November 2021 - Total Food Service

NEWS

NEW OPENINGS

ALICART AND MERMAID TEAM TO BRING 15K SQ.FT SEAFOOD OUTPOST TO TIMES SQUARE

N

othing including an attack on his waitstaff, can stand in Jeffrey Bank’s way. So, following a rocky and most noted vaccination disagreement with a patron, Alicart Restaurants has let the world know that its belief in New York City is unwavering.

The Mermaid Inn is headed to Times Square with its largest location to date. The seafood restaurant with locations in Chelsea, Greenwich Village, and on the Upper West Side is planning to open in a space that formerly housed an outpost of Heartland Brewery, a craft beer in-

stitution that closed ahead of the pandemic.

The new restaurant will open at 127 West 43rd Street, between Sixth and Seventh avenues, next spring.

The location will be the Mermaid’s biggest yet, measuring in at a gargantuan 15,500-square-feet with room for approximately 550 seats The opening marks the inaugural partnership between the Mermaid’s owners Danny Abrams and Cindy Smith with Alicart Restaurant Group. The Jeffrey Bank led

continued on page 4

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November 2021 • Total Food Service • www.totalfood.com • 3

MERMAID INN

from page 2

Alicart owns nine restaurants across the country including outposts of Carmine’s and Virgil’s BBQ in Manhattan.

Abrams and Smith, who according to the New York Post restaurant/ real estate guru Steve Cuozzo, typically self-fund their openings. In an unusual step for a restaurant, Mermaid Inn will tap $3 million in foreign investment through the federal government’s EB-5 program, which offers permanent US residency to overseas investors (“green cards”) in exchange for buying passive stakes in certain jobs-creating businesses.

Most EB-5 funding has gone into real estate developments such as Hudson Yards. Mermaid Inn might be the first Big Apple restaurant to participate in the plan. The minimum stake is $500,000 per investor.

For over 32 years, the Alicart family of restaurants has been offering an exciting and unique spectrum of dining concepts. The Legendary

Carmine’s Family Style Italian restaurant—with locations in NYC’s Times Square, the original in the Upper West Side, the Tropicana Hotel and Casino in Atlantic City, Washington DC’s Penn Quarter, the Atlantis Resort & Casino in the Bahamas and the largest restaurant in Las Vegas at the Forums Shops at Caesars Palace—serves exceptional southern Italian cuisine in abundant portions designed for sharing.

Carmine’s sister restaurant is Virgil’s Real BBQ, located in New York City’s Times Square and Upper West Side, Las Vegas at the LINQ Promenade and also in the Atlantis Bahamas. Virgil’s Real Barbecue has been acclaimed as one of America’s top 10 BBQ restaurants, offering a genuine southern home-style experience along with authentic BBQ and American dishes created by our many smokers on premise.

4 • November 2021 • Total Food Service • www.totalfood.com

Mermaid Inn will tap $3 million in foreign investment through the federal government’s EB-5 program, which offers permanent US residency to overseas investors (“green cards”) in exchange for buying passive stakes in certain jobs-creating businesses

November 2021 • Total Food Service • www.totalfood.com • 5

NEWS

By Claudia Giunta

SERVICE INNOVATION

ORIGO BRINGS NEW PORTFOLIO OF SOLUTIONS TO NATION’S KITCHEN EQUIPMENT & SUPPLY SERVICE SECTOR

E

ven prior to Covid, keeping commercial kitchens running at full-steam and maintaining maximum equipment uptime had already been a major challenge for service companies & restaurants.

Finding technicians, training and keeping them engaged is one of the biggest bottlenecks the service industry is facing.

Hence, it’s the core focus of the executive and management teams of most equipment repair companies.

But that comes at the expense of not putting as much focus on other areas of the business such as dispatching technicians, customer service, billing customers, asset tracking etc. which often overburden a company’s employees.

If calls from customers are not answered promptly, there are delays in dispatching technicians, invoices don’t go out in time, accounts go on hold due to lack of communication, etc., it can kill the cash flow of a service business and cause major

breakdown in the customer experience.

Enter Origo.

Scott McGrath and his team at Origo have embraced that challenge with a portfolio of innovative business support tools to support the nation’s kitchen equipment service providers. As an Australian-owned company, Origo has created a global mentality for the industry’s kitchen service providers. “We understand from how the phone is answered to deploying the right technician,” McGrath said. “What the US restaurant and foodservice professional needs.”

“Our goal is for our commercial kitchen service clients to understand their strengths and weaknesses,” shared McGrath. “By sharing that mindset, they are then able to tap into the operational and cost efficiency that Origo provides. Ideally, the Origo US customers has 30+ technicians, multiple offices, and an acquisition program in place.

Additionally, they service both hot and cold kitchen equipment.”

“We handle the backend and create a value creation plan, which is about operational improvement. Very simply it makes no sense to have a talented tech answering the phone rather than being in the field working to help a customer get their kitchen up and running.” — Scott McGrath 6 • November 2021 • Total Food Service • www.totalfood.com

Much of the company’s success in the US has come from its accounting roots. The history of the company began in Australia and has grown quickly to help food service businesses across the US. “Our cofounder, Rohan Wass, had an accounting organization in Australia with a client base that was looking to outsource. I met him through mutual business friends, and we decided there had to be a better course of action within the industry to increase customer satisfaction,” McGrath explained. “We started small, signing a few clients,

but then built the company up when we began to specialize in the commercial kitchen sector. It wasn’t until Rohan met our finance director in a pub in the Philippines that we got involved in the foodservice equipment space.”

That 2015 encounter, has allowed Origo to specialize in helping those in the kitchen service world to maximize how they deploy their talent and prioritize and accomplish goals.

Origo’s international team strives to help businesses refocus their goals

continued on page 112

November 2021 • Total Food Service • www.totalfood.com • 7

NEWS

SHOWS

NEW EXCITING ENHANCEMENTS EXPECTED FOR CO-LOCATION OF 2022 IRFSNY AND COFFEE FEST Full Slate of Changes Announced for Reinvented Events Serving a Refocused Industry

Publishers Leslie & Fred Klashman Advertising Director Michael Scinto Art & Web Director Mark Sahm SCOOP News Editor and Senior Contributing Writer Joyce Appelman Contributing Writers Morgan Tucker Francine Cohen

F

ollowing a two year hiatus, the Inter national Restaurant & Foodservice Show of New York and Coffee Fest New York will once again bring together over 400+ exhibiting companies and thousands of industry professionals for a new, exciting, and inspiring three day conference and trade show taking place March 6-8, 2022 at the Javits Center in New York City. The Clarion Events Food & Beverage Group, under the new leadership of Rita Ugianskis-Fishman, have been working diligently on reinventing and reimagining special events, world class education and valuable networking opportunities.

“Our team has spent the last 18 months researching and evaluating what the restaurant, foodservice and specialty beverage industries need to move their businesses past the pandemic and into a bright future. Our singular goal is to provide these hospitality professionals with all of the tools, education and products to help them succeed – from curated education to insight from success stories,” said Rita Ugianskis, Vice President, Clarion Events Food & Beverage Group. “We

Main Office 282 Railroad Ave. Greenwich, CT 06830

Editorial Interns Hank Bedingfield Alycia June Cahn Claudia Giunta Brian O’Regan Gabrielle Reagan Eva Karoun Scott Wyatt Semenuk

know how important education is to our audience, and our brand new Food & Beverage Academy will offer program tracks for all segments of the industry – from independent owners to chains to specialty coffee and tea.

Our new Education Summits will focus on the most important issues including business solutions, marketing tips, operational efficiency and staffing solutions.”

According to the National Restaurant Association’s State of the Industry Mid-year Report, 2021 has been a year of transition. The report points to the evolution of an entirely different business model with a great emphasis of off premise business, digital transactions, enhanced take out and delivery and the rise of ghost kitchens. In an effort to provide the most relevant content, the conference will offer a new Technology Pavilion and Education Program, through a partnership with

8 • November 2021 • Total Food Service • www.totalfood.com

the International Food & Beverage Technology Association. With so many factors to consider when making the investment in technology, operators will have the opportunity to learn from peers, thought leaders, experts and supplier partners with an unprecedented look at options and products available to them.

The two tradeshow floors will feature several pavilions including the Technology Pavilion, Food Trend Experience and Bar Innovation as well as Center Stage which will feature culinary demonstrations, award ceremonies, and bartender, coffee and culinary competitions. New tools will be provided to all show visitors this year to help them navigate the co-located exhibits and exclusive, complimentary education to help them take advantage of new ways to help their

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Phone: 203.661.9090 Email: tfs@totalfood.com Web: www.totalfood.com

continued on page 102

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Cover photo courtesy of Altamarea Group Total Food Service ISSN No. 1060-8966 is published monthly by IDA Publishing, Inc., 282 Railroad Ave., Greenwich, CT 06830. Phone: 203.661.9090. This issue copyright 2021 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

November 2021 • Total Food Service • www.totalfood.com • 9

NEWS

CONCESSIONS

ISLANDERS AND DELAWARE NORTH SET TO DEBUT NEW UBS ARENA

U

BS Arena, the new home of the NHL’s New York Islanders Hockey Club, and Delaware North are set to make their much-anticipated debut this month.

Developed in partnership with Oak View Group, the New York Islanders and Jeff Wilpon – UBS Arena, located on the border of Queens and Long Island in Belmont Park, is a state-of-the-art venue that will host more than 150 sports and entertainment events each year, including the NHL’s Islanders, live music and entertainment from a roster of world class artists, and lo-

cal community events. UBS Arena offers the highest end amenities and customer service, across concessions and through VIP suites and clubs that merge boutique hospitality with a live entertainment setting.

“UBS Arena will be the blueprint for arenas of the future, and we are proud to bring our ever-advancing model of hospitality to the table,” said Jerry Jacobs Jr., CEO of Delaware North. “We are thrilled to expand our partnership with Tim Leiweke, Peter Luukko and the Oak View Group team and work with

continued on page 12

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November 2021 • Total Food Service • www.totalfood.com • 11

UBS ARENA

from page 10

Islanders owners Scott Malkin and Jon Ledecky, as well as Sterling Equities EVP Jeff Wilpon to be part of their vision for the sports and entertainment landscape in New York.”

Delaware North is leveraging its culinary talent and operational experience in New York, including its Patina Restaurant Group and relationships with top chefs and restaurateurs, to bring a refreshed approach to arena food and beverage offerings in both concessions and premium areas at UBS Arena.

In concessions, Delaware North will feature market style outlets that offer a mix of hot, fresh prepared food selections complemented by a variety of ready to go meals and self-serve snack and beverage options. The markets will use a

streamlined checkout process, with self-checkout, mobile ordering and other cashless payment technology.

UBS Arena boasts 12 of the markets – three of which will be large, multi-concept designs housing several different prepared foods and menu options. Another market will feature a 100 footlong tailgate bar to create a destination where guests can socialize before, during and after the event.

Beyond the markets, Delaware North will provide a full accompaniment of premium hospitality services at UBS Arena in 56 suites, 22 UBS Club lofts and five major club areas throughout the arena.

“As we get closer to UBS Arena’s official opening, we look forward to partnering with Delaware North

UBS Arena clubs and suites will have a timeless design inspired by iconic New York bars and cocktail lounges, like the Verizon Lounge (top) and UBS Club.

12 • November 2021 • Total Food Service • www.totalfood.com

“In addition to utilizing innovative technologies for contactless payment solutions and leveraging the area’s top culinary talent, UBS Arena is proud to be working with Delaware North to help further our commitment to supplying sustainable, local and healthy food and beverage offerings.” — Hank Abate to offer fans a food and beverage program unlike any other venue in the New York Metro area,” said Hank Abate, President of Arena Operations. “In addition to utilizing innovative technologies for contactless payment solutions and leveraging the area’s top culinary talent, UBS Arena is proud to be working with Delaware North to help further our commitment to supplying sustainable, local and healthy food and beverage offerings.”

Through UBS Arena’s partnership with Delaware North, all unused food from both the front and back of the house will be distributed to local food banks. UBS Arena will additionally work with Delaware North to develop the venue’s food and beverage program with an emphasis on locally sourced, sustainable and healthy ingredients.

Delaware North is set to source 75% of food ingredients within a 300-mile radius based on seasonality. Their culinary team will source produce that is certified USDA Organic as well as eggs from cage free hens. In addition, the new arena’s menus will meet the Monterey Bay Aquarium’s Sustainable Seafood Watch rating. UBS Arena menus will also feature plant-based proteins, including vegan and vegetarian offerings. Delaware North is also committed to using paper products within the venue will be compostable and to source antibiotic and hormone free proteins and grassfed beef.

The food and beverage operation was designed by noted kitchen de-

signers Duray/J.F.Duncan with the support of Stafford Smith. Among the key innovations is the use of combi-cooking technology to execute the diverse suite and concession menus. To accomplish that goal the design build team specified Rational’s industry leading combis.

UBS Arena was built to achieve Leadership in Energy and Environmental Design (LEED) standards for New Construction. In an effort to build a greener future and minimize environmental impact, UBS Arena intends on being 100% carbon neutral, utilizing renewable energy by 2024, which will make it the first arena to do so on the eastern seaboard.

“We’re prepared to deliver the highest culinary standards using our industry-leading expertise in food and beverage programming, implementing multiple service styles and developing chef-created signature menu items,” said James Obletz, president of Delaware North Sportservice.

In addition to owning and operating TD Garden – home of the Boston Bruins and Boston Celtics – Delaware North operates concessions, premium dining, event catering, year round restaurants and retail at more than 50 venues across the United States, United Kingdom, Australia and Asia. The company’s U.S. operating locations include the new Globe Life Field in Texas, the new Climate Pledge Arena in Seattle, MetLife Stadium in New Jersey and Lambeau Field in Green Bay. Other Delaware North NHL

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November 2021 • Total Food Service • www.totalfood.com • 13

FIORITO ON INSURANCE

ADDRESSING EMPLOYEE HIRING & RETENTION IN THE HOSPITALITY INDUSTRY

E

mployee retention is a serious issue that employers in the Hospitality and Food Services industry are facing today and as businesses continue on the road to recovery from the COVID-19 pandemic, a labor shortage threatens the progress.

According to the Bureau of Labor Statistics, the industry has an annual turnover rate of 73.8%, with over 6% of staff leaving every month1.

Worker shortages have been prevalent during the pandemic; with half of former hospitality employees stating they won’t return to their former jobs, due to low pay, a lack of benefits and stressful work, accord-

According to the Bureau of Labor Statistics, the industry has an annual turnover rate of 73.8%, with over 6% of staff leaving every month1. ing to one survey.2 Employee benefits, health insurance and retirement benefits in particular, are a useful strategy for hospitality operators when it comes to attracting and retaining employees.

Consider the following when designing your plan:

• Understand employees, and what they want and need from benefits. Persona analyses geared specifically to the hospitality industry provide insight into employees, helping customize benefits that will energize recruitment and retention.

• Offer value. Because limited medical plans are voluntary, employees won’t bite if there’s no value in the plan. A limited medical plan needs to offer access, cover preventative services like mental health and address gaps in care.

• Emphasize employee communications. A third-party vendor can handle administrative tasks like integrating plan management with payroll systems and managing COBRA, but not necessarily employee communications. Employers need to make sure their vendor offers strong communication and education capabilities, so employees will know the value in the limited medical plan and will actually sign up.

• Keep in mind that retirement plans are important to retention and financial wellness. Retirement benefits like the 401(k) are important drivers of recruitment and employee retention because

14 • November 2021 • Total Food Service • www.totalfood.com

Robert Fiorito serves as Vice President with HUB International Northeast, a leading global insurance brokerage, where he specializes in providing insurance services to the restaurant industry. As a 25+ year veteran and former restaurateur himself, Robert has worked with a wide array of restaurant and food service businesses, ranging from fast-food chains to upscale, “white tablecloth” dining establishments.

Robert can be reached at 212-3382324 or by email at robert.fiorito@ hubinternational.com.

they uniquely incentivize long-term employment – especially when offered with an employer match.

When employees know that their company takes an interest in securing their financial futures, they’re more likely to stick around and put in their best work. A 401(k) retirement plan helps recruit and retain quality employees. It enriches the organization’s benefits offering and represents the employer’s interest in helping employees take control of their retirement. Tax-deferred growth for savings also makes 401(k) plans an efficient way for employers and employees alike to invest for retirement.

Benefits can help manage the labor gap in the hospitality industry and attract long-term staff. Work with your insurance advisor to offer a strategic and competitive package and consider retirement planning when it comes to long-term retention.

1. https://www.bls.gov/news.release/pdf/jolts.pdf 2. Business Insider, “A third of former hospitality workers won’t return to the industry during the labor shortage because they want higher pay, better benefits, and a new work environment,” July 8, 2021.

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November 2021 • Total Food Service • www.totalfood.com • 15

NEWS

RESTAURANT INNOVATIONS

HOW TECHNOLOGY CAN IMPROVE OPERATIONAL EFFICIENCY AND ALLEVIATE LABOR CHALLENGES (around 6,000 guests!). The Golden Mill, located in Golden, Colorado, solved this problem by implementing 56 self-pour taps.

Making the customer flow faster and more efficient is a sure way to make things easier on your operations. Here is how self-pour technology further helps to eliminate staffing challenges:

A

s many establishments try to recover from the effects of the pandemic, one of the main barriers they face is struggling to support the current growing customer demand.

Many employees left the hospitality industry to find more stable opportunities in completely different fields.

Most businesses in the hospitality industry want to open their doors at 100% capacity, but many are unable to find staff as the industry faces an all-time high staffing crisis.

Yes, the core of your business is great food and great service, but without your team, there’s no restaurant.

Your Guests Never Have to Wait Again When customers pour themselves, staff can focus on the other aspects of their jobs: making payments, placing food orders or giving menu recommendations, and finally talking to and connecting with guests, providing them unique experiences.

Guests will no longer wait in line for a drink or for their server to bring over their drink. It will be a thing of the past! Customers can now pour a drink whenever they’re ready, not having to wait or sit around with an empty glass before the server arrives so they can order another round.

So how do you manage in a market with a labor shortage? That’s where the power of self-pour beverage technology comes into play. Self-pour allows operators to operate at full capacity and with a reduced staff since guests pour their drinks. Self-pour beverage walls have helped hundreds of owners reduce labor costs and increase their overall operational efficiency.

One of PourMyBeer’s customers, The Golden Mill, faced the same issue. They knew that not only is it hard to get wait staff these days, but they also faced a challenge of how to quickly and efficiently serve a high volume of customers each weekend

16 • November 2021 • Total Food Service • www.totalfood.com

Profits Stay High with Fewer Employees Needing to Get Paid Just because you have less staff on payroll doesn’t mean you will see more money in your pocket. With self-pour technology, guests can serve themselves, which leads to reduced staffing challenges and labor costs for you! The guests also pour and pay by the ounce, meaning that getting samples is significantly faster than at a traditional bar, but the best part is that the guest pays for the sample, not the operator.

With self-pour beverage walls, every ounce is accounted for and paid for by the guest pouring. Not to men-

tion, your establishment will also cut product waste as customers are now drinking beverages they actually enjoy! Automation such as self-pour technology allows bars or restaurants to save money. Use the savings to provide employees with higher wages.

Higher pay will entice them to stay!

Staff Won’t Be Stressed and Overworked Leaving for Something Better Bartending jobs can often be exhausting in a busy traditional bar, particularly on Friday and Saturday nights. Self-pour technology alleviates staff from the stress of tedious and repetitive tasks such as making the same cocktail over and over again or handling free samples to indecisive patrons taking the bartender’s time.

Since tasks like pouring and sampling are now entirely in the customers’ hands, staff can focus on other more important aspects of operations and overall feel less overwhelmed.

Being able to focus on only a few tasks also supports employee productivity.

Labor challenges can strain all types of businesses, and the pressure to quickly bounce back to a pre-pandemic state is as high as ever. PourMyBeer system enables operators to run their establishments more efficiently with less staff while maximizing their beverage sales, making it the most cost-effective and efficient solution to current staffing problems.

By implementing this revolutionary technology, your wait times will shorten, your profit margins will increase, the stress level of your staff will be lower, and most importantly, your customers will have a unique and fun experience!

November 2021 • Total Food Service • www.totalfood.com • 17

NEWS

MENU STRATEGIES

TAKING YOUR MENU BACK TO ITS ROOTS? Tips For Trimming Back Without Losing Excitement

S

ixty percent of restaurants shrank their menu since the start of the pandemic with an average reduction of 10 percent per menu*.

Inconsistencies in supply chain, price inflation and surging labor costs have led to menu cleansing across all segments. Some ingredients are more critical than others when considering a trim. What are some factors to remember that can also be leveraged for your future menu growth when the world gets closer to a new normal?

1. Count On Sauces To Carry The Crave – Look for sauces that can be ap-

plied in multiple applications from an entree to appetizer and as a dipping sauce option. Fully Prepared Marinara Sauce is a good example.

It improves kitchen labor efficiency and assures consistency, while simplifying ketchup prep.

Canned tomatoes and tomatobased sauces are plant-based and rich in lycopene, a nutrient that your customers know as an antioxidant. Cleanse your menu while offering a health forward ingredient that boosts immunity.

winners that withstood the pandemic. At least one item should be plant-based and call out ketogenic menu items on your menu as they increased 63% on menus between 2020 and 2021*!

Another tactic is to apply a proven trend worthy winner in a new way that is sure to create excitement.

Chicken parmesan is unique to fast food, so add a marinara dipping sauce on the side to generate excitement, while plating the dish in a format that has longer hold times.

the first half of 2021 compared to the last half of 2020. If your menu got a trim, leverage your ingredients for more cravable LTOs. Consumers first eat with their eyes! Leverage those culinary creations for Instagram-worth dishes that bring traffic back to your table. The secret is leveraging a unique application of an ingredient into a handheld, side, or snack they’ve never seen before.

For sure fire success, add bacon and consider a family size version for your take-out business!

2. Double Down On Proven…

And Emerging Winners – Beyond burgers, chicken, fries, and biscuits are some surprising

3. Ramp Up Your LTOs – Technomic reports, that among the Top 500 chains, there was an 11% jump in the number of LTOs during

*Datassential, State of The Menu, Aug. 2021

Chicken Parm Strips with Marinara Dipping Sauce

18 • November 2021 • Total Food Service • www.totalfood.com

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November 2021 • Total Food Service • www.totalfood.com • 19

REOPENING STRATEGIES

WITH LAURA CRAVEN

PERSPECTIVES AND SOLUTIONS FOR WORKING THROUGH SUPPLY CHAIN CHALLENGES

I

f you run a restaurant or commercial kitchen, the good news is your dining patrons are coming back — and, many times, in record numbers. The bad news is, every call you make looking for food, equipment, or supplies is a disappointment; distributors seem to be sold out of many items.

We at Imperial Dade are on the other side of that phone call, and we feel and share that frustration firsthand. We’ve built a business and reputation on being able to fill the needs of our customers and the latest of the COVID-19 fallout has been challenging.

To get to the source of this frustration facing us all, I’ve spoken with

“Be flexible and use what products are available for the time being.” one of our market segment experts, Oliver Munoz, to see if we can help sort this out.

I started by asking him about the impact of labor shortages with manufacturers, which of course we know all about on the restaurant and foodservice operating side. He told me that “Factory shutdowns caused

by Covid as well as major storms like the Texas freeze this past winter are key drivers of today’s supply shortages. However, the market had some major shifts in demand in 2020 that

20 • November 2021 • Total Food Service • www.totalfood.com

production was not prepared to handle. Examples include laptop sales up 100% from 2019 to 2020, vehicle sales down 15% from 2019 to 2020, and then a shift back to the need for more vehicles in 2021.

Additionally, government stimulus and unemployment subsidies also hurt several sectors including factories that were unable to get the labor required for production.”

A labor shortage in freight and transportation also created a backlog globally. Then the bottleneck of transportation and shipping ports and terminals backed up. Labor shortages continued at the manufacturing level to the point that production had to be cut. A snowball effect in each turn of events created ballooning circumstances that continue to be very difficult to overcome.

What I found really interesting was how the growth of technology has impacted demands for goods. “With technology at the consumer’s fingertips, the big wheel that is manufacturing just cannot respond quickly enough to meet the demands of customers,” Oliver told me. I

Laura Craven is the Vice President, Marketing & Communications at Imperial Dade.

Laura oversees marketing and corporate communications for Imperial Dade, a national distribution company headquartered in Jersey City, NJ. Her responsibilities include marketing communications, brand and reputation management, internal and external communications, experiential marketing events, and media relations. Laura has been with the company for over 17 years and has contributed to the organization’s growth and brand awareness. A LEED AP, Laura consults on sustainability initiatives and as a GBAC Trained Technician she assists customers develop cleaning programs.

agree and I don’t see that changing, because look at everything we all buy online today and expect next or same day delivery.

I moved on to ask him about the warehouse issues that we keep hearing about. “These warehouse issues have caused a domino effect in the global supply chain,” Oliver explained. “For example, factories produce several containers worth of products, but warehouses become crowded with products that cannot be shipped out without the necessary shipping containers. Additionally, ports are also experiencing unprecedented congestion. During the third quarter, 40 ocean cargo ships were waiting off the shore of Los Angeles and Long Beach every day.”

Oliver knew where I was going with the conversation. Our Imperial Dade sales and support teams work every day with our restaurant owners, so I asked him the proverbial $64,000 question: what are the consequences of supply chain prob-

continued on page 114

November 2021 • Total Food Service • www.totalfood.com • 21

TREND TALK

WITH JOYCE APPELMAN

THE FUTURE OF FOOD STUDIES EDUCATION Q&A With Professor Charles Feldman, Montclair State University

H

ave you thought about how you will help to make a better, healthier world?

That’s the question Professor Charles Feldman, PhD, asks students in the Department of Nutrition and Food Studies at Montclair State University. A Fulbright Scholar, he’s been teaching and inspiring the next generation of students through course offerings that traverse the entire foodscape: Nu-

trition and Dietetics, Food Science, and Food Systems.

Professor Feldman joined me for a conversation looking back, during the pandemic and forward to the future of Food Studies education and the interaction of Industry and Academia.

What’s your background prior to teaching?

I started in the restaurant busi-

ness at 17, as a busboy. I worked as a waiter through college then managed and operated restaurants. I have been in academia for 26-years.

What clicked where you knew you needed to give back through teaching?

A couple of things clicked that indicated I could do more by teaching.

I thought I needed to have an “outside” perspective, so I could focus

Professor Charles Feldman, Montclair State University, instructs students in the test kitchen. (Photo Credit: Mike Peters)

22 • November 2021 • Total Food Service • www.totalfood.com

Joyce Appelman is the SCOOP News Editor and Senior Contributing Writer for Total Food Service and previously the National Communications Director for C-CAP, Careers through Culinary Arts Program. An industry leader supporting education and scholarships, she has been instrumental in opening career opportunities for many young people in the foodservice industry. Email her at joyceappelman@gmail.com

more on contextual issues affecting the industry. These included: considering consumer motivations, the farm-to-table network, food sustainability, ethics, labor and food inequities, etc. In 1996 I was one of the first students in the new (at that time) Food Studies program at NYU. I was also the first PhD graduate of this program.

continued on page 110-111

November 2021 • Total Food Service • www.totalfood.com • 23

by Brian O’Regan

CHEFCETERA

CHEF BECKER CONTINUES HECTIC ‘21 PACE WITH OLIVA DEBUT

C

ontinuing his year of crenity is extremely diverse, with many ative success, Chef Frankbeautiful parks and areas. At Oliva, lin Becker is brining yet we want to embrace that diversity another affordable dinand energy by bringing multiple acing option to the West Harlem area. tivities to the restaurant and make His new restaurant Oliva, focuses it a gathering point for the commuon Spanish tapas, and can be found nity. We will have live music weekly, in the same building as Chef Beckin addition to other activities.” er’s food hall, the Manhattanville For those wondering where the Market. idea of creating such a diverse din“The vision came from the fact ing concept came from, Becker has that the area around the Manhatthe answer. “When we were hit with tanville Market, which is located the pandemic, we stopped travelon Columbia University’s graduate ing and it was really important for campus, is for the most part a culinary dead zone,” said Becker. “Columbia University and I partnered to bring a strong food offering to the community.

They were adamant in saying that whatever I created had to not only work for the students and faculty, but also for the community at large. I came up with this hybrid model in an effort to satisfy that desire, both the food hall and Oliva, which is its own restaurant, have affordable menus that make it easy access for everyone.”

Becker’s goals for Oliva stretch far beyond providing the area with just an affordable restaurant. “I see Oliva as a destination, for those in the neighborhood, for those traveling north and south in the city and even for those traveling east. I also see Oliva as an oasis for people that live in and around the area,” said Becker. “The commuChef Franklin Becker

24 • November 2021 • Total Food Service • www.totalfood.com

“They were adamant in saying that whatever I created had to not only work for the students and faculty, but also for the community at large.” — Franklin Becker me to kind of revisit all of the places around the world that I love through food,” said Becker. “Hence, we have developed various concepts in the Manhatanville Market, including the Israeli concept with Shai, the Italian concept with Benny Casanova’s pizzas, and the Spanish concept with Oliva.” Becker continued, “tapas is so easy, and affordable in a lot of ways. If you want to stop in and grab a tapa and a drink, you can get out of there pretty inexpensively. Or if you want to be more involved and create a whole meal out of tapas, you can. I love the democratic aspect of tapas and the fact that it is something for everyone.”

The Brooklyn , NY native has long been know for his creativity. He began cooking at very young age out of necessity when his mother became ill and he realized that his father was a lousy cook. By the time he was 14, Becker was working in a professional kitchen, and through-

out high school and college he spent all his free time cooking.

After college, Becker attended The Culinary Institute of America, graduating with honors. Among Becker’s early professional experiences were working closely with Chef Bobby Flay, working as a private chef for Revlon magnate Ron Perelman, and holding executive chef posts at several New York restaurants including Local, Capitale, and restaurants at both the Tribeca Grand and Soho Grand Hotels. Next for Becker was a post at Washington Square in Philadelphia and Brasserie in New York City, where Becker was named a 2006 StarChefs.com New York Rising Star.

In 2009, Chef Becker embarked on a new opening in the Meatpacking District, focusing on contemporary riffs of great American classics at Abe & Arthur’s, followed by work as the corporate chef of EMM group, overseeing menus for Abe & Arthurs as well as CATCH and Lexington Brass. Part of Becker’s culinary style stems from his 1997 diagnosis of type II diabetes. Rather than despair, Becker transformed his cooking style to emphasize simple ingredients and delicious, healthy dishes, which has coalesced in his latest venture, the health-oriented

continued on page 114

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November 2021 • Total Food Service • www.totalfood.com • 25

NEWS

by Brian O’Regan

SOCIAL MEDIA

NEW PLATFORM SEEK HIGHLIGHTS IMPACT OF INFLUENCERS ON NYC DINING TRENDS

T

he online revolution has changed how consumers choose where to go, to dine, get drinks, or find places that have unique atmospheres. Although these sites may be helpful, they are not always personal. The numerous reviews by random individuals don’t bring the experienced and personal touch that the modern consumer is looking for. A revolutionary new app: Seek is here to change that, and is quickly changing the way New York City searches for its restaurant and food reviews.

“We are a content platform, where the everyday consumer influencer or curator, someone who is really in the know on where to go to eat, to drink, to have a good time, can put their knowledgeable and trustworthy recommendations for like-minded consumers,” said Seek CEO and Co-Founder

Shanna Liu. “The way the app works is that the consumer goes on and can select which influencers to follow, or they can look up influencers based on their vibe. Say you want to search for a hipster from Brooklyn whose really into coffee, or plant mom who’s also a self-care expert, our app allows you to do that. You can then follow these individuals and get their unique recommendations.”

What differentiates Seek from other recommendation apps or websites, is their dedication to finding influencers who are unique and provide something for everyone. “The way that we think about ourselves is, how do we compare to our competition,” said Liu. “We find that we have two categories of competitors, our first group of competitors consists of sites like Yelp and Trip Advisor. When we were building Seek, we polled over 2,000 people,

Shanna Liu, Co-Founder & CEO, Seek

26 • November 2021 • Total Food Service • www.totalfood.com

“What we have strived to create is an app where you follow vetted influencers, who have similar tastes as the consumer and are more experienced reviewers.” — Shanna Liu and found that they didn’t necessarily trust the recommendations on these apps. They found them to be a hodgepodge of reviews from people who didn’t necessarily share the same taste as them. What we have strived to create is an app where you follow vetted influencers, who have similar tastes as the consumer and are more experienced reviewers.” Liu continued, “the second group of competitors are sites like Infatuation or Eater. I don’t necessarily see these sites as direct competitors rather; I see them as content creators similar to our influencers. For a certain generation and economic class, Valiant, Infatuation, and even the Michelin Guide have really resonated with people. What we have aimed to create is an app for the everyday person who is seeking to find their niche from a trusted source.”

Seek will be providing its customers with both free basic services in addition to a paid subscription service.

“Going forward, we are thinking of implementing a subscription model where you can subscribe to one of our curators for added benefits,” said Liu. “For example, the consumer really likes a specific curator who gives recommendations on whiskey bars. For an additional $0.99 a month, that curator provides the consumer with his secret tip on the best wine, or the best wine pairing at a certain bar. We are

also thinking of implementing other subscription options, for example, $5 a month will provide you access to that curator’s secret menu or to a special drink at a certain bar.”

For those wondering how restaurants can become involved with the Seek app, Liu has the answer. “Right now, we are focused on the influencer consumer relationship, just because we are starting out and the consumer would love to hear these recommendations,” said Liu. “However, I feel what will really get the fly wheel moving for us is when the influencers partner with restaurants to create a secret menu or special drink. Those partnerships would help to drive the curator’s followers to that restaurant, as well as serving as a really cost effective way for a restaurant to get their name out there.”

Previous generations of diners looked to Zagat Guides in the 90’s to select where they were going to dine.

That was followed by a decade of online Google searches. Today’s discerning diners have their very own “go-to” with Seek to plan for their next dining experience.

To learn more about Seek, visit them at https://www.seekrecs.com/ or download their highly rated app now at the Apple App Store: https://apple.co/3prtASi

November 2021 • Total Food Service • www.totalfood.com • 27

MEDIA CORNER

With Joyce Appelman

WHAT WE’RE WATCHING:

Man in the Field: The Life and Art of Jim Denevan The documentary profiles Outstanding in the Field founder Jim Denevan, his trials of growing up in a turbulent family dynamic, and the artwork that came of it — both in his geometric land drawings and table-to-farm dinners through OITF. Instead of bringing the food to the restaurant, Outstanding in the Field has brought the restaurant to the food since 1999. Hosted at one long table, with 100 to 1000 guests dining together, Denevan has set tables in vineyards, beaches, meadows, fishing docks, and city streets. Over 120,000 lucky patrons in all 50 states and 16 countries have experienced this once-in-a-lifetime event.

Watch on Amazon Prime, iTunes, VUDU, Apple TV.

ends the romance of farm-totable. Buying fresh produce directly from farmers markets and at farm stands is wonderful. But the farmer’s life is a constant struggle. We watch Patty work her butt off (with her small, mostly female team) seven days a week, growing the vegetables her top chef client’s treasure. Patty’s passion is to constantly improve her soil, her yield of organic vegetables, and just as urgently to be thinking of how to stay afloat.

Familiar faces are also featured including Isabella Rossellini, the owner of the land Patty rents in Brookhaven, Long Island: she saved 18 acres from develop-

The Soul of A Farmer Patty Gentry a former chef, she battles to earn a living on her threeacre Early Girl Farm on Long Island.

The 35-minute documentary up28 • November 2021 • Total Food Service • www.totalfood.com

BOOKS, TV, FILM, AND PODCASTS

WHAT WE’RE READING: ment. Chef and Restaurateur Missy Robbins, Restaurateur Andrew Tarlow, Chef Anita Lo, Sohui Kim, Chef Mary Attea, and Jennifer Lasker, Patty’s partner, now wife.

Watch on Apple TV, iTunes, Vimeo.

Matt Sartwell, Managing Partner, Kitchen Arts & Letters Bookstore in New York City shares his book reviews...

Bourdain: The Definitive Oral Biography

By Laurie Woolever It’s fitting that someone as complex, insightful, generous, frustrating, impatient, and compassionate as Anthony Bourdain should be captured not in a traditional biog-

WHAT WE’RE LISTENING TO: raphy, with a linear attempt at cohesion, but in this, impressionistic, fragmented, and sometimes contradictory collection of recollections.

Laurie Woolever, Bourdain’s longtime writing collaborator and aide de camp, has interviewed nearly 100 people whose stories appear here. They include Bourdain’s brother, Christopher, and mother, Gladys; his former wives, Nancy and Octavia, and an astonishing array of others.

Alex Getmanov, who was “Dimitri” in Kitchen Confidential is here.

So are Eric Ripert, Bourdain’s literary agent Kimberly Witherspoon, his editor Dan Halpern, CNN correspondent Christiane Amanpour, and many kitchen colleagues, television crew members, and friends.

Not surprisingly, given the man at the heart of these accounts, these are frank recollections. Sometimes funny or earthy, sometimes poignant or passionate, they reveal the admiration he inspired, the distance he often kept from people, his excitement at finding an audience that cared about what he had to say, and yes, the struggles that plagued him.

Captivating and insightful.

Hudson Valley Charcuterie: Raven & Boar

By Ruby Duke This handsome, 500copy limited edition book

is the kind of specialized creative project we truly enjoying carrying and sharing with those who enjoy unusual books representing the passion of folks who work hard to produce extraordinary food.

It features 29 recipes from 36 regional chefs and restaurants using the products of Raven & Boar, a small, familyowned farm in Columbia County, NY, specializing in heritage breed pigs. Each recipe is accompanied by original photographic artwork

by Duke, who founded the farm with her husband; the pair are also restaurant designers, something reflected in the book’s crisp aesthetic. Among the recipe contributors

Chef and restaurateur Tom Colicchio examines the politics of food on his podcast. His conversations cover everything from school lunch programs and nutrition assistance to corporate concentration in the food system and the activism of farm workers. You’ll hear from policymakers, journalists, food producers as Colicchio tries to understand how the food system works, who it works for, and where it falls short.

Listen on iHeartRadio, Apple Podcasts, Spotify, Stitcher, Podnews.

Ungrafted If you like wine, then tune in to this podcast about wine, humanity, and the planet. Join Icy Liu, the founder of Asian Wine Professionals, in a series of conversations with scientists, winemakers, and industry professionals who are dedicated to pushing deeper into biodiversity, regenerative agriculture, reducing the carbon footprint of wine, increasing diversity and inclusion in the wine business and more.

Listen on Apple Podcasts.

are Rich Torrisi & Anthony Coffey (boar’s head sandwich); Jamie Bissonnette (baharat sausage); Frank Falcinelli & Frank Castronovo (jagerwurst); Bill Telepan (meatballs braised with sauerkraut); and Marco Canora & George Kadan (pork ragu).

A remarkable tribute to the respect and affection culinary professionals have for Raven & Boar.

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November 2021 • Total Food Service • www.totalfood.com • 29

HOSPITALITY MARKETING

WITH REV CIANCIO

WHAT IS HOSPITALITY IN 2021 AND BEYOND?

O

n a scale from 1 to 10, 10 being of the utmost importance, how important is good hospitality and quality service to your brand?

If we took a poll of every restaurant operator in the country, no matter if they are an independent, local mom and pop restaurant, a group with multiple concepts or a large multi-unit chain, and asked them, likely they (and you) would all say it’s a “10.”

This is the hospitality and food service business. These words are in our description. It is the heart, the essence, the center of what we do.

If a guest walked through your door and sat down to have a meal, what would you do before you handed them the bill? You would ask them politely, “how was everything?” If they said something positive or enthusiastic, you would kindly thank them, smile and hand them the check presenter.

However, if they replied with “my food was cold,” “you forgot the dressing,” or “the bathrooms are only slightly cleaner than a Grand Central latrine in the late 70s,” what would you do or what would your team be instructed to do? They would apologize and try to do a win back or make good on the spot.

Perhaps a free dessert, a shot of alcohol or a voucher for a free meal.

You would handle the

It’s not just good customer service to reply to your guests online, but guaranteed your competition is doing it and those guests are feeling the love. They are probably also ordering with higher frequency, leaving positive feedback and sharing about their experience on social media … all things you wish all your guests would do for you. problem in real time.

Because this is the hospitality business and you said that good service is of the utmost importance to your brand… Right?

When was the last time you responded to a guest who left you a 1-star review on Yelp?

Your brand posted content on Instagram today promoting your latest

30 • November 2021 • Total Food Service • www.totalfood.com

limited time offer but did they check the direct messages on the account and respond to all the guests?

For the rare person who filled out the 52 question survey that’s on the bottom of your receipts, did you read it and respond to them?

When a guest has a great experience with your brand, whether it’s in your dining room, after picking

David “Rev” Ciancio is a former New York City bar owner and knows exactly how hard it is to operate and brand a hospitality business.

He is now a hospitality marketing consultant, customer and technology evangelist with more than 20 years experience in B2B digital marketing and business development, specializing in hospitality marketing, content, local SEO, reputation management and influencer marketing. He helps technology companies, brands and restaurants to acquire and retain customers. Rev is known as an “expert burger taster,” pens hospitality and marketing tips on his Instagram @revciancio, as well as his LinkedIn Profile. He believes that Pizza is a religion.

up a meal or ordering via a thirdparty delivery service and then leaves you feedback on Yelp, Twitter or that 52 question survey, you should respond! That’s just good customer service.

If the same customer gave you positive feedback on premises, you would say thank you and you would handle the issue if it was negative.

It’s time to extend that same level of hospitality to all your guests in all the channels that you have open to communicate with them.

It’s not just good customer service to reply to your guests online, but guaranteed your competition is doing it and those guests are feeling the love. They are probably also or-

continued on page 114

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November 2021 • Total Food Service • www.totalfood.com • 31

PROVISIONS PREVIEWED

WITH LMT PROVISIONS

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ew solutions, from ghost kitchens is a great fit for the club in more ways than to touchless technology, are allowone, serving to complement the space while ing us to reclaim and reinvent the making it safer. business of hospitality. And some For your space, opt for wood paneling to of them are bringing us right back where we match décor or ceiling mounting to ensure started - enter Bluezone by Middleby, created the unit is omnipresent but never in the way. to bring guests back inside. I recently saw this Whatever your Bluezone system configurarevolutionary air purification system in action, maintenance is minimal. Endless regution at Room 623, Harlem’s newly reopened lar filter changes are in the past. Just budget live jazz venue and subterranean speakeasy. about 15 minutes a year to replace the bulbs, The club was an enthusiastic early adopter and you’ll be covered. of Bluezone, the “centerpiece that allowed We are thrilled to bring our customers, like [them] to reopen,” as per Marcus Goldhaber, Room 623, innovative solutions, like Bluezone Creative Director, Host, and Emcee.

by Middleby, every day. Technology is proving Upon a quick scan when entering the vento be the ingredient for our and their success, ue, it’s clear that safety and comfort are paraallowing for an industry restart. Jazz is playmount. With Bluezone, both are ensured. The ing, hospitality is flowing, and the air is clean, system uses ultraviolet light to clean the air but seeing is believing. and kill up to 99.9995% of airborne viruses, Discover Room 623 at www.room623.com. including SARS-CoV-2. Unlike a physical filter Learn more about Bluezone and discuss that simply blocks viral transmission, Blueyour own reopening plan by contacting us at Bluezone is designed to blend with your establishment’s décor, zone makes it impossible by destroying virusmarketing@singerequipment.com. from a vintage pressed-tin ceiling to plush, overstuffed seating. es’ RNA, eliminating the ability to replicate.

Air is pulled into the unit, where it’s scrubbed with ultraviolet light to inactivate airborne viruses and disinfect the air. At the same time, oxidation catalysts destroy volatile organic compounds and unpleasant odors. Purified air is then returned to the space.

The result? Air so clean, so odorless, that you notice it.

Bluezone brings us one step closer to business as usual, Andrew Geoffrey Beres is the Marketing Operations or perhaps even better than Specialist for Singer Equipusual. The units can be cusment Company, developing tomized to their surroundings, global marketing strategy and tactics for the enterwhether that means blending prise. He holds a Master of in or standing out. Room 623’s Management in Hospitality plush décor already plays at the from Cornell University, a Bachelor of Arts in French blue end of the color spectrum, and Francophone Studies combining overstuffed seating, from Columbia University, a classic pressed tin ceiling, and a lifelong love of restaurants and dining. Andrew and neon accents over the bar, is based in Manhattan and all in deep blues, violets, and can be reached at aberes@ greys. In fact, their tag is #lookRoom 623 guests are welcomed with Bluezone’s glowing light, a beacon of the club’s commitment to singerequipment.com. safety. forthebluelight, so Bluezone

32 • November 2021 • Total Food Service • www.totalfood.com

November 2021 • Total Food Service • www.totalfood.com • 33

NEWS

by Wyatt Semenuk

MARKETING STRATEGIES

AARCO’S PORTFOLIO OF TIMELESS MARKETING SOLUTIONS CONTINUE TO SHINE

W

ith the pandemic in the rearview, people everywhere are eagerly returning to their favorite locations. Whereas restaurants a year ago were struggling with lack of business, many are now having difficulty accommodating the vast volume of customers and are looking for ways to get their businesses in front of people and separate themselves from the pack.

Although online and digital marketing remains an effective tool in the restaurateur’s kit, many still find traditional marketing devices such as freestanding signs most effective. This is where Aarco, one of the originators of the classic A-frame sign and many other classic signage devices, comes

in. For nearly half a century Aarco has proven itself as an industry leader in restaurant marketing with their diverse portfolio of innovative products.

Many restaurants and retailers have tried other forms of point of purchase marketing but traditional products offer a personal touch not found in more expensive marketing tools. Aarco has them covered with a return to basics.

“When you walk into a restaurant and you see a handwritten sign, it tells you something about the restaurant,” said Aarco founder George DeMartino. “Seeing that extra effort and love tells customers something about the people who own it and what they think of their service. It’s simply more personalized to see a handwritten message that makes a statement

34 • November 2021 • Total Food Service • www.totalfood.com

“Products we’ve sold over twenty years ago are still out on the street today, just as great and effective and hardly the worse for wear.”

— George DeMartino about the quality of the food on your menu. Customers can immediately tell that you care about your service enough to go out of the way to display it with a personalized signature.”

Beyond the simple fact that physical signage is akin to a personal signature on your storefront, it’s also extremely practical and durable. “You can’t walk 50 feet in a place like New York City without seeing our products,” mentioned DeMartino. “Our A-Frames have become part of the Manhattan landscape. From summer heat to rain and snow and being dragged in, out and around all day, every day for years on end, Aarco’s A-Frames stand up to the elements and daily use. “Products we’ve sold over twenty years ago are still out on the street today, just as great and effective despite the wear and tear of daily use.”

Aarco’s line also delivers bottom line value. “The best part about it all is that it’s incredibly inexpensive compared to other types of marketing tools. Adspace online is very expensive and what you buy is only temporary. Electronic signage is expensive, as well as impersonal, and can often be unreliable. Batteries have short lifespans; cords are cumbersome and hazardous. Our products are free from any of these issues and are priced at a fraction of the cost.”

One of the biggest changes to the restaurant industry over the past year was the enormous emphasis placed on safety, and a return to a focus on

sustainability. DeMartino and his team utilized their manufacturing experience to build out a full line of green and sustainable PPE solutions.

“Once we began to see the effects Covid was having on the industry and the demand it was creating, we invested heavily in screens, barriers, crowd control and a variety of other safety products. We saw that operators had a problem and we wanted to provide a solution. We wanted to facilitate safe spaces for both staff and customers,” stated the Aarco founder.

“In the making of these items, we also knew we didn’t want to skimp on sustainability. We didn’t think it right to sacrifice one important aspect for another, so we pushed ourselves to address both. We also knew that customers would accept nothing less as well, so we made this a priority. All of our products adhere to the highest of standards of state and local governments,” DeMartino concluded.

For the better part of half a century, Aarco products has pioneered many of the marketing and display products available. The DeMartino family has set manufacturing quality standards that the industry still follows to this day. Even with their products in front of restaurants across New York City and the nation, Aarco continues to look for innovative marketing solutions to maximize profit for foodservice and hospitality operators and the dealers and distributors that support them.

November 2021 • Total Food Service • www.totalfood.com • 35

Q&A

EXCLUSIVE FOODSERVICE INTERVIEW

SUSAN LEE

EXECUTIVE DIRECTOR, ALTAMAREA GROUP

N

ew York City and the nation’s restaurants continue to welcome back guests and find their definition of the ‘new normal’. With that in mind, Total Food Service was introduced to one of the true innovators that is shaping the industry’s comeback: Susan Lee. In her role as Executive Director at Altamarea Group, Susan brings a unique perspective. She is an experienced operator and director with proven success in not only the NYC restaurant and hospitality industries, but also in hotel and food & beverage as well. For over 20 years, Susan has been known for her back of the house/front of the house prowess and strong financial and administrative acumen. For entrepreneurs including Altamarea’s Ahmass Fakahany and Starr Restaurant’s Stephen Starr, her skill set of leadership, educator and encourager of change was a key to them building their empires.

TFS is thrilled to share Susan Lee’s perspective on the industry’s recovery and beyond.

For those of our readers who don’t know you, what got you interested in the restaurant industry?

I started in the early 90s as a busser at Armando’s, a very popular restaurant in New Jersey. I was in high school at the time, just a young kid looking for some summer money, and I got hired. I was very quickly promoted to be a server, and the owner told me that I was meant for

Susan Lee, Executive Director, Altamarea Group

36 • November 2021 • Total Food Service • www.totalfood.com

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Q&A

SUSAN LEE, from page 36

this industry. That was kind of all it took. I instantly fell in love with it.

However, it took a while before I realized that the restaurant industry would be my career path. I went to Simmons College in Boston as an English major. I originally wanted to be a writer, either a screenwriter or novelist, but in college, I worked at a Spanish tapas restaurant as a server, then as a cook, then a sous chef. I realized I was more passionate about the restaurant industry and decided to change career paths. To do that, I needed to get more education, so I applied to the Culinary Institute of America (CIA), got in, and I went.

At CIA, I learned that I could work through just about any situation.

Has the network that often comes with the CIA been valuable to you as well?

Yes, absolutely. The association and the name, CIA, garners so much respect, especially since I was an older graduate of that institution.

Walk us through your career track, what happened after CIA? I was going to go back-of-house again and be a chef but then I was presented with an amazing opportunity to be a captain at Oceana, such a prestigious restaurant, working for the Livanos family. Their restaurants are amazing, and they know what they’re doing. They understand that it’s about genuine hospitality and serving really good food. I was their first female captain. They offered me a maître d position and allowed me to continue my growth but then I was offered an opportunity to be a captain and open Gordon Ramsay at the London Hotel.

What was it like to go from one extreme to another, working for the

Livanos to working for Gordon Ramsay?

It was certainly two very different experiences. I went from the triedand-true New York industry to this very prestigious London group that hadn’t navigated New York City waters just yet. It was certainly eye- opening for them and eye-opening for me. I learned so much from the hotel opening.

It was so hyped-up and talked about that when we opened the doors, people and paparazzi were eagerly waiting. It was a union hotel, so I learned how to navigate line-level staff and better my communication standards to become a more effective manager.

rea as a service director when it first opened in 2010. I worked my way up, really loved my time, but then I wanted to expand my wings and do more in operations, so I pursued different opportunities. I worked for the Starr Restaurant Group for almost eight years, another amazing learning experience for me. If there is one thing that Stephen Starr knows, it is how to operate multiple businesses. The recipes, the standards, and the protocols are all there. It was like getting my Masters in restaurant operations. From there, Ahmass Fakahany from Altamarea came to me directly to step in a new position as the Executive Director. He told me that he wanted me to come back home.

What are the lessons that you took from that?

One of the greatest things about the Altamarea group is that it oper-

What led you to the opportunity at Altamarea?

I had actually worked at Altama-

continued on page 40

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SUSAN LEE, from page 38

ates because of the people that it employs. It is successful because of its team. Ahmass gives so much autonomy to his team that he lets you pretty much run the entire process.

He trusts his employees. The executive team, we’re small, but we’re very tight-knit. There’s a lot of open communication, and he doesn’t let anyone falter on their own. It is such a great support. Ahmass leads by example, so you really couldn’t ask for anything more or better from an operator or owner of a restaurant company.

The business has changed dramatically over the last 16 months. Can you talk about changes that you’ve seen and going forward, what do you expect that to look like?

Every restaurant has had to pivot in some way in order to survive the pandemic. We went from some of the busiest times we have ever seen in the restaurant industry to being almost completely decimated by the pandemic. It forced everyone to reevaluate what was important to them and what really mattered.

It was really great to see how the industry came together to support each other through all of it. It really became like this family unit where we all knew it was either sink or swim for all of us. The way it galvanized the industry in New York is really amazing. There is still so much more that needs to be done to help us recover and get back to business as normal.

What is needed to completely recover?

It’s more than just money. I think that if restaurant industry people are just in it for money, they are in the wrong industry. We do this because we enjoy being in the service of other people. We are driven by hospitality. It is something that we’re passionate about. It is a labor of love for so many people, especially people like the line cooks and back-of-house employees who don’t get paid nearly as much as they should. It’s about maintaining the morale and showing apprecia-

The Altamarea Group was built with a vision to create restaurant brands that are distinct in concept and price point but united in delivering unsurpassed quality and outstanding service. Outstanding recent examples from their restaurants’ menus include (clockwise from top L): Marea’s Quadrotti! (corn filled ravioli, black truffle, chanterelle, parmigiano); a top tier steak from Osteria Morini Miami Beach; The Big Motherclucker sandwich from Butterfly Chicken; and Ai Fiori’s Sky Terrace cocktail menu.

tion for the restaurant industry, and evolving how we’re treated and how we treat our staff so they know that there is support within the industry.

When you look at the impact, one of the things I’ve noticed is the tremendous growth in the take-out and delivery aspect. What is your

40 • November 2021 • Total Food Service • www.totalfood.com

approach to take-out and delivery?

Altamarea was fantastic. It was a great example of how we pivoted as a company. Obviously, people were unable to dine-out, but they still wanted to have the food and restaurant experience in some capacity. We did a lot of pasta kits and full meals and things like that and it was

hugely popular. Even when indoor dining resumed, take-out continues to provide a great option for guests who don’t feel comfortable eating inside, who are immunocompromised or are uncomfortable with the current situation. It’s been very

continued on page 42

November 2021 • Total Food Service • www.totalfood.com • 41

Q&A

SUSAN LEE, from page 40 MICRO MERLOT MIX™ ON MOROCCAN SPICE RIBS CREATED BY CHEF DONTE SHAW

Susan Lee, Executive Director, Altamarea Group

positive for them to have that restaurant feeling without having to venture out.

One of the challenges of the industry coming back is finding staff.

What are your thoughts in terms of where we are with that and what have you done to find the work staff to be successful?

For the Altamarea group, it hasn’t been as challenging because it is a tried-and-true company. People know it for its consistency and level of excellence. I’m sure it is due in part to the length of time that people have stayed with the company.

There is nothing better than word of mouth, knowing that if you join a company like Altamarea group, that it is sustainable and livable.

There is an appreciation, affirmation, and acknowledgement so that is how we have always stepped for-

ward. We don’t approach it as a high and mighty stance, but people know that we stand for the highest quality and excellence in everything that we do, so we present that when we interview and meet candidates.

Then they come to the restaurant and see how maintained they are and how happy the staff is. You can’t fake those kinds of things.

We’re assuming that at one point you had to lay some people off.

Were you able to bring those people back?

Yes, people were furloughed. We brought back as much staff as we could and continue to reach out. A lot of people left the city, but they know that when they want to come back to New York, they are always

continued on page 44

42 • November 2021 • Total Food Service • www.totalfood.com

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November 2021 • Total Food Service • www.totalfood.com • 43

Q&A

SUSAN LEE, from page 42

welcome to reach out. Staff would even reach out to Ahmass personally How beneficial was the money from the restaurant relief grant program in bringing staff back? At some point, are you going to face the challenge of bringing them back to the compensation they were at previously, and how will you manage that?

The relief funds were primarily used for payroll purposes to bring people back. Luckily, guests dining in have been very generous, so front-of house staff have been compensated in the same way and maybe a little bit better than they were previously. In terms of backof-house staff, we are the most competitive, in that we do a lot of research looking at what others in the industry are paying so we can always match it and make sure we are staying on top of it.

The Altamarea group was able to build a portfolio of 15 restaurants around the world. What are some of the lessons that you’ve learned?

What are some of the similarities of being successful in each of the markets and some of those differences?

I think it is the people aspect.

You have to be able to give people a piece of it and let them know they’re part of the decision-making process. Anything that affects them, they need to be let in on. I think some of the most successful openings are those where the team really felt like they were part of the process. As far as pitfalls, no matter the systems you have in place, there’s always some variables that you can’t control and, in those situations, it is about taking it in stride and figuring it out, being on the ground and troubleshooting with them.

How do you manage the complexities of the different marketplaces in each location of Altamarea’s restaurants?

There are people in each region that understand the workforce and they are there to help us navigate

In terms of management, you have to be able to trust the people that you employ, and you have to let them do their job which sometimes means letting them make mistakes. There is a blend of accountability and trust. You have to let them know that they are supported and that everyone gets better and learns as they go.

Education never stops, and neither does training, to continuously better yourself in the industry. That’s how I have always approached it and how I continue to grow in my career. those staff relations. We don’t come in just as New Yorkers and expect everyone to do it the New York way.

We know that we have to be mindful, sensitive, and acknowledge that there are cultural differences. We always make sure that we do the right thing by the people that we employ.

What about the supply chain in different marketplaces? Do you have to look to see what you can create menu-wise or do you fly things in that you need? How does it all come together?

We definitely always keep the supply chain in mind. There are very few things that we outsource because that is not bringing the economy to the actual place in which we are doing business. We try to use local foods as much as possible. We are mindful of agricultural differences in the global locations compared to the United States, and don’t try to outsource anything more than is absolutely necessary.

One of the things we did want to touch on, was the departure of Michael White. Any lessons for those of us in the industry to learn from the difficulties and challenges of partnerships?

Everybody needs to do what is right by them. I think one thing that the pandemic really showed us was that people need to make their own decisions and we wish them the best.

44 • November 2021 • Total Food Service • www.totalfood.com

So, crystal ball, what do you see ahead for yourself? What do you see ahead for Altamarea?

I see Altamarea doing fantastic in the next 10 years. It is such a great recipe, I mean people love the food, the consistency is there, and the commitment and love are there. I see more global expansion of the brand. As far as my place here, as

long as Ahmass wants me and we can continue partnering and I can continue learning from him and continue to grow the business, I am here with him. I am a life-long learner. The day you stop learning is the day you die.

All photos courtesy of Altamarea Group

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November 2021 • Total Food Service • www.totalfood.com • 45

BUSINESS LAW FOR THE REAL WORLD

WITH MEISTER SEELIG & FEIN LLP

UNDERSTANDING TODAY’S RESTAURANT AND HOSPITALITY ENVIRONMENT FROM A LEGAL PERSPECTIVE

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estaurateurs today want nothing more than to get back to running their restaurants. After months and months of upheaval, with mandates in flux and risk of closure constantly looming, some kind of normalcy would be a huge relief. The legal maneuvering and complex navigation needed to get back to business, however, is anything but simple.

Total Food Service reached out to Meister Seelig & Fein LLP, a law firm focused on issues of real estate, employment, and loans, searching for answers and clarity in this ongoing fog of uncertainty. “The world has changed from COVID-19, and there are significant challenges that restaurants face that not many people saw coming,” said Stephen Meister, founding partner of the law firm. “There are issues with vaccine mandates, compliance with social distancing, unvaccinated employees, Paycheck Protection Program loans, and more. Restaurateurs face an incredible number of challenges right now.”

The firm, practicing law since 1994 and growing from one office with a handful of lawyers to a firm with over 70 lawyers and four offices, has seen its share of legal cases and industry trends.

Pre-COVID the hospitality and restaurant clients of Meister Seelig & Fein were mainly centered around issues of labor negotiations, real-estate deals, tip pooling, and sexual harassment. Today, much of that has changed.

“When COVID hit, there was great stress in the hospitality sector and the restaurant space because, obviously, they were shut down, people couldn’t go to restaurants and hotels, and there was a great deal of just restructuring that with all the PPP loans and real

“There are issues with vaccine mandates, compliance with social distancing, unvaccinated employees, Paycheck Protection Program loans, and more.

Restaurateurs face an incredible number of challenges right now.” — Stephen Meister estate leases,” Meister said.

Whereas the Restaurant Revitalization Fund gave out grants to select businesses - though it was quickly exhausted and failed to reach most applicants - PPP loans need to be paid back, unless eligible for forgiveness, and many of those loans restructured.

In many cases loan forgiveness and restructuring comes down to preparedness, paperwork, lawyers, and accountants. Loan forgiveness is as much of a calculation as it is a consideration, “there’s no emotion in this,” said Gregg Kligman, counsel at Meister Seelig & Fein. “It’s strictly a numbers calculation, dealing with payroll records and use of the loan proceeds, to find out if a business is eligible for loan forgiveness.”

The firm is also concerned with compliance with the many, often confusing, COVID-19 mandates - and the penalty if those mandates are not upheld. “If you’re a restaurateur, you need to know all the rules and follow them. If tables aren’t spaced properly, if employees aren’t masking, and if there is a COVID outbreak, authorities are going to look at the restaurants,” Meister said. “The first thing they’ll do to non-compliant restaurants is take away your liquor license.”

In a time when regulations are constantly changing and many businesses could be reopening for the first time

46 • November 2021 • Total Food Service • www.totalfood.com

in months, checking paperwork and codes is essential to staying operational. In an industry with a reputation for frivolous litigation and lawsuits, specifically with employees, organization is of the utmost importance.

“There are a lot of pitfalls that owners are up against,” Kligman said. “Most of the employee lawsuits we see generally stem from improper paperwork. With businesses, thankfully, reopening, the best way to avoid liability is to have best practices in place, which includes onboarding employees properly with all the necessary paperwork.”

Kligman, with a background and years of experience in employment law, accurately anticipated complications with employee vaccine mandates like that in New York City, in addition to typical suits over wages and tips.

To confront any of these potential issues is to get ahead of them. Meister Seelig & Fein encourages operators to meet with legal counsel quarterly, regardless of whether or not there is an immediate issue.

“An ounce of prevention is worth a pound of cure,” Meister said. Businesses should learn how to navigate the legal complexities, as the restaurant industry wades out of COVID, by contacting 212-655-3500 or emailing the New York office, at sbm@msf-law.com and gmk@msf-law.com.

Stephen Meister, Founding Partner of Meister Seelig & Fein LLP, is widely regarded for his co m p re h e n s i ve knowledge of real estate matters. His critically acclaimed book, Commercial Real Estate Restructuring Revolution (Wiley, 2010), has been used as a textbook in NYU’s real estate program. A skilled transactional attorney with a deft understanding of leases, sale agreements, and financing documents, Mr. Meister brings a powerful deal-making presence to the table to facilitate case settlement. He represents diversified clients including individual real estate entrepreneurs and investors, real estate investment trusts, hedge funds and private real estate equity funds. An accomplished multiengine, instrument rated pilot and boat captain, Mr. Meister understands the importance of self-reliance and the need for precision.

Gregg Kligman serves as Counsel in the Employment Group in the New York office of Meister Seelig & Fein, focusing on management side employment litigation and counselling.

Mr. Kligman’s practice includes defending clients in cases alleging discrimination, harassment, retaliation, wage and hour violations, and other employment related claims, including class action litigation. Mr. Kligman also assists clients with risk assessment and due diligence in connection with wage and hour matters and corporate acquisitions, advising clients on potential exposure based upon the incoming company’s employment practices. As a member of the Employment Group and the Meister Seelig & Fein Coronavirus Task Force, the height of the pandemic, Mr. Kligman provided valuable and detailed step-by-step instruction to employers on the Paycheck Protection Program (PPP) and the PPP Forgiveness application. He also provided clients with regular guidance on the SBA’s constantly changing PPP loan applications and forgiveness rules as well as the Restaurant Revitalization Fund.

His greatest impact was on MSF’s hospitality clients during their time of need and support.

Article contributions Bedingfield

by

Hank

November 2021 • Total Food Service • www.totalfood.com • 47

NEWS

EQUIPMENT AND SUPPLY SOLUTIONS

By Wyatt Semenuk

SERIAL ENTREPRENEUR POULIOT REINVENTS HOW INDUSTRY MANAGES WAREWASHING

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lthough the restaurant industry has finally regained its footing, it is still haunted by several issues brought about by the pandemic, namely a significant labor shortage.

Between intense inter-restaurant competition, nation-wide minimum wage increases, and residual fear of the virus, finding labor for grueling jobs like dishwashing is harder than it has ever been. Thankfully artist turned robotics entrepreneur, Linda Pouliot has crafted an ingenious solution to this dishwashing dilemma. With her startup, Dishcraft, Pouliot intends to bring productivity and sustainability to workplaces by making automation

accessible to food-service operations everywhere.

“As my reputation as both an entrepreneur and a figure within the robotics industry grew, so did the number of people who reached out to me looking to solve problems with automation,” mentioned Pouliot. “After a restaurant owner came to me looking to end the revolving door of dishwashing labor that was plaguing his business, I decided to get hands on with the industry to see for myself if automation could provide value. What I found after working in the trenches was an industry ripe for innovation, yet simultaneously rife with inefficiencies, a perfect foundation for robotic imple-

“Dishcraft offers a full-service operation where we pickup any and all dirty wares from a business and bring them back to our dishwashing hub. Our combination of precise robotics and skilled operators then clean, inspect, and prepare them, and then we bring them back the next day.” — Linda Pouliot mentation.”

What Pouliot and the rest of the Dishcraft team ultimately found was that centralized dishwashing hubs and offering dishwares similar to how one offers linen service created great

Dischcraft simplifies your dining operation with daily delivery of quality, reusable wares. Using robotics and process innovation, Dishcraft reduces waste and improves efficiency.

48 • November 2021 • Total Food Service • www.totalfood.com

efficiencies within various workplaces. “What we offer at Dishcraft is a fullservice operation where we pickup any and all dirty wares from a business and bring them back to our location.

Our combination of precise robotics and skilled operators then clean, inspect, and prepare them, and then we bring them back the next day,” said Pouliot. At Dishcraft, Pouliot has essentially turned what has become a huge weight on the shoulders of operators everywhere into a non-issue, as the dishes receive same consistent care and attention while minimizing staffing challenges.

Having tackled the dishwashing challenge Pouliot and her team have set their sights on disposables. “Another industry revolution that the pandemic brought on was the surge in takeout and delivery, and with this surge, a massive challenge in the use of disposable ware,” stated Pouliot.

“What we at Dishcraft have found is that many locations do not have space for a dish room, nor the desire to hire labor, but still want to switch from

continued on page 118

November 2021 • Total Food Service • www.totalfood.com • 49

EYE

FOODSERVICE EVENT COVERAGE

A.J. LETIZIO CELEBRATES METRO NEW YORK DEBUT WITH INAUGURAL EVENT

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he much-anticipated Metro New York debut of A.J. Letizio Sales & Marketing Inc. highlighted last month’s foodservice calendar. The family-owned food sales and marketing agency has brought their unique approach to New York’s restaurant and foodservice community.

President Al Letizio Jr. and his team welcomed some 50 guests for the ribbon-cutting and open house. “We are thrilled to be in Metro New York,” Letizio noted. “We can feel the same enthusiasm that his family felt when they first came by boat to New York as immigrants from Italy about 120 years ago.”

Letizio and his team have set their sights on changing what used to be known in the industry nationally as food brokering to food marketing and sales. One of those stepping stones was the acquisition of Queens, NY based company, Forgione Associates.

“We are so grateful to the manufacturers we represent and our clients for taking the time to share the excitement of our new opening. It’s truly humbling that so many traveled such a long distance to be with us.”

Letizio’s welcoming remarks included insight into the vision of the family business. “It begins with our company logo, which represents “the dawn of the new day. No matter what happened the day before, every day the sun rises again, and you get a chance to start fresh and new. So here we are 34 years into our venture, and we’re committed to making sure every day with what we do is a dawn of a new day.”

AJ Letizio’s new Maspeth facility features several highlights. “Our new kitchen is a great asset that will provide an excellent venue for train-

“So here we are 34 years into our venture, and we’re committed to making sure every day with what we do is a dawn of a new day.” — Al Letizio Jr. ing and product preparation. With so much focus on media, our new Metro New York home features a conference and getting room with 4K video and state of the art video conferencing capabilities.”

“We’ve been able to build out a facility that features the highest quality Audio/video communications

system that is seamlessly integrated with our national headquarters. That connection with our corporate test kitchen and enterprise center facility brings our extensive resources to life on screen. As we all know through the Pandemic that ability has become essential to supporting our client manufactures and end-user operator

customers.”

Letizio has built an industry leading reputation for its attention to the design details of its corporate headquarters in Windham, NH and now Queens. The interiors and exteriors of their facilities have been recognized nationally for architectural excellence and innovation.

“The goal for our NYC regional headquarters is to provide a central location for AJ Letizio team members to easily access product samples, equipment and supplies to better serve the needs of our customers.”

All photos by Paul Frangipane

(L-R) Joe Burnett, Deb Galliher, Jim Vandergeest and Tiffany Youngman at the A.J. Letizio Sales & Marketing Inc. Metro New York open house

Richard Forgione and Joe Hunt were on hand to celebrate the A.J. Letizio Sales & Marketing Inc. Metro New York office grand opening

President Al Letizio Jr. welcoming guests

(L to R) Grand Opening celebrants included Joe Sirica, Carl Mattone, Tonia Cimino and John Brunhard

50 • November 2021 • Total Food Service • www.totalfood.com

November 2021 • Total Food Service • www.totalfood.com • 51

NEWS

EDUCATION

CHEF DAVID BURKE AND BROOKDALE COMMUNITY COLLEGE CREATE NEW OPPORTUNITY FOR ASPIRING NJ CHEFS

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iving back to the commustudents,” said Nancy Kaari, Vice Presnities he serves has been ident of Advancement. a hallmark for Chef David Chef Burke will cover the cost of an Burke’s career. He gives entire semester of Brookdale classes tirelessly of his time and money for for one Hospitality Management stuthe betterment of others and the resdent and one Culinary Arts student. In taurant industry that he loves. return, the students will work for Chef With that in mind, Chef Burke and Burke in one of his local restaurants Dr. David Stout of the New Jersey for six months. In addition, while they based Brookdale Community College are working, they will also be paid.

Foundation, signed a Memorandum of The full-time students must be in the Agreement last month to establish the second semester and be in good acaChef David Burke Scholarship at the demic standing with a 3.0 GPA in CaCulinary Education Center in Asbury reer Courses. Brookdale will select the Park. “I want to thank you for perseapplicants, and Burke will make the vering to finally make this a reality and final selections. supporting the educational endeavors Deeply passionate about culinary of our students,” said Dr. David Stout, arts and the quality and detail associpresident of Brookdale Community College.

Beginning with the Fall 2021 term, Chef Burke has agreed to contribute $5,000 to the Brookdale Foundation to establish a scholarship fund for Culinary & Hospitality Management students.

Two scholarships will be awarded, one for a culinary student, one for a Hospitality Management student.

Each scholarship will be for $2,500.00 per term (a total of $10,000 per academic year).

“We are grateful to Chef Burke for his generosity and for the incredible opportunity his scholarships will provide for Brookdale’s Culinary and Hospitality Management Chef and Restaurateur David Burke

52 • November 2021 • Total Food Service • www.totalfood.com

“Work in the best places, learn good skills, because a lot of bad habits are hard to break.”

— Chef David Burke ated with a world-class dining experience, Chef Burke will give additional training while the students are working, with possible opportunities for long-term employment upon graduation from the Brookdale program.

“It is a unique opportunity to receive a scholarship, plus a paid internship,” said Nora Kerr-McCurry, institute dean of Business and Social Sciences.

“When you are young, everything you see is new,” Chef Burke said giving some good advice to the students prepping for lunch service at the Culinary Education Center today. “Work in the best places, learn good skills, because a lot of bad habits are hard to break.”

Chef Burke is an icon in the hospitality industry and currently expanding in the greater Monmouth County area. Students may work in any of his restaurants, nearby are DRIFTHOUSE in Sea Bright, Red Horse in Rumson, Orchard Park in East Brunswick, and soon Union Beach in March with more local locations on the horizon. This scholarship program will train sous chefs, cooks, maître d’s, and managers.

Gerard Visci is a student at David Burke’s Red Horse restaurant working in the kitchen during the day and as a waiter at night. “He told me he is so happy and learning so much,” said Chef Burke, who believes deeply in a dedicated and professionally trained staff. As a result, the Chef Burke and Brookdale Scholarship Program will consistently produce talent that is a cut above, setting students on a path for success.

“It is a great opportunity to work in the back and the front of the house at the same time,” said Chef Burke.

“Watching the customer enjoy what you made, and see the results of the work you did in the back in real-time, helps to learn where mistakes can be made. Like why a cocktail fork is important or why a dish needs to be plated a certain way. It cuts out the separation of the front and back of the house and creates a respect for both sides.”

“I am so excited Chef Burke is helping students pay for their education and giving them a job where they are getting paid and learning new skills,” said Professor of Culinary Arts and Hospitality Management, Michelle Zuppe. “He works around their school schedules and has created a win, win for all of us.”

November 2021 • Total Food Service • www.totalfood.com • 53

PERFORMANCE SOLUTIONS

WITH DAY & NITE/ALL SERVICE’S MIKE BERMAN

RAPIDLY ADOPTING NEW WAYS TO WIN IN THE MARKETPLACE AT THE EXPENSE OF LESS EFFICIENT COMPETITORS

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n the very same day Total Food Service and the Day & Nite Family of Companies partnered to produce and host the inaugural Hospitality Sustainability and Food Waste Summit the US Bureau of Labor Statistics released its August 2021 labor turnover report. Besting the 4 million Americans voluntarily leaving their jobs in July, the 4.3 million leaving prior employers in August is the most ever recorded since BLS started tracking these numbers some two decades ago. By far, hospitality set the unenviable pace logging the highest continued volume of employees walking away. While

some might find the Summit taking place on the same day BLS issued their report coincidental, there is assuredly deep correlation.

Citing the 2021 Food and Agricultural Benchmark Study, Green in a New World of Clean moderator Eric Israel pulled no punches observing that by comparison to other fields, the industry is a sustainable business practices laggard. Expert panelist Emerald Brand’s RJ Bianculli quickly referred to considerable research showing a growing percentage of the workforce expects employers will have serious, evolving commitment to Environmental, Social and Governance (ESG) policy.

54 • November 2021 • Total Food Service • www.totalfood.com

Just as consumer behaviors, tastes and demands continue to evolve, in a labor constrained environment data shows employee preferences are changing at even more rapid rates. Businesses seeking to remove hiring barriers, simultaneously reducing unprecedented turnover rates, are wise to adopt or accelerate tangible ESG programs. But cultivating the right workforce hardly ends there.

ABCO’s Brandon Bradley and Atmos Air’s Tony Abate—both globally recognized for their unrivaled knowledge—raised the importance of indoor environmental quality as major workplace health and safety concerns highly influencing employee behaviors. Where HVAC had long been relegated to just comfort heating and cooling, both raised the fact every living organism is breathing yet few of us actually know what we’re breathing when we’re indoors.

No less important, while we have monitors for just about everything in our homes and offices, the lack of air quality monitoring and reporting represents an opportunity to attract and retain employees and customers. Although the general public may not realize it, HVAC, indoor air quality technologies are advancing at the same pace as more visible ones like smart phones. Not only are high-impact solutions more affordable in of themselves, but Con Edison’s Shaun Hoyte rattled off a series of incentives and programs available to all business types and sizes—particularly restaurants— designed to radically reduce direct expenses while improving over-

Mike Berman is the Chief Operating Officer of New Hyde Park, NY based Day & Nite/All Service. The veteran executive joined the service leader in 2016. He has held leadership positions in his career across a range of business-to-business service sector. Prior to joining Day & Nite he served as Chief Operating Officer of Outside Ventures, LLC, the parent company for several B2B service businesses with a particular concentration in merchant services. As Director and Chief Operating Officer of Meridian Capital Group LLC, he overhauled the corporate structure and enabled the company to achieve a 2006 run rate in excess of $30 billion.

all equipment efficiency. After all, HVAC is the single largest drain on the energy grid with the always operating refrigeration tracking not too far behind..

Even those casually acquainted with NYC Hospitality Alliance’s Andrew Rigie know him to be an insightful leader, uniquely able to see the future with clarity because he has such a firm grasp on current conditions. His strong guidance to build sustainable business practices into the ethos of every operation is echoed by State University New York-Canton professor Dr Rajiv Narula’s sage advice “if we all adopt Paris Agreement standards in our daily lives, business affairs, it really doesn’t matter what governments do, especially because grassroots always moves governments”. Michael DiNuzzo, NYU’s Associate Director-Campus Services is as widely recognized in education as Andrew Rigie is for restaurant & bar lead-

continued on page 114

November 2021 • Total Food Service • www.totalfood.com • 55

NEWS

TABLETOP

RAK PORCELAIN USA INC. WELCOMES NEW TEAM MEMBER

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AK Porcelain USA Inc., a manufacturer of exquisite-quality porcelain tableware catering to the international HORECA industry, is pleased to announce the appointment of Michael Bohland as the new Vice President of Business Development.

Vice President of US Sales Paul LeBarron noted Bohland comes to RAK Porcelain with an extensive background in tableware enterprises which expand into the hospitality, healthcare, contract feeders, and national chain accounts. With over 30 years combined distribution and manufacturing sales experience, Bohland will undoubtedly aide in

“I look forward to the next stages in RAK’s growth, as well as our industry’s recovery. Working and adapting to the new normal brings challenges and exciting opportunities!” — Michael Bohland the continued expansion and strategic growth of RAK into the US marketplace.

“I feel extremely fortunate to be welcomed as part of the RAK team.

Given the unique challenges present in today’s marketplace, one of RAK’s key advantages is owning and operating our own manufacturing facility and tightly controlling our

Michael Bohland

56 • November 2021 • Total Food Service • www.totalfood.com

processes,” explained Bohland. “I look forward to the next stages in RAK’s growth, as well as our industry’s recovery. Working and adapting to the new normal brings challenges and exciting opportunities!”

John Marino, President of RAK Porcelain USA Inc., added, “We are fortunate to be in the position to bring Michael on board as an inte-

gral part of the RAK Porcelain team.

He brings a wealth of knowledge and industry connections, allowing us to continue to implement and execute our short- and long-term strategy to grow our market share.”

RAK Porcelain USA Inc., founded in 2016, boasts a robust distribution network spanning five continents, reaching more than 165 countries.

Professional and experienced ceramist engineers backed by skilled artisans bring to life the creative innovation of leading European tableware designers who work closely with chefs to create trends that drive the HORECA industry.

Learn more at https://www. rakporcelain.com/us-en

Bohland joins an innovative RAK Porcelain team that is revolutionizing the concept of fine dining and inspiring hospitality professionals as they unveil a great stage to present gourmet art.

November 2021 • Total Food Service • www.totalfood.com • 57

NEWS

By Alycia Cahn

EMERGING CONCEPTS

MECHA DUO SETS SIGHTS ON GROWTH WITH GREAT FOOD AND COMMUNITY “P rofits matter, but people matter more,” said Tony Pham, founder, and co-owner of Mecha Noodle Bar. Mecha owners Pham and Richard Reyes met in elementary school, swapping lunches, and bartering snacks amongst themselves. Fast forward to college and the duo could be found opting out of typical Friday night shenanigans to spend their nights throwing their own dorm dinner parties. “Guess you could say we’ve always loved being friends first and eating noodles second,” said Reyes.

That partnership has blossomed to create an emerging empire of five Mecha Noodle Bars across the state

of Connecticut with planned outposts in Boston next year and rapid plans to expand the Nutmeg State treasure along the eastern seaboard.

Mecha means “Mom and Pop” in Vietnamese with the ownership duo seeking to pay homage to their upbringing. From Vietnamese Pho to Japanese Ramen, Mecha serves some of Asia’s most comforting dishes. “Among other things, we do riffs on food that can be found in the streets of Southeast Asia,” Pham explained. “Don’t call us “fusion” or a sushi restaurant, there are plenty of those in Connecticut.

We are American-Vietnamese-Japanese-Thai-Chinese-Korean-New England-Momofuku-Totto-and-Ippudo-inspired.”

“Don’t call us ‘fusion’ or a sushi restaurant, there are plenty of those in Connecticut. We are American-Vietnamese-Japanese-ThaiChinese-Korean-New England-MomofukuTotto-and-Ippudo-inspired.” — Tony Pham

Pham was always set on opening his own restaurant, but the Mecha concept truly came to life because he wanted to bring ramen to Connecticut. “I wanted real Asian food to be accessible, and I wanted to be a part of your rotating dinner choice”. Pham explained he wants his customers to finish their meals and feel like they have just been

From Vietnamese Pho to Japanese Ramen, Mecha serves some of Asia’s most comforting dishes, many of which are riffs on the items that can be found in the streets of southeast Asia, including pho, ramen, dumplings and spare ribs.

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hugged, all while eating great food and supporting some even better causes.

When Richard Reyes came on as a Mecha partner in 2015, both Reyes and Pham agreed it was time to do something bigger than just owning a restaurant. How could they make an impact on the communities they serve? They started with Noodles for a Cause, adding $0.50 to every bowl and donating all those excess profits to a different charity each month.

“Yes, the donations were important, but we really wanted to set an industry precedent that: if we, as a small mom and pop shop, can do this, then you can too,” added Pham.

Since implementing a charitable revenue structure in their restaurants, Pham and Reyes have been able to raise almost $300,000 over the years-- boasting some incredible causes and charities as benefactors. Pham attributes his giving attitude to his family, as both of his parents are immigrants from Vietnam. Growing up they often reminded him of how fortunate and lucky he was. Traveling on a sailboat from Vietnam to Hong Kong and then eventually the United States,

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November 2021 • Total Food Service • www.totalfood.com • 61

MEDITERRANEAN MENU TRENDS

WITH CHEF MARIA LOI

POLYSPORIA: MANY BEANS, MANY GRAINS, MANY THANKS!

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ovember is one of the most significant months of the year for me – a time to remember to give thanks for everything the earth provides… not from the American perspective tied to Thanksgiving and the associated traditions, rather

from an ancient Greek tradition honoring the land, and the Goddess who blessed it to be bountiful.

So what exactly is this ancient tradition?

There are certain agricultural trends in Greece for specific and

Chef Loi visits a corn field to sample the fresh produce

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important crops which dictate that the end of November indicates the culmination of the sowing season (the planting of the seeds), and the commencement of the growing season (as seeds germinate, they must be tended to in order to ensure an abundant harvest).

In Ancient Greece, thanks were given to the land by paying homage to Demeter, the Goddess of Grains and Agriculture. Farmers would make sacrificial offerings to show respect to mother earth and the fertile soil. This custom was so important and prolific, it transcended time and belief systems, and was ‘consumed’ by the Greek Orthodoxy, becoming known as the Feast Day of the Presentation of the Virgin Mary.

The connectivity between the two traditions stems from a play on the words ‘Isodos’ and ‘Esodia’, - which translate to ‘Entrance’ and ‘Yield’, respectively, which subtly intertwines annual ancient agricultural practices with religious beliefs.

More specifically, on November 21st every year, the preparation of a particular dish known as Polysporia, which means multiple grains and legumes, occurs across Greece with distinct variations.

Tradition holds that the women of the household would boil the different grains, beans, seeds, and even corn the overnight on November 20th, so they would become tender, adding other beans and grains later that don’t require as much time to

Chef Maria Loi is an Entrepreneur, Greek Food Ambassador and Healthy Lifestyle Guru.

The author of more than 36 cookbooks, she will also host a new show, The Life of Loi, debuting on PBS in 2021, which aims to build an inspirational and educational movement around the Mediterranean diet and lifestyle. Her Loi Food Products, a specialty brand built on traditional ingredients from Greece, includes pastas, beans, botanical herbs, refrigerated dips, honey and olive oil sold on QVC, at Whole Foods Markets and in other stores. The namesake of three restaurants, her current one is Loi Estiatorio in the heart of Manhattan. Connect with her on LinkedIn and learn more about her food philosophy atloiestiatorio.com/chef-loi/.

cook through. Polysporia, as a dish itself, is a sort of grain and bean soupy stew, which serves as a base to become either savory, or more commonly, sweet through the addition of a touch of cinnamon and honey.

It was common to make large batches of Polysporia, so that there was more than enough for not only a family feast, but for the neighbors and community as well. In the morning on November 21st, a serving of Polysporia would be taken to the church in order for the dish (and the family that brought it) to be blessed with a good harvest. Following the service, the people of the village would walk around with servings of Polysporia to share with the community, wishing their neighbors a good and fruitful harvest.

A Walk Down Memory Lane…

This is what I remember most fondly about this time of year, going from door to door with my Papou

continued on page 64

November 2021 • Total Food Service • www.totalfood.com • 63

MARIA LOI

from page 62

Polysporia, as a dish itself, is a sort of grain and bean soupy stew, which serves as a base to become either savory, or more commonly, sweet through the addition of a touch of cinnamon and honey. and Yiayia (that’s Grandfather and Grandmother in Greek, respectively), with great excitement, to wish everyone a “good harvest.” My Papou took the time to explain to me that the agricultural cycle was intimately tied with food security and fertility, and thereby life and death.

And because these things were so closely intertwined, this is the time where we must be thankful for our harvest, and give thanks as our ancestors did before us. It was a big deal for me at eight years old to be invited to join my Papou and Yiayia for this! Not only do I still have the pot my Yiayia used to cook the Polysporia in, but I still use it when I cook for family gatherings even today.

Thankful… Grateful… or Grainful?

As I got older, and learned about the American tradition of Thanksgiving, I was pleasantly surprised

by the general spirit of the holiday – not only the harvest-related origins from colonial times, but the modern incarnation of what the holiday symbolizes today – family, friends, and food.

Although the two traditions are a little different, both have beginnings that started with honoring mother earth. While the Greek holiday celebrates the life cycle of seeds from sowing to growing, and the American holiday celebrates the harvest; the intent behind both traditions is to give thanks to the land for bearing the seeds, growing them, and protecting them until the harvest season.

What is interesting and exciting, however, is the kind of foods that populate both the American Thanksgiving table, and Greek tables celebrating the Feast of the Virgin Mary on November 21st… can you guess the common denominator? That’s right… it’s beans

and grains!

Polysporia for All When it comes to Polysporia, the namesake dish of this article, the addition of grains such as sitari (wheat berries), krithari (barley), or pligouri (bulgur) balances out the texture of the dish. The unique factor is the kalaboki (corn), which creates a unique flavor balance in the dish, marrying the earthy qualities with a hint of sweetness as the base of the dish.

What’s so exciting about Polysporia is the ability to make it sweet or

savory…traditionally in the villages, cinnamon and honey were added to make this into a sweet-style porridge-esque dish. But, if you follow my Yiayia, the addition of caramelized onions, garlic, and a bit of Feta cheese made this one the most craveable dishes of the year.

Whatever you choose, make sure you remember this holiday season to give thanks, not only for our friends and family, but for the gastronomic bounty on your table, and from whence it all came….the earth.

Wishing everyone a good harvest!

Kalí órexi! Enjoy your meal!

The use of fresh corn (above) in Mediterranean cuisine lends to the creation of savory Polysporia, shown in both modern style and traditional (All Photos courtesy of Loi Estiatorio).

64 • November 2021 • Total Food Service • www.totalfood.com

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November 2021 • Total Food Service • www.totalfood.com • 65

LEGAL INSIDER

FROM ELLENOFF GROSSMAN & SCHOLE LLP

CONTRACTS 101 FOR HOSTING PRIVATE EVENTS POST-PANDEMIC

N

o caterer, event hall, or venue could have foreseen the duration of the pandemic and the extent it would interrupt its operations.

Luckily, some of those hospitality businesses required their clients to enter into contracts that forecasted, to a degree, both their own and their client’s obligations should disaster strike and the event not take place as planned. Unfortunately, other operators were unprepared for this prolonged disruption to the event business. Those businesses are urged to consult with legal counsel and revise their existing event contracts, so that they will be better able to withstand the next infectious disease or force of nature that

Event operators must understand that the language in their contracts will ultimately control in most situations and should draft specific clear and unambiguous contractual provisions that best suit their individual needs. could shut down large gatherings for another extended period of time, thereby minimizing future cancellations and lost revenue.

Event operators must understand that the language in their contracts will ultimately control in most situations and should draft specific clear and unambiguous contractual

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provisions that best suit their individual needs. To accomplish that end, the business should identify the largest potential disruptions to their services and implement specific workarounds and contingencies to combat unknown causes that would prevent putting on an event with the level of quality their clients expect.

Most of the weddings the general public is now attending are rescheduled events that were originally set to take place at some point in the last nineteen months, and thus event operators should consider whether they want to provide future clients with the ability to reschedule if the event cannot take place on the original contracted date, in the original manner intended. For example, the business can certainly

Ilan Weiser is a Partner in the Labor & Employment practice group at Ellenoff Grossman & Schole LLP in New York City. Mr. Weiser exclusively represents businesses of all sizes and sectors on how best to comply with the federal, state and local labor laws that govern their operations. Mr. Weiser’s principal area of expertise is employment law litigation and has vigorously defended hundreds of his clients in federal and state court and before various governmental agencies against claims of employment discrimination and unfair pay practices. Mr. Weiser has particularly indepth knowledge of wage and hour law and regularly defends and counsels his clients in class and collective lawsuits concerning claims for unpaid wages. Ilan Weiser can be reached via email at iweiser@egsllp.com or by phone at 212-370-1300.

mandate that the event take place on the originally selected date, and that date only. Alternatively, if the event needs to be moved to another date, the business can force the client to pay a higher price, forfeit their deposit, or apply the deposit to the increased fee for the new date, or neither. In short, the event operator can choose what works best for itself as it relates to cancellations, suspensions or postponements.

Occasionally, an intervening factor that is beyond the contracting parties’ control is the reason an event cannot go forward as originally agreed-to. That force of nature is legally referred to as a force majeure event. Since the onset of the pandemic, more and more parties to event contracts have attempted to cite to force majeure clauses in con-

continued on page 112

November 2021 • Total Food Service • www.totalfood.com • 67

by Eva Scott

CHEFCETERA

BLACKFOOT HOSPITALITY DUO ADDS FOURTH EATERY TO WEST VILLAGE PORTFOLIO M ike Price, the cofounder of Blackfoot Hospitality, one of the New York City’s top event and catering production companies, recently opened his fourth restaurant in the West Village Neighborhood, The Mary Lane.

The Mary Lane joins Little Owl, Mar-

“Joe and I are chefs.

We transformed into business owners, but we didn’t start there.”

— Chef Mike Price

Mike Price, President/Co-Founder, Blackfoot Hospitality

ket Table, and The Clam, all within ten blocks of another, all corner locations.

The proximity of the restaurants’ locations as well as the team that Price has built alongside his partner Joe Campanaro has aided in the development of these restaurants. “After we opened Little Owl, we found that we were able to navigate and manage the opening of a second restaurant, Market Table. Once we added number three, The Clam, we started to think about how we needed to structure our business going forward; to continue to grow the business while maintaining some kind of personal balance. That was when we started to create the vision that has become Blackfoot Hospitality,” explained Price.

“Joe and I are chefs. We transformed into business owners, but we didn’t start there,” said Price. Price developed a passion for cooking early in life and pursued this career at the Culinary Institute of America. He met Campanaro when they worked together at Symphony Café on 56th Street early in their careers then worked together on and off until they decided to open a place of their own.

“Leading up to the opening of The Mary Lane, we grew into different aspects of hospitality to propel each restaurant forward. At Blackfoot Hospitality, we hired a CFO, Andy Gottlieb, who has been instrumental in

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growing the business. He has grown in the company to the point now that he is negotiating most of our leases as well as helping us budget and build the business infrastructure. We also added a Human Resources aspect.

With well over 100 employees, on top of all the new regulations with Covid, having somebody to manage the dayto-day personal relationships with our staff is extremely valuable,” Price continued.

While Price and Campanaro are responsible for the theme of the restaurants’ menus, they are not the sole chefs. Each restaurant has what they have titled a “Chef de Cuisine.”

“I couldn’t run this company the way that we do and have to work at the Mary Lane six days a week, twelve hours a day,” admitted Price. At The Mary Lane, Chef Andrew Sutin has been named the Chef de Cuisine.

Each restaurant has its own concept and varied menus accordingly.

The chefs are not confined to a central food provider. Price has found that to be unsuccessful in the past. Price may suggest providers to his Chef de Cuisines they are not obligated to them, “as long as they are using quality products, the costs are in line, and every-

continued on page 107

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November 2021 • Total Food Service • www.totalfood.com • 69

NEWS

HOTEL DINING

HOUEGBAN SET TO TAKE SPIN IN NASHVILLE’S LOEWS VANDERBILT HOTEL KITCHEN

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ost stories regarding Paris and Los Angeles. With a career the appointment of an rooted in luxury hospitality, Chef Olympian to a kitchen has held positions in the kitchens position include a disof the Four Seasons in Beverly Hil ls, cussion of culinarian feats. In the London, Hong Kong and Singapore, case of the Loews Vanderbilt Hotel in addition to roles at the RenaisKitchen, the story focuses on a real sance Hotel in Palm Springs and life Olympic athlete. other notable hotel brands.

Loews Vanderbilt Hotel last month Born in Strasbourg and raised announced the appointment of in Paris, France, internationally Charly Houegban to Executive Chef. trained chef Houegban specialIn his new role, Chef Houegban will izes in “caramel style cooking” with spearhead all culinary aspects of Asian fusion. The new executive the beloved Nashville enclave. This chef for the was inspired by culinary includes menu development and legend Fernand Point, and blends implementation for three dining the styles of chefs Gordon Ramsey, outlets, all banquet functions and Thomas Keller, Michael Mena and curated hotel culinary programming.

Chef Houegban will be responsible for developing menus and culinary points of view for Mason’s Restaurant and Mason Bar, serving southern-inspired fare; POD Market for quick meal and local favorites; in-room dining and banquets held in the hotel’s 24,000 square feet of function space. Using his love of sustainable ingredients and local flavors, Chef will create innovative and soulfully inspired menus for holiday brunches, social events, private chef tastings and corporate meetings, among other bespoke experiences.

Born in Strasbourg, France, Chef Houegban graduated from the University of Vincennes in France and sharpened his Chef Charly Houegban skills at Le Cordon Bleu in

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Before his culinary career, Houegban was a cycling athlete who competed in the 1992 Barcelona Olympics, and also earned a business degree from the University of Vincennes, as well as joined the Green Berets and served in the special operations unit of the French Navy for 13 years.

Thomas Tong into his creative mix.

This October, Chef Houegban was inducted into La Confrerie de la Chaine des Rotisseurs USA. As the oldest and largest food and wine society in the world, the US chapter is now in its 60th year with 6,000 members attending exclusive dining experiences around the country. The induction and gala event was held at Loews Vanderbilt Hotel, with Chef presiding over the seven course dinner with wine pairings for 96 distinguished guests.

The former Olympian who participated in the 1992 Barcelona Olympics, Chef Houegban regularly lends his culinary talents to charitable organizations including Make-A-Wish, Cystic Fibrosis Foundation and The Alzheimer’s Foundation. He enjoys bike riding in his spare time and going to the gym with his wife, as well as creating new recipes at home with his children.

Chef Houegban came

into his culinary profession after pursuing other interesting and rather dangerous careers. A cycling athlete who competed in the Barcelona Olympics, and earned a business degree from the University of Vincennes, joined the Green Berets and served in the special operations unit of the French Navy for 13 years. Later, as a security consultant for the Venetian Hotel in Macau, Houegban befriended the chef there who inspired him to pursue the culinary field.

After studying at Le Cordon Bleu in France, Houegban honed his skills through a succession of international internships, from the prestigious Four Seasons George V Hotel in Paris to the Westin in London and the Four Seasons in Singapore and Hong Kong. He joined the kitchen of the luxury Four Seasons hotel in Beverly Hills and followed with a stint at the London Hotel in West Hollywood and Bistro 45 in Pasadena.

With such rich backstory and the James Bond movie franchise searching for the “next Bond”, Houegban’s background seems like a perfect fit.

November 2021 • Total Food Service • www.totalfood.com • 71

SPIRITED NEWS + VIEWS

WITH FRANCINE COHEN

MAKING AN AGAVE PACT WITH MOTHER NATURE AND DRINKERS EVERYWHERE (Or, The Moral Of The Story Is Don’t Buy Cheap Tequila)

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s if labor shortages and supply chain issues weren’t enough to cause headaches and hiccups in the hospitality industry as it comes back to life, Mother Nature is piling on too.

Access to a dwindling supply of raw materials is a reality that, though they may not yet realize it, many bars and restaurants are facing when creating inventory and drink menus. And consumers are feeling it too in prices they are paying, from cocktails to the agave spirits they seek out at retail.

In other industries, like in fashion,

the economics of the push-pull between supply and demand reflects availability of finished product and a sense of exclusivity. Often it is a quantity story. But, for agave spirits, the issue begins way before any juice get into the bottle; it all starts in the ground for production as supply of raw ingredients is really the sole message here. Without it demand can go whistling in the wind.

Whether or not today’s consumers recall the old line from the Ernest & Julio Gallo wine commercials from the 1970s where it was said, “we’ll sell

Tequila Tromba Highlands Agave Fields in Jalisco

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no wine before its time” they would be wise to take this theory to heart, swapping out “agave” for “wine” because the fact is, the agave -- whether we are talking about the Blue Weber agave varietal that is headed for a bottle of tequila from a field in Jalisco or one of the approved municipalities in the states of Guanajuato, Michoacán, Nayarit, and Tamaulipas, or another agave species earmarked for mezcal production -- has a finite growing period. Depending on varietal it takes from five to 35 years to reach maturity. And, according to many experts, increased demand for product is challenging the growth cycle of existing plants, leaving us with a deficit. And possible extinction.

It’s a deficit of raw product that has a huge negative cultural impact too.

The problem is economics and ecology. David Suros, a leading tequila educator, is one who recognizes the threat of over production driven. In all his years of promoting his country’s 3,000-yearold liquid heritage he has seen the continual push for more and more product at unrealistically low prices to satisfy the marketplace does some real damage which creates a

Francine Cohen is an awardwinning journalist covering the business of the f&b/hospitality industry, and a proud native Washingtonian (DC). In addition to her work as a journalist she keeps busy fundraising for Citymeals on Wheels, Les Dames d’Escoffier, NY Women’s Culinary Alliance, and the USBG Foundation and serves as chief storyteller and brand steward for clients in the food and beverage sector by providing them with strategic marketing and business growth guidance.

She has never met a cheese or beverage she does not like, and lives with her husband in New York; leaving him behind to visit New Orleans every summer.

(Except this one. Darn pandemic.) You can reach her at francinecohen@mindspring.com

lack of sustainability. The impact of that is painful; for Mexican culture, for farmers who for generations have relied upon agave farming as a way of life, and for the bats that pollinate the plants and find fewer and fewer available.

Ben Wald, Head of Bar Programming at Yuco in NYC, shares his enduser perspective as he notes, “The agave spirits industry saw a huge boom in the last 10 years. The issue is that Blue Weber Agave takes 6-10 years to reach full maturity so when you’re talking about your product pipeline,

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November 2021 • Total Food Service • www.totalfood.com • 73

RESTAURANT EXPERT

WITH DAVID SCOTT PETERS

WHY RESTAURANT OWNERS SHOULD CARE ABOUT COMPANY CULTURE

T

he major transformation restaurant owners have in working with me is the shift in their company culture. Have you heard people talk about company culture and how important it is? As a systems guy who helps restaurant owners have a life and make money, I can tell you the systems are the easy part. The part where restaurant owners have to change their company culture is the hard part of the journey, but a necessary one for success.

Implementing systems is just a giant group of tasks. While some of these tasks may be more time consuming than others, the truth

The challenge isn’t getting the systems in place, it’s getting them used daily.

That requires restaurant owners to put serious effort behind changing their company culture. is they’re just a list of projects that need to be completed. Many of these systems, or tasks, seem stupid easy. For example, let me talk about three of them.

• Checklists: These are the opening and closing side work checklists.

Checklists as a whole are a clip-

board system.

• Key item tracker: you track five to 15 items every shift to make sure they’re not stolen. It’s a clipboard system in that it’s a simple form you print off and put on a clipboard in the kitchen • Waste tracker: This clipboard system tracks food that is thrown away because of mistakes, such as incorrect preparation, incorrect orders by the front of the house, and food that spoils. It’s a proactive tool to track dumb ass mistakes so everyone can avoid making them the next day.

These three systems can technically be implemented in a day.

If you do checklists to the detail I teach, that process will take weeks to months, but for the purposes of this example, you can get your first version of a checklist out and in use in just the day if you had to.

Here’s the point. The challenge isn’t getting them in place, it’s getting them used daily. That requires restaurant owners to put serious effort behind changing their company culture.

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David Scott Peters is an author, restaurant coach and speaker who teaches restaurant operators how to take control of their businesses and finally realize their full potential. His first book, Restaurant Prosperity Formula: What Successful Restaurateurs Do, teaches the systems and traits to develop to run a profitable restaurant.

Thousands of restaurants have worked with Peters to transform their businesses. Get his three principles to restaurant success at https://dsp.coach/ three-key-principles.

To get these things in place, to make sure they’re used daily, you must do these five things: 1. Have a manager on every shift, or some sort of supervisor. They can be an hourly supervisor, a salaried manager, or somewhere in between. Somebody must be in charge of ensuring each of these systems is being used every day. If not, the moment you stop followed up, they’re not used anymore.

2. View accountability as an opportunity to coach. Train people what their job is, how to do it, how well it should be done, and more importantly, by when. Make them demonstrate back to you that they can do it on their own without your help so they can no longer use as their excuse that they didn’t know.

Then they know what their job is, the obligations to do their job, and they make a decision to do their job or not. This makes them accountable to their work. It makes them answerable for doing it or not. So we take accountability and it change it to answerability, which is a positive because you change them, changing your company culture.

continued on page 108

November 2021 • Total Food Service • www.totalfood.com • 75

ASK ANDREW

R

FROM THE NYC HOSPITALITY ALLIANCE

FINDING A SOLUTION FOR OUTDOOR DINING THROUGH 2022

estaurant operators are, by nature, among the most innovative entrepreneurs on the planet. While navigating an ever-changing, near-daily cycle of guidance (or, at times, lack thereof ) over the last 18 months, restaurateurs have been in overdrive, optimizing their take-out and delivery strategies. And, as diners grew weary of eating at home, their appetite for COVID-safe outdoor dining increased. Hospitality pros quickly rose to the challenge -- even if they had never offered al fresco service before.

Although restaurateurs are used to wearing many hats, construction workers and engineering experts aren’t typically among them. However, as soon as their local guidelines

“We would love to keep outdoor dining all year long. When you look around at all the restaurants doing it, you feel like you’re in Madrid, Paris, or Roma! Outdoor dining is becoming a landmark in New York and is creating a new landscape for the city.”

— Gianfranco Sorrentino allowed, virtually any restaurant with even a sliver of potential outdoor space began offering outdoor seating, sometimes in rudimentary makeshift structures. As time wore on, the structures became more elaborate and elegant. And both operators and patrons want to extend the magic.

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“Outdoor dining was critically important throughout the pandemic, and it has become an essential part of business operations and the New York City streetscape. It’s loved by people, and it may help transform the city streetscape as the Open Restaurants dining program is going to become permanent,” noted Andrew Rigie, Executive Director of the New York City Hospitality Alliance.

A membership-based, non-profit association that is advocating for, representing, and supporting the restaurant and nightlife industry in the five boroughs of New York City, the organization has been fighting to help operators survive and thrive before, during, and after the pandemic.

Gianfranco Sorrentino represents an example of what many New York restaurateurs have struggled with.

The Manhattan based operator was able to open his restaurants at limited indoor capacity. So when his Midtown Il Gattopardo and The Leopard at des Artistes reopened in mid-August, with colder weather coming shortly, he began creating

PRESENTED BY:

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

an outdoor dining experience at each spot. “We got the help of an architect who had worked on big trade shows in Vegas and New York to do a big installation of patio seating areas for us, and my wife, who is an interior designer, helped as well.”

Diners flocked to both locations — even in the frigid winter months.

“We were open in the cold and that was a learning curve. Serving outdoors in June, July, August is different than January, February, and March,” he notes. Sorrentino and his staff adjusted the menu during the winter to make sure hot food would be served hot, heaters were installed, and the wait staff was outfitted with warm vests, gloves, and scarves. He also staggered the staff so that they would only work outdoors two hours at a time. Now, the warm weather brings other challenges. “We put in fans, although I’m sure some customers wish we had air conditioning. But we still want people to feel like they are eating outdoors!”

Restaurant patrons should expect outdoor dining operations to get even better. “What you see happening on the streets and sidewalks now was built out of a crisis. The vast ma-

continued on page 116

CITRINCOOPERMAN.COM

CITRIN COOPERMAN

STACY GILBERT New York City Managing Partner and Co-Leader, Restaurant & Hospitality Practice sgilbert@citrincooperman.com

RESTAURANT & HOSPITALITY PRACTICE

You know our clients because we work with hospitality businesses in your neighborhood, as well as the ones known throughout the world we help them focus on what counts so they can thrive in any outcome.

November 2021 • Total Food Service • www.totalfood.com • 77

NEWS

CULINARY COMPETITIONS

CHEF NICK DIGIOVANNI JOINS CELEBRITY JUDGE PANEL FOR FOREVER OCEANS KAHALA KLASH

O

ne of the nation’s mostfollowed chefs on social media has joined a celebrity panel of chefs and food experts for the Forever Oceans Kahala KlashTM. The competition pits eight student finalists from The Culinary Institute of America (CIA) against one another in a cook-off to earn scholarships.

The event will be held at the CIA’s Hyde Park, NY campus and will be live streamed for viewing on November 7th at 3 p.m. EST. Chef Nick DiGiovanni will join Chef Andrew Zimmern, Chef Brendan Walsh, Dean of Culinary Arts at the CIA, Chefs Rick Moonen (a CIA graduate) and Mark Allison. Chef

Chef Nick DiGiovanni

Jay Ziobrowski “Jay Z” will serve as emcee of the live streaming event.

The eight finalists were chosen from more than 40 applicants for the competition were chosen to compete for more than $10,000 in CIA scholarships and recognition as one of America’s top student chefs.

“It’s the first CIA student innovation culinary challenge that was open to students at each of the college’s U.S. campuses,” said David Kamen, assistant director of CIA Consulting.

Three finalists, Nadia Gonzales, Justin Kramer, and Bryce Gordon are from the college’s Texas campus.

The remaining finalists are from its New York campus and include Colin

Shillingburg, Gakuyu Suzuki, Maximiliano Righimal, Mehak Rawal, and Helen Zhao.

“Chef Nick DiGiovanni is one of best-known chefs in the world,” says Forever Oceans Chief Brand Officer Monica San Miguel. “Nick was a finalist on FOX Network’s MasterChef Season 10, was selected to Forbes 30 under 30, and has more than 11 million followers on social media. We’re thrilled to have him inspire these young future chefs in our competition.”

The Forever Oceans Kahala Klash will be live streamed to the world on Sunday, November 7 beginning at 3 p.m. EST over Forever Oceans YouTube and other social media channels.

Forever Oceans was recently named as one of America’s most innovative seafood companies by Seafood Source. It operates offshore enclosures in Panama, Indonesia, Brazil and at its Research and Technology Center in Hawaii. The company terms its fish Forever Oceans “Kahala” because of its higher Omega 3 content and versatility for menus. The company nurtures and monitors the sashimi-grade fish remotely using robots. Learn more about Forever Oceans, meet the chefs of company’s Culinary Board or follow it’s Ocean-Raised Podcast at ForeverOceans.com.

Learn more about the Culinary Institute of America at CIAChef.com.

Meet Your Finalists: These exceptional young chefs from CIA campuses nationwide will be competing. See them in action during this exclusive livestream event.

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M E T I C U L O U S LY A G E D A N D H A N D - C U T B Y M A S T E R B U T C H E R S © 2021 The Chefs’ Warehouse, Inc. All Rights Reserved

Shop Online: allenbrothers.com - or - For Chefs: chefswarehouse.com

November 2021 • Total Food Service • www.totalfood.com • 79

NEWS

By Wyatt Semenuk

COMMUNITY SERVICE

HENNY PENNY REMAINS COMMITTED TO LOCAL CAUSES WITH SHULAR INSTITUTE DONATION

A

s the sun sets on the pandemic and we turn towards new horizons, one of the brightest prospects for young people everywhere is a return to school and the blossoming job market. For culinary students in particular, the future is bright, as people everywhere have been happily returning to their favorite restaurants, and those locations have been just as eager to meet them.

Among the challenges as the industry reawakens however lies in the culinary talent landscape, which is vastly different from that of a year ago. Thankfully, the Shular Institute, a new culinary education center founded by Certified Master Chef Daryl Shular, is opening in Atlanta, GA. With a generous $300,000 worth of equipment courtesy of Henny Penny, a leading global supplier of food service equipment, the program has set its sight on training the next generation of talent. With this, the Shular Institute and Henny Penny aim to give the next generation of culinary professionals everything they need to make the industry their own.

“When I heard that Daryl was looking for someone to partner with, it was a no brainer,” said Chef Gregg Brickman, Henny Penny corporate chef. “Given Daryl’s history, his status as a winner in the Culinary Olympics and his extensive role as a community figurehead, it seemed like a win for everyone. We have the privilege of con-

“Because of this, the knowledge that students need to be successful has changed as well, and this influx of leading-edge equipment from Henny Penny will help them acquire it.” — Chef Gregg Brickman tributing to the next generation of talent, while Daryl and his staff would be able to get their students learning on the highest quality and most popular equipment in the industry.”

Over the course of the pandemic, the food industry evolved in leaps and bounds, with members innovating within every facet of their business to meet new types of demand. Because of this, the knowledge that students need to be successful has changed as well, and this influx of leading-edge equipment from Henny Penny will help them acquire it.

Perhaps even more-so than educating their students on the relevant

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hardware, Shular and Henny Penny want to show them that there is so much more to the culinary industry in 2021 than the traditional fine dining that comes to mind when most envision culinary school. “When you attend culinary school,” said Brickman, “you think it’s going to be just like it is on television, lots of fancy dishes, posh settings, and celebrity chefs. While that’s certainly part of it, there’s so much more to the industry than that single dimension. Graduating from culinary school now means you can be everything from a Michelin Star chef working in a big city to a consultant for global chains, an

expert in the digital space, a part of the supplier business, and more.

You don’t have to be the next Wolfgang Puck or Gordon Ramsay, you can simply be yourself and still affect millions of people.” The massive array of options is exactly what Shular and Henny Penny wish to show their students.

“In 2021, there’s a place in this wonderful industry for absolutely everyone,” said Henny Penny’s corporate chef. “If nothing else, that’s what we want the next generation of talent entering the industry to understand.

We want to help each one develop their skillsets, figure out what they bring to the table, and where they can do so. This industry has made such huge strides in such a short amount of time, and this is only the tip of the iceberg.”

Although new to the culinary education scene, the Shular Institute, with the help of Henny Penny, is already set to make waves with their opening later this year.

Students will be able to apply and enroll both fulltime and for individual courses and programs as a means to earn a variety of certificates.

Shular also brings a keen understanding of the cost barriers associated with attaining a quality culinary education.

With that in mind, the cost of the Shular Institute ranges from an affordable $10K to $14K for the total program.

November 2021 • Total Food Service • www.totalfood.com • 81

NEWS

By Claudia Giunta

COLLEGE AND UNIVERSITY DINING

THE UNIVERSITY OF ALABAMA DINING’S PATRIDGE TAKES REINS OF NACUFS

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he food service and hospitality industry has been built on the vision and passion of professionals that seek to bring hospitality to another level. That recipe for success has driven Kristina Patridge to the pinnacle of success in college and university dining.

Patridge is the newly elected President of NACUFS-The National Association of College and University Food Service and the director of Dining Service at the University of Alabama in Tuscaloosa, AL. Her dedication to her UA Dining faculty and staff and her team have allowed her to take her mark on the growing collegiate dining industry.

“I was always interested in working in the restaurant industry at a young age. My brother and sister, who are older than me, were working in food service when I was growing up. Once I was old enough to become employed, I instantly went to a restaurant and got a job waiting tables,” shared Patridge. Patridge’s hospitality background working with operations allowed her to learn about the business through many unique opportunities.

She worked in the food service and hospitality industry at destination locations, including Lake Powell and the Grand Canyon.

Her experience and knowledge in those Western US kitchens landed her a contract administrator position at the University of Alabama in 2000.

“When I first started at the university there were 6 dining locations across campus with about 18,000 students.

Today, we have grown to 32 locations with more than 37,000 students, as well as a revenue in the 40 million dollar range.” Patridge has contrib-

uted to the rebuilding of 2 standalone residential dining facilities, the renovation of a food court, as well as adding various concepts around campus in underserved areas. The university is also the first college campus with a Starbucks drive-thru.

Under Patridge’s guidance, UA Dining had grown to some 150 student workers on campus with over 400 local community members who are full-time employees (a good portion of the manager and director positions being graduates of the university). “Our main focus when looking to grow our team is to ensure that everyone understands the mission of the university and that we are here for student success. There is a lot of opportunity for development and growth for young people which is something we make sure to promote.”

Patridge was inspired to become

Kristina Patridge

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“This business is about people and I am a people person. NACUFS offers access to the most brilliant minds in the industry.”

— Kristina Patridge involved in NACUFS by a long-term boss of 17 years. “She inspired me to consider what I could learn from pursuing this career so I signed up for symposiums and any learning opportunities I could find. This fueled my continued interest in the association.

This business is about people, and I am a people person. NACUFS offers access to the most brilliant minds in the industry,” Patridge shared.

The University of Alabama has become synonymous with excellence in college football. With the growth of the Crimson Tide pigskin brand has come increased responsibility for Patridge and her team. “With football weekends the campus population increases dramatically. Our dining services help to cater tailgates on the quad, and we will set up special pop ups-- ice services and hotdog carts-- for the larger traffic at the student union.”

With Patridge at the helm, The NACUFS team is looking to implement an agenda that will exceed expectations. “At UA, we aim to create destinations, deliver an experience, and support student success.”

After the pandemic and learning about process improvement and effective service models, NACUFS hopes to come together again and continue to support its members in building

and enhancing those relationships.

“We want to promote inclusivity and ensure we identify critical success factors and deploy those strategies. Enhancing our value composition of our learning opportunities while expanding access and engaging younger professionals is a priority.” Through Patridge’s and the NACUFS’ board’s efforts they hope to showcase how campus dining can be influential through hospitality; they are looking to promote collegiate dining as an exciting career opportunity.

Patridge also brings a great feel for the changing economics of a university education.

As college tuition increases, there is a pressure on the dining service to exceed customer expectations while maintaining costs in the market.

“It’s about allocating smart business solutions to reduce and contain costs.”

The UA Dining executive represents the flexibility that today’s College and University Dining professional must have to keep up with the ever-changing needs of a diverse student and faculty community. That includes in 2021, helping an industry redefine its definition of a ‘new normal’. Clearly with Kristina Patridge quarterbacking that process, that game plan is in the best of hands.

LTI PARTNERS WITH COLLEGES AND UNIVERSITIES ACROSS THE COUNTRY AS WELL AS OTHER INDUSTRIES We helped transform the Lakeside Dining Hall at the University of Alabama in Tuscaloosa by manufacturing and installing top-quality, custom-configured equipment for the serving stations on a tight deadline. And we can do the same for you. Call (888) 584-2722 or visit lowtempind.com/lakeside to get started.

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November 2021 • Total Food Service • www.totalfood.com • 83

NEWS

EQUIPMENT AND SUPPLY INNOVATION

By Brian O’Regan

VULCAN SET TO ESTABLISH CENTER OF EXCELLENCE IN 2022

V

ulcan, the leading provider of commercial cooking equipment, announced late last month that it is establishing a Center of Excellence to provide leadership, best practices, research, support and training in one innovative facility for the Vulcan division.

Known for quality and reliability, Vulcan is setting the stage for the future by upgrading its Baltimore facility over the next several years.

The Center of Excellence will host training, end user testing and other culinary experiences when the first phase of the center opens in 2022.

This initiative complements the additional Vulcan facilities located in Charlotte, NC, Louisville, KY and Troy, OH. Vulcan has a reputation for delivering on operational and sales ex-

Chris Stern

“This upgraded facility enables even more collaboration with our customers and strengthens Vulcan’s commitment to product development across its broad line of cooking equipment, which currently includes ranges, combi and convection ovens, fryers, griddles, charbroilers, steam equipment and heated holding products.” — Chris Stern cellence while fostering an aggressive customer-centric mindset. Its unique culture is important to its success and is embraced by its rep groups, dealers and end users.

“Vulcan has been the dominant cooking company dating to our origins in 1865 and we have proven that we know our way around the kitchen,” said Vulcan VP/GM Chris Stern. “This upgraded facility enables even more collaboration with our customers and strengthens Vulcan’s commitment to product development across its broad line of cooking equipment, which currently includes ranges, combi and convection ovens, fryers, griddles, charbroilers, steam equipment and heated holding products.”

The organization will build support teams at the center to include culinary, technical, sales and marketing personnel and will invest in upgrading its facility, engineering lab and test kitchen to best prepare Vulcan for long-term success.

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Customers will enjoy demonstrations, try new equipment, give input on different applications and learn from experts in many different culinary-focused segments.

Masterful design. Precision performance. State-of-the-art innovation. For more than 150 years, Vulcan has been recognized by chefs and operators throughout the world

for top-quality, energy efficient commercial cooking equipment that consistently produces spectacular results. Trust Vulcan to help make your culinary creations turn out just right—each and every time.

Vulcan is part of ITW Food Equipment Group and the line is represented in Metro and Upstate New York by PBAC and Associates.

GET FIRED UP At Vulcan, our passion is to help you achieve yours. We’re relentless in the pursuit of exceptional kitchen equipment, so you can have confidence in what you do and how you do it.

Through quality products, great service and more than 150 years of experience, wherever your passion takes you, we’ll help you get there.

800-814-2028 | vulcanequipment.com

November 2021 • Total Food Service • www.totalfood.com • 85

RESTAURANT STRATEGIES

WITH RYAN GROMFIN

RESTAURANT MANAGERS— DO YOU KNOW THE DIFFERENCE BETWEEN BEING STRICT & BEING MEAN?

T

he restaurant industry has hit many road blocks lately. The latest bump in the road is staffing. Many restaurants are struggling to find staff, much less keep them. Adding to that, the people who are willing to work in our industry don’t have the experience we’d like for them to have, which is leading to frustration, tension, and disappointment.

How many times have you gotten so frustrated with your team not doing what they are supposed to that you literally just wanted to scream, “That’s it! No more playing Mr. Nice Guy (or gal). I’m just going to be more of an <bleep>!”?

Your head starts spinning and you make a plan for dealing with your troublemakers: 1. I’m going to hold everybody accountable 2. I’m going to stop walking on eggshells and avoiding conflict 3. I’m going to stop accepting excuses and fire everybody if I have to.

Whoa there, trigger. Let’s pump the brakes for a minute. I know it’s frustrating, but there is a method to being stricter without taking it too far.

BEING STRICT VS BEING MEAN Strict is great. Strict means holding people accountable and holding

86 • November 2021 • Total Food Service • www.totalfood.com

them to high standards. The issue is that most people view being strict with being mean. So many young managers are lenient, which creates bad habits in the team members and frustration with ownership and management.

Strict is NOT mean. Strict is strict.

The difference between the two is in the execution.

Quick question... do you like to be managed? Seriously, do you love having somebody tell you what to do, how to do it, when to do it and checking up on you all day long to see if you got it done?

Most people here are going to answer with a HARD NO. In an effort to be a manager that everybody likes, managers often resort to tactics like being nice to their team.

The problem with being “nice” is that it often means letting our team get away with things.

Nice also leads to not correcting a team member when they make a mistake. Nice often means skipping over a coaching moment because we are afraid of confrontation.

The lesson learned here is that you can be strict, you can lead, you

Ryan Gromfin is an author, speaker, chef, restaurateur, and founder of therestaurantboss.com, clickbacon. com, and scalemyrestaurant. com. He is the most followed restaurant coach in the world helping Restaurant Owners and Operators increase profits, improve operations, and scale and grow their businesses.

can teach, you can coach and you can hold your team accountable, all while being nice.

CONSTANT AND GENTLE PRESSURE If you’ve been yelled at or if you’ve yelled at an employee before, that’s a large amount of pressure in a very short period of time that might yield a short-term result. In the long run, however, you’re not going to get the result you want. I’ve been pulled into the walk-in of a hotel’s restaurant to get yelled at by the chef many times. If you’ve never been yelled at in a walk-in, you’re not being pulled in there because it’s cold—ha! It’s because a walk-in is pretty soundproof. I will admit that’s what I used to do to my staff. I could yell and scream as loud as I wanted and the people in that dining room wouldn’t hear a thing. Guess what? All of the yelling and screaming didn’t work.

We’re in a high-pressure business, normally, and that pressure is being multiplied by what feels like a million times right now. You’re feeling a lot of stress, pressure, and sometimes emotions take over. What I want you to start thinking of is constant and gentle pressure. What does that mean, exactly?

Think about a fake diamond— there’re many different methods for manufacturing fake diamonds. One method is to apply an enormous

continued on page 116

November 2021 • Total Food Service • www.totalfood.com • 87

NEWS

RESTAURANT OPERATIONS

CIDERY SENSATIONS: ADDING A FOODSERVICE PROGRAM S o, you’ve been to wineries, and you’ve been to breweries, but have you been to a cidery? These Fall destinations are growing in popularity, especially across the east coast, where there seems to be an apple orchard in every small town. Cideries are the perfect combination of childhood fun, and adult recreation. Kids, or no kids there is something for everyone.

What could be better than a crisp, Autumn day spent picking apples and drinking delicious hard cider with friends and family? How about a crisp, Autumn day spent picking apples, drinking delicious hard cider with friends and family, AND

eating phenomenal food? Now is the time for cidery owners and operators to consider adding a foodservice program to their business. Having available food options is a great way to draw in customers and keep them hanging out long after they’ve finished picking.

Now, exactly what kind of menu selections should a cidery have?

Well, they are only limited by their imaginations, and kitchen equipment! With the right tools, cideries can pump out everything from crispy wings to savory pizzas, and just about anything else in between.

They can even incorporate apples into their menus. Imagine visiting your favorite orchard for your an-

nual apple picking outing. You get there and see they are now serving hard ciders and a range of flatbread pizzas, one of which is topped with creamy brie, fresh apple slices, chopped pecans, and a drizzle of balsamic vinegar. Your seasonal trip just went from a typical Fall festivity to an exciting Autumn experience!

Ventless deep-fryers and highspeed ovens are ideal for businesses looking to start a foodservice program. These handy helpers are so user friendly and easy, any em-

ployee can operate them, helping combat the ongoing labor shortage.

They are also big money savers, requiring zero hoods or vents, allowing owners to avoid those high costs of installation and service. So, what started as your patrons seasonal one day affair, is now one of their favorite weekend plans!

To learn more on how ventless equipment can help you grow your foodservice program, visit us at www.mtiproducts.com.

continued on page 130 88 • November 2021 • Total Food Service • www.totalfood.com

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innovation, networking, products and commercial opportunities for companies serving the facility maintenance and cleaning industries.

The event attracts suppliers, distributors, service contractors, inhouse service providers, and facility managers specializing in product categories such as foodservice disposables & equipment, paper products & dispensers, cleaning agents, cleaning tools & supplies, floor & carpet care, restroom care & service, waste containment & disposal.

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November 2021 • Total Food Service • www.totalfood.com • 89

SCOOP

INSIDER NEWS FROM THE FOODSERVICE + HOSPITALITY SCENE

Do you have the SCOOP on any foodservice and hospitality news? Send items to SCOOP Editor Joyce Appelman at tfs@totalfood.com

The technology for printing food and cooking it with lasers exists today, but not within a single appliance. The study serves as one of the major first steps toward the digitization of cooking.

“Software cooking is a relatively uncharted space and multiwavelength cooking boasts interesting opportunities for tailored meal creation and can be extended to other animal proteins or food groups,” the study concluded.

3D-PRINTED, LASER-COOKED MEAT MAY BE THE FUTURE OF COOKING SCOOP discovered that a future kitchen appliance could make it possible to 3D-print entirely new recipes and cook them with lasers. A recent study explored the efficacy of using lasers to cook 3D-printed chicken. The results showed that the laser-cooked chicken shrank less, retained double the moisture, and was event rated as better tasting by two blind taste-testers.

The next major innovation in home cooking could be a device that 3D-prints is the long-term vision at Columbia University’s Creative Machines Lab, an engineering group that uses insight from biology to research and develop autonomous systems that “create and are creative.” The engineers

IMMUNITY IS THE NEW BUZZWORD IN FOOD

Laser cooked 3D-printed chicken

have spent years working to digitize and automate the cooking process.

SCOOP learned that according to market research firm Innova Market Insights 383 food and beverage products with immune-health claims were launched during the first half of 2021, compared to 326 during the same period last year. The full-year 2020 total represents a 31 percent increase from the prior year.

Immune-boosting claims are being touted by a range of products, according to the report,

continued on page 92

Scotsman’s Prodigy Plus ice machine features make having a safe and healthy environment effortless AUTOALERT INDICATOR LIGHTS Easily visible LED lights provide key information without the need to touch / remove panels.

ANTIMICROBIAL PROTECTION Built-in AgION® components help inhibit the growth of microbes, bacteria, mold and algae.

For unit specifications and other brand information, scan the QR code to visit the Scotsman website.

90 • November 2021 • Total Food Service • www.totalfood.com

ONE-TOUCH CLEANING Our Prodigy Plus Cuber one-touch cleaning system makes preventative maintenance simple and efficient.

XSAFE™ SANITATION SYSTEM An optional sanitation system that circulates cold oxygen plasma inside of the machine to help sanitize the air and surrounding surfaces.

Scotsman is represented in NYC Metro by: PBAC & Associates LTD 914-793-9000 Financing Options Available

November 2021 • Total Food Service • www.totalfood.com • 91

SCOOP

INSIDER NEWS, from page 90

as their second favorite breakfast selection.

In addition to breakfast sandwiches, other top breakfast favorites include pancakes/waffles/ french toast (18%), cooked eggs (14%) and breakfast burritos (11%). While men are more likely (44%) than women (37%) to order breakfast at least once a month, women (14%) are more likely than men (11%) to indicate that breakfast is their favorite meal of the day. And, 18% of respondents indicated they are ordering breakfast for delivery more often.

What’s more, consumers aren’t just eating breakfast in the morning anymore. Twenty percent of men surveyed order breakfast for an afternoon snack once a week or more, and 26% of dinners include traditional breakfast items.

According to the survey, the top reasons consumers order breakfast for delivery are food quality (19%), convenience (17%) and taste (17%). The survey also revealed that consumers order breakfast for delivery more during the week (37%) than on the weekend (20%).

more and sign up on the Nextbite website.

FIRST-EVER NICHE SPANISH LANGUAGE PROGRAM DEBUTS FOR KITCHEN WORKERS SCOOP heard that Niche Language, LLC, a newly formed EdTech language software company, has launched Learn Kitchen Spanish (LKS), the first self-guided online course that teaches chefs, cooks, and all kitchen staff everything they need to increase communication, improve morale, and be a part of a productive culinary team.

Some of the well-known “immune boosting” foods

which cited as an example Good Crisp Co., which launched cheddar cheese balls with an ingredient that “helps strengthen the immune system and enhances its key functions,” according to its label.

“Immunity comes up in nearly every conversation I have with clients,” said Lu Ann Williams, director of innovation for Innova. “We are afraid to get sick. American healthcare is very messy. Consumers are looking for a cheaper alternative that brings some type of silver bullet.”

FORTY-FIVE PERCENT OF CONSUMERS RANKED BREAKFAST SANDWICHES AS FAVORITE BREAKFAST FOOD, ACCORDING TO NEXTBITE’S NATIONAL BREAKFAST DAY SURVEY SCOOP learned that breakfast sandwiches are the top pick for breakfast, according to a survey hosted by virtual restaurant leader Nextbite, with 39% of consumers ordering breakfast for delivery at least once a month. The survey found 24% of consumers rated breakfast sandwiches as their favorite breakfast food item, with 21% choosing it 92 • November 2021 • Total Food Service • www.totalfood.com

Nextbite, a virtual restaurant company that partners with restaurants to provide deliveryonly menu items, has three new breakfast menu concepts that take breakfast to a whole new level, including Hatch House classic breakfast sandwiches with a gourmet touch; Crack’t amped-up breakfast “sammies”; and HuevoRito authentic breakfast burritos with eggs, potatoes, meats, veggies and cheese. Restaurant partners can learn

Founders Glenn Westman and Tim Coleman created LKS after learning about the communication barriers that are consistent in kitchens across the country. The idea was born when one of Westman’s friends was interviewing for an executive chef position and needed to have Spanish fluency to qualify for the job. Westman, a chef and linguist, teamed up with business partner Coleman, fellow linguist, teacher, and counselor, to create the LKS language program — specializing in those who work in the restaurant industry to help advance their career opportunities.

“We created Learn Kitchen Spanish with the challenges of a cook’s daily life in mind. Creating an e-learning language program that is focusing on the skill sets a student needs to coincide with their profession equips them with the tools for immediate gainful employment and higher posi-

continued on page 94

November 2021 • Total Food Service • www.totalfood.com • 93

SCOOP

INSIDER NEWS, from page 92

tions,” says co-founder Glenn Westman.

“The curriculum is designed for restaurant staff to communicate efficiently and cohesively.

The communication and useful skill will lead to fewer mistakes, help reduce waste, increase efficiency and provide a safer work environment for all team members within the establishment,” says co-founder Tim Coleman.

To sign up and learn more, please visit www. learnkitchenspanish.com.

the singular leader in providing farm-to-institution training and technical assistance to program and kitchen staff designing menus, sourcing ingredients, cooking and serving meals through senior centers, homeless shelters, Head Start programs, soup kitchens and more.

Offered in both English and Spanish, The Teaching Kitchen is free to most nonprofits and has trained over 150 institutional programs serving upwards of 12 million meals each year. The training provides a smart approach to serving more healthy and local food, strengthening our regional food system and local economies, as well as having a positive environmental impact. All of this is accomplished with a focus on scratch cooking, minimizing food waste, using plant-forward recipes and fewer processed foods.

The Teaching Kitchen Online is an easy way to engage in self-paced training over six to eight hours and makes it easy for individuals from across the United States to participate. The online training offers the same quality programming, individualized goal setting and support, access to Teaching Kitchen chefs with technical assistance and the ability to participate in ongoing culinary workshops.

For questions on The Teaching Kitchen, or for more info on enrolling, email Teaching Kitchen Chef Evelyn Garcia at egarcia@ lenoxhill.org.

Recent graduates of The Teaching Kitchen program

LENOX HILL NEIGHBORHOOD HOUSE LAUNCHES THE TEACHING KITCHEN ONLINE SCOOP heard from Annette Nielsen that the award-winning farm-to-institution program, The Teaching Kitchen® at Lenox Hill Neighborhood House recently launched The Teaching Kitchen Online.

Since 2011, Lenox Hill Neighborhood House had already used scratch cooking in preparation of their 400,000 meals each year serving an early childhood center, senior center and shelter, using approximately 90% fresh ingredients and 40% sourced locally, in season – all without raising costs. As other institutional kitchen and program staff around New York City heard about the success of implementing a farm-to-institution model, requests came for food service staff training.

Subsequently, The Teaching Kitchen was developed. Since 2015, The Teaching Kitchen has been 94 • November 2021 • Total Food Service • www.totalfood.com

Tren’ness Woods-Black

TREN’NESS WOODS-BLACK LAUNCHES THRILLIST BLOCK PARTY AND AWARDS MICRO-GRANTS TO LOCAL RESTAURANTS SCOOP has learned that Tren’ness WoodsBlack, granddaughter of the Soul Food icon Sylvia Woods- founder of Sylvia’s Restaurant and Food Products, where she serves as the Vice President of Communications and Strategic Partnerships, launched her partnership with Thrillist as the Executive Producer & Host of the Thrillist Block Party series in New York City with a 2022 tour to include: Atlanta, Detroit, New Orleans, Los Angeles and more. Tren’ness Thrillist partnership also includes original programming development for a New TV Series “Cornbread & Conversations”.

More than 3,000 New Yorkers came to Harlem’s Adam Clayton Powell Jr State Office Building to

experience the #Thrillist Block Party.

The festivities were kicked off with the introduction by Harlem’s own author/radio & TV personality Bevy Smith; speeches followed by Manhattan Borough President Gale Brewer, Thrillist Chief Content Officer Meghan Kirsch, NYC Hospitality Alliance Executive Director Andrew Rigie and Harlem Park to Park Executive Director Nikoa Evans-Hendricks.

In addition to the festivities, the following restaurateurs received generous fiscal micro-grants and millions in marketing services including 67 Orange, Egunsi Foods, Lee Lee’s Baker, The Little Hot Dog Wagon, Mama One Sauce, Make My Cake Coffee & Bakeshop, Safari Restaurant, Sugar Hill Creamery, and Ginjan Juice.

Tren’ness proudly sits on the boards of NYC Hospitality Alliance, NYC & Company and Harlem Park to Park.

continued on page 109

November 2021 • Total Food Service • www.totalfood.com • 95

NEWS

by Eva Scott

RESTAURANT MARKETING

NEW SURVEY OUTLINES GROWTH OF TIKTOK AS RESTAURANT MARKETING TOOL

P

opular social media channels offer businesses a digital and social marketing campaign outlet. MGH, a full-service marketing and communications agency for franchise restaurants, sought to determine the level of influence the increasingly popular platform, TikTok, has on users within the restaurant industry. Their findings indicate that TikTok can be an incredibly useful advertising tool if used properly.

There are currently 65.9 million monthly active TikTok users in the United States and 1 billion global active users, and the app is consistently listed in the top 10 most downloaded apps. The research conducted

by MGH to examine its effect within the restaurant industry, asked 700 U.S. residents, all TikTok users, to complete a survey. Their findings concluded that 36% of TikTok users have visited or ordered food from a restaurant after seeing a TikTok video about the restaurant, and 45% of those surveyed said they would be interested in visiting a restaurant in a different state based on a TikTok video, 35% claimed to have already done so.

“These findings are especially significant when you consider the size of TikTok’s user base. Not only does it have a massive user base, but it continues to explode in popularity.

For a third of users to say that they have taken an action within a certain industry shows how powerful this platform could be for the restaurant industry,” says Ryan Goff, EVP, Social Media Marketing Direc-

tor at MGH. MGH has had TikTok on their radar for the past couple years. “We started experimenting with TikTok in 2019, but at that time it was the new kid on the block. Once Covid hit, we started to see TikTok content everywhere. Even Facebook and Instagram feeds were filled with TikTok content, so it was clear that not only were more people consuming content on the TikTok platform itself, but also resharing this content on other bigger channels drawing more people into the TikTok sphere.” Goff recalled the initial hesitation of clients to use TikTok as a marketing tool, “Most people considered this a platform for teens to create funny dances on, but in a very short amount of time, TikTok’s content and the platform itself, evolved to be more appealing to a

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much broader demographic.”

The platform requires an adjustment period from the restaurant’s marketing team to experiment with the video structure and identify that special aspect of the restaurant to highlight to entice customers. “You are rewarded based on engagement, so the more you understand the videos that are already getting engagement, the stronger your content is going to be, and the more of a chance you are going to have success.”

The video content can take a number of different approaches.

It might be a chef making a signature dish, a behind-the-scenes preview, a highlight of the restaurant’s atmosphere, or any other aspect of the restaurant that makes it unique to its competitors. “The key to TikTok is making sure you don’t feel

like an uninvited dinner guest, but part of the TikTok community by understanding the video style,” explained Goff. As for time length, shorter is typically preferred, anywhere from 15-30 seconds, but TikTok allows for videos up to two minutes, and the longer lengths have not limited those videos’ popularity.

The time required to adjust to this new platform is a small price to pay considering the limited or lack of expenses required to create this content.

“I recommend clients come in with a $0 budget. Based off what I have seen and how TikTok’s algorithm works, if a restaurant has the right product to stand out in the feed, and does it in a way that grabs users’ attention to spark engagement on the app quickly, TikTok is going to reward those videos by showing them to an enormous and growing audience. TikTok has plenty of examples of people with zero followers suddenly going viral overnight, so there is no need for a restaurant to come in with a huge investment.

I would encourage them not to, so they do not get turned away from the platform. Come in with a small or no budget at all to experiment with the platform and see what kind of organic traction you can get,” said Goff.

A copy of this research including the questions and responses can be found through MGH. For more insights on the survey visit https:// www.mg hu s.com/b log /how-tiktok-influences-restaurant-diningbehavior.

November 2021 • Total Food Service • www.totalfood.com • 97

NEWS

NEW OPENINGS

CHEF BRYCE SHUMAN OPENS SWEETBRIAR IN NYC’S PARK SOUTH HOTEL

H

e’s back and Bryce Shuman is all fired up. The chef has opened his new restaurant, Sweetbriar, in the Park South Hotel in NoMad — and his New American menu is built around live fire cooking.

“Fire is where you really get a great flavor out of vegetables and meats,” Shuman says. The chef’s previous restaurant, the Michelin-starred Betony, closed its doors in 2016. He’d been looking for a location to open a new fire-forward concept when he ran into a roadblock. “I was having a hard time finding a location that would permit that kind of cooking — and then the pandemic hit and my restaurant searching went out the window.” Instead, he started a barbecue rib delivery service in Manhattan out of the back of his Subaru. “Before we knew it, we had three cooks and four drivers, and we’re all over Brooklyn and Manhattan doing barbecue ribs and sides.”

Chef Bryce Shuman

The concept took off, and Shuman opened a BBQ pop-up, which benefited the Brooklyn Bail Fund. This past summer, he was presented with the opportunity to run the restaurant inside Park South Hotel. The kitchen was already equipped with a charcoal grill and wood-burning oven; he later added a smoker to the mix. “And I just felt like — this is what I was looking for,” he adds.

The menu includes a selection of pizzas prepared in the wood-burning oven, grilled plant-forward dishes like Hen of the Woods mushrooms and Bartlett pear with tarragon, as well as a whole fish and bone-in short rib.

Smoked options include a half chicken and black pepper maple ribs. The cocktail menu, created by Ivan Papic (formerly of Macao Trading Co.) also makes use of and compliments the smokiness of the cuisine.

He found the inspiration for the restaurant’s name in the pages of “Spices and Herbs: Lore and Cookery,” an old book given to him by his father, an antique book dealer. Sweetbriar (aka, the Eglantine rose) spoke to a “magical, in the garden” ambiance and vibe that Shuman wanted to channel. The dining room interiors tap into that concept through rosy-hued banquettes and sage green velvet chairs; the bar is outfitted in rich green tones and accented by vintage flowerpots; floral pillows deck the lounge area.

The restaurant has a particularly unique attribute: an in-house band.

The Sweetbriar Band, featuring Harlem-based musicians, will play a mix of rock and blues tunes during weekend brunch service, launching in the coming weeks.

Schuman brings a unique back-

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“I was having a hard time finding a location that would permit that kind of cooking — and then the pandemic hit and my restaurant searching went out the window.”

— Chef Bryce Shuman ground to the to the new venture.

Shuman may have grown up mostly in North Carolina, but his cultural anthropologist mom made sure his exposure to the world (and its food) was as broad as it could be. She took the whole family on field trips to the jungles of Costa Rica and all the way to the Arctic.

A passion for food thoroughly ingrained, Shuman began cooking at a local restaurant (where he would meet his future wife, Jenn). Shuman’s next step would take him across the country, to San Francisco, where he studied at the California Culinary Academy

during the day and worked at Wolfgang Puck’s Postrio at night.

After graduating, Shuman joined the staff at Rubicon, where he was mentored by Chefs Stuart Brioza and Nicole Krasinski . Returning to the East Coast, Shuman joined the team at Eleven Madison Park, where he worked for six years, was promoted to executive sous chef, and oversaw a staff of 40. Now at the helm of Sweetbriar, Shuman’s pure, clean, and imaginative cooking is the culmination of a well traveled culinary journey to selfdiscovery.

The Sweetbriar menu is filled with smoked and grilled options

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November 2021 • Total Food Service • www.totalfood.com • 99

NEWS

FRANCHISING

BROOKLYN DUMPLING TEAMS WITH FRANSMART AND FISHER TO BRING CONCEPT TO ATLANTA

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rooklyn Dumpling Shop, the nation’s fastest growing dumpling automat concept, announced last month a multi-unit franchise deal to bring the brand to the state of Georgia for the first time. Franchisee Patrick Fisher closed on a deal with Brooklyn Dumpling Shop to bring at least five units to Atlanta.

“The Brooklyn Dumpling Shop concept embraces culinary fusion that appeals to the American palate while merging with technological innovation. What a perfect time to introduce this new and exciting concept to the Atlanta market,” said Fisher. “Coupled with Stratis Morfogen, Robert Cummins and Dave Thomas’ knowledge and experience within the restaurant space, this franchise concept is an industry gamechanger. I’m excited to be a part of the future growth of the Brooklyn Dumpling Shop brand here in Atlanta, and eventually throughout the U.S. and around the globe.”

Brooklyn Dumpling Shop is on track to meet its target growth trajectory of 250 units in development within two years after a year of rapid growth since its inception in 2020. Since the highly anticipated opening of Brooklyn Dumpling Shop in New York’s East Village, the brand has signed new franchise deals for more than 35 units throughout

New York, New Jersey, Connecticut, Texas and Florida and is exploring additional markets for expansion.

The brand also recently attended the 2021 International Franchise Expo where the concept’s successful booth attracted crowds eager to learn more about Brooklyn Dumpling Shop’s technology and sample dumplings from the menu.

“I was convinced early on that Patrick is the right partner for the Atlanta market,” said Stratis Morfogen, owner of Brooklyn Dumpling Shop. “He understands our passion for the modern, high-tech guest experience and operations we are achieving at Brooklyn Dumpling Shop like no other existing QSR. Partnering with Patrick was an easy decision.”

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“The revival of the automat concept and focus on technology is especially important in today’s climate to help combat the current labor shortage issues restaurants are challenged with.” — Stratis Morfogen “Brooklyn Dumpling Shop continues to prove its unique concept is a one-of-a-kind brand for franchisees to invest in,” said Dan Rowe, CEO of Fransmart, Brooklyn Dumpling Shop’s franchise development partner. “The revival of the automat concept and focus on technology is especially important in today’s climate to help combat the current labor shortage issues restaurants are challenged with.”

Brooklyn Dumpling Shop is partnered with Fransmart, the industry-leading franchise development company behind household brands like Five Guys Burgers & Fries and The Halal Guys, as its exclusive franchising partner to grow the brand.

The innovative automat concept is currently looking for experienced franchisees and qualified investors to introduce the concept to major media markets across the country.

Brooklyn Dumpling Shop is a one of a kind zero human interaction quick-service restaurant that opened

its flagship location in the East Village in May 2021. The 24-hour restaurant has a contactless ordering system and brings back the Automat of yesteryear with the technology of today. State-of-the-art temperature-controlled food lockers ONDO, powered by Panasonic offer guests an easy and safe option to pick up orders at their peak freshness. Brooklyn Dumpling Shop features 32 unique dumpling varieties including Pastrami, Bacon Cheese Burger, Lamb Gyro, French Onion Soup, Philly Cheesesteak, Impossible and Reuben and Peanut Butter & Jelly.

Fransmart is the global leader in franchise development, selling over 5,000 franchises worldwide and turning emerging restaurant concepts into national and global brands for 20 years. Company Founder Dan Rowe identified and grew brands like Five Guys Burgers & Fries, QDOBA Mexican Grill, and The Halal Guys from 1-5 unit businesses to the powerhouse chains they are today. Fransmart’s current and past franchise development portfolio brands have opened thousands of restaurants globally.

November 2021 • Total Food Service • www.totalfood.com • 101

NEWS

FOOD MANUFACTURING

CONNECTICUT’S CALABRO CHEESE SOLD TO ITALIAN FIRM

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ne of Connecticut’s best known food brands is saying ‘arrivederci’ to local family ownership.

Calabro Cheese is being sold to an Italian company, Granarolo S.p.A., for $25 million, officials with both companies announced late last month. Granarolo, which is based in the Italian city of Bologna, is acquiring full control of Calabro, which is headquartered on Coe Avenue in East Haven and also has a production facility in town.

The company employs about 75 people, and according to Frank Angeloni, Calabro’s chairman and chief executive officer, the business will remain in East Haven. Angeloni said there will be no layoffs as a result of the deal and his family will remain involved in the business even though they no longer will own it. “It was the right partner at the right time,” noted Angeloni.

Gianpiero Calzolari, chairman of Granarolo, said foreign sales of the company’s dairy products account for about one-third of its overall business. Calzolari said his company’s goal “is to replicate the positive performance achieved in other markets, such as the French market, where we have grown significantly.”

“The United States will be the target country of 2022,” he said of his company’s strategic plans of growing foreign market share. “We have found a fantastic company, with operations focused on quality, high-standard levels and excellent management skills.

We will aim to strengthen our productions, by adding the

“We have found a fantastic company, with operations focused on quality, high-standard levels and excellent management skills. We will aim to strengthen our productions, by adding the hard cheeses to a well-established distribution platform and to boost the knowledge of our superior products on the U.S. market.” — Gianpiero Calzolari hard cheeses to a well-established distribution platform and to boost the knowledge of our superior products on the U.S. market.”

None of Granarolo’s dairy production facilities is in the United States, so acquiring Calabro will provide the Italian company with a beachhead for possible future acquisitions in this part of the world.

Calabro has a production facility of more than 50,000 square feet, according to Granarolo.

Calabro’s cheeses are distributed in New York, New England and New Jersey, as well as the southern and western parts of the U.S. The company was started in 1953 by Joseph Calabro and his father, Salvatore.

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Angeloni, who is Joseph Calabro’s nephew, runs the business as its chairman and chief executive officer. Angeloni said in a statement that Granarolo is “a great and well reputed Italian company with long tradition on dairy, with a well-established international presence both in and outside Europe.”

“We are convinced that working together we can increase the business in the United States by counting on wide portfolio of high quality ... products produced in Italy that could be added to the successful fresh dairy products produced in the U.S.” Granarolo describes itself as one of the leading exporters of Italian

dairy products worldwide. It is part of a larger business called the Granarolo Group.

The Granarolo Group is comprised of two business units: An agricultural consortium of milk producers, Granlatte, which collects the milk, and Granarolo S.p.A. — which processes and sells the finished product and has 11 production facilities across Italy, two in France, three in Brazil, one in New Zealand, one in the United Kingdom and one in Germany.

The Granarolo Group employed 2,454 workers at the end of last year.

More than 600 milk producers in Italy are part of the consortium. The Granlatte Consortium is the majority shareholder in the Granarolo Group, with a 77.48 ownership stake in the company.

Holly Raider, dean of the School of Business and professor of management at Quinnipiac University, said for any family-owned company, having a succession plan is critical to keep a business going into the next generation.

“For the first generation of a family business, there is what we call the ‘founder’s mentality,’” Raider said. “As a founder, you know what sweat equity was involved in building the business. The second generation doesn’t always have the same mentality.”

When a family-owned business reaches the third generation, she said “that generation is experiencing the wealth of the business, the disposable income and ability that comes with it to take different kinds of pathways.”

NEWS

STATE ASSOCIATIONS

CT RESTAURANT ASSOCIATION PROMOTES DOLCH TO NEWLY CREATED POST

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n 2018, Scott Dolch had joined the The Connecticut Restaurant Association (CRA) from a successful career in sports management. At the time, the new appointee had absolutely what once in a lifetime challenge was to lie ahead.

With the onset of COVID-19 and a Pandemic, Dolch and his team found themselves challenged with the salvation of the entire State of Connecticut restaurant and hospitality industry.

Nobody worked harder and more diligently to lobby government officials and both the State and Federal levels than Dolch. With his vision, the

Scott Dolch

CRA which had never had any sort of national prominence emerged as an important industry voice.

With those accomplishments in mind, The Connecticut Restaurant Association (CRA) announced last month that its Board of Trustees has finalized a new, multi-year contract with current Executive Director Scott Dolch, who has led the CRA since 2018. Under the three-year agreement, Dolch will be promoted to a new role of President & CEO of the Connecticut Restaurant Association.

“In a time of crisis for our industry, Scott Dolch has been a steady hand and guiding voice for Connecticut restaurants, and we are thrilled that he will continue to lead the CRA in this new role,” said Marvin Irby, Interim President & CEO for the National Restaurant Association. “It’s vitally important that as our industry continues to rebound and rebuild from the pandemic, that we have leaders like Scott to serve as partners and ambassadors with state and local elected officials.”

“Scott has been a tremendous leader for Connecticut restaurants, building on the great work of his predecessors to make the association even more dynamic and valuable to our members – I’m thrilled that he will continue to lead us in the years ahead,” said Dan Meiser, Chairman of the Connecticut Restaurant Association’s Board of Di-

“It’s vitally important that as our industry continues to rebound and rebuild from the pandemic, that we have leaders like Scott to serve as partners and ambassadors with state and local elected officials.” — Marvin Irby rectors. “In this new role, Scott will build upon our existing work to offer new tools for members, continue to establish our brand with stakeholders and the public, and share news every day that is critical to our industry.”

“So many Connecticut restaurants are small, family-owned businesses, and having now served in my current role for over three years I am extremely proud to be a part of their collective family, and to help our industry speak with one voice,” said Dolch. “The years ahead will continue to be difficult for our members, who are still struggling despite Connecticut’s continued economic recovery. I’m humbled to be given the opportunity to continue representing an industry that is so vital to Connecticut’s economic future, and to do so at such a critical moment in our history.”

The scoreboard of Dolch successes for the CRA under Dolch’s leadership include increasing association membership from 400 to now more than 2,100 members from across the state. CRA Has provided more than $560,000 in local restaurants grants through the newly established CT Restaurant Relief Fund.

Under Dolch CT Hospitality Employee Relief Fund was established and generated $165,000 to provide stipends to hospitality employees

throughout Connecticut. Dolch’s innovation management at CRA lead to the creation of the first COVID-19 operating guidance for all restaurants & launching the “Connecticut Restaurant Promise,”. This provided best practices and guidance to help individual restaurants navigate state guidelines, so they can provide a safe environment for their employees and customers. Early on during the Pandemic, the CRA helped to expand outdoor dining to allow all restaurants the opportunity to use unique outdoor spaces for additional dining options. As dining patrons have returned, the CRA launched a national TV and local #saveCTrestaurants campaign, increasing consumer confidence in on-premises dining.

The Connecticut Restaurant Association (CRA) goal is to advocate for every restaurant and hospitality business in Connecticut. Dolch and CRA seek to unite the industry so that it can speak with one clear voice. CRA provides members with timely information, cost-effective benefits, and a dynamic networking platform. The industry employs more than 160,000 workers in Connecticut and generates nearly $9 billion in annual sales. The CRA works in partnership with the Connecticut Hospitality Educational Foundation (CHEF) to protect, advance, and educate the State’s growing industry.

November 2021 • Total Food Service • www.totalfood.com • 103

NEWS

by Paul H. Aloe

FINANCIAL ADVICE

BANKRUPTCY – A LIFELINE FOR RESTAURANTS

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ith the pandemic impacting small businesses, especially those in the food industry who have seen supply lines disrupted and have faced difficulty in retaining staff. Many of these businesses have yet to recover from the economic shutdowns from the pandemic. While many businesses have been fortunate to have creditors such as landlords, banks and vendors work with them and provide necessary relief from debtors, many businesses were not so fortunate. These businesses may be left with crushing debt that simply cannot be repaid in any meaningful way. For these businesses, bankruptcy may be a viable option.

Traditionally there were two options for businesses in the bankruptcy code.

Under Chapter 7, the debtor business liquidates all of their assets, which are then distributed among its creditors, and goes out of business. Chapter 7 involves the end of the business and the appointment of a trustee, who among other responsibilities is tasked with recovering monies for creditors.

Armed with so-called “strong arm” powers, the trustee can sue owners and others to recover preferential payments and “fraudulent conveyances” under either state or federal law.

These aspects often make Chapter 7 an unattractive option for many small business owners, who may choose to liquidate without the benefit of bankruptcy petition.

Under Chapter 11, the debtor business retains control over their business while working out payment ar-

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For a business in food services, Subchapter V could be a lifeline. If you have a strong, underlying business that was doing well until last year and are having troubles due to supply problems or staffing issues, reorganization under Subchapter V is a good option. rangements with creditors, allowing them to stay in business. Chapter 11 allows the business to restructure and remain in business. It allows the debtor to jettison unprofitable leases and executory contracts. Many large businesses have successfully reorganized under Chapter 11.

Bankruptcy under Chapter 11 has been the typical option for large businesses. But the downside is that it is very expensive. The debtor typically must pay not only for its own counsel and other professionals, but counsel and professionals retained by a creditors committee. There are expensive and timeconsuming reporting requirements. And in most cases, the business must obtain the affirmative vote of various classes of creditors – for each class two thirds in amount, and majority in number. In many cases, the owners, to retain equity in the business, must contribute fresh capital, or “new value”

in bankruptcy parlance. As a practical matter, Chapter 11 is often too expensive, too time consuming for the typical small business. It is typically used for large businesses, often with shares traded on public markets.

This changed with the passage of the Federal Small Business Reorganization Act (SBRA) of 2019 and the introduction of Subchapter V. Subchapter V creates a presumption that there should be no creditors committee appointed. It streamlines other costs and eliminates the trustee fee.

The provisions take on some aspects of a Chapter 13 (reserved for individuals), but can be used to restructure the business, or in the appropriate case, sell it to a new buyer without the burden of the existing debts. While Subchapter V still has a trustee, the role of the trustee is different – basically assisting the debtor to restructure. Most significantly, Subchapter V eliminates a provision that prohibits owners from retaining equity interest in the reorganized debtor. Thus, many closely held smaller businesses can successfully reorganize, have its owners retain its equity, and not be crushed by the costs of the proceedings. In the experience of this author, many businesses that could never survive a full-blown Chapter 11 can successfully reorga-

nize under Subchapter V. As originally enacted when it went into effect in February of 2020, a company could file for bankruptcy protection under Subchapter V if they had debts totaling less than $2,725,625.

This is a relatively low limit. The Coronavirus Aid, Relief and Economic Security Act (CARES) raised the ceiling to $7,500,000 until March 27, 2021. Subsequent legislation this year extended the $7,500,000 ceiling until March 27, 2022.

For a business in food services, Subchapter V could be a lifeline. If you have a strong, underlying business that was doing well until last year and are having troubles due to supply problems or staffing issues, reorganization under Subchapter V is a good option. Whatever business struggles the business is going through now, it’s important to know there are options and a means to reorganize the business debt while maintaining control of the business. Subchapter V gives small

businesses a process like Chapter 11, but at a fraction of the cost. There are situations where the underlying business and its future are sound, but its debt load is crushing its prospects.

With the debt restructured, a previously failing business can grow and prosper. In addition, a business often faces one or two creditors who are not willing to be reasonable with the business. Bankruptcy can help create a plan that can overcome the unreasonable position of a handful of creditors, especially where other creditors are supportive.

It is important to keep in mind, however, that bankruptcy is harsh medicine, and not always the right medicine. Experienced counsel will explore various options to reorganizing a business. Often, when creditors are few, a restructuring can be achieved with the consent of the creditors without the need for a bankruptcy filing. But it is important that a business experiencing financial distress seek out profes-

sional help early. Many companies wait too long, until their accounts are completely dried up and they have nothing left. Unfortunately, many businesses that might have been saved are forced to liquidate because they wait until things are too late.

In addition, for those businesses with debts less than $7.5 million, but greater than $2,725,625, the higher limit is now scheduled to sunset on March 27, 2022. Struggling businesses whose debts fall within those two numbers need to consider filing for Subchapter V before the deadline.

Often with small businesses it’s not just the business that is in trouble, but the owners as well. Unfortunately, business owners are forced to give guarantees to banks, landlords and even vendors. While filing the business alone does not create a stay for owners, a plan can often provide relief for owners as well. And where there are guarantees, if the business liquidates or goes into Chapter 7, the own-

ers remain on the hook with respect to the guarantees.

Finally, bankruptcy is not a solution for a business that does not have the prospect of being profitable. Bankruptcy can help fix past mistakes and misfortunes, including the impact of the pandemic. Whatever route a business owner chooses, most businesses have more options than they realize.

Paul H. Aloe is a partner at Kudman Trachten Aloe Posner LLP. He concentrates his practice in the following areas: litigation, bankruptcy, zoning and land use, commercial real estate, business reorganizations, business law and employment litigation. He graduated from Maurice A. Deane School of Law at Hofstra University in 1983. He received his BA from The George Washington University in 1980. You can reach Paul at paloe@kudmanlaw.com.

November 2021 • Total Food Service • www.totalfood.com • 105

FRANCINE COHEN

from page 72

you’re really looking 6-10 years out. It’s the same in the whiskey industry, they just wait post distillation during aging, while in agave, you’ve got to wait for your raw material, which has a much larger margin of time than in whiskey.

What this has come to is the age-old problem of yield vs. what is good for the category. You have HUGE distilleries pumping out loads of sub-par tequila and selling it to bottlers who are trying to make a quick buck instead of trying to actually help not just the agave spirits industry, but Mexico in general. You’ve got these celebrity tequilas that are bottled by distilleries that take advantage of agave farmers paying them for unripe and subpar agave which leads to a terrible distillate which, in turn, leads to having to add tons of additives and losing the amazing flavor that well -made tequila has.”

Nick Reid and his fellow founding partners of Tromba Tequila, produced by renowned Master Distiller Marco Cedano in the Los Altos highlands of Jalisco, Mexico, are approaching this problem by launching their Endangered Agave Program. For every bottle sold the brand will seed wild agave plants on their designated sanctuary

BLACKFOOT HOSPITALITY thing is there on time,” stated Price.

“At the Mary Lane, where the focus is on fresh and seasonal ingredients, we’re doing lots of runs to the market, maybe more than anywhere else, to get ingredients from small farms. We may be paying a couple cents more here and there, but I feel good about spending that extra cost for these ingredients.”

Among the changes that the Blackfoot duo has seen through the pandemic has been the growth in Takeout & Delivery at each of their eateries.

“One of the challenges has been how to adapt packaging for menu items that were added to the takeout menu.

We could not have accomplished that without the guidance of Matt Halper and his team at I Halper who have al-

rey, implores the industry to consider both the natural consequences and the cultural impact spirit selection has. He says, “Agave is ubiquitous in Mexican culture and has been since before European contact. They had deities dedicated to the plant and its fermented sap. They used it for myriad things: textiles, paper, food, pulque (fermented sap), leaves for roofs, etc. Archeological evidence shows it has been roasted underground for around 10,000 years. Along with the milpa crops of corns, beans, squash and chiles, agave is a staple crop of indigenous culture. To lose these plants is to lose one of the base connections between people and the land. Once we lose that, we lose our history and culture.”

He concludes, “The spirits industry would lose one of its defining characteristics: diversity. The agave category arguably has the richest diversity not just of raw material, but of flavors derived from just the unaged spirit itself.

All of these varieties of agave have their own physical characteristics and preferred environments. These differences all produce a countless number of flavor profiles that you simply cannot find in other spirit categories. Nor does the raw material used in most other categories have such an outsized role in local and indigenous culture.”

Wald concurs, sharing some recommendations for bartenders who share a passion for preserving nature’s bounty and agave culture, “Buy sustainable and responsibly made tequila. Use apps like Tequila Matchmaker to find out production methods and Google a brand to see if they are a good steward of tequila production.”

And, while Prince William’s inaugural Earthshot Prize which intends, over the next decade to inspire and celebrate new and collaborative action to meet environmental challenges may not have named agave preservation projects a winner, maybe next year it should.

cause they didn’t have a landlord, they could have a conversation with over a tough experience,” stated Price.

Price and Campanaro have learned the importance of a strong support group. “At The Mary Lane, we are trying to create an atmosphere that provides a sense of family and belonging.

It is a group effort to make this happen, and there is now a new level of stress in the restaurant industry that wasn’t there a year or two ago, so it is especially important that people feel a sense of community and support in this space.”

The last year or so has required flexibility and adaptability, two characteristics Price seems to have acquired.

“To be able to maneuver through the pandemic can be attributed to our

team at Blackfoot Hospitality and our event experience. An event is unlike a restaurant in that you have to do something different every time, you have to be able to roll with the punches.” From opening The Clam as a fish market and expanding their to-go menus, the motto at Blackfoot Hospitality has been “walk, don’t run.”

“Just because indoor dining opens a certain week doesn’t mean that we have to start indoor dining the next day. We need to feel comfortable with what we’re doing, take our time to do it right, and then we will make that next step when we’re ready.”

Price concluded the interview speculating about what is next for Blackfoot Hospitality. How many restaurants can they fit in the West Village?

What this has come to is the age-old problem of yield vs. what is good for the category. You have HUGE distilleries pumping out loads of sub-par tequila and selling it to bottlers who are trying to make a quick buck instead of trying to actually help not just the agave spirits industry, but Mexico in general. near the base of the Volcán de Colima to help save endangered populations of the prized species.

Reid, the creator of the program, notes that other brands, like Pedro Jimenez have taken note of the issue too and initiated similar programs and stresses the importance of these efforts as he says, “says “Thousands of plants are harvested and destroyed each year to create corporate farmland, threatening the diversity of the agave population. It is really sad that literally whole species of plants are becoming extinct because we’re drinking our spirits. We should drink nice spirits, but still be very conscious of the impact that has.”

Francisco Terrazas, National Agave Spirits Specialist at Samson & Sur-

from page 68 ways been our ‘go-to’,” Price noted.

“The space for The Mary Lane came before the concept. We had our eye on this space for a while. The owners were concerned about the turnover they had in the space and were looking for a quality operator, and we were looking for a great space with a reasonable rent and good terms. I think we would both agree that we came to a great deal and the lease was signed in January 2020. The pandemic hit shortly after, but we were able to maintain this path forward by not giving up on the space and they didn’t give up on us.”

“Our relationship with our landlord is extremely important. They want us to be there and we want to be there.

Over the last year, I have seen many friends lose fantastic restaurants be-

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MECHA

from page 58

they would tell him he was “just a wind gust away from not being here”. Pham notes that charity gives him a sense of purpose, and doing something bigger than himself, just like his parents did.

Eventually, Noodles for a Cause turned into Eat Justice. “As Mecha grows, Eat Justice grows. Moreover, it’s all about the movement and being able to give back” continued Pham. Not only are the Mecha duo passionate about philanthropy, but they have really been able to build this idea into their staff culture as well. Every location manager gets to participate in choosing which local charities they get to support that month. This increases involvement

DAVID SCOTT PETERS

all around and builds an ecosystem of giving.

This reciprocal boss-employee relationship was demonstrated particularly during the pandemic.

Through the Eat Justice campaign, Mecha was able to raise around $200,000 for an employee relief fund. Employees, as well as ex-employees who had to be laid off due to the pandemic, could apply for any type of hardship. “See the need, fill the need - no questions asked,” says Pham. Reyes and Pham also put together weekly grocery drives for employees or others who fell on hard times.

In turn, when things started opening back up, all of that support was

returned to Pham and Reyes. Despite competitive wages and starting bonuses being offered by other restaurants once reopenings began, almost all of Mecha’s employees returned. By taking care of their people, their people took care of them back.

Moving forward from a post-covid world has been difficult to navigate for us all. Pham and Reyes admit that they were not fans of takeout and delivery and the high fees that apps like GrubHub, Uber Eats, and DoorDash were charging. “but it sure saved us during the shutdown,” added Pham. In order to combat this fee structure, Mecha has been leveraging their growing power to

get better pricing. As well as launching their own app, increasing their media presence and implementing the OLO ordering and delivery service. “Take out dining is here to stay,” Pham added.

As Mecha looks at its place in the Connecticut post pandemic, they see a blend of in-restaurant dining and a continued commitment to getting takeout and delivery right.

“Humans are social beings and will always go out to dine, but we believe the pendulum has reset. It’s a new a normal, and it’s important we embrace that,” Pham concluded.

you are or how long you’ve worked there.

When you train your people, when you have managers ensuring the process is working, when you are willing to hold people accountable, when you are willing to invest time, money and effort into learning and implementing systems, and you’re willing to be consistent on all fronts, you, are changing your company culture, a culture where everyone is treated fairly. A culture where systems are part of how you do things daily, where accountability isn’t a dirty word and where your company culture makes you an employer of choice.

It’s the people part that takes the time. You can put clipboard systems up in a moment. But training people and going through all this, changing your company culture, changing how you operate your restaurant, as team members change, as your managers change, your restaurant culture changes, too, and your restaurant becomes much easier to run. Your turnover rate drops like a rock, your profitability increases and, ultimately, your family gets to see you.

Remember as you work toward your goals for your restaurant that the success will come when you establish the right company culture.

from page 74

3. Do not let one employee hold your company back. No longer can you let that long term employee, family member – especially family members – stop you dead in your tracks. You’ll know who that person is because when you introduce the changes you want to make, they’ll be the ones saying things like, “Oh, no, our restaurant is different,” or “That’s too hard. We tried that and it didn’t work.” It stops you dead in your tracks. But as the leader of your business, you get to lead it forward, regardless of the naysayers.

4. Invest in education. If restaurant owners want to change their company culture, they must be willing to invest the time it takes and the money for necessary education. The most successful restaurant owners I’ve ever worked with follow the restaurant prosperity formula. They understand they don’t know what they don’t know. They are looking for ways to learn all the time. They go to trade shows, workshops, seminars, webinars, and they read trade publications. They invest in things such as coaching and courses. They go to YouTube and consume infor-

mation all the time. They’re always learning because they don’t know what they don’t know. And some of those things, like coaching or workshops and seminars, require time and money to learn. But by learning, they understand. But it doesn’t matter what they know if their managers don’t also know it. Reinvest time and money to educate your managers. When your managers know they can help run the business, it’s a major change in the company culture.

5. Be consistent. It is so important that when you implement systems, even the minor three mentioned earlier, you pay attention to them on a daily basis. I often ask people, “Why do we have managers?” The answer is to ensure the process is working while allowing you the freedom to not have to be the only one who does.

When you hold people accountable and check on things every day, you are telling them this is what’s going to happen to everyone. You are changing your company culture.

There’s no favoritism. It’s the same rules, the same systems, the same way every single day, no matter who

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SCOOP

INSIDER NEWS, from page 94

Chef Allison Osorio making one of her sous vide smoked ice cream desserts

SOUS VIDE ICE CREAM AND COCKTAILS! SCOOP learned that sous vide is for more than just meat and fish. It’s also perfect for desserts, ice cream and cocktails!

Pastry Chef Allison Osorio utilizes the HydroPro® to pasteurize her smoked vanilla ice cream that she uses in two applications - a toasted barley, sous vide apple, and salted caramel dessert and a chocolate-dipped banana butter ice cream cone. She runs her own pastry consulting business and an online cooking school, School of Quenelle, to share her knowledge and love of ice cream making with culinary students, aspiring ice cream entrepreneurs, and anyone interested in mastering this craft.

Phil Wills, an expert on the hit TV show Bar Rescue on Paramount Network for the past six seasons, and owner The Spirits In Motion©, an L.A, beverageconsulting company, uses sous vide techniques to create completely unique flavors for cocktails. He uses the HydroPro® Plus to make an apricot & fig whiskey modifier, a batch cocktail infusion, and a brown butter fat wash bourbon for three incredible cocktails.

Master bartender Phil Wills concocting a sous vide modified cocktail

November 2021 • Total Food Service • www.totalfood.com • 109

CHARLES FELDMAN

from page 22

What were you doing before coming to the Montclair State University program?

I was a PhD student and I taught as an adjunct in colleges and community colleges and as director of hospitality management of one program before coming to Montclair State University.

What was the curriculum like in the past and now?

I was hired to oversee the Foodservice Management program at Montclair State in 2002. At that time, it had six enrolled students and was housed in the Human Ecology major. Since then I, and then with others, upgraded the curriculum to encompass management and Agra issues. The program is now titled, Food Systems and it is part of the Nutrition and Food Studies major.

Depending on the year, the program has approximately 40 to 60 students.

The Nutrition and Food Studies major has approximately 400-students who are housed in the Food Systems, Food Science, Dietetics and Nutrition and Wellness concentrations at both undergrad and grad levels.

How have the needs of the local restaurant and foodservices evolved and intersected with your curriculums?

Over the years I have worked with a number of local, national and international restaurants and chefs. I have done collaborative events with many of them. To name a few locally: Chef Arno Shmidt, Chef Eilieen Yin Fe Lo, my students have done research with Airane Durate, and Craig Shelton is an advisor to the program. I have also taken students to the Paul Bocuse Institute in Lyon, France. In the past we have brought chefs from all over the world to work hand-to-hand with our students.

I hosted the International Conference on Culinary Arts and Sciences at MSU in 2015 and the International Chocolate Awards in 2016.

Now, I am prospectively looking

“We give students a broad palette of food science, food systems, agriculture, culinary, sustainability, dietetics and nutrition education so that they can implement the holistic strategies needed in the industry. Our current students are the vanguard of change.” into developing a Think Tank for local restaurateurs, so they may develop new strategies for the future.

How have you molded your program to respond to those changing needs?

I teach Quantity Food Management with input from chefs and before COVID, our students gained experience with Chartwells, our food contractor. There are food experts on our Advisory Board that help point our programs in the right direction. I also have invited experts to discuss food trends with our students. For example, recently, the Marketing Director of Symrise (an international flavoring company) gave a presentation to my class on food trends for the next five years.

This talk was based on data garnered mostly from chef and restaurant sources. All of our faculty publish in scholarly journals and present at local and international conferences, where the latest innovations are shared and discussed.

Tell us about the programs and your students.

Students learn where our food comes from, how it is produced and distributed, how our bodies process and digest food, clinical and community nutrition applications, food safety, innovative food product development, sustainability, health and so much more. The programs educate and prepare students as citizens and practitioners with a deep appreciation of cultural diversity (so important for understanding food, nutrition and cuisine), social jus-

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tice and food equity issues, both locally and global. The undergraduate and graduate academic programs emphasize applied experience in addition to a solid foundation of classroom and lab study. We offer students opportunities for handson fieldwork and experiential activities.

The students hail from New Jersey along with some international students from the Fulbright Scholar program. They are a multi-ethnic student body that brings their cultural ideas to the table. Our students juggle many responsibilities that include working full-time, taking care of family obligations. Most commute. Classes are now mostly in-person on campus.

Tell us about some of your successful alums?

Our alums have jobs in the foodservice, nutritional, dietetic, manufacturing, food science, food service and wellness fields. Many are food scientists, dietitians, managers, and food advocates.

We always talk about trends in our business. What are the trends you are seeing and highlighting with your students? Are you seeing a move towards healthier or plantbased?

I just developed a Sustainable Food Practice Certificate for our graduate program. I am working on an undergraduate version of this certificate. Foundational research has indicated that there is a growing need in the food industry for students who are savvy in sustainable

practices. I see a consistent move to plant-based diets. To address this, I have developed a new course titled, Food Ethics, Sustainability and Alternatives (available for undergrads and grads).

As you look at your students today, how important is the classroom piece?

There has been a lot of recent talk about the value of a college education. I believe that we are at the precipice of how we did things in the past, while a new era in the foodservice industry will encompass what we will produce, market, serve or deliver, eat, socially interact and how we will utilize technology.

The collaborative interaction of industry and academia is critical to evolving the existing models.

How do educational institutions help facilitate the ‘creative “changes needed in the industry?

Our students are interested in careers. The externship (we call it internship and graduate practicum) is the most important course they can take today. It transitions students into the industry though experiential learning. Our students bring lessons learned in class to help industry preceptors develop novel strategies.

In turn, the students bring novel industry insights back to the class. As a result, new ideas emerge and solutions interactively occur.

And what role does the externship play?

I am also the Practicum Director this semester, for the department’s graduate program. From my perspective, whether it be an internship, externship or practicum, engagement with industry is critical to our students’ educational development. It is also one of the objectives of the University and our department. I look at externships as a twoway exchange. The student learns on-site: this can’t be duplicated on campus, while the sponsoring organization has a link to new ideas. This relationship is mutually beneficial.

What do you suggest that the industry does to help facilitate the career path for entry level-personnel?

Much has been said about the pay and benefit scale for employees in the industry. I believe one of most constructive approaches an employer can provide is educational opportunities for employee enlightenment. For example, they could provide a food systems program where employees can learn science, dietetics and agriculture. Industry leaders should offer more than just a back of house or front of house job.

They should encourage employees to learn of the new emerging technologies that are now available in the total foodservice arena. Yes, this may broaden their employment portfolio. But the cross-pollinated benefits generated of having an informed, professionally trained staff cannot be underestimated.

Let’s talk about productivity in the industry.

There are clear correlations of lower productivity as work hours increase to untenable limits. Today’s worker is looking for a quality of life and therefore industry needs to change the current model that restricts employees from life balance and the ability to improve themselves. The industry needs to sacrifice: reduce the work hours, reduce the menu and retool operations. The long-term benefits of this strategy will be numerous How has the food industry changed during your tenure at MSU? There are more ethnic operations now, a lot less formality, a lot more contracted operations, a lot of hybridization of cuisines and many more different types of food and ingredients are locally and globally available than 20 years ago. Today students know what quinoa is, what

chilies are and are very familiar with acai, falafel and ramen bowls. Foods not just from Europe, but from the pacific rim, Latin America, the Middle East, central Asia, southeast Asia and Africa. Kitchens still look the same if we control for sous vide, digital menus and management systems. Technology is not moving as quickly as we are still tied to the tradition and the kitchen brigade system. We need to get out of the “this is the way we do things” top-down model as past approaches are not the way forward. Foodservice employees are colleagues, not workers.

Do you think the pandemic has highlighted how technology can be used to innovate within the industry?

The pandemic has pointed out deficiencies in the industry and pointed to the future. People are watching movies and work at home; people shop at home; and, people

are having entertainment and dining experiences at home. The industry should be aware that’s not going away.

What are some of your favorite Foodtech inventions?

Food management software programs are helpful and invaluable to our students.

How do you see technology and innovation advancing in the next 5 to 10 years?

Robotics will have to replace the 20-30 people working in a room.

Other industries have only a few employees making vast amounts of consumer goods. Part of the solution to get the kitchen staff down, increase the quality of life, pay workers more, and have better and flexible hours. New inventions should be employed that make things easier in the kitchen and the front-of-house.

November 2021 • Total Food Service • www.totalfood.com • 111

ORIGO

from page 6

while minimizing the workload. Businesses that are looking to expand into new locations or expand existing ones are typically confronted with a time-consuming process. This is where Origo comes in.

“We find people ready to help run the business and perform a variety of tasks,” McGrath said. “Businesses that are short-staffed may have someone in billing who is also answering phones while also doing dispatch. We handle the backend and create a value creation plan, which is about operational improvement. Very simply it makes no sense to have a talented tech answering the phone rather than being in the field working to help a customer get their kitchen up and running.”

To accomplish that goal, Origo runs a 12-week “sprint” aimed to help improve the current operating processes while helping to perform

LEGAL INSIDER

jobs. This may mean helping in customer service, answering phone calls, completing dispatch work, ensuring work orders are completed, or sending invoices out on time.

“We are aware that we can’t change an entire business overnight,” McGrath said. “With our Value Creation Plan (VCP), we are able to help management identify the most prominent issue and build a plan to see what equipment needs to be serviced and by who. ‘Phil’ might be the right guy to fix a new combi, while an older tech ‘Bob’ knows how to bring an old walk-in box back to life. We want to know what we can help improve over the next 12 weeks.”

The recipe has proven to be a success with Origo understanding of the global business world, leading to the processing of over a million work orders. The company works

directly with the client, stressing that involvement with the client is crucial to the success of the client’s goals. Additionally, they deliver all necessary training to their client, working as both a backend and frontend management company.

“We are specialists for operational equipment and have the industry experience and knowledge in specialized roles and portal administration to make a strong impact on a business’s growth,” McGrath explained.

The solution-orientated company believes in a global talent effort and has perfected the creation of building remote teams.

“We are convinced that most businesses simply don’t use the majority of the technology they invest in due to time and energy conflicts,” McGrath said. “Origo takes that issue away. Small businesses don’t

always have the luxury of stopping and slowing down to refocus their priorities and develop new strategic growth plans. We help bring focus to their business plans.”

The Pandemic has created an unprecedented opportunity for acquisition in the commercial kitchen service sector. To accomplish that successfully, Origo is poised to support the successful roll up and onboarding of the service executives’ vision for growing their company.

obligations.

Luckily, courts are still upholding basic contractual principles, in that the specific language of a contract is paramount to how it will ultimately be enforced. For example, in deciding against a New York hospitality establishment that wanted to continue delaying hosting an event at its space until large gatherings could resume, when its clients wanted to cancel the event and receive a full refund, the court looked to the unambiguous terms of the contract, which clearly required the business to issue a refund to the client: “…notwithstanding the deleterious economic impact of the COVID-19 emergency on [the event venue’s] business, in light of the unambiguous agreement, the court does not have authority to exercise its equitable powers to rewrite the agreement to temporarily suspend performance until the event is permitted to occur.”

My resulting advice to event op-

erators is quite simple: you have the power to decide what happens in most situations, so take advantage of it, with a well-defined and transparent event contract, because the courts will, for the most part, honor its terms. Without one, your obligations and those of your clients will be unclear, which will undoubtedly lead to uncertainty for all parties, and potentially costly litigation.

For more information, visit the Origo website at https://origobpo. com/. Scott McGrath is available to discuss how Origo can help your operation by emailing him at Scott.mcgrath@origobpo.com or by phone at 512-521-0428.

from page 66

nection with COVID-19 as a basis to avoid liability for failing to perform their respective contractual obligations., e.g. a client that did not want to proceed with a 50 person wedding with everyone wearing masks, outdoors in the winter, when they originally contracted for a 500 person black-tie affair in the venue’s grand ballroom.

Certain factors are relevant in determining whether COVID-19 would be deemed a force majeure event under your event contract and potentially be a valid and legal basis for non-performance. The first is whether the contract explicitly mentions COVID-19 as a force majeure event, or not. When the parties themselves define the contours of force majeure in their agreement, the contractual language will generally dictate the application, effect and scope of that force majeure provision. That is because courts generally avoid altering the terms expressly agreed to by the parties, and imposing obligations not pro-

vided for in-writing. Second, assuming the force majeure reason can be relied upon, event operators are urged to build-in to the contract explicit language about what happens, should it be invoked: •

•

•

Is performance excused for the original agreed-upon date, or for one year, or forever?

Does one party need to provide specific notice, by a specific time and/or in a specific manner to invoke their force majeure reason for not performing their contractual obligations?

Is there another provision that would mandate performance elsewhere or in some other manner?

Your event contract should ideally define all exigencies, to the extent they can be forecasted, to guarantee the greatest level of certainty concerning both your and your client’s

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November 2021 • Total Food Service • www.totalfood.com • 113

HOSPITALITY MARKETING dering with higher frequency, leaving positive feedback and sharing about their experience on social media … all things you wish all your guests would do for you.

“But Rev … we have so many locations, it would be an insurmountable task.” I hear you. That’s why you need the right tools. Tools that empower your franchisees, area managers or someone locally, on-site who can take on these off-premises hospitality operations as if they were on-premises. Look for tools that empower your locations to be able to interact with your guests online.

You also need constant training of these individuals to empower them to do the right thing, the brand way and make the guests feel that perfect “10” you would promise them.

Corporate should own the initiative and be in constant communication with the locations to help them understand best practices with brand

PERFORMANCE SOLUTIONS ership, his words always have the meaning of someone routinely getting results. Included in his many profound and practical panel discussion ideas is adopting the right, most relevant technologies as the pathway for change in an engaged, thorough, integrated and permanent ESG process.

With a PhD in applied economics and leading a SUNY agribusiness program, Dr Hiren Bhavsar is uniquely qualified to lead any discussion about producing quantifiably positive change throughout the end-to-end food production to waste cycle. Going beyond Scientific Direct’s detailed analysis and approach effective technology was highlighted as a major influence for cost-effectively reducing food waste and methane as well as co2 emissions (NOTE: special thanks to audience member Matt Keller Trace.

Tech CEO & Co-Founder for sharing ScienceDirect’s study with us!).

More than a tagline “Inspired By Nature, Fueled By Science” defines

from page 30 guidelines.

So what is hospitality in 2021 and beyond? Extending the same quality of service you would give in store, online and anywhere else your customer is engaging with your brand is of the utmost importance.

It only sounds difficult because you don’t have the right plan.

I recently interviewed Julie Wade, Senior Director Of Marketing at Taziki’s Mediterranean Cafe (92 locations), about how they successfully market at the local level and she revealed some incredible secrets of how they empower omni-channel communications with their guests through the empowerment of local brand representatives. Check out the entire interview, at https://bit. ly/3vUVEPh, it’s a 30 minute master class in marketing.

If you have any questions after you watch it, reach out to me on LinkedIn.

from page 54 Orca Digestors as the epitome of efficient, cost-reducing technology.

Robert Gates description of how Orca products function clearly resonates with a labor pool determined to work only for enterprises with serious, measurable sustainable business practice action.

It has been said that crisis changes behavior. With dual labor and environmental crises as catalysts, Sustainability and Food Waste moderators and panelists provided immediate, practical means and methods for every hospitality industry segment. In keeping with that commitment, October 12, 2021 is but a start of Day & Nite/All/Service/ Popular Plumbing/Performance Air Mechanical and Total Food Service’s commitment. Everyone not only looks forward to the next Summit, producers & hosts Matt Sher and Fred Klashman promise the next one will be even bigger, better and (FINALLY!) in person rather than another virtual event

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CHEF FRANKLIN BECKER The Little Beet in midtown.

Becker represent the prefect culinary partner for Columbia as the university seeks to enhance the neighborhood it shares. In addition, to his celebrated skill set, he tirelessly gives of himself in the battle against diabetes. He co-authored The Diabetic Chef and Eat & Beat Diabetes with Picture Perfect Weight Loss, and was a regular contributor to dLife, the first national television talk show exclusively for diabetics.

Additionally, Becker is the organizer and chairman of Autism Speaks to Wall Street; to date, he has helped Autism Speaks raise over $2.5 million for its battle against autism.

With that vision toward serving the needs of West Harlem, Olivia is bringing a wide array of authentic Spanish tapas, made with ingredients sourced from Spain, Becker and his staff are striving to bring that same authenticity to the drinks

RE-OPENING STRATEGIES lems for restaurant owners?

“Food operators have had to get creative,” Oliver told me. “With regards to food containers, many customers are looking for anything that has the fit, form, and function to put food in. Operators are having to change merchandising strategies to fit with what packaging is available for them to use. Fortunately, Imperial Dade does have product options available and we can recommend alternatives when your preferred packaging is out of stock. We will help you find a solution to get you through this situation.”

Unfortunately, it’s more than just food packaging that’s run into supply issues. Many other products have also experienced shortages, varying from month to month, from appliances to furniture.

I asked Oliver to elaborate. “The product in demand and the pain point seems to change each month.

If we generalize, it would be all single-use packaging products since

from page 24 aspect of the restaurant. “Eamon Rocky has created our entire beverage program and he has been able to create some really interesting and flavorful cocktails with a variety of ingredients,” said Becker. “Eamon has used only wines from Spain and spirits from either Spain, Latin America or the United States, in order to create authentic flavors at a reasonable price.”

As for how the last year has inspired him and his ideas for both the Manhatanville Market and Oliva, Becker has the answer. “I think I have always continued to reinvent myself throughout the years,” said Becker. “I’ve always reinvented myself in many ways, but one of the things I always try and do is to cook for the times. I always try and answer the call when people ask something of me and I feel that through Oliva, that call was answered.”

from page 20 these are in much higher demand due to the pandemic. However, right now, more specifically: party platters of every size, especially going into the holidays, single-use drink cups, tamper-evident containers, tamper-evident bowls, and lower volume niche products are being stopped temporarily by manufacturers in order to fill gaps with commodity items,” he said.

For the many owners and operators with anxiety about the future of supply chains, I asked Oliver to offer some expertise and advice. “Hang tight; production will come back.

Be patient. Understand that manufacturing and transportation hold the cards right now. The future is as uncertain for your competitors as it is for you; we’re all in the same boat.

Be flexible and use what products are available for the time being.”

We are here to help and listen and thankfully we have professionals like Oliver to guide us through this.

November 2021 • Total Food Service • www.totalfood.com • 115

ANDREW RIGIE

from page 76

jority of restaurants had little to no money to erect these outdoor setups,” Rigie continued. Now,“they’re becoming an extension of a restaurant’s brand and operators have gotten very creative. They’re beautifying the streets with flowers and plants, paintings, and lighting. Once the Open Restaurants program becomes permanent, he believes that “restaurateurs will be even more confident in investing money long term to ensure their outdoor dining set up is beautiful and sustainable.”

RESTAURANT STRATEGY amount of pressure in a short period of time. Cubic zirconia stones are made using this method. You get a pretty good result but the result is definitely not a real diamond. We all know that real diamonds are formed over a very long period of time. And while it’s not gentle pressure—diamonds require a lot pressure—the point is they form over a very long period of time.

You can also think of it this way: athletes respond well to a little bit of pressure. Great athletes always step up to the plate. But if you put an athlete, especially a rookie, into the most pressure-packed situation ever, some will rise but most will struggle. These days, most of your staff are rookies.

Owners are excited at the prospect of outdoor dining becoming a permanent part of their service. Being able to increase seating capacity and options increases revenue. That is clearly welcome to New York City operators after what arguably has been the most challenging time to be in the hospitality business. “I’ll do it as long as the powers that be let me,” Sorrentino said. “We would love to keep outdoor dining all year long. When you look around at all the restaurants doing it, you feel like

you’re in Madrid, Paris, or Roma!

Outdoor dining is becoming a landmark in New York and is creating a new landscape for the city.”

Despite last month’s dictate over the use of propane heaters, New York City’s restaurateurs will anxiously await the vision of the City’s new Mayor to see what direction outdoor dining will take. Whether or not Simons can continue to offer year-round outdoor dining at all his establishments remains to be seen.

“We have no idea if the city or the

landlord will allow us to keep certain things going, but I love the expanded street, the expanded sidewalks. I think it adds to the vibrancy of the cities and communities and creates more earning opportunities and more dining opportunities.” And, he concluded, “I think people love dining outside, and people love it when it feels like you’re creating a unique experience for them.”

themselves. Help them achieve their goals and clear the path for them to do more and be successful.

ing massive amounts of pressure by yelling or screaming, remember to apply constant and gentle pressure to get the results that you want.

It’s the difference between being mean and strict and the difference between having happy, long-term team members or constantly posting Now Hiring ads.

from page 86 tive is completely wrong. It’s your job to teach your team how doing a better job and adding more value will help them reach their goals, NOT YOURS. This is how you gain their respect.

Not by letting them get away with poor behavior, but by believing in them more than they believe in

ADDING VALUE In our new economy, people simply won’t work for less. They expect to get paid more and receive raises; yet they aren’t willing to do more. It’s safe to say that they likely won’t get paid as much as they think they’re worth.

Why? It’s very simple: how much you’re paid is directly related to the value you add. Your staff isn’t adding value if they’re constantly late, taking days off, not completing their tasks, or simply not doing their job correctly.

Many people adopt an opposite way of thinking: when I get paid more, I will do more. This perspec116 • November 2021 • Total Food Service • www.totalfood.com

THE TIME FOR CHANGE IS NOW The ultimate moral of this story is that if we don’t change as managers, how can we expect different results from our team? Instead of apply-

SOCIETY FOR HOSPITALITY AND FOODSERVICE MANAGEMENT

November 2021 • Total Food Service • www.totalfood.com • 117

DISHCRAFT

IRFSNY 2022

from page 48

using disposables to a more sustainable, reusable solution. With this in mind, we also created a line of green and sustainable reusable containers that operators can integrate into their operations without having to choose between increased labor costs and harming the environment.” During the pandemic, health and safety were paramount and sustainability fell to the side, but customers will now be on the lookout for both and being able to display these qualities will ensure a business stands out.

“What makes our service more important than ever are current customer standards and our ability to help people meet them,” said the Dishcraft founder. “Pre-pandemic, if you went out to a restaurant and noticed that there was a dirty utensil you would have simply called over the waitstaff and asked for a replacement. Now if you see something like that, you’re rightfully conditioned to question the sanitation of the entire operation, and might simply get up, walk away and

never come back. Dishcraft is creating the cleanest, safest ware possible.

The way we measure and meter out cleanliness, water and power simply isn’t possible in a normal dish room.

We’re able to provide a level of safety and peace of mind that wasn’t possible previously when using traditional methods, and customers will thank you for it.”

Keeping in mind potential leftover financial strains from the pandemic, Dishcraft’s services provide excellent and clear returns on investment, and their product lines are cost-comparable to traditional, less green alternatives. The radius of Dishcraft’s service is currently limited to the San Francisco area, but their goal is to create a national footprint. They offer their services to any client so long as they serve at least 50 meals a day.

Although Dishcraft has only been on the scene for several years, they have already made a splash, and plan to continue spearheading the revolution of our industry.

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from page 8

business thrive.

The New York State Restaurant Association (www.nysra.org) is the trade association for New York restaurants.

NYSRA has been giving restaurateurs the power to succeed since 1935. The Association provides a platform for statewide cooperation and leadership on advocacy issues, along with valuable support services to members.

For 29 years, the International Restaurant & Foodservice Show of New York has provided thousands of restaurant, foodservice, and catering professionals with access to the hottest menu trends, state of the art design and decor, the best in business education, and hundreds of the leading vendors and purveyors dedicated to serving the restaurant & foodservice community — all under one roof.

For more information on exhibiting or attending visit https://www.internationalrestaurantny.com/ Since 1992, Coffee Fest has been the specialty coffee B2B event providing start-up education, resources and ac-

cess to companies needed to make a cafe or restaurant opening go smoothly. For more seasoned coffee professionals, Coffee Fest is a source for networking, deepening existing supplier relations, finding new products & services & education to build on what they already know. For more information on exhibiting or attending, visit https://www.coffeefest.com/.

Clarion Events (us.clarionevents. com) produces 37 events across 13 sectors of both trade and consumer events. The Clarion Events Food & Beverage Group include the Western Foodservice & Hospitality Expo, Florida Restaurant & Lodging Show, the International Restaurant & Foodservice Show of New York, Coffee Fest and The NGA Show. Clarion Events acquired PennWell in early 2018, bringing 4 Tradeshow 200 events into the U.S. portfolio and super-charging the already rapid growth. Clarion Events has offices in Trumbull, CT; Kennesaw, GA; Boca Raton, FL; Tacoma, WA, and Fairlawn, NJ.

November 2021 • Total Food Service • www.totalfood.com • 119

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