February 2021 - Total Food Service

NEWS

REOPENING RESTAURANTS

CUOMO GIVES NYC RESTAURANTS LITERAL SHOT IN ARM WITH PAIR OF DICTATES

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ith COVID-19 positivity rates holding steady, New York Governor Andrew Cuomo gave the green light late last month to a pair of legislative moves that will prove to be positive measures for New York City’s beleaguered restaurant community.

Cuomo green lighted the return of indoor dining with 25% capacity on Feb. 14. Restaurants will be able to rejoin other restaurants throughout New York State on Valentine’s Day after two months of hiatus, following surging COVID-19 rates in December. “The restaurants want that period of time so they can notify workers, so they can get up to speed on dining, order supplies etc.,” Cuomo said at a press conference, adding that the trajectory can change if positivity or hospitalization rates suddenly surge.

Restaurants will have to follow the same rules as when indoor dining originally opened in New York City in September, including capacity restrictions, table distancing of six feet or more, mandatory temperature checks, contact tracing no bar service, and filtration upgrades.

The New York City hospitality industry had also been asking for the current business curfew to be pushed back from 10 p.m. to midnight, and Cuomo did not honor that request, citing concerns over late-night crowding at bars and trendier restaurants.

The catering industry, was also given positive news as the Governor also announced that marriage receptions will be able to resume in

“The restaurant industry is the lifeblood of New York City and the economic hardship they have endured at the hands of COVID is nothing short of tragic.” — Andrew Cuomo accordance with state guidance on March 15. Events must be approved by the local health department.

There will be a 50 percent capacity limit and no more than 150 people can attend the event. All patrons must be tested prior to the event.

“The restaurant industry is the lifeblood of New York City and the economic hardship they have endured at the hands of COVID is nothing short of tragic., Cuomo added. .

This is a great development, but we cannot become complacent now we must all continue to do our part to keep beating back COVID so we can continue re-opening our economy and get back to normal.”

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The governor also provided additional positive news in the days after the 25% reopening announcement.

With a 20 percent boost in vaccine supply Cuomo has announced that he will open up eligibility to more New Yorkers, including those working in restaurants. Those New Yorkers can now be considered priority 1b, one of two groups of New Yorkers that can receive the vaccines, Cuomo said. But he stressed the decision to expand eligibility to them depends on local governments.

“For restaurant workers, our Cities will now have that that flexibility,” he said.

Cuomo’s announcement came

shortly after Mayor Bill de Blasio explicitly called on the state to open up vaccine eligibility to restaurant workers. “Now that the state made this decision, it follows that we have to protect those workers and they should be added to the 1b category,” de Blasio said.

The announcement also follows a New York Times analysis showing that New York City’s coronavirus case counts are 64 percent higher than in December, when he announced an indefinite ban on indoor dining.

Cuomo acknowledged that economics played a role in his decision to reopen indoor dining in the city.

Restaurateurs cried foul that indoor dining was banned in the city while it carried on elsewhere in the state, including in places with higher COVID-19 numbers.

Across the river in New Jersey, Restaurant staffs are not yet eligible for vaccination as a category in and of itself yet in New Jersey, where indoor dining has remained open since Gov. Phil Murphy first approved its return at 25 percent capacity in early September. That has changed with Murphy announcing earlier this month that indoor dining capacity can increase to 35 percent as of Friday. On the same day, the governor says he will lift the statewide 10 p.m. indoor service curfew for restaurants, though he said local governments could leave that restriction in place if they so choose. The long-awaited changes to indoor dining in the Garden State came just in time for Super Bowl Sunday.

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

NEWS

ORGANIZATIONS

SHFM ANNOUNCES COVID-19 MEMBERSHIP RELIEF PROGRAM

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HFM announces a new membership program which provides relief for any member of the hospitality industry, whether they have been an SHFM member previously or never a member. Any hospitality worker who has been displaced from their place of employment due to the COVID-19 crisis is eligible for the program. “It is SHFM’s hope that this program will provide hospitality individuals who have been displaced an opportunity to network with our members and therefore expand their pool of opportunity in the industry. It doesn’t matter which segment an individual has worked, we welcome everyone to leverage the value of SHFM and SHFM membership”, says SHFM President

Damian Monticello. He continued by saying “this membership, valid through 12/31/2021, will provide access to all of SHFM’s outstanding resources: original research, education sessions and most importantly, our outstanding network of industry professionals.”

The program is limited by the following criteria: • The last previous place of employment must be in the foodservice industry.

• Those applying must provide proof of displacement.

• All memberships will be approved by the SHFM leadership.

• Should an individual become re-employed in the industry

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or another industry, the complimentary membership will cease at the end of the month employment is obtained.

SHFM encourages those reemployed to join at the regular membership rates at the end of their displacement.

Those joining at the regular rates will have a membership expiration date one year from the start of the paying membership.

This opportunity is available to SHFM members at the end of their membership period or any non-member in the industry who becomes displaced.

For more information on this program, please contact SHFM Executive Director, Tony Butler at tbutler@hqtrs. com.

All hospitality industry professionals who meet the above criteria may apply for membership using this link: https://form.jotform. com/210205118976150.

The Society for Hospitality and Foodservice Management is the pre-eminent national association serving the needs and interests of executives in the corporate foodservice and workplace hospitality industries. Our principal role is to enhance the ability of our members to achieve career and business objectives in an ethical, responsible and professional climate. For more information, please visit www.shfmonline.org.

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Main Office 282 Railroad Ave. Greenwich, CT 06830 Publishers Leslie & Fred Klashman Advertising Director Michael Scinto Art & Web Director Mark Sahm Director of Public Relations and Special Events Joyce Appelman Contributing Writers Morgan Tucker Joyce Appelman Francine Cohen Editorial Interns Wyatt Semenuk Claudia Giunta Paola Zevallos Juliette Miettunen Phone: 203.661.9090 Fax: 203.661.9325 Email: tfs@totalfood.com Web: www.totalfood.com

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Cover photo courtesy of Cuisine Solutions Total Food Service ISSN No. 1060-8966 is published monthly by IDA Publishing, Inc., 282 Railroad Ave., Greenwich, CT 06830. Phone: 203.661.9090. This issue copyright 2021 by IDA Publishing Inc. Contents in full or part may not be reproduced without permission. Not responsible for advertisers claims or statements.

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

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

NEWS

GREEN AND SUSTAINABLE STRATEGIES

By Wyatt Semenuk

MIND THE STORE FORCES MCDONALD’S HAND TO ELIMINATE PFAS PACKAGING

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020 was a fantastic year for health and safety innovation and improvement within the restaurant industry. Newly developed disinfectants can eliminate viruses such as Covid-19 more effectively than ever before, while new protocols, mandates and initiatives aimed at reducing the spread have proven incredibly effective. However, those in the industry must not succumb to tunnel vision.

Other areas such as sustainability, health, and even different varieties of safety must not be neglected in the name of Covid-focused efforts. Thankfully, organizations such as Mind the Store are here to help. Focused on eliminating toxic chemicals in food products and packaging and developing safer and more comprehensive chemical policies, Mind the Store remains ever vigilant in their charge of keeping consumers safe.

That vigilance led to last month’s announcement from McDonald’s that it will remove all added fluorinated compounds from our guest packaging materials globally by 2025. This follows a national campaign led by the Mind the Store campaign and partners in key cities and states across the country after test results indicated the use of PFAS in packaging for the widely sold Big Mac. “We’ve always believed that major retailers, and specifically large restaurant chains such as McDonald’s, have a fundamental responsibility to ensure that their prod-

ucts and packaging are safe, healthy, and don’t contain hazardous chemicals. Particularly at a time when the FDA has failed to meaningfully do so”, stated Mike Schade, a representative of Mind the Store.

Many large retailers utilize a specific set of chemicals, known collectively as PFAS chemicals, to enhance their products with properties such as grease resistance. PFAS stands for per- and poly-fluoroalkyl substances and are manufactured chemicals used in products that resist heat, oil, stains and water.

Members of this subset, consisting of over one thousand different substances, are commonly found in everything from paper products to molded fiber, and are very pervasive throughout the industry. “The problem with these chemicals is twofold,” said Schade. “They are both extremely hazardous to people, having been linked to everything from cancer to infertility, and have an incredibly long lifespan. Although the product made with these PFAS chemicals might decompose over time, the chemicals themselves don’t and theoretically can

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“They are both extremely hazardous to people, having been linked to everything from cancer to infertility, and have an incredibly long lifespan.” — Michael Schade reside in the environment for thousands of years. What this means is that they diffuse both into the earth and into the food they come into contact with, gradually infecting more and more people.

Furthermore, recent studies have even shown that exposure to PFAS chemicals can increase one’s vulnerability to Covid-19. “PFAS chemicals’ tendency to decrease antibody responses to vaccines means that use of these chemicals is especially egregious in this current period. In a time when more and more people are ordering takeout with the express intent of reducing their exposure to the virus, the last thing we want to be doing is delivering the risk right to their doors,” mentioned Schade.

Although it’s one thing to identify and condemn the use of these chemicals in products, it’s another thing entirely for operators to find suitable replacements for them that fit their budgets.

Thankfully, Mind the Store has compiled several databases of vetted companies that offer both safe, sustainable packaging and reasonable pricing. “Every company we promote has undergone rigorous testing, and we’ve made sure that every option is affordable

and flexible because we know how hard it is in these times for businesses to make large changes,” said the Mind the Store representative.

Not only should operators be looking to provide safe products for the wellbeing of their customers, these types of implementations are also sure to set any business who makes them well apart from their competition. Consumer concern over health and safety has skyrocketed over the last year. Many operators fail to realize that this awareness extends beyond Covid-related issues, and that food and food product contamination is just as unappetizing in the eyes of the customer. Making a visible effort to put consumer well-being first, in every regard, will undoubtedly draw customers to a business. Businesses that don’t will be shooting themselves in the foot. The emphasis a business puts on health and safety is directly indicative of its regard for their customers, and is something that is immediately apparent.

Even though Mind the Store has only been active since 2013, it has already made waves, proving that even titans such as McDonald’s should be held accountable when it comes to the well-being of consumers. Mind the Store doesn’t plan on stopping there however, and stands ready to continue working to transform the marketplace and to keep helping businesses meet the rising consumer demand for transparency and safe, healthy products.

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

KEEP IT CLEAN

WITH LAURA CRAVEN

CRAFTING A CLEANING STRATEGY FOR REOPENING Laura Craven is the Vice President, Marketing & Communications at Imperial Dade.

Laura oversees marketing and corporate communications for Imperial Dade, a national distribution company headquartered in Jersey City, NJ. Her responsibilities include marketing communications, brand and reputation management, internal and external communications, experiential marketing events, and media relations. Laura has been with the company for over 16 years and has contributed to the organization’s growth and brand awareness. A LEED AP, Laura consults on sustainability initiatives and as a GBAC Trained Technician she assists customers develop cleaning programs.

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f this pandemic has done anything in our industry, it’s been not only to highlight, but more so to underscore just how important health and safety truly are in our line of work. Health and safety are not just the tedium of wiping down tables with a used rag and generic disinfectant or mopping the floor once at the end of the day.

We are all thrilled with the recent news that New York City’s restaurants have been given the green light to once again welcome guests.

I know local restaurant and foodservice operators have lots on their mind as they get set to re-open, so I wanted to see if we could help you create and execute a simple strategy that focuses on health and safety.

The protection of guests, staff, and other visitors to the establishment are the first and foremost indicator of a business’ regard for both their customers and their employees.

Furthermore, as we all work to generate numbers that help our capacity move from 25% to a full house, it is more important than ever for restaurants to make sure they are not only up to par, but go above and beyond every mandate, standard and protocol laid out before them.

The first step every business should take is to provide their staff with a proper education. High tech apparatus, disinfectants, and other tools are all useless without

the proper knowledge bases to use them. At Imperial Dade, we have always taken the approach that an effective cleaning program is more than the products used. It is also about best practices and training.

Every business needs to comprehensively review all guidelines and requirements laid out for their area of operation. Every state, county, and city may have their own unique

For instance, think about the cost associated with the time needed to clean and disinfect a table every time it turns.

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guidelines and mandates that need to be adhered to. Factors like capacity, social distancing between tables and bar seating, and comprehensive PPE requirements are all crucial when it comes to making sure one’s setup is compliant. It’s impossible to know one’s operation is compliant without knowing what the rules are, so this is the logical first step.

Our next suggested step is to create a formal cleaning and disinfecting plan for both the front of the house and the kitchen. This includes making sure all disinfectants used are on the EPA’s N-list. This Nlist contains all approved disinfectants proven to be effective against

the pathogens that cause the Coronavirus. The list is updated as new products are approved.

Creating a comprehensive plan also includes determining which of the staff will be involved in the cleaning process. Before the pandemic, these tasks were often assigned to an individual. Now an effective regimen will likely require all hands-on deck. It may even be prudent to elect sanitation leaders for each shift, to create more of a structure and chain of command. Of course, this is all assuming the staff has been formally trained. Every business should set aside a block of time specifically to train their staff in these practices such as the HyProtection Zone Program developed

by Imperial Dade. Every member of the staff should know what, why, how, and when cleaning and disinfecting tasks should be completed.

A misconception I commonly see

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NEWS

MENU OPTIONS

COMMITTED PARTNERSHIPS DRIVE SUCCESS FOR SYSCO AND ITS CUSTOMERS

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uccessful partnerships have always been rooted in trust, shared values and collaboration. When our world was turned upside down in 2020 due to COVID-19, valued and committed partnerships became more important than ever before.

For Sysco, pulling together its numerous resources to support its customers in meaningful and innovative ways was a critical first step. Sysco immediately began to double down its efforts to work with its customers to reimagine their business and introduce innovative solutions to transform how restaurants operate.

Sysco has exemplified this commitment through its recently launched (Clockwise from top left) A meal from LABCo; Russell and Restaurants Rising camthe meat market offerings from LABCo. paign, which has been a welcomed resource for thousands of new and existing gate the pandemic environment Sysco customers. The campaign and generate additional revenue. eliminated minimum delivery reThrough these offerings, combined quirements for regularly scheduled with Sysco’s best-in-class sales and delivery days and highlights the culinary teams, the company is provalue-added services that Sysco viding robust and innovative ways provides: free restaurant marketing to support the success of its restautools, discounts on services such as rant customers. delivery and website creation, and LABCo Market & Restaurant is just free toolkits filled with ideas to genone Sysco partnership that collaboerate additional revenues. rated to overcome the challenges of In addition, Sysco launched its COVID-19.

Foodie Solutions platform in 2020 Russell Loub, owner of LABCo which includes numerous toolkits Market & Restaurant, has been to help restaurants safely naviserving its customers high-quality

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Kelly Loub; T.J. and Tifini Olson; a meal from

steaks, burgers and American cuisines to a devoted clientele in Manhattan, Kansas, for the last 25 years.

Russell formed his first partnership with Sysco during his first job out of culinary school, working as a cook in a French restaurant in Michigan.

“I’ve been buying from Sysco for over 40 years, so I’m a very loyal customer,” says Loub. “I couldn’t ask for a much better partner than Sysco.

They’ve always been incredibly supportive of what we’re doing.”

Sysco’s support of LABCo Market & Restaurant has been rock solid

during COVID-19.

The pandemic forced Loub and his team to close the restaurant initially, and then reimagine what might be possible and how best to serve customers during this unRound The Bend; certain time. That imagination and cando spirit led to an online meat market for LABCo Market & Restaurant customers.

“The original idea for a meat market was actually brought to us by Sysco,” says Loub. “When COVID hit, we had a mandatory closure, and when we reopened, we needed something to bring in more income.

That’s when we started an online platform and store for a meat market.”

Loub looked at industry trends

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Ready to Serve You for the Next 100 Years

From day 1, Singer has remained focused on our core values – being the most responsive, knowledgeable and friendly supplier to the foodservice industry.

Equipment · Supplies · Disposables · PPE www.mtucker.com

1-800-MTUCKER February 2021 • Total Food Service • www.totalfood.com • 11

NEWS

LEGAL SERVICES

NYC’S ELLENOFF GROSSMAN & SCHOLE ADDS EIGHT LAWYER LABOR & EMPLOYMENT HOSPITALITY TEAM

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llenoff Grossman & Schole LLP (EGS) announced earlier this month, the addition of an 8-lawyer Labor & Employment team led by partner David R. Rothfeld. The addition to EGS’ current Labor & Employment team, led by Partner Amanda M. Fugazy, gives EGS one of the largest hospitality-focused labor and employment practices in New York City.

In addition to Rothfeld, the team includes partners Jennifer M. Schmalz and Robert L. Sacks; of counsel Lois M. Traub and Alexander Soric; associates Jaclyn K. Ruocco, Brian Polivy and Joseph Tangredi; and two legal assistants Lisa Gonzalez and Cara Brownell.

“This group is among the most wellknown labor and employment lawyers serving New York City’s diverse hospitality sector, which includes hotels, restaurants, gaming facilities, catering services, private clubs, sports clubs, spas, sports facilities and night clubs” said EGS’ Founder Douglas S. Ellenoff.

“They skillfully resolve complex labor and employment issues in this sector, which has been devastated by the pandemic. The addition of this group deepens our bench strength serving clients in this sector which is so important to the economy of New York City.”

Collectively the eight lawyers moving to Ellenoff Grossman & Schole have more than a century of experience representing hospitality clients in labor and employment matters, including collective bargaining, regulatory, enforcement and compliance issues; workforce development, human resource policies, compensation and benefit matters; and labor and employment disputes. While they have a deep focus on the hospitality industry

“There is not a hotel, restaurant, spa, sports facility or any business that welcomes travelers and guests that will not need enormous help navigating the COVID related regulations and laws; the arrival of David and this group could not be better timed.” — Amanda Fugazy the team also serves clients in a broad and varied range of industries.

“In 2021 the hospitality industry will have to reinvent itself and cope with labor and workplace complexities impacting their own employees as well as their guests,” said Amanda Fugazy, head of EGS’s Labor & Employment Practice. “There is not a hotel, restaurant, spa, sports facility or any business that welcomes travelers and guests that will not need enormous help navigating the COVID related regulations and laws; the arrival of David and this group could not be better timed.”

“David and his team have had significant success handling labor and employment matters for hospitality businesses and entities in many other sectors,” Douglas Ellenoff, Partner,

David R. Rothfeld

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said. “The team brings to ESG strong client relationships and the client-first approach that complements our own.

We look forward to our collaboration and serving all of our clients as, well as providing those clients with expanded services.”

EGS handles labor and employment matters in state and federal courts and before administrative boards, including the EEOC, New York State Division of Human Rights, NLRB and Department of Labor. Among the laws on which it focuses are Title VII of the Civil Rights Act of 1964, the New York State and City Human Rights Laws, the Fair Labor Standards Act, the Family Medical Leave Act, breach of contract, covenants not to compete, duty of loyalty, fiduciary duty, and unfair competition.

“Ellenoff Grossman and Schole’s Labor & Employment Practice is very compatible with our team’s client base, client service approach, and growth,” said Rothfeld. “The firm is highly principled, and the practice is very well respected. Every support we need to be successful is available here, and it already feels like home.”

EGS’ partner David R. Rothfeld will lead the firm’s traditional labor law practice and specializes in the representation of management in negotiating collective bargaining agreements.

In this capacity, Rothfeld serves as Chief Labor negotiator for the Hotel Association of New York City, Inc., and

negotiates initial opening and renewal collective bargaining agreements for all types of businesses, including, hotels, restaurants and gaming facilities.

Rothfeld represents clients in many sectors, including hospitality, real estate, manufacturing, service industries, schools and nonprofit organizations. Rothfeld is a member of the Cornell Institute for Hospitality and Labor Relations Board, and frequently participates in events at Cornell University’s School of Hotel Administration and its Law School’s Labor and Employment Law Round Table. He is included in the 22nd edition of The Best Lawyers in America in Employment Law, Management and Labor Law and Management and has been chosen a “Super Lawyer” for the New York Metropolitan area.

EGS’ Partner Jennifer M. Schmalz advises employers in all facets of labor and employment law, with broad experience in preventing and resolving workplace disputes, compliance with the variety of laws governing the workplace, and the labor and employment aspects of mergers and acquisitions and other corporate transactions.

Schmalz has successfully litigated matters involving employment discrimination, wrongful termination, violations of restrictive covenants, breach of contract and wage and hour violations, representing clients be-

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NEWS

TECHNOLOGY

INDEPENDENT RESTAURANTS RUNNING ON TOAST’S ALL-IN-ONE PLATFORM OUTPERFORM PEERS BY UP TO 30% DURING PANDEMIC

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oast, the fastest-growing restaurant management platform, today announced the 2020 results of its investments in the restaurant community. During the pandemic, Toast took steps to support the industry through rapid product innovation, advocacy on Capitol Hill for restaurant financial relief, and dedicated recovery efforts through more than $40 million in software relief and access to working capital loans for the Toast community.

These actions helped restaurants innovate, navigate the COVID-19 health crisis, and deliver new experiences to meet rapidly changing guest expectations. As a result, Toast’s customer community grew to over 40,000 restaurant locations and recurring revenue increased by 70 percent in 2020.

“While 2020 was an incredibly challenging year for our restaurant community, we focused our efforts at Toast on providing restaurants with access to the technology, advice, and relief they needed to delight guests, do what they love, and survive a challenging year,” said Chris Comparato, CEO at Toast. “As we look ahead to 2021, we remain focused on providing restaurants of all sizes with access to the technology they need to compete with major brands, reimagine their business models, and safely welcome

guests back to their restaurants during the year.”

Toast and the Restaurant Community: Growth in 2020 From March to December, 2020, Toast processed nearly 50 million guest orders through Toast digital ordering platforms. Additionally: • Toast restaurants that adopted new digital technology fared better during the pandemic than those that did not: Throughout 2020, COVID-19 had a devastating impact on restaurant sales. However, independent restaurants that quickly adopted the Toast All-in-One Platform were able to mitigate the impact on sales by 10 to 30 percentage points when compared to restaurants that failed to quickly activate digital tools such as Toast Online Ordering, Toast Marketing, Toast Loyalty, and Toast Delivery Services™.

• Restaurants took control of third party delivery commissions with Toast

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Delivery Services™: During the pandemic, Toast introduced flat-fee delivery for restaurants to empower them with the benefits of third party delivery paired with the ability to pass delivery costs on to their guests. For independent restaurants that turned on Toast Delivery Services™ during summer and fall 2020, revenue increased by ~10 percent in the month following activation.

• Restaurants adopted Toast’s contactless payment tools at a staggering rate during the pandemic: Nearly 25,000 locations adopted Toast’s new contactless technologies in 2020. Independent restaurants that activated QR code-based Toast Order & Pay during summer and fall 2020 saw, in aggregate, a ~20 percent increase in revenue for the month following adoption compared to the month before activation.

Empowering

Restaurants

to

Delight Guests, Do What They Love, and Thrive With nearly 70 percent of Toast employees coming from the restaurant industry, the company is deeply committed to addressing the challenges that restaurateurs face in running their businesses. As a result, key activities in 2020 focused on lifting up the restaurant community through efforts including: • Launching Rally for Restaurants™, a movement to provide a lifeline to restaurants suffering from shutdowns as well as government lobbying for financial relief; • Accelerating the production of commission-free and flat-fee digital commerce products including Toast Go® 2, Toast Order & Pay, Toast Delivery Services™, and Toast Now™; • Providing over $40 million in financial support including SaaS relief, free software offers, and access to capital for Toast customers; and, • Supporting the restaurant community in taking action against the disproportionate injustices that Black, Indigenous, and People of Color (BIPOC) working in the restaurant industry face; see here to learn more.

Restaurant owners and operators can learn more about Toast and schedule a personalized demo at https:// pos.toasttab.com/request-demo..

BURRATA

Soft and delicate, with a slightly sweet, milky flavor, BelGioioso Burrata is made with hand-crafted Fresh Mozzarella filled with Stracciatella, a mix of soft mozzarella shreds and cream.

Enhance your menu by creating a deluxe Caprese salad with spooned sections of Burrata beside ripe tomatoes and fresh basil, drizzled with extra virgin olive oil. Or enrich your pizza or pasta by topping with a garnish of this fresh, creamy cheese just before serving.

Available in 2 oz., 4 oz. and 8 oz. Burrata balls, 4 oz. balls with Black Truffles, and 8 oz. and 1 lb. Stracciatella.

For more info and samples, please contact: foodservice@belgioioso.com 877-863-2123

belgioioso.com/Foodservice

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FIORITO ON INSURANCE

COVID-19 VACCINES IN THE WORKPLACE: CONSIDERATIONS FOR HOSPITALITY EMPLOYERS

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hile the Centers for Disease Control and Prevention (CDC) suggests that workers in the food service industry be included in round 1c of COVID-19 vaccine distribution, states ultimately regulate distribution. For example, in New York, restaurant workers have recently been added to phase 1b of vaccination rollout, expediting their eligibility. However, as the COVID-19 vaccine becomes more widely available and distribu-

tion progresses, employers need to assess and/or develop a vaccination policy and plan.

Developing a COVID-19 Vaccine Program Successful vaccination programs combine marketing with education to reduce fears and misconceptions.

As the vaccines become more accessible, employers have a responsibility to address employee concerns.

Organizations can compare COVID-19 vaccination program devel-

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opment to mandated influenza vaccination programs for healthcare workers. Since 1984, the CDC has recommended that all healthcare workers be immunized against influenza. Vaccination rates of at least 80% are needed to prevent infection. While many cases of serious illness and death from COVID-19 occur primarily in older, high-risk individuals, people of any age who have underlying medical conditions are at increased risk.

To improve vaccination rates among employees, it is recommended that employers implement the following strategies: • Launch an ongoing education campaign.

• Remove cost barriers.

• Provide the vaccine at convenient times and places.

• Make the vaccination available outside of typical business hours.

• Use vaccination clinics.

• Ensure access to vaccinations for all work shifts.

• Have company leaders be among the first to be vaccinated.

• Require signed declinations from workers who have nonmedical reasons for declining the vaccine.

• Do not ask prohibited medical questions and have HR work with those who have medical or religious reasons for declining the vaccine.

Leadership’s support of vaccina-

Robert Fiorito serves as Vice President with HUB International Northeast, a leading global insurance brokerage, where he specializes in providing insurance services to the restaurant industry. As a 25+ year veteran and former restaurateur himself, Robert has worked with a wide array of restaurant and food service businesses, ranging from fast-food chains to upscale, “white tablecloth” dining establishments. Robert can be reached at 212-338-2324 or by email at robert.fiorito@ hubinternational.com.

tion programs and campaigns is extremely important to program success. A company’s leaders can ensure policies are in place, reduce or eliminate barriers to access and implement a culture in which the vaccination is an expected safety and risk mitigation measure.

Despite national and international medical recommendations for vaccinating workers, voluntary efforts to vaccinate in healthcare settings have historically been poor.

For this reason, some employers may consider requiring their workers to be vaccinated, so long as the requirement accounts for employee protections under federal law.

Vaccines & Employment Law Employer-driven vaccination programs require a thorough understanding of employment law, compliance, employee well-being and education. As a general rule, employers, under certain circumstances, may require employees to receive the COVID-19 vaccine. However, there are specific and certain limitations.

Primarily, employer vaccination policies are subject to two significant federal laws, The Americans

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NEWS

WALK-IN SOLUTIONS

WHAT YOU NEED TO KNOW ABOUT QUICK SHIP WALK-IN COOLERS & FREEZERS

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ne of the most common mistakes when searching for the right Walk-In is not considering the available Quick Ship options.

Quick Ship Walk-In Coolers and Freezers are an economical and efficient choice for your refrigerated Walk-In needs. Unlike custom units, their panels are standardized and able to be shipped in just a few days. Because of this, not only is the lead time drastically reduced, but the cost is typically below the price of custom alternatives. While Quick Ships have many benefits, they are not perfect for everyone. Here’s what you need to know: Quick Ships Are Faster Walk-In Quick Ship panels are pre-designed for optimal manufacturing efficiency and pre-manufactured.

How Industry Leader Leer Structures Their Quick Ship, Quick Ship Plus Program Timing vs.

Custom Builds • Leer’s Quick Ship Program – 2 days to ship.

• Leer’s Quick Ship Plus Program – 10 days to ship.

• Average Custom Build Time – Weeks to ship.

Quick Ship Units Require Less Engineering Work When you order a custom Walk-In Cooler or Freezer, each unit is engi-

have to compromise on quality.

Simply put, all the work was done upfront in creating an efficient repeatable process, saving you time and money.

neered and manufactured to meet the unique specifications of your application - requiring engineers to spend time drafting and designing the Walk-In to get it right. They need to design it from scratch, then build it.

For Quick Ships, the Walk-In Cooler and Freezer layouts are standardized, so there’s no need for engineers to draft up designs and spend more time and resources.

Quick Ship Units Use Nominal Sizing Even though programs like Leer’s Quick Ship and Quick Ship Plus have 20+ available sizes, they use nominal sizing. Nominal sizing means that there are standard sizes that allow for fast manufacturing.

Quick Ships Affordable

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Are

More

Because Quick Ships are predesigned, don’t require additional engineering work, pre-manufactured, and use nominal sizes the process, engineering, and materials are streamlined. With streamed lined operation efficiencies come cost savings. These cost savings are passed directly to you, resulting in a more affordable Walk-In Cooler and Freezer Quick Ship offerings.

Does this Mean Quick Ship Units are Lower Quality?

No, not at all. Leer never compromises on quality. Fast and affordable units are great but only if the products are also high quality. That’s why top-quality materials and manufacturing processes are extended from custom Walk-Ins to Quick Ship Walk-Ins. Just because Quick Ships might be a lower priced option for you, doesn’t mean that you should

What if Quick Ship Isn’t Right for Me? Quick Ship & Quick Ship Plus Programs are great. But it’s not for everyone. If you have complex needs, no worries, there’s custom solutions to ensure you end up with the highest quality option that meets your needs.

Before your next purchase of a Walk-In Cooler or Freezer, consider a Quick Ship option. And if you’re not 100% sure what you need, talk to one of Leer’s specialists today.

Leer Offers Walk-In Quick Ship Features that Others Don’t Here are just a few of our features, available in Leer’s Quick Ship or Quick Ship Plus program that aren’t normally available from other manufacturers: • Kick Plates / Diamond Tread • LED Lights • Strip Curtains • Trim • Coving • Membrane Roof Cap • and more!

These features were added to make sure that your refrigeration needs are met in the most economical and efficient way possible.

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

NEWS

by Claudia Giunta

DESIGN SOLUTIONS

ARKAY-LELIEVER HOSPITALITY DESIGN JUICES CONTINUE TO FLOW THROUGH THE MOST CHALLENGING TIMES

T

he memorable experiences of dining out are built on not only the quality of service and food being served but a thoughtfully executed design. Among the nation’s leading restaurant and retail designers is Christian P. ÁrkayLeliever, Founder and Design Director of Connecticut-based Arkay-Leliever, LLC. Christian has curated restaurants and spaces including Camacho Garage, Dockside Brewery, BE Chocolat, Bar Yoshi, and Henry C. Reid & Son Jewelers. He is currently working on some exciting projects. One is Ristorante MV in Bernardsville, NJ, which is only weeks away from opening.

The Toronto, Canada native thoughtfully brings innovation, function, and craft into every product and space he creates. Christian’s attention to detail and appreciation, and immersion into design and cultures throughout the world make his signature brand truly stand out. While COVID-19 has inhibited customers from

appreciating the interior design of a restaurant’s space or even a retail environment, Christian has continued to transform spaces to be more sensitive to COVID-compliances. By generating more open-space environments that help owners make guests more comfortable Christian has helped to optimize operator profits.

Christian’s latest designs factor in the growing trend for take-out, pickup, and delivery services. His design at Dockside Brewery in Milford, CT, offers guests easy access to a host of curbside services. “Management oversight and programming remain key to making such efforts possible as well as fluid. The Dockside team was incredible. The customers showed their appreciation time and time again for the Dockside solution,” said ÁrkayLeliever.

Christian’s passion for design was sparked by the cultural impact and influences he was exposed to while growing up and throughout his col-

Arkay-Leliever recently designed the Geronimo Tequila Bar & Grill, in Fairfield, CT.

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

“You want the buyer to envision the thoughts the designer had while creating the piece and appreciate the art and thoughtfulness that went into every aspect of the design and crafting process.” — Christian P. Árkay-Leliever lege years. Through the European family grounding and travels, he was impacted by the emotional connections to the people, places, cuisine, art and architecture, which translated into who he is and how he approaches each and every project. Growing up, Christian’s father owned his own business. It was another outlet for Christian to explore his creativity. At a subsidiary to his father’s company there was a print shop where Christian worked with the printers, learned how they worked the machines, and actually created some graphic designs for them on small projects. “I loved it and was told I was quite an entrepreneur from the start. At around 16-years-old, I set-up my own graphic design and printing company creating designs for business cards, logos, window displays, and car decals. I also designed a light sculpture in my high school art class, sought out a local neon manufacturer, had the neon sculpture produced, and used it as a sales tool in my buddy’s front window of the store with my sign and information alongside it.

Great success!”

Christian’s college experience at Ontario College of Art and Design allowed his talent for design to flourish. He maintained his own business throughout his education where he learned how to manufacture and produce metals, ceramics, blown glass, acrylics and much more, even brand and logo design. “It was my very own

Christian P. Árkay-Leliever, at Bar Yoshi in Nantucket (Background artwork by Bree Árkay-Leliever)

work-study program and I remain most thankful for the opportunities and those who believed in me at such a young age.”

His academic pursuits brought him to North Carolina’s Penland School of Craft for a true summer work-study program prior to beginning his Master’s degree program at New York’s Pratt Institute under the watchful eye of his mentor and friend Bruce Hannah. While at Penland, not only was Christian able to become an apprentice to well-known arts philanthropist

continued on page 94

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

TREND TALK

WITH JOYCE APPELMAN

NY’S HUDSON VALLEY: A HUB FOR CREATIVE COLLABORATIONS

W

hat’s the secret sauce behind the success of culinary and craft beverage purveyors in New York’s Hudson Valley region? Filomena E. Fanelli, CEO/Founder of Impact PR & Communications, Ltd. and a Hudson Valley resident has the pulse on the secret sauce behind the success of culinary and craft beverage purveyors in New York’s Hudson Valley region.

Many would consider the plentiful farm-to-table options, as well as proximity to the Culinary Institute of America and its pool of alumni, to be reasons for the Hudson Valley’s stronghold as a sought-after spot for foodies and beverage brands to sprout from. However, one seri-

ously undercelebrated strength is the region’s culture of collaboration.

Since the pandemic, these Hudson Valley hotspots have buddied up to bring flavor and flair to delighted visitors in the know.

DUTCHESS COUNTY Since opening at its new Poughkeepsie location, boasting views of the Hudson River, Farmers & Chefs has put an unrelenting focus on using farm fresh produce and local meats in its dishes, and on featuring libations with Hudson Valley roots. When Covid-19 hit the restaurant industry hard, Chef and owner John Lekic, who also has two identically named food trucks on top of the brick-and-mortar he runs, didn’t take his eye off this passion-

ate approach. Instead, he invested back in, purchasing a vertical container garden system from Israeli agri-tech brand Vertical Field. So, what did Lekic do with the 20-foot garden that sits directly outside his restaurant? In addition to growing kale, lettuce and herbs, Lekic dried out basil, fennel, nettles and peppermint and created a powdered, nutrient-rich base to infuse into his line of vegan ice creams, which have quickly become fan favorites.

Also in Poughkeepsie, Revel 32° – an award-winning event venue that happens to be the Hudson Valley home of celebrity Chef David Burke, who is the site’s preferred caterer – has used partnering and pop-ups as a way to stand out and deliver delightful offerings to guests. One

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

such example was Alma, a temporary restaurant concept it offered up this fall to rave reviews, from local Chef Mike Polasek of Simply Gourmet Catering. Revel 32° welcomes further collaborations, due to popular demand, this year.

ORANGE COUNTY The Hudson Valley has become an epicenter for innovation, especially when it comes to food and drink, so it’s no surprise that two

continued on page 86

(L-R) Farmers & Chefs – pictured left to right, Sam Miner, regional manager, Vertical Field, and John Lekic, owner, Farmers & Chefs; Revel 32 – exterior of the venue; Angry Orchard and The Spirits Labs’ collaborative cocktail, Cranberry Sauced

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

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PROVISIONS PREVIEWED

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SINGER EQUIPMENT COMPANY ANNOUNCES CONTRACT LEADERSHIP REORGANIZATION

S

inger Equipment Company announces the planned reorganization of contract division leadership effective April 1st, 2021.

Rod White will serve as EVP, Contracts for the Singer family of companies, having been promoted from his position as President of Singer Ashland. In this new role, Rod will oversee all contract sales, CAD, project management, estimating, and purchasing. Rod, who founded Ashland Equipment in 2000, became part of Singer’s core leadership team after the company acquired Ashland

in 2017. Fred Singer, President and CEO, says “Rod’s history of strong leadership and successful growth in the contract business will help Singer in our next phase of development as a leading national kitchen equipment contractor.”

Mark Woolcock will be promoted to EVP, managing all equipment vendor relationships for Singer, and supporting the growth of equipment sales across both contract and distribution divisions. His responsibilities will also include vendor program development and strategic partnerships. Mark joined Singer 15

years ago and has been a longstanding member of the executive leadership team. Fred Singer says, “Mark has a track record of building strong relationships with our vendor partners built on integrity, partnership and performance. In his new role, Mark will develop and strengthen these relationships to bring value to our customers and partners.”

Singer continues, “I am pleased to entrust the leadership of our contract business to Rod and Mark.

Their proven success in delighting our customers and partnering with our key manufacturers will

(L-R) Rod White, Mark Woolcock, and Todd Schaeffer assume new roles in the Singer Equipment Company

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

Morgan Tucker is the Vice President, Marketing at Singer Equipment Company and a member of Singer’s senior leadership team.

Attuned to foodservice trends, and guiding many of them herself, Morgan is recognized for her ability to source new products and identify and serve customers’ changing needs.

Morgan can be reached at mtucker@singerequipment. com and @littlemtucker.

continue to result in strong growth for our enterprise.” Both Rod and Mark will continue to report directly to Fred Singer in their new roles.

Todd Schaeffer will be promoted to General Manager and VP of Singer Ashland, ensuring smooth and efficient operations in this division.

Todd had previously served as the VP of Operations for Singer Ashland and has been an integral part of the division’s growth for over a decade and a half. Rod White shares, “Todd and I have worked side by side for over fifteen years, and no one knows our business better, or is better prepared to lead our team forward.”

About Singer Equipment Company: Singer Equipment Company is the fifth largest foodservice equipment and supply dealer in the United States and remains privately owned and operated in its third generation of family leadership. Headquartered in Elverson, Pennsylvania, Singer maintains offices throughout the Mid-Atlantic and Florida, as well as 3 distribution centers totaling over 400,000 square feet. Singer offers the power of a century of experience combined with highly personalized service delivered nationwide.

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

NEWS

by Wyatt Semenuk

REOPENING TRAINING STRATEGIES

AHA LAUNCH OFFERS MUCH NEEDED RESOURCE FOR NEW SAFETY PROTOCOL TRAINING

A

s operators grow more accustomed to the new industry landscape, it has become glaringly obvious that one of the most important changes in the industry is the growing priority of health and safety. Vitally important for both customer optics and for keeping staff and patrons safe, health and safety has never been more integral to the success of a restaurant business. The main roadblock however, for many businesses lies in attaining this heightened and on-going level of cleanliness. Achieving this requires knowledge, and the ability to disseminate it efficiently and ef-

fectively. Luckily, this is where the Academy for Hospitality Arts (AHA) comes in, spearheading this new health and safety initiative with their newly available COVID safety courses.

“If I had to sum it up in one word,” said Michael DiPeri, President and Founder of the AHA, “I’d say our new courses facilitate confidence.

Confidence is what will determine a business’ success in this post-Covid world. An operator’s confidence that they are running a safe environment, staff’s confidence that they are working in one, guest confidence that they are entering a safe environment, and most importantly

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

“How many times have we seen clips on YouTube or TikTok of non-compliant confrontational customers overwhelming management simply because they are illprepared to handle these situations due to a lack of knowledge and confidence?” — Michael DiPeri regulatory agencies confidence that we are in compliance with the latest safety protocols and implementing them to their fullest capacity.”

With missteps being veritable death sentences for restaurants, doing everything one can to facilitate the types of confidence DiPeri describes is paramount.

Thankfully, the AHA’s new courses provide everything managers and other front of the house employees need with the ease of a virtual platform. The COVID Readiness Course (CRC), designed for wait staff and servers, prepares its students to execute new daily protocols centered around cleaning and disinfecting, keep inventory of proper materials needed for them, to contact trace, and to keep both themselves and customers safe.

The second course, the COVID Hospitality Compliance Officer (CHCO), is designed for leadership. This course is cen-

tered around identifying symptoms, isolation precautions, balancing the needs of staff and customers, and perhaps most importantly today, conflict resolution. “How many times have we seen clips on YouTube or TikTok of non-compliant confrontational customers overwhelming management simply because they are ill-prepared to handle these situations due to a lack of knowledge and confidence?” asked DiPeri. “How often do we see this lead to the staff member directly exposed quit because they feel disrespected, endangered, or just plain stressed? Our CHCO course teaches management how to calmly and rationally deal with these situations.

They learn deescalate them while simultaneously remaining steadfast, and to convince the customer to comply or to quietly leave.” This type of skill isn’t just important for dealing with mask-averse customers, it’s important for dealing with any variety of customer complaint or conflict.

In addition to subjects directly related to health and safety, these courses also instruct those who opt to take them in a variety of other

continued on page 92

The Academy for Hospitality Arts believes that exceptional service begins with intentional planning.

Our online, in-person and consultancy training offerings are designed to educate and enlighten individuals in the hospitality industry. We leverage decades of experience and focusing on standardization, we empower hospitality professionals by providing a blueprint for success.

THE BLUEPRINT

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SUCCESS HAS ARRIVED. ACADEMY For HOSPITALITY ARTS

LEARN MORE AHAEXCELLENCE.COM February 2021 • Total Food Service • www.totalfood.com • 27

MEDIA CORNER

With Joyce Appelman

WHAT WE’RE WATCHING: The returning chef contestants achieved incredible success since their first time in the culinary competition. This included winning James Beard Awards from the James Beard Foundation and opening new restaurants. Some contestants also hit major milestones, like getting married and starting families.

Food Forward, Let’s Eat Right Now Food Forward goes way beyond celebrity chefs, cooking competitions, and recipes to reveal the compelling stories and inspired solutions envisioned by food rebels across America who are striving to create a more just, sustainable, and delicious alternative to what we eat and how we produce it. Created by the James Beard Awardnominated documentary film making team led by Greg Roden and Susan Haymer, Food Forward explores new ideas of food in America as told by the people who are living them. The series aired in 2012 on PBS, with 13 episodes that focused on a different theme–school lunch reform, urban agriculture, sustainable fishing, grassfed beef, soil science–and spotlighted the real people who are creating viable alternatives to how we grow food and feed ourselves. https://www.pbs.org/food/features/food-forward-episodes/ Top Chef: All Stars L.A., Season 17 While we are waiting for Top Chef, Season 18, filmed in Portland, to air sometime in 2021, catch up with Top Chef: All Stars L.A., Season 17. The 15 finalists, frontrunners, and fan favorites were back from past seasons for another shot at winning the Top Chef title and take home the largest cash prize in the history of the series, $250,000.

Filmed in Los Angeles with the finale in Italy, Season 17 episodes included the familiar intense Quickfire Challenge, inspiring Elimination Challenge, Last Chance Kitchen, and a star-studded lineup of guest judges.

One of my favorite Quickfire Challenges was when the five remaining chefs had to serve an in-flight dish in airline trays and each portion had to fit and be shorter than the tray height. My favorite Elimination Challenge was when the chefs went truffle hunting in Tuscany and they had to incorporate the truffles in their dish.

Tune in to BravoTV to watch Top Chef: All Stars L.A., Season 17 (Contributed by Editorial Intern Paola Zevallos, Food and Finance HS in Manhattan) Matt Sartwell, Managing Partner, Kitchen Arts & Letters Bookstore in New York City shares his reviews.

Buttermilk Graffiti: A Chef’s Journey to Discover America’s New Melting-Pot Cuisine

28 • February 2021 • Total Food Service • www.totalfood.com

BOOKS, TV, FILM, AND PODCASTS

WHAT WE’RE READING:

By Ed Lee A thoughtful exploration of the diversity of American cuisine, and the personal stories behind the dishes.

Chef, television personality, and author of cookbook Smoke and Pickles, Edward Lee here sets out to explore the diversity of flavors and cultural traditions that makeup America’s melting pot cuisine. Styled as both a memoir and a travelogue, the book takes us on a tour around the country, with each chapter devoted to a particular food and place.

We follow along with Lee as he explores the influence of Cambodian food in Lowell, Massachusetts, speaks with Vietnamese fishermen along the coast of Texas, and joins in the fasting and feasting of Ramadan in Dearborn, Michigan. Throughout, he is guided by a restless curiosity about the people and stories behind particular foods, and provides us with deep cultural inquiry as well as enticing descriptions of the foods he eats. Each chapter ends with several recipes inspired by

WHAT WE’RE LISTENING TO: Lee’s experiences (Pork Lab with Fried Egg on Popcorn Bread; Seared Beef Rib-Eye with Prunes, Almonds, and Bourbon-Washed Butter; Spicy Tomato-Braised Chicken with Turmeric and Cashew). With his unique perspective as a Brooklyn-born, Kentucky-based chef of Korean descent, along with his wide-eyed curiosity and compelling narrative voice, Lee has written a book that captures the complexity of American cuisine.

Sourdough Panettone and Viennoiserie Preface by Chad Robertson Naturally leavened sweet doughs for professional kitchens

by Thomas Teffri-Chambelland This impressive and precise new book presents detailed instruction and insight on the creation of sweetened enriched doughs used for panettone, croissants, brioche, kouglof, and the like.

Author Thomas Teffri-Chambelland trained as a biologist before becoming a professional baker and culinary instructor. He incorporates his own orig-

inal research into this work, as well as current industry understanding of ingredients, equipment, and practices, all with the goal of allowing a reader to develop and adapt recipes according to local conditions and flora. To this technical ambition, he also brings a commitment to the best qualities of these remarkable doughs, “remarkably tender with an intense aroma, incredible softness, and long shelf life.”

There are recipe contributions from leading European bakers such as Ezio Marinato, Mauro Morandin, Alfonso Pepe, Daniel Jordá, Miquel Saborit, Christophe Louie, Emmanuel Revuz, and the US-based Roy Shvartzapel.

Their recipes reveal a range of techniques, including such fine points of detail as the difference between the Piedmontese and Milanese methods of starter creation and the decision to use different grades of flour at each stage of a dough.

Detailed step-by-step photography addresses everything from mixing and laminating the starter, refreshing the dough, managing fermentation and rise, dividing and shaping, and glaz-

ing and finishing the loaves. Measurements are by weight and baker’s percentages.

Important and immensely practical for anyone in this line of work. Despite the stock photos with the French interior, we are in fact stocking the book in English.

in the restaurant industry, addiction in restaurants, and how to retain your staff. Previous guests include Danny Meyer, Ming Tsai, Joanne Chang, Erin Wade, among many others.

Where to listen: Spotify, Apple Podcasts, Stitcher, RadioPublic, or on our podcast website.

The Garnish a podcast by Toast The Garnish is the podcast for restaurant people. They bring you stories and advice from restaurateurs, managers, chefs, servers, cooks, and everyone else who powers the re s t a u r a n t i n d u s t r y.

The format changes from episode to episode: some episodes weave together multiple interviews on one subject, and others are quick interviews with one guest. They range in length from 15-40 minutes, and cover topics like being a parent

The Connected Table with Melanie Young and David Ransom -Sharing Stories about the People Who Shape the F&B IndustryLongtime F&B industry pros, Melanie Young and David Ransom, conduct engaging conversations with global thought leaders in food, wine spirits and hospitality on their weekly radio show, The Connected Table Live. Since launching in 2014, the intrepid culinary coupled (married 13 years) has traveled the world to share stories of the people they meet and places they visit, always with an eye on supporting the industry. They have amassed an audio library of more than 400 episodes profiling nearly 600 people.

A shorter companion podcast series, The Connected Table SIPS, discusses

wine and spirits products and trends with local vintners and distillers and visits global wine destinations in depth.

“We share the stories of people around the world who shape all aspects of the industry and their communities, including but not limited to: vintners, distillers, chefs, restaurateurs, farmers, authors, activists and educators,” note Young and Ransom.

Listen to The Connected Table LIVE! on Wednesdays, 2 p.m. EST (50 min.) on W4CY Radio www.W4CY.com as well as on 30+ podcast platforms including iHeart, Spotify, ITunes, Spreaker and Stitcher. The Connected Table SIPS! podcasts (under 15 min.) can be heard on all major podcast platforms. h t t p s : / / w w w. i h e a r t . c o m / podcast/209-the-connected-tablelive-27073513/

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

RESTAURANT BRANDING + STRATEGY

THE POWER OF PINK How a new name and color scheme increased profits 700%

I

love tacos. It’s become an obsession - so much so that I started kicking the idea around of opening a taqueria with a buddy of mine from culinary school in the summer of 2018. Besides being a taco lover himself, he’s Mexican and has worked at some well-known restaurants in both LA and NYC. He had never been to the town I was suggesting for our new venture, so we met at a local restaurant to tour the space and talk through some of the details of the concept. After we finished our meal - it was decided - we were opening a taqueria.

Now, almost as much as I adore tacos - I love simplicity when it comes to restaurant concepts. A mentor of mine once told me, “in the restaurant business, be Mariano Rivera - be good at one thing, that everyone knows coming, and they can’t touch.” With that in mind, we were off and running - tacos, quesadillas, and sides, with a simple yet thoughtfully curated beer and tequila list and, of course, margaritas.

Our name was PTL - it stood for Pequena Taqueria - Larchmont, and we were busy from day one. People loved the food, they loved the music, and our staff was great! I felt like

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

we were really onto something. We had a fun laid back vibe with great food, and a connection to the community. It certainly seemed like this was going to be a great concept to grow. But something was missing; the brand itself just felt flat. I scheduled a meeting with my partners and said, “You know, I think we need to go through a rebranding.” They thought I was nuts, “but everyone knows that PTL, and they love the place!” They weren’t wrong, people knew us, and our sales were tracking just under $700k in our first year not bad for a 850SF taco joint. All of our KPI’s were in line, we had no debt and really were in solid shape.

I continued to press forward, knowing that in order to be successful a brand needs to have a look, something that stood out, something that was reminiscent of the concept itself. PTL just didn’t work - it was too...boring. It took about three weeks - but they were eventually convinced, and we decided to go ahead with the project.

I immediately scheduled a call with a good friend of mine who is an extremely talented graphic designer and had helped me on some branding projects in the past. She loved what we were all about simple food, presented creatively with great music. We were all in agreement that we needed to stay true to our original concept of LA style tacos meets NYC vibe and we had to incorporate Larchmont somehow in the name. We hung up and less than a week later, we had it. All the doubts my partners had were erased after they saw our new name and color

A 18-year restaurant veteran, Kyle Inserra is now part of the national accounts team Sabre Advisors, specializing in the strategic growth and nurturing of emerging restaurant brands. A restaurateur himself, (co-founder of Polpettina and LA LA Taqueria) his insider’s perspective of what it means to be a restaurant operator day-in and day-out, allow him to relate to his clients’ ever-changing needs. His expertise includes everything from site selection, lease negotiation, demographic and psychographic analysis, competitor analysis and zoning regulations. Kyle is also the host of The National Restaurant Owners Podcast, a show focused on bringing value to restaurant owners across the country by sharing his insight and experience, with a wide variety of guests.

Contact him at https://taplink.cc/ kyleinserra

scheme. We would now be known as La La Taqueria, bold font with a very rock and roll look, and the colors were just perfect pink, black, and gray - unique, and vibrant, just what we wanted.

To be sure, we ran it by some of our regular customers, and sure enough, they loved it. We then painted the entire place pink with black tables and new artwork. We ordered T-shirts, stickers, hats the look was so much more us, so much more so that I am convinced it changed the energy of the entire concept. In the process we also updated the website and stripped our social media in preparation for relaunch as La La Taqueria. Then, the pandemic hit. We quickly pivoted to offering just take out and deliver. We went in heavy on our social media with our new logo and some updated pictures and videos. We even hired a videographer to help create a short video showing how we were carefully packaging the food and offering contactless pickup services.

continued on page 84

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

Q&A

EXCLUSIVE FOODSERVICE INTERVIEW

FELIPE HASSELMANN President & CEO, Cuisine Solutions and CS DAK

A

mong the major impacts of the Pandemic on the restaurant and foodservice industry has been a heightened focus on safety. Many foodservice operators across Metro New York and the Nation have turned to sous vide cooking to find a solution. The highly acclaimed technique of vacuumsealing and slow-cooking foods in a hot-water bath continues to grow in popularity.

With that in mind, Total Food Service sought out the world’s leading manufacturer and distributor of sous vide foods: Cuisine Solutions and their President and CEO Felipe Hasselmann. Headquartered in Sterling, VA, the company operates six plants across the globe. From big-name clients like HilFelipe Hasselmann, President & CEO, Cuisine Solutions and CS DAK ton, Costco, and others in the restaurant, airline, hotaurants to produce sous vide on a diversifying the business by suptel, and foodservice seclarger scale. plying the military and retail industors, Hasselmann took us inside the try. This allowed us to see not only sous vide industry.

Who was the target industry when how sous vide technology could apyou launched and how has that ply to those different channels, but Can you share the history of Cuisine target evolved? also how the technology would be Solutions? Who is the visionary beOur initial target was the foodseraccepted in those markets. hind the creation of the company? vice industry. A large concentration The company launched in the of our customers were airlines and What were the military’s goals for United States and France in 1989. foodservice. However, after Septhe use of sous vide?

Chairman Stanislas Vilgrain, our tember 11th in 2001, we were faced We were supporting the troops in founder, had the vision to develop with challenges when people didn’t Iraq and Afghanistan and were hona business that could mass-produce want to travel. From that point on, ored to be voted best food supplier sous vide. He wanted to harness the we started developing different in terms of safety and quality on technology that was used by Michannels. For example, we began three occasions. One of the things chelin chefs and in fine-dining res-

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

we did for the troops was called “morale meals,” which consisted of supplying higher-quality meals for the soldiers twice per week to improve their morale.

What has been the key to the growth of sous vide in the restaurant industry?

We saw a great opportunity for sous vide to help the foodservice industry and restaurant chains in particular. We started working with fast-casual and quick-service restaurants. From that we started creating trends, working on innovation, developing recipes, and evolving our products. Today we sell to over 22,000 restaurants around the world, partnering heavily with hotels where the focus is on room service, events, etc., and helping them minimize waste and reduce labor costs.

How has the pandemic changed the way your business operates?

We saw a great opportunity during the pandemic to upgrade what is referred to as a “ghost kitchen” or “dark kitchen.” When we really started looking at it, we knew that we could upgrade the concept by using smaller kitchens, smaller spaces, and less people while using a larger variety of products with

continued on page 34

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Q&A

FELIPE HASSELMANN, from page 32

CS DAK by Cuisine Solutions, New York’s first Dark Assembly Kitchen showcasing sous vide cuisine concepts, participated in the inaugural NYC Restaurant Week To Go, partnering with City Harvest. The Cuisine Solutions team has pledged to donate a meal to City Harvest for every meal sold during Restaurant Week, helping to support the organization’s work rescuing food for New Yorkers in need. Pictured above is The Cutting Edge. (Photo by Scott Suchman)

more safety-and-quality measures.

That’s where dark assembly kitchens (DAKs) come in. DAKs work like this: The product comes from our kitchen fully prepared and ready to go. Then when the restaurant receives an order the only thing that the chefs have to do is reheat the product, assemble the packaging, and it’s ready to go! Currently, our VP of Culinary, Chef Sean Wheaton, oversees CS DAK in New York.

When you began in 1989 was there the technology to use “blast chilling”? How has the technology

evolved since then in terms of executing the process?

In terms of technology, none of our plants are the same. We’ve invested a lot of money into technology and manufacturing. For example, compared to our first plant, our second plant has 20% to 30% of the same technology.

When I say technology, I mean the equipment for cooking, chilling, and freezing. The third plant has less than 10% to 15% of what we have in the first plant. We’re now on our seventh plant, which opened three months ago, and for this project we really went all-out.

The space is a 300,000-square-foot

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manufacturing facility in Texas. We have a team of engineers who travel worldwide to find equipment that we can customize to our process. We do this in order to gain an edge over our competitors. Another important aspect to understand is that sous vide translates to “under vacuum” in French. So technically anyone who vacuum seals a product for cooking could call it sous vide. However, our competitors will find that our equipment is almost impossible to copy.

Do your chefs have a vision? If so, do you then need to figure out how to

execute that vision from a sous vide standpoint? How does that work?

Before the economic downturn, operations was always ahead of our business. Now, operations is trying to catch up due to the amount of innovations we create in the market.

At our company we have a saying, “10 miles wide and 100 miles deep,” which means we’re not a company looking for market share, we’re a company looking for a long-term partnership with our customers.

We’re often considered innovation

continued on page 36

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

Q&A

FELIPE HASSELMANN, from page 34 VIOLA, HERB CRYSTALS® MINT, FRUIT™ CRYSTALS CRANBERRY CREATED BY CHEF JEFF BIGNELL

The CS DAK team (L-R): Donatella Vilgrain, Depot Manager / New York, Cuisine Solutions; Peter Coffey, Director, National Restaurant Chain Accounts, Cuisine Solutions; Felipe Hasslemann, CEO & President, Cuisine Solutions; and Arjun Ranabhat, Chef De Cuisine, Cuisine Solutions

partners and we really create a synergy between our chefs and partners.

Do your products use an e-commerce platform or the traditional foodservice broadliner model?

We’re nationally and internationally distributed. You can access our products through any broadliner in the United States. Obviously, different products are available in different regions, but if someone wanted something, it could certainly be brought to them through either distributors or players like Amazon.

I would assume that the walk-in box becomes a key for a restaurant/ operator utilizing a sous vide menu?

Yes, the restaurant gets a delivery several times per week. There’s a walk-in freezer as well as a walk-in refrigerator for produce and fresh items. Our product comes in frozen. Then the kitchen manager decides what they need for the next day and puts it in the defrost cabinet overnight.

Talk about this new partnership with Pret A Manger in New York.

How did this come about? What are their goals for the project?

As you may know, Pret A Manger belongs to JAB Holding Company, and we have a great relationship with them. We sell to Pret A Manger in Europe and in the United States.

At one point, we started talking about the power of home meal delivery and all the issues that chain restaurants experienced due to the pandemic. During that conversation it came up that we have been looking at the ghost and the dark kitchen areas, and we were confident that we could upgrade the concept. It’s a great partnership because now we have a situation that’s safer because the products are not being cooked from scratch and actually were produced in a USDA-approved manufacturing environment. Now we can differentiate ourselves to our partners with this additional service

continued on page 38

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

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February 2021 • Total Food Service • www.totalfood.com • 37

Q&A

FELIPE HASSELMANN, from page 36

of selling products to be reheated at home. Partners like Pret A Manger can sell our menu out of their kitchen and choose from our 290 products, and they can prep meals to sell online or to-go. This solves the problem of kitchens being underutilized due to the pandemic.

Now they have the chance to sell our products using the same structure. Restaurants can potentially see their revenue double or triple because they still have people walking into the restaurants.

What is the takeaway from your collaboration with TV’s Jon Taffer on his new restaurant concept?

Jon has created the Taffer’s Tavern concept. The first unit has opened in Alpharetta, GA. It is a full-service casual restaurant concept that features a pub-style look. With Jon’s background and a return bar service, Taffer’s Tavern will showcase outstanding bar fare and signature

cocktails. With his expertise from his Bar Rescue TV show, he understood how sous vide technology could modernize and meet the needs of the new restaurant customer. So he came to us to help him create a cutting-edge restaurant concept that combines food safety with a consistent, delicious, perfectly prepared menu.

Our company worked with Jon and his culinary team for several months to develop proprietary recipes that are exclusive to his new restaurant. This included The Tavern Burger: an all-beef brisket blend patty with American cheese, iceberg lettuce, tomato, onion, mayonnaise, and ketchup, served with herbed steak fries.

How do you see Pret A Manger and Taffer’s Tavern marketing their sous vide-based concepts?

A lot of the marketing will be through sales platforms like Door-

38 • February 2021 • Total Food Service • www.totalfood.com

Dash, Grubhub, and Uber Eats.

There will be some digital advertising, regional email advertising, and social media advertising as well as signs in their stores that have a QR code that links to our website. If you go to our website you can see all of the menus.

As the urban workforce is shrinking with many people not returning to offices in Manhattan and other cities around the country, is this a way for companies to still extend a foodservice footprint into their employee’s homes?

We all need to evaluate how the last year has impacted how and where we eat. We still need to wait for the data. However, we do have plans to keep expanding on the East Coast. Luckily for us with the current pandemic situation, the concept is flexible. We’re able to change recipes, products, and menus within 48 hours. This allows us to adapt

to the customer’s changing needs.

What’s needed in order to create a profitable return-on-investment (ROI) to utilize Cuisine Solutions and sous vide?

Again, that’s something we’ll be able to answer once we have more data from our current project. The references that we have in place today are basically what we’ve seen, heard, and read about ghost kitchens and dark kitchens and of course, by talking to and working with our partners like Uber Eats and Grubhub. Compared to their business model, we’re actually offering more with better flexibility and uniqueness, and at a better price point.

Our project with Pret A Manger will allow us to finally put the data into a model and be able to answer these types of questions for potential customers.

Images courtesy of Cuisine Solutions

February 2021 • Total Food Service • www.totalfood.com • 39

ASK ANDREW

FROM THE NYC HOSPITALITY ALLIANCE

ALLIANCE MAINTAINS FIGHT TO GET RESTAURANTS SUPPORT

L

ast month, the NYC Hospitality Alliance testified before the City Council’s Committee on Small Business about the city’s COVID-19 recovery agenda. The following is an excerpt of our testimony.

COVID-19 has decimated our city’s hospitality industry and without aggressive action and support from every level of government we will continue to lose even more beloved small businesses and jobs. Thousands of local restaurants and nightlife establishments have already shuttered and countless more are teetering on the edge of survival. According to a report published by the state’s Comptroller’s office it’s projected that without adequate government support, one-third to half of New York City’s approximately 25,000 eating and drinking establishments will permanently shutter.

Pre-pandemic our city’s restaurants and bars employed 325,000 people.

After the initial shutdown order in March, jobs plummeted to 91,000 and increased to 193,000 thanks to the Open Restaurants outdoor dining program and limited indoor dining.

Unfortunately, due to the cold winter weather making outdoor dining less attractive and the second shut down of indoor dining many of those jobs that came back are being lost again, as the most recent unemployment numbers show.

While the greatest support must be provided by the federal government via enactment of the RESTAURANTS Act, city government must also provide critical support. Thus, we present 17 polices to support eating and drinking establishments during the COVID-19 pandemic and to also correct structural regulatory burdens that existed pre-pandemic:

If New York City is to pull itself out of this economic grave and gain jobs, we must safely bring back regulated indoor dining like it’s permitted in the rest of New York State, and the Biden Administration and Congress must enact the RESTAURANTS Act stimulus plan very soon.

1) Sales Tax (COVID-19 Policy): Convert sales tax collected by restaurants and bars into grants. These small businesses need an immediate injection of cash to help them survive during the government’s COVID-19 restrictions on their operations. Since these monies are on hand, converting (and/or reverting) the sales tax collection into a grant will help small businesses immediately with needed cash flow while they will also stimulate economic activity.

2) Rent, Property Tax, Commercial Rent Tax, FICA Tax & Liquor Excise Tax (COVID-19 Policy): Our most recent rent survey found that 88% of restaurant, bar and club respondents could not pay any or full rent in October and only 1 in 10 have renegotiated their leases, which is a troubling pattern reoccurring each month since April. The City should provide: (1) a reduction in property tax payments for these small businesses that pay them as a pass through by their landlords; (2) landlords should be provided tax incentives to forgive back rent and renegotiate new leases; (3) the inequitable Commercial Rent Tax must be eliminated for those businesses subject to the tax; (4) the City and State Finance Departments should permit the FICA Tip Tax Credit to be an allowable subtraction from that business’ taxable income; (5)

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

eliminate the unfair liquor excise tax imposed by the City on all local liquor license holders.

3) Planning, Coordinating and Notifying (COVID-19 Policy): The ever-changing COVID-19 restrictions placed on restaurants and bars pose significant challenges and compound the severe uncertainty small business owners already have. Ensure that any changes to city laws, regulations and policies affecting the city’s hospitality industry limit burdens to the greatest extent possible, are clearly and effectively communicated to the industry and consistently implemented, while providing as much advanced notice as possible.

4) PPE, COVID-19 Tests and Vaccines (COVID-19 Policy): Provide PPE at no charge to restaurants and bars, offer coordinated COVID-19 testing to their employees and conduct additional outreach to businesses to ensure they’re aware of its availability, and prioritize that hospitality workers are eligible for the vaccine asap.

5) Data Ownership: In today’s digital world, data is a valuable asset for businesses to market to their customers and enhance operations.

Some third-party companies, such as certain delivery and reservation platforms used by restaurants and bars do not share with these businesses their own customer data or they restrict

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.

how it is used. Pass a law providing businesses ownership of their customer data (and related analytics) that is collected by third-party companies.

6) License Renewals (COVID-19 Policy): All licenses and permits such as Health Department permits, etc. must be renewed automatically, and licensing fees be waived until eating and drinking establishments may open at 100% indoor occupancy.

7) Cut the Red Tape and Reduce Fines: Review all laws and regulations governing restaurants and nightlife establishments to determine which are antiquated, duplicative or inappropriate. We should then amend or repeal the identified mandates to streamline the permit and licensing process and enhance the experience businesses have when interacting with the government, including making the sidewalk licensing process faster, less expensive and simpler. Also, requiring that inspectors educate businesses first, by explaining why a violation exists and how to correct and prevent it. The goal should be to reduce fines, increase education and compliance, and provide a warning or cure period before a fine is levied for any violations that do not pose an imminent hazard to the public.

8) Coordinated Inspections: NYC restaurants and nightlife venues receive unannounced inspections by multiple city agencies, sometimes during prime hours like dinner service, which disrupt business operations and the customer experience. It’s

continued on page 88

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

PROVISIONS PREVIEWED

WITH LMT PROVISIONS

WHAT’S IN A NAME: THE OPENING OF HUNTER RESTAURANT IN LONG ISLAND

I

f you’ve opened a restaurant in the past ten years in the New York area, you might know Dennis DeCicco and Joe Steckmeister from Singer Equipment Company.

This dynamic duo is responsible for overseeing hundreds of job sites, working in partnership with consultants and designers to specify and install kitchen equipment all over the metropolitan area of New York.

“Every single job that we do, we do together,” says Steckmeister, Senior Account Executive for Singer M. Tucker. “This is not an individual sport for

us. This is a team sport.”

Teamwork makes the dream work, they say, and so does thoughtful collaboration.

“Is it up to the standards that you would put your name on it? That’s what we expect from our team,” says DeCicco, Project Director.

A name was certainly on the line at Hunter Restaurant in Long Island.

Executive Chef and Owner Hunter Wells’ signature is not just on the façade of the building in East Norwich, but on the dinnerware and face masks donned by waitstaff during service. It

was equally important that the flow and utility of the Hunter kitchen also had his signature.

For this, Wells and business partner Adam Rand of AGR Hospitality enlisted Next Step Design.

“There are parts of this kitchen that express that this place is the home and job of the owner,” says Wells.

Rand agrees: “You walk into the kitchen and it doesn’t just look like stoves and burners. It feels like a piece of art.”

One such detail is the bright aquamarine tile backsplash behind the line, only visible to guests in the moments when the kitchen door swings open dur-

(L-R) Hunter Wells inside his kitchen; The Jade broiler at Hunter Restaurant in Long Island. (Photography credit: Hugo Juarez Photography)

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

Sarah Bulmer is the Marketing Manager for Singer Equipment Company, supporting strategic communication with Singer’s diverse range of hospitality clients and manufacturer partners. She studied Journalism & Mass Communications with a focus in food writing at the University of Iowa. Sarah is based in Brooklyn, New York and can be reached at sbulmer@singerequipment. com.

ing the flow of service. This was another team decision made possible with the consultation of Bentel & Bentel, the architecture firm that designed Hunter Restaurant.

“It’s becoming a trend in back of house kitchens to give a little bit of a moment,” says Leif Billings, Vice President for the Northeast Division for Next Step Design. “Most kitchens are very industrial and white. If you’re lucky, you might get subway tile. Putting a little color here and there certainly creates a more exciting work

continued on page 86

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

NEWS

EQUIPMENT SALES NETWORKING

FEDD GROUP MEMBERS CORNER

T

he Food Equipment Digital Disruptors are the ones who will forge a path in our industry, leading us into the next era of business through digital content in video, audio & written form. The FEDD group will bring the food equipment industry together, share best practices, provide tools and know-how through this group, mastermind events and bi-annual conferences. The skilled trades is at a crossroads and the FEDD members, collectively, will make our industry noisy, building the future together. The FEDD Group hosts bi-annual conferences and Mastermind events throughout the year to build community over competition and help its members build their personal and company brands for success in a 2021 world.

Rich Malachy CEO Malachy Parts & Service richard@malachycares.com

5 Key Points for Social Media Success 1. Be real - People don’t want to be sold to, they want to be engaged.

2. Be relevant - having a presence in platforms where your customers or potential customers are is where you’ll get the most reach and engagement. [Food Equipment industry; Linkedin] 3. Don’t sell - I know you’re in business! But selling will mean most are going to swipe right past your post. Don’t focus on the sale, focus on building your brand awareness and engaging in meaningful conversations. That builds loyalty and trust.

Joe Ferri COO Pecinka Ferri joe@pecinkaferri.com

4. Celebrate success - Embrace and acknowledge the good and the bad! Screen shot reviews, tag customers or partners, and thank them!

Internally as well with employee achievements or company milestones.

5. Win more - Just be CONSISTENT. These platforms are 24/7 #nodaysoff and remember number 1. BE REAL The Food Equipment Digital Disruptors was initially started to get people excited to get online, start getting loud and consistent about their business, their brand and our industry. It has evolved into something much bigger. I now see it as the conduit to all channels of our industry and a community that connects us all. We are an events company. We are a marketing tool. We are an education center. We are a brand builder for individuals and companies in the food equipment industry space.

These 5 key points are exactly what you need to know to begin your journey. Brand is more important than ever. People do business with people. Remember that and remember to be yourself. Until next time, be good to each other.

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

Evan Priesel Director of Sales and Marketing Univex Corporation evanp@univexcorp.com

Manufacturing Marketing Tip 101- Understand Your Target Audience When utilizing social media, it is important to understand who your target market is for that specific campaign. As you create content, you need to keep your target market in mind. As a manufacturer for example, are you targeting end users or equipment dealers? These campaigns might have similarities but would differ in the type of content you post. Remember, a social media post should be one of three things: Educational, Informational or Humorous.

A campaign targeted towards a dealer might be how you differentiate yourself from your competitors (which can be helpful to end users as well), while trying to target end users, you want to highlight how your product can directly help their operation, such as labor savings, innovation, ease of use, etc.

Do not forget to post content consistently and with a purpose! Univex Corporation is a great example of this!

COUNTER INTELLIGENCE Almost all of your choices in food service equipment are now available in both floor model and counter models.

Choosing the countertop versions can provide some unique operator benefits, by de-coupling the functions of the upper and lower portions of a workstation.

Addressing each vertical component individually, in either preparation or cooking areas, results in a hybrid design approach. This, in turn, can have enormous bottom-line implications.

Providing that their volume is consistent with your needs, tabletop units can offer the flexibility and modularity that is essential in these rapidly changing times. Baking in the ability to pivot into your layout has gained the greatest importance in today’s environment.

Flexibility: • Equipment can be much more easily reconfigured to suit changing menus and/or evolving staffing.

• Swapping out of individual pieces can be so much less disruptive to operations.

• When the top and bottom half of the station are separate, long-term cost of ownership drops dramatically.

Modularity: • Provides the ability to easily mix and match side by side

continued on page 46

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

FEDD GROUP

from page 44

components.

Choose between a variety of bases including refrigerated, blast chilling and freezing, open and enclosed storage, proofing, heating, oven and even steam assisted ovens!

• Ventless options in counter-top cooking equipment abound, opening up underutilized real estate.

The demand for countertop appliances has been growing rapidly.

It is easy to understand why.

Smart operators have learned the advantages of counter intelligence.

•

Josh Zolin CEO Windy CIty Equipment

quires just as much attention, if not more, because of the rigorous environment in commercial kitchens.

Grease, food, water, calcium, and human behavior all play an especially important role in the lifespan of these units.

So, in addition to the widely known and accepted practice of changing air filters, water filters, and coil cleanings, mind the seldom-known repercussions of ignoring your kitchen equipment: Cleaning motor vents could save you upwards of $1,500 each (new motor) Cleaning cooling fans could save you upwards of $2,500 each (new boards) Cleaning grease could save you from burning down your entire establishment. Quantify that however you’d like.

josh@windycityaz.com

allow yourself any wiggle room to deviate. If you choose to get up 30 minutes earlier to be better prepared for your day, do it every day to avoid wasting energy negotiating.

3. Understand WHY: With any change in our life, one of the key elements to helping make sure those changes stick is to understand WHY we want to make the changes. If you choose to exercise more, “I want to fit into those pants”, isn’t nearly as compelling as “I want to make sure I’m around to play with my grandkids.” Knowing WHY you are making a life change can make all the difference.

Bobby Buivid Design / Build, Olympic Store Fixtures bobby@olympicstorefixtures.com

What is preventative planned maintenance?

First lesson, “Preventative Maintenance,” as nice as it sounds, does not exist. We can clean, scrub, maintain, and perform all necessary adjustments per the manufacturer specifications, but at the end of the day we haven’t “prevented” anything. Equipment, like that light bulb in your closet, can work beautifully one day, and fail to turn on the next. So, first and foremost, never use the term “preventative” again.

It is hereby stricken from your vocabulary.

From this point forward, we will be referring to it as “Planned Maintenance”, because that DOES exist.

We implement planned maintenance of our equipment to ensure that we secure the longevity that our most valuable assets are capable of.

That’s the bottom line.

Many think that PMs only extended to their HVAC, or possibly refrigeration equipment, but nothing could be further from the truth.

Cooking equipment arguably re-

Jason Wange Cal-Mil & Foodservice Powerplant Network of Facebook jwange@calmil.com

We made it through January!

Many of us set goals for the New Year and now one month in, some of us are experiencing pride in our growth and some are saying, “I knew I couldn’t do it.” Well, you can do it; we all can. It just takes a few tools to help us find success in the positive changes we look to make in our lives.

1. Commit to Your Resolution for 30 Days: Anytime you make a change in your life, that sense of unfamiliarity creates discomfort…and none of us like to be uncomfortable.

The idea of being uncomfortable (even if it’s for something positive) all year can feel overwhelming. We can all try something for 30 days.

2. Go All-In: When we agree to make a resolution for change, it’s so much easier to go all in and don’t

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

SAVING $$$ ON EQUIPMENT WITH ENERGY EFFICIENCY REBATES IN 2021 2021 will be the year of rebuilding and retooling the Foodservice Industry on every channel. Restaurants and commercial kitchens need financial assistance after being dealt a difficult blow of not only lost revenue but also greater competition and slimmer margins from

the ever-expanding digital marketplace and delivery systems. As with every change, some investment will be needed to meet the requirements of a new execution model and spending money needs to be a more vigilant and strategic process, now more than ever. One way to offset costs for new equipment is to take advantage of Rebates. Utility companies around the country are offering Rebates for qualifying ENERGY STAR and other energy-efficient equipment that will not only save money annually from lower utility costs but also significantly reducing up-front costs.

For example, in Chicago Illinois, Frontier Energy is offering an Instant $750 Rebate on eligible Fryers.

An energy efficient (ENERGY STAR) REEF-35 Fryer from Royal Range with an average retail price of $1,500 is now just $750 + applicable taxes.

That’s 50% OFF purchase price, plus considerable annual utility savings opposed to a non-ENERGY STAR Fryer.

Rebates are offered on both Hot, Cold, Warewash, and other equipment categories and are available from providers around the country in select regions. Check with your local Utility Companies, Distributors, and Dealers to find out availability in your area. h t t p s : / / w w w. e n e r g y s t a r. g ov / products/commercial_food_service_equipment

Rich Malachy addresses attendees to the first annual FEDD Conference last year

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

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

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

NEWSMAKER

NIMBUS BRINGS COMPREHENSIVE GHOST KITCHEN FLEXIBILITY TO WIDE DIVERSITY OF FOOD ENTREPRENEURS

A

s we enter what is truly the golden age of the Ghost Kitchen, a New York City duo has collaborated to bring a truly unique solution to the marketplace. While most Ghost kitchens offer a diversity of fare from Pizza to Mexican, Nimbus has taken a very different approach.

The Lower East Side facility combines the best of a retail driven operation with an ode to the food entrepreneur that has an eye on creating the industry’s next “Cronut”. The Nimbus footprint includes 10 individual commercial licensed

Meet the Co-Founders: Camilla Opperman (right) and Samantha Slager (left) of Nimbus Kitchen

“[Nimbus Kitchen] eliminates the need for delivery drivers to go to five different restaurants to pick up five different meals to deliver. Our facility also enables a major national chain to run a pilot program in Manhattan to track the launch of their brand without the costly overhead.” — Samantha Slager kitchens for rent on an hourly, monthly, or yearly-basis. Each have been equipped to serve as a commissary/shared kitchen or ghost/ cloud kitchen.

As with everything from Post-It notes to Peloton bikes, necessity

Each space in Nimbus Kitchen is filled with the highest quality equipment from Singer/M. Tucker, including Globe (above)

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

was the mother of invention. Camilla Opperman was looking for a home for her food start up. Disappointed by a lack of options and resources, but determined, Opperman switched gears and laid the foundation for what would soon be-

come a new business plan for Nimbus Kitchen.

“I realized this was a massive pain point in the industry and that everyone was facing this problem of finding affordable and flexible kitchen spaces,” noted Opperman. “I think that has become even more apparent during COVID. People are really hesitant to commit to long term leases or building out their spaces because this industry has been hit so hard.”

In her search to create the business and the space, Opperman met Samantha Slager. The former retail executive brought marketing expertise to what has become a partnership in the molding and launching of Nimbus.

With an eye towards life after COVID, the space is complete with a frontof-house that features a beautiful studio kitchen and event/gathering space.

“Our goal to provide the

Nimbus Kitchen contains a quality TAFCO walk-in box for all of the kitchen’s frozen ingredients

continued on page 90

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

NEWS

EQUIPMENT SOLUTIONS

BENEFITS OF WORKING WITH A USA MANUFACTURER W orking with a manufacturer for your equipment needs is a big decision restaurant owners need to make. The decision can play a major role in how their restaurant operates, and functions daily.

There are many USA manufacturers in the foodservice industry such as Univex Corporation, and Amerikooler.

Working with a USA manufacturer can bring many advantages to you. Let us look at what some of these benefits look like…

Shorter Lead Time On Equipment With made in the USA equipment, lead times are either minimal or nonexistent! For example, any planetary mixer made by Univex, is either in stock or 1 week lead time! Compared to others who must wait 6+ weeks for the units to come from overseas, customers can get their equipment faster.

This means they are making money faster, and their ROI on the equipment is greater!

The faster you get the product, the quicker you can grow profit.

can-made but quality as well.

• 78% would buy an Americanmade product over an identical one made abroad when given the choice.

• 80% cited retaining manufacturing jobs and keeping American manufacturing strong as very important reasons to buy American.

• More than 60% would pay extra to buy American.

Helping Other Small Businesses

by Sourcing Local Most made in the USA manufacturer’s try to source their material from other local businesses. Univex is a great example of this, as they source many of their materials from local foundries in New England.

Higher Quality Equipment – Yes, Quality Matters!

Those choosing to buy American often do so because of the quality of the product, and many believe Americanmade products are often better quality than foreign-made. Consumer reports says, 61% of survey respondents believe American-made is higher quality than foreign-made.

As American products increase in quality, so too does the loyalty of consumers wanting to not just buy Ameri52 • February 2021 • Total Food Service • www.totalfood.com

Due to this, not only are you supporting the manufacturer, but customers are also supporting other small businesses in the US, which rely on manufacturers to succeed for materials.

Better Quality Customer Support We all know how important customer support is. Being there for your customer and helping them when you need it most. Working with USA manufacturers allows you to communicate with them quick and easy.

Customers don’t have to worry about different time zones or work schedules. Accessing a USA manufacturer via phone, email or website is easier then ever.

Especially when com-

Article contributed by: Evan Priesel Director of Sales and Marketing Univex Corporation evanp@univexcorp.com

panies like Univex have a 24/7 customer service line. Being able to talk to the company directly and not a “random call center” enhances the overall buying experience.

Showcasing “Made in the USA” demonstrates your company’s commitment to a better quality of life for local workers and stronger economies for the communities in which your facilities are located.

For more information on made in the USA manufacturers like Univex corporation, please visit www. univexcorp.com

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

LEGAL INSIDER

FROM ELLENOFF GROSSMAN & SCHOLE LLP

“MORE DELIVERY WORKERS, MORE PROBLEMS”: WHY RESTAURANTS SHOULD CONSIDER OUTSOURCING FOOD DELIVERY

M

ore consumers have turned to food delivery as an alternative to traditional in-person dining due to the restrictions placed on the public and restaurants as a result of the COVID-19 pandemic. Some restaurants who previously did not offer food delivery are now doing so through third parties such as DoorDash or Relay. Other restaurants who may have been forced to lay off staff have also turned to similar third parties to satisfy their delivery

needs. Restaurants should consider the advantages, from a legal liability-standpoint, of using gig workers provided by those third parties to deliver food, instead of directly employing their own delivery workers.

Most restaurants that directly employ delivery workers utilize the tip credit and pay an hourly rate that is below the minimum wage. The difference between that sub-minimum and the minimum wage is made up for by tips paid to delivery workers by the restaurant’s customers. This

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pay arrangement may be lawful assuming the delivery workers earn a sufficient amount in tips per hour to cover the difference. Unfortunately, the restaurant’s risk of related legal liability does not end with that basic requirement. Restaurants that directly employ delivery workers, particularly those in New York, still face the very high likelihood that they will be sued for two other reasons: (1) improper notice of the tip credit; and/or (2) violation of the so-called “80/20 rule.”

Both federal and New York law require that a restaurant give notice to its delivery workers if it intends to take a tip credit and pay the subminimum wage. New York law mandates that the restaurant give notice of the tip credit in writing. Sounds easy enough…right? Wrong.

Those written notice requirements under New York law are hyper-technical and extremely difficult to comply with. Written notice is arguably non-complaint if, for example, the restaurant lists the delivery worker’s rate of pay as the subminimum wage, instead of the minimum wage. This requirement gets restaurants into hot water as even the most experienced legal counsel, PEOs and payroll companies frequently

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

Ilan Weiser can be reached at iweiser@egsllp.com or via phone at 212-370-1300.

mislead their restaurant clients on how to properly give delivery workers notice of the tip credit that is legally compliant. The resulting liability can be nothing short of disastrous, as failure to provide a delivery worker with proper notice may result in the restaurant owing the delivery worker the difference between the sub-minimum wage and the standard minimum wage, for each and every hour they worked. In New York that could translate to six years’ worth of back wages owed.

Another reason a restaurant may think twice about continuing to directly employ delivery workers is the high likelihood they will be sued for violation of the “80/20 rule.” In New York, on any day that a delivery worker performs non-tipped duties, e.g. rolling silverware, for two hours or more, or for more than 20 percent of their shift, whichever is less, the restaurant cannot apply

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

RESTAURANT EXPERT

WITH DAVID SCOTT PETERS

THE SYSTEM EVERY INDEPENDENT OPERATOR MUST USE DAILY

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f all the restaurant management systems every independent uses daily, one is critical. If you’re tired of chasing your management team for important information, tired of hearing them tell you they didn’t know what you wanted or hearing a long laundry list of excuses why things didn’t get done, you’ll love this tip.

Here are seven reasons a manager log is a restaurant management system every independent must use daily.

I can remember way back when in the day when I was an assistant manager at Coyote Springs Brewing Company and Cafe in Phoenix, Ariz.

I showed up in the morning to open the restaurant and went about getting the shift ready to go. By the time I got finished going through my opening manager checklist, I was about 30 minutes out from opening the doors, and I discovered that one of the toilets in the women’s room was completely clogged from the night before.

Now, you know that panicked feeling, right? When you know you’re in trouble? All the things you have to get done during the day, you go through that checklist and do your very best to stay on track, but all of a sudden there’s a surprise and that one thing can throw your whole day into a negative spiral. Well, this is one of those things.

So, what did I do? I called the plumber, but it was too late to get a plumber out there before we opened our doors. I should have known before I ever left my apartment or the moment I walked in the restaurant for sure that there was a problem.

Another time information was needed, I can remember calling up the restaurant from home because I needed to complete my bar schedule.

As I did with a lot of the rookie managers, and just because I wanted to know information, I asked how sales were, who was behind the bar, and a few other questions that I always wanted to know. It’s that list of five or so questions that every time you call up the restaurant you want to know because you’re not there. Do you know what that manager told me? He said, “I don’t know.” That was super frustrating!

And my last example is a policy change. Have you ever made a policy change and then asked your manager why they weren’t following the new policy and they say, “Oh, I didn’t know.

I’ve been off for the last two days.”

No matter what things drive you crazy or what you want to know, there should be a level of common sense that when something is out there, it needs to be fixed, someone will take care of it and the list goes on. But I’ll tell you something important, there is no such thing as common sense. Instead, I want to teach you the restaurant management system every independent

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must use daily: a manager log.

You can easily fix these issues with a manager log, either by paper or electronic. There are advantages to each, but I don’t care which one you use.

First, a manager log helps you hold your management team accountable.

You know what’s happened, whether you’re in the building or not, especially if it’s electronic. You can get an email every single night or review it in an app.

Second, everybody knows about all the employee issues. If somebody got written up, or there was a harassment clause, or something happened throughout the building, everybody knows.

Third, repairs don’t get missed.

Now, imagine that in that first example, if that night before I got a manager log, looked at my phone before I left my house, I could have called the plumber to have them meet me at the restaurant before I ever opened, being ahead of schedule, making sure that my shift, ran well.

David Scott Peters is an author, restaurant coach and speaker who teaches restaurant operators how to use his trademark Restaurant Prosperity Formula to cut costs and increase profits. His first book, Restaurant Prosperity Formula: What Successful Restaurateurs Do, teaches the systems and traits to develop to run a profitable restaurant. Known as THE expert in the restaurant industry, he uses a no-BS style to teach and motivate restaurant owners to take control of their businesses and finally realize their full potential. Thousands of restaurants have used his formula to transform their businesses.

To learn more about David Scott Peters, his formula for restaurant success, his book, or his coaching program, visit davidscottpeters.com.

Fourth, policies and procedures, any changes that are made, are shared with everyone. Even if someone is off for two, three, four days, they come back and are in the loop.

Fifth, everyone’s going to know the numbers. They’ll have the cover count, sales, labor costs, etc. They’ll know if things are going well, or if they’re going poorly. This is huge because when every manager walks in the building, everybody’s on the same page.

Sixth, you’re going to have a culture of communication. We all know we’re supposed to share. We’re supposed to keep everybody up to date.

Seventh, everyone’s in the know, like there’s nothing worse than, I don’t know. There is no, “I don’t know.”

A manager log is a critical system. It helps keep everyone on the team on the same page. It changes how information flows in your business. Instead of chasing your managers down for information, they’re chasing you. So, if you want to take your business to the next level and stop having all these crisis days that result from things getting missed and people now know, implement a manager log today.

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

COCKTAILS TO-GO FOR THE WIN

WITH FRANCINE COHEN

TARIFFS PUT THE SCREWS TO WINE AND SPIRITS SALES

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hat do a Clevis, peat, and a bunch of grapes have in common?

They’re unlikely bedfellows in a series of retaliatory tariffs that are currently strangling the wine and spirits and hospitality industries in America.

Christine LoCascio Distilled Spirits Council of the United States Chief, Public Policy explains, “The spirits industry has benefitted from duty free trade from 1970 and 2019 when retaliatory tariffs were imposed. Over the past few years with trade disputes that have nothing to do with our industry, wine and spirits were caught in the middle.”

At the end of last year, the vise got tighter.

On December 30, 2020, USTR announced new 25 percent tariffs on certain Cognac, other grape brandies and non-sparkling wine from France

and Germany. These tariffs apply to Cognac and other grape brandies valued at $38 per proof liter and above ($22.80 for a 750 ml bottle at 40% abv) and non-sparkling wines that are entered for consumption, or withdrawn from a warehouse for consumption, on or after 12:01 a.m. eastern standard time on Tuesday, January 12, 2021.

And this is on top of what preceded this announcement: On June 2018, The EU imposed a 25 percent retaliatory tariff on American Whiskey in response to U.S. Section 232 tariffs on steel and aluminum. Since the imposition of the tariff, American Whiskey exports to the EU, our largest export market, have plunged 41 percent, from $757 million to $448 million (July 2017-June 2018 compared to September 2019-October 2020). American Whiskey exports to the UK, our second largest market, have declined by 55 percent, from $172 million to $94 mil-

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lion (July 2017-June 2018 compared to September 2019-October 2020). October 2019 The U.S. imposed a 25 percent retaliatory tariff on Single Malt Scotch Whisky and Single Malt Irish Whiskey from Northern Ireland, and liqueurs and cordials from Germany, Ireland, Italy, Spain, and the UK in the WTO Airbus dispute.

U.S. imports of Scotch Whisky were down by nearly 39 percent between November 2019 and October 2020 ($956 million) compared to November 2018 through October 2019 ($1.58 billion). U.S. imports of liqueurs and cordials from Germany, Ireland, Italy, Spain, and the United Kingdom were down by approximately 40 percent between November 2019 and October 2020 ($353 million) compared to November 2018 through October 2019 ($591 million). U.S. imports of the categories of wines concerned by the tariffs from Germany, France, Spain, and the UK went down by 54 percent between November 2019 and October 2020 ($745 million) compared to November 2018 through October 2019 ($1.62 billion). December 8, 2020 The United Kingdom announced it will not maintain the tariff on U.S. rum, brandy, and vodka when it departs the EU Customs Union on January 1, 2021 but would maintain the tariff on American Whiskey as it evaluates its response to U.S. steel and aluminum tariffs. (source: Distilled Spirits Council of the United States) LoCascio and her team have long been both warning about the drastic impact these tariffs have on the industry and lobbying against them.

These warnings couldn’t have been more accurate. American businesses, restaurants, bars, distillers, distributors, shippers, designers, and more are

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

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

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

seeing the negative impact more every day. As a whole, the alcohol beverage sector contributes more than four million jobs to the US economy; and the ability to import and export freely provides access to adult consumers around the globe while supporting jobs in the US agriculture, manufacturing, hospitality, and logistics sectors of our economy. On top of the havoc wreaked by the pandemic soon consumers will feel the pinch as well in myriad ways.

The hit couldn’t have come at a worse time. Though, it certainly could have come with some warning. Unfortunately, for importers, with the tariffs announced and then implemented almost immediately afterwards news of the newest round of tariffs came as product was already on the water.

Cheryl Stanley, Lecturer – Food & Beverage, The Hotel School, Cornell SC Johnson College of Business, shares, “I remember talking to wine importers and asking them ‘what are you going to do?’ They couldn’t plan ahead to bring that extra container in. I’m sure many distributors have run out

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THE CASHIER IS

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February 2021 • Total Food Service • www.totalfood.com • 59

NEWS

RESTAURANT OPERATIONS

BEYOND THE BEER: ADDING A FOODSERVICE PROGRAM

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f 2020 taught us anything, it is to be prepared for everything. No one could have predicted the craziness of last year, but we can learn from what we’ve experienced.

The brewery industry has taken a hit and has forced owners and operators to reevaluate their long-term goals. While increasing revenue is always a priority, the way that is accomplished has changed. Before the pandemic, beer sales alone were enough to keep the doors open. But these days, that is not the case.

The new normal has pushed brewers to think beyond the pint and look for ways to stay open amidst the ever-changing COVID-19 regulations. From reduced occupancies to mandatory foodservice, it

has been a constant game of Simon Says for about around a year now and here’s the biggest take away.

In most states, as long as you serve food, your brewery can remain open to the public. While adding a food menu may seem like a lot of work, there are easy and affordable ways to do so. Plus, once your menu is up and running, it will create other money-making opportunities that you never knew were there.

So, start simple. Implement a basic menu with selections that are easy to assemble and prepare. You can even base your menu around one specific item that can be executed in many different ways. For instance, paninis are a versatile dish that can be the vessel for a number

of flavors and ingredients. Serve savory paninis, like a zesty California Turkey with Chipotle Mayo and fresh avocado. Or, how about something a little on the sugary side, like a Smore’s Panini, loaded with chocolate hazelnut spread, marshmallow fluff and dusted with graham cracker crumbs. Making the menu short and sweet is an easy way to keep the overhead costs down.

So, what is the best way to begin offering food to your beer-loving patrons? First, you have to supply yourself with the best equipment

for the job. If your goal is to produce delicious food without breaking the bank, then you will want to consider a ventless fryer or oven, like the AutoFry® or MultiChef XL™. Avoid the high costs of hood installation and service, and focus those funds in other areas of your business. No need to hire additional staff, the AutoFry and MultiChef practically do all the work for you. Watch your profits rise and brewery evolve into not only the spot for great beer, but the spot for great food too!

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

NEWS

by Wyatt Semenuk

ITALIAN MENU SOLUTIONS

NJ BASED IMPORTER EURSOURCE BRINGS PORTFOLIO OF AUTHENTIC ITALIAN TASTE TO PIZZERIA, BAKERY & RESTAURANT OPERATORS

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f this past year can be summed up duces it back into the final product. for the restaurant industry in any “Although wheat germ typically spoils one word, it would undoubtedly quickly, we use heat to preserve it, and be “solutions.” Foodservice opre-introduce it back into the flour. By erations everywhere have been overdoing this, we elevate our product, hauled to better reflect the current making it much more of a whole food state of the industry. Some restaurants than ultra-processed alternatives. We are coming up with their own creative return it as much as possible to the solutions to challenges posed by an healthy, delicious state nature intendevolving industry. Third-party busied for it,” stated the Eursource owner. nesses have also been innovating and A byproduct of Molino Denti’s process bringing their own unique products is that items that utilize their flour reand services to those in need. With heat exceptionally well. This makes years of experience in both worlds, their products perfect for a world curJeanette Catena, veteran pizzeria oprently dominated by takeout and deerator and the co-owner of Eursource, livery. now aims to provide her own soluThe healthy profile of Molino Denti’s tions, with her company’s new line of products is particularly important in a healthy, high quality flours and mixes. time where many customers are look“I’ve been in this industry, under so ing for comfort, and are turning to simmany different capacities, for so many ple, tried and true favorites such as pizyears now,” said Catena. Catena has za and baked goods. With Eursource’s built a reputation as one of the Garline from Molino Denti, customers den State’s most innovative pizzeria need to worry less that they’re filling operators at her Luna Pizza in Three themselves with empty calories and Bridges, NJ. can take some comfort in the fact that “After wearing as many hats as I have, and building up all this experience and knowledge, you get to the point where you just want to share it. What’s the point in being so knowledgeable about something if you can’t then use it to improve the lives of others?” Eursource’s line of healthy Molino Denti wheat-based flours and mixes aim to do exactly that.

While most flour mills strip away the nutrients naturally packed into every grain, Molino Denti retains what’s Molino Denti & Eursource hard at work. stripped away and intro-

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“Customers who opt for items made with Eursource’s Molino Denti flour or mix will know that they’re not only getting a delicious meal, but they’re also getting more vitamins, more nutrients, innovation and more value in general.” — Jeanette Catena they can indulge and still benefit from the natural nutrition that comes from Molino Denti’s innovative process.

Oftentimes, operators underestimate the knowledge most consumers have regarding nutrition, as well as the role that food-born guilt can play in customers’ spending habits. The more operators can separate themselves from their competition in terms of nutrition, particularly in areas such as comfort food, the more likely customers will be to select their business.

“With our products, we want our customers to know that they’re not just spending calories and getting nothing in return,” said Catena. “Customers who opt for items made with Molino Denti flour or mix will know that they’re not only getting a delicious meal, but they’re also getting more vitamins, more nutrients, and more value in general. This is a time when people are consuming more of our products than ever, so the least we can do is provide as much value with them as possible.”

With many restaurant operators struggling for revenue, Eursource has made sure to price their products at an affordable and realistic level that will allow for a quick return on

investment as well as providing support with recipe formulation. “Our product is not more expensive when you consider you are getting more of the whole grain and the support needed to produce a signature product that is the “next level”. The ROI will be seen nearly instantly, especially in terms of consumer satisfaction. You’re going from generically processed grain, to some of the highest quality and most nutritious product you can find anywhere. Consumers will love the combination of flavor and nutrition and will be drawn to our customers.”

Although Eursource is new on the block, only making its debut in 2019, it’s backed by an owner and team with over three decades of experience in nearly every facet of the food industry.

Molino Denti located between Reggio Emilia and Parma, the heart of the food Italian excellence, has three generations in the agricultural industry.

Together, Eursource and Molino Denti bridge the culture and tradition of Italy with the demands of the modern consumer of the USA. The Eursource team stands ready, now more than ever to share its wealth of knowledge and experience, and to provide solutions for any customers who come their way. For more information, restaurant and foodservice professionals are invited to visit eursource.com

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

PLANT BASED SOLUTIONS

WITH BEN DAVIS

STRATEGIES FOR CREATING A PLANT-BASED COCKTAIL MENU

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ccording to a recent study by the National Restaurant Association, 1 in 6 restaurants have closed their doors permanently or long-term due to the pandemic.

Needless to say, restaurants need to do all they can to create a spark with signature offerings and remain relevant to customers to keep them coming back for more.

We’ve covered strategies for introducing plant-based food items to restaurant menus in my last article, but what about plant-based beverages? Cocktails aren’t often thought of as plant-based, keep in mind that many of them do follow vegan guidelines. However, there can be small details that can make wines, liqueurs, and other cocktail ingredients the centerpiece of the introduction of a successful plantbased beverage menu to your establishment.

As a former bartender and now advocate and follower, I want to share strategies and tips of potential plant-based cocktail menu.

The concept of a plant-based cocktail menu is a relatively untapped market. Most cocktails are already plant-based, consisting of a fruit or vegetable juice mixed with alcohol and a fruit or vegetable garnish.

You need to keep in mind that egg whites, honey, and dairy products are common cocktail additives that

will deem your beverage not vegan and I’m here to help.

Adding a plant-based cocktail menu to your offerings doesn’t have to be a big investment or daunting task. The first step is to identify who you are as an establishment. Are you a casual sports bar that serves beer and Bloody Marys? Or are you a more upscale cocktail lounge? Either way, there are ways to incorporate plant items into your offerings.

Many people equate plant-based

Most cocktails are already plant-based, consisting of a fruit or vegetable juice mixed with alcohol and a fruit or vegetable garnish.

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to the idea of wellness in general. It’s important to use higher end, unique ingredients to amp up the health and wellness factor of the beverage because customers are looking for ways to indulge in a healthier way.

Think fresh squeezed juices, botanicals, essential oils, and popular dairy-free milks like Oatly.

Here are some ways to make a few beloved cocktails plant-based or give already plant-based cocktails a healthy boost: for a Bloody Mary, take out the Worcestershire because it contains anchovies. You can use plant-based milk instead of dairy milk in a Caucasian and swap the Kahlua for Trader Vic’s. Look for ways to add seasonal and local fruit and veggies to drinks and try fresh

Ben Davis programs the world’s first and only fully plant-based trade expo and accompanying news site and newsletter. He developed the original concept of Plant Based World Conference and Expo for trade show management company JD Events, inspired by his own personal plant-based journey.

The event launched successfully in 2019 in the U.S. at the Javits Convention Center in New York City and is currently in the launch phase of a European show to debut in London in 2021. Ben’s mission is to make delicious, natural foods accessible to everyone. He believes that diet and lifestyle are the keys to a balanced and prosperous future for all beings on Earth. Outside of his work in food, Ben is a music producer and performer under the stage name Vibe Street. His greatest joy is making people smile, dance and come alive to the magic of the present moment.

Ben is determined to spend his life building community and celebrating this mysterious human experience to the fullest

squeezed juices and essential oils in mimosas. It’s all about highlighting the plant qualities in your product so the customer is more focused on that rather than the type of alcohol or the traditional name of the drink.

When creating a new beverage menu, restaurant operators should collaborate with bartenders because they’re the ones interacting with the customers. Your bar team not only makes drinks, but they also have the best sense of which menu items are selling and which aren’t.

Along with bartenders, customers are a great source of feedback. Don’t be afraid to engage with your community and ask them, “Would you drink something like this if we put it on the menu?” Customers want

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

SCOOP

INSIDER NEWS FROM METRO NEW YORK’S FOODSERVICE SCENE

Do you have the SCOOP on any Metro New York City foodservice and hospitality news?

Send items to SCOOP Editor Joyce Appelman at tfs@totalfood.com

FRIDGE NO MORE LAUNCHES IN BROOKLYN SCOOP hears that there’s a new grocery delivery service inspired by the cloud that via their own proprietary network of “cloud stores,” offers 15-minute delivery within a one-mile radius of each of the warehouses in Williamsburg and Park Slope. Delivery is free by eco-friendly scooters/bikes, with no minimum order required. The data-driven app is constantly amending their available assortment in response to customer feedback. They source from local farms to support a hyper-local economy and give their customers the freshest produce possible.

They partner with local coffee shops, bakeries, and food producers to ensure that customers can shop their values and support the small businesses in their neighborhood. Fridge No More plans to expand to 35

new neighborhoods in 2021.

They are offering TFS readers a discount of $10 off $40+ with code TFS10. For more information Contact Jane Katz, Head of Marketing, jane@fridgenomore. com or visit: www.fridgenomore.com.

MOTION TECHNOLOGY PROMOTES KATHY SMITH TO PRESIDENT SCOOP has learned that Motion Technology Inc. (MTI), manufacturer of the AutoFry and a leader in ventless foodservice equipment technology, recently announced the promotion of Kathy R. Smith to President. Ms. Smith joined MTI in 2008 in a sales management position and quickly rose to supervisory

and management positions including Vice President of Sales and Marketing.

“Kathy has been a key contributor to our success and in her new role will be instrumental in developing and implementing our future growth strategies,” said Bill McMahon, CEO. As the economy shifted due to the pandemic, Ms. Smith helped MTI navigate through the many changes experienced by our industry to continue a successful course. She benefits from over thirty years of experience in both Manufacturing and Marketing which places her in an ideal position to lead MTI as the company continues to develop ventless foodservice solutions.

“I am honored to assume this new position at MTI,” said Smith. “MTI’s transformation over the past few years has been an exciting ride and I look forward to working with our leadership group and innovative team to continue our success in the foodservice industry.”

About Motion Technology, Inc. Motion Technology, Inc., a Northborough, MA based company, manufactures and sells ventless equipment solu-

continued on page 68

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

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

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

66 • February 2021 • Total Food Service • www.totalfood.com

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

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

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

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

SCOOP

METRO NY INSIDER NEWS, from page 66

tions to the foodservice industry. Since 1990, Motion Technology, Inc. has consistently provided the quality equipment and dedicated technical service to customers from independent foodservice establishments to worldwide chains. For more information on Motion Technology, Inc., please call 800-348-2976 or visit MTIproducts.com.

LONG ISLAND CHEFS WIN FOOD NETWORK SHOWS

ALLISON FASANO WINS FIRST EPISODE OF FOOD NETWORK’S SUPERMARKET STAKEOUT SEASON 3 SCOOP congratulates Long Island chef Allison Fasano on her Food Network Supermarket Stakeout victory.

She won the food battle against three other chefs during three rounds cooked in a supermarket parking lot and took home the grand prize of $10,000. Chef FaAllison Fasano sano has also appeared on Food Network’s Chopped and Beat Bobby Flay. The episode, Viva la Stakeout is available to watch on foodnetwork.com. Visit Chef Fasano at Salted, On the Harbor in Northport.

LONG ISLAND CHEF STEPHAN BOGARDUS WINS KITCHEN CRASH, NEW ON FOOD NETWORK SCOOP also congratulates Stephan Bogardus of The Halyard in Greenport for his triumph on the debut episode of Kitchen Crash. Chef Bogardus has also

68 • February 2021 • Total Food Service • www.totalfood.com

appeared on Food Network’s Chopped and Beat Bobby Flay.

In Kitchen Crash, three chefs find themselves on a suburban block, and shop for three courses by convincing a local homeowner to hand over ingredients from his or her kitchen. The chefs have no idea what Stephan Bogardus they will be asked to cook, and everything they request must fit into one bin. Chef Bogardus prize of $10,000 in cash, was split between chef and household. See details to watch at foodnetwork. com/kitchen-crash. |

McCORMICK ACQUIRES FONA INTERNATIONAL McCormick & Co. has acquired Fona International, a leading manufacturer of clean and natural flavors for $710 million in cash. McCormick anticipates that the acquisition will broaden its product offerings and accelerate flavor growth, expand its capabilities and technology platforms, and enhance customer intimacy and partnerships, among other things.

“Fona’s portfolio is highly complementary to McCormick’s and will provide our customers with an even more comprehensive product offering to meet the growing demand for clean and flavorful eating, drinking and nutrition experiences,” said Lawrence E. Kurzius, chairman, president and CEO of McCormick.

“The Slawek family is very proud of the customers, the employee culture and the company we have

built,” said Joseph Slawek, founder, CEO, and chairman of Fona International. “We are excited to see the next generation of Fona flourish as part of McCormick. We are confident McCormick will further enable Fona’s forward momentum by continuing to make investments in growth initiatives, capabilities and people. Fueled by the power of McCormick, Fona’s success will be accelerated. Fona, in turn, will be a key driver in advancing McCormick’s global flavor leadership.”

INDUSTRY LEADERS GREG GEORGE AND DENNIS MCKINLEY LAUNCH EMERGING FOOD FRANCHISES.COM SCOOP learned that Atlanta-based Co-Founders Greg George and Dennis McKinley wanted to focus on what they know best and that is a combined 40 years of knowledge in food franchises. The pair launched their newest venture Emerging Food Franchises that focuses on up-and-coming food franchise concepts.

With the restaurant industry changing daily Emerging Food Franchises is poised for massive growth as with some many restaurants closed due to COVID-19 the company is prepared to immediately expand their brands into second generation restaurants that are already fully built out in most cases. The duo also owns FoodChing a food and delivery franchise that will be servicing most of their markets in the U.S. by the end of 2021.

The startup investments range from approximately $25,000.00 for a food and delivery franchise to $100,000.00 for a brick-and-mortar food concept.

continued on page 70

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

SCOOP

METRO NY INSIDER NEWS, from page 68

MUSCLE MAKER GRILL OPENS SECOND GHOST KITCHEN LOCATION IN PHILADELPHIA

market where the company has four ghost kitchen locations.

Michael Roper, CEO of Muscle Maker Grill, commented, “With three locations now open in Philadelphia the company is well positioned to capture its share of the city’s fast casual healthy food market. Any way in which customers are looking to eat healthier, whether by traditional dine-in, when permitted, or delivery via one of our ghost kitchens, MMG and its menu options are very accessible. One of the many benefits of ghost kitchens is that we can launch as many concepts as we’d like without the lead time or capital expenditure required in a traditional brick and mortar location.”

NEW YORK CITY RESTAURANT OPENINGS IN 2021 Here are some of NYC’s restaurant openings you need to know about offering takeout and delivery.

SCOOP hears that Muscle Maker, Inc. the parent company of Muscle Maker Grill, Healthy Joe’s and MMG Burger Bar, a fast-casual concept known for serving “healthier for you” meals is opening its second ghost kitchen location in the Girard neighborhood located in the city of Philadelphia.

Similar to the previously announced Fairmount location, Girard is centrally located near a high density of both student/university eaters as well as a large pool of corporate workers who commonly order food delivery. Both locations will now support this growing hub of workers and students.

Girard will showcase menus from Muscle Maker Grill, Healthy Joe’s and Muscle Maker Grill’s new Meal Plan concept – Meal Plan AF. Guests can order healthier for you dishes from any of the three concepts through third party delivery platforms providing ease of ordering and the option for contactless delivery. Ordering platforms include: DoorDash, GrubHub, UberEats, Postmates, ChowNow and Caviar.

In an effort to appeal to more consumers and to increase overall sales Muscle Maker, Inc. is adding five new brands, including a burger concept and a smoothie concept to be launched in the next 30 days. The new brands will launch in the Chicago

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Noodle Edition Times Square Noodle Edition marks the second collaboration between owner Yishu He (Little Alley, MáLà Project, Ghost Bar) and chef Yuchun Cheng after opening the Shanghainese restaurant, Little Alley, in Murray Hill. Their newest venture offers regional Chinese fare inspired by road trips between culinary cities like Chongqing, Chengdu, and Wuhan.

Rolo’s

Rolo’s Ridgewood

Rolo’s features a family-style menu focused on wood-fire cooking and is also a cafe and grocery shop offering prepared items, frozen foods, meats butchered in-house, and alcohol available for order as well. Opened by four Gramercy Tavern alums—chefs Howard Kalachnikoff, Rafiq Salim, and Paul Wetzel run the kitchen while Ben Howell oversees the beverage program. Choose from focaccia, baked goods, and more.

Xilonen Greenpoint Xilonen is the latest project from the team behind lauded Oxomoco in Greenpoint. With plantbased offerings focusing on regional Mexican fare. Chef/owner Justin Bazdarich and chef de cuisine Alan Delgado’s menu is 75% vegan and 25% vegetarian, with items such masa pancakes with deep mountain maple syrup and salted butter; carrot tostada with navy beans and carrot top salsa verde; and green chorizo quesadilla with hoja santa, black bean salsa, and avocado. Finish it all off with their new cinnamon roll made with Mexican cinnamon and a vanilla oat milk glaze.

Bánh Vietnamese Shop House Upper West Side Since taking over Com Tam Ninh Kieu in the Bronx three years ago, owners Nhu Ton and John Nguyen (both formerly of Hanoi House) have earned their popular Vietnamese eatery Michelin recognition. And now with the debut of Bánh Vietnamese Shop House in the Upper West Side, they’re bringing their Vietnamese cooking and flavors further downtown and to a new borough.

The menu features bánh mì, rice and noodle salad bowls, and regional favorites like bún bò hue (spicy beef noodle soup), thit kho (claypot braised pork belly), and bò kho (beef stew).

Willow Vegan Bistro Chelsea The owners of Beyond Sushi’s new vegan bistro, Willow, has executive chef Guy Vaknin and wife Tali Vaknin, offering a menu of globally inspired plant-based American comfort foods. Choose from the Willow flatbread with “ricotta,” aged balsamic, pistachios, artichokes, and dried mission figs; cheeseburger sliders on a brioche bun; porcini chick’n marsala with creamy polenta, sautéed broccolini, oyster mushrooms, and red wine au jus; and “scallop” cacio e pepe with organic semolina linguine, oyster mushroom “scallops,” and creamy “parmesan” sauce. Finish it all off with vanilla bean cashew cheesecake or bananas foster cake.

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

GILBERT ON ACCOUNTING

UNDERSTANDING THE INS AND OUTS OF PPP-PART 2 AND YOUR RESTAURANT BUSINESS

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s numerous restaurants were forced to close in the last 10 months, our company understood more than ever what we could bring and needed to bring to our clients. Frankly, being able to accomplish that in 2021 is consistent with the goals of Niles Citrin and Joel Cooperman.

When they launched this practice almost 40 plus years ago, their goal was to steadily help build businesses with smart solutions and strategies to achieve long-term goals. While the pandemic has proved the future to be unpredictable, it also shows us you simply need to stay focused on the potential success of your long-term goals.

Before I began at Citrin Cooperman in 2010, I was an audit and tax partner at a boutique firm and had worked in the restaurant and hospitality industry for over 25 years.

Throughout my career, I’ve stuck to my personal goal of enhancing the business and personal lives of our clients. Frankly, even with Covid, nothing has changed from a goal standpoint for the restaurant/ hospitality operator. There will in fact be endless opportunities as real estate that was never available before comes onto the market at what

should be affordable pricing. With that will of course come complex state, local or international tax issues, and of course the needed due diligence to set the right goals.

I’m convinced that more than ever, the restaurateur needs an accounting advisor that understands the nuances of what a very complex industry is. We saw this last Spring as our restaurant clients struggled to understand the fine print of the PPP (Paycheck Protection Program and EIDL (Economic Industry Disaster Loan). We were also able to bring added value by explaining other local grants and uncover loan programs through our resources.

As we quickly discovered, it is vi-

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tal to understand how those grants and programs tie into a restaurants cash-flow forecasting. For instance, did it/does it make sense for a restaurant take advantage of the funding to pay an employee who they had to furlough because restaurants were closed? Our role is to educate the operator with their best options moving forward.

The spring of 2020 meant chaos and confusion concerning government funds for businesses. Restaurants needed these forgivable grants to pay their employees to keep them on the payroll, but many restaurants had to remain closed due to Covidsafety concerns and guidelines.

When the deadline for when these

Stacy L. Gilbert is an audit and tax partner at Citrin Cooperman, with over 30 years of expertise providing tax, accounting, business, and forensic valuation services. She has a strong focus in the restaurant and hospitality industries, serving as co-leader of the firm’s Restaurant and Hospitality Practice and specializing in strategic business consulting services, including with respect to COVID-19 response regulations and the Payroll Protection Program (PPP). Stacy has specialized knowledge in restaurants and hospitality businesses, advising clients on a variety of tax matters; including, tax compliance and tax planning, income, payroll and sales tax, and foreign reporting; and, provides business advisory services with respect to structuring, internal control, and profitability enhancement.

funds had to be utilized was extended, it was easier to work closely with a business and plan accordingly.

For the most part, we were advising our clients to hold onto the money and spend the funding on costs that were forgivable.

We’ve taken that expertise and we are now assisting clients as the door opens for Round #2 of PPP. The fist step is to understand the changes in the program. In order to apply for the second program of PPP, restaurants must have 300 or fewer employees, have already used their first PPP loan on the qualified cost, and have experienced a revenue reduction of 25% or more in all or part of 2020. Additionally, there is a cap of 2 million with a 4 million cap if the business is considered a single corporate group. We continue to suggest that restaurants take the funds, as most have revenue reduction and used their first loans. I see no reason why restaurants should not take the funds and use them on their qualified costs, it is just a question of when to use them.

continued on page 86

CITRINCOOPERMAN.COM

CITRIN COOPERMAN

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

RESTAURANT & HOSPITALITY PRACTICE

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

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

MY TWO CENTS

WITH JOSEPH LEHR OF GLISSEN

UNDERSTANDING WHERE FRIENDSHIPS FIT IN THE PUZZLE

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hen I got the news last month that one of my dear friends had passed, I needed to take a deep breath and reflect. At the top of one of the more overused terms has to be friends.

As we have talked about while launching this monthly column, I am not going to tell you about the good old days. What I am going to share is the value of the friendship that I enjoyed with one Mr. Al Green.

We originally met 50 plus years ago.

He came to our factory in Brooklyn in a broken-down truck with the muffler hanging off. Al had one of the more unusual businesses when we first met.

He would start at Midnight calling on after-hours bars and restaurants. He wanted our Nu-Foam product for his clientele.

He was so successful at the business because he went when where nobody else would go. He was selling snack foods in ‘Jersey in those days. Peanuts, pretzels, whatever the bars needed and wanted. That led to different bars asking him if he could go to the Bowery (NYC) and get them a case of a certain kind of glassware.

What struck me about Al from the very beginning was how incredibly charismatic he was. So, the first thing I did was go back into the factory and get some baling wire so that I could tie up his muffler for him. That was the beginning of a 50 year plus friendship.

We simply loved talking to each other. He looked to me as the son of the detergent magnate and I looked at him as a hardworking, wonderful human being.

It was one of those friendships that was so honest. Every breadth was honest and real. It was amazing watching him grow his business from working out of a truck to building a business.

He was at the right place: Plainfield, NJ at the right time and he made the most of it. Plainfield, NJ was in the 40’s and 50’s the pre-eminent bedroom for the Wall Street people. All these magnificent Victorian homes.

The riots of the 60’s were good news and bad news for Al and his wife Bobby Green. Many of Plainfield’s residents departed for the shore and left magnificent Victorians and castles empty. Plainfield suffered but it would ultimately give Al the chance to open his fist store front and continue to expand.

Al saw and opportunity to bring the

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best of the Bowery to New Jersey. They started to sell bar supplies, glasses, dishes, pots, pans and cutlery. My friend Al had a flair for how to market. They would put knives, forks and spoons and glasses out in baskets in front of the place. Because if you sold from a basket in front of the store, it meant that the prices were cheaper than your competition.

We simply loved talking to each other. He looked to me as the son of the detergent magnate and I looked at him as a hardworking, wonderful human being. We both enjoyed each other’s company tremendously. Our favorites were a little diner and some kind of a dairy restaurant. It didn’t matter, we would sit for hours and talk. We’d come back and everybody wanted to know why were at lunch for so long.

For 70 plus years, Joseph “Joe” Lehr has been a pillar of the Metro New York restaurant and foodservice industry. At the helm of Glissen Chemical, Lehr has built the Brooklyn, NY based company into a national manufacturer of the industry’s highest quality detergents. He can be reached via email at rich@ glissenchemical.com or via phone at (718)436-4200.

The answer was simple: because we had so much to share.

What made it such a special friendship is that sometimes you just need someone to talk real to. Sure, the language may have been shall we say spicy from time to time but it was real and it stayed at the table. It was 50 beautiful years of friendship, who were very different (I never met with him 50 years without wearing a jacket and tie) who respected each other so much.

I remember 15 years ago at one of the Jacob Javits shows, I walked over to his E&A booth and there was this electric train with our Nu-Foam/Glissen products on each of the cars. He never told me he was going to do it. Just one of those little things that friends do instinctively for friends.

I have been so blessed to have true friends like Al Green.

Men like Harry DeFelice at Bar Boy and Jerry Cohen of Restaurant Depot were all wonderful friends for decades. I’d be remiss if I didn’t mention their spouses who helped make each of those guys so special. They have all truly made my life richer.

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

NEWS

COOKING SOLUTIONS

RATIONAL ENHANCES SPEED AND FLAVOR CONSISTENCY WITH NEW VARIOSMOKER DEBUT

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he year of the Pandemic has the unit inside the iCombi Pro, plug brought new focus on the in the power cord and the USB cable, quality of takeout and delivand use the iCombi’s iCookingSuite to ery menus across the nation. intelligently control the smoking and Operators continue to seek solutions cooking process to deliver aromatic that can enable them to add and ensmoked flavors in the shortest poshance signature items to their menus. sible time. The VarioSmoker allows Late last month. RATIONAL, the chefs to precisely control the ‘smomarket leader in multifunctional kiness’ of the food while saving time, foodservice technology, introduced space and money by eliminating the an updated VarioSmoker accessory need for a dedicated smoker. that makes it easy to prepare richlyThe VarioSmoker imparts a wonderflavored smoked meats, fish and vegful smoked flavor and color to meat, etables. poultry and fish. Customers rely on The new VarioSmoker replaces an the VarioSmoker to enhance the flavor earlier version first introduced in 2016 of ribs, brisket, pulled pork, sausage, and reaches operating temperatures chicken, duck, salmon, sea bass and approximately 50 percent faster than even cheese. With RATIONAL combi the previous model. The updated veroven air flow technology, different sion works with any RATIONAL combi foods can be cooked and smoked tooven to impart a spicy, smoky flavor gether at the same time without flavor and color to food, adjustable to suit transfer. individual tastes and recipes– allowThe iCombi oven’s automatic cleaning you to cook and smoke at the same ing function removes all traces of food time.

“Once again our priority of listening to the needs of our customers has paid dividends,” said Jim Rune, interim area vice president of RATIONAL North America. “This upgrade actually came from a key account that needed to add more functionality to their operation.”

The VarioSmoker is an easyto-use plug-and-play unit. The updated model connects via USB cable to the iCombi Pro combi-steamer to operate with the intelligent cooking paths within the iCookingSuite.

Just fill the VarioSmoker’s stainless steel box with any conventional smoking material such as wood pellets or chips of any variety including hickory, cherry, or apple. Place The new VarioSmoker from RATIONAL

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“We worked hard to design a smoke box that combines optimal air flow with the versatility to work with a variety of smoking materials.” — Jim Rune and smoking fragrance from the unit, so no residual taste or aroma is passed on to the next item. After use, the smoking box is easily stored with the included space-saving holder.

“Our customers asked us for a way to smoke food in their RATIONAL appliances, so we developed the VarioSmoker,” said Rune. “We worked hard to design a smoke box that combines optimal air flow with the versatility to work with a variety of smoking materials. The resulting smoky flavor comes very close to the taste achieved with traditional smokers, and it’s very easy to operate.

“The key was our ability to work as a team internally with our engineers to create a more functional CPU,” Rune added.

“Our system is all about building the intelligence into the cooking program or what we call cooking paths. In the past, the restaurateur would have to fill up the smoker with wood chips, put it inside of the cabinet, manually turn the switch on, and then wait 20 to 40 minutes for the Cabinet to fill with smoke. Now, you simply use the USB plug and port that comes with the RATIONAL unit to handle all of the smoking.”

“With so much focus on being able to create flavors that create a signature, our new smoker creates a new set of options,” Rune continued. “With a

single unit, the chef/restaurateur can now eliminate the need to buy multiple pieces of equipment to smoke salmon or cook signature ribs. It also eliminates the need and expense for a dedicated pit-master.”

The new RATIONAL VarioSmoker is easily adaptable to the full line of RATIONAL combis and can also be retrofitted with a vast array of competitive combis.

“The VarioSmoker opens up a whole new market for restaurants and foodservice providers that don’t have a dedicated smoker,” Rune said, “and now have the capability to offer their customers an array of freshly smoked food items.”

“We’ve also created this product with the thought that you expand the use of our product to maximize the guest check. After smoking is done, you just run our oven through a medium to strong automated cleaning cycle, and you can go ahead and bake a cake or cheesecake, and there’s no flavor transfer within our cabinet,” Rune concluded.

Rune was recently named to his new post. He has been with Rational for 12 years and before that, he was a chef in the Twin Cities for 25 years, where he was a RATIONAL Customer. The RATIONAL Group is the world market and technology leader in the field of hot food preparation for professional kitchens. Founded in 1973, the company employs more than 2,300 people worldwide.

iCombi Pro. iVario Pro.

All of a sudden, so much more is possible.

The NEW iCombi Pro and iVario Pro cover 90% of all conventional cooking applications. Kitchens can now save on energy, raw materials and time, while increasing productivity.

For more information visit: rationalusa.com

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

PERFORMANCE SOLUTIONS

WITH DAY & NITE/ALL SERVICE’S MIKE BERMAN

PRESENTED BY

NOW IS THE TIME TO ADOPT INDUSTRY 4.0

H

istory shows cycles of economic desperation and despair are most often followed by massive transformation either propelling periods of unrivaled growth and profitability or dealing fatal blows to already wounded businesses.

Goodness knows the now almost one full calendar year foodservice has been ravaged by Covid-19 is the worst, most protracted global economic downturn the industry has ever faced. While looking back is always useful for building a culture of continuous improvement, smart industry leaders recognize now is the time to actively look-think-do forward to most rapidly secure a most prosperous and profitable future. Digitizing your operation, embracing and applying Industry 4.0 principles will prove to be the most efficient major leap forward for

hospitality.

Originally oriented for manufacturing, Industry 4.0 underpinnings are particularly transferrable to fast-paced high stakes fields like hospitality. Indeed, we are already seeing elements of Industry 4.0 — the fourth industrial revolution — in foodservice but these have mostly been focused on the front end of the house. Businesses can achieve the same levels of unrivaled interconnectivity for managing critical assets while simultaneously squeezing costs out of the supply chain with greater predictability and reliability. In design and practice, Industry 4.0 roots are firmly planted in the ground of achieving greater operational efficiency and integrity. Events of this past year have certainly forced us to rethink everything, early 2021 demands turning those thoughts into

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necessary action.

MIT Technology Review offers the most practical advice for deploying Industry 4.0 in your business, advocating for a logically procedural approach. Even the smallest restaurant commits an extraordinarily high percentage of its budget to essential equipment, making asset management the most sensible Industry 4.0 point of entry. Integrated, proactive analysis and reporting coupled with tighter quality controls over maintenance and repair offers the greatest potential for reducing pure operational expenses and increasing revenues through greater equipment performance, uptime. In fact, Industry 4.0 is best applied for manufacturing which is essentially what a kitchen operation and its associated assets are. Throughout this now 42-week weekly column we have regularly stressed the critical role your suppliers must play for ensuring your success.

True to its market leading stature, the Day & Nite family of companies has developed essential technologies and tools allowing hospitality to incorporate key Industry 4.0 fundamentals.

Emphasizing asset management,

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

(lowered) total cost of ownership, distributed real-time digitized integration, The Company’s in-house laboratory represents the gateway to foodservice’s operational innovation. From proprietary mobile devices to end-to-end procurement platforms—and much more!–offered as part of Day & Nite/All Service/Popular Plumbing’s standard maintenance contracts, Industry 4.0 for your establishment does not even come at an additional expense.

With history as our guide, given the extraordinary times we live in, the phrase transform or perish has never been truer.

To be on the right side of history, to create your greater history by taking advantage of Industry 4.0 digitization the Day & Nite family of companies offers as part of its core offering, email jbf@wearetheone.com

NEWS

SUPERMARKETS

AHOLD DELHAIZE CLOSES BUY ON NYC’S FRESH DIRECT

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hold Delhaize and private equity firm Centerbridge Partners are last month completed their purchase of online grocer FreshDirect.

Ahold Delhaize, which holds a majority share in FreshDirect, said it’s funding the acquisition with cash on hand. New York-based Centerbridge holds a 20% stake in the online grocery retailer. “We are very pleased that we can now definitively welcome FreshDirect to our family of great local brands,” Frans Muller, CEO of Zaandam, Netherlands-based Ahold Delhaize, said . “This leading local online brand with a large and loyal following will help us reach additional customers in the New York trade area and further propel our omnichannel evolution. We are looking forward to working with our new FreshDirect colleagues.”

FreshDirect retains its brand name and continues to operate independently from its 400,000-square-foot automated fulfillment center and campus in the New York City borough of the Bronx. FreshDirect CEO David McInerney will continue to lead the e-grocer, which will report to a sevenperson board.

Overall, FreshDirect delivers directly to customers in selected markets in seven states, including New York, New Jersey, Connecticut, Pennsylvania, Delaware, Maryland and Virginia.

Its key metropolitan markets include New York City, Philadelphia and the District of Columbia.

“Today marks the beginning of an exciting new era for FreshDirect.

Ahold Delhaize will build on FreshDirect’s success, ensuring the continued growth of our company, while creating synergy and maintaining the uniqueness of the brand,” McInerney commented.

FreshDirect joins the roster of gro-

cery brands at Ahold Delhaize USA, which includes nearly 2,000 supermarkets on the East Coast under the banners Stop & Shop, Giant Food, Giant/Martin’s, Food Lion and Hannaford. Peapod Digital Labs supports online grocery and other digital services for the retail brands as well as drives omnichannel innovation.

The FreshDirect acquisition dovetails with Ahold Delhaize’s recent acceleration of its e-commerce expansion, fueled in part by more consumers buying groceries online during the coronavirus pandemic. U.S. online sales surged 114.7% in the fiscal 2020 third quarter, and the company plans to grow online capacity by nearly 100% in 2020 and 2021, including doubling the number of pickup locations to about 1,400. The U.S. business reaches about 90% of households in its markets with home delivery and pickup and roughly 70% with sameday delivery, including Instacart.

“We are excited to start this new partnership with Ahold Delhaize, in which we can utilize our experience in the interplay between logistics facilities and e-commerce fulfillment in order for FreshDirect to grow further,” stated Steve Silver, senior managing director at Centerbridge Partners.

An e-grocery pioneer, FreshDirect has provided online grocery shopping and delivery services, mainly in the metro New York area, for more than 20 years. The company was founded in 1999 by Joe Fedele, Jason Ackerman and current CEO David McInerney.

With the closing of the FreshDirect sale, McInerney thanked company investors Brightwood Capital Advisors, Maverick Capital and W Capital Partners. “We are grateful to our investors for their unwavering support and guidance and their significant contributions to the company’s leadership position and success,” he said.

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

RE-OPENING STRATEGIES

WITH GERRY MURPHY

CHIN UP BECAUSE THERE IS LIGHT AT THE END OF THE TUNNEL

I

know just what you don’t want to hear, another pep talk. I get it but do not allow the Virus to ruin your spirit. Keep in mind that believe it or not as we go into February that the days are getting longer.

I wanted to search out a strategy that could fight both the winter blues and answer the new need to keep safety a priority. I’m convinced that I have found that solution: UV lights. With limited indoor dining still in effect, I’m suggesting that you install UV lighting in the area where customers are picking up there to-go food.

The UV light will help you and your restaurant’s staff fight off winter depression. I also wanted to check in with an expert to confirm what I had hear about were additional safety benefits from UV lights. I checked in with Leon Lubarsky of Brooklyn, NY’s Letter Grade Consulting and Safe Disinfection Solutions. He tackled my question head on: can UV lights be installed in the restaurant ventilation to kill COVID-19? Leon’s reply: “UV lights can be installed in HVAC systems to disinfect the air that passes through and then comes out of the ventilation.”

To me, the UV lighting is the first in a strategy of what I like to call the things that you can control. It starts with being kind to yourself and your staff. It involves simple concepts like leading by example. That includes making sure you take time for exercise and encouraging your staff to exercise. There is no sense in surviving a Pandemic and not making sure that you take care of your health.

Be on the lookout for positives that are going on around you. Could be an email from a happy customer about one of you dishes, make sure share

them with staff and customers. In times like this, mental health is as important as physical health.

The next step is to work with whomever is handling your IT to audit your sales. We all think we know that we are selling, but it is shocking how few operators truly understand the margins. I want you to push you IT folks/accountant and even your distributor sales reps to help you streamline the menu.

If items are not selling than drop them off the menu. By this time, you know what works get rid of the rest. Limit your menu so that you run a lean machine. A few standard items one or two specials per day. I don’t want you to confuse this exercise with lightening the menu for Spring/Summer.

My suggestion for that Spring/Summer menu is to think small, light and fresh. One chicken, one beef, one fish, one shellfish and a few salads.

One of the key decisions you have ahead of you is how to use the second round of PPP (Payroll Protection Program) funds. How do you balance what is now a skeleton staff and project the return of customers based on

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the current 25% cap? Let’s save that decision but in the meantime, let’s do everything we can to keep the customers we do have happy.

Keep in mind that you are still in the hospitality business and it is February.

So why not offer customers who are picking up food to go, a complimentary cup of hot vegetable broth, to take home with their pickup order.

February is of course about Love.

Part of that is loving to get away from the winter chill. Guess what with the vaccination process moving slowly most of our patrons who usually travel in February, will be staying put. So, let’s make the most of it.

It should start with putting a plan in place to capture as much St Valentine’s Day business as possible. Valentine’s Day is February 14th and is a Sunday.

Make it your job to stretch Valentine’s Day from the week before and into the following week. In most cases your customers have had enough comfort food. Sit down with your Chef and create a Valentine’s Day menu. Give your customers rich food and rich sauces.

I want you to out extra care into re-

Gerry Murphy is a culinary consultant, inventor, and accomplished professional leader offering 35 years’ experience in Culinary Consulting with expertise inRestaurant Operations, Live Cooking Competitions, Certification Consultations, Budget & Finance Administration, Personnel Management, and Project Management. He can be reached at chefgerard@aol.com.

inventing what in many cases will be a celebration with your restaurant’s food and beverage in your patron’s homes. Make sure your menu travels well and it is easy to reheat. Make sure to include reheating instructions with the special menu. Don’t forget you can still sell wine/champagne by the bottle.

No doubt, you are by now familiar with Amazon and e-commerce.

Have you thought about shipping your meals across the country? Get in touch with UPS, FedEx and don’t forget about the US Postal Service. Each organization has easy to use instructions on their websites. Do a test run, send the menu item you want to ship to a friend and get a full report from them. How did the food ship and did it reheat well? Remember cost your meal so you make money. Shipping cost are extra. Build a marketing program around love. Stuff all and every item you sell before the holiday with a Valentines flyer. Make your customers aware that they can send a meal to their Grandparents, their administrative assistant, even their Mother Inlaw. The best part of this, is that even after we get back to whatever normal is, you can own this process and the base of new customers forever.

One of the on-going trends from COVID has been getting restauranteurs to think like retailers.

continued on page 84

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

ELLENOFF GROSSMAN & SCHOLE fore the Department of Labor, NLRB, EEOC, and other state and local administrative agencies. Her experience spans many industries including travel and hospitality, real estate, transportation, financial services, health care, manufacturing, technology and nonprofit corporations. She also provides preventative advice and business planning.

EGS’ Partner Robert L. Sacks represents clients in all phases of labor and employment on behalf of management and in ERISA matters related to multi-employer plans and trade association law. The author of Rules Creating a Collective Contract Between an Employer and a Union for the ABA Section of Labor Relations Law, Committee on Labor Relations and the Law of Collective Bargaining Agreements, he also designed the legal and administrative framework for a multi-employer welfare arrangement in the freelance commercial production industry.

EGS’ of counsel Lois M. Traub represents management in labor and employment litigation, including employment discrimination and unfair labor practice proceedings at city, state and federal agencies and in state and federal courts as well the NLRB. Traub also represents employers in labor arbitrations, labor contracts, employment and separation agreements. She has assisted with developing personnel policies and advised clients on state and federal labor law compliance. She serves clients in diverse industries, including hotels, restaurants, hospitals and nursing homes, manufacturing concerns, newspapers and the publishing industry, real estate developers, contractors, and municipalities and state public authorities.

EGS’ of counsel Alexander Soric represents management in labor relations matters, including arbitration hearings, collective bargaining, mediations, and matters before the NLRB. He also trains managers in labor relations and anti-harassment.

Soric has represented clients in class actions brought under the Fair Labor Standards Act, Davis-Bacon Act and

from page 12

New York wage-hour matters in federal and state courts and in federal, state and local agencies. His clients include casino gaming, telecommunications, hotels, restaurants, private clubs, hospitals, nursing homes, manufacturers, construction contractors, universities and nonprofits.

He has also served as court-appointed labor counsel to receivers for hotels in receivership.

EGS’ associate Jaclyn K. Ruocco represents management in labor relations, employment counseling, and employment litigation defense, including discrimination claims, wage and hour disputes, and disputes under the Family Medical Leave Act. EGS’ associate Brian Polivy focuses on labor matters, such as labor arbitration and collective bargaining, and has also defended complex labor and employment litigations in federal and state court.

EGS’ associate Joseph Tangredi’s represents management in labor relations disputes, employment discrimination claims and wage and hour litigations.

Mr. Rothfeld and his team were formerly at Kane Kessler, P.C. The addition of the new team will enable EGS’ to continue to be able to provide the highest quality legal advice and counsel, dedicating consistent, personalized attention to each client at a reasonable price. The concept is based upon the significant experience and expertise in the areas of practice in which they specialize and a belief that they provide greater efficiency of service and, consequently, reduced actual and time expense to our clients.

Ellenoff Grossman & Schole LLP is a corporate focused law firm comprised of over 100 professionals, offering its clients legal services in a broad range of business related matters. Founded in 1992, the Firm specializes in many areas of commercial law: Corporate, Securities, Real Estate, Broker-Dealer Regulation, Private Investment Funds, Intellectual Property, Litigation, Labor, Employment, ERISA, Executive Compensation, Tax and Estate Planning.

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RESTAURANT BRANDING Our customers were happy that we were still open and couldn’t have been more supportive. We made it a point to put stickers and lollipops (our signature giveaway) in every to- go bag. We also made our Spotify playlist public so that people could enjoy their tacos margaritas at home while listening to music that they loved when they were dining in the restaurant. When the warm weather came, we were fortunate to have the town block off the parking in front of our restaurant space, we were able to put six picnic tables along with three 12 ft tall palm trees and hanging lights and outdoor speak-

FRANCINE COHEN

ers out there, which elevated the brand even more. We created in LA street scene in the middle of Larchmont, New York. Our bookkeeper called us a “unicorn”; he couldn’t believe the numbers we were doing.

Our net profit was up nearly 700%!!!

The power of pink! I firmly believe that the fact that we rebranded ourselves and committed to providing that brand experience outside the four walls of our restaurant was the main reason for our success.

As we look towards coming out of this pandemic, it’s clear that restaurants need to take control of their branding. It’s a noisy environment, and franchise, and chain restaurant

brands spend a lot of money doing the same, so independents need to do the same. Creating a brand image with a clear brand voice in a clearly defined marketing plan is critical to your success now more than ever. Start by looking at your website and your digital presence is it clear who you are or what you do?

Is it clear how I can place an order on your website for delivery? How about your food packaging? Are using aluminum containers with cheap plastic lids, or have you gotten more creative?

You want your customers to think of you even when they’re not at your restaurant. Stay on top of your so-

cial media, don’t just post food pictures, engage with your customers, let them know that you’re still there, and you’re ready to serve. Customers are savvier than ever, and they want to connect with restaurants that have a purpose - you’re not just a place to have a meal. Just because you’re not open for indoor dining doesn’t mean that you can’t provide an experience. Be sure to have a clear name, image, and message. If you do, and really dedicate yourself to creating a brand, once this is all over, I truly believe your restaurant will have some raving fans.

bit. These countries are Brazil and China. Two of US’s biggest adversaries on the trade front. We are losing these wines. Our biggest trade competitors are going to get all of this wine. Or trade partners like Scandinavians are getting new allocations. And what happens is Americans don’t get these wines back. There are decades of relationships gone.”

He continues, “So every major wine producing region in America realizes these tariffs are bad for American wines too. It cripples their path to market.”

Leaving restaurants and bars with limited wine and spirits lists that don’t always enhance the dining experience and add burden to operations. Losing

entire categories, like cognac, which are singularly tied to an appellation, leaves restaurants and bars juggling the heavy burden of making the list work fiscally while working at least twice as hard. Stanley comments, “There are brandies from other countries, and you can put them on the list.

You can educate. But that’s a heavy lift – educating the staff, printing of the menus, educating the guests.”

So, what’s the solution to all this increased pricing, and potentially limited selection as we move through this phase of the pandemic and on into the next? Lots of education. More lobbying. And hope. As Swonger concludes, “We have a new administration with a new approach to trade. “

advance work yourself—and the earlier you start, the better. Round up your receipts and check that you’ve received all the forms you need from employers and financial institutions.

Last year’s tax return can be a good guide for making sure you aren’t missing any important information. The sad news but good news for the 2020 tax year is there should be hefty write offs in expenses because of Covid.

Every restaurant big or small has had

an inordinate amount of costs just to stay open. It’s time to retrieve some of those funds. 2020 was been a rough year and sadly it is not quite over yet. I like the idea of finding firms like Citrin Cooperman and Davo that specialize in the tax planning for restaurant and hospitality operators. Enjoy and keep your chin up, good things are ahead.

Visit totalfood.com later this month to find Chef Murphy’s recipe for Apostle’s Pie.

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of their pre-tariff inventory, so they do not have the luxury of the slow increase and their prices will reflect the full tariff.”

A price raise is challenging. For consumers, retailers, and hospitality industry buyers alike. Especially when you consider that fifty-four percent of the price of a bottle of distilled spirits is consumed by taxes and fees, so making any profit becomes more challenging without a noticeable price raise. And resulting fall out of consumer satisfaction and robust inventory.

Stanley continues with her thoughts about the challenges for retailers and notes, “The average U.S. consumer does not understand pricing and how

GERRY MURPHY

from page 30

the U.S. alcohol market is set-up.

They just see the price and see that it is more expensive. Especially with COVID-19, I could see some consumers thinking the store is charging more due to the pandemic and not understanding why the increase has come up. Now the retailer has to educate as well as sell.”

Similarly, restaurateurs rebuilding wine lists when they reopen will find themselves even more impacted by the bottom line. And, eventually, without much choice. Sommelier Erik Segelbaum, founder of wine consultancy SOMMLYAY, comments, “When the US is no longer a reliable trading partner, producers turn to other countries who are champing at the

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If customers are coming to your restaurant every day for pick-up they are more than likely they are stopping at other stores. As the lockdown continues think about maximizing your inventory. If it is on your shelf, try to put it on your customer’s shelf. Transform your dining room into a retail center.

What may have been toilet paper last Match could certainly be fresh produce, baked goods and even laundry detergent this Spring. Before you put

a lot of money into this effort bring your staff together and give them the opportunity to get this project onto second base. This will be by word of mouth from your staff, flyers and marketing on your website.

Another February activity is prepping yourself for 2020 taxes. The sooner you get this started the better you will be to go forward. Even if you hire someone else to prepare your tax return, you’ll need to do some of the

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PROVISIONS PREVIEWED environment.”

There’s excitement aplenty with the equipment that Next Step Design specified for this project. A custom Jade cooking suite sits flush against the wall, with the broiler at center, a unique configuration which has proven instrumental in the success of Hunter’s menu, inspired by old world French and Mediterranean cuisine.

It’s exactly what diners of the COVID era are looking for; comfortable cuisine, presented thoughtfully, in a safe environment. The dining room is adorned with protective acrylic shields, supplied by Singer, that are so transparent, they’re almost barely there. After all, Hunter opened at the center of the pandemic, so the ‘new’ normal isn’t new to their team.

“You’ll always feel safe in Hunter’s restaurant,” says Billings. Clean lines and fixtures were a cornerstone of Hunter’s original vision, even before the pandemic hit.

The menu is approachable and inspires guests to treat themselves to dishes sculpted around the Chef’s local purveyors.

TREND TALK

from page 42 “People want the classics. We’re delivering that to them,” says Rand.

“We’ve been able to source and work with great vendors paired with great equipment, like our Jade broiler that achieves that great char. I think that’s where Jade was a big plus for us. We felt that was where money should be spent.”

For operators, money matters, and so does service. The trifecta of local service from the architect, designer and suppliers for Hunter makes it sing.

“A lot of people local is a great thing, says Rand. “Having a company like Singer that’s end-to-end was important especially for our first restaurant.

It worked out really well,” says Rand.

In addition to the equipment, Hunter’s entire tabletop specification and many of the restaurant’s kitchen smallwares were supplied by Singer Equipment Company. Singer is proud to be your local supplier for kitchen equipment and supplies. For more information on starting your restaurant project, visit us online or email us at marketing@singerequipment.com.

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local leaders in the industry – that are no stranger to creativity and experimentation – joined forces to bring drinkers an unmatched twist on classic cocktails. Angry Orchard, in collaboration with Spirits Lab, the region’s newest craft distillery, recently launched a line of ciderinspired cocktails featuring the Orchard’s award-winning cider and Spirits Lab’s small-batch spirits.

New ones are rolled out seasonally, so imbibers can treat themselves to crafty concoctions, including Cranberry Sauced, a drink that blends tart cranberry with notes of fresh apple, orange, and orange zest. Perfectly served on the rocks or topped with Prosecco, Cranberry Sauced is made with Spirits Lab Vodka, Angry Orchard Crisp Cider, Orange Liqueur and Orange Essence, on draft at Angry Orchard in Walden and in bottles exclusively at the Spirits Lab

in Newburgh.

PUTNAM COUNTY Brewster’s Clock Tower Grill, owned by Rich and Cassie Parente, has become a hospitality hero for the restaurant’s commitment to supporting even more farms and Hudson Valley providers than ever before since Covid-19 hit, including Maple View Farm, Cooper’s Daughter Spirits and McGrath Cheese Company. The focus on locally sourced ingredients has elevated themed offerings, from Taco Tuesday to Chinese Takeout, and added a decidedly ‘think local’ flair that has kept patrons happy and area farmers feeling super supported.

Joining forces – whether to grow greens, invent new products, concoct cocktails, create exciting popups or simply to support local – is clearly the Hudson Valley way.

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GILBERT ON ACCOUNTING There are also ERC (Employer Retention Credit) funds that can be granted to restaurants with 500 or fewer employees. The max wages for businesses to receive ERC is $10,000 a quarter and qualified wages for the credit is 70% of $20,000. Essentially ERC would provide 14,000 per employee. When it comes to tax filings, businesses can amend a return for 2020. For 2021 taxes, businesses can either not pay the current fed taxes equivalent to the credit they are entitled to or they can get a refund when they have filed their returns.

I tell my clients that considering funding is a strategic game. When applying for PPP or ERC funding, we have to consider timing-- do they need the money today, or can they afford to wait with the risk that there will not be funds still available for them later on?

With the back and forth on indoor dining, we also are helping our client base understand how

from page 72 funds can be used beyond payroll.

As you know, we’re approaching a new normal which will involve a vaccinated public and then what I heard described as herd immunity.

With that more people are going to become comfortable dining out.

I’m convinced that what used to be a decision made on Zagat and then Yelp, will also include restaurants they consider to be safer. Structures for outdoor dining and air filtration systems can be eligible costs for the processable future. We are here to help analyze those opportunities and the ROI that comes with them.

We are here to help you prepare for the return of your dining patrons.

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NYC HOSPITALITY ALLIANCE often reported by small business owners that different inspectors provide different and sometimes contradictory information. To fix these issues, the city should coordinate to the greatest degree possible pre-scheduled, multiagency inspections to streamline the process, reduce burdens and ensure that accurate and consistent information and requirements are provided.

9) Commercial Rent Tax & Property Tax: NYC should begin the process of eliminating the unjust Commercial Rent Tax (CRT), which is effectively a 3.9% surcharge that only businesses located south of 96th Street in Manhattan pay on their annual rent when it exceeds a given threshold.

This tax is discriminatory as it only applies to businesses in a certain area of Manhattan with the highest rents, and is calculated on the rent, not income.

CRT has already been repealed citywide, except in this one geographic area. Most commercial tenants pay a portion of their landlord’s property taxes, in addition to their rent. These taxes pose a significant financial burden on small businesses. Provide small businesses with a tax credit against a portion of the property taxes they pay.

10) Health Department Letter Grades: Amend the NYC Department of Health’s Letter Grade inspection system by allowing cure periods for minor violations and eliminating points for non-food safety related vio-

SYSCO PARTNERSHIPS and saw that while other restaurants were also embracing retail, no other retail operations in the Manhattan area were offering Certified Angus Beef® products. By harnessing Sysco’s buying power and embracing technology, Loub made the meat market a success. “We do pork, poultry, cheeses and other items through the market as well, but the real focus — and the majority of sales — is the beef.”

Loub also is meeting the growing demand for both takeout and comfort foods by offering curbside

from page 40 lations that calculate a letter grade.

Also, introduce “due process” into the inspection system so a judge’s ruling determines the frequency of inspection, instead of an inspector’s accusations, which is how the unfair system currently works.

11) Scaffolding: Scaffolding (sidewalk sheds) are essential in protecting people from building construction, etc. However, it is no secret that scaffolding left up for an extended period has a devastating impact on restaurants and bars. The effects range from a significant loss of business, to the reduction of employee hours and layoffs, to a major factor in some businesses closing. Some small business owners even suspect that unscrupulous landlords have kept up scaffolding to drive them out of business to get a higher rent-paying tenant or for them to sell or demolish the building.

A law must be passed to require more aesthetically pleasing scaffolding and forbid it from staying up for unnecessarily long periods of time, without significant penalties. Tenants must also have a private right of action to recoup money in appropriate circumstances.

12) Rent: Similar to the way cities negotiate deals with real estate developers to provide affordable housing in new developments, deals must also include affordable commercial space for small businesses. Existing devel-

opments that seek taxpayer subsidies could also have such requirements as a condition of the benefit.

13) Community Boards: Standardize the process to apply for and renew liquor licenses and sidewalk cafe permits across community boards.

The expectations of applicants should be clearly defined, and community board specific policies should be provided. Community boards should also identify locations where late-night hours for nightlife establishments are appropriate in their respective districts and provide applicants with constructive guidance, so stakeholders’ time is not wasted.

14) DEP Water Shutdowns: The NYC Department of Environmental Protection (DEP) must provide businesses with sufficient time, such as 30-day notice (or the longest notice period possible), before scheduled water shutdowns. Restaurants sometimes receive less than 24-hours notice, and sometimes only a few hours notice before a prescheduled, nonemergency water shutdown. Without working water, restaurants and nightlife establishments and workers suffer significant loss of income when their reservations and events are cancelled last minute.

15) Office of Nightlife: Increase the budget and staffing of the Office of Nightlife so it can effectively fulfill its mandate, which will allow it to provide

greater support to nightlife businesses, residents and other stakeholders.

Direct persistent nightlife establishment conflicts to the Office of Nightlife so they can mediate situations, instead of immediately involving the NYPD (or other agencies) for enforcement purposes where non-imminent safety matters occur.

16) Agent of Change: This proposal places the responsibility on the party entering the community to take action to mitigate/eliminate potential conflicts that may arise between businesses and residents, such as requiring a new residential developer to pay for the soundproofing of an existing nightclub next door 17) Dancing: Now that NYC repealed the Cabaret Law, the City must create a panel of expert stakeholders to conduct a citywide review of the Zoning Resolution, and submit recommendations to the Mayor and City Council, for additional areas.

the ballroom, which has worked out great,” says T.J. Olson. “That room can hold 600 people, and my dining room only seats 180, so we’ve been able to operate at our previous full capacity through all of COVID-19.”

In addition, with the help of Sysco, Round the Bend began selling to-go bundles of premium raw steaks. “We just sold out of our ‘mega-meat bundles.’ We put a ton of meat in a bundle and prepackaged it for 99 bucks. We sold out of all 300 of them,” Olson says. “Without Sysco’s buying power and their ability

to purchase and house that much meat for us, we would never have been able to make those work.”

What are the key ingredients to a successful partnership? Staying informed on the issues and concerns of others. Cooperation between parties. Anticipating and responding quickly to problems. These are the critical ingredients that form a trusted partnership between Sysco and restaurants.

For more information about Foodie Solutions or to become a customer, visit the Sysco Foodie website.

New York City will not recover if our local government fails to do more for small businesses. These policy proposals will help protect and sustain small businesses and jobs throughout the pandemic and in the longterm recovery. We appreciate the City Council and the Small Business Committee for their time and consideration on this matter.

from page 10 delivery for featured meals. Sysco offers a wealth of information for capturing this business in its Curbside and Takeout Toolkit.

Throughout the pandemic, Sysco also has been a key partner to Round the Bend, a steakhouse located in the middle of a vast cornfield in Ashland, Nebraska. To stay successful, Round the Bend had to make several pivots to accommodate the sudden changes in dining regulations.

After the initial shutdown, “We actually moved our dining room into

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NIMBUS KITCHEN

from page 50

perfect environment for our tenants to host tastings to showcasing their food to potential customers and create video/promotional content,” Slager added.

In addition to the Studio Kitchen, Nimbus offers two prep-only kitchens, three shift-kitchens and four full-time ghost kitchens. In collaboration with Singer/M. Tucker, each of the kitchens features fully equipped stations. The Paterson NJ based M. Tucker is known for both the highest quality design and equipment selection.

The M. Tucker spec included Globe fryers to Southbend Ovens and Blodgett convection ovens.

The existing space was already

LAURA CRAVEN

graced with a quality TAFCO walkin box. “We put a great deal of time and effort prior to the Pandemic, to make sure that we had created a safe environment for each of our companies,” Opperman continued.

The design was also created with an eye towards the industry’s latest technology. “Something that’s unique about our model is that people are operating on pretty tight shifts. If someone comes in for 4 hours, they don’t have the luxury of waiting around for their food to cool,” said Opperman. “The blast chiller was a great solution for those businesses who are working on a tighter timeline to be more effi-

cient.”

The duo’s vision also includes a nod to retail in which Takeout and delivery can be easily accommodated. Nimbus Kitchen is dedicated to opening ground floor spaces, where customers can see the kitchens from the street, giving operators more exposure and yes, plenty of natural light.

Nimbus sees the growth of Takeout and Delivery during the Pandemic as something that is here to stay. With an eye towards that, the Opperman/Slager duo has designed the Nimbus facility with that in mind. “We eliminate the need for delivery drivers to go to five different restaurants to pick up five dif-

ferent meals to deliver. Our facility also enables a major national chain to run a pilot program in Manhattan to track the launch of their brand without the costly overhead,” Slager added. “We are committed to the addition of hot and cold food lockers to help our tenants maximize their takeout and delivery efficiency.”

Nimbus envisions extensive growth. “Our goal is to open at least 10 facilities in the New York City area in the next 2 to 3 years,” Opperman concluded. “Long term, we see 100 facilities by 2030 in every major metropolitan market.”

cleaning program. A detailed paper trail can protect employees as well one’s business from potential litigation. It’s also simply a great way to keep track of what has and hasn’t been done.

Owners should also take specific care to keep restrooms spotless and orderly, with sufficient paper supplies and hand soap. Many surveys have shown that simply having a dirty bathroom can singlehandedly repel customers.

We also suggest having hand sanitization units spread throughout the dining space not only makes it easier for both staff and customers to clean themselves more frequently, it also sends a direct message to both, acting as a physical monument to the fact that safety is a number one priority.

After a year of gloves and masks, you know that proper PPE is integral and mandatory. Staff should wear masks at all times and gloves when appropriate. Have a supply of disposable masks available in the event that a forgetful customer arrives.

This reduces that chance that businesses need to turn customers away.

Many business owners often ask how they can incorporate these steps while still facilitating a ROI. The sim-

ple answer is this: Health and safety isn’t a matter of whether or not you can make a return. Health and safety aren’t optional in our current environment. You follow these guidelines first and worry about ROI later.

A business that makes health and safety decisions based on how they can make or save money is not only risking their entire business, but the lives of their staff and every customer that enters the restaurant. Enacting these best practices will pay for itself. Because employees are safer from becoming ill at work, there will be less callouts, and increased safety measures will draw more customers who see that the business in question is making an effort.

Finally, whether or not indoor dining is re-opened, and to what capacity, will be determined by how well the industry as a whole comes together and does its best to meet these standards. Businesses that try to skimp out not only hurt themselves and their customers, but also every other business that is doing its best. It is every business’s duty as a part of the industry to make health and safety a priority. Thankfully, there are plenty of resources and our Imperial Dade team is available to help.

from page 8

is that many people believe disinfecting and cleaning are one and the same. The two activities are certainly related, however they are two separate steps within the process.

Cleaning is the removal of soils and other refuse from a surface. This must always be done first to ensure the subsequent disinfecting is effective. Disinfecting is the proper use of cleaning solutions to eliminate pathogens, most notably in this case those that cause Covid-19. Cleaning without disinfecting, or disinfecting without cleaning first, are both ineffective.

Effort should also be put into creating a communications program to share with customers what is being done to keep the indoor environment safe. This can include signage, social media posts, and information shared on a website. The more confident customers are that the establishment is clean and compliant, the more likely they will be to return to the business. Just the same, if it is evident that certain standards aren’t being met, word will travel fast, and the business’ reputation can be damaged.

Next, let’s consider what the impact that getting this right is going to have on your P&L. For instance,

think about the cost associated with the time needed to clean and disinfect a table every time it turns. An important factor in that process is dwell time. Dwell or contact time is the amount of time a disinfectant needs to remain wet on a surface for it to be completely effective in eliminating the contaminants. This means that wiping off a disinfectant before its’ dwell time is up makes the entire practice ineffective. Dwell times are always found on manufacturers’ labels, and vary from product to product, most ranging from 1-10 minutes. The chemical label includes all the necessary safety information and instructions. Labels are required by law, so even if you mix concentrated chemicals on site you must add an official secondary label to the spray bottle. These labels should be provided by your distributor. Owners should always aim to use disinfectants with dwell times as close to one minute as possible in order to maximize turnover.

Imperial Dade offers several brands of EPA-approved disinfectants with 1-minute dwell times specifically designed to tackle Covid-19.

Beyond actually putting all these steps into practice, owners should also be sure to document their

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AHA LAUNCH

from page 26

topics that have become more important due to the current climate.

One of the most important of these is floor planning, and how to best alter and adapt one’s business to facilitate success. “Takeout and delivery have taken the restaurant world by storm, stated DiPeri. Many restaurants either didn’t have a takeout and delivery system designed to handle this volume, or simply didn’t have one at all. Our courses offer best practices and strategies

FIORITO ON INSURANCE with Disabilities Act (ADA) and Title VII of the Civil Rights act of 1964 – Religious Discrimination, among other legal considerations, such as protections for pregnant employees (with respect to the Pregnancy Discrimination Act or PDA) and Health Insurance Portability Accountability Act (HIPAA) requirements.

Building a compliant vaccination program is complex and filled with a myriad of legal risks and pitfalls. It is strongly recommended that employers work with outside counsel when building an employer vaccination program.

LEGAL INSIDER

designed to help operators allocate space and resources to reshape their business and provide them with the knowledge needed to best decide where cutbacks and compromises need to be made.”

Although many restaurants are operating with significantly reduced revenue, the AHA has factored this in and made these courses both extremely affordable and accessible, and a portion of proceeds from the CRC is going to the World Central

Kitchen charity. Furthermore, both courses are available to both those who sign up through organizations as well as unaffiliated individuals who simply want to bring their hospitality skillset and knowledge to the next level.

“Our goal has always been to help those in the hospitality industry be the best they can possibly be, regardless of what that looks like.

Right now, the most important thing is safety for everyone involved, and

the best way we can make that a reality is by providing as much information and knowledge as we can.

By offering tools, such as these new courses, we keep customers, staff, and owners safe. We help them build the confidence they need to focus on providing the best service possible,” said DiPeri. For more information, and to learn how to register, those interested should visit the official AHA website at https:// ahaexcellence.com.

while at work may be able to demonstrate that the medical complications were “in the course of employment in the sense of continuity of time, space, and circumstances.” Employers should check with their insurance advisor regarding their WC coverage to better understand the compensability of medical complications associated with the COVID-19 vaccine in their state.

Since the very start of the pandemic, leading global insurance brokerage, HUB International, has continued to put out timely content to educate our clients on the rapidly evolving COVID-19 information, whether it be

safety best practices or vaccine considerations for employers. Please visit HUB’s COVID-19 Resource Center for a plethora of resources to help you prepare and protect your business and employees: http://www.hubinternational.com/coronavirus

they be wrongly named in a lawsuit.

In addition, the restaurant should train its staff to treat third party delivery workers as non-employees.

Many third party delivery workers may have worked for the restaurant in the past and have personal relationships with the employees still working there. As a result, those delivery workers may feel comfortable going behind the counter, as an employee would, to retrieve a delivery, socialize with old friends, or utilize the restaurant’s facilities or equipment.

The United States Department of Labor announced recently that restaurants may apply a tip credit irre-

spective of time that a tipped worker performs non-tipped work so long as the work is performed “contemporaneously with” the employee’s tipped duties, “or for a reasonable time immediately before or after performing the tipped duties.” This final rule will effectively limit a restaurant’s liability under the federal 80/20 rule.

New York restaurants should hope their state legislators implement similar changes to New York’s draconian rules, which were putting local restaurants out of business for these unintentional technical violations, or baseless allegations, well before the pandemic.

from page 16 Workers’ Compensation What happens if an employee experiences a medical complication from the vaccine that was either offered or required by the employer?

Under certain circumstances, an employee’s medical complications associated with the vaccine may be deemed compensable and covered by the employer’s workers’ compensation (WC) insurance.

Generally, an injury may be compensable when a claimant can demonstrate that the injury can be attributed to some event or circumstances connected with work. An employee who receives the vaccine

On-Demand HUB Webinars: • “COVID-19 Vaccine in the Workplace: Employment Law, Benefits & Well-Being”: https://bit.ly/39ICaEg • “Implementing an Employee Vaccination Program: Cost, Access, and Communication”: https:// bit.ly/3oGPbSZ

from page 54

any tip credit to the delivery worker’s wages for that day. Certain New York restaurants may think they are safe from this law if they never make their delivery workers perform work outside of delivering food. Unfortunately, the sad reality is that many wage/hour lawsuits filed against New York restaurants by its delivery workers allege violation of the 80/20 rule regardless of the time spent performing non-tipped work, if any was even performed at all.

The difficulty and high cost of defending against the above two claims is a main reason why many restaurants have decided to stop directly employing delivery workers

and instead utilize the delivery services provided by third parties. If a restaurant decides to go that route, it should implement easy additional safeguards to prevent other related legal exposure. For example, the third party’s delivery worker may try to hold the restaurant legally responsible for wage/hour violations, in addition to the third party provider that actually engages or employs them, under a joint employer theory. To avoid that, the restaurant should, at the very least, ensure that its agreements with the third-party delivery service have indemnification provisions so that the restaurant’s legal fees are covered should

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ARKAY-LELIEVER

from page 20

and collector Randy Shull in Asheville, NC, in the months to come, but concurrently had an offer for an American gallery debut of his design works at the famed Blue Spiral Gallery.

“There were several influential professors who taught me about the concept of thinking and mindfulness when crafting. It’s about designing with a thoughtful attitude. You’re not just making something; when you want to truly design a beautiful product, you have to consider all the details, the materials, the emotion, the handedness, and the character within that make it what it is. You want the owner to not only envision the basis the designer had while creating the piece, but to appreciate the art and thoughtfulness that went into every aspect of the design and crafting process.”

While completing his Master’s program, Christian began gaining exposure through galleries and boutiques throughout New York City. Starting during the mid-to-late semester of his first year of graduate school, he began designing, and sourcing manufactured locally and abroad to make his products. He contacted boutiques and galleries throughout the city to gain interest in his works who eventually placed orders or invited him as a guest designer/artist to exhibit his works.

Entrée Libra was his first exhibit in the city where he sold a handmade cherry table with aluminum inlay for several

BEN DAVIS

thousand dollars.

During this time, he concurrently sought out relations with well know architecture firms and hospitality brands throughout the city, not realizing that these introductions and meetings would eventually be the same firms that followed his growth and many years later would ask him to join them.

He began doing quite a lot of royalty work with brands such as Sasaki, Umbra, and Wilton Armetale. Eventually he became one of the industry’s hot young designers, written up not only in New York City, but during his last semester, in Dallas, Toronto, and even Kansas City where he had exhibits and products on the market.

Christian would then go on to travel the world as the design director for Susan Hope, the late VP of Merchandising of the Exposures Homes catalog.

“Susan’s passion and leadership gave me the impetus and opportunity to grow within the brand. She taught me even more about how experiencing culture allows you to gain perspective and a new eye for design that could be applied to not only my work but my personal life as well. Relationships were extremely important and remain a key part of my work today. Working as a team allowed us to create a collection of products that people enjoyed not only because of their beauty but because of the story behind them and how they were crafted. I could tell you

everything about what we developed, where it was made in the world, how it was constructed, and how it was developed based on the many cultural influences surrounding us.”

Remembering the relationships from a decade prior, they now came to light where he would grow to create and lead the Skidmore, Owings & Merrill (SOM) Collaborative, a renowned and award-winning product innovations team for over five years under the leadership of architects Stephen Apking, partner and Peter Magill, managing partner, SOM collaborated with companies such as Herman Miller, Philips Lighting, Armstrong Industries, and Milliken.

With an eye for talent, the Rockwell Group sought him out, and with his interest and passion for craft and love of hospitality, Christian became the Product Design Director working in collaboration with David Rockwell and studio leader Barry Richards. Together they designed, created, and launched several award-winning product collections in collaboration with some of the most well-known product manufacturers in the world, including Maya Romanoff, Leucos, Shaw, and Kyle Bunting. Some collections are now part of permanent museum collections in New York City.

As Christian’s designs continue to be brought to life, he considers how the pandemic could affect future retail and hospitality space. “I believe

restaurateurs as well as retailers will be more sensitive to how people live and work within the confines of their environments and how the guest experience should not be compromised.

Technology is a huge factor in crafting seamless experiences, however nothing can beat human interaction and the sense of adventure; bet you can’t wait to go to dinner and a concert!” he said. Not only does Christian envision working with new clients that will open during the pandemic and thereafter, but he hopes to work with clients who seek to create an immersive brand and cultural experience that allows one’s guest or client to depart not only with a great brand experience but a great memory as well.

Businesses that are interested in working with Arkay-Leliever should visit arkay-leliever.com.

Christian suggests considering these questions before you start a design project: • Do you or have you worked in the industry?

• Do you have a concept or a vision in mind?

• Have you created a budget or a feasibility plan?

• What is your timeline?

• Have you any inspiration or spaces you admire?

• What do you like and dislike in your current environment or others as a reference?

already have on-hand. It’s all about shifting customer’s perspectives and using different, more approachable language. Additional costs will likely come from purchasing higher quality ingredients, but it’s important to remember that customers are willing to pay a premium on these items.

There are certainly precautions to take when introducing products like this because many customers who are seeking out these items are consciously following a vegan diet. If

you’re creating a plant-based cocktail menu or using the word on your menu at all, make sure there are absolutely no animal products. This may seem obvious, but as I mentioned before, there are ingredients that may be overlooked. Make sure to read the labels of all the products you’re using, do some research, and double check with the manufacturer of the product to make sure it’s 100% plant-based. Failure to identify an animal product could cause customer backlash and loss of trust.

With nature’s wide variety of plants at your disposal, the sky’s the limit for infinite creative cocktail creations to keep your customers coming back for more.

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to see new menu items and will tell you how they feel about them, you just have to ask!

Many operators enjoy significant beer and ale sales. Did you know that there are a number of plantbased stouts? These offerings are produced from Coast to Coast from Maryland’s Heavy Seas’ Peg Leg Imperial Stout to California’s Lagunitas Imperial Stout.

In terms of cost for a restaurant, the investment is rather low. Bartenders can use many items they

94 • February 2021 • Total Food Service • www.totalfood.com

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

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