th Street, The Quin. I always had a lot of interest in traveling. Most of my family has lived in Dubai, so I was exposed to all the luxury hotels in the industry, the high-end restaurants. And I had this passion. Through my childhood I always wanted to become a leader in the hospitality industry. And here I am.

Based on your experience, can you give us an overview of the challenges that restaurants and foodservice operations, face on a day-to-day basis? How is the council going to help them solve some of those?

I have seen throughout all the

years I have worked in New York City that most businesses suffer from common issues. One is, first of all, finding and retaining qualified individuals to fulfill the needs of the foodservice operation. There’s been a huge rise in costs in the last couple of years that’s burdened the ability to even operate and open more restaurants in the city. And the profit margins have shrunk.

For someone to be able to make a 10% profit margin today, it’s practically become a miracle. And this is what has led me to accept the position as a leader for the New York City Food and Beverage Hospitality Council.

What are the objectives of the council?

First of all, addressing the skill gaps and labor shortages. The city has started losing its hope as a place where you can become a famous chef and build a career within the city. A lot of this work force has emigrated out of the city. We need to address this. Also, how we can improve retention, because, again, if you improve retention, you’re able to reduce your costs. Each individ-

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Michel Mroue´, Executive Director, NYC Food & Beverage Hospitality Council, a program by NYC Small Business Services.

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

Q&A Michel Mroue´, from page 30 ual who leaves your establishment creates around $6,500 to $7,000 in turnover costs, so in a short period of time, you’re bleeding. And how could we do that? We could create management supports, software supports. There are a lot of industry managers who lack experience in many aspects of applied management or human resources or pest control. So we will work through the council. Everything will go through the council for approval, for recommendation.

Our second objective is to help the food and beverage industry navigate regulatory reform, including but not limited to how to deal with the Department of Health, with the Fire Department of New York, the Department of Buildings, city agencies. There’s a lot of work that needs to be done there.

How do you decide who is the right fit for the council?

I want a council that presents a bouquet of different sizes and types, from large corporations like Patina Restaurant Group to single operators. Independent single unit operators are very important for us, because this is what the city has been known for, to come in and make a name for yourself. We want a mix.

We’re not an association where you have to go around and lobby for these individuals. We consider every single individual operator who comes to us and expresses interest.

You want a lot of people coming at this from different angles.

Yes, but at the same time, they have to be able to show not only interest but also commitment to play a part in the three goals that the council has convened at City Hall.

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We’re not collecting dues. We represent the city, New York City government, and New York City businesses. And our ultimate goal is to make positive change for the workforce and also for employees, at the same time. We have three missions: education, internship, and employment.

Tell me about the education aspect.

Education will be held at a reputable culinary institution. We will then provide an internship with one of our partners. Our partners are the council members. It’s a paid internship. After an assessment and evaluation throughout the process, there is a commitment for employment.

This is hands-on training, not sitting in a classroom. It’s all practical, conducted by chefs.

We have built the basic training program around some of the pro-

grams that have been utilized in Europe successfully for a number of years.

So will an employer send an employee for this training? Will someone who wants to go to work apply for this training? Tell me a little bit about how you get into the program.

One of the services of the Department of Small Business are workforce centers that we run across New York City, and one of the components of these centers is that we find job seekers who are looking for work, and we connect them with career opportunities. Some of the folks come in through here. If they express some kind of interest in working in the food industry, this

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November 2016 • Total Food Service • www.totalfood.com • 33

Q&A Michel Mroue´, from page 32 is one option that can be presented to them where they can go through this training program, find gainful employment and economic upward mobility. At the same time, we’re helping the business find qualified talent.

If we were to look at all the people who have been successful in this industry, what do you think some of the common characteristics are?

It’s thinking out of the box. Being able to take risks. The opening and the closing of a restaurant is extremely hard. Being able to adapt to the changes that the industry is facing on a daily basis. It’s getting away from the basic cookie cutter. If you take Union Square Hospitality, every single restaurant has a different brand and identity. There’s no cookie cutter. There’s no same routine, or same basic menus. If you look at the Altamarea group, if you look at LDV, the common characteristic of success between all of them is just being able to have a different identity, different products. And you, as a normal New Yorker or a tourist, you would never know that, at LDV, or Dolce, it’s the same owner because every one of them has a different personality.

bring to the table. We’re definitely aware of what the NYSRA has presented or has worked on in the last few years. But at the same time, it only represents a handful of people, it does not represent the majority of 19,000 restaurants in New York City, an approximately $19 billion industry, with over half a million bars.

The NYSRA represents mostly fast food and freestanding restaurants and a very small number of upscale

What’s the difference between your group and the New York State Restaurant Association (NYSRA) or the NYC Hospitality Alliance? Is this a whole different agenda? Where does this fit in terms of what this group is trying to get accomplished?

We’re not revamping or creating different goals than what they have.

But number one, we basically represent members and non-members of any association. For example, if you take Union Square Hospitality, Danny Meyer does not belong to any association. But he does belong to our council. We tend to act and work based on what the council members 34 • November 2016 • Total Food Service • www.totalfood.com

restaurants. We represent all. We are a one-stop shop.

helping small businesses grow and expand.

How do we know this is going to have some long-term roots going forward, not just out with the next mayor?

The Department of Small Business Services has existed well before Mayor de Blasio and it’ll exist after he’s gone. Ultimately this agency’s goal is not political. It’s focused on

If a restaurant wants to get involved, what is the best way to keep abreast of what’s going on?

Our website is still in progress, but until then, all of our news releases will always be found on www.nyc.gov/sbs.

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

SCOOP

INSIDER NEWS FROM METRO NEW YORK’S FOODSERVICE SCENE

Manhattan’s Riviera Caterers Tabs Iron Chef’s Tyler Lyne to Top Chef Post Scoop notes that Riviera Caterers the family-owned fourth-generation catering company supplying leading innovation in the event space across the nation, recently revealed they have hired Millennial mastermind, Tyler Lyne, to be the Executive Chef and Chief Operating Officer, guiding direction in the kitchen, in addition to creating an infrastructure to provide clients optimal innovation in the food space. “Riviera Caterers has determined Tyler to be the most innovative in the industry. With top competition in the food space, my partner, Bobby Stern and I found him to bring a wealth of knowledge in his ability to bring a Michelin dining experience to the catering and event world. We’re excited to bring him on-board as we continue to be at the forefront of food innovation in the catering industry,” said Andrew Cavitolo, Creative Director. Riviera’s clients include A-List celebrities, athletes and Fortune 500 companies such as Nike, Target, Pepsi and Google. Tyler’s roll within Riviera Caterers will be to help curate cuisine

View from the WTC860—Riviera at The World Trade Center.

only seen in the world’s best restaurants. This will be implemented at each of their major event spaces including WTC860 – Riviera at The World Trade Center, Spring Studios and the Oculus (opening late 2016), in addition to many of their other partnered event spaces. He has been based in New York City for the past ten years working in the restaurant

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

industry at sought-out fine dining restaurant scenes. Examples include Bouley and Momofuku Ko and Ciano. He later became the Chef de Cuisine at La Esquina. Tyler has appeared on Food Network’s Iron Chef America and has also been recognized by ZAGAT as one of New York City’s “30 under 30” trailblazers in culinary innovation.

In the late 1800s, Zaccharino Cavitolo opened a small restaurant to serve family recipes from Naples, Italy. During the Great Depression, the restaurant turned into a venue where people hosted weddings – the original Riviera Caterers. Today, that passion is carried on through Andrew Cavitolo and his business partner, Bobby Stern. Riviera is a food purveyor with unrivaled dedication to bringing a creative vision to clients and consumers. Riviera Caterers’ bespoke food presentation encompasses a customized sensory experience. Crowned New York City’s Caterer of the Year by BizBash Magazine, Riviera produces hundreds of visual experiences for product launches, fashion shows, charity galas and special celebrations.

New Haven Sushi Chef Receives White House Honors Scoop says one of the most unique dining experiences can be found at a restaurant in New Haven, Connecticut and the owner and chef will be recognized by the White House for his innovation.

Miya’s sushi restaurant has won numerous awards for Bun Lai’s cre-

A sampling of the award winning cuisine from Miya’s sushi restaurant.

ative and original menu. He uses sustainable seafood, invasive species, and plant-based ingredients. He’s now among 12 people from across the country being recognized as White House Champions of Change for Sustainable Seafood. “One of the cool things is that it’s happening in a small city -in the city that I grew up in,” said Lai. “This is a city that embraced ever-evolving, changing, and innovative cuisine.” Lai’s commitment to sustainability has put the restaurant in the international spotlight making it the world’s first

sustainable sushi restaurant.

But Miya’s innovative cuisine, which has included a special invasive species menu - things like Asian shore crab, Japanese knotweed and tunicate - hasn’t always been an easy sell. “For years and years and years, as we were working on this cuisine, people would come into Miya’s,” Lai said, “look at our menu and be like, ‘Where’s the eel? Where’s the yellowtail? Where’s the spicy tuna?’ So, for much of my career at Miya’s, I’ve experienced a whole lot of people who really supported us in what we were

Ten years ago, Chef Michel Nischan (R) enjoys a lighter moment with Paul Newman.

doing. And a lot of people who would just look at our menu, and just literally run out the door.” His food has been described as intensely creative.

Lai said it’s his medium of expression, which he got to share during his White House visit. Not only was Lai being honored he prepared a private, post-ceremony dinner for about 300 people. On the menu for the president and his guests were “Blessed Barack of Ribs,” which contains applewood smoked invasive Asian carp ribs.

CT Toque Nischan Reflects On Paul Newman’s Impact Scoop notes that a decade ago, actor-director-social entrepreneur Paul Newman asked celebrity chef and sustainable food consultant Michel Nischan to become his partner in a farm-to-table restaurant called Dressing Room at the Westport Country Playhouse in Westport, CT. But Nischan didn’t immediately jump at the opportunity. At the

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

Scoop, from page 37

time, he was trying to start a nonprofit organization called Wholesome Wave to help low-income people get access to affordable fruits and vegetables to combat a host of chronic diseases. Nischan’s own son had been diagnosed with type 1 diabetes, and Nischan had learned that diet could make a big difference in whether a child thrived or developed complications. And he knew that many children weren’t

as fortunate as his son had been to grow up in a home with healthy and plentiful food. “I told him I really needed to figure out how to do this nonprofit work,” said Nischan, who liked the flexibility of consulting. Newman certainly understood the pull of social entrepreneurship as the founder of Newman’s Own, an organic food company that donates all its profits to charity. Why not do both, Newman suggested. And that’s

exactly what Nischan did. “He actually acted as the catalyst,” Nischan said. “Probably I would’ve founded Wholesome Wave a little later if it wasn’t for my relationship with Paul, if he wasn’t bugging me.”

Sadly, Newman died in 2008, only two years into their restaurant venture. Nischan kept Dressing Room open until 2014 and then devoted himself to his foundation full-time.

Newman would undoubtedly be

proud of what Wholesome Wave has accomplished. Since its founding in 2007 the Bridgeport, CT-based organization has grown from a skeletal crew working in three states to a charity that now works in 44 states and employs about 30 people. According to its tax filings, Wholesome Wave generated about $5.6 million in revenue in 2014, including grants, donations and program service revenue.

Amtrak Upgrades Onboard Dining Options For Metro NYC Passengers

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38 • November 2016 • Total Food Service • www.totalfood.com

Scoop says whether it’s a full sitdown meal or more informal food service, many trains have one or more options for onboard dining. We now have dining choices, onboard dining reservations and different types of dining cars. If you’re not hungry now, you might start to hear your stomach rumbling after taking a look at their menus. Find out more about the meals available on long distance trains and explore the enhanced dining options for Acela Express passengers. See what alternative menu options for those with special dietary requirements are available. Amtrak also offers meal service for passengers with disabilities. Be sure to read the guidelines for bringing personal food, beverages and medication before your travel. You can view nutritional content, caloric information and food allergens for items on their menus. Information is available for menus that provide caloric information on the printed version of the menu. Information is updated when menu changes are made.

Amtrak has enlisted the expertise of prominent, well-respected chefs, restaurateurs and authors to drive ideation and differentiate its onboard menus. This group of celebrity

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

Scoop, from page 38 chefs has influenced Amtrak menus and culinary product development by creating exciting, flavorful food with a regional focus. Members of the team include James Beard Award winning Chef Jamie Bissonnette of Boston, Chef Matthias Merges of Chicago and Chef Roberto Santibanez of New York.

Meyer Introduces Paid Parental Leave For NYC Team Scoop hears that Danny Meyer’s Union Square Hospitality Group will offer employees who have been at the company for at least a year paid parental leave. Employees will receive 100% of their base wages for the first four weeks after the birth or adoption of a child and 60% for the next four weeks. Last year, the restaurant empire, which includes union Square Café and Gramercy Tavern, got rid of tipping and started paying waiters and bartenders based on a restaurant’s weekly revenue.

the parent company of Leone’s for 10 years.

Two Patsy’s Reignite NYC Pizza Brawl Scoop says there are no paisans among these Patsys. A long-simmering legal feud between two famed Manhattan Italian eateries has reignited, with Patsy’s Pizzeria on East 69th Street accusing Patsy’s Italian Restaurant on West 56th Street of trademark infringement for using

Humm Takes Trip Back To The Future With NYC PopUp Scoop notes that it might be the zaniest challenge ever taken on by a world-renowned chef. Culinary wizard Daniel Humm, of the three-Michelin-star Eleven Madison Park and the NoMad, is tackling an ItalianAmerican menu inspired by longgone tourist trap Mamma Leone’s.

On a recent Sunday, Humm and his partner, Will Guidara, launched Mamma Guidara’s, a weekly popup at the NoMad Bar. The Swiss-born Humm suavely channels his inner paesano, serving up a juicy and wellcrusted chicken parm for two that’s already autumn’s must-have dish, even though it only debuted last month.

“We’re selling out the house,” says Guidara. It’s a labor of love for the restaurateur. His dad, Frank Guidara, now in his 90s, was chief operating officer of Restaurant Associates, 40 • November 2016 • Total Food Service • www.totalfood.com

the “Patsy’s of New York” trademark.

Patsy’s Pizzeria, which has dozens of franchisees, claims in its Manhattan Supreme Court lawsuit that the US Patent and Trademark office has blocked its application to register the name “Patsy’s Pizzeria.” The pizzeria’s suit aims to cancel the restaurant’s “Patsy’s of New York” trademark. Litigation between the two companies has dragged on for years, with the restaurant, where Frank Sinatra often dined, initially accus-

ing the pizza joint of infringing on its trademark. A federal appeals court eventually ruled each outlet had to use its full name.

Bartlett Dairy Will Get New Milk Facility In Queens Scoop says the dairy industry won’t be gone from Queens for long.

The city’s Economic Development Corp. announced last month that it

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BOOTH #2300

November 2016 • Total Food Service • www.totalfood.com • 41

Scoop, from page 40 will develop a new facility for Bartlett Dairy near Kennedy Airport, three weeks before the borough’s only milk plant was set to close. Bartlett, which serves the city’s schools and Starbucks, has operated out of the Elmhurst Dairy plant in Jamaica since opening in 1968. The new facility, to open in 2020, will help preserve 200 of the 273 jobs affected by the Elmhurst closure, according to the EDC. Elmhurst announced its shutdown in August, after 80 years of service. “It is essentially a milk and dairy-product manufacturing operation located in New York City for many reasons, including the ability to service innercity neighborhood delis, bodegas, schools, food service operations as well as supermarkets with fresh local milk and dairy products,” said Bruce W. Krupke of the Northeast Dairy Foods Association Inc. Construction

of the 56,000-square-foot facility at Nassau Expressway and Rockaway Boulevard is slated to begin in 2018, the EDC noted. The site will be used primarily for distribution and office work, but Bartlett’s contract with the city allows it to set up milk processing in the future. They have enough land and ability in the zoning to process the milk. In addition to saving the 200 employees, the majority of whom are Queens residents, Bartlett aims to add 50 new positions at the facility, the EDC said.

City Based 5 Napkin Burger Slashes Menu Scoop notes a popular Northeast burger chain is trimming the fat off of its menu. 5 Napkin Burger is saying goodbye to sushi rolls, tacos and buffalo chicken sandwiches as it looks to simplify its menu as a pre-

42 • November 2016 • Total Food Service • www.totalfood.com

NYC’s 5 Napkin Burger is making its’ menu simpler.

cursor to a move into franchising.

The simpler the menu the better the chances are franchising, the

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Scoop, from page 42

company said, while admitting there are no immediate plans to begin franchising. Burgers will be an even bigger star as the six-location chain will feature about 40 items down from 65. “We see potential for the brand to grow,” said CEO Robert Guarino. The chain has four locations in Manhattan and one each in Boston and in Westchester County. Prices are going up for some items, like sides, which will see about a $2 bump, while burgers will get larger but cost less — $14, down from $16.95, but will now come without fries. Customers can expect to spend about the same as before, $22 per person, Guarino said. “The first thing a restaurant should do is eliminate the things that confuse people,” like the sushi on the 5 Napkin Burger menu, said restaurant consultant Clark Wolf.

Long Island Firm Introduces New Refrigeration Efficiency Technology Since 1958 Gina Marie Refrigeration has been working on innovative refrigerator door systems. The good people over at Gina Marie Doors are specialists who have worked solely on display doors for over 50 years, everything from reach in display doors to welding and fabrication. As of 2016 the 50 plus year-old company has partnered with GreenWise technologies to take refrigeration to introduce the Ethylene & Humidity Control Filters. This groundbreaking product controls humidity in walk in coolers and freezers along with providing operators with a plethora of additional benefits. These filters reduce odors, reduce cross contamination, remove harmful ethylene grease and pectin acids, reduce 84% of acidic acid, reduce defrost cycles,

and increase your storage life by 50%!

These filters are new, groundbreaking and are now finding their way to the tri-state area. If you are an operator in the NYC, NJ, CT area and are having any trouble with your food storage concerns, reach out to Gina Maria Refrigeration and see what the hype is all about.

Somerville Bartender Grabs Top Jersey Honors Scoop sees that bartender Steve Fette, who works at Verve Bistro, Bar & Lounge, has won a statewide cocktail competition at Harrah’s Casino in Atlantic City.

Steve Fette, bartender at Verve Bistro, Bar & Lounge in Somerville, is the winner of the 2016 Iron Shaker award as the best bartender in New Jersey.

The Iron Shaker is an annual competition that recognizes New Jersey’s

best bartender. The cocktails he created for the competition include: “Never Doubt an Eagle Scout” with wild Maine blueberries, bourbon, amaro, lemon and Angostura bitters for the introductory punch round Fette outlasted seven other competitors over five rounds of cocktails judged by a panel of three experts while also being sampled by attendees. Leading up to the finals were regional competitions held in New Brunswick, Hoboken and Morristown. Fette, who is 28, already has two decades of experience, including working at the Pluckemin Inn in Bedminster and Fiddler’s Elbow Country Club in Bedminster, where he oversaw seven bars. He said his career started by supporting the efforts of his grandfather, who, while entertaining guests, would enlist the help of a then 7-yearold Fette.

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November 2016 • Total Food Service • www.totalfood.com • 45

FIORITO ON INSURANCE

The Importance Of Third-Party Employment Practices Liability Insurance For Your Restaurant

L

ike most businesses, restaurant and food service companies of any size are vulnerable to claims brought by their employees, former employees or potential employees.

In our increasingly litigious society, the threat of a lawsuit hangs over every business transaction, large or small. Even restaurants who adhere to the law at all times are likely be sued by an aggrieved employee or customer at some point.

While many suits are groundless, defending employment-related claims can be financially devastating. If you carry employment practices liability insurance (EPLI), your business has a measure of protection against lawsuits from current, prospective or former employees who allege “wrongful acts” such as discrimination, sexual harassment or wrongful termination. But what happens if a patron sues you for discrimination or harassment? Are you protected?

Many employers do not realize that they have a gap in their insurance coverage that leaves them vulnerable to discrimination and harassment lawsuits from restaurant patrons, vendors and suppliers.

Many employers do not realize that they have a gap in their insurance coverage that leaves them vulnerable to discrimination and harassment lawsuits from restaurant patrons, vendors and suppliers.

Robert Fiorito serves as Vice President, HUB International Northeast., where he specializes in providing insurance

Third Party EPLI: Standard EPLI policies only provide coverage for lawsuits brought about by employees or prospective employees, and most commercial general liability (CGL) policies specifically exclude coverage for harassment and discrimination. Third party EPLI fills the gap between these other coverages, providing protection against allegations of wrongful acts made against your restaurant and staff by a third party.

Similar to a standard EPLI policy, third party EPLI generally covers external claims of discrimination based on race, religion, sex, age, national origin, sexual orientation and disability. It also protects your restaurant from allegations of sexual advances and other verbal or physical actions that create a hostile or

46 • November 2016 • Total Food Service • www.totalfood.com

offensive environment.

brokerage services to the restaurant industry. As a 20-year veteran and former

While it is recommended for all types of businesses, thirdparty EPLI is especially vital for businesses that have a lot of interaction with the public, something that the restaurant and food service industry does on a daily basis.

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

As with all types of exposures, you must go beyond just purchasing coverage to protect your restaurant from third-party claims. Implementing policies and procedures that address discrimination and harassment issues, both from the standpoint of an employee’s actions and the actions of third parties are critical. In fact, insurers are increasingly requiring employers to imple-

www.hubemployeebenefits.com

ment these practices before they will issue any type of EPLI policy.

Speak to your insurance broker about EPLI coverage options for your restaurant and ask for a review of your current policies and procedures.

November 2016 • Total Food Service • www.totalfood.com • 47

SEDERHOLT ON RESTAURANT FINANCE

Elections, Uncertainty And A Reality Check

N

o matter what side of the political spectrum you fall on – everyone I know can agree on one fact. This election is insane and the candidates have most of us asking, “if [Insert name of your favorite evil candidate here] is elected, will the economy tank and will that kill my business?” Doom, gloom and Armageddon are predicted everywhere if that “SOB gets elected”, but it’s funny that we are all still here after generations of corrupt and inept politicians and we will survive this election as well.

As a guy who was born when Truman was President, I have seen a lot of economic cycles. My first, up close and personal experience was in 1973 under Richard Nixon and it didn’t turn around until 1975 under Gerald Ford. I had just opened my first restaurant in New York City and walked face first into quadrupling oil prices, gas lines and rising unemployment.

Holy crap! A new restaurant with lots of empty seats and I really didn’t know what they hell I was doing. Needless to say, my inaugural experience in the restaurant business was like jumping into a swimming pool full of ice water.

The one great thing about this whipping was I got my first lesson in surviving as a restaurant owner – and we did.

Multiple speed bumps followed with the recessions in 1980, ‘81 and ‘82, with each one having its own twist and Ronald Reagan presiding over budget cuts, spikes in unemployment, the savings and loan crisis and more. The guys on Wall Street and in Washington were tackling the wild ride of inflation

David Sederholt is the Chief Operating Officer of Strategic Funding, a leader in small business financing since 2006. Before this, David spent

Doom, gloom and Armageddon are predicted everywhere if that “SOB gets elected”, but it’s funny that we are all still here after generations of corrupt and inept politicians and we will survive this election as well. and countering its effect by increasing interest rates, further restricting small business access to working capital. For me and thousands of other restaurant owners it was just noise as we got up every morning and went to work as we kept the economy moving ahead regardless of the national and global economic state. Restaurant people are tough and resourceful survivors.

If they knew how to manage their money and they had access to working capital, they actually thrived through downturns taking advantage of attractive deals and the misfortune of those less prudent.

Living through these ups and downs and shifts in political power made me realize that it really didn’t matter if a Democrat or Republican was driving the bus, or if the economy was up or down. What mattered was how you run your business, solid cash flow management and access to working capital when great opportunities present themselves or when downturns hit. This is one of the main reasons we started Strategic Funding to finance small businesses in 2006. Regardless of the external forces – small business owners keep pushing forward as their

48 • November 2016 • Total Food Service • www.totalfood.com

business is their life.

In 2007, we had just settled into the brave new world of financing restaurants, retailers and other small businesses when we were hit with the collapse of the mortgage industry and the resulting housing bubble. The global financial crisis took down many of the largest financial institutions in the world and brought us to the brink of another depression. Many banks, insurance companies and the auto industry almost vaporized, but that year, our little company plowed ahead and continued to finance small businesses throughout the Great Recession. Our customers withstood the storm and Strategic grew and became profitable in 2008. We were surprised as well because the world economy was burning, but people were still eating out.

Today I find myself listening to all the fear mongering and misinformation which drives tribal mobs into a frenzy. But underneath it all I can say with certainty, that restaurant people will open their doors and serve their customers because their business feeds and houses their families.

I recently had a young owner talk to me at our booth at an industry trade-

30 years in the restaurant business and has owned and operated more than a dozen restaurants. As a direct lender, the company offers a variety of financing options and has provided over $1.25 Billion to approximately 20,000 businesses across the United States and Australia.

show. He was full of enthusiasm because he had the opportunity to expand into the store next to his adding much needed seating and bathrooms.

He was frustrated however that his bank had turned him down for a loan and that he might lose this opportunity for lack of capital. As I have said in prior articles, some of the best opportunities present themselves at the most inopportune times. I am really happy to say we quickly funded him and helped this entrepreneur take advantage of this windfall. He secured the new space, broke through to his existing restaurant and effectively doubled his sales volume. A giant leap for this tiny restaurant. Crazy political environment or not, we did it and he will most certainly thrive because we believe in small businesses.

The moral to the story? Blue state or red – the color that matters most to small business owners in this election is the color of money - GREEN. It is up to you to manage your business and cash flow and neither Trump nor Clinton will be running your business so don’t worry about it.

Questions for Dave? Write to dsederholt@sfscapital.com

November 2016 • Total Food Service • www.totalfood.com • 49

NEWS

KITCHEN SOLUTIONS

HAFSCO Teams With Iconic Winged Foot Golf Club To Create State Of The Industry Kitchen Design

W

hen Winged Foot Golf Club opened 93 years ago, membership was by invitation only. From the very beginning members demanded both the very best in golf, food and libation. Some things never change, as through the years, the iconic Mamaroneck, NY’s members will have come to look to the club’s culinary team to provide the very best in menu fare.

When Winged Foot’s General Manager, Colin Burns, and Executive Chef Rhy Waddington were entrusted to create and execute a vision for the club’s first kitchen upgrade in some

50 years, the pressure was on to satisfy a very demanding constituency.

“The culinary team excelled before the new kitchen and continues to do so now,” commented Burns. “The new kitchen created a more sanitary, safer and more comfortable environment.

The members feel a sense of pride and comfort knowing that the kitchen is cleaner, safer and more comfortable for the staff.”

Burns continued: “The vision for the kitchen was

the chef’s. I knew that we needed a new kitchen, but all of the design work and conceptualization for the center suite was all Chef Waddington’s idea who selected HAFSCO, known for their fine reputation.”

With the renovations being done at Winged Foot Golf Club, this allowed Chef Waddington to create a kitchen that could really fulfill his needs. Chef Waddington has been with the Winged Foot The centerpiece of Winged Foot’s hot side is anchored by a custom-cooking suite from Jade Range.

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50 • November 2016 • Total Food Service • www.totalfood.com

continued on page 52

November 2016 • Total Food Service • www.totalfood.com • 51

HAFSCO/Winged Foot, from page 50 Golf Club for the past eight years.

Chef Waddington and HAFSCO have been working hand in hand to create a more spacious, effective kitchen that can provide the needs for all types of cooking and service.

“We have three clearly defined needs,” Waddington explained. “We offer a daily lunch service that has a ten minute wait time.” Dinner at Winged Foot features a new menu every single week. And the culinary team is also responsible for the Westchester County Club’s lineup of banquets and corporate events.

“So we needed to design a kitchen that could facilitate all those different needs,” Waddington added. “So we moved from what had been a traditional hot line or a cold line, to a kitchen suite. A Jade suite specifically enabled us to create a series of stations that our team could easily work around. It gave us the ability to serve meals on the a la carte side while we’re doing a banquet at the same time,” said Chef Waddington.

Adapting to the new kitchen took a short period of time. The culinary team has been able to reach new levels of productivity. The Jade suite features French cook tops with built in pasta cookers, induction cookers and built in holding cabinets.

Chef Waddington worked with the

HAFSCO’s design included the creation of a new prep area in what was formerly a basement.

HAFSCO team to take a fresh new approach to the cold side of the operation. “Our cold storage space was too big. We got rid of any refrigerated doors. Everything is drawers, both hot and cold side. The drawer units give us the ability to maximize our refrigeration space on the line in a smaller footprint. We have reach-in freezer drawers and there’s a walk-in cooler upstairs as well,” said Waddington.

Also in these changes was the addition of capable air conditioning units that were installed to help bring the kitchen temperature down from 130 degrees to 80 degrees on those hot summer days. That’s not all Chef Waddington did for his team– he removed quarry tile and added new non-slip flooring, moved the pastry kitchen downstairs and installed an internal lift so someone didn’t have to bring 500 lobsters up a flight of stairs. Chef Waddington and HAFSCO continually worked throughout the design of the kitchen to maximize safety and productivity.

Chef Waddington and HAFSCO have created a state-of-the-art kitchen, and everything has been redesigned and improved to last for the next 50 years. The kitchen had a complete renovation with a collaborative effort between Chef Waddington, Tom Capobianco and Mario Capobi-

Capobianco led the HAFSCO design team to bring a very special vision for custom fab that often includes groundbreaking curved innovation to maximize space.

52 • November 2016 • Total Food Service • www.totalfood.com

anco from HAFSCO. “HAFSCO was here at our construction meetings every Wednesday for a year and there was not one thing that wasn’t discussed,” Waddington noted. “It’s like anything, when you build a relationship with somebody, and we have an end goal, communication is very open. The kitchen was designed with the sole purpose of what is going to maximize the club member and guest experience and that is exactly what HAFSCO created,” Chef Waddington concluded.

HAFSCO’s entry at Winged Foot came as a result of a somewhat un-

usual approach. The Connecticut firm was asked their opinion of a design that had been previously proposed by another design consultant.

With a portfolio of club specific projects, Tom Capobianco guided the club’s management towards a truly unique and innovative redesign of the space.

As you enter the kitchen, HAFSCO has executed a design that takes into account a pantry that was originally too tight for the entrance door. “We were able to reposition cold pan stor-

continued on page 122

One of the hallmarks of a Capobianco/ HAFSCO project is the ability to envision and maximize space. At Winged Foot the design included a reconfiguration of walk-in space.

HAFSCO worked with Chef Rhy to create a new pastry suite to house the club’s extensive dessert creativity.

HAFSCO created a newly positioned dishwashing suite to guide kitchen flow.

With the addition of a lift, Capobianco and HAFSCO were able to maximize the efficiency of the newly created basement prep area.

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Networking and entertainment November 2016 • Total Food Service • www.totalfood.com • 53

COFFEE STRATEGIES

WITH JONATHAN WHITE

Cold Brew Remains Hot

E

ven though summer has turned to fall, and winter is (unfortunately) not far behind, cold brew products remain the hottest trend in the marketplace. Both major chains and individual proprietors have added this offering. And we are seeing it in both foodservice and retail (RTD) applications.

“Cold brew” is not “iced coffee”; consumers or purveyors alike may be confused, thinking that there is no difference and any “cold product” is cold brewed. A cold brewed process provides a distinctly different taste from typical iced coffee. Many millennials prefer the taste profile that often features a smoother, milder cup. Properly marketed, these items are sold at a significant premium over regular iced coffee.

But even though many products are dubbed “cold brew”, there are many variations to be aware of: *Is the product nitrogenated? If so, these cold brews have the look and taste of a darker beer-type beverage.

This method clearly produces a different taste profile. The nitrogenation can be added either in a “pre-loaded” keg, or infused as each beverage is prepared. *Is the coffee fresh brewed or made from concentrate?

Some products have been “pre-brewed” and are meant

to be reconstituted. While the product may technically be cold brew, a reconstituted concentrate may have a different taste profile than a product that has been prepared “on the spot.” *How easy is the preparation?

Many cold brews require overnight preparation in small batches (often a “toddy” is used for the steeping).

This can lead to limited inventory if

54 • November 2016 • Total Food Service • www.totalfood.com

the initial batch is used up. And extensive labor will add to the product cost. *How is the product preserved?

Once prepared, the product needs to be refrigerated to avoid bacterial contamination. Some products may use preservatives to extend product life. Without preservatives, most cold brew products have a very limited shelf life. *Has anything else been added to the product? Aside from preservatives, products may include milk, flavorings or other additives. *What equipment is needed to prepare your cold brew?

Often a simple toddy can be used. In the alternative, some of the nitrogenation systems can be quite costly.

Cold brew purveyors need to consider which of these products best serve their logistical, customer, and product profile needs. Ideally, vendors can offer multiple cold brew formats to address all of these variations.

An important component of the growth of cold brew is the marketing; signage is critical to call attention to this product. The visual component of preparation is also helpful; if the product is prepared merely by pouring a deep dark liquid from a large plastic jug, consumers may not appreciate either both the quality of the product, the extent of the preparation- which

Jonathan White is the Executive Vice President at White Coffee Corporation in Long Island City, NY. Learn more about how Jonathan and his team can help you at www.White Coffee.com.

will lead them to pass on this purchase.

And cold brew coffee is just part of the overall coffee beverage menuso be sure to properly incorporate this item accordingly, and not at the expense of other items.

Although there are many decisions to make, the basic decision should be easy- there is little reason not to have some type of cold brew offering on your beverage menu.

And while some dismiss “cold brew” is a potential trend, the growth of cold beverages, the growth of coffee, millennials demanding better quality coffee products, and the decline of carbonated soft drinks, all points to a continued and extended trend for cold brew. And while these beverages are more popular in the hot weather, there is clearly a yearround market for cold beverages of all kinds- so get on board now!

November 2016 • Total Food Service • www.totalfood.com • 55

HEALTHCARE INSIDER

PRESENTED BY:

Dawn Cascio Director of Dining at Valley Hospital, Ridgewood NJ

D

awn Cascio wears multiple hats in the Healthcare food service industry.

In addition to her position as Director of Dining at Valley Hospital in Ridgewood, New Jersey, Dawn also serves on the board of The Greater New Jersey Society for Healthcare Food Administrators. After moving up from a small psychiatric rehabilitation hospital Dawn moved to a 250 bed community hospital and assumed the position of Assistant Manager before taking over at Valley Hospital. We had an opportunity to speak with her about the Healthcare service industry, her career path and how her occupation has evolved in recent years.

What sort of career path did cutting and it needs to be you take to your current posoft. It is also a balancing act sition? to create a menu that pleasI took a few positions, es your very ill and older, each with increasing food and your younger maternity service management repatients and their signifisponsibilities. One position cant others.

I had was in a small 90-bed Dawn Cascio, psychiatric, alcohol & drug What is your approach to Director of detox rehabilitation hospibuilding your team?

Dining at Valley Hospital, tal. I functioned as the CliniI think it is best to have a Ridgewood NJ cal Dietitian as well as the team that enjoys working Food Service Director. My with one another. Your sutime was spent fifty percent pervisory team must have a clinical and fifty percent food service. say in who they think will be the best From there I took a position at a midfit for the department. It is also imsize 250-bed community hospital as portant that work be a collaborative the Assistant Director/ Patient Serviceffort. Also, acknowledging a job well es Manager. done is extremely critical.

Ms. Cascio, how did you get into the healthcare service industry?

I started out as a clinical dietician.

My first job was a mixture of covering critical care units, ventilator units and a drug detox unit.

How have the dining needs of your patients evolved?

I think the patients in the hospital are more acute and they stay now for a shorter period of time. Most patients are elderly. You have to make sure food is classic comfort food that can be easily eaten. It cannot require too much

Valley Hospital, Ridgewood NJ

56 • November 2016 • Total Food Service • www.totalfood.com

What type of employees succeed in your culture?

People who are collaborative and will help each other even though it might not be their area. We really stress that we are one team and team work is essential in meeting and exceeding patient, employee and community

expectations.

What are you doing to attract the “next generation” of professionals to healthcare dining?

We are a host site for several Dietetic Internships in New Jersey. We take students from Montclair State University and Rutgers University. They typically spend four weeks with us.

I am amazed at the breadth of responsibility you and your department have beyond just food. What else falls under your managerial umbrella?

In July of 2010 we began a project of having our own beehives to make our own honey. Managing bees has been an interesting part of the job. We go up on the roof frequently to see how they are doing. Occasionally we get loose bees that we have to contain. It is always a nice reason to go outside, especially in the warmer months.

How do your foodservice, nutrition

continued on page 58

November 2016 • Total Food Service • www.totalfood.com • 57

Dawn Cascio, from page 56 and dietician all work together?

We have monthly department meetings. All staff, both clinical and food service, attend the meetings together.

We also involve the staff when making menu changes for the patients as well as for the employee cafeteria.

What makes for a successful operation?

Communication and respect are essential. It is crucial to keep foremost in mind that we are here for one thing and that is to serve the patient.

From a menu standpoint there seems to be tremendous pressure to serve farm to table and local food. What is your approach to that?

I would not say pressure. We want to do local foods because of the superior flavor and freshness. We do as much local and farm to table as possible being in the northeast. We have

a vegetable and herb garden on site.

Our chefs grow a lot of heirloom vegetables. We also belong to a CSA (Community Supported) Agriculture at Catalpa Ridge Farm in Sussex County, New Jersey about fifty miles from the hospital. Jersey corn and tomatoes are amazing!

What role do your food and beverage vendors play in your success?

They are a great resource for ideas and inspiration. Their commitment to the healthcare segment is commendable. We know we can rely on them in any situation.

Do you go to bid constantly?

We are always checking price and monitoring the markets. If we know the price of an item is going up, we’ll modify the menu. Making sure we are getting the best possible value for the hospital is paramount to us.

58 • November 2016 • Total Food Service • www.totalfood.com

November 2016 • Total Food Service • www.totalfood.com • 59

NEWS

HOSPITALITY ASSOCIATIONS

Halvorsen Led NJRHA Set To Expand Industry Voice In Garden State

A

s President of the New Jersey Restaurant & Hospitality Association (NJRHA) headquartered in Trenton, NJ, Marilou Halvorsen leads an organization that represents the Garden State’s 25,000 hospitality establishments, generating $14 billion in annual sales and employing over 311,000 people.

Members of the NJRHA include restaurants, lodging facilities, and amusement parks and attractions.

The state is seeing more and more regulations of the foodservice industry and the NJRHA, in its advocacy role, is helping its members understand and cope with the new requirements.

As you look at this year, what was on the agenda, and where are you in terms of what’s been accomplished?

The big thing for us was expanding the diversity of our membership.

And not just the membership but also our board, making sure that we have representation across the industry – not just geographically but also the different kinds of restaurants we have in the state. We’re focusing as well on bringing the hotel sector in, making sure that we have representation on our board for that.

We’ve always had some chains, some national brands, but really, it’s been a little harder or more challenging to reach out to the franchisees. We want to do that now.

Have you succeeded in bringing them in?

Marilou Halvorsen, President, The New Jersey Restaurant & Hospitality Association

Yes. We are thrilled to have added Outback to our membership roster. We’re working on Jersey Mike’s.

And then we also have the Asian American Hotel Owners Association. They’re a national organization based out of Washington DC with a large base of members in New Jersey.

What is it that membership is going to bring them?

As an industry, we’re faced with a lot of legislative and regulatory challenges. Especially since the people doing airbnb don’t pay the same taxes, or sometimes even any taxes, and don’t have the same regulatory compliance, it’s unfair competition. So we’re working with members of the legislature on that. We just got a bill introduced that would now tax those

60 • November 2016 • Total Food Service • www.totalfood.com

airbnb’s at the same rate as hotels.

Education is something else that we bring to the table. We’re now doing hospitality education so we can bring that to our hotel members.

One of the things that we’re hoping to do is partner with the American Hotel and Lodging Association and become its state partner, see if there’s a way that we can work with them on some online classes.

This is to help those who are already in this industry, but maybe do not have the time to go physically to school. This will help them to be able to start going to college that way and advancing their career. One of the best things about this industry is that you can start at entry level and end up in a management position, pretty quickly. It truly is the industry of opportunity. However we can help be the gateway for them to be educated and get promoted from within, that’s our goal.

Tell me more about your education plans.

There are a lot of programs out there that teach you how to cook.

But there’s not a lot of programs that teach you how to work in a restaurant. So that’s something we’re working on. As much as advocacy is the largest part of what we do, it can’t be the only thing that we do. So we’re focusing on real, practical, day-today solutions and it starts with the labor force. That’s the biggest thing I hear every single day from my members is the struggle to find and retain great people. So we’ve decided we’re

going to take the bull by the horns and we’re going to help you figure it out.

As for one of the issues currently affecting the industry, what do you tell your members about the effect minimum wage is going to have?

It’s going to have a big effect on us. We’ve met with 23 members of the legislature as well as several mayors to talk about all the labor issues – paid leave, minimum wage.

We understand the political climate that we have here in the state. It’s a very progressive state and there are driving forces behind these initiatives. However, we’re trying to be at the table instead of the line in the sand, being at the table and saying, okay, if you’re going to do this, what’s a reasonable approach where you’ll still be able to have restaurants to employ people.

We actually worked with the mayor of New Brunswick to get a paid leave ordinance that allows restaurants to still maintain control of their business. We said, if you’re going to consider paid leave, this is the approach that we would like to see. We’ve also met with other members of the legislature and said, you need to look at New Brunswick as the model. Many of our members have businesses in many locations, so to try and comply with four or five different town ordinances is crazy. Now they’re looking at our association and saying, here’s a business group that’s being reason-

continued on page 62

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Halvorsen/NJRHA, from page 60 able. They’re trying to come up with a solution, and it’s really hard for them to cut us out and say you don’t have a say when we’re being practical and reasonable.

this regulatory and labor legislation.

They need to really be careful of how much they pile on before the system does collapse in terms of cost and legislation.

Do you think the industry is changing?

I think we are all coming to the reality of knowing that the industry that you see now is not going to be the industry of the future. Whether it’s automation or how restaurants do business, it’s going to change with costs increasing and technology grows.

What is one of the most concerning things?

The legislature told me they get tired of hearing the sky’s falling, it’s Armageddon, your doors are going to close. When you put paid leave, or minimum wage, the Affordable Care Act, everything together, it all does have consequences. These kids coming in to flip burgers, they were not meant to be jobs that were supposed to pay for their family to live.

And somehow we’ve inherited this obligation and responsibility That’s what I’ve said to the legislature -you are using the term ‘living wage’ with minimum wage, and they’re not the same thing. You have to separate

What do you think is one of the best things about the industry?

It’s the different kinds of restaurants and the culturally diverse ones, as much as I love my chain restaurants! But the smaller restaurants aren’t going to be able to absorb all

62 • November 2016 • Total Food Service • www.totalfood.com

that argument out.

What’s new on the vendor community side?

They’ve always been very supportive, realizing that without the restaurants they don’t have customers so our vendor member increases actually had a bigger leap than our restaurant member leap.

So tell me about the gala.

The theme is giving back. Every one of our award recipients never say no to anyone. They just continue to give back. Tim McLoone of McLoone’s Restaurants is one of our Gold Plate winners. He’s an icon. He’s from New Jersey so he knows and loves the state, but it’s not just what he’s done with the restaurants, but Holiday Express. And, certainly, his fund raising efforts and all that he does for child cancer. He’s one of those steadfast

restaurants. You say McLoone’s, and everybody knows. He says he can be so busy with his philanthropic work because he has good people running his restaurants that allow him the time to do this other stuff. Then we have Paul Dylan, a longtime board member of the association, and the dean of the Hudson Valley School of Hospitality. He’s our lead judge for our Pro-Start competition that we’re hosting at the school this year. And then the Kunish family. Four generations ago, their great grandmother started the Allendale Bar and Grill.

Now they’ve expanded it, and they have the Mahwah Bar and Grill. He started a program where he packs up food for kids in the school lunch program that don’t have lunch in the summer. He’s helped out in the Haiti earthquake. There isn’t anyone he won’t help. We’re not just businesses.

We help the community.

November 2016 • Total Food Service • www.totalfood.com • 63

NEWS

EQUIPMENT AND SUPPLIES

Veteran Rep Andrew Wolfe Is Set To Bring His WolfePack to Metro NYC

A

ndrew Wolfe has branched out on his own and is leading the pack at WolfePack.

Wolfe’s company may be new but Wolfe is certainly not new to the industry. Over the past 13 years, Wolfe has worked in sales, representing some of the finest brands in the industry. We had the pleasure of chatting with Andrew to learn more about WolfePack and what they will be bringing to the table.

What brought you to branch out on your own?

After many years of honing my craft, it became clear that I had built a solid and growing reputation with dealers and factories alike. In fact, I was frequently asked by a factory management company when I was planning to go out on my own as many of them suggested. I became eager to have the opportunity to increase the freedom that self-employment provides. I wanted to exercise and utilize my own unique style of selling and promoting.

Can you tell us a little bit about your involvement with MAFSI and how it helps representatives like yourself?

I’ve been included with MAFSI throughout my entire career. Over those 20 years, I’ve afforded the opportunity to attend various mass scale events and meetings more actively as time went on. As an independent rep, I value MAFSI’s role in communicating information regarding factories seeking new representation, networking with my colleagues, and sharing ideas and innovative sales strategies.

It’s an absolute in order to succeed in people’s own regions.

What is WolfePack’s mission statement?

I have a model that has served me well in the years of my career. “If you own the purchase order you own the problem.” This encompasses my belief about sales; there must be continuity from the sale through installation and then the warranty. Here is a perfect example; we sell a dealer a blender that gets shipped to their end user. If the customer works that unit to death as long as it is within the warranty period, I want our dealer customer and their end user to know that we are in for the long haul.

What are the needs of the dealers in today’s market?

People are more in a rush nowadays than they were years ago. Where they were a bit more patient to wait for an answer, now everything is they need it yesterday, so to speak. They need an easily accessible, regularly reachable and competent representative like myself. They also need someone to answer questions in that that must be reflective of the fast paced computer based world within which we live. And of course, as a joke, they need the best pricing.

What is your strategy for getting your brands out to the dealer and to the operator?

I find that people’s interest peeks when they have an opportunity to see and touch the actual product. This is challenging to achieve. As such, I use a show and tell method and work with my factories to have samples that can be brought to the dealer for this purpose. In addition it’s very important

64 • November 2016 • Total Food Service • www.totalfood.com

the waiter and waitress service, with a choice of menu items. Same thing for campus dining. A lot of campus dining halls that once were just a regular mess hall type are now basically mini food courts.

Andrew Wolfe

that with our tabletop lines that we support our dealers with extensive sample inventory. We want them to be able to experiment with plating their menu on the plate and test it under fire in the restaurant.

How did you go about creating this portfolio of brands?

Well, when I started, I wanted to ensure a line list with variety and depth.

Through different avenues, I was able to create an exciting list. This is another example of how helpful many of my fellow MAFSI reps are.

How have the E&S needs of the end user changed over the years?

By becoming more modern and trendy with an increased focus on aesthetics, operators look more to mix that with functionality. Menus now require greater specificity in the type of tools and equipment needed to maintain their upscale image.

Healthcare and campus dining are phenomenal examples of this. A lot of the maternity wards now, rather than just regular menus, expectant moms, and moms that just delivered, enjoy

How has your role as a rep changed?

Reflecting back on some of what we have discussed already, it seems that one of the main shifts is being able to flow with trends while continuing to provide a more traditional, handson type of representation. In a world where individual attention is often replaced by automation and the Internet, I can continue to provide the best of both worlds. The dealers and the operators are looking more to the rep for guidance and instruction for their own ideas, and projects. A lot of times a dealer will actually call the rep and say, “I have a customer here in front of me. They’re interested in your X-Y-Z piece of equipment. Can you further explain how that can benefit them?”

What are the goals for the WolfePack?

WolfePack will continue to grow as dealers and consultants become more aware of my philosophy in represented lines. And by growth, I’m referring not only to increased sales and satisfaction of my dealers and factories. I will continue to provide exceptional and personal service. In todays ever changing market. WolfePack will also become a more visible company via the web to include social media and expanded digital communication. I chose the name WolfePack because it is my hope that one day my amazing children will follow me into the business so I can hand it over to them.

November 2016 • Total Food Service • www.totalfood.com • 65

NEWS

ANNIVERSARIES

Chef Michael Lomonaco Celebrates 10 Years At Porter House

M

ichael Lomonaco is a New Yorker through and through, from his time at Windows on the World to Center Bar NYC, Lomonaco has engrained himself in New York City. Michael is now in the midst of The Porter House, An American Grill’s 10-year anniversary. Porter House has just undergone an extensive top to bottom renovation and is now in celebration mode for their 10 year anniversary! Total Food Service had the pleasure of chatting with Michael to catch up on all things food.

What is your latest and greatest?

Well, we have been here now for ten years. Four years ago we opened another location near the Time Warner Center on the same floor. I have a place called Center Bar, which is a craft cocktail lounge/piano bar.

There’s piano music in there five nights a week with some great jazz players playing the American songbook. We offer small plates of food that are very different from what we’re serving at Porter House. We have two operations running sideby-side now for the last four years. I think the really big news is, not only is it our tenth anniversary, but we took the time in February to close for about four weeks to do a major upgrade and renovation of the dining room here at Porter House.

Can you go into the extent of the renovations?

We had spent the year in planning the renovation with our architect and design team from Jeffrey Beers International. Jeffrey was the archi-

Chef Michael Lomonaco in the Main Dining Room of Porter House Bar and Grill (Photo by Noah Fecks)

tect who designed the restaurant originally in 2006 and we thought this would be a great time, for our 10th anniversary to do a big upgrade.

So we did a little bit more than a year of planning with the architects and all of the pre-planning with the contractors to be able to close. In that month we did an upgrade to the dining room that included new flooring, new wall materials, new color scheme, new lighting, new chairs, and new banquettes. The bar and lounge area has been completely redesigned, with marble and granite bar top. We were able to keep the original wood that goes throughout the restaurant. Everything else has really changed to a very much more modern, contemporary look, which really brightened it and lightened it. We have gotten a great response to the dining room, which is the restaurant and the private dining room. And the lounge and the bar area has been changed in a really impactful way so that people feel that

66 • November 2016 • Total Food Service • www.totalfood.com

they’re in a newer space. We were able to use the wine cabinet to have a new wine feature, a wall of wine, in which we are able to partially divide the lounge area from the dining area so that it really is two distinctly different environments.

Why did you decide to undergo the renovations?

We kind of changed our name a little bit, so what we did was re-brand ourselves as Porter House Bar and Grill. This is a big change because we have felt more than anything that we have great steaks. We have a great beef program with dry-aged prime beef that we have been serving over the last ten years and of course it is the most popular thing we serve. We also serve a lot of seafood and we’ve had a tremendous amount of success with other dishes on our menu, including game dishes we serve in the fall and in the winter months and including things like pasta and risotto with white truffles that we do

now. We are just starting truffle season so this rebranding was meant to broaden how people view us. It’s just been a great and successful program.

These renovations provided us with a tremendous opportunity for us to move forward into the next ten years.

Also letting us take the restaurant in some other direction, broaden the appeal and the outreach. We’ve been consistently busy over these last ten years and the restaurant has had the opportunity to build a lot of great friends and followers who return very frequently to dine with us. In April, we threw a cocktail party and invited some of our regulars to see it before other people did. We received a great reaction for everything from the color scheme to the comfort of the chairs.

How have the tastes of your customers changed?

We’re focused on the pleasure of the guest, the comfort of the guest, hospitality, and the welcome. Food is really the most important factor in all of this, I like making people feel comfortable and welcome them with the kind of food that they would like to enjoy. I think that the restaurant business always keeps growing and changing, and for us, our guests have been more and more interested in trying other things. In our case, we redesigned the menus, to highlight our strengths.

So that’s a very encouraging thing, now appetizers, first courses, people really are responding to this new menu. And for our anniver-

continued on page 124

November 2016 • Total Food Service • www.totalfood.com • 67

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68 • November 2016 • Total Food Service • www.totalfood.com

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November 2016 • Total Food Service • www.totalfood.com • 69

PBAC 2016-17 PREVIEW PBAC’s Perspective On Metro New York Food Service Industry Trends

H

ow has the Metro New York market fared for PBAC in 2016?

This has been a year of continued steady growth for us across nearly all of our product lines. We have done particularly well with fine dining and even better with business and industry, public and private schools, colleges and universities, and health care segments. We estimate that the market has grown by about 4% while our overall growth has been about 6-8%.

How have you achieved above average growth?

We employ top people and we represent leading manufacturers.

We concentrate on the high growth

for manufacturer’s representatives.

The population has grown by 375,000 in just the past 5 years, according to the US Census Bureau. The tech industry is creating even more jobs than the finance sector. The stock market is at an all time high and the outlook is very solid. Food Service Consultants and Dealers are very busy. The pipeline is full. segments of our market. We emphasize a “package” of our lines. New York is a concentrated market and many segments have local active

chapters of their professional organizations. PBAC is supportive of these groups. We also participate in MAFSI as they help to raise the bar

Can you outline PBACs commitment to the local community?

We have led industry trips to West Point and to the Culinary Institute of America as well as to Buddy, The Cake Boss facilities. We are active supporters of the Food Service Division of the AJC and the Partridge Scholarship Foundation.

What is fueling NYC’s growth?

The city is growing vertically with many new corporate and residential high rises under construction. The population has grown by 375,000 in just the past 5 years, according to the US Census Bureau. The tech industry is creating even more jobs than the finance sector. The stock market is at an all time high and the outlook is very solid. Food Service Consultants and Dealers are very busy. The pipeline is full.

Have you added any new product lines?

The ITW Food Equipment Group has placed all of their brands under our representation with the addition of Stero and Somat. We also are pleased to welcome Nemco with their extensive line of US made small equipment. We have also added Sapphire, which is extremely attractive given their line of locally stocked sinks and tables. Finally, we represent Oliver Bread Slicer, which rounds out our bakery equipment package.

Michael Posternak, Partner, PBAC

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continued on page 72

SEE YOU AT THE PBAC ROW BOOTH

#2011

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

PBAC 2016-17 Preview, from page 70

Visit PBAC Row at the HX Show 2016 (See diagram on Page 70): • AEROWERKS – Booth #2011, introducing new Power Unloader for rack dish machines.

• BERKEL – Booth #2011, The Iconic Berkel Prosciutto Slicer will be on display.

• ELKAY – Booth #2010, Bluepura chilled water dispenser & introducing new underbar equipment.

• ENVIROPURE SYSTEMS – Booth #2018, Food Waste Decomposition System, addresses the NYC requirement that became effective on July 2016, mandating the separation of food waste from non-food waste.

• FRANKE – Booth #2019, Enjoy

a drink from our innovative Foam Master Espresso machine with 128 programmable products. Also, witness the BKON Craft Brewer, using a patented RAIN Technology to brew Artisan Loose-Leaf Tea. • GAYLORD – Booth #2011, Learn about our new revolutionary cost effective AirVantage ventilation feature.

• HOBART – Booth #2011, Introducing new pot washers, glass washers and Ventless door type dish machine. Also, displaying Hobart slicer with removable knife, mixer and new combination food processor.

• NEMCO – Booth #2011, Introducing the PaniniPro sandwich press.

• METRO (INTERMETRO) – Booth #2012, Display to include, MyCart utility cart, new series 4 Heated Holding Cabinet & new series 4 shelving.

• SAPPHIRE – Booth #2022, Budget priced sinks and work tables.

• SCOTSMAN ICE SYSTEMS – Booth #2023, presenting the new Meridian line of ice & water dispensers. Display also includes several models with the Prodigy Plus technology, which simplifies the diagnostic evaluation and a QR Code providing one-step access to manuals and warranty information.

• STRUCTURAL CONCEPTS – Booth #2014, introducing the new heated display line of Grab and Go

display units.

• T & S BRASS – Booth #2018, presenting new Faucets, Hoses and Waste Valves.

• TRAULSEN – Booth #2011, presenting Milk Cooler with a revolutionary design. Display to include Prep table, equipment stand refrigerator, G series refrigerator and blast chiller.

• VULCAN HART – Booth #2011, Display includes the ABC CombiOven with simple controls, alongside a battery of heavy duty ranges, a Power Fry fryer and a counter top steamer, that uses 90% less water than traditional models.

SEE YOU AT THE PBAC ROW BOOTH

#2011

72 • November 2016 • Total Food Service • www.totalfood.com

SEE YOU AT THE PBAC ROW BOOTH

#2010

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

PBAC 2016-17 Preview, from page 72

NOVEMBER 13-15, 2016 JACOB K. JAVITS CONVENTION CENTER NEW YORK CITY

#2023

#2019

#2011

P B A C #2022

#2018

R O W #2014

#2012

Other lines in the PBAC Family include:

74 • November 2016 • Total Food Service • www.totalfood.com

#2010

SEE YOU AT THE PBAC ROW BOOTH

#2018

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

PBAC 2016-17 PREVIEW Nemco Teams With Westchester’s PBAC To Bring Chef Inspired Toolkit To Metro NYC Dealers And End-Users

I

f you’re looking for a company that cuts it, bends it, welds it, and polishes it – we’re talking about food equipment, of course -- Nemco Food Equipment has everything from display warmers to dipper wells to ceiling mount bulb warmer heat lamps for today’s foodservice establishments.

And we make it all, according to Joe Carcione, Director of Sales.

“With thousands of available products, we have everything your business needs to function at its best,” Carcione said. “Over the years, we have expanded our selection of wholesale supplies and commercial equipment to include healthcare, educational, and hotel supplies, as well.”

With the company for 10 years, and coming to it without much more than two nickels to rub together, Carcione reached out to a longtime friend looking for advice, the owner of AccuTemp Products, a foodservice manufacturer of steam cookers and steam griddles. He asked if there were any opportunities to “tide him over.” He was given a test. “They slapped me in a suit and sent me to the National Restaurant Association Show (NRA).”

He not only went to the show, he helped create and now is the cochair for the North American Food Association of Food Equipment Manufacturers’ (NAFEM’s) new initiative, the Young Executives Forum, with the goal to bring young talent

With thousands of available products, we have everything your business needs to function at its best,” Carcione said. “Over the years, we have expanded our selection of wholesale supplies and commercial equipment to include healthcare, educational, and hotel supplies, as well.” to the industry in all segments of the business.

“The rest is history,” Carcione adds. “I’ve since been to every single NRA and NAFEM and I serve on the MAFSI liaison committee for NAFEM and ServSafe as well and I’m a certified food service professional.”

Carcione explained that Nemco is one of the very few food equipment manufacturers that still make 100% of their own products. “We’re getting ready to introduce a ‘chef-inspired’ induction line of equipment, and a high-speed, microwave-assist Panini press. We also have many new products we plan to introduce at HX, NACS, NAFEM, and NRA. Finally, our new RinseWell technology for dipper well applications that uses up to 80% - 90% less water daily is coming, too.”

Carcione noted that Nemco has come a long way since the Spiral Fry, a product that lets chefs turn pota-

76 • November 2016 • Total Food Service • www.totalfood.com

toes into plates of appetizing, fresh, thin spiral fries, one of its very first.

“We continue to add new products annually that exceed our quality expectations and offer these products at the most competitive price we can. We now have a 90+ page American-made product catalog.”

And what about customer service?

“We have four customer service agents, and an additional customer service technician dedicated to getting our customers back up and running as quickly as possible. It is not always about the sell, but more importantly how you handle the aftersales process. We also offer longer hours of phone service until 6:00 pm EST to help our West Coast customers,” Carcione stated.

Nemco is always continuously striving to think green in every aspect of its business. “From investing in a large recycle trash compacting unit outside, to separated trash

cans throughout our plant, to literally using scrap paper as note pads or sheets instead of throwing away wastepaper,” Carcione explained.

The company has revived its 9-Point Resolute Inspection initiative. “We are our toughest critics at Nemco. We must ensure that anyone in our facility can stop any process in assembly or manufacturing or anywhere else if they see something that is not perfect or right in their minds. NEMCO handed out shirts to all employees a few months ago that stated ‘Nothing at Nemco is someone else’s problem,’ meaning, if you see something, say something. If we aren’t hearing complaints or issues in the field, we can’t fix them and get better, so we really want our customers to be the last step of our resolute process,” Carcione pointed out.

With brands and product categories in the food equipment industry sales marketplace being copied by other countries and companies, and mergers also more common than ever both in the manufacturing world, dealer community, and rep networks, and, of course, the Internet, it’s tough to stay ahead.

“We are all learning how to cope, react, and be fair to all industry partners. I could go on forever, but we are just starting to wrap our hands around this gorilla that in fact is here to stay and is stronger than ever.

Nemco needs to adapt, be flexible and be the best and most fair partner to anyone,” Carcione concluded.

SEE YOU AT THE PBAC ROW BOOTH

#2011

SEE YOU AT THE PBAC ROW BOOTH

#2018

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

PBAC 2016-17 PREVIEW Stero and Somat Set To Team With Eastchester’s PBAC To Bring New Portfolio Of Solutions To Tri-State Foodservice Community

I

f you’re the owner or operator of a foodservice establishment in the greater New York City area, it will soon be easier to acquire glass washers and rack conveyors, disposers, and pulpers to make your operation as efficient as possible.

Well-known providers of warewashing equipment and waste management solutions have added two new rep groups to their network to manage sales for the brands. ITW Food Equipment Group brands—Stero and Somat—have added manufacturers’ representative groups PBAC & Associates and Premier Marketing Group. PBAC & Associates will represent Stero, Somat, Red Goat and Master Disposers in New York and Northern New Jersey, as part of the national expansion. Premier Marketing Group will represent Stero and Somat brands within the state of Michigan.

“PBAC and Premier Marketing Group will add a tremendous amount of experience, knowledge and relationships to our portfolio of brands,” said Doug Cole, business development manager for Stero and Somat equipment. “Developing these markets will make our product solutions more accessible and support our longterm growth strategy for warewash and waste equipment.”

“Our partnership with ITW Food Equipment Group spans across product categories, over a 25-year history.

PBAC will add a tremendous amount of experience, knowledge and relationships to our portfolio of brands,” said Doug Cole, business development manager for Stero and Somat equipment.

The expansion of Stero and Somat brands to our portfolio will create new options for the operators we support in New York and New Jersey, and we look forward to leveraging these brands for their benefit,” said Larry Cantamessa, principal at PBAC & Associates.

“Stero warewashing systems have been manufactured at U.S.-based facilities for over 70 years. Stero designs durable and efficient commercial glass washers, undercounters, doortype dishmachines, rack conveyors, flight conveyors and utensil washers for institutional and non-institutional operations. Simple, intuitive controls, reliability as a result of heavy-duty construction, and serviceability are the hallmarks of the brand,” according to Cole.

Stero’s goal has always been to support customers by providing a simple and durable warewashing solution that will keep up with today’s clean-up

78 • November 2016 • Total Food Service • www.totalfood.com

demands. “For that reason, our popularity has always been in the larger institutions like correctional facilities, prisons, hospitals and universities,” noted Cole. “For example, we have a lot of machines on Rikers Island because correctional facility operators are typically very, very hard on the equipment. Our washers are built for high volume, fast-paced operations.”

The addition of Stero and Somat strengthens PBAC’s ability to offer the best solution to a customer based on their unique requirements. “If the unit is going into a prison facility, where you’re not going to have maintenance access and the end-users may abuse the equipment, you need something that’s going to hold up and be very easy to maintain,” Cole added. “PBAC can now provide the best solution from their product portfolio based on the customers’ needs.”

Additionally, Stero equipment has some of the highest production num-

bers as it relates to the quantity of dishes, glasses, and normal ware that you can run through a washer, according to Cole.

The new affiliation for Stero/Somat with PBAC enables them to provide solutions to the independent restaurant operator in Metro New York. “There are many independent servicers in Metro NYC that are very knowledgeable and capable providers.

So the Stero/Somat line enables customers to access world-class brands and continue the valuable relationships they have built with their service providers.”

Another trait that the company is proud of is that their products are still built in the U.S. “Most of our Stero equipment is assembled in Lancaster, PA, where we also build Somat, Red Goat and Master Disposers,” Cole explained. “Over 70% of our parts are also assembled or manufactured here.”

Dealing with waste is always a challenge for foodservice operations, and Somat systems further support the clean-up process in the back-of-thehouse. The Somat Company helps institutions reduce overall waste and hauling costs. Somat systems are ideal for urban office buildings, composting programs on rural campuses, zero-

continued on page 80

BOOTH #1900

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

PBAC 2016-17 Preview, from page 78 waste efforts within schools and can contribute to LEED® certification in restaurants and other foodservice environments seeking that accreditation.

Colleges and universities, secondary schools, hospitals, hotels, casinos, cruise ships, government and correctional facilities have all partnered with Somat over the years for cost-cutting, environment-sustaining solutions.

Somat’s benefits for waste reduction are maceration and the transportation of that waste stream. “The first stage of a Somat system is to grind the food waste. We have two different types of grinders: a pulper and a food grinder. A pulper handles food waste, but it also handles styrofoam, cardboard, plastic, paper, and most of your compostables,” Cole explained. A food grinder handles just food waste.

“It’s all about reduction, and withholding solids from the waste water.

The grinders take the waste and mix

it with water, creating a slurry. Once we turn the waste into a slurry, it’s 95% water, and we can pump that almost anywhere.”

In larger, remote systems, an institution may have multiple pulpers located near scrapping areas, and food grinders in the prep areas. “Those machines can be connected together and the waste is then transported to a remote location,” Cole said. “We can pump the slurry upstairs, downstairs, or even to another building. We’ve designed systems that pump the waste underneath parking lots to a separate building, housing the extractor or ‘de-watering’ device. The extractor pulls the water out of the waste, creating a semi-dry pulp. The water is then re-circulated back to the pulper for re-use, while dumping the waste directly into the dumpster. That process reduces the volume of waste by eight times.”

BOOTH #2227

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The pulp can be directly dumped into a dumpster and hauled away or fed into a Somat dehydrator. The dehydrator is a batch process and holds about 220 lbs. of waste. The dehydrator is mobile, so when it’s full, you simply push it out of the way and let it do its job. “Keeping in mind that the waste has already been reduced by the pulping process, the dehydrator reduces the volume of waste an additional eight times, and also the weight of waste another eight times,” Cole explained.

While this kind of remote system is usually used by a large institution like a casino or a hospital, there are options for smaller operations, as well.

“We make another model called the Close Coupled System. This product directly connects the pulper to the extractor. Everything happens in one place. We have a 7.5 hp option (model SPC75) that will process up to 1250

lbs. per hour, and recently we introduced a smaller unit featuring a 5 hp option (model SPC50) lowering the cost,” Cole said. “That’s a little easier to justify in a smaller restaurant. But the smaller system will still handle 900 to 1,000 pounds of waste an hour.

So you want to be pumping out some waste volume to take advantage of this system.”

Although Somat makes solutions for smaller foodservice operations, its core competency has always been outfitting large institutions. However, the company is working towards some smaller, more affordable systems that will be attractive to national chain operations.

“Our over-arching goal is to create warewash and waste systems that accommodate a wide variety of needs, working to improve efficiencies for everyone.”

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

B

efore you open (or if you’re already operating) a Metro NYC area restaurant, Peter Martinez of Master Fire Systems lists out the Top 10 Things You Should Know About Fire Prevention: 1. Building Plans: Make sure that your kitchen plans are filed with the City of New YorkBuilding Department. We have found that it can often take 6-8 weeks for approval of your fire protection plans.

2. Fire Protection Needs to Be Part of the Overall Plan: When you build and file your fire protection plan with the City, make sure that you include your ventilation, mechanical, plumbing, gas valve and cooking equipment plans.

3. The Experience of the Fire Contractor: Make sure you hire an experienced fire protection contractor who specializes in restaurants. Ask prospective contractors for references from jobs they have done and then call those references.

4. Do the Planning in Advance: We have found that if you take the time to plan out your cooking equipment layout carefully and in advance that you will avoid costly changes and most importantly get opened on time.

5. Select the Right Hood: We suggest making the commitment to use an engineered hood that

lowers exhaust CFM’s. The minimal additional expense upfront will be paid back in energy savings over the lifetime of the restaurant .

6. Understanding MUA’s: When you work with the contractor on the hood, we suggest requesting heated MUA’s (Make Up Air Controls).

This step will maintain the temperature of the kitchen from getting cold.

7. Connect with the NBAT: The City of New York has a new organization: NBAT (New Business Acceleration Team). The City wants new

82 • November 2016 • Total Food Service • www.totalfood.com

restaurants to open easily and so they have created this new service.

8. Signup for a Service Contract: Make sure you have a licensed fire protection company to perform semiannual service. Budget for a visit every six months to ensure the functioning of your system.

9. Get Trained: You’ve made a big investment in your new restaurant. So take the time to get you and your employees trained on how to use the fire system and the extinguishers.

10. Duct Cleaning: Again make sure you budget and schedule a quarterly duct cleaning. It’s the law and it will save the integrity of your system from a costly fire.

Peter Martinez is the President and CEO of Bronx, NY based Master Fire Systems. He would be happy to answer your questions at 718-828-6424(x208) or 646-772-1244 or via email at pmartinez@ masterfireprevention.com or mfps2@aol.com

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

NEWS

RESTAURANT REAL ESTATE

Paul Ficalora, The One Stop Restaurant Shop

P

aul Ficalora quickly becomes one of the most well-rounded people in the industry when it comes to real estate.

Paul Ficalora works in property & casualty insurance, commercial real estate, and restaurants. Paul provides his services all around the Metro NYC area and has made a name for himself as a guy who can handle it all with expertise.

Could you please share with our readers your history with real estate and the food service industry?

My first real estate transaction was in the late 80’s. I sold a building to the largest McDonald’s restaurant in Chicago. Shortly after that I joined a start-up public company and sold marketing and financial services to restaurants. The refocus on real estate was when I became a restaurant broker in 2008. It is critical for a broker to have a real estate license in situations when the building, in addition to the business, is for sale. Particularly important is to be a commercial realtor rather than a residential agent. A commercial realtor knows the formulas on

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how to establish the market value of a building and has a working knowledge of commercial leases. This is critical to both buyers and sellers. I am licensed in NY and CT and affiliated with Coldwell Banker Commercial Scalzo Group.

restaurateurs. Becoming a restaurant Broker in 2008 was the best use of my knowledge and experience with restaurants. For the past 8 years, I have guided restaurateurs through the detailed process of purchasing and selling restaurants.

How long have you been a business advisor for?

When I left the corporate world I wanted to take advantage of the 13 years of conducting business with restaurants. During that time I developed sills that I felt were valuable to

How big is your team?

I have three teams plus relationships with some of the finest restaurant specialists in the industry. My

continued on page 86

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Paul Ficolora, from page 84 first team is with Houlihan Business Brokers. Gerry Houlihan is the president and has owned and operated a restaurant for over 18 years and continues to manage a multiunit foodservice operation. He has a wealth of restaurant and commercial real estate experience and is a man of integrity whom I am proud to be associated with. My other team is with Coldwell Banker Commercial Scalzo Group, with offices in NY and CT. They are the largest CBC group in CT as well as #1 CBC office in the State. Being part of the Coldwell Banker Commercial umbrella, which nationally and internationally closed over 14,000 transactions last year, I have access to some of the brightest and most experienced commercial real estate experts. My third team is my insurance team with John M. Glover Agency. They are an independent insurance agency with 19 offices in the northeast. And they have relationships with over 60 insurance companies. JMG is celebrating their 100th year in business this year. This allows me access to an abundance of insurance knowledge and experience.

In addition to these three great teams, I have a network of restaurant-focused specialists. They range from public relations, menu creation, food preparation, operations, finance, payroll and of course credit card processing specialists.

Basically, I have a selection of very talented experts in the restaurant business that I have access to.

Why is confidentially so important when dealing with restaurants?

For good reasons; any restaurateur does not want his or her staff and customers to be aware that the restaurant is for sale. Creating uncertainty in the staff compromises performance and opens the risk of some staff to prematurely leave for other opportunities.

This is harmful to the operations and potentially bottom line of the restaurant. Also, a staff’s positive moral is vital to the overall feel of the restaurant.

The formula for establishing the value of a house is very different from the formula for a commercial income producing the property.

If the customers are aware that the restaurant is for sale, some will stop booking parties at the restaurant and others will be concerned that the food quality and service will decline. This will certainly have a negative impact on the bottom line.

Being well aware of these potential problems I never identify the name of a restaurant that is for sale or the town of the restaurant. My marketing will reveal specific details, like what general part of the County or part of NYC the restaurant is located, how large the restaurant is, how many seats there are and various attributes as well as the lease details. When an interested party contacts me I qualify them and ask them to sign a confidentiality agreement. Only after this is signed will I reveal the name and location of the restaurant, and set an appointment to show the restaurant myself.

I market the restaurant through my own database of restaurateurs, as well as public restaurant business sights.

(Bizbuysell, Bizquest, and occasionally Craig’s list.)

How do you determine the worth of a restaurant?

There are three industry standard formulas to derive the value of a restaurant business. 1. The gross sales approach, which is derived by taking a percentage of gross sales 2. Cost to build approach, which is arrived at

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by analyzing the cost to build the restaurant business, less a deep discount and 3. The Sellers Discretionary Earnings approach which is a multiple of the net profit. If you go to my website you will see these three formals explained in more detail; PaulFicalora. com. Also, it is important to realize that if the restaurant owner also owns the real estate and wants to sell the building as well, then there is a different formula to determine the value of the real estate. Keep in mind that you have to be a licensed real estate agent to be able to sell the building. And, it is particularly important to be a commercial real estate agent rather than a residential agent. The formula for establishing the value of a house is very different from the formula for a commercial income producing the property. I am licensed in NY and CT and specialize in commercial properties and understand the income and expense approach to establishing the value of a restaurant building. When real estate is involved there are typically two transactions; one for the business and one for the building. Why? Because a bank will not finance a restaurant business but will finance the building.

Also, keep in mind that there are many influencing factors that must be considered: location, rent, condition of the restaurant as well as local market conditions.

You seem to be a one-stop shop with your insurance brokerage capabilities, what type of insurance would you say is the most popular?

I am a restaurant broker because I have a strong admiration and great deal of respect for restaurateurs. Because of this natural inclination, protecting the ongoing business of my clients makes perfect sense. From kitchen fires to cyber attacks, my awareness of potential risks serves to protect restaurants with precise insurance policies. As I mentioned before my agency has access to over 60 insurance companies. Restaurants typically

need coverages that range from utility outages, food spoilage, employee dishonesty and business income, to name a few. Cyber attacks are more prevalent and since restaurants collect credit cards for payments, they are at risk.

What insights can you give a new or existing restaurateur about liability insurance?

Most business owners’ policies, and commercial policies for larger restaurants include liability insurance. It is important to look at your limits. Car accidents from drivers who drink too much can result in extremely large claims. Also, if the credit card numbers are stolen for a few hundred of your customers your liability exposure is very high. By the way, many cyber attacks or stolen credit card information are inside jobs. My best advice is to ask restaurateurs to read their policies to see what they are covered for and more importantly what are the exclusions. There are always exclusion provisions in every policy. I offer a free policy review for all my present and future clients. I view insurance with this perspective: “My clients’ best interest is my sincere interest.”

What insights can you give our readers on how to handle real estate marketing?

Real Estate marketing is in conjunction with marketing the business; the same discretion is applied. Let me rephrase the question: What insights can I give readers on how to evaluate a lease when purchasing a restaurant business? At least four key elements to look at in a lease are 1. You will own all the FF&E (LL or Tenant) 2. Rent (include RE taxes and CAM charges; rent per # of seats) 3. Assignment Clause (not to be unreasonably withheld) and 4. Personal Guarantee or Good Guy Clause. (new restaurateur or established restaurateur)

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NEWS

MENU SOLUTIONS

Jersey Based Lioni Introduces New Bufala Fresca Offering

T

otal Food Service sat down with Lori Church, Director of Sales & Marketing, Lioni Latticini Inc. in Union, NJ to talk about foodservice cheese trends and menu solutions.

Can you share a brief history of Lioni with our readers?

The Salzarulo family began its tradition in the Latticini business in the town of Lioni, Italy many decades ago.

In 1980, the family brought its fine art of cheese making to Brooklyn, New

York where it created a name for itself making fresh, whole milk mozzarella cheese. Within the past three decades, the Salzarulos have transformed their small neighborhood, family business into a nationally renowned manufacturer and distributor of fresh mozzarella in the United States.

Today, Lioni is still a family owned and operated business that holds onto old Italian values and traditions. They manufacture over 15 million pounds of mozzarella per year in a 100,000 square foot facility in Union, N.J. Their

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distribution reaches over 35 cities across the United States. The company also has a 2,000 square foot wholesale warehouse in Brooklyn.

Not easy to take hand made recipes from Italy and interpret them for a US audience and make them in bulk. How were you able to accomplish that?

Through comprehensive research and development and generations of cheesemaking expertise, Lioni crafts new items beginning with small batch-

es, perfecting the product and improving the production process over time.

They develop a product progressively to insure product quality and consistency as they transition from small batches to larger volumes.

A strict attention to detail goes into every step of production - from the selection of the freshest milk, to the meticulous processing of the valuable curd, the perfect timing of the creation of the cheese, to the final in-

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NEWS

FOOD SAFETY

Bulletproof’s Austin Publicover Helps NYC Restaurants With Food Safety

W

e always look at our local health inspector as the dreaded judge of your restaurant’s cleanliness. For some, it is intimidating for others it is a welcomed experience. With the help of Bulletproof! Food Safety you can prepare yourself mentally and physically for your next health inspection with Austin Publicover.

Publicover’s interest in food safety started in college in his Biology and Food Science courses. After running his own HVAC business in Tuscon,

AZ, Publicover moved to NYC to follow his passion for food safety while applying his tradesman skills.

He started his food safety career at Danny Meyer’s Hospitality Group where he did everything from liquor licenses to mock inspections. Publicover spent six years working with the teams at the Gramercy Tavern, MoMa, The Whitney, Blue Smoke and had the pleasure of working with the most amazing people in hospitality!

After six years Publicover ventured on his own and started Bulletproof!

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Food Safety. Bulletproof does everything from ensuring FDA, NYC DOH, NYS Agriculture & Markets which is done via mock inspections in food workers training along with HACCP, HARPC plans, and regulatory guidance. Publicover even handles plan reviews for designers and architects to assist in making straightforward and practical layouts. “Most clients come to us for mock inspections. It’s good to have that second set of eyes

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Bulletproof’s Austin Publicover

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FAITHFUL FOOD

WITH FAITH HOPE CONSOLO

Fall’s Divine Dining

T

his Fall, New York is a whirlwind of New Dining Options and Radical Revamps.

It’s sweater weather; cashmere of course. Here are some of the most special eateries to check out this fall. abcV 38 East 19th St. From the abc kitchen crew, this will be Jean-Georges Vongerichten’s first meatless restaurant; gourmet vegetarians rejoice. This veggie-focused restaurant was cocreated by ABC Carpet & Home CEO Paulette Cole and will open this spring with a menu from chef de cuisine Neal Harden. The 75-seat restaurant will serve both vegan and vegetarian dishes for breakfast, lunch and dinner.

Avra Madison 14 East 60th St. Opened in the midst of Fashion Week last month, celebrities christened the spot. The new outpost by TAO Group’s Greek eatery focuses on fresh seafood in its massive, 207-seat space.

Black Tap at The Blakely New York 136 W 55th St. This fan favorite will bring its celebrated burgers and milkshakes to the Blakely Hotel. The opening precedes the launch of its first cookbook, Craft Burgers & Crazy Shakes from Black Tap, which goes on sale in November.

Blue Ribbon Federal Grill at AKA Wall Street 84 William St. The Blue Ribbon empire expands with a “no rules” concept on the ground floor of the newly opened AKA Wall Street. What you won’t see on the menu; the famous sushi – there will be no Japanese

influences here.

Chinese Tuxedo 5 Doyers St. Built in a former opera house on Chinatown’s Doyers Street, this exciting Cantonese restaurant from Eddy Buckingham and Jeff Lam will reimagine classic dishes.

Cut The Four Seasons Hotel, 99 Church St. Wolfgang Puck’s newest venture is the prime spot for steak. Find an extensive selection of American and Japanese Wagyu beef.

Fowler & Wells The Beekman, 5 Beekman St. Star Chef Tom Colicchio brings a menu filled with throwback New York classics, such as Lobster Thermidor and Beef Wellington. Fun fact; this is Tom Colicchio’s first New York City opening since 2010. Nestled in Lower Manhattan’s Beekman Hotel, it’s inspired by the fine dining of the past. The team will also operate a bar in the hotel’s nine-story atrium.

Harold’s Meat + Three 2 Renwick St. A southern cafeteria by Chef Harold Moore at the Arlo Hotel is finally open, providing diners with an upscale version of a traditional “meat and three,” where, as it sounds, you choose a meat and three sides.

King 18 King St. A SoHo bistro opened by three London transplants. Offers a changing daily menu of fresh seasonal ingredients.

Massoni 11 East 31st St. Dale Talde and his partners are opening a new ItalianAmerican concept in the new Arlo No-

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Mad Hotel that will serve multi-cultural spins on Italian classics.

The Meatball Shop Hell’s Kitchen 798 9th Avenue. The seventh location of the mix-and-match meatball shop. There will be a separate bar and private dining option next door.

Megu 355 West 16th St. Beautique’s Jon Bakhshi re-opened the upscale Japanese hot spot, Megu, in the former Cherry space at the Dream Downtown. The underground restaurant serves classic Eastern flavors with a modern menu with cutting edge ambiance.

Faith Hope Consolo is the Chairman 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

Miss Paradis 47 Prince St. French restaurateur Claude Louzon and his daughter, Julie, will open their first New York business with acclaimed designer,

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C-CAP TRADE TALK

WITH JOYCE APPELMAN

Chef Works Partners With Careers Through Culinary Arts Program (C-CAP)

C

hef Works, the leading manufacturer and distributor of chef clothing and uniforms for restaurants and hotels worldwide, announced their support of Careers through Culinary Arts Program (C-CAP). C-CAP transforms the lives of at-risk high school students through professional training and education opportunities in the foodservice industry. Chef Works will be supplying chef coats, hats and aprons to C-CAP students enrolled in participating high schools across the country, and discounts to alumni this year.

“We at Chef Works are proud to support C-CAP by providing a basic necessity for students in the culinary classroom and for alumni working in the industry,” says Amanda Stuckey, Marketing Director of Chef Works.

“We know our partnership helps reinforce the simple fact that sometimes you just need a little help from those around you to find your passion and get on a positive pathway. We firmly believe in dressing for success – we know its cliché – but its relevancy applies particularly to the culinary world. When you feel confident, look confident in your culinary uniform, you ARE confident. And that confidence is what will make a difference in the lives of these at-risk youth to begin a new journey and start down a different, better path in life. It’s an absolute honor to be able to support C-CAP in this mission.”

According to C-CAP Founder Richard Grausman, “We are fortunate to have sponsors like Chef Works supply our students in participating schools and alumni working in the industry

Joyce Appelman, is the National 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

with superior quality chef’s uniforms.

The opportunity for our underserved students to be dressed in professional attire that school budgets don’t normally cover helps broaden our students’ professional skills and better prepares them for the industry. Chef Works is helping us dress them for success!”

Chef Works is currently in over 65 countries around the world. As a global culinary apparel brand, Chef Works successfully manufactures and distributes high quality culinary apparel internationally. They remain resolute in their mission to provide the bestquality products at the most competitive prices, focusing all of their efforts to ensure complete satisfaction and meet, or exceed, expectations for high-quality, well-designed, comfortable uniforms alongside superior customer service. For more information, visit www.chefworks.com.

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C-CAP is a national non-profit that transforms lives of underserved students through the culinary arts and prepares them for college and careers in the restaurant and hospitality industry. Since being founded in 1990

by Richard Grausman, renowned cookbook author and culinary educator, C-CAP has awarded $50 million in scholarships and has provided job training and internships, college and lifetime career support, teacher training and product and equipment donations to classrooms. C-CAP works with over 17,000 students nationwide. Through C-CAP’s efforts, a large percentage of its students find rewarding careers in the foodservice and hospitality industry with many alumni, now graduates of top culinary schools, working in leading restaurants and hotels throughout the country. For more information, visit www.ccapinc.org.

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November 2016 • Total Food Service • www.totalfood.com • 95

BenefitMall, from page 10 (which is advisable) or complete a final inventory at the end of the year to determine how much food was used and how much was thrown away.

Labor Costs – Labor and employee costs are fully deductible providing they are reported to the IRS. Paying your wait staff and cooking crew is one of the largest expenses of running a restaurant, but most of those costs are fully deductible. Deductibles include employee salary, wages, bonuses, tips, sick leave, vacation pay, and health insurance. If you are unsure whether or not employees have reported all of their tips, consider asking your payroll provider for a reported tips report, where your employees sign off on tipped amounts, so that any liability for incorrect numbers falls on them and not on you.

Marketing – Any marketing costs, including direct advertising, online ads, brochures, billboard and sign rentals, promotional costs, sponsor-

ships, and even website design, are deductible. However, coupons and discounts are not deductible from your taxes.

2. Review Tax Credits Tax credits can be taken as a credit to directly offset tax or taken as a deduction depending on the credit, and they can be extremely valuable either way. It is important to handle your finances and your reporting with care to ensure that all of your deductibles are actually eligible.

Repair & Remodel - Safe harbor allows restaurants to deduct 75% of repair and remodel costs under section 162 of Revenue Procedure 201556, and capitalize the remaining 25% under section 263(a). It is crucial to separate repairs and remodels from new builds and any build that changes more than 20% of the building for a new use, because those types of construction do not qualify for the safe

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harbor.

Research & Development – If you’ve invested in research or development for ingredients, cooking methods, or other research relating to your restaurant, you could qualify for as much as a 20% tax credit.

FICA Tip Credit – You may be entitled to a 45(b) tax credit for part of the taxes paid on tips earned by employees. FICA Tip Credit amounts to any of the 7.65% tax paid on tip income in excess of Federal minimum wage, which you can claim as a tax credit using IRS form 8846. Your payroll provider should be able to supply you with a Tips in Excess report to calculate this credit.

3. Utilize Depreciation to Reduce Taxes As a restaurant owner, you can deduct depreciation for machinery, fixtures, and equipment under sections 179, 167, or 168. Section 179 allows

you to use the entire deductible the year of the purchase. This deduction is intended to allow small businesses including restaurant owners to purchase up to $500,000 of equipment for their business and reduce the costs immediately with all of the qualifying deductions.

4. Review Your Accounts and Books Before Filing A full review of your accounts and bookkeeping can be pulled off with only a little planning and can save you a great deal in terms of frustration, IRS fines, and other issues. Even if you’ve already organized your financial books, you should still go over everything to ensure accuracy. For example, restaurant owners are required to file the IRS form 8027 - “Employer’s Annual Information Return of Tip Income and Allocated Tips” once per year. Re-

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Morgan Tucker, from page 20 of Arzberg, the first culinary porcelain company to perfect a functional terrine. Every vessel throughout the property was selected to meet at the point of functionality and personality. Many of the items selected will be making their US debut because of our visits to historic European factories.

That is what we do.

We also provide our customer access to industry-leading events like Star Chef’s International Chef’s Congress, which immerses attendees in the future of food and beverage.

In Elena Arzak’s opening address to the 2016 Expo, she highlighted the importance of filling a space with thoughts, conversations, and experiences. Allow our team at Singer/M Tucker to help curate these memories.

I have the honor of closing out Star Chef’s three day culinary symposium by presenting the Innovator Awards to manufacturers who are committed to developing products that push our

industry forward and allow culinary moments to shine.

After presenting the awards, I was treated to a main stage Chef’s Table Supper by the daring genius Chris Cosentino. We celebrated a return to hospitality that combined age old technique with precision control from Breville and PolyScience in century old re-released cookware from Agnelli.

Our family-style feast was served on a year old design that I selected when visiting the 200 year old Pillivuyt factory some months ago.

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It’s rare, but some moments stay with you forever and can be described as healing in a self-indulgent way.

Shake Shack In-room is at the top of that list. So is an intimate dinner for 6 in front of hundreds of culinary professionals on the ICC Main Stage.

Allow us the privilege of presenting to you these creative and innovative products at HX: The Hotel Experience, November 13-15, at the Jacob K. Javits Convention Center this month.

And join me on Monday at 12PM on the Main Stage to Explore “How the

Restaurant Industry in Metro NY Has Evolved So That We Can Peak into the Future.”

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ADVERTORIAL

SIRHA LYON EXPECTING 200,000+ VISITORS FOR JANUARY FOODSERVICE SHOW

The last edition of Sirha in 2015 welcomed 189,028 professional visitors and 3,045 exhibitors presenting products, equipment, and services for restaurants, hotels, catering and foodservice operations. More than 440 exhibitors showed equipment.

725 new products launched at the show, with 367 making their world premiere. Foodservice and hospitality professionals from 135 countries flocked to the show to get a first glimpse of products which had never been seen anywhere else in the world.

Every two years, the Sirha Innovation Awards turn the spotlight on twelve of the sector’s most cutting-edge products, equipment, and services.

In 2015, Innovation Award winners included the FUSIO portable indooroutdoor smokeless grill and the Rapid’Distill essential oil press, which extracts the essence of materials like apple skin or flower petals for cooking or cocktails.

Innovation and excitement are around every corner at Sirha, with more than 1,600 live demonstrations happening every day. Professionals get to see foodservice equipment in action— chopping, cooling, whipping, warming—in order to better select the technology needed to optimize their operations.

In addition to sourcing new products, foodservice professionals gain knowledge of key industry trends that will shape the future of how and what people eat. Sirha’s program of expert conferences and full-scale model restaurants inspire and inform attendees. In 2015, 3,240 marketing and research & development professionals came to the show to identify food industry trends, with 600 of those making the trip from abroad.

Sirha also plays host to worldrenowned competitions for chefs, cheese experts, baristas, butchers, and more. The famous Bocuse d’Or culinary competition will celebrate its 30th anniversary in 2017.

This can’t-miss industry event takes place in Lyon, the gastronomic capital of France. Sirha offers attendees special discounts on Air France and KLM flights and accommodations in Lyon.

TO ORDER YOUR FREE VISITOR BADGE FOR SIRHA, visit www.sirha.com and enter code PPNTB during registration.

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RCS LYON 380 552 976 – Non contractual document – Photos : F. Mainard-T. Caron

JANUARY 21-25, 2017 EUREXPO CENTER - LYON, FRANCE

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LIZ ON TABLETOP

TABLETOP SOLUTIONS

Changes In Tabletop Abound As Top Chefs Open Hotel Eateries

I

f you haven’t noticed high-end restaurants are now becoming a must have for hotels. It’s really not all that surprising either; in fact it makes perfect sense.

High-end chefs make a hotel more of a destination, drawing more customers to stay and have dinner. It’s really a win-win for both parties.

With chefs including Tom Colicchio’s Fowler and Wells in the Beek-

Liz Weiss is the President and coowner of Armonk, NY based H. Weiss

man Hotel and Andrew Carmellini’s new Italian restaurant in the William Vale Hotel in Brooklyn clearly this is a major trend.

So as you tour the HX show this month, I would like for you to keep an open mind in the overlapping of tabletop design for your restaurant but also for event/banqueting ware.

This means having more durable glasses that are appropriate for ser-

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vicing up to 150 diners. Lets talk about china now; it may sound odd but having china that melts into the background rather than to stand out provides a calmer table. You don’t want to create conflict between the themes of the brides. Another interesting strategy that you can use is to use two different sets of china that convey different price points but are close enough to look like they

Co. She is known nationally as one of 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.

continued on page 104

November 2016 • Total Food Service • www.totalfood.com • 103

Weiss, from page 102

are part of the same group. Lets say you use brite china or delicate ones in the restaurant and then high-end alumina in banqueting. Then use lofty wide and heavy flatware in the restaurant while using ore scratch resistant flatware in banqueting.

Now for glassware I would recommend using tall delicate stems for expensive wines and then stemless lowers and more durable glasses for events. Most people do not really consider the sizes and what it does for portion control when talking about drinks especially on a banquet table. Crowding banquet tables is something most restaurateurs are not really considering but it is very important to your diners.

One of the hardest things for a restaurateur to decide on is table-

top cloth. White is always king but being able to change looks with accessories with lines and table toppers is just as vital. Bar metal and colors are easily wiped and kept clean, if you are looking for the tight fitting modern look “snuba” cloths are available in many colors and are easily washed and stored.

After you have decided what cloths are right for your table you have to consider plates and bowls.

If you own you have to make sure to consider durability and compactness. High-density chinas like Lenox are a safe bet, they have the fully glazed bottom and nest that will take less room. Lenox has the added appeal of the Lenox back stamp. Both are high quality and look great! Both factories have many

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different shapes and sizes and provide each course with a unique look.

You can serve more items in beautiful bowls like a deep tulip bowl or a dressed coupe bowl. You can let the color come from the food and garnishes rather than the china. When serving specialty items this provides the opportunity to use unorthodox items for example use mason jars for desert and shot glasses for soup.

Now you have to remember this is a hotel so you have to consider the importance of room service. This is an aspect that is completely new for chefs so it becomes a bit of a challenge so pay attention. Chefs now need to figure out how to present their vision while transporting food throughout the hotel. Lets start at the bottom and work our way up;

the cart is the first thing to consider.

Get a nice cart with sides, laminated and enclosed to hide a mess, if possible have a wood core to provide sound absorption. Use nice trays that compliment the plates, use specialty napkins with something special on them, like your logo, or a napkin ring, coaster but something that the guests can take home.

Now if you picture this all together you have created a beautiful spread for your restaurant, your banquets and events, and for room service. This is uncharted territory for these culinary teams, it certainly is an exciting time for the hospitality industry and at H. Weiss we are excited to share ideas as you update your vision.

BOOTH #2200/2301

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NEWS

MENU SOLUTIONS

Zakarian Looks To Build Momentum At The National In Greenwich With Prix Fixe Lunch

F

or Fairfield County’s power lunchers, Geoffrey Zakarian is solving the lunch issue with a Prix Fixe lunch menu at The National in Greenwich.

We all know what it is like to go to lunch and not have time to really enjoy it. Zakarian is doing the work for us by creating a three-course meal for $21 at The National and customers are loving it.

This is not the first time Zakarian has done a Prix Fixe menu either.

The Lambs Club in Midtown Manhattan offers a three-course menu that is extremely popular. “This format allows our guests to have a price expectation for their meal, its time, and is also a fun opportunity to highlight new and seasonal dishes,” said Zakarian.

The Zakarian empire includes his role as a television personality on Food Network’s Chopped, Cooks vs. Cons and The Kitchen, host of SiriusXM’s FOOD TALK, author of “My Perfect Pantry: 150 Easy Recipes from 50 Essential Ingredients,” and restaurateur behind several restaurants including The Lambs Club in New York City, as well as Georgie and The Garden Bar at Montage Beverly Hills. In November of 2015, Zakarian added The National in Greenwich to his portfolio of world-class restaurants and is bringing his strategies with him.

The National ensures that the cus-

The Zakarian empire includes his role as a television personality on Food Network’s Chopped, Cooks vs. Cons and The Kitchen, host of SiriusXM’s FOOD TALK, author of “My Perfect Pantry: 150 Easy Recipes from 50 Essential Ingredients,” and the restaurateur behind The Lambs Club in NYC, Georgie and The Garden Bar at Montage Beverly Hills, and, in November 2015, The National in Greenwich CT. tomers always come first, providing diners with high quality food, while ensuring that they’ll have plenty of time to make their next meeting or appointment. Zakarian understands the needs of the modern work lunch and understands the differences they require for lunch vs. dinner.

“It’s the same customer, just with different objectives. Dinner is more about being with your family, or spending time with friends, visiting, gathering and spending leisurely time. Lunch is typically more about a stop between shopping, a business lunch, refueling after a fitness class, or a quick bite before or after

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picking up the kids from school,” said Zakarian.

Zakarian and his culinary team carefully crafted the Prix Fixe menu.

The seasonal menu this October included appetizers of a salad of young lettuces with pistachios and ricotta salata with a creamy tarragon dressing or a chilled sweet corn soup with tomatillo, cojita cheese and smoked almonds. Entrée options are a choice of fresh spaghetti with cacio e pepe, chicken and lentil salad with cauliflower, marcona almonds and cucumber with a spiced yogurt vinaigrette, or P.E.I. mussels with cotechina and chiles with an

Geoffrey Zakarian

anise-cardamom aioli.

Zakarian tops it all off with a light and refreshing freshly-baked cookie, bagged to go. A lot of operators in NYC look at Greenwich as a market where price is no object in terms of what a local will pay for a meal. Zakarian places quality and value first, no matter what the location. Zakarian and The National never want the diner to remember their experience based on price. Zakarian wants his diners to remember the food, quality of service, their company and then think about when they can come back.

BOOTH #2755

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BOOTH #2200/2301

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RESTAURANT EXPERT

WITH DAVID SCOTT PETERS

5 Fatal — Yet Avoidable — Service Errors

H

ere are the five service errors I have identified to be extremely harmful to independent restaurant owners that can be fixed with systems.

“Let’s just take turns.”

You know, kind of like being a car salesperson. “I’ll get the first people that walk in the door, you get the next and so on, until it’s my turn again.”

While this sounds good in theory, ultimately it can be a fatal mistake.

In reality, every server ends up with tables all over your restaurant, even outside (for those with outside seating), giving servers incredible ground to cover, keep track of and monitor. This spells disaster when it comes to providing top-notch service.

Tables get lost because they all assume someone else has already taken care of the new table that just seemed to seat themselves. But what really happens is nobody ever gets to the table, often resulting in a lost customer.

Never let your serving staff take turns. It is a recipe for disaster and will ultimately destroy your business.

“We can’t make any money if you add another server to the floor.”

If I had a dollar for every time I heard that one, I could buy a new Porsche.

The only way to build your sales is to provide incredible service levels, which is even more important to independent restaurant operators who have to separate themselves from the chains.

The reality is, if you hear that from your servers, they probably already have too many tables in their sections and aren’t providing anywhere near “WOW” customer service. The general rule of thumb, in a full-service restaurant with a host who staggers the seating, is a server should be able to handle up to seven tables at a time.

The only way to build your sales is to provide incredible service levels, which is even more important to independent restaurant operators who have to separate themselves from the chains.

“Look, I just don’t have time to do that and take care of my tables.”

You must teach your serving staff one of the golden rules to walking the floor: “Nobody enters or leaves the kitchen with empty hands.” This means that for every pass a server

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takes to and from their tables, even if they aren’t going into the kitchen, they should be pre-bussing their tables. Plus I will take it one step further; they should be pre-bussing other server’s tables, too!

I know you’re probably thinking, “How do I sell that one to my servers?”

You have to get the concept across to your serving staff that just because a guest is sitting in someone else’s section today doesn’t mean they’re not their customer. If each guest doesn’t have a great experience, they aren’t coming back. And if a server can ensure they do have a great experience and they do come back, they could be sitting in that server’s section the next time. Ultimately this means more money for the server in the end.

“You’re kidding me, right? I’m not paid enough to do that!”

David Scott Peters is a restaurant expert, speaker, coach and trainer for independent restaurant owners. He is the developer of SMART Systems Pro, an online restaurant management software program helping the independent restaurant owner remain competitive and profitable in an industry boxed in by the big chain restaurants. Download a free report to discover the #1 secret to lowering food and labor costs and running the independent restaurant you’ve always dreamed of. Learn more about how David can help you at www.

TheRestaurantExpert.com.

Try this line on them: “If you’ve got time to lean, you’ve got time to clean.”

Their first reaction is almost always, “I don’t get paid enough to do that.” Here are two tactics to overcome this: 1) Explain to your serving staff how

continued on page 131

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Sampson, from page 14 Box thinks it knows what’s behind the recent discrepancy between chain and all-industry sales results. Its conclusion spells trouble for restaurant chains. ‘The uphill battle for sales traction among chains is also somewhat at odds with government data showing overall growth from food and drinking establishments,’ Black Box reports.”

As you continue to read excerpts from this article, you probably will come to the same conclusion I did.

The industry has given birth to a number of industry analysis groups which very often are in disagreement with the U.S. Census Bureau. For example: “Government data doesn’t focus on specific restaurant segments, but one implication is that chains are losing the battle at a local level with independent and/or other food-awayfrom-home or take-out and delivery services. There is growing evidence that these options are taking share from legacy restaurant brands. If these

scenarios play out, it could mean a meaningful shift of the chain restaurant ‘share of stomach.’

“The Black Box July 2016 Restaurant Industry Snapshot offers some anemic performance numbers from the nearly 25,000 chain units it tracks.

Comparable sales were down 1.4 percent year over year while, worse, comp traffic dropped 3.9 percent. ‘July represents the weakest performance for both metrics since December 2013,’ the report notes.

“In contrast, the Census Bureau’s July 2016 eating and drinking place sales numbers show a 5-percent yearover-year gain in sales. Black Box focuses on chains, while the Census Bureau looks at all segments of the restaurant industry. But that alone doesn’t explain the huge disparity in results. That goes double when the overall economic picture is good and is forecast to get slightly better. It all leaves chain operators scratching

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their heads.”

Based on previous information this year NPD reported that “Total U.S. Restaurant Count Down Slightly from Year Ago; Chain Units Grow and Independent [sic] Decline.” In fact, I wrote a column on the subject. Chain units will grow and independents should decline, the reason being: “Independent restaurants are historically less stable, not having the same resources as chains to get through more difficult times,” said NPD foodservice product management director Greg Starzynski.

In addition, NPD’s Kim McLynn added, “Chains have been heavily investing in advertising and dealing to drive customer traffic these past several years. Independents don’t have the resources to compete.”

While all of this may be true, the era of social media may have created a powerful new resource that levels the playing field for independents: review sites like Yelp.

Michael Luca, a professor at Harvard Business School, did a study in 2011, looking at the effect Yelp reviews had on both independents and chain restaurants.

“He found a significant impact for independent restaurants, but no relationship between Yelp ratings and restaurant revenue for chains.” He went on to say, “Yelp causes demand to shift from chains to independent restaurants.” Luca concluded: “Assuming Yelp measures are a reasonable measure of true quality, then Yelp may help to drive worse restaurants out of business.”

There is no doubt in my mind that social media does now and will continue to be a major player in shaping consumers’ decision-making process.

That is another reason why you must have a social media monitoring service. It will help you protect your good name.

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HOW GREEN ARE YOUR WAYS?

WITH PETER KAPLAN

Fire Prevention In Restaurants

R

estaurants face specific fire hazards that are not present in other environments. And the presence of cooking equipment and the possibility of grease fires can endanger both customers and employees. As restaurants are at a high risk for fires due to the large amount of food being prepared and the high number of people in a centralized area any given night, they face many more

Peter Kaplan has served as Chief Operating Officer and President of

fire hazards than typical properties because so much action is focused on the kitchen area. There are many hazardous areas and activities on a given night your restaurant is open, including open flames, full grease traps, an unclean kitchen and storage of flammable materials.

Here is a guide on preventing fire in the Restaurant/Food Service Industry: THE BASICS

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• Clean grills and kitchen equipment frequently.

• Avoid using extension cords or frayed electrical cords.

• Maintain clear, uncluttered walkways and storage areas.

• Use only Type K extinguishers on cooking fires.

EMPLOYEE/STAFF TRAINING Sometimes fires are not fully preventable, and in these cases, it’s im-

United Energy Consultants since 2005.

Behind his leadership and 20+ years of de-regulated energy and risk management experience, United Energy Consultants has developed several proprietary procurement and software systems that are a benchmark in the industry. Email him at peter@uecnow.com

continued on page 135

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Lioni, from page 88 spection and in-house processing and packaging.

Talk about what has gone into the design of your facility in Jersey.

Lioni utilizes innovative dairy technology along with state of the art computer-monitored and automated customized equipment in their HACCP compliant manufacturing facility.

Their facility was much inspired by innovative dairy facilities from their family’s native region in Italy.

Have you always produced product for foodservice?

Yes, Lioni has always offered their traditional fresh mozzarella products in foodservice packaging.

How have the tastes of the Lioni foodservice customer evolved?

As chefs and their patrons have become more educated in the true attributes of fresh mozzarella, the demand for quality, taste, texture and consistency has become fundamental to satisfy a more sophisticated palate.

Look every proud chef would like to make his/her own mozzarella. What’s the volume level at which it simply makes no sense?

Bufala mozzarella cannot be made easily, due to its extremely delicate nature and the lack of accessibility to Buffalo milk, (especially on the East Coast). Chefs often make cow’s milk mozzarella from curd, in-house, though in small quantities, usually anywhere from 5-10 lbs. average. Highly skilled professionals can often produce 20-25 lbs. before it just becomes too labor intensive to meet their needs.

As chefs and their patrons have become more educated in the true attributes of fresh mozzarella, the demand for quality, taste, texture and consistency has become fundamental to satisfy a more sophisticated palate.”

Entrees and Pizzas. Chefs have now incorporated Burrata as a key ingredient in Pasta dishes as well as Seafood dishes.

Where did the idea come from for the new Bufala Fresca?

The owners of Lioni had always wanted to create an authentic Bufala mozzarella here in the U.S., but were presented with various challenges.

For years, as they imported this Italian delicacy they struggled with providing a consistent fresh imported perishable product. They had made several attempts to import the curd from Italy, but it proved to be ineffective. Eventually, through collaboration with Caseificio Mandara, the leading innovators and purveyors of exceptional buffalo milk sourced from the DOP area of Campania, Italy, Lioni was able to recreate the inspirational essence of Italy’s original Bufala Mozzarella here in the U.S. Lioni respectfully presents an uncompromised, exquisite and superbly

Talk about some of the trends that you see in terms of how mozzarella is being utilized on menus?

Currently the top menu trends include Bufala mozzarella and Burrata both being used in numerous appetizers such as traditional Caprese salads, 118 • November 2016 • Total Food Service • www.totalfood.com

fresh 100% buffalo milk mozzarella.

What serving suggestions do you have for Bufala Fresca?

Lioni suggests serving this celebrated Italian specialty at room temperature to experience the true authentic flavor and aroma that clearly distinguishes it as a traditional fresh Mozzarella di Bufala. Bufala Fresca can be

delightfully enjoyed with a hint of olive oil, as a simple insalata Caprese or as the essential ingredient for Pizza.

Do you deliver product directly throughout Metro NYC or through distributors?

Lioni delivers product directly though they also partner with several distributors to fulfill product demand throughout Metro NYC. What’s the next step for a chef or foodservice operator that wants more info on the new product or the Lioni line?

Information is available on Lioni’s website at www.lionimozzarella.com, information can also be requested via email at info@lionimozzarella.com or by calling our Union location at 908686-6061. Food service operators can also contact their current distributors to request Lioni products.

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Wolfgang Puck, from page 4 lo, and they have a famous auto race and so does Indianapolis,” Puck says.

“How different could they be?” Puck quickly found out. He was broke, so he had no choice but to work to earn his green card there, cooking while living in another cheap motel, before finally settling in California.

Forty years later, in 2015, he opened a new test kitchen in Los Angeles’ Pacific Design Center equipped with all the toys of modernist cuisine — a centrifuge, vacuum distiller, antigriddles just as useful for innovating the flavors of frozen pizzas as brunch cocktails. “I’m all for using modern techniques for evolving my cooking, but I don’t want to serve science experiments,” says Puck. That might mean raspberries from a Santa Monica farmers’ market will be reduced to their essence to brighten a Champagne framboise poured tableside, or end-of-meal bonbons, but in both

cases he’d prefer that customers appreciate the flavor and the service not the technique.

At every Cut steakhouse, it’s commonplace to witness waiters wielding hefty silver platters stacked with slabs of raw beef from table to table, gesticulating as they dramatize the virtues of age and fat. But in New York, tableside accommodation will achieve new levels of excess. Dinner may begin with aperitifs stirred atop a fleet of rolling negroni carts. Local beef from Pat LaFrieda and DeBragga charred atop a wood-burning Argentine grill will be dressed in a chimichurri sauce made to order.

“I want the servers to have a rapport with the customer, to ask how hot they like their sauce, for customers to see the fresh herbs, and to leave feeling the server engaged him, that he did something, and it cost nothing,” says Puck. “You can get a

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really good steak in a lot of places, but good hospitality, where people are warm and friendly it seems logical but it’s not.”

Puck has had some time to get the details right. Silverstein Properties, which considered thirty chefs for the space, ultimately wooed Puck in a congenial, if lengthy, process. “It took two years to make the deal, and eight months to build the restaurant,” Puck jokes.

Still, in finally luring Puck to New York, the Four Seasons finally accomplished what no one else could.

In the early 1980s, Puck declined an offer to occupy the newly constructed Equitable Tower on West 51st Street. “They said, ‘If you don’t come to us, Maguy Le Coze is going to come in and open Le Bernardin.’

And I said, ‘If Le Coze comes in and opens Le Bernardin, I will be very happy and come in for dinner.’”

Puck also resisted occupying the Four Seasons Hotel in midtown, determined to see his restaurant maintain its own unique identity — including an entrance separate from its landlord’s. Diners enter Cut on Church Street; guests enter the hotel on Barclay Street. “We talked with the Four Seasons on 57th Street years ago and I said, ‘This is a great hotel,’ and I’ve stayed there many times, but the floor and the layout didn’t work, so that’s why I didn’t want to be over there.”

Another deciding factor to finally open in New York was his wife, Gelila Assefa. “A happy wife is a happy life,” says Puck. “She said I can choose London or New York. I said, ‘OK, New York is closer, and we can still go to the West Coast...we can still go to London. New York is the center of the world that could be good for a change.”

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HAFSCO/Winged Foot, from page 52 age while working around a column, so I was able to open it up a lot more, and give them a much deeper area between the door and the pick-up cabinet. I showed them where they could keep the rail and get rid of a bottleneck and maximize flow by moving a counter,” said Tom Capobianco.

Among HAFSCO’s trademarks in their legendary club kitchen designs is the proper housing of dishwashing operations. “The drop off on the dishwasher area, was coming East to West and I repositioned it to flow North to South. We opened that up and created a large drop off which they utilize tremendously,” noted Tom Capobianco.

The next challenge for Chef Waddington and HAFSCO was to position the Jade suite to be able to easily meet the high volume demands of the club’s “10 Minute Lunch”. “I looked at the burners and sauté stations and flipped some of them in the de-

sign to get them more refrigeration,” Tom Capobianco explained.

Chef Waddington wanted to be able to handle a catering function without slowing down the a la carte operation. “I knew right away that if I could give Chef Waddington and his team access to the backside of the suite, that they could easily handle both. So I could see that we had to turn the suite in the opposite direction. It flows beautifully, they are able to cook, plate and serve,” Tom Capobianco noted.

Waddington and Tom Capobianco also teamed to bring the kitchen’s basement to life. With an eye towards Colin Burns’ edict to maximize safety, HAFSCO started by widening a stairwell. HAFSCO then created an easy to navigate hallway of walk-in space for Winged Foot. The downstairs space was also outfitted with a pastry suite that enables the club’s pastry and baked goods team to maximize

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their creativity.

In addition to Chef Waddington and Tom Capobianco’s vision, Mario Capobianco played an integral role in the completion of the project, as Tom had to deal with some challenging medical issues towards the end of the design phase. “Once I had the flow and design of the kitchen set with Chef Waddington, Mario was able to carry the project through to completion. He attended the weekly job meetings, coordinated the release of the custom shop drawings with Chef Waddington, and worked closely with the factories, install team, General Contractor, and the club Architect on all aspects of the project,” said Tom Capobianco.

Mario’s move into a position of overseeing the completion of the project enabled the firm’s second generation to show its unique capabilities.

“We were really under the gun with

getting everything up and operational for Chef Waddington. He wanted the kitchen ready to go a few weeks in advance of the actual club opening.

Chef Waddington had a whole new culinary staff coming in and needed the time to get his team comfortable with the menu and kitchen design,” concluded Mario Capobianco.

Mario Capobianco proved to be a highly capable leader as he coordinated with the General Contractor around key target dates for getting equipment in place for the others trades to begin making final connections.

Once again, the HAFSCO team and Capobianco family delivered the Winged Foot kitchen on time and as promised. “As a family business, we treat every project as an extension of who we are. Every project is unique in its own way, and we try to take a personal approach to each and every one.

It’s our passion,” Mario concluded.

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Michael Lomonaco, from page 66 sary month of October, we’ve done a tenth-anniversary menu. To celebrate our anniversary we did a fourweek series of menus that last week, featured dishes from our first menu.

So we went back ten years to when we opened, and we pulled some of the dishes that are no longer on our menu and served the way we did in 2006. We have had a great time with it, and they sold really well, and the guests really responded too. They loved that it’s our anniversary and this is something we made ten years ago.

We even did a monkfish that we did as a T-bone, a monkfish porterhouse. This week we’re doing something that reflects where we are now and as an American grill. So, for instance, a classic New York grill which is beef and lamb and pork. A seafood grill which is an assortment of seafood and shellfish all grilled and roasted together with some marinade and sauces and things like that.

Later on this week, we’re going to do a mixed game grill, venison and duck and quail. Mixed grill is just kind of a lost art, you don’t see it much in restaurants but it’s something we like to do at this time every year. We have wagyu on our menu now and it does very well. We offer both a Japanese and American Wagyu selection. They are surprisingly successful. I mean to say that you can come in for one thing and find something else that appeals to you. Not only our regulars do that, but people who come in for the first time.

What are your thoughts on celebrity purveyors like Pat LaFrieda?

We work with Pat LaFrieda literally every day. We have a very close business partnership with them. We count on them, we rely on Pat LaFreida and they’ve done an unbelievable job for us. As big as they are, they work with us on a very one-on-one basis and they have been able to help

The restaurant business is one of the most crucial businesses to New York City life and it speaks to building a community around a restaurant.

I would like to see this new council understand this aspect of restaurants being at the center of a community. us build a beef program that is really the best of the best that’s out there. I know that throughout the year they are selecting beef even before it goes to market. They are selecting beef in the Midwest through their chain of suppliers. They are selecting beef specifically, typically for us. They do the dry aging for us. I don’t have the physical room to build an aging room at Porter House. They have unbelievable facilities, and they age our beef for us. This is something that is really important to our program; the dry-aged prime beef is so beautifully aged, so carefully aged by them.

They select beef for us and by the time it gets to them it’s still in their chain of supply. They then set it aside; they tag it with our name, hold it in their box, and age for between 20 and 28 days depending on the particular cut. Then we order from them, we order on a daily basis. We get these supplies in six days a week.

The beef comes in and we break down these subprimal cuts into individual steaks. They’ve been for us an unbelievable partner in helping us to create a great big environment. They also do a celebrity chef Burger blend for me, that if you go to LaFrieda you see the burger blend, at a premium location like ours they provide an important element.

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What would you like to see the new NYC Hospitality Council do for restaurateurs?

We’re living in a time where more and more people are feeling encouraged to open restaurants. They don’t all have to be in Manhattan either.

Brooklyn, Queens, and the Bronx people are really opening their own personal restaurants. These are restaurants that reflect their personality, their personal style of cooking, and their personal food culture.

That’s what makes New York one of the most exciting places to be for dining. New York is at the top of the world in high class dining. You can come to New York and experience some of the best foods from around the world that might be out in Jamaica in Queens, or Flushing, or in the heart of Brooklyn some place. I think as a chef, we’re always on a look out for, what are people eating now, what’s in, what’s new or newly open in New York City.

The restaurant business is one of the most crucial businesses to New York City life and it speaks to building a community around a restaurant. I would like to see this new council understand this aspect of restaurants being at the center of a community. To help them and help restaurants be able to stabilize work within all the regulations. That the

different departments like the building departments, the health department, and all those regulations have to be met by these small business owners. They need advocates in city government that can help them get started. Because those businesses are so important to those neighborhoods where they will open and operate throughout the city. And take some of the bureaucracy out of it and put some humanity into it and help that small business owner get started. That would be an exciting aspect for this council.

Why is New York City so important to you?

This is my hometown, I was born here, and I was born in Brooklyn. I wanted to focus my energy on having a New York restaurant that was my home base. And after everything that happened coming out of 9/11 and the city rebuilding itself. I was also rebuilding and having a homebased restaurant was the most important aspect to me because I love the exchange that I, as a chef, have with my guests. I wanted that more than anything and to have a location that would be a part of New York. A restaurant has always been the place where people could rest, restore themselves, invigorate themselves, reinvigorate themselves and how can we help them do that?

One thing I am happy to see is, that great food can be cooked in the most casual and relaxed of circumstances.

And that is gaining more and more acceptance, and you’ve got places like Williamsburg and Brooklyn, which have become a verb around the world. I’m going to Brooklyn with my restaurant; they say things like that in Rome and Paris. What I think it means is that New York is having an international impact, and one of those things is just being able to take a very casual, relaxed atmosphere and make great food in it.

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Bulletproof, from page 90 and to be able to trust the person you’re bringing behind the scenes of your operation and to be able to rely on solid answers. No one wants to be the next Chipotle or Jeni’s Ice Cream, and it’s people like me that find the solutions to undetected problems,” said Publicover.

Bulletproof provides operators with a simple and easygoing process. For Publicover it all starts with

communication, talk to the clients about needs and future plans. Followed by agreeing on a deliverable and then get to work! Publicover works to find a solution to unlock the restaurants greater potential.

“It’s only food Safety, but when you’re making a living in food, there’s a lot to safeguard, there’s a lot to get right,” said Publicover!

It is very refreshing to see some-

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one so focused on helping people succeed. Publicover gives us his top three concerns when it comes to food safety, so pay attention.

The things that Publicover wants to warn you about are food handling, proper sanitation, and proper cooling. The most important thing Publicover wants you to focus on is CLEANING! It may be the obvious thing but Publicover believes that

there is something fundamentally wrong with training when it comes to cleaning. “Seems to be that it’s always the lowest-paid people doing the cleaning & sanitation work, and upper management seldom instructs or follows up. None of us are born knowing how to clean an ice machine or a floor drain, so how can we simply expect amazing results without investing in training?

One of my favorite things to do is to take the mystery out of a task and show someone how to do it right,” said Publicover.

Publicover has worked with a wide variety of restaurants, mostly high-end establishments but is also there for the single owner/operator.

Publicover has worked with restaurants like Markus Glocker’s Bâtard, Rainer Beckers Zuma, and Claus Meyers Agern. So aside from being immensely popular and successful restaurants what do these restaurants have in common? Publicover tells us that it is all about teamwork.

“The importance of teamwork cannot be overstated, and positive reinforcement really does motivate team members to do their best,” said Publicover. If you connect awareness to teamwork to a well-instructed team you will be successful, well at least in terms of food safety. It takes a well-managed operation, where everyone has a stake in the outcome of complying with DOH, serving quality food safely, and making each and every patron a happy customer to be truly successful.

As I am sure you know there is a lot of work that goes into a restaurant, something can get forgotten and can be business killers. If you are an operator and want to make sure that your restaurant is reaching its full potential call or email Austin at Bulletproof. Let Austin guide and train your staff for a cleaner, legal and most importantly safe kitchen.

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Bobrow, from page 22

sults, so I’m sure that their heating process is perfectly safe. The unique flavor of the “pot still” imparts a warmer and richer tasting spirit. The flavor is plush and opulent across the tongue. Tinges of cucumber and freshly cut grass predominate their ‘traditional’ example that rolls in at 40% ABV. The Westbourne to me is Christmas in a glass with red fruits, ground pipe tobacco, lemon curd and freshly slashed hay in each elegant sip.

I’m thrilled by a Bee’s Knees made with the Westbourne Strength Gin. This lovely Prohibition era cocktail is comprised of Raw Honey simple syrup, Martin Miller’s Gin (Westbourne) and freshly squeezed lemon juice.

The Bee’s knees should be a go/to for any cocktail enthusiast.

For the Traditional bottling, I think of a take on the Jimi Cocktail, made

with muddled cucumber, fresh lime juice, simple syrup and a splash of seltzer water the flourish of spicy, slapped mint. Simplicity is the word of the day. The Westbourne rolls in at just over 45% ABV. Keep it simple. Keep it fast. Keep it QUALITY. One drink in particular I’m enjoying right now is with the Martin Miller’s Westbourne Gin. This drink screams Olde England and because of the use of Orange Marmalade and Broiled Grapefruit juice- there is a funky quality that just says: Serious English Fun! This is a take on the classic “Gin and Juice” that you see immediately upon landing in England, should you take the slow boat from New York City.

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Mr. Dew-Smith’s Conundrum (for two) Ingredients: • 6 oz. Martin Miller’s Westbourne Strength Gin • ½ oz. Orange Marmalade (homemade is best!)

• 6 oz. Broiled Grapefruit Juice (recipe below) • ¼ oz. fresh lemon juice • Dale DeGroff’s Pimento Bitters • Gary Regan’s Orange Bitters Prep: 1. To a Cocktail Mixing Glass with one large cube of ice 2. Add the Orange Marmalade 3. Add the Gin 4. Stir to combine 5. Add the lemon juice 6. Stir 7. Add the 2-3 shakes of each: Pimento and the Orange

Bitters 8. Stir 9. Add the Broiled juice 10. Stir, strain and serve into a coupe glass garnished with flamed orange zest Broiled Grapefruit Juice: 1. Split Grapefruits, sprinkle with Demerara Sugar (like Sugar in the Raw) 2. Let sit overnight in fridge covered 3. The next day, preheat your oven to 400 degrees 4. Sprinkle more Demerara Sugar over the top 5. Roast for 45 minutes to an hour 6. Let cool 7. Juice 8. Use in your Martin Miller’s Gin cocktails .

Peters, from page 112 much they make in tips. And then explain that they are really independent business owners themselves, but unlike you, they have no risk or expenses. Explain to them that you provide them everything they need to sell their product — the building, the utilities and even the product. To keep their business in place, they are responsible for the guest experience.

2) You need to pick up a rag and help too! The only sure-fire way I’ve used to get line employees at all levels to do anything extra, especially cleaning, is to lead by example. So practice what you preach and be a team player.

“All that does is slow me down.

That stuff isn’t really necessary, look at my sales.”

When you dine in a chain restaurant, nine out of 10 times you will have a server introduce themselves, ask you if this is your first time here, tell you today’s specials and offer an appetizer. To a server at an independent restaurant, this seems ridiculous because there is usually no training program in place and a lack of follow through by management.

Again, if you find your serving staff saying this to you, they almost definitely have too many tables and think the more tables you have, the more money you make. As I’ve already explained earlier, this is a recipe for disaster and couldn’t be any farther from the truth.

Learn from the chains! Ultimately training your serving staff to follow the steps of service (exactly, every time) is the key to guest satisfaction.

And guest satisfaction is what will increase tips and increase your bank account.

Yes, they’re all avoidable!

To increase your sales and attract more business, you need to separate yourself from the chains and provide the best service possible. Do this and I guarantee your sales will go up.

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BenefitMall, from page 96 viewing your tip reports to ensure that everything is in order before doing so can ensure its accuracy.

It’s also important to review your balance sheet to check for assets that can be written off, prepaid expenses that can be deducted, and loans that can be used as deductions. If your business has intercompany accounts, you should review these to ensure that there are no discrepancies. Other areas where you may qualify for deductions include charitable contributions, bonuses or perks such as meals given to workers, property tax changes, retirement plans for employees, and investments held by your business.

5. Make Plans for the Upcoming Year Making the right plans will ensure that next year’s taxes go as smoothly as possible, because you will have planned for and handled your accounting and bookkeeping with your taxes and deductions in mind throughout the year.

• Keep track of food costs as they are incurred and use a weekly inventory to track all food that is spoiled and wasted to maximize end of year deductions.

• Manage tip reporting, including receipts and daily accounting, to ensure that your 8027 form is accurate at the end of the year.

• Create a purchase plan to maxi-

mize your deductible expenditure for equipment and small wares (glassware, flatware, dinnerware, pots, pans, table items, bar supplies, utensils, cooking tools, storage supplies, service items, small appliances, etc.)

• Generate a weekly food and labor cost • Create a financial profit & loss statement monthly • Maintain a weekly inventory count • Consider hiring from groups included under the Work Opportunity Tax Credit (WOTC) as it will allow you to qualify for a credit of up to 40% of the year-year wages for the individual.

Employing tipped workers presents unique tax challenges that most businesses simply don’t have to face. For that reason, you should hire a company that specializes in payroll for restaurants and other tipped industries, to ensure that your tip records are correct and your taxes are calculated correctly. BenefitMall offers a payroll solution designed to help restaurants maximize their savings and earnings with great payroll and reporting. We handle employee wages and tip reporting throughout the year, provide all of the reports you need to remain IRS compliant while claiming your maximum deductions, and take care of your data collection and organization to ensure that tax time is as simple as possible. To learn more, visit www. benefitmall.com/restaurants.

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November 2016 • Total Food Service • www.totalfood.com • 133

Faith Hope Consolo, from page 92 Philippe Starck. n’eat 58 Second Avenue. This Nordic newcomer to the East Village is an ode to pickling, salting, smoking, brining and fermenting. Restaurateur Mathias Kaer runs several successful restaurants in Denmark, but this is his first U.S. spot.

Ortzi 120 W 41st St. Amada chef Jose Garces will open a Basque-inspired restaurant inside the new LUMA Hotel Times Square.

Pietro Nolita 174 Elizabeth St. All pink restaurant!

Now open for breakfast and dinner, with lunch soon to follow. Healthy food and sure to be a favorite of the Fashion crowd.

Pig Bleecker ​155 Bleecker St. An outpost of BBQ at Gowanus’ Pig Beach; find full –service comfort food.

Printers Alley 215 W 40th St. Here it is all about Nashville. There will be Nashville hot chicken, smoked pulled pork, hot catfish and collard greens. The bi-level space will also have live music.

Rouge Tomate 126 West 18th St. Former Upper East Side mainstay now in a reclaimed 19th-century horse stable in Chelsea.

Their famous plant-centric menu continues.

Sen Sakana 28 West 44th St. Originally expected to open in 2015, the 190-seat, Japanese-Peruvian restaurant (with room for an additional 50 in private dining)

134 • November 2016 • Total Food Service • www.totalfood.com

will finally open.

The Sosta 186 Mott St. Fast-casual Italian from ESquared Hospitality (By CHLOE) and Chef Ali La Raia will bring seasonal salads, focaccia sandwiches, housemade pastas, gelato, fresh mozzarella and Italian beer and wine.

Tavo 615 Hudson St. This 70-seat restaurant in the West Village features international cuisine with Latin flare.

Radical Revamps Union Square Café 19th St and Park Avenue South. Fabulous new location (the former City Crab space) under executive chef Carmen Quagliata.

Chumley’s

86 Bedford St. After being closed for nine years, new owner Alessandro Borgognone reopened the legendary bar. Features a new menu by Victoria Blamey (former chef de cuisine at Atera).

Benoit 60 W 55th St. Alain Ducasse’s famed French bistro has brand-new interiors and a new wine bar.

Blue Water Grill 31 Union Square West. The Union Square classic from BR Guest is undergoing a million dollar renovation and facelift in honor of its 20th anniversary.

As usual, NYC has some serious culinary happenings underway. Food boundaries are always in flux; watch for my next edition of Faithful Food!

Happy Dining!

Peter Kaplan, from page 116 portant to have your restaurant employees trained in basic kitchen fire protection techniques. Show all employees where fire extinguishers are located and how to use them. Teach them how to manually activate the fire suppression system, and how to react in an emergency.

Your staff should be assigned regularly to: • Clean grill surfaces and clean up high traffic areas • Check for frayed power cords And your staff should know the basic responses when a fire breaks out in the kitchen, such as: • Understanding how to use fire extinguishers • Knowing where fire alarms are located • Never throw water on a grease fire

QUICK TIPS • Fryers should be located at least 16 inches away from gas stoves, char-grills or other open-flame appliances.

• Clean your exhaust duct regularly. A buildup of grease in the exhaust system can cause a fire.

• Place only non-combustible, easily cleaned racks, trays, spacers, and containers inside ovens.

• Empty all grease containers at least once a day.

• Install an automatic fire-suppression system in the kitchen.

These systems automatically dispense chemicals to suppress the flames and also have a manual switch.

• Ensure that all equipment is turned off when the business is unattended.

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