NEWS SHOWS Industry-Defining Speakers to Headline HX Show At Javits
rom artificial intelligence to multi-location F&B concepts to deep dive research into the minds of hotel guests, the education sessions have been announced for HX: The Hotel Experience, November 12-13, 2017 at the Jacob K. Javits Convention Center in New York City. “We strive to make the overall content of HX second to none. And this year, we are particularly excited with HX’s conference component,” said Phil Robinson, VP/Group Show Director of event producer HMG. “The 30plus sessions are covering an amazing breadth of topics all highly relevant to the hospitality industry.” Sessions are presented on three stages located on the HX exhibit floor; attendee registration to HX includes unlimited session attendance. Three headliner sessions for HX 2017 are: • “Siri, Alexa, Cortana and Rosie. Oh My! AI on the Rise! Trending Tech Talk: AI + Robotics in the Hospitality Industry” (Sunday, November 12, 3:00pm-3:45pm) The constant innovations to the industry driven by tech are astounding. Moderator Valerie Ferguson, Director, Experience Planning and Integration, Hotels & Resorts, Walt Disney Parks & Resorts, explores the impact of robotics and the coming wave of Artificial Intelligence. The panel features Micah Green, President and CEO, Maidbot, and Steve Ransone, Vice President of Rooms Operations, White Lodging. They will walk through how robots are already deeply rooted in hotels over-
Main Office 282 Railroad Avenue Greenwich, CT 06830 Publishers Leslie & Fred Klashman Advertising Director Michael Scinto
The 30-plus sessions are covering an amazing breadth of topics all highly relevant to the hospitality industry,” said Phil Robinson, VP/ Group Show Director of event producer HMG. seas and analyze how this innovation will enhance the guest experience in North America. • “Creating One-of-a-Kind MultiConcept Operations: Yes it Can Be Done” (Sunday, November 12, 4:15pm-5:00pm) Alex Taylor, Senior Vice President, Restaurants & Bars, Kimpton Hotels & Restaurants, looks at a more human element of the guest experience and asks, “How do you maintain the feel of an independent boutique when your operation grows to multiple locations?” The presentation explores how Kimpton has made it work in the hotel restaurant space. The key is allowing freedom and creativity to thrive inside the company culture. • “Understanding the Minds of Your Guests” (Monday, November 13, 1:00pm - 1:30pm) Knowing how guests respond to your offering is more than just intuitive. Chris Davidson, Executive Vice President of Global Strategy, MMGY Global, explores the data and trends from MMGY’s 2017/2018 Portrait of American Travelers®. Davidson will cover hot topics such as: What is the impact of shared accommodations in micro-hotels? And, are travel agents
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increasing or decreasing in relevance to guests? View the full agenda at www.thehotelexperience.com. HX is one of the largest hospitality trade shows in North America with 400 exhibitors presenting a broad range of hospitality products and services that create a 360° impression of the guest experience. The 100,000 square feet of resources are dedicated to inspiring 10,000+ industry professionals, which include hotel owners, GMs, and hospitality property executives from casinos and resorts, independent and branded hotels, management and purchasing companies, military base lodging, and more. HX is held annually each November in New York City at the Jacob K. Javits Convention Center. HX is presented by the American Hotel & Lodging Association (AH&LA), the Hotel Association of New York City, Inc. (HANYC), and the New York State Hospitality & Tourism Association (NYSH&TA) and is managed by Hospitality Media Group (HMG), and co-located with Boutique Design New York (BDNY), November 12-13, 2017.
Art Director Mark Sahm Contributing Writers Warren Bobrow Faith Hope Consolo Morgan Tucker Fred Sampson Staff Writers Deborah Hirsch
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NEWS ACQUISITIONS fresh&co Acquires A 35-Acre Farm On The North Fork Of Long Island
resh&co, New York’s fast-casual restaurant concept for hungry Manhattanites, has acquired a working 35-acre farm that is now known as fresh&co farms. Fresh&co farms will grow produce and raise livestock with the goal of providing hyper-local seasonal fruits, vegetables, and pasture-raised poultry and pork to all of their New York City restaurant locations. A true from farm to desk® experience, fresh&co farms has hit the ground running with the 2017 growing season. In addition to an apple orchard,
A true from farm to desk® experience, fresh&co farms has hit the ground running with the 2017 growing season. fresh&co farms is currently growing broccoli, cauliflower, tomatoes, parsley, cilantro, basil, corn, strawberries, and brussels sprouts. All of the farm’s produce and fruits are currently being served at all fresh&co locations across Manhattan. Fresh&co farms is also home to a herd of Kiko meat and
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dairy goats, heritage breed Tamworth pigs, and over 300 Ameraucana chickens as part of a pilot program. Latham Farms on the North Fork of Long Island has been a long-time local partner growing fruits and vegetables (some exclusively) for the brand for over 5 years. A neighbor and close
friend to fresh&co, Dan Latham of Latham Farms, will help supervise the agricultural operations at the brand’s farm. From apples, tomatoes, zucchini to potatoes, basil and onions, fresh&co farms in partnership with Dan Latham will curate specific fruits and vegetables to meet culinary standards and supply the restaurants with the season’s best offerings. On top of the supply that will come from their own farm, fresh&co will continue their relationships with lo-
continued on page 108
September 2017 • Total Food Service • www.totalfood.com • 5
Borodin Led Burger & Lobster Set to Open Second NYC Eatery
tarted in 2011 in London by a group of four friends, Burger & Lobster landed in New York in 2015 at a location in Flatiron. The concept? Naturally, a menu featuring only two main ingredients: burgers and lobsters. Now, only just two years after the grand opening of Burger & Lobster in NYC, co-owner Vladimir Borodin is set to launch the second branch of the popular eatery in Bryant Park. “I spent 15 years as a Journalist, Reporter and Editor in Russia,” said Borodin. “At the age of 26 I was appointed Editor in Chief at IZVESTIA, [which was like] the New York Times of the Soviet Union. It was an early career and it was great, but when I became 30, I decided I needed a change.” Two of Borodin’s childhood friends were involved in the restau-
In his search for New York’s first Burger & Lobster location, Borodin had a single thing in mind: “I wanted a place where the locals would come.” rant industry and asked him for help in setting up his business. “It was all in Moscow at first but five years ago, we opened the first Burger & Lobster in London and quickly understood it was a sellable concept.” By 2013, Borodin and team were ready to expand, and Borodin took off for New York. In his search for New York’s first Burger & Lobster location, Borodin had a single thing in mind: “I wanted a place where the locals would come.” He finally found the
The live wall interior at the new Bryant Park location of Burger & Lobster.
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perfect spot in Flatiron and by the end of 2014, Burger & Lobster was celebrating their grand New York opening. “We wanted things to be perfect and trained every team member to help us make it that way.” While thriving to offer the very best experience possible, Borodin nonetheless revealed himself to be very price savvy. “We wanted to get the pricing right. When I see the way it goes in expensive restaurants, I think it’s just not fair.”
A sampling of the cuisine from Burger & Lobster
When asked the key to providing great value food without discounting on quality, Borodin simply answered: “We buy a lot. Last year, we bought over 2 million lobsters in our group. We have direct relationship with traders in Nova Scotia and no middlemen. You just need to do the math and figure out what’s the best value for the best quality. It’s that simple.” Despite Burger & Lobster’s obvious success in the NYC Area, the journey was challenging. “When I came to the States I knew literally nothing,” Borodin said. “New York is not the easiest market but at the time, I was crazy and I was brave enough to do it.” Borodin’s courage and determination did indeed pay off and despite any doubt some may have had about the success of the venture, it
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September 2017 • Total Food Service • www.totalfood.com • 7
BECKER ON E&S SERVICE
Dirty Deeds Done Sustainably
s we transition out of the heat of summer and prepare for the fall season, I would like to share with Total Food Service readers insights about safety, sustainability and savings in a key area of maintenance that is usually handled in a reactive fashion; plumbing. There are three primary areas to consider relative to operational risks: • Leaking sinks and equipment: As I had discussed last month, water can result in a costly danger to facilities. Whether it is a leak that creates a wet floor or a sink with a constant drip, the risk of a slip and fall or the impact on utility expenses creates additional exposure for an operator. As part of a facility audit, sinks, water lines and drains should always be inspected. • Drains & sewers: Typically, these components are treated in a reactive fashion. If there is a back-up, the
Jeff Becker is the VP-Sales & Branch Development, Day & Nite / All Service. Prior to joining the company he served in several roles with Aramark. You can forward service questions to
By utilizing an innovative approach, operators can eliminate the need to pump grease traps along with the risk of backups and pests that are a function of this traditional method. plumber is called… This approach can lead to lost revenue and an impact on the customer experience as a result of back-ups and odors that can emanate from drains. Furthermore, drains and sewers are a prime breeding ground for flies and other insects. Analogous to arteries in a human body with the propensity for plaque build-up, proactive operators will utilize water jetting as a solution to clean and maintain drains removing organic build-up. By effectively jetting these drains, an operator will eliminate odors, save money by minimizing the potential for back-ups and reduce the need for pest prevention as
food debris that builds up is evacuated through this process. With drains, it is also important to ensure that indirect drains or air gaps are in place to further minimize the risk of back-ups. • Grease traps: Much like sewers and drains, improper maintenance of grease traps will lead to back-ups, insects and odors; again, impacting the customer experience. Most restaurants utilize companies to pump grease traps on a repeatable cycle. Companies that specialize in grease trap pumping typically do not have plumbing expertise to understand
The before and after of utilizing a microbial treatment process managed by licensed plumbers that will eliminate the need for pumping as the microbials that are injected will safely eliminate organic matter.
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him at firstname.lastname@example.org.
and root cause problems that may develop. It is important to consider that this method is evasive based on the need to run a hose through the facility. Additionally, these large trucks utilize a great deal of fossil fuel in order to perform service. Another challenge is the fact that this method does not address, flies, insects and odors. Nor does it remove all organic build-up from a grease trap, ultimately requiring pest control services to treat these areas. By utilizing an innovative approach, operators can eliminate the need to pump grease traps along with the risk of back-ups and pests that are a function of this traditional method. This solution involves utilizing a microbial treatment process managed by licensed plumbers that will eliminate the need for pumping as the microbials that are injected will safely eliminate organic matter. What I appreciate about the value of a proactive solution delivered by a licensed plumbing company is the ability to identify the root cause of a problem and provide a solution that does not just triage the situation, but provides a permanent fix. An additional benefit is that operators are able to address this service need in a sustainable manner and minimize the need for pest control.
September 2017 • Total Food Service • www.totalfood.com • 9
MEET THE NEWSMAKER
Michael O. Maher Founder and CEO, Presenture, Houston, TX
ith a unique business strategy designed to fill a void in the foodservice industry, Presenture has positioned itself for great success. The company, a national foodservice sales agency based in Houston, has excelled in helping emerging manufacturers execute their commercial strategies and build ties with local brokers. Like its up-and-coming clients, Presenture is destined to become a major player in the foodservice world by acting as a much-needed support system for emerging foodservice manufacturers. The company has proven not only that it will have a bright future, but that its services are necessary. We recently talked with Michael O. Maher, founder and CEO of Presenture, to discuss the upward trajectory of his foodservice company and why its unique business model and customer base make it unlike other companies of its kind. Prior to Presenture, Maher was CEO and founder of Maher Marketing Services, a Texas-based food brokerage company operating in both foodservice and retail; during this time, Maher quickly learned the difficulties smaller manufacturers faced and set out to fill this void. Maher has explained in detail how Presenture first came about, why it works, and what future trends we can expect in this industry. What did you see in terms of an opportunity for this food brokerage
I decided to form Presenture after seeing the problems small and mid-size manufacturers face when attempting to take their products to market in foodservice. Having seen smaller manufacturers pushed out of the foodservice arena and have immense trouble finding brokers, I thought I would fill this gap. company, and what led to the creation of Presenture? I had a Houston-based retail/foodservice brokerage company that had five offices in Texas, and I ran that for 20 years. In 2009, the national Kroger broker knocked on my door and bought the company, but before I sold it, I decided to form Presenture after seeing the problems small and mid-size manufacturers face when attempting to take their products to market in foodservice. Having seen smaller manufacturers pushed out of the foodservice arena and have immense trouble finding brokers, I thought I would fill this gap. Having seen this happen, can you define what it means to be a smaller player in the foodservice arena? What’s the model for this business? I would say “smaller” in the foodservice arena would certainly be under 50 million in sales. We knew there
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was going to be a void, and we knew it would completely change the brokerage service industry. So we set about building out a national sales agency that would fill that void for a smaller manufacturer. Our model is to manage local, independent brokers on behalf of the manufacturer. If there’s a small manufacturer with a large national agency, which is rare these days, and that agency decides to resign that line, overnight the manufacturer is left without a sales force. Our model allows us to set this system up for each small manufacturer instead of leaving them stranded. But each of these individual broker contracts is going to be with the manufacturer so that you’re not held hostage by one company. What does this look like? What do the model and marketplace look like in terms of the type of customer that comes to you looking for this service?
Michael O. Maher, Founder and CEO, Presenture, Houston, TX
It’s much better for the smaller manufacturer with us involved; the bad news is that the market is challenging for even the independent brokers. For brokers who pioneer a line, that’s so expensive, and typically they’re reluctant to do it. That’s a big hurdle for us, meaning we have to do a couple of things: first thing we have to do is we have to make sure that the products we sell will scale when we get a broker, and that the broker will make good revenue from it. The other thing we have to do is offer this manufacturer a complete package; they come in here, we conduct a goto-market workshop and we end up with a formal go-to-market plan. We build broker manuals, training brochures and point-of-sale. We have an extensive operator database divided
continued on page 104
September 2017 • Total Food Service • www.totalfood.com • 11
M. Tucker Brings Tradition Of Serving B&I Needs To Changing Healthcare Segment
t may have started out in healthcare equipment but the M. Tucker Company has found a way to marry this industry with the food service market, keeping up with the requirements of providing food safety and quality in a market that’s ever changing. Originally started by Marvin Tucker back in the 1950’s, M. Tucker was acquired by Singer NYC LLC, and is now one of Metro-NY’s largest foodservice distributors, according to Fred Bonnacorso, president. This third-generation company (celebrating its centennial next year) initially served the healthcare industry. But in 2011 the family-run company became part of Singer Equipment. “And when I look at our combined entities now - our products and services, including kitchen design, engineering, food service, operating equipment, supplies – we really have become a turnkey service partner in the industry and in this market, helping providers solve these complex needs,” he added. The company’s clients now include institutions like nursing homes and hospitals, in addition to corporate dining, cafeterias and restaurants, all with very specific needs. And as the company looked at the needs of the healthcare industry, the match with food service was obvious. “Concerns about foodborne
The key is, we have to be the experts so that we can understand the environment, know the products available and how to use them to solve these challenges.” illness, sanitation, those are vital concerns to us,” Bonnacorso noted. “It’s no secret that the aging population is going to place greater demands on all sectors of the healthcare industry – hospitals, assisted living, nursing homes, etc. Food service and healthcare managers will need to become experts in all aspects of food service preparation delivery as well as federal guidelines and regulations. Every operator is also looking for ways to reduce costs, increase efficiency, to maximize their human capital, all while navigating ever-changing federal, state and local regulations, which is a huge challenge. That’s where we come in.” Bonnacorso pointed out that today’s professionals are really looking for a partner, someone to help them solve their constantly expanding responsibilities and needs. “What makes us different is that we have turnkey solutions. It seems that everyone’s running 100
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miles an hour nowadays, in many projects at once, staying on top of all the federal regulations. It’s really, really hard. Our customers are really looking for a partner to help them walk through it all. We train both our contract teams and our distribution sales representatives to understand the trends so they can offer solid consultative solutions that will help meet the demands of these service managers and help our customers navigate through all this information. It’s not just going in and showing them a product.” “Customers going forward, especially today, with the advent of the Internet and online sales, are looking for partners who can help them manage their projects to completion and continue to support them throughout the process. That’s our goal.” Healthcare companies have a number of special food delivery preparation challenges that a typical corporation cafeteria or restau-
rant doesn’t. “Their facilities are getting larger and are able to service more people, requiring large-capacity equipment, special packaging, all while dealing with narrow hallways and food safety. This all becomes a concern. But there are so many unique and tailored solutions available to help them solve the challenges and we help design them, like food transportation and holding solutions. The key is, we have to be the experts so that we can understand the environment, know the products available and how to use them to solve these challenges.” The company does this by becoming a liaison between their clients and knowing what’s demanded from a legal standpoint and a best practices standpoint. “It takes skill, labor and well-thought out sanitation to keep large facilities operating properly. We specialize in cooking and chilling solutions to help keep food at the proper temperature and the right food delivery equipment to maintain the quality and safety of the products. We stay on the project, through all its changes and demands. In this day, where regulations and the ways of doing business safely and efficiently in this marketplace are extremely challenging, we meet them and do it right every time,” Bonnacorso concluded.
September 2017 • Total Food Service • www.totalfood.com • 13
B.B. King’s Chef Simpson Launches Jamaican Culinary School
he road to success has been a rocky one for Chef Wenford Patrick Simpson. But despite the many challenges he faced while growing up in rural Jamaica, he never allowed his situation to get the best of him. Simpson is getting ready to launch a culinary school in Ocho Rios, which will recruit underprivileged children from across the country, to improve their culinary talents for job placements in the hospitality industry. There are also plans to open schools in Montego Bay and Kingston. “I’m trying to find a way to inspire and take kids off the streets. That way, they will have something to hold on to,” said Simpson. Simpson, who was born in May Pen, Clarendon, grew up in St Ann. He attended the Marcus Garvey High School before seeking employment on a cruise ship, due to severe financial difficulties he experienced. “Growing up was no joke. There were times that I slept on the streets, no food in the house, no lunch money to go to school. Sometimes it was just dumpling and butter we had to eat. When we didn’t have food in the home, I had to go over to the neighbor’s house and wait to see if someone will give me something to eat. When they finished, they’d give me a little of what’s left in the pot - gravy, banana. But then, they turn around and want to work you like a yard boy,” Simpson stated. “Dealing with poverty, I started gravitating towards cooking, trying to make something out of nothing,” he continued.
Simpson is getting ready to launch a culinary school in Ocho Rios, which will recruit underprivileged children from across the country, to improve their culinary talents for job placements in the hospitality industry. Simpson began cooking at a young age, not out of passion but due to sheer necessity. As the only male in the home (he was raised by a single mother), he often found himself in the kitchen trying to provide for mother and sister, when he wasn’t scrounging for scraps to feed himself. Later, he did internships at various bakeries and restaurants in Jamaica before he was scouted by Royal Caribbean to work on a cruise line in America at the age of 17.
“After school, I worked at Club Caribbean Runaway Bay and then Sandals Ocho Rios before I started working on the cruise ship,” Simpson recalled. After nine years with Royal Caribbean he moved up from line cook to sous chef, all this time while being the youngest cook on the vessel. Despite the circumstances he has endured, Simpson’s talent and tenacity were what kept him going. He is currently the executive chef at B.B. King
Chef Wenford Patrick Simpson poses with students of Exchange All Age School in St Ann.
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Blues Club and Grill in Manhattan. He also showcases his culinary showmanship at the Highline Ballroom and The Howard Theatre in Washington D C. Among the many celebrities he has catered for are presidents, prime ministers, actor and singer Jamie Foxx, actress Phylicia Rashad, actor Taye Diggs, and Hillary Clinton. He also has a culinary show, which airs on Tempo called Cook-up with Chef Patrick. He has also done the daytime television circuit, showcasing Jamaica’s culinary delights. Simpson journeys to Jamaica once a year to give motivational talks to students and to share his story as a means of teaching them how to cook and pursue their dreams. “I tell them that they can turn it all around and that what they are going through is just one of those things in life, but don’t give up,” Simpson explained. He added: “‘I get so many messages from kids thanking me and telling me how much I have motivated them. These are the things, aside from cooking and creating, just being able to give back.” Simpson is in the process of completing a book called My Life’s Footprint, where he opens up about growing up underprivileged, his failed suicide attempts, and finding his reason to live. “I remember the days I used to stand and watch people eat food because I was hungry, and now I am watching people eat food and enjoying my creation. That’s rewarding for me,” Simpson concluded.
September 2017 • Total Food Service • www.totalfood.com • 15
WITH WARREN BOBROW
Five Re-Imagined Classic Drinks For The Early Fall
Warren Bobrow is the creator of the popular blog The Cocktail Whis-
omatoes are just bursting out all over. But what can I do with all of them? If you are like me, I’d get roasting. Roasting? Certainly roasting tomatoes for something truly unique and different. The Roasted Tomato Bloody Mary cocktail. Bloody Mary cocktails should be one of the leaders of your bar’s repertoire. Do you want to raise the bar to a higher level? I hope you do because this one is way over the top. Roasted Tomato Bloody Mary Pre-prep: on an olive oil greased sheet pan, place halved tomatoes. Roast at 400 degrees for 1 hour. Let cool. Crush through a potato ricer reserving as much juice as you can, imagine roasting about five sheet trays worth, about ½ case of tomatoes. If they are ugly, all the better- cut away the ugly parts and roast away! You’ll want to sprinkle some Kosher salt and
perer and the author of nearly half a
freshly cracked pepper over the top and then into the oven. And don’t pick up the hot pan with a wet rag, even if the chef threw it to you. Let the tomatoes cool well before putting them through the ricer. And always ask before you do anything in the kitchen. Better to be safe with the silo’s in the front vs. the back..., than sorry. Juice ‘em... and then add:
You’ll know. • Vodka of your choice. I use Claremont from Fairfield, NJ. It’s distilled from potatoes. Yours is probably distilled from grain, which will not taste the same. Potatoes are different. They are more expensive. But this is about luxury, not cheap. I’m not recommending using cheap vodka.
Ingredients: • 4-6 oz. Roasted Tomato Juicekeep it chunky! • 1 oz. Fresh Horseradish • 1 teaspoon Spanish Onion (finely chopped) • 1/10th teaspoon smoked chili pepper- you can buy in an ethnic market • Dash Celery Salt • 1 oz. Freshly Squeezed Lemon Juice • Touch of Worcester Sauce • Some Angostura- how much?
Prep: 1. Add all the ingredients to a Boston Shaker- ¾ filled with iceyet DO NOT SHAKE. 2. Cap and roll your tomato-based cocktails. Never shake them. I know you’re in a hurry! Don’t shake!
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The next take on a classic is the Manhattan. Instead of doing the same old thing, year in, and then year out, why not take this venerable cocktail to the next level? The first thing that you can (should do) is find the correct glassware. Start by going to garage sales and find some mismatched glasses from another generation. Make these glasses your specialty glasses for this cocktail. Next, procure some funky bitters. Get out of your comfort zone and buy the brilliant DALE DEGROFF’S PIMENTO AROMATIC BITTERS™ are my call for this cocktail. Next, I’d shake up the flavor profile
dozen books, including Apothecary Cocktails, Whiskey Cocktails, Bitters and Shrub Syrup Cocktails, and his most recent book Cannabis Cocktails, Mocktails, & Tonics.
by using an Amaro like Ramozzotti. It has the perfect balance of bitter to sweet. Try it instead of that flat, sweet vermouth kicking around the top of the fridge. And if you are using an old bottle of vermouth, throw it out. I’m sure you’re not refrigerating it- no more than lightly fortified wine. It’s probably bad by now. Amaro Manhattan- bitters finished Ingredients: • Pre-chilled rocks glass, sprinkled with the Pimento bitters to coat the inside of the glass fully • Lemon zest- crushed into the Pimento bitters wetted glass • 3 oz. Barrell Bourbon Whiskey #012 • 1 oz. Ramozzotti Amaro Prep: 1. To the pre-chilled and bitters added with lemon zest, stir the bourbon into the Amaro over ice 2. Strain into the rocks glass, either with a large cube of ice, or without. Your choice. 3. Dot with more bitters if desired and/or a lemon twist
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September 2017 • Total Food Service • www.totalfood.com • 17
WITH FAITH HOPE CONSOLO
Fall Forecast: Dining Debuts of the Season
nticipation is in the air, as our City’s restaurant scene promises exciting debuts and grand reopenings! I hope you brought your appetite and enjoy my tour… The Aviary NYC by Grant Achatz and Nick Kokonas will open in the Mandarin Oriental Hotel, 80 Columbus Circle, Lincoln Square and will be a new version of the famed Chicago cocktail bar that will serve breakfast, lunch, and dinner, plus a wider array of cocktails than the original. Set to launch in September in the former Lobby Lounge spot. Coco Pazzo will have a grand return after a 10 year hiatus at 160 Prince Street. The legendary Upper East Side Italian restaurant (open from 1990-2008 at 23 E. 74th St.) will return in old Milady’s space in Soho
and will feature a full-service and a fast-casual portion called Coco Pazzo Kitchen with salads, sandwiches, and soups for lunch. The icon is set to re-launch in October. DaDong, 1095 Sixth Avenue at 42nd Street, Bryant Park, by Chef Dong Zhenxiang coming in October will have a formal dining room, a more casual lounge, and an outdoor terrace in a multi-level space. The Beijing-based concept is hailed as one of China’s best roast duck restaurants. Fun fact, the menu will be similar to the ones in China, but they’ll be using ducks from a farm in Indiana. Ferris at the new Made Hotel,44 West 29th Street, Nomad, by Greg Proechel and Charles Seich will feature a New American menu vegetable-centric. The hotel opens Labor Day, but the restaurant is on track to
Slow Cooked Lobster With Saffron Rice from DaDong
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open in the fall in October. L’Atelier de Joël Robuchon, 85 10th Avenue between 15th and 16th Street, Chelsea is by one of the most famous international chefs in history and will have 35 counter seats and 20 more at tables, along with two private dining rooms. For a more casual visit, there’s Le Bar de Joël Robuchon, a 50-seat bar and lounge that will feature salads, sandwiches, and simply prepared dishes. Legacy Records, 515 West 38th Street, Hudson Yards, by Ryan Hardy, Robert Bohr, and Grant Reynolds is named after the former tenant that had been the iconic recording studio, and will open on the ground level of Henry Hall, the new building with 224 apartments in Hudson Yards. Legacy Records will dominate the two bottom floors, connected by a dramatic staircase. You will find an 85-seat dining room; an all-day cafe on the ground level; a bar, wine lounge, and outdoor space with a 120-foot glass wall; and two private dining rooms on the second level. When Legacy Records opens this fall it will be the first and only restaurant in the Hudson Yards Special District for the foreseeable future as Related Companies moves forward with the $20 billion redevelopment project. Life Restaurant, 19 West 31st Street, Herald Square by Stephen Hanson, Michael Vignola, David Mitchell,set to open in September is opening in the Life Hotel that was
Faith Hope Consolo is the Chairman of Douglas Elliman’s Retail Group. Ms. Consolo is responsible for the most successful commercial division of New York City’s largest residential real estate brokerage firm. Email her at email@example.com
once the headquarters for Life magazine. With seasonal menus from Michael Vignola, emphasizing seafood dishes and sustainable meats, as well as pastas and pizzas, it will have a lounge, a dining room, and a bar for a total of 80 seats on the ground floor. The Lobster Club, 99 East 52nd Street, Midtown, by Major Food Group and Tasuku Murakami will debut a sushi spot in the lower level of the former Four Seasons space, the third restaurant in the building following The Grill and The Pool will be a fabulous place to dine in October. Savor these new bites of the season and watch for my next edition of Faithful Food! Happy Fall & Happy Dining!
September 2017 • Total Food Service • www.totalfood.com • 19
SCOOP A New Kind of Sichuan Restaurant for New York
Guan Fu Sichuan
Scoop says before I’d seen my first chile pepper at Guan Fu, it was already clear that it is a new kind of Sichuan restaurant for New York. To get there, you head to downtown Flushing, Queens, cross a courtyard off Prince Street and pass between the two stone lions under a small Chinese gabled roof, guarding the front door. Inside is a dignified dining room where polished wood panels stand next to weathered wooden screens under gilded, illuminated ceiling recesses. In the private rooms visible behind sliding doors, a few of the chairs look like small thrones. The ones in the main dining room are elaborate, cushioned and wide enough for two. The tables are set with dark wooden chopstick handles, wrapped in metal filigree at one end, with brushed steel tips at the other. To use them, you twist disposable bamboo tips into the steel ends. While you’re doing this, a server brings a party-size segmented wooden bowl holding sunflower seeds and roasted watermelon seeds for you to crack open while you page through the menu. Guan Fu Sichuan’s formality and rich interior detail are rare among this city’s Sichuan restaurants. Atmosphere doesn’t fill your stomach, of course, but when it’s done right, it can slow you down and wake your senses to the smells and tastes on the way. That is the case at Guan Fu, where the kitchen doesn’t always try to strafe your palate into submission with a hail of chiles. The flavors are potent, but they don’t get all of their force from their heat. Think of Sichuan boiled fish with pickled vegetables here the body and flavor of what is typically a rather thin sauce is broadened with a stock made from fish bones. Fresh green chiles provide a heat 20 • September 2017 • Total Food Service • www.totalfood.com
FROM METRO NYC’S FOODSERVICE SCENE
held in thrilling check by the sourness. The kitchen gives mapo tofu, that old war horse, a new lease on life. Cabbage is fried with pork and fresh chiles, but the appeal of the dish is the way the invisible presence of Sichuan peppercorns sets your mouth and lips tingling. Not that the kitchen avoids spices. One reason to keep your wits about you while eating at Guan Fu is that you can’t always tell when extreme heat is about to rain down like Judgment Day. One of the hottest things on the menu, the Guan Fu-style cuttlefish salad, contains almost no red chiles. Its ability to shock and amaze comes from fresh green chiles that are roasted until black, skinned and made into a sauce that tastes almost Mexican. Barely cooked cuttlefish are scored with a knife so they twist up and look like little pine cones. That potent green sauce insinuates itself into every one of their crevices. This is one of many Guan Fu dishes that are rarely seen in New York, if ever.
‘Cake Boss’ Baker’s Mustache to Help Raise $25G for Kids
Buddy Valastro, Ralpha Attanasia And Danny Dragone Of “Cake Boss”
Scoop notes that Danny Dragone, a mustachioed employee of Carlo’s Bakery in Hoboken and regular on the TLC series “Cake Boss,” let his beloved facial hair be shaved off if fans donate $25,000 to the Make-A-Wish Foundation, the children’s charity announced. Dragone will let the boss himself, celebrity chef and Carlo’s owner Buddy Valastro, shave off the mustache with help from cake sculptor and “Cake Boss” regular Ralph Attanasia, MakeA-Wish said. Make-A-Wish set up a web page where
donors can make minimum contributions of $5, up to any amount they wish. The shave is to take place at the Samuel & Josephine Plumeri Wishing Place, the foundation’s New Jersey headquarters in Monroe Township. Make-A-Wish grants the wishes of children diagnosed with life-threatening illnesses. Nationwide, the organization says a wish is granted every 34 minutes.
Ritz-Carlton Teams With Air China to Launch First Class In-Flight Menu for New York Passengers Scoop notes The Ritz-Carlton, Beijing recently announced its collaboration with Air China. The hotel’s Chef De Cuisine at their restaurant Barolo Amedeo Ferri will design a new first class in-flight menu for Air China routes from Beijing to the US. Chef Ferri will design four-course seasonal menus for guests from Beijing to the US, which will be served from August 1 to July 31, 2018. From August to October 2017, the dishes will be served to first class passengers onboard selected Air China flights departing from Beijing to New York, Newmark, San Francisco, San Jose, Los Angeles, Washington and Houston. More routes will be added soon. Air China has long understood the importance its passengers place on in-flight dining and their catering company goes to great lengths to source high-quality food to suit every palate. Air China teams up with a celebrated chef from a luxury hotel for the first time in an effort to elevate the dining experience while in the air. “We are committed to providing an exceptional travel experience from the very moment our passengers book their flights with us through to their final destination and beyond,” said Huang Zongying, Air China’s general manager of Cabin Service Department. Chef Ferri comes from Umbria, Italy and has been appointed Chef De Cuisine of Barolo since June 2016. He spent the last 19 years perfecting his culinary skills at various renowned hotels and restaurants. He has designed a delicious menu for Air China with an inventive approach while staying true to the classic Italian flavors at heart. The menu includes a prawn salad with couscous, which is influenced by the south of Italy and combines the freshest ingre-
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Scoop, from page 20 dients with a contemporary presentation. Tomato soup will also be served, which is a fresh and healthy vegetarian option perfect for hot summer days. The saltimbocca, one of the signature dishes from Barolo, is a traditional recipe originally from the center of Italy. However, it will have a modern presentation for this in-flight menu. The panna cotta is a classic, refreshing and delicate Italian dessert and it is a perfect match for the season.
Popular Cheshire Restaurant Viron Rondo Osteria To See Major Expansion Scoop notes since it opened in 2014, Connecticut’s Viron Rondo Osteria has been a hub of activity, sometimes at all hours of the day, first with customers and then later, after closing time, with the restaurant’s staff preparing for the next day. “We have people staying very late, sometimes all night, especially in the summer, to make sure everything is made fresh,” said Viron Rondo, owner of the Highland Avenue
Viron Rondo, owner of CT’s Viron Rondo Osteria
restaurant that bears his name. “The restaurant gets ingredients from a number of local farms, including tomatoes, zucchini and eggplant from March Farms in Bethlehem,” Rondo said. Long hours and attention to detail are necessary to keep diners coming back to a restaurant for more, he said. But Rondo also has a strong sense of personal pride driving him to make his business better. “I hate mediocrity,” he said “Absolutely hate it.” If you think that’s lip service, consider this: the Litchfield resident is adding 4,100 square feet to the restaurant, a project Rondo says will cost “in the six-figure range.” “It is not some-
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thing I like to talk about,” he said of the dollar value of the restaurant expansion. “I want to impress hard work, not how much money I spend.” Rondo said he expects construction of the addition will take three to four months. “We’re going to remain open during the construction,” Rondo said. “We’ve still got a lot of work to do before we can start construction, so it’s more likely we will begin work in the spring.” “The town and surrounding communities have been very welcoming to us,” Rondo said. “We want to create something that’s very beautiful, very sophisticated.”
‘Marcus B&P’ from Marcus Samuelsson Imminent in Newark Scoop says late last year, celebrity chef Marcus Samuelsson announced that he would be opening a new restaurant in Newark, and some new details have emerged as to what exactly might be in the works with the project. Samuelsson, a Sweden-born James Beard winner who has published several cook-
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Scoop, from page 22 books and appeared on programs like Bravo’s Top Chef and Food Network’s Chopped, is partnering with Ron Moelis of L+M Development for the Newark venture. The two became business partners at Harlem’s acclaimed eatery Red Rooster back in 2013 and will be opening their Brick City restaurant in 2,250-square-feet of space in the Hahne & Co. building. Jersey Digs has nailed down the location where the restaurant will open. It will be taking space on the Halsey Street side of the building in Unit 1H, which is accessible from the ground floor of the street and nearby a Barnes and Noble that opened in the building earlier this year. Permits are posted and some construction work has begun at the site. Per a public notice, the company operating the restaurant is registered as Streetbird Newark LLC, a name similar to Samuelsson’s Streetbird Rotisserie chicken kitchen that opened on Fredrick Douglas Boulevard in Harlem two years ago. But the Newark restaurant will be doing business as Marcus B&P, a new concept. The B in the name stands for bar, bodega and beer, while the P is short for parlor, patisserie and provisions. The 55-seat eatery is likely to feature some signature dishes from Samuelsson’s other restaurants, particularly Red Rooster’s fried chicken. Drinks will
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be served at Marcus B&P if all goes well, as the restaurant has applied to the Alcohol Beverage Control Board for purchase of a “pocket” liquor license, meaning an inactive one that they will activate upon opening. It’s been a busy time for Samuelsson and his restaurants, as he just opened a London outpost of Red Rooster back in May and signed on last month to open another unnamed restaurant in a soon-to-open luxury building in Brooklyn called The Greenpoint.
Long Island Based School Food Provider Promotes Duo Scoop notes to meet increasing customer demands as the company experiences positive growth and expansion, E S Foods is pleased to announce the promotion of Jeff Rowe to President and Chief Operating Officer, and the addition of Thomas Ferris as Senior Vice President of Sales. The Woodbury, NY based firm is a major supplier of nutritious food products for school systems throughout the U.S. E S Foods CEO Gary Davis announced the appointments, offering high praise for both respected industry execu-
tives. “The school foodservice landscape has been changing rapidly and we wanted forward-thinking leaders to adapt to new challenges and continue our innovative product development,” says Davis. An executive with E S Foods since its start in 1998, Jeff Rowe has been promoted from Executive Vice President to President and COO. “Jeff is receiving this welldeserved promotion at a time when we envision great growth and a dynamic future,” says Davis. While he has always overseen Operations, Rowe’s new role as President will include company administration, executive management and strategic planning. “Starting in Operations as the second E S Foods employee in 1998 and contributing to its growth has been and will continue to be the most fulfilling challenge possible,” Rowe states. As Senior Vice President of Sales, Ferris will oversee sales for the entire organization. “He has solid relationships with key customers and he will be working with our sales team to create new opportunities and bring our sales to another level,” says Davis. “He has a very strong reputation in our industry.” “Over the years E S Foods has been an innovative trendsetter and pioneer in school foodser-
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Scoop, from page 24 vice,” says Ferris. “I look forward to leading their sales organization to even higher plateaus and above all further supporting our school food partners.”
April Bloomfield and Ken Friedman’s WoodFired Restaurant Hits Hollywood Next Month
Ken Friedman and April Bloomfield
Scoop agrees “Every British person loves Los Angeles,” Ken Friedman says. “It’s sunny, it never rains, and they all grew up seeing it in movies.” The James Beard Award-winning restaurateur is explaining the sentiments of his longtime business partner (and British expat) April Bloomfield. The widely acclaimed New York chef is, along with a wave of other widely acclaimed New York chefs, currently in the process of relocating to Los Angeles to open her first restaurant. Not just any restaurant, but a sprawling, 200-seat, still-unnamed project in Hollywood, one that promises to provide one of the city’s most jaw-dropping courtyard patios and is set to open by the end of this month. If you’ve eaten around Manhattan in the last decade or so, there’s a good chance you’ve heard of both Friedman and Bloomfield. In 2004, they opened The Spotted Pig, the Michelin-starred gastropub often credited with kicking off the whole gastropub trend altogether. In the years since, the restaurateurchef duo has opened six more projects together, including The Breslin, Tosca Café in San Francisco, and Salvation Burger and White Gold Butchers in New York. But for the last couple years, Los Angeles has been on their minds. “We had offers to open a Spotted Pig in Vegas,” says Friedman, a music industry veteran who in a previous life managed bands like The Smiths and UB40. “But I think about each restaurant as its own album. We didn’t want to do another Spotted Pig, we wanted to make a new album.” In the 26 • September 2017 • Total Food Service • www.totalfood.com
kitchen, Bloomfield will be focused on what draws so many chefs to Los Angeles: pristine ingredients. “I’m super excited to be working with California produce in general, so we’ll see where that takes us. I’m hoping to get a few spices and smoky elements in there for sure,” she said. Her menu will revolve mostly around grilled vegetables, game birds, and whole animals roasted on a spit, all seasoned with a strong base of Mediterranean flavors and cooked over the kitchen’s wood-fired hearth. “It’s food that is focused around wood and live-fire cooking, so I guess you could say that I’m pretty stoked about that. Pun intended!” she said. Unlike many bicoastal chefs, Bloomfield plans to move to Los Angeles full-time, at least for the foreseeable future: “I’m ready to spend time in L.A., and I’m ready to start a new chapter. I’ve been drawn to California for a while, hence opening Tosca Café in San Francisco.”
As Football ’17 Kicks Off In Metro NYC Chicken Wing Prices Soar Scoop notes that a Maryland meat wholesaler has put prices at $2.85 per pound this month, citing the massive popularity of specialized chicken joints as the cause. To cope, Buffalo Wild Wings plans to change its usual Tuesday special from wings to boneless wings, which are just pieces of fried breast meat. So is overpaying for fake “wings” the fate that awaits us here in New York? Accepting repackaged white meat instead of the juicy, dark meat goodness we’ve come to love? Not quite, but the sting is definitely being felt by local restaurants, too. Ken McCoy, owner of Farmhouse Hospitality, which manages The Flying Cock and The Horny Ram taverns, says his price for a pound of poultry is up by 30 percent since January. While that’s a huge increase, “Our chicken wing sales are less than 1 percent of overall sales, so we are not going to panic.” He does point out that something on the menu is always going up in price whether it’s tomatoes, avocado or orange juice. Responding with higher menu prices after every fluctuation isn’t feasible, so “for now, we will sit tight, but if prices stay where they are (or get higher), we will consider an adjustment in the fall, perhaps.” The sting is felt more keenly at places like Clinton Hall, the beer garden with locations in the Financial District and the Bronx, where chicken wings are a more natural pairing with craft beers. Chef Darryl Harmon estimates his costs have risen
about 20-25 percent within the last three months. “Wings have always been a popular dish, but this summer they’ve been even more than usual,” he says, with demand coming from the restaurant and their catering business. “We haven’t raised prices yet, but may have to soon if the demand continues and the food cost doesn’t go back down.” But when your sweet spot is sports and all the beer and wings that people demand to go with them, the situation becomes more serious.
Lisa Aliano Appointed Director, Foodservice Sales for iSi North America Scoop notes that iSi North America recently announced the appointment of Lisa Aliano to Director, Foodservice Sales, effective July, 2017. As Director of Foodservice Sales, Aliano will be responsible for all aspects of foodLisa Aliano, Director, Foodservice Sales, service distribution iSi North America and management of the field sales teams. Prior to joining iSi North America, Aliano was the VP of Sales for Casa Rovea, an Italian luxury linen company that sells to hotels and high-end restaurants. While at Casa Rovea, Aliano was responsible for distribution sales; many of those customers are currently doing business with iSi North America. Preceding her position at Casa Rovea, Aliano held sales and management positions with Waterford Wedgewood and Restoration Hardware hospitality division. Ms. Aliano will report directly to Jeanette Brick, President of iSi North America.“We are very excited to have Lisa join our foodservice team,” states Jeanette Brick, President of iSi North America. “Lisa’s strong background in foodservice distribution and sales with premium priced products will allow her to immediately make a positive impact on our business. I look forward to Lisa collaborating seamlessly with our national rep firm network as well as with our internal teams to not only enhance existing relationships, but to capitalize on future opportunities to grow our business.”
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SEDERHOLT ON RESTAURANT FINANCE
Sales Taxes – It’s NOT Your Money!
hen Strategic Funding was in its early days we began to look for bank lines of credit so that we could expand our financing of restaurants and small businesses. The banks liked the idea because working with an alternative lender gave them a way to finance these Mom and Pop businesses indirectly without having much risk. In this arrangement, Strategic became the borrower and took responsibility to pay back the banks not the individual small business. That was the first hurdle to access to working capital for these people who banks looked down upon for credit. It was still important for them to evaluate all those merchants that we had funded so they could determine credit quality and how we underwrote the applicants. The banks wanted to understand what our typical restaurant customer looked like and how sound their businesses were. In reviewing the portfolio, the bankers were shocked to see how many of our customers were operating well, yet had tax delinquencies, liens and judgments against them. This was unfathomable to a button down banker who was used to financing only top tier AAA customers. As a natural response, they tried to limit our ability to finance restaurant custom-
David Sederholt is the Chief Operating Officer of Strategic Funding, a leader in small business financing
All my credit card receipts were being processed and were going directly to pay the taxes... As a new restaurateur I was in trouble and realized this was a dumb move that I vowed would never happen again.” ers with tax issues, because they believed they were a bad risk. We had to convince them that we understood these customers well and could help many of them with tax issues through education and often an injection of our working capital. But the message was clear – far too many small businesses have poor cash management skills, particularly when it comes to taxes. When I owned my first restaurant a hundred years ago, I experienced the wrath of the taxing authorities when I missed successive tax payments as I was trying to survive my maiden voyage in this business. I was so busy managing, cooking, covering vendors, paying utilities and keeping the place clean and well staffed that I didn’t pay much attention to the mounting taxes. I like many other naïve newbies thought I
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could deal with it over time. Hell, I thought the state would offer me an easy and manageable payment plan and be happy to charge me fees and interest without getting too aggressive. That was just delusional on my part. One day just before Christmas, I got a call from my bank telling me that revenue officers had come to the bank and levied my accounts. They grabbed everything in them and everything I had just deposited from the previous business day – including that big fat holiday party I did. Holy crap!! I had never even heard the word “levy” until that day. I had no money for my vendors, liquor or payroll. I was dead in the water. All my credit card receipts were being processed and were going directly to pay the taxes. By this time the judgment amount had doubled
since 2006. Before this, David spent 30 years in the restaurant business and has owned and operated more than a dozen restaurants. As a direct lender, the company offers a variety of financing options and has provided over $1.25 Billion to approximately 20,000 businesses across the United States and Australia.
my balance because of the punitive fees and Louie the loan-shark interest rates that they hit you with. As a new restaurateur I was in trouble and realized this was a dumb move that I vowed would never happen again. Years passed and I opened up more and more restaurants. I was particularly successful with my casual theme concept named the Rattlesnake Southwestern Grills, which expanded through Connecticut, New York and New Jersey. Each state had its own taxing system to collect sales tax and of course you always had the Feds to deal with on payroll taxes. Regardless of the state or the payment schedules, I put procedures to prevent this costly error from ever happening again. I tell restaurant owners every time I run into one that has danced the tax
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EXCLUSIVE FOODSERVICE INTERVIEW
Michael Lastoria CEO, President, and Co-Founder, &pizza
ichael Lastoria and &pizza’s concept arrived in New York City this summer. After much success in Washington, DC, Lastoria has opened his first Manhattan location in NoMad, and has plans to open a second NYC shop at Astor Place this fall. Founded in 2012, the company has 22 locations across the country, including in D.C., Maryland, Virginia, Philadelphia and New York. For Lastoria, &pizza’s launch in New York represents a return to the city where he concepted the business. In the tradition of many of the industry’s legendary operators he brings a very unique perspective and management style to the NYC restaurant scene. Total Food Service had the opportunity to have Lastoria take us inside his thoughts on the “Tribe” that drives success. &pizza is an “anti-establishment” establishment that supports a “living wage” and focuses on offering its employees —the “Tribe”—full-time work opportunities whenever possible, and at least $2 above the minimum wage. “I’m not driven to ‘succeed,’ in the traditional, societally accepted sense,” Lastoria told TFS. “I’m driven to see things through that I’m passionate about. I’m willing to do the work and take the risks necessary to make that happen, and if success follows, that’s wonderful, but ‘success’ is not the ultimate goal for me. It’s actualizing my vision.” That vision has created a culture that includes free tattoos for employees and customers, and its “Little Giants” program where &pizza partners
with like-minded local brands doing big things in their communities. It also lets customers choose their own toppings, or choose from eight signature pizzas like the “American Honey,” which features NYC-based Little Giant, Mike’s Hot Honey. So where did the idea come from for a very unique brand of pizza? For me it was really this idea of creating a cultural movement around something that people loved, which just so happened to be pizza, and I wanted to take all the work that I had done on other companies’ brands and apply that to creating a consumer brand based on life experiences and values. And I thought, pizza was an area where I hadn’t seen a lot of innovation outside of technology in terms of design and brand. After living in New York for 8 years, I started shipping in various pieces of equipment and creating what we felt was going to be the pizza shop of the 21st century. But you had no experience. Well, we call that the inexperience advantage. There was no set precedent or way that we would go about doing things. It was definitely a labor of love, just kind of figuring out every aspect of the business, from the labor model to the design of the equipment to the pizza, the shape of the packaging. We built our own version of what a pizza brand could be. One of the things that I’ve learned early on in branding is that you reMichael Lastoria, CEO, President, and Co-Founder, &pizza, walking in Manhattan. (Photo by Matthew Gleukart)
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Q&A Michael Lastoria, from page 30
A variety of &pizza’s signature pizzas, also known as “The Hits”. (Photo by Scott Suchman)
ally want the brand to be an evolution. And I didn’t want to necessarily come out of the gate with words on a wall or a purpose outside of bringing a culture of something that would excite people. It was through a lot of trial and error, through pain and exorbitantly low rents, through opening up a pizza shop in a neighborhood, certainly not Downtown D.C. but in the northeast part of D.C. that gave us a lot of flexibility to make the right decisions based on our people and taking care of them and our guests. How did you decide on where the second location was going to be? Walking the streets in the city and learning where you think might be a good place. It’s very tough because there’s no real formula, not what drives larger companies’ decisions in terms of the data and the metrics. It’s basically a good algorithm. And we didn’t have an algorithm. It’s wildly guts and intuition and spending time doing the heavy lifting and hard work to get a sense of traffic patterns and foot traffic and understanding what’s working in your current business that you can replicate and what’s not working in your current business that you don’t want to run with. So, as you looked at unit number two, what were you looking for? Was it the marketplace? Tell me a little bit about how you landed at your second spot.
Well, we looked at what worked in Washington. What did you take from that unit as you planned your future growth? It wasn’t really sequential, open one restaurant, then another. We learned to do different things. We call our customers our “guests”. From their behavior we learn what’s working and what’s not. This is a labor of love every single day. You get into it a little bit deeper, you learn a little bit more and you have more data to help support your gut. And you just hope that you make more right decisions than wrong and you don’t screw this up, to a point where data can help you drive a number of the decisions you’re making.
Tell me about the pillars of your business strategy. There are four pillars of our brand statement. The first pillar is called Tribe-First, a group of people who are connected to each other, a leader and, ultimately, to a purpose. The idea of the tribe mentality is putting your people ahead of your guests and treating your people as your guests and those that you serve. We treat our employees the same way we treat our guests. Customers are not always right. Having been a customer all my life I can tell you the issues I’ve had with businesses. You look people in the face and tell them that they need to treat people who are
&pizza’s Dupont Circle location in DC features artwork by Matt Corrado (Photo by Spencer Joynt)
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wrong like they’re right. I think that sets a bad precedent. It’s more about listening. I’d rather empower you and educate you on the business and allow you to make the right decisions based on being there and watching it firsthand and using your intuition and the knowledge base that you’ve acquired to make those decisions. And that’s really focusing more on developing our tribe members to understand all facets of the business, teaching them that we believe wholeheartedly in their oneness and their personality and their ability to figure these things out on their own. We just provide them with the sort of company guardrails so you don’t go too far off to the left or too far off to the right. I don’t want mainstream, I want you to be uniquely individual, but I also just want to give you the frame of mind to make really good decisions. We also believe as fair a wage as possible. What’s the second pillar? It’s called Little Giants, which is the idea of supporting small, like-minded brands that are doing big things in their community. We feature what we call our Little Giants, our partners, on our menu, whether it be a dessert partnership, an ingredient partnership or just showcasing someone in our shop who we can help use our platform now to help spread their word. This also applies to our charity
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Q&A Michael Lastoria, from page 32 concept, &CHARITY. We’ve supported over a thousand local causes. We want to make sure we put our weight behind small businesses when we’re excited about what they’re doing, so we support those that do share the same philosophy on business, and we want to do our part to spread their word as far and as wide as we can. What’s the third piece? The third is called Clean Eats. Our pizza is capable and customizable, and doesn’t compromise on flavor, and our ingredients tend to be healthier. We have a more responsible supply chain that’s GMO-free and S-G free. We make all of our own soda, which we call &SODA, and it’s caffeine-free, and has all-natural flavors. We’re really thinking through the responsibility of putting the right stuff in people’s bodies. That’s not necessarily commonplace in the pizza industry. We know we can create a delicious pizza with better stuff for you. We don’t overtly promote ourselves as “the healthy pizza.” Because you’ve chosen the pizza, not a salad! But we want to make sure that our customers know that we’re very thoughtful and mindful, and that we’re constantly elevating the expectation of the types of ingredients that people consume on pizza, that they can be delicious and they also don’t
have to be bad for you. And what’s the fourth? It’s cultivating creativity. It’s kind of a running joke internally that we use pizza as an excuse to make art. You look at our product packaging and it’s very different. When everyone goes left, we go right. Not for the sake of going against the grain but we truly have a point of view as creatives. We like to put things out in the marketplace that people have never tasted or seen be-
The Chinatown location in DC features a mural by Cita Sadeli “Che Love” (Photo by Kate Warren)
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fore. Our packaging and the pie itself is shaped differently than any other on the market. The way our pizza is packaged looks like nothing I’ve ever seen before. That sets us apart. It’s trying to come up with something that symbolizes the quality of what is inside. So what do you think it is that’s resonated with people here? The fact that it’s different and I think New Yorkers like things that have a strong point of view and that feel dif-
ferent and unique. It’s more of a statement like the clothing people wear, or the music they listen to and it gives people a chance to show their own personal expression. Customization and personalization is critical. That’s becoming more and more of a trend. You can always customize and personalize pizza but you can’t really do that by the slice. A lot of pizzas aren’t necessarily cooked to order. So there’s
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Q&A Michael Lastoria, from page 34 a freshness, which adds another layer of uniqueness to our pies. The customization allows for self-expression, like the brand itself. When you walk in on Thursday and Friday nights, the music is now right there and it feels like you’re walking into a party. From the design to the pizza to the packaging to music, everything is different and I think people get a kick out of that. What went into the choice of the right oven? It was always about finding an oven that was convenient and flexible. We knew that from the start, many of our stores would be in non-traditional real estate locations. So that meant we needed a high quality ventless oven solution. We found it with Turbo Chef. The convection conveyor hybrid solution from Turbo Chef has been incredibly consistent for us with a minimal amount of service. Our
strategy has been that if you start with quality ingredients and the right oven that you’re going to get a quality pie. What’s coming up? We’re going to open our second New York shop in the fall at 740 Broadway near Astor Place. We’re continuing to be cautiously optimistic about what we can do here in NYC, but we also want to make sure that we take care of our home turf. I think that when you focus on your growth, you can sometimes lose sight of the pillars that you’ve built our business on. It’s always about being the best version of ourselves. We don’t really care about what the next pizza shop is doing. We certainly pay attention, but we are our own brand, we’re our own company and we’re very proud of what we’ve built. We also know we have a really long way to go and we’re looking forward to fighting for every inch. Being a great employer, being
a great neighbor, continuing to be creatively led all while still marching to the beat of our own drum. That’s where we’re going. How do you go to bid? Do you build loyalty with the vendor, etc., in terms of toppings and food distribution? We think loyalty is about how well our partners grow alongside us. My preference is always to have fewer partners longer. That being said, you know our business model is not built around a vendor first. We put our vendors ahead of our shareholders. It’s important that our vendors are able to provide us with the quality of the ingredients, with the quality assurance and quality control to provide our tribe members and our operators with the type of delivery and the type of service that allows them to do their job better than the next. And so we certainly hold our vendors to a high standard.
What about marketing and promotion and advertising? Is it a social media-driven strategy, especially with your advertising background? There’s of course nothing more important than having a buttonedup shop experience. We strive to win over the people who walk through the door and allow them to spread the gospel. That’s probably our number one marketing tactic. That being said, our marketing thesis is primarily community relations and digital community relations. Having boots on the ground, being a good neighbor and charity partner, which has heavily influenced our brand partnerships. And you offer your tribes a tattoo. When I was working the first pizza shop, a gentleman approached me and asked me if he could get the am-
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Q&A Michael Lastoria, from page 36 persand from the &pizza logo tattooed on him, and I asked him why. It really came back to one of our four core values. He told me that this was the first company where he felt like he could be himself and the company really encourages that behavior. And that really moved me because that was kind of one of the bases around starting this company in the first place, and I offered to pay for him to get that tattoo. Then that just started the whole thing! If you work for us and you want to get the ampersand tattooed, the company will foot the bill. It’s become sort of a larger-than-life thing internally, one of those things that happened organically. Our ampersands stand for diversity, unity and connectedness. It’s a powerful symbol that exists and is relevant outside of our business. If someone were ever to get the tattoo and no longer work here, that’s still a memory that can mean all the right
things, regardless of the connection to this brand. So what does the future look like? We’re still so young that it’s really hard to answer that question. But profit was never the fundamental motivator. I know that sounds a little cliché, but I have the luxury of having exited a business in my 20s, understanding the pros and cons of liquidity and building a company for profit. I really wanted to make sure this company was built with a focus on the day in and day out. I want everyone’s head hitting the pillow feeling like we did a better job today than we did yesterday. And this company is in better shape as a result of that. It’s really enjoying the experience and keeping our head down. Having the best damn business on the planet Earth. When you chase liquidity or an exit or an opportunity, that’s where the dilution of what makes a great business start to happen.
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Garcia Brings Clear Vision To NYC’s Sanitation Initiative With Inaugural Conference
anaging the waste and recycling needs of the largest city in the U.S. is no easy feat according to the City of New York Department of Sanitation (DSNY). In 2014, Commissioner Kathryn Garcia accepted the challenge and has since helped develop and implement a wide range of initiatives that have had a positive impact on the City’s restaurant and foodservice industries. Last month, under her tutelage many of City’s key operators including restaurant and hotels and the vendor community that serves them came together in Brooklyn for a first ever conference. The New York City Department of Sanitation’s (DSNY’s) Foundation for New York’s Strongest hosted the NYC Food Waste Fair, a resource-fair-
FYI Network’s Chef/TV Personality Joel Gamoran served up ideas to utilize food waste into new menu strategies.
If we access the available technology, we are able to see trends, implement education and achieve our goal of zero waste.” meets-trade-show held at the Brooklyn Expo Center. New York City food industry organizations send more than 650,000 tons of usable food to landfills each year. Instead, that food could be used to feed people and animals, nourish soil, grow healthy food or create energy. The NYC Food Waste Fair’s goal was to provide businesses with the knowledge; tools and connections to build a waste prevention plan from scratch or expand existing programs. “So much of what New Yorkers throw away is organic waste. Where
some people see a problem, we see opportunity,” says Garcia. “With innovations like the NYC Food Waste Fair and the largest organics curbside collection service in the United States, recycling food is becoming as easy as recycling paper. Additionally, the Food Waste Fair fits into the city’s goal of sending zero waste to landfills by 2030, which is part of Mayor Bill de Blasio’s OneNYC plan.” By pairing an expo-style event with workshops, panel discussions and live demonstrations, the NYC Food Waste Fair was created to bring together
The Rockefeller Foundation’s Peter Madonia, NYC Sanitation Commissioner Kathryn Garcia with New York Times reporter Emily Rueb, ReFED’s Chris Cochran, and City Harvest’s COO Jen McLean shared their strategies for addressing food waste in NYC.
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experts and provide food waste solutions for local businesses. The fair welcomed restaurant and fast food operators, grocery store owners, street vendors, manufacturers, wholesalers and building and custodial management. Before joining DSNY, Garcia earned her bachelor’s degree in economics from the University of WisconsinMadison and gained experience in the environmental world by working at the New York City Department of Environmental Protection (DEP) for about seven years. Garcia points to the use of new technology as a key to her goal of creating a cleaner and safer system of trash collection. “We see an opportunity to synchronize the trucks that we use for collection with the waste stream,” Garcia noted. “If we access the available
Chef/Restaurateur Jehangir Mehta of Graffiti Food & Wine Bar demonstrated to attendees how reducing waste can save money while keeping your customers happy.
technology, we are able to see trends, implement education and achieve our goal of zero waste.” “It’s also really important that our department and community understand that there’s been a change in lifestyle. We don’t have five daily newspapers anymore and people ordering on-line has led to tremendous increase in the amount of corrugated cardboard that we are dealing with. The next step with that comes a look at the relationship between the foodservice operator and the food distributor marketplace. “We want to promote making a good decision upfront regarding the way fruits and vegetable and beef and seafood are packaged,” Garcia continued. “We are constantly looking for ways that plastic film and Styrofoam can be eliminated. “Bottom line is we want folks to be thinking about the impact on the waste stream and minimizing the footprint.”
On the vendor side of commissioner and the the event, was the backsecond woman to hold drop of the controversy the post. Emily Lloyd, surrounding Garcia’s hired by David Dinkins implementation of the in 1992, was the first. commercial franchise Garcia has been vocal zoning system in New in her support of a pair York. In that scenario, of controversial Bloomtheoretically a restauberg-era programs: a rant would be limited in waste-transfer station terms of who they could set to be built on East contract to deal with 91st Street in ManhatThe NYC Food Waste Fair offered a “soup to nuts” approach to food their waste. tan, and a plan to force waste prevention, recovery and recycling for foodservice operators. “Currently, there are New Yorkers to sepaa lot of inefficiencies in rate food scraps from how collection happens and we want to make sure that their household trash for in NYC and having multiple trucks waste is getting removed in the most composting. pick up materials on the same block effective and efficient way possible.” Garcia and The NYC Food Waste at different times during the day is reGarcia, a mother of two who lives Fair was a first step in teaching New ally putting a lot of pressure on NYC’s in Park Slope, Brooklyn, was the forYorkers better habits and inspiring street infrastructure,” says Garcia. mer chief operating officer of the the industry to take a hard look at “With this plan, we want to move city’s Department of Environmental everything from garlic skins to peach very slow and steady to get the ball Protection, where she oversaw water pits and think about how they could rolling because this system would supply, sewer operations and wastebe used instead of trashed. affect a large number of businesses, water. She is the city’s 43rd sanitation
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REAL ESTATE SOLUTIONS
Commercial Lease Renewal Do’s & Don’ts For Restaurant Tenants
pproximately two million commercial lease renewal transactions take place every year in North America. Whether you’re leasing commercial space in a strip mall, shopping mall, or elsewhere for your restaurant, you eventually will have to face a lease renewal negotiation with your landlord. Starting with the end goal in mind and
planning far enough in advance will make this process much easier. Most landlords push for a rent increase on a tenant’s lease renewal. This is normal and something you should anticipate. Much can transpire in a 5- or 10-year lease term between when you moved in and when you need to negotiate your lease renewal. Negotiating a lease renewal is not an overnight process
Restaurant Tenants: Don’t sign a new lease or renewal on your own ... read this book first. Email JeffGrandfield@TheLeaseCoach.com for a complimentary autographed book & consult (promo code Total Food Magazine 2017)
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… this can take some time and involves a number of steps on your part. We have detailed these in our book, Negotiating Commercial Leases & Renewals FOR DUMMIES, and have summarized these steps below: Create competition for your tenancy. Negotiate on multiple locations simultaneously – especially with lease renewals, even if you don’t want to move. Create options and play one landlord against another. Share with each landlord that you are receiving other proposals. The Lease Coach makes the landlord earn your tenancy or re-earn your renewal. Start the planning and site selection process well in-advance. For existing restaurants and lease renewals, begin 12 – 15 months inadvance. This allows for ample time for negotiating, completing paperwork, searching for alternate sites (if necessary) and accounting for Murphy’s Law. Keep your success quiet. Landlords often try to raise the rent due to a restaurateur’s success. If doing well in a particular location, you likely will not want to move even if you can afford the rental increase. Some agents and landlords may try to take advantage of restaurant owners knowing how expensive it can be to move and set up a new dining establishment. Talk to other tenants. For lease
Dale Willerton and Jeff Grandfield - The Lease Coach are Commercial Lease Consultants who work exclusively for tenants. Dale and Jeff are professional speakers and co-authors of Negotiating Commercial Leases & Renewals FOR DUMMIES. Got a leasing question? Need help with your new lease or renewal? Call 1-800738-9202, e-mail DaleWillerton@ TheLeaseCoach.com or visit www. TheLeaseCoach.com. For a copy of our free CD, Leasing Dos & Don’ts for Restaurant Tenants, please e-mail your request to JeffGrandfield@TheLeaseCoach.com.
renewals, talk with other tenants in the building who have recently renewed leases. Ask how these renegotiations went and what the landlord was willing to agree to in terms of rental rates and further tenant incentives. Negotiate for lease renewal incentives. For some reason, restaurant tenants neglect, or are simply fearful of negotiating for lease renewal incentives. If your lease is expiring, ask yourself what inducements (eg: free rent/tenant allowances) would the landlord give to a new tenant just coming into the property. Don’t have false optimism. When restaurant owners tell us their res-
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Lease Coach, from page 44 taurant isn’t doing well, but they want to renew their lease anyway, this is false optimism. Unless you change location or something else about the way you do business, you should not realistically expect your next five years to be better than your first five years. Moving can be difficult, frightening, time-intensive and expensive; however, sometimes, this is absolutely necessary. Don’t accept an inappropriate lease length. For new restaurants, an initial lease term of five, seven or even 10 years is typical. However, when renewing, do not automatically sign for that same or similar time frame without considering your own future. Will you sell your restaurant or retire? Don’t get locked into a long-term lease renewal unnecessarily. Don’t settle for your same rental payment. Achieving a rent reduc-
tion on your lease renewal is a very real possibility. If your landlord is leasing space to new tenants at less than what you are currently paying, a rent reduction for you should be achievable. If your current rental rate is artificially high because of your last tenant allowance, a rent reduction on your renewal term could also be in order. Again, talk with other tenants who have recently renewed or moved in to see how much they are paying. Don’t allow the landlord to retain your deposit. If you have paid the landlord a deposit, ask for this back upon your lease renewal date. You have proven yourself as a responsible tenant over your initial term. Why should your landlord keep this money? The Lease Coach frequently gets the restaurant tenant’s deposit back as part of the renewal negotiations.
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Brokers … Friend or Foe? Real estate agents and brokers typically work for the landlord who is paying their commission. It is not normally the agent`s role to get the tenant the best deal – it is their job to get the landlord the highest rent, the biggest deposit, etc. The higher the rent you pay, the more commission the agent earns. If you are researching multiple properties, try to deal directly with the listing agent for each property, rather than letting one agent show you around or show you another agent`s listing. Your tenancy is more desirable to the listing agent if he can avoid commissionsplitting with other agents. Don’t disregard your Operating Costs. Having your lease and/or operating costs analyzed are effective ways to keep your landlord and property manager accountable. Frequently, restaurant tenants pay in-
flated Common Area Maintenance (CAM) because of padded or miscalculated operating costs. Often, it can be advantageous for groups of tenants sharing the same property to unify for an operating cost analysis. Don’t exercise options. Even though you have a renewal option, you may not want to exercise it – especially if the renewal term’s rental rate automatically increases or can’t decrease. If you are certain that your landlord wants you to stay and market rates (the “going rate” in your neighbourhood) have softened, you may want to negotiate the renewal from scratch. For a copy of our free CD, Leasing Do’s & Don’ts for Commercial Tenants, please e-mail your request to JeffGrandfield@TheLeaseCoach. com.
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LITTLE M. TUCKER
WITH MORGAN TUCKER
hat began as a term to express how the natural environment around wine imparts certain flavor characteristics has recently expanded its gastronomic definition. Culinary talent now use this word to communicate the senses of their cuisine. The specifics of time and place expressed through food when executed well is transformative. If dinnerware, flatware, and glassware are accurately curated for said terroir, genuine cuisine is elevated even further. I’ve spent more than half my life in the Catskill Mountains, but was truly introduced to the terroir of upstate New York for the first time last month. Just over 100 miles northwest of New York City is the town of Livingston Manor, where The DeBruce recently opened its doors. Foraged and locally sourced ingredients were presented on a combination of natural elements and stark white Front of the House porcelain surfaces. The iconic Juilliard flatware pattern from Oneida (recognized by its understated trefoil detail at the tip end) ties a rooted history to a developing, sustainable future. Weightless, crisply rimmed stemware, Climats from Hospitality Glass Brands, fits this pure setting. Each tabletop selection is carefully designed to fade away or appear as if it has existed in this setting for centuries while a suspended glass walled dining room overlooks a captivating terroir of mountains
and valley. I have the privilege of working alongside partners that cherish our planet. Just like Foster Supply Hospitality Group, proprietors of The DeBruce and other upstate New York gems, the team behind Eataly is committed to highlighting the natural environment into all aspects of their operation. Earlier this year, Eataly hosted a vendor reception to offer appreciation toward its partners, announce major expansion plans and re-introduce The Eataly Manifesto. This document, which can be found publically on Eataly.com, presents this company’s values. As their partner, we strive to work in these parameters, which include a focus on modern yet traditional methods, quality, and a respect for Mother Earth. Sambonet flatware
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Morgan Tucker is Director of Business Development at M. Tucker, a division of Singer Equipment Company. Ms. Tucker works with a wide diversity of acclaimed restaurateurs, celebrated chefs, and industry leaders across the U.S. Her website littlemtucker.com is an exceptional resource for equipment and supplies solutions. Morgan
and Bormioli Rocco glassware honor Italian heritage. Steelite branded dinnerware pioneered the lifetime warranty for quality assurance. Disposable packaging is always selected with beauty and sustainability in mind. Upon departing the brilliant event, each purveyor was presented with a copy of Carlos Petrini’s Loving the Earth. In this book, Petrini interviews extraordinary humans who are integral in building a better world through food. I was most deeply moved by Michel Bras’ interview, a multi-Michelinstarred chef, known for the rebirth of his area of origin, Laguiole, through a revival of productive traditions and biodiversity conservation work. He states, “A proficient cook reifies his landscapes, his whole universe, in his dishes.” A Google search of Bras’ work will yield a natural, simple tablescape that supports a perched, expansive view of Southern France. Timeless designs mimic the dining room’s shadows, all curated to draw attention to their inimitable terroir. At Little M Tucker, we’re trending back to white dinnerware with each of these deliberate concepts in mind.
is based in NYC and can be reached at email@example.com.
Our sponsorship of Roots Innovate 2017 at The Chef’s Garden this month will feature our partnership with master designer Martin Kastner. Our latest stocking collections feature clean, subtle designs inspired by the formations and forces of nature from his Crucial Detail portfolio. Consider stepping away from the notion that farm to table dinnerware needs to look rustic, eclectic and vintage. Beauty and unexpected simplicity transformed these featured destinations, allowing each to express terroir naturally. To hear more on this topic, follow @littlemtucker on Instagram or littlemtuckernyc on Facebook for a live feed from #RootsInnovate2017 on Ingenious New Plating Ideas at approximately 2:50pm on Monday, September 25th featuring Martin Kastner. Should you prefer to join us in person, we’re giving away a free ticket! Visit our website littlemtucker.com or email us at littlemtucker@mtucker. com for more info.
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FIORITO ON INSURANCE Are You Fully Protected? Know Your Insurance Lingo When Submitting a Claim
n insurance policy is one of those things you know you must have for your restaurants and/or foodservice operations. But, when it comes to losses following a severe storm, hurricane, or other natural disasters; policyholders commonly ask “what’s covered and what isn’t?” Business insurance policies will usually specify that they cover “direct” and “physical” losses in the case of damage caused by a storm or hurricane, but not necessarily “indirect” losses. It’s very important to be aware of what these terms mean and what their policies actually cover. Here’s a list of definitions to get you started: Direct Losses: “Direct” loss, often referred to in insurance language as “perils,” refers to damage immediately inflicted by the disaster. If a hurricane strikes and takes the roof off your building, your direct loss would include damage to the structure itself, as well as to equipment, furniture, inventory or other items that were damaged as a result. However, be aware that some direct causes of loss are often excluded from a standard property policy, namely flood coverage. Most flood insurance is purchased as a separate policy, through the National Flood Insurance Program (NFIP), and/or private insurers. To further complicate matters, flood deductibles are often
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, Bob has worked
When it comes to losses following a severe storm, hurricane, or other natural disasters; policyholders commonly ask “what’s covered and what isn’t?” higher than the standard property deductible. Questions may also arise following a hurricane damage loss, as to what damage was caused by flooding or storm surge, and what was caused by wind. Physical Losses: Insurance policies commonly require a loss to be “physical” to be covered as a direct loss, but don’t define the word “physical.” Building damage, for example, is a pretty cut-and-dry physical loss, but grey areas are everywhere. Consider the following: A hurricane knocks out power to a restaurant and all the food in the coolers goes bad. Not only is it unclear whether the spoilage is a direct loss, it’s also debatable whether the power outage loss is “physical” because the building itself did not sustain any damage from the hurricane. Because policies don’t define the word “physical,” it’s been left to the courts to sort out what does and doesn’t qualify as a direct “physical” loss and surprisingly there’s little consensus on the issue.
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Indirect Losses: “Indirect” losses, often referred to in business insurance policies as “consequential” losses, are not inflicted by the storm itself, but are losses you suffer as a result or consequence of the direct loss. Business interruption is the most obvious example. If a hurricane blows the roof off your property, not only do you face the cost of rebuilding, but your business can’t operate until the damage is fixed. The income you lose during the rebuilding and after, if customers remain with the alternative they found while you were rebuilding, represents an indirect loss. So, What’s Covered? Business insurance policies almost always cover “direct” losses, but the truth is that the “indirect” losses can often be more damaging to your company. While you might be able to recover from the loss of a roof, losing several months’ worth of income as a result could put you out of business totally. Review your policy with your insurance broker and find out if you have
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 212-338-2324 or by email at firstname.lastname@example.org.
business interruption coverage as part of your policy that will cover potential indirect losses. If you do, which you certainly should; make sure that it is enough. Your business interruption value is calculated using revenue from the most recently completed 12-month financial period. Most value worksheets use a deductive approach, taking annual net sales plus other earnings from business operations minus certain non-continuing expenses. If your company is in a period of rapid change, you should update your business interruption values more than once per year. Other important time element coverages for indirect losses that restaurant owners should strongly consider purchasing include civil authority, dependent properties and off-premise service interruption. A comprehensive review with your broker will determine what constitutes a “physical loss” according to your policy and which additional coverages, or policy limits, you need to adequately protect your operations.
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METRO NEW YORK’S FOODSERVICE EVENT COVERAGE
Chefs & Champagne 2017
Honoree Marcus Samuelsson celebrates with the participating chefs during the 2017 JBF Chefs and Champagne at Wolffer estate in Sagaponack, N.Y. (Photo by Mark Von Holden/Invision)
he phenomenal James Beard Foundation hosted an incredible soiree and honored multiple James Beard Foundation Award–winning chef, author and restaurateur Marcus Samuelsson at its 27th annual Chefs & Champagne summer fundraiser. More than 1,000 guests attended the grand benefit at the Wölffer Estate where 35 chefs presented their artwork. The Foundation’s tasting party featured flowing Champagne Barons de Rothschild, wines and ciders from Wölffer Estate Vineyard. The summertime event is always one of the most popular Saturday nights out east, and it is all for an amazing cause. Food tastings experienced were delightful; and at the same time a silent auction consisting of one-ofa-kind dining experiences, wines and spirits, cookware, and culinary travel packages raised over $100,000 to support the JBF’s mission, scholarship, education and JBF Impact Programs, which include the annual Food Summit and Leadership Awards that help
promote a better food system. The foundation also announced Jordan Werner as the recipient of the 2017 Christian Wölffer Scholarship and the ICC Intensive Sommelier Course tuition waiver. Established in 2006, the Christian Wölffer Scholarship assists students in their study of food and wine. Also in attendance was multiple Christian Wölffer Scholarship recipient Christina Cassel and JBF National Scholars recipient Earlene Cruz. This year’s summer fundraiser honoring Marcus Samuelsson was one of our most successful ever,” said Susan Ungaro, president of the James Beard Foundation. “Marcus is a role model for chefs, restaurateurs and culinary entrepreneurs worldwide. His extraordinary talent, philanthropic endeavors, and boundless energy to help others complements our mission to celebrate, nurture, and honor chefs and other leaders making America’s food culture, more delicious, diverse, and sustainable for everyone.” Chefs & Champagne’s guest of honor, Marcus Samuelsson, joined
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the ranks of gastronomic giants such as Bobby Flay, Thomas Keller, Emeril Lagasse, Wolfgang Puck, and Martha Stewart, who have all been fêted at prior events. Samuelsson is the acclaimed chef behind Red Rooster Harlem, Ginny’s Supper Club, and Streetbird Rotisserie. A committed philanthropist and the youngest person to ever receive a three-star review from The New York Times, he has won multiple James Beard Foundation Awards including Best Chef: New York City, and was tasked with planning and executing the Obama Administration’s first State dinner. Sponsors for the James Beard Foundation’s Chefs & Champagne include Wölffer Estate Vineyard (host venue); Champagne Barons de Rothschild (exclusive champagne); Neuman’s Kitchen, Events & Catering (VIP after-party); Alfredo Prodotti, Audi, Big Green Egg, Brewery Ommegang, FreshDirect + FoodKick, Gokokuya, Hamptons. com, Hamptons Magazine, KAMUT®, Melissa’s® Produce, The Ritz-Carlton
Wolffer Estate Sparkling Rose at the James Beard Foundation’s Chefs & Champagne® annual summer fundraiser at Wölffer Estate Vineyard in the Hamptons. (Photo by David Chow)
James Beard Foundation President Susan Ungaro and Honoree Marcus Samuelsson seen at the 2017 JBF Chefs and Champagne at Wolffer estate in Sagaponack, N.Y. (Photo by Mark Von Holden/Invision)
Residences, Miami Beach, Royal Cup Coffee and Tea, Saratoga Spring Water, Tito’s Handmade Vodka, VerTerra Dinnerware, Windstar Cruises, and WVVH. All photos courtesy of the James Beard Foundation.
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Jersey Led Father/Son Progressive Payment Solutions Offer Industry’s Most Innovative POS Solutions
t’s actually funny,” Jonathan Kramer recalled. “A friend suggested I look into this industry,” added the owner of Progressive Pay Solutions, a merchant services company that offers a free POS placement program and credit card processing to restaurants. “He said it might be a good fit so I decided to look into it. I flew around the country to speak with a couple of credit card processors to see if the industry was for me. When I got home, I said to my wife, “Honey, I don’t think this business is for me, it’s sort of a dirty used car salesman kind of business.” And she replied, “You’re the complete opposite and that’s why it’s going to work.” And prophetic she was, because 15 years later Progressive Payment Solutions provides a full range of electronic payment products and services that help its clients run their businesses more efficiently and cut costs. In his search for the right credit card processing partner, Kramer made one more stop at United Bankcard. “They walked me into the conference room and I sat down waiting for the owner of the company to come in and in walks this kid, ripped jeans, T-shirt, probably 16 or 17 years old at the time. And I said, I’m waiting for Mr. Isaacman and he said, I’m Jared Isaacman! It was the
beginning of a long and mutually beneficial relationship. The union turned out to be very rewarding. Young Jared Isaacman was one of the first to develop a free equipment program in the credit processing industry and went on to create the first free placement program of POS systems, Kramer explained, which is where his company comes in as a direct distributor of the Harbortouch POS system. United Bankcard eventually became Harbortouch and turned its primary focus onto Point of Sales systems. “Not so much a credit card processing company however both
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go hand in hand.” Kramer, along with his son Zach, are focusing on the restaurant industry with their POS business and it hasn’t hurt that Harbortouch has formed a partnership with veteran bar and restaurant expert John Taffer who hosts Bar Rescue, a docu-reality series that portrays ways to revamp and rescue bars on the brink. Harbortouch POS can now be seen on all new episodes of “Bar Rescue”. What that has to do with Progressive Payment Solutions is that the company is now heavily leveraging its relationship with Harbortouch for marketing and sales purposes of
the Harbortouch POS system. “What really got us into the POS business,” Kramer noted. “We’re not selling the POS system per say but a free placement program. It doesn’t matter how many systems a restaurant may need, there are no upfront costs. The system is placed into the restaurant for free, programmed and set up for free, and the restaurant pays a monthly fee per unit for 36 months. It really gives restaurants the opportunity to get into a POS system and manage their business more efficiently and profitably like some of the larger operations. It is a very compelling opportunity.” “Restaurants are so busy all the time and credit card transactions are their life, but many feel, if it ain’t broke, don’t fix it,” Kramer declaimed. “What we like to tell a restaurant that does not have a POS system in place is a POS system helps you manage your business. It’s not just a credit card processing machine. This POS system helps you manage everything such as reservations, customer loyalty, employees, inventory, menus, seating, ordering and much, much more. It’s about maximizing your profitability and managing your business in a more effective manner,” he stated. That’s only one reason to use
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Register NOW for only $ 5 ($ 35 OFF)! at www.PizzaAndPastaExpo.com — use code TFS1 Compliments of Total Food Service
OCTOBER 17-18, 2017 The region’s first Italian restaurant and pizzeria show in more than 10 years! Two days. Experience 150-plus exhibitors, morning keynote addresses, seminars, pizza and pasta demonstrations, workshops, networking events and more. Discover endless possibilities to take your operation to the next level!
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NORTHEAST PASTA SHOWDOWN SPONSORED BY
ATLANTIC CITY, NJ / ATLANTIC CITY CONVENTION CENTER / www.PizzaAndPastaExpo.com Pizza&PastaNortheast_FP1.indd 1
September 2017 • Total Food Service • www.totalfood.com • PM 57 8/24/17 2:44
New Pizza And Pasta Show Set To Debut In Atlantic City Next Month
he pizza industty in the Northeast is booming. Regional chains including &pizza are expanding their footprint from the nation’s captial into New York and Shake Shack’s Danny Meyer has launched what many feel could be the next multi-unit concept: Pizzeria Martina. With that growth in mind, International Pizza Expo®, the largest pizzeria business-to-business trade
show in the world, is launching a new two-day trade show that focuses on pizzerias and Italian restaurants. The 2017 Pizza & Pasta Northeast® show will incorporate a blend of food demonstrations, contests and educational sessions to augment an exhibit hall showcasing top suppliers for both of these strong foodservice segments. Under the guidance of seasoned show manager Bill Oakley, the event brings a long and distinguished
track record of success from its Las Vegas roots. Now in its 34th Year of serving Independent and Chain Pizzerias, attendees at the ‘Vegas event include pizzeria or pizza-concept restaurant owners, operators and managers, as well as distributors and food brokers. Exhibitors in New Jersey will include suppliers of pizza ingredients and pizza flour, point-of-sales systems, ovens, kitchen equipment, marketing and promotional ma-
Pizza & Pasta Northeast gives attendees everything needed to improve profitability in today’s hotly competitive dining out market— all in two days.
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terials and many other companies providing goods and services to the pizza restaurant industry. The show will be held October 1718, 2017, at the Atlantic City Convention Center, Atlantic City, NJ, just 10 minutes from Atlantic City International Airport in Egg Harbor Township, NJ, and just an hour drive from the Philadelphia International
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Pizza & Pasta Northeast, from page 58 Airport. Atlantic City was chosen for several reasons, including its central location on the East Coast, access to the largest concentration of pizzerias and Italian restaurants in the U.S., a top-notch convention center and affordable first-class hotel and dining options. The 2017 Pizza & Pasta Northeast show will deliver a one-stop shop exhibit hall where Italian and pizza-concept restaurant owners can meet face-to-face with leading national and regional industry suppliers. Attendees will also have access to food demonstrations that will focus on new and traditional, Italian ingredients, flavors and products — allowing attendees to stay on top of consumers’ growing desire for pizza and pasta menu items. The education program will spotlight current menu trends, as well as top-level business and marketing education
sessions. Show organizers are looking to integrate a strong pasta component as part of the experience for both Italian restaurateurs and pizzeria owners and operators. “No tradeshow would be the same without a few top-notch, worldclass competitions,” said Pete Lachapelle, Vice President and Publisher of Pizza Expo and Pizza Today magazine. “We’ll be on a quest to find the perfect combination of pasta, sauce and other ingredients that sets a signature pasta dish apart from the rest of the competition. Our newest cook-off will pit 20 of the world’s best pasta perfectionists against each other to find who’s the ‘Best of the Northeast.’ And as most everyone knows, pizza in this country was born in the Northeast, so
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He’s perhaps the most renowned pizza maker and master of styles in the U.S. today. Tony Gemignani’s flagship pizzeria, Tony’s Pizza Napoletana in San Francisco, is consistently named to best-pizza lists and praised for the wide variety of pizzas coming from its ovens. Tony will conduct a 90-minute workshop on how to make the ideal dough for Grandma and Detroit-style pizzas, push/open it correctly, properly apply the ingredients and master the requisite baking skills.
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OCTOBER 17-18, 2017
Pizza & Pasta Northeast, from page 60 we’re proud to announce our partnership Antimo and Orlando The with region’s first Caputo Italian restaurant and Foods to hold annual U.S. pizzeria showthe in more than 10‘Caputo years! Cup’ competition at our Northeast Two days. Experience 150-plus exhibitors, morning keyshow. At the thirdpizza annual comnote addresses, seminars, and pastaU.S. demonstrations, workshops, networking events and endless petition, contestants willmore. be Discover invited to possibilities to take your operation to the next level! compete in two categories: Traditional Neapolitan and New York Style.” The New England region combined with Delaware, New York, New Jersey, Maryland, Pennsylvania, West Virginia and Washington, D.C. is home to more than 28,000 Italian restaurants and pizzerias, making this region No. 1 in the U.S. in terms of the total number of pizzerias and Italian restaurants. This means onePizza&PastaNortheast_FP1.indd 1 third of the country’s operators, generating 30 percent of the industry’s revenue, are located in one tightly condensed geographic area. Show organizers are looking to integrate a strong pasta component as part of the experience for both Italian restaurateurs and pizzeria
FEATURING THE 3RD ANNUAL
NORTHEAST PASTA SHOWDOWN SPONSORED BY
Pizza & Pasta Northeast events will include featured competitions highlighted by The
CORNERSTONE SPONSORS Caputo Cup pizza making competition and The Northeast Pasta Showdown.
owners and operators. “This is in no way a replacement to Pizza Expo for East Coast pizzeria operators and their staffs, but more of an opportunity to let them be a part of this regional two-day experience,” said Bill Oakley, Group Show Director – Food Group. “Most of our eastern U.S. attendees have two days of travel in order to attend the Expo, making it difficult to attend the entire four-day show, which would keep them from their pizzeria
for an entire week. This event is a natural progression and one that we hope will allow more restaurateurs and pizzeria operators the opportunity to experience some of the things 8/24/17 2:44 PM they have been missing for years are now at the International Pizza Expo. Adding some new twists to this new event should make it a very compelling event to attend.” Now in its 33rd year, International Pizza Expo® is the world’s largest industry event with more than 1,100
ATLANTIC CITY, NJ / ATLANTIC CITY CONVENTION CENTER / www.PizzaAndPastaExpo.com
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booths, 460 exhibitors and 7,000 attendees, Pizza Expo is owned and operated by Emerald Expositions, a leading operator of large business-to-business trade shows in the United States, producing more than 50 trade shows and more than 100 face-to-face events in total, including conferences, summits and other events. Emerald Expositions connects more than 335,000 sellers and buyers each year and operates within the U.S. in 10 end markets (Gift, Home, General Merchandise and Manufacturing; Sports & Apparel; Design; Jewelry, Luxury & Antiques; E-Commerce; Creative Services; Licensing; Healthcare; Military; and Food). For more information on attending Pizza & Pasta Northeast on Oct. 17-18, 2017 at the Atlantic City Convention Center., visit their website at http://www.pizzaandpastaexpo. com/attendee/
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SOLVING PROBLEMS SINCE 2005
WWW.CHEFMOD.COM 64 • September 2017 • Total Food Service • www.totalfood.com
September 2017 • Total Food Service • www.totalfood.com • 65
Investigating The Floor Plan And Process Of Hot New Commercial Kitchens
15 14 13 12 11 10 9
Pizzeria Martina’s menu offers a menu with 20 items total, including pizza, meatballs, salads, vegetable sides, and gelato.
Pizzeria Martina, New York, NY
nce again, Union Square Hospitality Group’s (USHG) has set it sites on capturing market share in a key foodservice segment. Martina — the mini counter-service version of Danny Meyer’s popular pizzeria Marta — has launched its latest concept serving Roman pies in the East Village. Under the guidance of Marta chef Nick Anderer, Pizzeria Martina’s menu offers a menu with 20 items
Nick Anderer, Executive Chef, Pizzeria Martina, New York, NY Paul Ryan, Project Manager, Jacobs Doland Beer, New York, NY Gary Jacobs, Principal, Jacobs Doland Beer, New York, NY Sue McNulty, VP Sales, Singer Equipment-Contract Division, Bellmawr, NJ
total, including pizza, meatballs, salads, vegetable sides, and gelato. Toppings for pizza include four cheeses, olives, fried eggs, and a spicy salami imported from Tuscany.
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USHG’s portfolio of restau54Unlike ,60 rants, Martina does not have table m order both food and service. Guests
a selection of wines and champagne at the counter. Snacks and drinks will be available immediately after order-
ing, while pizza will take a tad longer. Prices are also intended to be fairly low, with some pizza costing $7. The USHG lead Meyer team has reinvented the burger business with Shake Shack with eateries in a wide diversity of venues across the nation. From airports to shopping malls, college and universities to ballparks, it would seem that Pizzeria Martina units may soon find their way next to their burger brethren.
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Pizzeria Martina, from page 66
Stone Hearth & Specialty Commercial Cooking Equipment
Chef Nick Anderer worked closely with Wood Stone to find an oven that could bring his taste of Rome to the East Village.
Nick Anderer’s Approach: Danny (Meyer) and I made the decision to work together again after we opened Marta. I wanted the opportunity to serve our pizza to a wider audience. In addition, I wanted to offer an authentic representation of the pizzerias that I had experienced during my time in Rome. I was inspired by Rome’s thin crust pizza, and I set out to open a smaller and more casual alternative to Marta. I found the East Village to be the perfect setting for Martina. In order to realize my concept for a Roman-style thin crust pizza, we began with the dough. To create a tasty thin crust, we incorporate an aggressive fermentation process, which yields tremendous flavor within the crust. The texture is achieved by rolling most of the air out of the dough, which allows for an optimal balance between “crack” and “chew.” By the time we opened Martina, the crust concept had already been perfected. Next, we worked towards streamlining the cooking process through the use of a different oven that can accommodate more pizzas, allowing us to maximize output. The process of selecting the right oven included sampling a variety of different pizzerias as far away as the
West Coast and Denver that were utilizing many different ovens. We liked the Wood Stone oven so the next step was to travel to their factory in Bellingham, Washington to test out a number of different recipes in their ovens. It was absolutely crucial to select an oven that allowed for reliable temperature control. Eventually, I determined that the 9060 model would best serve my needs. I found that I could fit about 12 pizzas in that oven, which is twice as many as our other ovens at Marta could accommodate. I’m a very competitive person, so the high level of competition between pizzerias doesn’t necessarily concern me. I’m confident in our very specific style of pizza, so I try not to worry about making adjustments in response to competitors. I certainly have read that the press and bloggers are wondering whether Martina is the beginning of a new national chain. At this point, I’m not concerned with expanding to other parts of the country. My goal for Martina was to create an exceptional East village pizzeria. At Martina, we aren’t striving to create an experimental pizza with elaborate toppings. Rather, we want to offer
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September 2017 • Total Food Service • www.totalfood.com • 69
Pizzeria Martina, from page 68
Continental’s refrigerated prep line was specified to maintain precision consistency of the Martina pizza dough
an extraordinary traditional pizza pie. For the design of the actual restaurant, I was inspired by a few specific pizzerias in Rome, and I strove to recreate those atmospheres. We worked with Gary Jacobs on the kitchen design. We’ve worked with him on several projects and he understands what we are trying to accomplish. Paul Ryan and Gary Jacobs’ Approach: The first time we saw the space was early last Fall. Nick had a detailed vision for the flow and assembly of the pizza. That plan began with how customers would queue and then of course how the employees would be positioned to maximize efficiency. One of the challenges was to help them create a design that could bring efficiency to the five people working the line. So, what we were trying to do was think about each of the functions from rolling out the dough to adding toppings and right down to where the peel would be positioned for the guy or gal working the oven. Our goal was to help him work with ease through the fabrication of the line. Keep in mind too that although there is a small cellar, there’s
no cooking there, just production storage. The focus for us was to create a system that could consistently handle pizza dough forming and mixing storage and then finally sheeting and rounding. As with any project in which flow is a priority, the fabricator plays a key role. We brought Custom Diamond in from Montreal. They did a great job on the shots line, which is a highly detailed piece that manages all of the restaurant’s refrigeration storage. They also built a marble monolithic marble stone top throughout for the chef. Clearly as we looked and helped to execute the plan, it was about creating something that is scalable to multiple locations. So, it began with making certain that we could combine the right oven with the correct stone. Wood Stone was able to accomplish that with a gas fired oven. One of the other challenges was how to deal with ventilation. Our goal with ventilation on any project we do in New York City is to always err on the side of caution. With the proper positioning of our Pitco fryer next to the pizza oven, we were able to tie in a simple cartridge
continued on page 72
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OUR AGING ROOMS At BelGioioso, cheesemaking is an art. Our American Grana®, an 18-month Extra Aged Parmesan, takes patience to produce. We deliberately choose not to cut corners and aging rooms are our commitment to traditional cheesemaking methods. By aging on natural wooden shelves, our Master Cheesemakers follow the proper steps to ensure what is best for this cheese. Available in whole wheels, cuts, shredded and grated.
belgioioso.com Aging Room, BelGioioso Pulaski Plant, WI December 2016
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Pizzeria Martina, from page 70
Jacobs Doland and USHG teamed to create an authentic Italian feel at Martina.
based ventilation solution. We have also helped them create a signature throwback wall to create a special cocktail and dessert bar. It features cold brew coffee, beer and a signature cocktail. By adding a Taylor ice cream unit, they have a couple of nice desserts to offer as well. Sue Mcnulty’s Approach: We have had the opportunity to work with Union Square Hospitality on several of their concepts including Shake Shack. We always enjoy working with Gary Jacobs and the Jacobs Dolan team. What we found interesting is how they were able to use their Marta restaurant to create the plan for Martina. Nick Anderer and Gary had collaborated on the Marta kitchen so they have had a couple of years to “get pizza right”. The priorities of our role were build an equipment package and a plumbing and electrical design to support Gary’s plan. It’s really an interesting design because it is all focused around the front counter. There is a small downstairs with dishwashing and ice making. Among the challenges that we faced was the challenge of project
managing in what we like to call the red zone. With a tight deadline to get open, we were entrusted with juggling the installation of equipment, coordinating with the trades and the custom fabrication. Ken Demming and Dave Ball from our team did a great job of supporting Nick, Gary and Paul.
The Singer team coordinated with Custom Diamond to create flow that maximizes both employee and customer flow and captures the aesthetics of the Martina experience.
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MEET THE NEWSMAKER
Richard Ryan Knoop Glissen Chemical, Brooklyn, NY
he Glissen Chemical we know now, a thriving familyrun business and leading detergent manufacturer in the U.S., is certainly not the business it was in 1930. Over decades, one family has cultivated success in the foodservice industry through hard work and consistently reputable cleaning products; yet over these years, Glissen has held onto the identity that separates itself from larger name brands and makes it successful. Glissen is personal and caring, servicing the same clients and maintaining its level of dedication and quality even as it continues to expand. It may no longer be the small mom and pop company with only one product that it was in its early days, but it still retains the charming family-run aspect. Glissen is old-school charm with a modern twist, a rare combination in an industry buzzing with impersonal corporate entities. We recently had the chance to talk with Richard Ryan Knoop, who was recently promoted to the position of National Sales Manager with the Brooklyn, NY based firm. Under the tuttlage of his grandfather Joseph Lehr, there is a distinct family atmosphere at Glissen and why this starting underdog has survived against the bigger giants. The story of Glissen Chemical is certainly a reaffirming one, emphasizing that with hard work, consistency and the willingness to adapt, anyone can thrive in the competitive foodservice industry. How did you first get involved in Glissen Chemical? Did you feel pressured
One of the strongest attributes of our company is its longevity as a family-run business. Since 1930, we’ve been loyal to our customers and vendors. We’ve always prided ourselves on making the highest quality products and conducting ourselves with the utmost respect. to take over the family business and enter this industry, given the generations before you that have been a part of it? As far as taking over Glissen Chemical, I haven’t earned that honor yet. My grandparents always told me that they would hate for me to join the business if I didn’t truly love being there; there was no pressure from my family. The pressure came from within. I grew up with Glissen, and I knew I wanted to perpetuate not only Glissen Chemical’s legacy but also the legacy of my grandparents. When I was only 20 years old, I wasn’t ready to make that commitment; I went out into the world and had real life experiences. Every one of those experiences taught me something that I use today, and these experiences are what allow me to thrive now at Glissen. Your grandfather is a legend in this industry. How did he reach this point, and what has he taught you that is vital to Glissen’s long-term success? How do you differentiate yourself
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from your grandfather in terms of the style of conducting business? The first thing to understand is that no one becomes a “legend” overnight. My grandfather has been working in this industry for 67 years and practices consistency at all things in life. He has a saying: “the way a man lives is the way a man dies.” He conducts business in the same way he conducts his own life, living by the tenets of honesty, integrity, and one’s word as a bond. Basically, what I mean is that to become a legend, you can’t be on top of your game one day, then lacking the next. You can’t make the highest quality products and then proceed to alter the formulas after. As far as arriving at my own style, I’ve coined a phrase that we hear a lot around Glissen these days; at Glissen, we operate the “old school” way with a modern twist. My style would include bringing this modern twist to Glissen. How does the fact that Glissen Chemical has been run by the same family for decades impact the overall brand
Richard Ryan Knoop Glissen Chemical, Brooklyn, NY
and user experience? One of the strongest attributes of our company is its longevity as a family-run business. Since 1930, we’ve been loyal to our customers and vendors. We’ve always prided ourselves on making the highest quality products and conducting ourselves with the utmost respect. The industry is unfortunately becoming more and more corporate; I think that people get a real sense of relief when they deal with us, because they know they can call our office and talk to Joe or Rich when they deal with Glissen, not a machine. They know that they can stop by the office at any time and we’ll take them out to lunch, or give them a personalized look at our operation. We operate that “old school way,” and people really like that in a time when the world is becoming more isolated and more impersonal.
continued on page 102
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FROM THE NYC HOSPITALITY ALLIANCE
Keeping Your Restaurant Covered Is Now A Part Of The Alliance
t the New York City Hospitality Alliance, we’re always seeking out ways to support our members and provide services to restaurants and nightlife venues throughout the five boroughs. When we offer a new service to our members, we don’t want to offer it just for the sake of offering it, we want the service to be unique and beneficial for the hospitality industry, similar to our COM.PLY Restaurant Compliance Management system that we developed to help members manage their permits, licenses and health department inspections. That’s why we’re extremely excited to announce the launch of a new member benefit, the NYC Hospitality Alliance Property & Casualty Insurance Program and NYC Hospitality Alliance Crisis Management Insurance Program. These new benefits mean we’re now a one-stop shop for Liquor
Liability, General Liability, Assault & Battery, Automobile Liability, Property, Business Income, Cyber Liability, Employment Practices Liability, Umbrellas, and Active Shooter/Workplace Violence coverage. It took some time to find the right partner but it was well worth the wait in finding McGowan Program Administrators who work with thousands of non-profit organizations across the country. McGowan is a family owned insurance company with an excellent service record and they’ve developed unique insurance programs at highly discounted rates for our members. If you operate a restaurant, bar or club in New York City we highly recommend that you contact us and let us quote your insurance. We have the ability to write casual restaurants, fine dining, bars, taverns, lounges, and nightclubs. If you’re currently working with a broker whom you have an
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established relationship with you can have them reach out to get you a quote too. What makes this insurance program extra special and unlike others in the market is that you don’t only get great coverage, professional service and discounted rates…but by placing your coverage with us, you and your broker are supporting the vital mission of the New York City Hospitality Alliance. That’s right, place your insurance with us and you’re supporting our mission to represent the city’s hospitality industry in the halls of government, and powering our education and training initiatives. It’s a win win. In addition to creating a COM.PLY Restaurant Compliance Management system and getting a quote for our new Hospitality Alliance Property & Casualty and Crisis Management Insurance program, let us know other types of programs and services we can
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.
develop to help your business. To learn more and to obtain a quote, contact the NYC Hospitality Alliance at 212-582-2506, info@theNYCalliance. org or www.theNYCalliance.org.
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WITH FRED SAMPSON
We Are Not Alone
hy, when the economy seems so strong, are we hearing rumblings that the foodservice segment is “soft”? Most specialists who monitor the industry will tell you, “Too many restaurants.” That probably accounts for most of it; however, other issues accumulatively are affecting consumers’ discretionary dollars that normally would find their way to a meal away from home. Some of those are as follows. Of the millions of Americans deeply concerned about negative results that a major change in healthcare premiums, deductibles, and child coverage will have on their budget, no group is more concerned than seniors, a normally reliable segment of diners. The cost of healthcare for the most part dominates their lives. This is also a group that has depended on certificates of deposit for
We are not alone in this “What’s going on?” situation. Macy’s is closing 75 stores; the all-time icon of the retail world, Sears, is slowly disappearing before our eyes; and J.C. Penney is downsizing.
Fred G. Sampson is the retired President Emeritus of the New York State Restaurant Association. He began working with NYSRA in 1961. Within the next four years the NYSRA more than tripled its membership and expanded from one regional chapter to eight. Sampson played roles in representing restaurants on issues including paid sick leave, minimum wage, liquor laws, a state-
its recreational spending. I offer this from The Week magazine: “Waiting for higher rates on your savings account? Hope you’re patient,” said Christina Rexrode in The Wall Street Journal. “For now most bankers are happy to keep deposit yields low, standing pat even as the Federal Reserve hikes short-term rates.” Then another group has adjustable mortgages, hoping these same
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banks and other lending institutions don’t raise rates, and here again have their budgets squeezed. We are not alone in this “What’s going on?” situation. Macy’s is closing 75 stores; the all-time icon of the retail world, Sears, is slowly disappearing before our eyes; and J. C. Penney is downsizing. One of the more interesting articles is by Daniel Gross of Slate.com,
wide alcohol training program and insurance plans. Comments may be sent to firstname.lastname@example.org
“Why Can’t Americans Get a Raise?” Space and time limit the sharing of all its highlights. U.S. companies have literally forgotten how to
continued on page 82
SpeeDelight: it’s time to free my creativity With SpeeDelight’s flexible cooking programs and incredible speed, I can serve up a quesadilla, a sandwich or a pizza and still have time to make my customers feel welcome. They love the food and the relaxed atmosphere and keep coming back for more. I can cook and serve with a smile. I can’t wait to try new ideas!
Discover more about the new Electrolux ingenious high speed cooking solution: http://professional.electroluxusa.com/ food-service/speedelight/
1 minute to
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LONG ISLAND RESTAURATEUR OF THE MONTH
Larry Hoffman President, Dockers Waterside, East Quogue, NY
arry Hoffman is president and operator of many diverse and successful businesses, mostly local to Long Island. He has a large real estate portfolio and a wide variety of entrepreneurial skills that include savvy business experience, experience in dealing with town government and local municipalities, a wide knowledge of business law and years of general business experience in financial and operational aspects. Larry has been successfully operating a variety of hospitality venues on Long Island for over 25 years. Larry earned his degree in electrical engineering and computer design from the University of North Carolina in 1984. After completing his studies, Larry worked for aerospace giant Northrop Grumman for 10 years as an aerospace computer engineer working on computer systems for such aircraft as the F-14 fighter jet and the Northrop Stealth Bomber. His first step into the food and beverage business was as a bartender at the Neptune Beach Club on Dune Road from 1981 until 1987. He bought his first food-related business in 1988, purchasing Hot Dog Beach and converting it into Hampton Beach Club. In 1989, Larry purchased the Coach Bar in Hampton Bays and turned it into the well-known Polo Grounds and finally, Larry purchased Tequila Sunset and turned it into Dockers in 1990. Larry is the current owner of Dockers Waterside on Dune Road in East Quogue. Dockers has been a Hamp-
like in 1990 when you opened? Lobster dinner in 1990 was $8! Wings, nachos, and burgers with pitchers of cocktails with live music and a rustic atmosphere!
tons’ staple for 24 years and is regarded as one of the area’s top dining and social destinations year in and year out, attracting an affluent and sophisticated clientele. Larry is also involved in a variety of other projects and consulting ventures for the hospitality and other industries where he can lend his extensive business acumen and his unique combination of skill sets. He also runs a successful hospitality consulting company that focuses on marketing, management and hospitality business advice. What’s your background? I am a computer design engineer but worked my way through college (University of North Carolina) as a bartender. Where did you grow up? Queens then Sayville. NY, but still have the Queens in me! Who sparked the interest in food and restaurants (Mom-Grandma)? I love to make people happy and I was very good in the hospitality biz! Can you share the Dockers Waterside background with our readers? 28 years is some amazing run! What have been the keys to that success? Location, sunsets and great food. No better place than at Dockers and I give it a Vacation-like atmosphere! What was the niche that you saw
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Larry Hoffman, President, Dockers Waterside, East Quogue, NY
that you were trying to fill in the East Quogue community? Places on the waterfront in the Hamptons are very scarce. I saw an opportunity to open a waterfront place and jumped at it in 1990! How has the East Quogue customer changed? What have you had to do to respond to those changes? Originally we catered to the summer share-house crowd but as we saw the town start to get rid of them we decided a full service restaurant was more appealing to residents, new homeowners who were buying up the share houses and was conducive to the area. Curious what did the first menu look
What was in that circa 1990’s kitchen to prepare that menu? Did Bar-Boy and Mr. Bob help you open? Bar-Boy has always been one of our primary supporters. Bob Mendelsohn was actually working for a competitor of Bar-Boy when we met him but we bought from him as well. When he moved to Bar-Boy, we started using them exclusively. The owners, Lenny and Eddie DeFelice helped us through both the good and difficult times. How has that kitchen evolved? Top quality ingredients, steak, lobster, and sushi grade tuna from Hawaii. People know and can taste the difference between fresh line caught striped bass and frozen flounder filet and they don’t mind paying for quality. We invested in better equipment because it helps with production and improves quality - combis/convection etc. We are doing a major kitchen renovation this fall but they don’t know it yet! How does Bar-Boy/Bob support your needs? Quality products and support all the time. Are your customers looking for
continued on page 98
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Sampson, from page 78
compete for employees, according to Mr. Gross. The demand for workers is so high right now that airlines have cancelled flights, home builders have slowed construction, and farmers fret that crops will go unharvested, all for the lack of qualified hands. There are currently 5.7 million job openings in the U.S., more than twice the level of eight years ago. In America, employers won’t increase wages to attract candidates, and employees “either won’t or can’t demand more.” The reason for this puzzling state of affairs “may be psychological.” The pain of the financial crisis is still fresh in our minds, just as the Great Depression left scars that “influenced consumer and investor behavior for decades.” Mr. Gross has stated that it may be a long time before we see any real increase in wages. That undoubtedly would be a factor in discretionary spending. That’s us. As further evidence of this problem, The Associated Press reported that the Labor Department showed wages growing more slowly than the last quarter. Total compensation was up 0.5 percent for April to June, compared to 0.8 percent in the first quarter. Solid hiring usually drives up wages and prices, but recently “the Fed kept its key interest rate unchanged and said inflation has stayed undesirably low even though the job market keeps strengthening. Too-low inflation can slow economic growth by causing people to delay purchases if they think they can buy a product for a lower price later.” There are those in the industry who are bewildered by the slipping sales. They also continue to think there are just too many restaurants and there are still many more to come. Jonathan Maze, senior financial editor for Nation’s Restaurant News,
points to the MillerPulse index showing monthly declines for 10 of the past 11 months. Same-store sales declined by 0.9 percent during the month and 0.5 percent on a twoyear basis. MillerPulse cofounder Larry Miller has been among those who believe that the widening gap in restaurant prices and grocery store prices is to blame. Restaurants increased prices by 2.3 percent in
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April, according to federal data, while grocers lowered their prices by 0.8 percent. As I said at the outset of this piece, these are unsettled times. Many issues demand our attention: the economy, the potential threat of hostilities, possible tax relief, and whether or not Washington will finally start to move the nation’s agenda.
We still have the greatest economic system in the world and the best chance of improving it. Just hang in there. We are not alone.
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(718) 346-9111 CleanseTec.com
New Jersey Chapter Grabs Top Honors At AHF’s National Conference In Washington
he Association for Healthcare Foodservice (AHF) held its eighth Annual Conference, last month, at The Gaylord National Resort and Convention Center in National Harbor, Maryland (outside of Washington, D.C.). It was a highly successful confab for Tri-State delegations as the New Jersey chapter won top honors as the Associations’ national chapter of the year. The Garden State chapter under the guidance of its president Gary Triolo has long been known in local and national circles for the quality and passion of its membership. “Tony Almeida of Robert Wood Johnson and Betty Perez really set the standard for our members early on,” noted Triolo. The foodservice executive was quick to credit board member Angela O’Neil of the Hunterdon Medical Center with championing the New Jersey chapter’s bid for the annual award. “She did a great job of profiling our group’s dedication to giving back to the communities we serve.” Highlighting AHF New Jersey’s annual calendar is the association’s annual full day Fall conference. The group makes an annual gift of the event’s fees to the Food Bank of New Jersey. Those donations have grown to as much as $5000 to feed the hungry in the Garden State. Prior to that program AHF-NY sponsored a toy drive so that young children in the state would enjoy a Merry Christmas. Un-
The AHF New Jersey Chapter receives the first-ever AHF Chapter of the Year Award. From left are: Robert Darrah, AHF Award Committee Co-chair; Joanne McMillian, AHF Treasurer and New Jersey Chapter member; Angela O’Neill, New Jersey Chapter President; Gary Triolo, New Jersey Chapter Past President; and Mary Angela Miller, AHF Award Committee Co-chair
der Triolo’s leadership, the group has continued its commitment to support the national association’s scholarship initiatives. “I’m convinced that the work we do as a group reflects many of the characteristics of our responsibilities at our facilities,” Triolo continued. “We are part of the puzzle in which the patient and their family know that we are providing healthy, nutritious and tasty food to contribute to their caregiving and healing.” In addition to accepting national honors, New Jersey’s healthcare foodservice professionals had busy agendas for their annual national conference. “Education, networking and monitoring are key components,”
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noted Triolo. The conference featured a wide diversity of educational seminars from branding to salt free cooking as well as benchmarking and a moving piece on motivating employees with Colonel Joe Ricciardi, PhD. The army veteran spoke on how The Brave Lead with Love, and detailed his approach to leading a team of over 1000 Soldiers to Afghanistan. “The modernization of our industry truly means Healthcare Foodservice Reimagined,” said Julie Jones, AHF President and Director of Nutrition Services at the Ohio State University Wexner Medical Center. “At this year’s conference, we were able to explore the abundance of new opportunities
and innovative models for delivering delicious, healthy food options in our communities.” Formed in 2009, the Association for Healthcare Foodservice is composed of food and nutrition professionals from facilities that are self-operated. AHF advances the foodservice and hospitality industry in all healthcare segments by enabling its operator members to grow through continuing education, networking opportunities, annual conference, and innovative equipment and service through our business partners. AHF advocates for and supports its members to create best practice, while connecting the leaders that advance the industry.
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THE FOODIE QUIPPER
WITH JOE FERRI
Heavy Duty: Will “Good Enough” Be Good Enough? Joe Ferri (AKA the Foodiequipper) was conceived in a Greenwich Vil-
ave you noticed how meaningless superlatives abound in marketing, overused until they no longer have any impact? Hackneyed terms like “magnificent, outstanding, superb, best, extreme, consummate, matchless, standout, highest, greatest, best, and worldclass” are now regularly dismissed as pointless fodder, or simply ignored. And then, there’s the one that you’ll hear adnauseum in foodservice equipment: “heavy duty”. Nearly everyone will have a different understanding of this nowhollow descriptor. Just what in the heck does it mean? Is it metal gauge? Horsepower? BTU’s? Will “good enough” be good enough? Is the product fit for your purposes, will it last reasonably long, will the manufacturer fix it when it breaks? If you are like most people when purchasing (or specifying) kitchenwares, you’ll want a benchmark against which to measure their quality. Occasionally, trade journals will attempt to establish value hierarchies. More telling are the operator surveys of equipment and supplies quality. Specifications, too, often belie nuances in equipment differentiation. Weights, dimensions, and utility requirements are rarely an indicator of performance metrics, especially in the tech-centric world we live in. Although the budget may permit
lage speakeasy’s walk-in box, the love child of the hat check girl and bartender. He is in his fifth decade of (somewhat) gainful employment in the foodservice industry. He is past chairman of MAFSI and currently COO of Pecinka Ferri Assoc., a NY area equipment, furnishings and supplies representative. Follow Joe @ joeferri on Twitter.
their inclusion, bear in mind that appliances of greater quality might not even be appropriate for a given application; lesser quality units, just because they are cheaper, shouldn’t be the automatic default either. Transactional purchases further complicate the price/value continuum. E-commerce purchases offer little or no exchange of expertise! The Internet does a fine job of putting published information at our fingertips, but is no substitute for boots-on-the-ground experience. Operators and specifiers truly must rely upon the integrity of suppliers to distinguish between “good, better, and best” offerings. Differentiation between trading partners should also be a criti-
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cal factor in the selection process. Often, sadly, it is not. No, not all salespeople are interchangeable with each other. When consulting potential suppliers, look for CFSP (Certified Food Service Professional) designees NAFEM – the National Association of Foodservice Equipment Manufacturers has a stringent testing and vetting process for this designation. These folks are most likely to be the most heavy-duty of vendors. Establishing the correct equipment for the job at hand should not be left to architects, operations personnel, service agents, or accountants either, although they all should have some input into the process. Several classes of vendors should
be consulted in tandem, when an installation is critical to an operation’s ultimate success (and when isn’t it?). Manufacturer’s representatives are partisan in their support of their factories, giving them the most granular perspective on product selection. The manufacturers pay them, and thus come at no cost to the operator/specifier. Dealers will have a broader palate from which to paint, and can contrast different brands. Consultants are fee-based and thus represent the client’s best interests in the specification process. We strongly believe that trusted expert suppliers are the key component in the value equation for a successful project. Now, more than ever there are a multitude of choices. Lean on the folks who know to benchmark them and bring clarity. Clearly, “Heavy Duty” is in the eye of the beholder; the heavy-duty rule? Caveat Emptor (Buyer Beware)!
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FDA Menu Labeling Requirements: New Compliance Date, But Why Wait? Get Ahead of the Competition and Drive Customer Satisfaction by Adding Calories to Your Menu Now. Article contributed by CaterTrax
n May of 2017, the U.S. Food and Drug Administration (FDA) extended the compliance date for new menu labeling requirements again for an additional year to May of 2018. According to the FDA, this extension “allows for further considerations of what opportunities there may be to reduce costs and enhance the flexibility of these requirements beyond those reflected in the final rule.” Despite the extended deadline, many affected establishments are opting to move forward with adding essential nutritional information to their online menus now. The main driver of this ruling is the fact that more than 2/3 of adults and about 1/3 of children in the United States are overweight or obese – the primary cause of which is overconsumption of calories. Providing clear and consistent nutrition information that is easily accessible allows customers to make more informed decisions as they place online orders, whether it’s a single take-out order for themselves, a breakfast order for a morning business meeting, or a large catering order for a special event. Making calorie counts readily available builds trust in your foodservice operation and promotes healthier lifestyles among customers, thus improving our nation’s overall state of health.
The main driver of this ruling is the fact that more than 2/3 of adults and about 1/3 of children in the United States are overweight or obese – the primary cause of which is overconsumption of calories. The Lowdown on Upcoming Menu Labeling Requirements Why was this law passed? The Patient Protection and Affordable Care Act (ACA) is broken up into nine titles, each of which focuses on improving different aspects of our nation’s state of health. Title IV prioritizes healthier communities and the prevention of chronic disease as this law aims to move the US healthcare system’s focus away from solely treating sick people to keeping people healthier overall. Who will be affected? Restaurants and similar food establishments which are part of a chain with twenty or more locations, doing business under the same name, offering just about the same standard menu items, and offering for sale restaurant-type food will be affected.*
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What are the requirements? The FDA offers a comprehensive list of requirements and details regarding the ruling on their website at FDA.gov which should be referred to as you transition into complete compliance. According to the FDA, requirements include clearly listing calorie information and a daily caloric intake statement (shown below) on menus and menu boards, if prominently displayed, for standard items. Standard menu items refer to “restaurant-type food that is routinely included on a menu or menu board or routinely offered as a selfservice food or food on display.” “2,000 calories a day is used for general nutrition advice, but calorie needs vary.” “Additional nutrition information available upon request.” When is the compliance deadline? Affected establishments need to meet the requirements by May 7th, 2018 as mandated by the FDA.
How to Get Started • Do Your Research. The FDA’s website, FDA.gov, contains a variety of resources for affected establishments and for organizations that simply want to comply for the benefits. Their website should be your go-to resource for the information needed to ensure you are compliant with the menu labeling ruling. • Start Counting Calories. Calculating calorie counts and calorie ranges for all standard menu items is a major reason why we stress updating your menu early because it can be very time-consuming. Luckily, with the online resources available, and the Calorie Calculator we’ve created to help simplify this process, it doesn’t have to be. • Enlist Resources. This ruling impacts many establishments across the country, so you are not alone in this transition. To help our clients, CaterTrax developed TRAXTrition, which includes enhanced features and functionality of our catering management software that clearly display required and desired nutritional information on all mobile responsive menus. TRAXTrition is available for both new and existing clients, and we encourage you to reach out to us early if you are looking for our assistance with your transition into compliance.
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WITH DAVID SCOTT PETERS
7 Steps to Effective Manager Meetings
o you have manager meetings? I’m not talking about the passing-in-the-hall quick conversations, but actual sit-down meetings where you focus on moving the business forward? If you are having sit-down meetings, are they effective? Communication in restaurants is key to getting anything done, from cleaning to profitability. The big communication challenge in restaurant management is making sure you get your message across in a manner that everyone understands and can execute what you want done how you want it done. To do this right, you must have sitdown manager meetings that focus on moving the business forward. They facilitate communication and move your business forward. Sit-down meetings are where you get things DONE. I know what you’re saying to yourself: “David, I meet with my managers almost daily, and we still have this problem.” When you say that to me, I’m going to tell you very quickly, the “meetings” you’re having with your managers, where you stop them in passing, those are not a manager meeting. And worse, those “meetings” lead to more problems. A manager meeting is scheduled on a weekly basis. It’s not a five-minute tirade over what didn’t get done at closing the night before. It’s a weekly, scheduled time, set aside to review goals, expectations and challenges and then brainstorm solutions. It is also mandatory.
To begin having effective restaurant management team meetings, follow these seven steps: 1. Plan properly and ahead of time 2. Make attendance mandatory 3. Collect info for the meeting and create an agenda in advance 4. Stay on track 5. Facilitate and communicate 6. Assign specific actions 7. Take notes
Step 1 – Plan This is the step where you look at last week’s priorities and goals and audit where they are. Did they get accomplished, did you hit your goals or were there things that happened that delayed results? Take the time to really look at things with a detailed eye. Meet with your general manager and communicate the goals for the next week. Gather your general manager’s priorities that need to be addressed and added to the list. This is your opportunity to make sure your general manager is on the same page as you. You are also setting the general manager up for success to conduct an effective and efficient managers’ meeting. Next, create your list of goals for you and your team for the upcoming week. Be specific and clear in the list of what
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you want done, how you want it done, how well you want it done and more importantly by when. Without deadlines, nothing would get done. SIDE NOTE: Step one applies to every restaurant owner whether you have a partner or not. The only difference is when you have a partner; this step becomes even more important. Too often in independent restaurants, partners don’t communicate. As a result, they send mixed signals to their employees and managers because they ask them to do two completely opposite things or get the same thing done two completely different ways. Or worse, they do this directly in front of the employee resulting in an argument/fight between the partners. This is the quickest way to get your employees to tune you out and then do whatever they want. The employee knows that they can just point fingers to the other partner and there will be no recourse. If you have a partner this is the most important step because it puts you both on the same page, allowing you to all communicate the same game plan from the same playbook. Even if you don’t have a partner, you can create a similar challenge when you continue to change your mind on how you want something done, telling one manager and then getting mad at another because they aren’t doing it the new way, even though they never got the message. Step 2 – Make it mandatory If you want to ensure attendance, make sure everyone understands the
David Scott Peters is a restaurant expert, speaker, coach and trainer for independent restaurant owners. He is the developer of SMART Systems Pro, an online restaurant management software program helping the independent restaurant owner remain competitive and profitable in an industry boxed in by the big chain restaurants. Download a free report to discover the #1 secret to lowering food and labor costs and running the independent restaurant you’ve always dreamed of. Learn more about how David can help you at www. TheRestaurantExpert.com.
meeting is mandatory. Do your managers a favor and make sure to switch up the days of the mandatory meeting so that the same employee isn’t coming in on his or her day off. Every. Single. Time. You can still set this up on a regular schedule so everyone can plan to attend the meeting, but rotate the day of the week when you have the meeting. An example might look like this: Owners meet on Tuesday allowing the general manager to complete the budget variance reports for the past week so the owners have the numbers. On Wednesday, the owners and general manager meet to get on the same page and set the agenda. On Thursday, the general manager conducts the managers’ meeting. Step 3 – Create agenda and collect data Whether it’s you or your general manager who will create the agenda,
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C-CAP TRADE TALK
WITH JOYCE APPELMAN
C-CAP Thanks Tuxton For Its Continued Support
he support and sponsorship from the industry are a key component to C-CAP’s success. Since 1990, industry sponsors and partners have provided C-CAP with necessary equipment and ingredients for under-stocked and underequipped classrooms and monetary donations to support programs that educate and guide underserved high school students toward a bright future in the culinary arts. For the second year in a row, Tuxton China, a leading tabletop supplier to the foodservice industry, will be donating a percentage of the total sales from the month of September in support of C-CAP. In addition, they will again donate plates with the C-CAP logo to be used by students competing in the C-CAP Cooking Competition for Scholarships at all locations across the country. “All of us at Tuxton China are very
For the second year in a row, Tuxton China, a leading tabletop supplier to the foodservice industry, will be donating a percentage of the total sales from the month of September in support of C-CAP.
Joyce Appelman, is the National Communications Director for CCAP, Careers through Culinary Arts
excited to continue our association with C-CAP. C-CAP is a charitable organization we can partner and grow with that has a direct impact on the industry we are a part of. This partnership allows us to give back and help these kids become a valued part of our wonderful industry,” says Bill Burden, President of Tuxton China. “As Tuxton continues to grow as a company, we want to help partners we believe in grow too and support causes which are going above and beyond to help those in our industry,” says Marketing Director Jennifer Rolander. “We continue to choose C-CAP as our “Tuxton Cares” partner because they are committed to helping disadvantaged youth by providing
Hunters Chicken on Tuxton Plate with C-CAP logo
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them the tools to prepare for college and culinary careers. Their organization and their students are extraordinary, and we are excited about a continuous relationship with not only the Los Angeles location but their other locations across the country as well.” “We encourage everyone in the industry to support Tuxton by purchasing products in September. You will be helping us provide high school students in need with the tools and scholarships to prepare for a career in the foodservice industry,” says C-CAP President Karen Brosius.
Dessert and Savory Dishes on Tuxton plate with C-CAP logo
Program in New York, NY. She has been instrumental in opening career opportunities for many young people in the foodservice industry. Email her at email@example.com
Tuxton China Inc. is a familyowned and operated company here in the US and in China. Started in 1999 by the Lam family, Tuxton has become a leading wholesaler of high-quality dinnerware and ovenware products for the foodservice industry. They pride themselves on fostering long-term relationships with their clients, providing exceptional customer service and producing superior quality products. Our students and teachers are grateful for Tuxton’s generous support. If you would like to donate to the C-CAP classrooms and become an industry partner or product sponsor, visit www.ccapinc.org or contact me at joyceappelman@gmail. com.
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LIZ ON TABLETOP
Fall Means A Fresh Take On Beverage Service
s we get ready to bid adieu to Summer, it’s time to not only think about changes in your beverage menu for what your restaurant, hotel and club patrons will be enjoying. But the same time as you seek to maximize the enjoyment of their visit, you need to be thinking about what you will serve those beverages in. We think it all starts with the right cube. An Old Fashioned with a big
cube size gives the illusion that less has melted. In fact, the big cube chills the drink faster; every bit of liquor is touching the cube, allowing a consistent temperature throughout. There are many anniversaries that will be celebrated at you bar and tables in September. A diamond shaped cube is perfect for any cocktail that requires both ice and champagne. It covers a wide surface area which makes any cocktail look pretty.
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How about thinking about a Spear shaped cube for Whiskey Highballs or Tom Collins, and other “Grandpa Cool” drinks. Much like the the big cube, this long, rectangular cut guarantees each bit of liquid is hitting ice, creating a much colder drink for much longer than regular ice. We also see a great opportunity for a couple of carry-overs from the summer season. Flavored ice, and Fruit as ice cubes and Iced glasses
Liz Weiss is the President and coowner of Armonk, NY based H. Weiss Co. She is known nationally as one of the nation’s foremost authorities on tabletop design. The Michigan State graduate is also actively involved with WPO-Women’s Presidents Organization. Comments may be sent to firstname.lastname@example.org.
(Steelite offers a wonderful icer) and we love the Nick and Nora glasses
from Steelite. Cardinal continues to produce a wonderfully creative portfolio of solutions. They have a series of tiki glasses with Interesting shapes for those exotic concoctions from your bar team. The mason jar look from Cardinal is also perfect for Infused Vodka, Margaritas and Southern Style Gin Cocktails. We also find that many of our customers find that the Moscow Mule is a perfect carryover to the Fall. With vodka, ginger “beer,” lime juice, and a lime wedge it creates a refreshing and tangy cocktail that still has a bit of a bite and kick to it, and is also complementary to numerous dishes. There are a number of new “Moscow Mules” tumbler finishes with hammered or gun metal as well
as tall and slender Japanese jiggers. Keep in mind that even though rosé season is over, sparkling wines need to stay on your beverage menu. But we are suggesting to our customers to replace flutes with purpose glasses. Needless to say, with College and Pro football back on your establishment’s TV screens, beer season kicks into high gear. Here’s a couple of ideas of how to create a signature. How about an ice-bucket with beer in flip top bottles and tags on them? Beer mugs are no longer in style. They should be replaced by tumblers. It’s a great way to offer a “tasting” which can be done similarly to wine parings. We’ve noticed that most people are done with the 2 or 3 oz. taster and want something more
substantial like a 6-oz. small beer. We are also seeing beer used in cocktails. Keep in mind its lighter than spirits and has interesting flavors. Do not forget to support your local breweries– New York State has a ton as do New Jersey and Connecticut. Have a great Fall and remember we are here to help with ideas.
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Burger & Lobster, from page 6 was quickly discovered that “New Yorkers love the concept; on average we serve more than 1000 people per day and sometimes, even up to 1,800 customers. It’s a big number and it shows that we know how to offer New Yorkers the good service and quality food they love.” Burger & Lobster’s varied clientele gave Borodin the “confidence to open new ventures in very different neighborhoods.” As a “true New York location” and one of Borodin’s favorite, Bryant Park was an easy choice for the city’s second Burger & Lobster. In the three years that have passed since the grand opening of the Flatiron restaurant, Borodin feels he has learned a lot about the local market and industry. “It all comes down to paying attention to every single detail and every single customer and it’s about building long-term rela-
The bar area interior at the new Bryant Park location of Burger & Lobster.
tionships with partners, guests and customers. It’s not just about collecting the checks.” Despite an age of which it is said relationships are becoming increasingly virtual and superficial,
Borodin is keen to highlight Bryant Park’s thriving community spirit: “We know everyone on the street, every business and they’ve all been great with us.” The restaurateur’s vision for the future of the industry
is indeed quite optimistic: “I don’t buy it, when people say that everyone stays in while watching Game of Thrones with takeaway. People still want to go out. If I were a supermarket, I’d be far more concerned.” So with a second NYC restaurant set to open, 10 restaurants in London and franchises in Dubai, Malaysia, Saudi Arabia, Kuwait, Stockholm and Thailand, where will Burger & Lobsters next relocate? “I’ve been receiving some offers from all over the country in places like Miami, D.C., Chicago, Vegas and Dallas, but to move out of New York would be like taking Burger & Lobster to a whole new country. The markets are so different,” says Borodin before concluding: “We don’t want to compromise quality for quantity. We want to make sure everything is perfect.”
Give your customers what they want—natural ingredients and great ﬂavor. Restaurants around the world use Bascom Family Farms maple syrup to enhance appetizers, entrees and desserts. With our seven generations of experience in the production and use of maple products, you can be sure that you’re using the best for your customers. Contact us today for product, delivery information, and recipes.
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Larry Hoffman, from page 80
The sunset from Dockers Waterside, East Quogue, NY
healthier fare? We feel that butter, fat and salt are the main requests even for those eating out. They splurge when dining at Dockers but some do order a salad with “everything” on the side. What’s your approach to how you plate and serve? We test everything in the kitchen first for taste and production. Once we’re satisfied, we figure out presentation. When we do 1200 people a day, you’ve got to be concerned that it’s not too fancy that it slows down the kitchen and yet not too easy to look like a diner (I like diners though). Do you look to Bar-Boy to help you create/update your tabletop? We guide them more than they guide us but they do keep us informed on new products and provide samples upon request. Any green/sustainable/agenda? We’re open 147 days a year but we do have efforts to reduce, reuse and recycle. How has the beverage side of the business evolved? Wines and Rose’!!!! Can’t keep enough in stock! Nobody drinks domestic beer anymore Rosé one year, martinis the next? Rosé has been growing monumentally for years. The 60 and over crowd still
drink the classic martinis with olives! I love your take on reservations. Sounds to me like you’ve never let an amazing location get in the way of making sure that customers come first? We don’t take reservations during the season but we do make accommodations for long-time customers, friends and family. Many people, including some celebs, we won’t take a reservation for. How do you attract and keep a great staff? A good name brings good people but even still the quality of the staff is a challenge for all operators across the country at the moment. One word, Millennials! How has the new minimum wage changed the way you operate? Reduced hours to cut down on over time has hurt workers. When the rate was lower, operators didn’t mind the overtime rates, but now at $15 per hour it’s a killer. Consumers demand increases to workers but refuse to pay higher prices of menu items to support their demands. In 2016, some restaurant workers received a 50% wage increase, which created a 20% increase in the cost of a menu item. What’s in the Crystal Ball? Buy low, sell high and don’t ever invest in a restaurant unless you need a tax deduction!
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Sederholt, from page 28 dance. RULE #1 - IT’S NOT YOUR MONEY!! Get this through your thick skull! Many restaurants charge and collect sales taxes as they are required to do. Most accurately account for these revenues through their electronic POS systems and know what was collected. The real stupidity enters the equation when restaurant owners use the sales tax revenue as part of their operating capital. They float their operations with sales taxes money to keep them from going negative. They do this until taxes are due and hope the funds will be available when they have to file. Well guess what? Very often they can’t scrape together everything they owe and end up either not filing the return (really bad) or filing the return and sending a partial payment (better – but still bad). This behavior is dumb, really dumb. This is like ignoring discomfort in your chest while exercising! First off, you are collecting this money on behalf of the state. I will say it again -this is not your money and it should not be comingled with your operating funds. You are technically not “paying” taxes – you are merely collecting it for the state and turning it over to them at prescribed times. If you need to use this money to steady your financial boat then you really need to evaluate the health of your business. The sales revenue you earn from the sale of food and beverage should be enough to cover your expenses, payroll and direct operating costs while yielding you a profit. If you are using tax money you aren’t making it and need to take a hard look at your business and how to fix it. The sales tax practice that I used and recommend is to immediately separate and impound the sale tax funds in a dedicated “tax account” – every single shift / meal period. That
David Scott Peters, from page 90 means when you close out lunch for the day and ring out the POS system or cash register - identify the sales tax charged customers and collected by your staff. Take that amount in cash and prepare a deposit (and slip if your bank uses them) and put that amount directly into the tax account. That includes any amounts charged to a credit card for that shift even if you have to write a check to cover it. Do the same for dinner and any other meal period you have. Breaking these payments and related information into smaller components and tying it to distinguishable deposits lets you control your taxes, your staff and your finances easier than if you lump everything together. You want it to be easier to track, audit and account for. Resist temptation. Do not raid this account if your operating account is short. It’s easier and less costly to work it out with your bank and pay their fees and charges then risk being short on tax payment day. Liability from tax delinquency will also follow you personally even if your business fails and you have to file bankruptcy. Taxes will never go away and will compound at an astronomical rate. A very expensive mistake. A good tax policy and strategy will help your business stay healthy and grow. If you want to discuss your business questions, you can email me at email@example.com
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use your list of goals for the week, to create the agenda for the meeting. The agenda should include such things as a start time and a finish time and topics to be addressed as well as who is responsible for addressing each topic. Make sure you have your numbers and appropriate reports, such as your prime cost targets, key item report, waste sheets, marketing materials, etc. Have everything ready so when you hand out the agenda, everyone has everything they need to be successful. Step 4 – Stay on track Be sure to stick to this agenda. If and when a NEW topic comes up, make sure you determine if it should be tabled until the next meeting or if you need to set up a sidebar meeting after the manager meeting. Do not add it on the fly. When you don’t control the topics, start and stop time, manager meetings go forever. Your manager meetings should run 60-90 minutes. Anything longer than 90 minutes creates an environment where your mangers get frustrated because they feel you don’t value their time and quite frankly, they start tuning you out. Step 5 - Facilitate and communicate One of the biggest questions I get all the time is, “I’m the owner, shouldn’t I conduct the meeting?” The short answer is NO, unless you fulfill the general manager role as well. Your general manager is supposed to execute the plan. He or she is going to be held accountable for these goals, so you need to put them in a leadership role and demonstrate that the general manager is the other managers’ direct supervisor. When conducting the meeting, the general manager should only be talking about 20 percent of the time
and clear expectations must be laid out. This is because your managers have come to the meetings knowing what they are responsible for because you have assigned them their duties in step three. They will have brought the correct information from cost of goods sold, labor costs, employee issues, project updates, etc. They should present to the group on their areas of responsibility. You want every manager engaged and participating in the meeting. Step 6 – Assign specific actions Break down the steps for what needs to be done and who is going to be responsible for each step. Assign deadlines and benchmarks because you want to delegate effectively, helping everyone on the team to be successful. This is part of communicating your expectations clearly, helping everyone on the team understand what needs to get done, how you want it done and by when. Step 7 – Take notes Assign someone to take notes and then distribute the notes to everyone. This keeps everyone focused on moving forward. No one has an excuse as to why they didn’t get their part done because it was recorded and circulated. If you’re tired of things not getting done, tired of not making the money your restaurant should be making and/or tired of being frustrated daily with everyone’s performance — owner or manager — then you’ll want to follow these seven simple steps. Just remember it’s not only about being organized, it’s also about being consistent. This comes from conducting the managers meeting weekly. This way, next week you can measure. That which we measure improves!
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Richard Ryan Knoop, from page 74 How do you maintain the divide between personal family life and the family business? How do the two influence each other? It’s certainly hard to divide family and business life, but that’s to be expected; our family spends a tremendous amount of time together, so it’s only natural that we talk about our work week or day. Me being the youngest and having millions of ideas, I tend to bring up Glissen every chance I get; as a result, my family and business life absolutely influence each other, but that isn’t necessarily a bad thing. Some of our best ideas for running the company come through sitting around the dinner table together as a family; this is in keeping with Glissen’s identity as a family-run business. We push each other to think creatively and to continuously improve Glissen, which is how it should be. How do you keep your brand from be-
ing “commoditized”? What’s the impact of the web on your business? Primarily, we rely on education to keep our products from being “commoditized.” It’s our job to educate people on why our products are more expensive than those of our competitors, because our customers pay for more than just the products itself; seeing an item on a website doesn’t inform the customer that we use the highest quality of raw materials, and that we provide much better customer service than other name brands. We will never sacrifice quality for price, and the results show; our customers quickly learn that with our products you use less and save more in the long run. Manufacturing a product in New York City can be an expensive undertaking. How do you meet the challenges of rising costs? With the rising cost of every variable
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in our finished product, it sure is an expensive undertaking. We can’t pass along every price increase we get from our suppliers; as a result, we have to increase our production efficiency and analyze our purchasing very carefully. However, Glissen is certainly capable of handling these challenges. In the past, what challenges has Glissen Chemical had to overcome starting as a small family business going up against large, corporate manufacturers? When my grandfather was 19 years old, he hit the road with only one product. He boldly went up against the giants of Procter and Gamble and other market brands. We’re still here 67 years later because we do it unlike anyone else; with our fantastic customer service, superior quality products and marriage of old-school charm with a modern twist, we provide what the bigger corporations can’t.
What do you think operations at Glissen Chemical will look like 10 years from now? It’s hard to predict where we’ll be 10 years from now. After all, Glissen started as an extract company under my great grandfather. As the cocktail industry began to crumble, he developed our first product: Nu-Foam powder. When my grandfather was on the road selling, he noticed the industry transitioning to liquids and discarding powdered detergents. He then personally developed the formula for liquid Nu-Foam. He endured over 949 failures until he perfected this concoction, and it’s still the formula we use to this day. Essentially, this story demonstrates that Glissen has, over the years, adapted to the changing business climate. I’m confident that whatever the future holds, we will adapt, evolve, and continue to thrive.
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Michael Maher, from page 10 into 65 markets so that we can identify the quality opportunities in each market. Explain the hierarchy within Presenture; where do sales duties fall? We have marketing support. We have regional managers, we have business development coordinators and we have customer service; we bring all of these elements to the table. Because of this, emerging man-
ufacturers don’t have to build out an entire sales team with salary, travel and benefits, so it really gives them an opportunity to get into the game. But believe it or not, a lot of companies just can’t afford even what we charge; we have minimum fees that vary, but even with this, a lot of companies just can’t afford anything; so they’re just lost. But if they do come on board, we give them huge savings and speed to market.
How exactly do you go about servicing these really small manufacturers? When they come to us, the first thing we do is determine if they have a plan. If they have a supply chain, our job then becomes a lot easier. At that point we can basically call on operators and develop the business. If they don’t have a supply chain we’ve got to concentrate on distributor
sales and build out a supply chain; it’s a significantly longer process. Do your clients typically experience greater success after working with you? We have a lot of success stories. I think it’s important to point out that half of our clients have been with us for over 20 years. We have long-term clients who have been very loyal to us, because we bring results. What about the type of manufacturer? For those based in the Northeast, is there someone regional here that can work with these Northeast manufacturers? New manufacturers that come to us typically work with me, which is the most common case, and in some cases if I’m not available at the appropriate time they work with our VP of Sales, Peter Costner. We also have a regional manager in the Northeast - Tara Miranda, based in Boston. However, we’ve resisted giving our regional managers new client responsibilities because we don’t want them to take their eyes off of selling, moving and getting new sales for our existing clients. We want them focused on the sales side of the business. What trends do you see? The marketplace has changed in terms of how the consumer consumes a “food service product.” What kind of opportunities do you see in your customer base? One example is we see a big opportunity in colleges and universities; that’s where we like to point these folks. Also, the C-store business is growing very rapidly. The opportunities really depend on each product and each company, which are unique. Employing our expertise will enable the manufacturer to build an effective distribution channel to trigger growth.
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PPS, from page 54 Progressive Payment Solutions. “There are so many security issues out there today. If you have a POS system that is older than even a few months, the odds are, you’re not in compliance any longer based on new PCI compliance regulations. SSL encryption, which has been the standard encryption method for decades, is no longer PCI compliant due to vulnerabilities in this protocol. ” If you already have a POS system that is not in compliance, we can help alleviate that stress and cost of upgrade by offering a free placement of a Harbortouch POS system that is completely PCI compliant. Progressive Payment Solutions also offers through Harbortouch, a VIP program that’s designed for larger restaurant chains or restaurants that do a lot of volume. “It can be extremely expensive to upgrade or change your POS system. This is a terrific opportunity for us because, if you have an existing POS system that’s no longer in compliance, you’re going to get hit from your current provider with a bill that will knock your socks off,” to become compliant. Kramer acknowledged. The VIP program offers a free trial period with no cost at all for an extended period of time which helps with the transition and mitigates cost moving forward. “We swap it out and get you into a system that is compliant. Who could argue with that?” Progressive Payment Solutions also offers alternative business financing. “If a restaurant needs capital, we can potentially provide capital to that business through our funding partners,” Kramer said. If you’d like to learn more about how Progressive Payment Solutions business products and services can boost your bottom line, visit them online at progressivepayment.com or call 973-921-0770.
FDA Menu Labeling, from page 88 • Envision the Opportunity! As you know, updating your menu is a big task, but with this FDA mandate forcing your hand, this is the perfect opportunity to update the look and feel of your menu to meet market and consumer demand. CaterTrax offers a new website theme that bundles with the functionality of TRAXTrition to support your transition to a mobile-responsive, online ordering website. The newly offered theme not only enhances the front-
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end, customer experience but also drives business forward, proving the investment to be effective and impactful. To learn more about making your menu compliant with TRAXTrition, please email firstname.lastname@example.org. *Disclaimer: CaterTrax is not advising nor is responsible for determining whether or not partners or clients (contracted or self-operat-
ed) must adhere to the statute nor their basis for its nutrient content declarations. Further, partners and clients are responsible for determining their own course of action regarding obedience to the statute and nutrient content declarations. **Clients are responsible for providing all caloric values and nutritional information they want to be displayed on their menu. ***Some restrictions may apply.
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fresh&co farms, from page 4 cal partners and purveyors, including Long Island based Satur Farms, New York City’s Beecher’s Handmade Cheese, Red Jacket Orchards, Hepworth Farms, County Line Harvest, Bald Eagle Farms, FreeBird Chicken and Plainville Farms, among many others. Since it’s inception, fresh&co has sourced pure foods free from synthetic fertilizers, antibiotics, pesticides and other additives from local farmers. From fruits and vegetables picked at their peak to humanely raised vegetarian-fed poultry, fresh&co believes in supporting local families who are committed to sustainable practices. As a brand passionate about building a sense of community around food, fresh&co will continue to give back through events at the farm including, tours, dinners, cooking classes, culinary educational programs and a local food and wine fes-
W E N
tival. Each year, through the Tenedios Family Scholarship Fund, fresh&co supports New York City’s only public culinary high school, Food and Finance High School, and will continue to enrich the lives of students by using its farm to educate, inspire, and mold the next generations of culinary leaders. Founded in 2010 by NYC-based ST Management, fresh&co is a destination for chef-inspired, local and organic seasonal food that is both nutritious and delicious. With multiple locations throughout Manhattan, fresh&co prides itself on offering an array of vegetarian, vegan and glutenfree menu options that are packed with flavor. From chef-designed salads and homemade soups, to freshmade sandwiches, quinoa bowls and cold-pressed juices, fresh&co is the go-to spot for hungry New Yorkers who want a healthy meal fast.
EnduraXL has been designed from the ground up to meet the needs of the modern operational foodservice environment.
Compact Footprint, with a Lifetime of Performance
Represented in Metro New York by: enduraXL.com Tel: (201) 525-1433 Fax: (201) 525-1437 email@example.com
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DO YOU SERVE THE LATEST TRENDS IN BEVERAGES? We do and we’d be happy to help you!
Citrus Honeydew Strawberry Mango Tangerine Green Tea Blueberry Cucumber
E PUR E CAN R A SUG
800-SEA-BREEZE (800-732-2733) SEABREEZESYRUPS .COM
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Bobrow, from page 16 Rum and Cola It better be real rum, like Foursquare- no caramel color, nor sugar, nor glycerin, nor chill filtering ever permitted. And your Cola? I love QDrinks Cola- also the Fever Tree products. There are some others. Be careful not to use a corn syrup cola- it is just not the same thing as a good oldfashioned Mexican Coke. Ingredients: • Pre-prep: Roast or grill orange wedges, set aside • 3 oz. Foursquare Rum- or the Rum of your choice • 6 oz. Cane Sugar Cola – or the one of your choice • 1 oz. Freshly Squeezed Lime Juice • ¼ oz. Angostura Bitters Prep: 1. To a Collins Glass filled ¾ with ice 2. Add the Rum and the Cola 3. Top with the lime juice and the Angostura 4. Give a Swizzle or stir 5. Garnish with a grilled/roasted orange hunk and squeeze into the drink Vietnamese Lemonade with Gin I love Vietnamese lemonade. Perhaps it’s the smack of tart lemon when combined with a portion of simple syrup that gets my attention. I’m pretty sure that the pinch of sea salt is what keeps me coming back for more. I used a London Dry style gin with a twist. The Salubrious Breakfast Gin from FEW Spirits in the Chicago area. It has a touch of Earl Grey tea in the mix. Very creative indeed. Ingredients: • 3 oz. FEW Spirits Breakfast Gin • 6 oz. Vietnamese Lemonadefresh lemonade made with simple syrup • pinch of sea salt
Prep: 1. Add an ice spear to a Collins Glass 2. Pour the Breakfast Gin into the glass 3. Top with the Vietnamese Lemonade 4. Pinch a bit of Sea Salt over the top 5. Serve The final drink for the season involves a shrub. No, not a shrubbery, a plant from your backyard- this is an acidulated beverage that works against a stomach ache- from being yelled at by your chef for touching his ovens without asking to use it first. I’m giving a quick shrub because you can make it in under an hour. Pretty good when you’re in a hurry. Fast Peach Shrub and a faster Gingery/Peach/Rum punch Ingredients: • 1 cup peach puree • 2 tablespoons white balsamic vinegar • 4 oz. White Rum • 12 oz. Ginger Beer • Lime wedges (freshly cut!) • Angostura Bitters Prep: 1. Combine the peach puree with the balsamic vinegar, stir well to combine 2. To a Boston Shaker, fill ¾ with ice 3. Add the White Rum 4. Add 3-4 oz. of the peach puree and white balsamic vinegar mixture 5. Cap and Shaker really hard for 30 seconds 6. Pour over ice 7. Top with Ginger Beer 8. Garnish with fresh lime 9. Dot with Angostura 10. Yum factor of 1000% September 2017 • Total Food Service • www.totalfood.com • 111
From totalfood.com - Total Food Service's September 2017 Digital Edition features an exclusive Q&A Interview with Michael Lastoria, as well...
Published on Sep 5, 2017
From totalfood.com - Total Food Service's September 2017 Digital Edition features an exclusive Q&A Interview with Michael Lastoria, as well...