At JW Marriott San Antonio Hill Country Resort & Spa, Executive Chef Brian Sundeen keeps the culinary experience personal, even at massive scale.
plus
CC of York Unveils
$6M Transformation p.10
Refreshing Patio Spaces p.16 Plating That Pops p.28
From the pool deck and golf course to the dining room and kitchen, Cobalt delivers a seamless food and beverage experience—for both members and staff— all within our web-based, next-generation comprehensive club management system.
NEW! Mobile Ordering - Offer unparalleled convenience for both members and staff with in-app ordering and direct-to-kitchen display or print.
Dining Reservations & Events - Streamline bookings & elevate the member experience.
Table Management & Check-In - Optimize seating, enhance service flow, and streamline guest arrivals for a seamless dining experience.
Flexible Point of Sale - Unlock exceptional efficiency with tablet-ready point-of-sale and easily accessible member preferences.
NEW! Kitchen Display System - Keep orders flowing efficiently with enhanced communication and timesaving automation, all driven by customizable settings.
WHEN I WAS INTERVIEWING CHEFS for our Industry Predictions article on food costs, nearly every conversation led back to labor. Not because they’re the same problem, but because they share the same root. Food costs are rising. Labor costs are also rising. If we want to stay ahead, we can’t just react. We have to invest.
At Cosmos Club in Washington, D.C., Executive Chef Will Rogers is doing exactly that. He’s built a pipeline by going straight to the source: job fairs, culinary schools, summer interns. Instead of gambling on experience that may not translate, he brings in young people who are eager to learn and teaches them his ways, standards and systems. It’s more work up front, but the payoff is a stronger team that buys in early and sticks around.
That same philosophy is at the heart of a book I’m reading, 10 To 25: A Groundbreaking Approach to Leading the Next Generation and Making Your Own Life Easier by David Yeager. The book digs into how young people process feedback, what motivates them, and why traditional management approaches sometimes fall short.
Here’s the core idea: If you want to lead people between the ages of 10 and 25, you need to give them clarity and purpose. They don’t need or want vague praise, and they won’t respond to command-and-demand instruction either.
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They need to understand what happened, why it matters, and how to improve.
Say a young cook puts up a steak medium-well when the member requested medium-rare. A typical correction might be, “Be more careful with temps,” but that’s too vague. A more effective approach sounds like: “This landed closer to medium-well. That member expects a true medium-rare, and nailing it helps build trust. What could you adjust on the next one to get it right?”
That kind of feedback works because it connects the correction to something bigger: member expectations, personal growth, and pride in the craft. This generation wants to know that what they do matters. If the message isn’t clear or grounded in purpose, it gets lost. And when it gets lost, so does the opportunity to improve. This isn’t about overhauling how we lead. It’s about being more thoughtful about who we’re talking to. That small shift is part of the investment. And it pays off in both food and labor.
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www.clubandresortbusiness.com / www.clubandresortchef.com
CLUB + RESORT CHEF PROFILE
The JW Marriott San Antonio Hill Country Resort & Spa runs with the heart of a scratch kitchen and the focus of a seasoned leader.
(Photos courtesy of JW Marriott San Antonio Hill Country Resort & Spa.)
4 EDIT MEMO Leading the Next Generation Starts With Saying It Better
6 ROB REPORT
Introducing the Engagement
7 RACQUET OPERATIONS
The Future Belongs to the Fearless: Lighting the Path No One Else Dares to Walk
8 MANAGEMENT
Defining ‘Teammateship’
10 CLUB + RESORT BUSINESS PROFILE
CC of York Unveils $6M Transformation
The project includes a brand-new $4 million resort-style pool complex and $2 million in refined clubhouse updates to the ballroom, lounge, ladies’ locker room, and member restrooms
16 DESIGN + RENOVATION
Refreshing Their Patio Spaces
Making room for greater accommodations turns patios into all-season hot spots.
22 STAFFING STRATEGIES
Vanishing Talent
Cullasaja Club’s Scott Craig explores the disruption of the immigration-based workforce and what it means for club and resort kitchens.
28 FOOD + BEVERAGE
The Finishing Touch
From garnishes that grow steps away to tableside theatrics, for these club chefs, every dish is a dialogue between visual impact and member experience.
32
A Tale of Two Appetite Styles: How Chefs Address Wellness and Whimsy at the Table Club chefs enhance special occasions with sophisticated elements and exclusive offerings. 36
The Rising Cost of Pastry-Making
Steep prices for key ingredients are impacting how chefs plan their menus.
How Hollywood GC Built a Lasting Leadership Team
General Manager Salil S. Bokil, CCM, shares how he, Executive Chef Martin Bradley, and the rest of the tenured team collaborate to bring big ideas and artistic visions to life.
42 INDUSTRY PREDICTIONS
How Chefs Are Adjusting to Rising Food Costs
Staying ahead means constantly evolving how we attract, retain, and engage members. This October, Club + Resort Business is launching a new event, the Engagement Summit, specifically designed to equip club professionals with the tools and insights needed to thrive in our rapidly changing landscape. If you’re a Membership Director, Marketing and Communications Leader, General Manager, or Clubhouse Manager, this two-day summit at St. Andrews Country Club in Boca Raton, Fla., is an opportunity you simply can’t afford to miss.
Modeled after the highly successful Chef to Chef Conference, the Engagement Summit isn’t just about theory; it’s about practical, real-world strategies. This summit is a targeted intervention to bring together the right people for the right conversations.
The value of attending lies in the comprehensive and carefully curated agenda, which covers the entire member journey, from initial interest to long-term loyalty. It kicks off with an evening of cocktails and dinner, providing a relaxed atmosphere to connect with peers and build valuable relationships.
The education sessions on Monday dive deep into critical areas. The second day starts strong with “The Industry Pulse: Membership & Marketing Trends That Matter” led by Jason Becker, CEO of Golf Life Navigators. Becker’s session promises a data-backed exploration of current industry trends, examining what drives member demand, the impact of real estate shifts on club growth, and the strategies employed by leading clubs to maintain their competitive edge.
Following this foundational overview, the Summit shifts to actionable sales and marketing tactics. In “Membership Momentum: Proven Sales and Marketing Plays for Private Club Growth,” Stephanie Valdes,
Director of Membership & Marketing at Willoughby Golf Club, and Denise Saari, Membership, Marketing and Communications Manager at Addison Reserve Country Club, will share the precise campaigns, referral programs, and conversion strategies that have yielded significant results for their clubs. This session is designed to offer practical, adaptable strategies you can implement immediately.
A unique and valuable aspect of the Summit is the “Partner Perspective: What Vendors Are Seeing and Solving” panel. Moderated by Melissa Hansen, Director of Membership and Marketing at The Club at Olde Cypress and the event’s Conference Coordinator, this panel features vendor partners who collaborate with clubs daily. They’ll offer a crucial external viewpoint, discussing nationwide trends, what’s proving effective, what’s falling short, and how strategic supplier relationships can bolster member engagement efforts.
The afternoon focuses on the critical aspect of member retention. Danita Osborn, Director of Membership & Marketing at Shadow Wood Country Club, will present “Onboard Like a Pro: A First-Year Framework that Delivers.” Osborn will meticulously detail the onboarding framework she developed to boost first-year member satisfaction and retention. Her session will provide a structured approach to integrating new members, complete
with timelines and purposeful touchpoints, ensuring a seamless transition from welcome to full integration.
The day culminates in “The Engagement Exchange (Roundtable Breakouts),” an opportunity for attendees to engage in smaller, focused discussions on specific challenges with their peers. These informal yet insightful conversations are designed to foster idea exchange and collaborative problem-solving, ensuring attendees leave with concrete, actionable ideas.
Lastly, Melissa will deliver “Forward with Engagement,” a closing summary that synthesizes the key themes and takeaways from the Summit. This session will provide a moment of clarity, helping attendees prioritize their engagement efforts and focus on areas that will yield the greatest impact moving forward.
Attending the Engagement Summit means investing in your club’s future. It’s an unparalleled opportunity to learn from industry leaders, gain practical tools, and expand your professional network. Don’t miss out on this chance to gain smarter strategies and build stronger connections that will empower you to navigate the evolving membership landscape with confidence.
Rob Thomas • Editor-in-Chief rthomas@wtwhmedia.com
THE FUTURE DOESN’T JUST HAPPEN. It’s not a lucky accident. It doesn’t fall into the lap of the comfortable, the hesitant, or the indifferent. The future is made by those bold enough to define it.
It is built by people who are willing to stand in front of the unknown and say, “I will shape this.” People who don’t wait for permission, who don’t settle for average, and who don’t flinch when the world says, “That’s impossible.”
We live in an age overflowing with potential, and yet so many remain paralyzed by fear or trapped by tradition. They stay within the confines of what’s “acceptable,” hiding behind systems that were never designed to evolve. But the leaders of tomorrow break molds. They challenge norms. They speak truths that shake foundations and rattle cages, not because it’s easy, but because it’s necessary.
Greatness isn’t loud. It’s not brash. It isn’t obsessed with trophies or titles. It burns quietly in the hearts of those willing to pay the price. Because the truth is, the future has a cost.
That cost is discipline. It’s waking up when the world sleeps. It’s consistency in the face of chaos. It’s saying “no” to comfort and “yes” to growth. It’s relentless determination. The kind of unshakable will that refuses to yield, even when everything screams for you to quit.
It’s sacrifice. The kind most people will never see. Time with loved ones. Missed celebrations. The quiet ache of choosing long-term impact over short-term pleasure. It’s the painful shedding of who you were to become who you were always meant to be.
By Jarrett Chirico, DCA • Director of Racquets Royal
It’s a will to win—not over others—but over doubt, over fear, over stagnation. The kind of will that doesn’t just want to succeed, but has to succeed. Because you know your purpose is bigger than you.
Being a leader isn’t about following a perfectly paved path. That road doesn’t exist. Leadership is carving out a way where none existed before, stumbling through the thorns, clearing the way, and turning around to say, “Follow me. I’ve made space for you.”
The greatest leaders aren’t remembered for doing what was expected. They’re remembered for doing what was right. For lighting fires that outlived them. For forging new trails that others could walk for generations to come. They know that legacy isn’t built on moments of applause—it’s built on moments of courage, integrity, and service.
That kind of leadership requires the audacity to say what others won’t. To challenge the status quo not out of rebellion, but out of vision. To hold a mirror to the world and say, “We can do better. We must do better.” That honesty—the kind that makes people uncomfortable—is what fuels real progress.
The future is not built by those chasing popularity. It is built by those who chase purpose. People whose work echoes with meaning. Who don’t just want success— they want significance. They understand that personal achievement is hollow unless it lifts others with it.
The ones who define the future know
that the journey isn’t just about them. It’s about creating something that outlasts them. It’s about shared success. It’s about rising together. It’s about celebrating others more than yourself, because real leadership is humble. It doesn’t seek the spotlight—it seeks solutions.
True leaders never let ego overshadow impact. They understand that humility is not thinking less of yourself—it’s thinking of yourself less. It’s lifting others even when you’re tired. It’s choosing service over status. And it’s the quiet knowing that your greatest work may never be seen, but it will be felt.
Look around. The world is asking for leaders…Our industry is asking for leaders. Not just the ones with titles, but the ones with courage. The ones willing to say, “I will not wait for the future—I will define it.”
And defining the future doesn’t always mean making headlines. It can be the coach who refuses to give up on a kid no one else believes in. The teacher who pours love into every lesson. The entrepreneur who builds a business not just for profit, but for people. The parent who sacrifices daily to raise children of character. The community leader who challenges injustice even when it’s unpopular.
These are the architects of tomorrow. And they don’t always wear capes or command rooms. Often, they’re the ones quietly working while the world watches someone else. But they keep going. Because they’re not in it for the applause. They’re in it for the impact.
Will you be one of the few who dares to define it?
SHANE BATTIER is a retired NBA player— with one of the best winning percentages in basketball history—but he is not a household name.
As an NBA player, he won NBA Championships. As a college player at Duke University, he won an NCAA Championship. At Detroit Country Day High School, his team won multiple state championships.
Shane Battier won at every level he competed in. As a professional in the NBA, over his career, he averaged 8.2 points, 4.8 rebounds, and 1.8 assists per game. For the non-avid basketball fans, these statistics do not show any meaningful contribution to the outcome of the team.
For comparison, LeBron James, over his career, has averaged 27.1 points, 7.7 rebounds, and 7.3 assists per game. And Michael Jordan averaged 30.1 points over his career, 6.2 rebounds, and 5.3 assists per game.
Shane Battier averaged over his career, based on the ‘big three statistics,’ a production that was one-half, or one-third, of the production of the top players in the game. However, Shane Battier was always on winning teams.
The question must be asked: How did Shane Battier have one of the greatest winning percentages over his career, playing on four different teams, and is there
By Robin Shelton, CCM, PGA, Master Professional • General Manager
Calif.
anything we can learn from his career?
A huge takeaway on the success of the teams of Shane Battier comes from the article, “The No Stats All Star” written in 2009 by Michael Lewis in The New York Times. In the article, Lewis attempts to explain why Shane Battier, with no meaningful statistical contribution, was always on winning teams. Lewis uncovers a number of new, or different, ways of thinking about contributions to the team beyond points, rebounds, and assists.
Shane Battier had all-star levels of contribution and performance in newer statistics, such as team rebound percentage when Battier was on the floor. One such metric is Plus/Minus, which measures the difference between team points scored and allowed while the player is on the court.
He would also lead the league in charges taken and minutes played. There were other contributions that could not be measured: diving for loose balls, first player to run back on defense, number of positions played, ‘box out’ quality, rebounds tipped to another player, defensive preparation, or inbound passer.
Kobe Bryant was one of the best offensive players of all time. In his book “The Mamba Mentality: How I Play,” Kobe specifically lists Shane Battier as one of the few “Kobe stoppers.” Battier’s
preparation was the best of his era as a defensive player. He studied, he prepared, he researched. He shared insights about his preparation, including identifying and forcing Kobe’s statistically weakest shots: left-handed off the double bounce.
Battier was selfless as a teammate. He identified how he could help his team win, rather than just score points. He was not trying to be on television, get financial endorsements, or get applause from a crowd. Everything he did was about what was best for the team, rather than what was best for himself.
Other authors have gone on to call this the “Shane Battier effect,” where victory is defined as achievement for the team. His role in optimizing his contributions, in the context of where he can maximize his team’s impact against opponents, has led to accomplishment and championships.
I suggest the term that Battier himself coined, “Teammateship,” or the art of being a good teammate, be shared with staff. All teams need role players. All teams need players who care most about helping their team win. All teams need selfless players. All teams need players who will be the first to run back on defense—and do all of the other intangibles that cause the team to win. We, along with all of our employees, should strive to be great examples of “teammateship.”
The project includes a brand-new $4 million resort-style pool complex and $2 million in refined clubhouse updates to the ballroom, lounge, ladies’ locker room, and member restrooms.
By Rob Thomas • Editor-in-Chief
THE COUNTRY CLUB OF YORK (CCY), a historic private club nestled in the rolling hills of south-central Pennsylvania, has completed a sweeping $6 million renovation that blends modern luxury with timeless tradition. The project includes a brand-new $4 million resort-style pool complex and $2 million in refined clubhouse updates to the ballroom, lounge, ladies’ locker room, and member restrooms.
From strategic vision to final reveal, this transformation reflects a bold investment in the future of the club, guided by member input, market trends, and a deep respect for CCY’s storied legacy.
“The primary drivers behind this renovation were a combination of member feedback, aging infrastructure, competitive benchmarking, and our long-term strategic vision,” says Bryan J. Danehy, CCM, CCE, Chief Operating Officer and General
The renovation was driven by member feedback, outdated facilities, competitive comparisons, and strategic goals, aiming to enhance amenities and improve comfort and functionality for a better overall member experience, according to Bryan J. Danehy, CCM, CCE, Chief Operating Officer and General Manager.
Manager. “Members were candid about what they needed, from updated amenities to a more comfortable and functional experience. The facilities had simply aged beyond their prime.”
The club’s leadership saw this not just as a necessary upgrade, but as an opportunity to reimagine the member experience from the ground up.
The club’s original pool, dating back to the 1960s, was inefficient and lacked the family-centric amenities today’s members expect. Likewise, key interior spaces like the ladies’ locker room and ballroom needed modern upgrades to match the evolving standards of excellence.
“Our goal was to elevate the CCY brand while staying rooted in our rich heritage,” Danehy adds. “That meant designing for the future without losing sight of who we are.”
Having partnered with a Baltimore-based design firm during a previous renovation in 2012, CCY once again turned to the
team for its ability to blend tradition with innovation.
“We approached this project with great respect for the club’s architectural history,” says Danehy. “The design team began by diving into original blueprints and historical elements. From there, it became a highly collaborative effort with our leadership team and member committees.”
The result is a seamless integration of contemporary design—enhanced lighting, modern furnishings, improved acoustics, and upgraded technology—within a historically grounded framework. Materials were carefully chosen to reflect the textures and tones of the original interiors, allowing every update to feel like a natural evolution of the club’s identity.
Among the most dramatic changes is the newly unveiled $4 million pool complex, which delivers a resort-caliber
With upgraded AV capabilities, elegant finishes, and improved acoustics, the ballroom now serves as a more versatile venue for weddings, galas, and club events.
The new pool complex features multiple pools, resort-style lounging, modern amenities, and upgraded safety with ADA compliance and zoned swim areas.
experience with amenities designed for all ages.
“Investing in a state-of-the-art pool was a strategic decision that reflects member demand and the direction of our club’s mission,” says Shannon J. Seitz, Clubhouse Manager. “We wanted a space that promotes wellness, social engagement, and family-friendly fun—all while maintaining the architectural integrity of our property.”
Features of the new pool complex include:
• Multiple pools for varied use, including a lap pool, a family pool, a kids’ splash pad, and an adult leisure area.
• Resort-style lounging, with shaded cabanas and high-end landscaping.
• Enhanced amenities such as modern locker rooms, a private cabana, integrated lighting and sound systems.
• Upgraded safety and accessibility, including ADA compliance and zoned swim areas.
The complex positions CCY as a destination for lifestyle, wellness, and year-round member engagement, as well as golf.
Inside the clubhouse, renovations to key social and functional spaces were equally strategic.
The new “spa-like” locker room features refined finishes, custom millwork, improved lighting, and expanded amenities. Upgraded vanities and elegant lounge areas help create a welcoming space that encourages both relaxation and connection. What was once a utilitarian corridor is now a destination in its own right. Clubhouse Manager Shannon Seitz says members are spending more time there before and after rounds, using it not just to change, but to unwind and socialize.
With upgraded AV capabilities, elegant finishes, and improved acoustics, the ballroom now serves as a more versatile venue for weddings, galas, and club events. “It’s become the centerpiece for member gatherings and elevates the prestige of our brand,” Seitz says.
The reimagined lounge offers a warm, flexible space for multi-generational use, featuring a unique “Art TV” that transforms into a high-definition screen for club presentations or events. “It strikes a balance between casual charm and modern utility,” Seitz notes.
Described as a “spa-like retreat,” the new locker room features refined finishes, enhanced lighting, and expanded amenities to encourage both relaxation and connection. “It’s now a place members want to spend time in—not just pass through,” Seitz adds.
Despite the scope of the work, the project was delivered on time and under budget—no small feat for a complex, multiphase renovation.
“Like any major project, we faced challenges—from access issues and event relocation to coordinating contractors,” Danehy says. “But biweekly meetings with the design firm, our general contractors, and staff kept everyone aligned. Clear communication was critical … knowing when the concrete trucks were coming and how that affected the golf course or dining operations.”
This hands-on, collaborative approach ensured minimal disruption to members and daily operations.
Now that the work is complete, CCY is focused on unveiling and celebrating the upgrades with both existing members and prospective ones.
“We hosted exclusive preview events at key milestones—like
the ballroom’s debut during our Leprechaun Open and the Grand Reveal of the Ladies’ Locker Room,” says Heather J. Schmitt, Membership and Communications Coordinator. “The pool ribbon cutting on Memorial Day weekend was a true highlight.”
Ongoing engagement efforts include themed events, pool parties, and a dedicated renovation microsite that documents the transformation and showcases member feedback, design details, and project milestones.
From a marketing perspective, CCY is refreshing its promotional materials with new photography, updated messaging, and personalized outreach campaigns. “We’re not just showing new spaces—we’re telling the story of what they mean for the member experience,” Schmitt emphasizes.
In every phase of the renovation, CCY leadership prioritized not just physical enhancements, but the emotional and social fabric of the club.
“These upgrades reflect our commitment to providing best-in-class amenities for today’s members while preserving the traditions that make CCY unique,” Danehy says. “It’s about honoring our past, embracing the present, and preparing for the future.” C+RB
CCY’s renovation prioritized emotional connections and tradition while delivering modern amenities, honoring the past, serving today’s members, and laying the groundwork for the club’s future.
By Pamela Brill • Contributing Editor
THE GOLF COURSE may reign supreme, but players fresh off the green are ready to relax and unwind in a comfortable setting. Patios provide a natural extension for al fresco socializing and dining, and with more clubs adding these facilities to their master renovation plans, they have become a true destination.
Members are enjoying their first full season on the newly renovated patio at The Nelson Golf & Sports Club. The Irving, Texas, facility embarked on this project last July and completed a full-fledged expansion this past March, resulting in more room to entertain their guests while dining at the club.
Situated on the east side of the clubhouse, parallel to the first tee at TPC Las Colinas, the 7,000-sq.-ft. space is designed for year-round usage and has been enhanced with a greater mix of seating options. A maximum occupancy of 170 patrons is permitted at dining tables and soft seating around the fire pit area. “This is a large increase from both [areas], from the original 75 with two smaller fire pits to 40 tables with six fire pits,” says Director of Membership Experience Kristina Karoll.
Furnishings for this space were chosen for their durability and visual appeal. Chairs are fashioned from woven resin, while generously sized, eco wood tables were selected for their ability to withstand the elements. Arm and armless chairs are highly functional and familyfriendly; a design choice that has been well received for its ease of maintenance. (Small gaps in the seat allow food particles to fall through, “eliminating the need to vacuum out what would otherwise be a crumb-catching space,” notes Karoll.)
Meanwhile, sectional seating in the fire pit area offers a cozy spot for colder nights. “We worked within the constraints of the existing structure, establishing a warm palette of tans and browns for the decking, structure and furniture,” explains Karoll. “We incorporated subtle touches of warm grey in the pavers and sofa sectionals, along with a dark bronze structure, to add visual interest and activity.”
Underfoot, pavers in three different tones complement the ambient lighting with adjustable settings, while landscape illumination throughout the patio area adds to the atmosphere. During the daylight hours when the Texas sun beats down, a high-ceiling awning protects
guests from the relentless heat without obstructing views of the golf course. Karoll also points out the covering’s capability for mounting fans and heaters in the existing set-up. “The awning allows for the future addition of weatherproof walls or screening if needed for rain protection or to retain heat,” she adds.
To keep the newly renovated patio in mint condition, the grounds team is responsible for daily debris removal and the maintenance crew pressure washes the decking every week. Such upkeep is essential, given the patio’s usefulness;
besides member dining, this space hosts the club’s monthly member appreciation events, complete with food and beverage tastings and live music. “It encourages our members to come out to the club and use this great new space,” says Karoll.
And if the latest member feedback is any indication of the patio’s success, then it has clearly become a go-to spot. “This amazing space allows me and my friends to feel like we’re on vacation every day… what a great place to spend our evenings having dinner and drinks together,” says longtime member Julie Galjour.
Irving, Texas
“We incorporated subtle touches of warm gray in the pavers and sofa sectionals, along with a dark bronze structure to add visual interest and activity.”
- Kristina Karoll, Director of Membership Experience
EDGEWOOD VALLEY COUNTRY CLUB
Burr Ridge, Ill.
“The entire patio was designed for the membership to enjoy an outdoor dining experience while being at the center of the club’s activity.”
- Mindy Saban, Director of Communications & Membership Services
The sounds of live instruments intermingle with laughter and chattering voices on a balmy summer night. It’s the perfect setting at Edgewood Valley Country Club in Burr Ridge, Ill., where members and their guests are enjoying a newly upgraded patio that opened last August. The project was part of the $18 million Elevate Edgewood renovation of the clubhouse and surrounding amenities. “The entire patio was designed for the membership to enjoy an outdoor dining experience while being at the center of the club’s activity,” says Mindy Saban, Director of Communications & Membership Services.
To accommodate a larger footprint, the original patio was demolished, along with the back of the clubhouse. A freshly poured foundation allowed for an
elevated back area with expansive views and convenient entry points. On the north side of the clubhouse, golfers coming off the course have direct access to the new indoor/outdoor bar, while the west side looks out onto the first tee and pool area. Saban describes the patio’s style as a “modern vibe in a relaxed country club atmosphere.” Light slate tones accented by a dark grey inlet on the patio columns pair nicely with neutral-toned furniture that reflects the updated Tudor-style clubhouse. Adding warmth and character to this space are five streetlights lining the perimeter, and large sconces built into the brick columns provide adjustable illumination.
Expansive seating is a major draw, which has increased the patio’s maximum capacity from 96 to 166. Members can take their pick of seats: soft-wicker
chairs at the bar and high-top tables, hardbacked chairs with cushioned seats and oversized low chairs with cushioned backs and bottoms at three cozy fire pits. Covered and heated seating is also available on the second-floor terrace, which extends the patio season well into the fall.
In addition to daytime patio usage, Edgewood Valley members can partake of the new space on Thursday evenings during the summer live music series. Saban notes that regulars and their guests have been making good use of this new set-up and are looking forward to an active season outdoors.
As the sun sets over the Carolina coast, the party gets underway on the patios at Sea Trail Golf Resort. The Sunset Beach,
N.C., facility unveiled two updated spaces this past February: The Front Pergola and The Overlook. Both upgrades fulfilled the project’s intended goal, as outlined by Cassie Sepp, Director of Marketing, East Coast Golf Management: “to elevate the guest experience and highlight our scenic transformed back patio.”
The 4,200-sq.-ft. Front Pergola greets guests en route to the resort’s new dining venue, Sunset Prime. Giving purpose to its name, a central pergola is equipped with multiple fire pits and soft lounge seating, as well as high-top tables, for hosting private events. Durable decking with artificial turf squares provides a comfortable surface for mingling guests. Standing pole lanterns and string lights around the pergola enhance the ambiance of this socializing hot spot.
Sunset Beach, N.C.
“The possibilities are truly endless for what we can do with the spaces.”
- Cassie Sepp, Director of Marketing
While the dimensions of the front patio remained intact, The Overlook underwent a major transformation. A full teardown and rebuild paved the way for a twotiered, 3,025-sq.-ft. structure, serving as Sunset Prime’s primary outdoor dining venue. A fully covered, U-shaped bar bridges the gap between indoor and outdoor dining, enhanced by high-top tables and ledge bar seating. On the lower level, uncovered lounge seating, colorful Adirondack chairs and gas fire pits create a
casual vibe for cocktails and small plates. Both patios can host upwards of 200 patrons apiece—a major boost in particular for The Overlook. “Previously, access was restricted due to steep, winding stairs that presented challenges for many guests,” notes Sepp. This walkway provides easy access to other resort amenities, including the practice putting green, turn house and convention center. Pathway lighting installed within the landscaping does double duty for its aesthetics and safety.
Carrying over Sea Trail’s contemporary clubhouse styling is a palette of clean whites and blacks, with punchy reds and oranges matching the Sunset Prime logo and mirroring the stunning sunsets. Speaking of natural surroundings, climate control is practically a non-issue at Sea Trail. Whirling ceiling fans cool down the covered portions, while the open-air design circulates the breeze off the water. And in the winter, mild temperatures alleviate the need for heaters, with fire pits taking the chill out of nighttime lows.
Since the opening of the updated patios, Sea Trail’s guests have been making good use of both spaces. Live music is featured twice weekly on The Overlook, while the Front Pergola plays home to wine tastings, business social hours, cocktail parties and rehearsal dinners. “The possibilities are truly endless for what we can do with the spaces,” says Sepp. C+RB
The C+RB Engagement Summit is a high-impact, two-day gathering of the club industry’s membership and marketing leaders. Held October 5 through 6, 2025 at St. Andrews Country Club in Boca Raton, Fla., this event brings together membership and marketing directors for candid conversations around sales, onboarding, retention, and private club growth.
Attendees represent private clubs seeking ways to strengthen engagement, refine marketing, and support long-term growth.
Audience Snapshot: Membership Directors
• Marketing Leaders
• Communications Executives
• General Managers Clubhouse and Operations Managers
The Industry Pulse: Membership & Marketing Trends That Matter
Presented by: Jason Becker, CEO Golf Life Navigators
OCTOBER 5 - 6
Membership Momentum: Proven Sales and Marketing Plays for Private Club Growth
Presented by: Stephanie Valdes, Director of Membership & Marketing, Willoughby Golf Club
Denise Saari, Membership, Marketing and Communications Manager, Addison Reserve Country Club
Partner Perspective: What Vendors Are Seeing and Solving
Presented by: Melissa Hansen, Director of Membership and Marketing, The Club at Olde Cypress; C+RB Engagement Summit Conference Coordinator
Onboard Like a Pro: A First-Year Framework that Delivers
Presented by: Danita Osborn, Director of Membership & Marketing, Shadow Wood Country Club
Cullasaja Club’s Scott Craig explores the disruption of the immigration-based workforce and what it means for club and resort kitchens.
By
Scott
Craig, WCMC, CCCD • Executive Chef Cullasaja Club • Highlands, N.C.
IN MARCH 2019, following a day of education at the Chef to Chef Conference in New Orleans, I recall sitting at a table with a group of executive chefs from distinguished private clubs across the country. The dominant topic of conversation was the shrinking pool of talent in our industry and how increasingly difficult it was becoming to fill positions at our respective clubs.
A year later, in March 2020, we held the conference just days before the world shut down. By the time the era of masking and “distancing” had passed, the industry’s talent pool had contracted even further. Up to 33% of hospitality workers opted not to return, citing low pay, poor working conditions, and concerns over job stability.
None of us could have predicted that, five years later, the already-dire staffing situation would be further strained by Ex-
ecutive Orders from the U.S. administration affecting up to 25 percent of the country’s estimated 15 million hospitality workers.
Over the past four summer seasons, Cullasaja Club (Highlands, N.C.) has leaned heavily on a blend of J-1 and H-2B visa holders to maintain elevated service standards. Their presence has consistently bridged seasonal staffing gaps. They bring talent, professionalism, energy, and cultural richness to our kitchen.
As Keith Pabian, Founding Partner of Pabian Law in Boston, told seasonal club and resort operators during a recent meeting, “We’re watching a segment of the workforce disappear.” And that segment—a sizable part of our industry— includes the seasonal visa holders we’ve long relied on.
VISA PROGRAMS UNDER ATTACK
That disappearance isn’t limited to J-1 and H-2B visa holders. A wider swath of the hospitality workforce is now imperiled by shifting immigration policy, particularly those under Temporary Protected Status (TPS), which grants work authorization and deportation protection to nationals from crisis-ridden countries. As of September 2024, around 1.1 million people held TPS in the U.S., with roughly 17 percent working in hospitality. Many “came on board with valid employment authorization, but it has since been revoked,” Pabian noted.
Recent Supreme Court orders have cleared the way for the current administration to end TPS for countries such as Venezuela, Haiti, and Afghanistan. This shift affects hundreds of thousands of workers. Florida alone is home to nearly
300,000 TPS holders, 95 percent of whom are employed, contributing more than $485 million in taxes annually.
In response to the ruling, Disney has reportedly placed dozens of Venezuelan TPS holders on unpaid leave, illustrating how quickly the policy shift is affecting major hospitality employers.
The J-1 visa, long seen as a reliable seasonal staffing solution, is now under heightened scrutiny and facing logistical hurdles. Created in 1961 to promote international understanding through educational and cultural exchange, the program has become increasingly difficult to navigate. According to Keith Pabian, budget cuts and new reporting requirements are straining sponsor agencies. Embassy denials are rising, some foreign nationals are choosing not to travel, and others have faced ICE enforcement actions following visa revocations or delays due to country-specific travel advisories.
While J-1 programs face mounting obstacles, the H-2B visa program remains a relative bright spot with caveats. The program allows U.S. employers to temporarily hire foreign workers for seasonal jobs. Created in 1986, approximately 47 percent of the 133,164 H-2B visa holders in 2023 worked in hospitality, landscaping, or similar service sectors.
Unlike TPS or J-1, the H-2B program has, so far, endured. In 2025, the U.S. government effectively doubled the cap by adding 64,716 additional seasonal slots. All returning-worker visas were claimed almost immediately. While the expansion is welcomed and offers hope, delays at consulates and embassies continue to hinder the timely arrival of workers. Even approved visas face logistical hurdles.
At Cullasaja, the staffing squeeze is not theoretical—it’s real. We rely on precisely timed seasonal arrival of H-2B and J-1 workers. For many clubs, that rhythm has been derailed by last-minute cancellations from visa holders reluctant to travel and by embassy appointment delays that push
arrivals past opening dates. Some operations have seen spikes in labor costs while scrambling to secure domestic coverage.
Club chefs have had to adjust menus and cross-train with urgency. The greatest concern is not a lack of skill, it’s the looming possibility of trimming member experiences simply due to short staffing.
Daniel Montano, CEC, Executive Chef at Mizner Country Club (Delray Beach, Fla.), shares how critical seasonal support can be: “This was my first year experiencing the H-2B program and it completely reshaped what I thought seasonal staffing could be. These team members brought skills, culture, and heart. Without them, delivering the season our members expect would not have been possible.”
Although the H-2B program itself has not been dismantled, recent intensified immigration enforcement and changing visa policies have made the U.S. a less attractive destination for international seasonal workers. Any drop in the availability of H-2B candidates will heighten competition for an already constrained domestic labor pool in seasonal industries.
To stay ahead, we’ve adopted a series of targeted strategies designed to strengthen operations, reduce risk, and create a more resilient workforce model.
Cross-Training Staff: We’ve ensured that domestic and returning staff are capable of stepping into essential roles when needed.
Diversifying Recruitment Channels: We have built strong connections with local culinary schools, forged partnerships with clubs operating in opposite seasons, and strengthened our local and national networks by participating in annual industry events, such as PlateCraft and the Chef to Chef Conference.
We also remain active in professional organizations like the Club + Resort Chef Association and the Club Managers Association of America, allowing us to collaborate on labor solutions with our peers.
Tightening H-2B Compliance: Our team works closely with legal advisors to
remain fully aligned with Department of Labor regulations. We keep job descriptions current, maintain archived schedules, and organize comprehensive training schedules upon arrival.
Adjusting Seasonal Forecasting: Based on multiple seasons of experience, we’ve refined our budgeting and prep timelines to reflect the realities of visa processing rather than relying on optimistic projections.
Creating a Positive Environment: We offer housing, transportation, weekly excursions, a professional and growthoriented workplace, and competitive pay. These benefits position us as a desirable employer within the H-2B network, with many employees returning year after year.
Auditing I-9 Forms: Pabian emphasizes that “the employer has a responsibility to audit I-9 forms to understand if employees are affected by the end of a program.” This is essential, not only to ensure legal compliance, but also to anticipate workforce impacts early.
The message is clear: Hospitality leaders cannot afford to wait. Visa expiration timelines, shifting global conditions, and changing immigration policies are all moving targets. As Pabian Law cautions: “Plan now or struggle later.”
Know which visa programs your operation depends on. Track expiration dates and legal statuses closely. Build a more flexible staffing model before gaps become crises.
This is not just an immigration issue; it is a workforce challenge already playing out in kitchens, dish rooms, prep areas, and dining rooms across the country.
Visa pipelines are under pressure. Longstanding staffing models can no longer be taken for granted. But with the right strategy—legal preparedness, broader recruitment, competitive incentives, and operational adaptability—clubs can remain steady in the face of uncertainty.
The future of club dining and hospitality depends on the choices we make now. This is the inflection point. As Mr. Pabian advised our group, “Now is the time to think strategically.” C+RB
The JW Marriott San Antonio Hill Country Resort & Spa runs with the heart of a scratch kitchen and the focus of a seasoned leader.
By Joanna DeChellis • Editorial Director
IN TEXAS , at the JW Marriott San Antonio Hill Country Resort & Spa, scale does not come at the expense of quality—nor does it get in the way of creativity.
Instead, it’s treated like mise en place: everything in its place, everyone with a role, every detail accounted for. Across nine restaurants, sprawling banquet spaces, and more than 1.3 million annual covers, the operation runs with the precision of a wellbuilt kitchen and the energy of a team that loves to cook.
The resort is one of the largest culinary operations in the brand. The numbers alone are staggering. At peak season, the culinary team grows to nearly 190, including stewarding and purchasing, working across multiple outlets, pop-ups, and catering programs. They manage more than 150 vendor relationships, produce 12,000 desserts and pastries weekly, and bake 8,000 savory breads by hand. In a single year, they move through 196,000 pounds of poultry, 120,000 pounds of seafood, and over 160,000 pounds of beef.
And yet, nothing feels mass-produced. Every dish, ingredient, and guest interaction is approached with the kind of care that makes the scale feel invisible.
At the center of it all is Executive Chef Brian Sundeen.
Sundeen does not lead from an office. He leads from the line, in the garden, behind the pass, and beside his team. He’s the kind of chef who will jump into dish-up for a 1,000-person banquet, help expedite lunch at the pool during a 3,000-cover day, and taste pizza dough variations on a quiet Tuesday morning. He moves through the operation like a coach who understands both the strategy and the grind. He watches closely. He steps in to help when needed. He looks for ways to make the team better without stepping into the spotlight himself. His presence carries weight without needing to announce itself.
Sundeen’s resume is impressive. He is trained in both savory and pastry. He opened international properties, worked under Michelin-starred chefs, and spent decades in the Ritz-Carlton system before joining the JW Marriott San Antonio Hill Country in 2018. But what defines him now isn’t what’s on paper; it’s what his team says about him and how he shows up for them every day.
“I don’t want this to be my food,” says Sundeen. “I want my chefs to bring their own ideas. I want them to be proud of what’s on the plate and to know they had a hand in creating it.”
That philosophy has taken root across the resort. At the annual golf tournament dinner, where more than 2,000 guests are served from over a dozen action stations, it’s the sous chefs and line cooks who design the menus. At FIAMMÉ, a new pizza concept on property, the outlet chef started making his own mozzarella, his own pickled peppers, and sourcing local sausage to complement the house-made sourdough crust that the pastry team supplies.
None of that was required. All of it was supported.
“[Sundeen] doesn’t micromanage,” says Executive Pastry Chef Marcos Gonzalez. “He gives feedback when needed, but he trusts us to do the work. That makes a big difference at a place this size.”
Sundeen’s trust is paired with steady support. He manages the financials and vendor relationships so his chefs can focus on product, people, and execution. He advocates for equipment upgrades and expansion projects. He builds schedules to ensure his team takes their days off, even during peak periods.
“I came up in kitchens where working seven days a week was expected,” says Sundeen. “But that burns people out. I want my chefs to be here five, ten, fifteen years. That only happens if you respect their lives outside of work.”
That mindset shows. Turnover is low. Collaboration runs deep. The kitchen operates with the kind of cohesion that only comes from time, trust, and a leader who believes in both.
Sundeen is quick to credit the team. The team, just as quickly, credits him.
On any given day, the resort’s pastry team rolls more than 1,000 burger buns by hand. They also laminate croissants, portion desserts, mix pizza dough from a sourdough starter, and batch multiple flavors of house-made ice cream.
“We make all the savory breads and breakfast pastries,” says Gonzalez, who has been with the resort for nearly a decade.
“We do the sorbets and chocolates, too. It’s intense, but that’s what makes it rewarding.”
Gonzalez leads a 22-person team that operates in shifts. There’s a 4 a.m. crew, a 6 a.m. crew, and an 8 a.m. crew, all working in sync to support the resort’s culinary operations. His focus is on developing people, maintaining high standards, and making sure pastry runs with steady, day-to-day consistency.
“Fresh ingredients, seasonal thinking, and texture,” he says. “I want layered flavors and desserts that feel intentional. I don’t need everything to be fussy. But it should never be boring.”
Pastry also supports the resort’s growing pop-up program. The team recently launched an ice cream cart, added fire-cooked desserts for outdoor dinners, and introduced specialty brioche buns for barbecue events. It’s high volume with high standards.
“I know we’re doing something right when I’m not here and the rack of desserts still looks exactly how it should,” says Gonzalez. “That’s the goal: Build a team so strong it doesn’t need you to hover.”
Across the resort’s nine restaurants, no two kitchens operate exactly the same. Each one has its own identity, its own rhythm, and a chef who brings that outlet to life. Sundeen gives them room to shape their menus to match both the concept and the
At FIAMMÉ (left), the dough is made fresh daily by the pastry team, led by Executive Pastry Chef Marcos Gonzalez (below). It’s one of many examples of how the resort maintains craft and care across a large-scale operation.
guests they serve.
“I want each chef to take ownership of their outlet,” he says. “When they believe in what they’re making, the guest feels it.”
At 18 Oaks, the resort’s upscale steakhouse, the focus is on prime and wagyu cuts, flown-in seafood, and raw bar service. The approach is refined and regional. Specials often include quail, bison, or game from nearby ranches, paired with an award winning wine list.
Crooked Branch, a Japanese-inspired concept, reflects the influence of one chef’s background in Southern California sushi kitchens. The menu includes soba noodle salads, dumplings, and tataki, all prepped with precision and plated with restraint. It’s become one of the highest-rated outlets on property.
Cibolo Moon, the resort’s flagship restaurant, anchors the day with breakfast, lunch, and dinner service, moving through more than 275,000 covers annually. The menu blends classic Southern comfort with regional Texan influence—think brisket hash, chilaquiles, and house-made biscuits in the morning, followed by smoked meats, street tacos, and seasonal entrées at night. The scale is immense, but the execution stays focused.
At High Velocity, the sports bar, creativity shows up in unexpected places. The chef there sources custom hot dogs from a local sausage maker, slow roasts porchetta for sandwiches, and works with the pastry team to deliver buns that match the ambition of what’s in between.
The spa café, Replenish, focuses on wellness-driven dishes. The kitchen makes vegan poke bowls, curry-roasted vegetables, and cold-pressed juices. Most diners arrive after a massage or yoga class, and the food reflects that reset.
Even the poolside restaurant, Rivertop, which does enormous volume, has a tailored feel. Everything is made to order, including the burgers, wraps, and salads. The chef who runs it also manages the food trailer, which rotates seasonal menus from tacos to grain bowls to grilled cheese and soup in the winter.
“There’s a lot of cross-pollination,” Sundeen says. “If something doesn’t work in one outlet, it might fit perfectly in another. We’re always sharing and refining.”
At Crooked Branch, vibrant dishes meet an intentional beverage program—part of a broader strategy, says Director of F&B Sebastian Mena (right), to give every outlet across the resort its own distinct beverage identity.
The banquet program at the resort accounts for nearly twothirds of the food and beverage volume. But it doesn’t feel like a separate engine. Instead, it’s an extension of the property’s culinary mindset.
The banquet team regularly executes large-scale events, from high-volume plated service to dynamic station-style dinners shaped by the resort’s outlet chefs.
At a recent culinary retreat, the banquet team built a backyard-style dinner with live-fire stations, local music, and custom menus that pulled in flavors from each restaurant on property. Line cooks worked alongside sous chefs to plate and serve, giving guests a feel for the talent behind the scenes.
The banquet kitchen recently received an equipment upgrade to help support these creative touches: custom chafing dishes, new heat lamps, and mobile grills that allow for live-fire cooking inside or outside, regardless of weather.
“Being able to serve with that kind of flexibility changes everything,” says Sundeen. “It lets us keep the quality high, even when the numbers are intense.”
The resort’s sourcing strategy mirrors its culinary philosophy: Stay true to the product, but elevate where it counts.
The culinary garden is a living example. Just steps from the kitchen, it features more than 30 varieties of tomatoes, 20 types of peppers, orchard fruits, heirloom vegetables, and specialty herbs. Ingredients pulled from the garden show up in pop-up dinners, cooking classes, and seasonal specials across the resort.
“Sometimes it’s just a garnish or a finishing oil,” says Sundeen, “but when the cook who picked that tomato is the one plating it, the food hits differently. That connection matters.”
The garden also serves as a teaching tool. Chefs lead guestfacing classes on tortilla-making, dumpling-folding, and salsa preparation, using produce harvested that same morning. “It reminds people that food doesn’t start in a kitchen,” Sundeen says. “It starts in the soil.”
This mindset extends into the beverage program, where luxury comes through curated sourcing and outlet-specific identity. Director of Food and Beverage Sebastian Mena has worked closely
with the culinary team to ensure each concept has its own story to tell through drinks.
At Crooked Branch, that story is whiskey. At Replenish, it’s cold-pressed juices and low-ABV cocktails with botanical infusions. At 18 Oaks, it’s wine—lots of it, selected with care and presented with context.
“We don’t just want an impressive list,” says Mena. “We want one that feels connected to the menu, service, and setting. Every outlet should have its own signature—something you remember.”
That approach has led to private barrel selections of Weller Antique 107 and Buffalo Trace. It also inspired a custom Kölsch developed in partnership with Pinthouse in Austin, brewed to reflect the German heritage of the region. And the wine list at 18 Oaks has been recognized by an industry authority for its depth and quality.
“We look for ways to surprise people,” says Mena. “Maybe it’s a bourbon they can’t get anywhere else, or a beer brewed just for this resort. That kind of detail signals to the guest that this experience is theirs. Not a copy. Not a template.”
As the resort heads into a major room renovation, Sundeen and his team are already thinking about how to match that investment with elevated culinary experiences. It will be a chance to refine, not reinvent.
“We’re not overhauling anything,” he says. “We’re tuning the engine. We’re looking at where we can be even sharper, more thoughtful, and more connected to the guest.”
The foundation is already strong. And the culture continues to attract chefs who want to stay, grow, and lead.
“I know we’re big,” says Sundeen. “But it doesn’t feel corporate. It feels like a kitchen. And the people in it care deeply about what they do.” C+RC
From garnishes that grow steps away to tableside theatrics, for these club chefs, every dish is a dialogue between visual impact and member experience.
By Isabelle Gustafson • Senior Editor
BECAUSE KEY LARGO’S CLIMATE parallels Thailand’s, Clubhouse Executive Chef and 40 Under 40 honoree Ian Fleischmann is spending his summer planting a variety of Thai ingredients at Ocean Reef Club, like kaffir lime and lemongrass, plus other garnishes for next season.
Right now, there are about 108 square feet of raised bed space, plus edible trees: six varieties of mangoes, four varieties of avocados, a curry leaf tree, and two kaffir lime trees. On the docket: key lime trees.
Fleischmann’s culinary background lies primarily in hotels and independent restaurants. He’s also spent time traveling and cooking around the world, including India, South Korea, and Malta.
“I got my start in cooking in Japanese restaurants,” he adds. “I worked in Japanese and Korean restaurants for eight years before I went to culinary school.”
This global influence is evident in his culinary style and his menus at Ocean Reef.
“Last year, one of our most popular dishes was a halibut al pastor,” he notes— “all the elements of an al pastor taco, but as a nice, composed fish dish.”
When it comes time to garnish, Flesichmann sees micro greens as overrated—low impact and low flavor—opting instead for petite herbs sourced from Harpke Family Farm.
“You can get a full stem that has three or four leaves on it,” he says. “They’re super tender. They have beautiful texture, and they’re typically a lot more concentrated in flavor.”
In a la carte, a common mistake he sees lies in ingredient placement: Chefs prioritize artistry over functionality.
“They spread ingredients out so much that by the time it gets to a table, [the food is] cold,” Fleischmann says. “Many people go for aesthetics versus making something work functionally to deliver the best dining experience for guests.”
Guest experience in mind, Fleischmann considers tableside preparation an underrated tool.
“Outside of the club world, nobody really appreciates it; they consider it old-school. But it’s perfect in clubs,” he says. “It’s borderline ironic, but it’s something I really, really love.”
Tableside preparations at the clubhouse include dover soles and baked Alaska. And at The Islander Fish House & Sushi Bar, Flesichmann notes, Executive Sushi Chef Eric Andreu and team have offered a refined version of tableside shabu-shabu.
Catherine DiQuinzio, Chef de Cuisine at Bonnie Briar Country Club in Larchmont, N.Y., and 40 Under 40 honoree, points to vibrancy and balance as keys to her plating style.
“Every plate is a balance between color, texture, and flavor,” she says. “I gravitate toward a clean presentation that highlights the ingredients’ natural beauty, while ensuring the first bite delivers on the promise the plate makes. Does it taste as good as it looks? For me, plating isn’t just the first look though; it’s the final layer of storytelling in every dish. … I will plate the same dish eight times until I feel like [it’s right].”
Bonnie Briar CC has about 480 members and generates $2.1 million in annual F&B revenue. Menus change seasonally, plus new specials every week, which DiQuinzio sees as an opportunity for increased creativity.
“One thing one of my mentors [Bonnie Briar CC Director of F&B/ Executive Chef Chris Reveron] told me that stuck with me: Your plate is like a business card. You’re not going to hand your business card out all crumpled up; you’re going to have it all pressed clean.”
In training staff, though, Bonnie Briar’s culinary leaders offer some creative freedom.
“We have a vision, how we want everything to be cut and prepared, and they all get recipe packets every menu launch,” DiQuinzio notes. “But we do give them some creative freedom to plate the dish. Of course, we’re guiding them and helping them, but for the most part, we let the staff take control, just enforcing that it stays consistent from that point on. … That’s how I was always taught, and I try to be the leader that I want, [which means] creating that inclusive atmosphere [that the team can] thrive in.”
While much of her plating style was developed through mentorship, she also looks to LinkedIn often for inspiration.
“That’s what being a chef is all about—trying recipes and giving your own twist to it, while of course giving credit where it’s due,” DiQuinzio says. “For example, everybody has a tomato mozzarella dish. But that dish is constantly evolving.”
While Executive Chef Peter Angelakos has his roots in French cuisine and technique, he sees versatility as key at The Ridgewood Country Club in Paramus, N.J.
“It’s like being a personal chef for 800 different families,” he notes, adding that many of the club’s younger members like to experiment and try new foods.
“I am able to introduce different things that are a little bit more cutting-edge,” he says, “which makes it interesting for me.”
He cites a ‘grilled shrimp cappuccino’ as among his more innovative presentations.
“I took the shrimp, skewered them, and hung them on a coffee cup that was filled with a tomato horseradish bisque,”Angelakos says. “We did a celery root foam on top of that, then I garnished it with some caviar.”
He’s experimented with some interactive elements, including tableside preparations, as well as stenciling (pictured below).
“Both the membership and the leadership implore me to use the best ingredients and tools,” he notes. “If I need to buy something— a sous vide, a dehydrator, utensils, stencils—they are supportive.”
Plating requires versatility, he says, and a touch of whimsy. However, he adds a note of caution: “You don’t want it to be too gaudy. You need to show a little bit of restraint. Everything needs to make sense on the plate.”
Also, he says, a dish’s presentation must stay consistent, whether it’s a slow Tuesday night or a busy weekend.
“[Chefs] get carried away sometimes,” Angelakos says, “but with the young talent that’s coming up, I think we’re in a really good place overall.” C+RC
Models range in capacity from 100 lbs to 1,400 lbs
Made with pride in the USA since 1976
By Pamela Brill, Contributing Editor
GOOD HEALTH AND HAPPINESS go hand in hand—in wedding vows and in planning banquets. In an increasingly customizable culture, where personalized service has become a universal culinary trend, chefs must carefully balance competing requests.
Be it wellness-oriented menus that embrace dietary restrictions, or fun and flavorful elements that add a playful vibe to special events, they have an opportunity to showcase their talents and creativity on a grand scale.
Personalized menus have become the norm at Pelham (N.Y.) Country Club, where Executive Chef Matthew Giannetti focuses on elevating member dining and large-scale events.
“Customization is no longer the exception—it’s the expectation,” he says. “Our goal is to deliver a seamless experience where every guest, regardless of dietary preference or taste, feels considered.”
Drawing upon his prior culinary operations stints at Old Oaks Country Club in
Purchase, N.Y., and the American Yacht Club in Rye, N.Y., Giannetti has been able to develop menus with an eye for wellness. A noticeable surge in member requests for plant-based options and gluten-free dishes has prompted him to think outside the box.
“At Pelham, we take these requests seriously and view them as an opportunity to be creative, while remaining inclusive,” he notes.
A recent wine dinner inspired a plantbased alternative designed to resemble
“Customization is no longer the exception—it’s the expectation,” says Pelham CC Executive Chef Matthew Giannetti. “Our goal is to deliver a seamless experience where every guest, regardless of dietary preference or taste, feels considered.”
the featured main courses in both presentation and taste. Traditional beef tartare was swapped out in favor of beet tartare with cashew cream and pickled shallots.
Giannetti emphasizes this dish’s ability to permit those with dietary restrictions to enjoy a similar flavor profile.
At the same time, he recognizes members’ desire for more fun and festive culinary experiences, setting the stage for another opportunity to flex his muscles creatively.
“Without a doubt, there’s a noticeable shift toward playful and personalized banquet experiences,” Giannetti says. Adding a lively element to special events are chef-attended stations, themed action set-ups and late-night offerings. He points to a member’s wedding that was capped off with a “midnight market” concept, complete with passed sliders, truffle fries served in paper cones and a churro station with dipping sauces. Giannetti credits this culinary coda for “bringing guests out of their seats and back into the celebration.”
Balancing these different, sometimes competing interests—one in which health is first and foremost, with another that has fewer culinary restrictions—can be a feat in and of itself. For Giannetti, it’s all about thoughtful planning, open communication and a flexible, skilled team. He strategically builds a solid foundation of crowd-pleasing dishes, bolstered by an innovative addition that meets the member’s vision.
“Having a well-trained culinary team and a deep prep system allows us to accommodate this range without compromising quality,” he adds.
Along the Northern California coast, where guests can breathe in the sea air and partake of the natural surroundings year-round, healthy living is practically a given. Perhaps that’s why special dining requests at Pebble Beach Resorts tend to be more fun-focused than anything else.
“Guests are looking for banquet options that break from tradition—think
carnival-style set-ups, street-food-inspired stations and tapas-style offerings across a variety of global cuisines,” says The Lodge at Pebble Beach (Calif.) Banquet Chef Eugenio Ramos.
With more than a decade spent in highend and large-scale culinary operations before joining the Pebble Beach team 10 years ago, Ramos has mastered the art of experimental cooking that marries visuals with vibrant flavors. Recent menu creations include Asian-centric creations of ramen, dim sum and scallion pancakes. Meanwhile, small-bite options run the gamut, from smoked brisket sliders and mini smashburgers to flatbread stations and made-to-order beignets.
Incorporating foods sourced from local purveyors (whenever possible) also helps Ramos ensure that his dishes offer the freshest flavors. He and his banquet team work closely with area fishers and farmers to procure key ingredients for some of his more popular creations, like Baja fish tacos paired with Mexican street corn.
Lodge at Pebble Beach
Chef
Ramos and team work closely with local fishers and farmers to procure key ingredients for some of the most popular dishes, including Baja fish tacos with Mexican street corn.
Ramos is intent on fulfilling guests’ special requests for custom menus, but also uses these opportunities as a means of broadening their culinary horizons.
“While creativity is a constant in our restaurant kitchens, the banquet setting gives us even greater freedom to innovate,” he explains. Fusion tacos combine Mexican spices with bold, savory elements associated with Korean cuisine. “We love exploring bold flavor combinations and blending global culinary traditions,” he adds.
Guests at The King & Prince Beach & Golf Resort on St. Simons Island, Ga., are over the moon about the cuisine recently featured on the menu. Inspired by the different phases, Executive Chef Chris Johnson prepared a variety of dishes incorporating earthy foods, including wild mushroom bisque and beet carpaccio. “All of them had rich, umami flavors, from beets to mushrooms to charred scallions,” he explains. And in honor of the Worm
Moon this past March, he concocted a dirt pudding—chocolate pudding topped with Oreo crumbles and gummy worms— for a playful ending to the meal.
A relative newcomer to The King & Prince, but not to high-end hospitality (with past stints at Sea Island and multiple Ritz-Carltons in Florida), Johnson has planned his fair share of banquets. This fall marks the completion of his first full year at the resort, where he has come to witness a rise in health-conscious dining, along with a boost in food-related allergies. In fact, when tasked with designing a vegetarian dish, Johnson’s kitchen makes a vegan version as well.
“Knowing that most vegans/vegetarians don’t typically get the right amount of protein in their diets, we try to use ingredients such as farro, quinoa and now tempeh,” he says. A recent wedding party request for gluten-free appetizers resulted in crab cakes made with gluten-free bread and crackers, as well as fried oysters using gluten-free flour and seasonings.
In addition to accommodating dietary restrictions, Johnson also knows how to
play up the fun factor when it’s called for. Requests for out-of-the-ordinary items include cotton candy soup, popcorn machines and gourmet s’mores. National Food Days are also cause for culinary celebrations. For Kentucky Derby Day, the menu featured an open-faced Hot Brown sandwich, served on Texas toast with smoked turkey, bacon, tomatoes and a smoked gouda mornay sauce. National Cheese Day will be celebrated with an assortment of Georgia-made cheeses and wines, including selections from the local Green Hill Dairy.
No matter what style of dish the special occasion calls for, Johnson says it’s all about delivering and exceeding expectations. He works closely with the sales team and sits down with his guests to ensure the menu is well-designed and to their liking.
“We will do everything in our power to give the guest the experience they are looking for. And when possible, we will go above and beyond what they expect,” he says—even if it means giving them the moon. C+RB
Steep prices for key ingredients are impacting how chefs plan their menus.
By Pamela Brill • Contributing Editor
DOUGH ISN’T THE ONLY THING that’s rising in the kitchen these days. With the price of pastry staples like milk, eggs, butter, sugar, and chocolate on the upswing, chefs are feeling the pinch.
Supply chain issues, looming tariffs on imported goods, and environmental issues have trickled down, prompting culinary departments to rethink their menus for a la carte dining and special events. Here’s how some pastry professionals are maximizing their budgets in a fluctuating market.
Earlier this summer, guests at the Grand Geneva Resort & Spa indulged in a quintessential taste of summer: freshly baked peach croissants. The Lake Geneva, Wisc., facility featured this pastry variety on their newly updated menu, which was tweaked in response to the rising cost of goods.
“We used to have two special croissants and a Danish that would change with the seasons,” says Executive Pastry Chef Erin Swanson. “Now we offer one special croissant of the month, which reflects the season or if a month has a special day.” In honor of National Peach Month in August, she prepared a peaches-and-cream croissant using the summer-fresh stone fruit.
Swanson, who marked her fourth year at the resort in May, has been working diligently to continue delivering high-quality pastry while navigating a challenging marketplace. Because pastries are made in house, she is able to assume quality control without issue, but must still adjust production accordingly. Reducing portion size also serves to help offset the cost of goods. “All of our bars and brownies are now cut one half-inch smaller, giving us six extra portions,” Swanson explains, noting a significant decrease in kitchen labor.
To cut back on ingredient delivery and shipping fees, Grand Geneva has been working closely with local purveyors, showcasing their product in different culinary items each month. This past spring highlighted an area brewery, prompting Swanson to develop a cupcake incorporating their Peanut Butter Porter.
“I enjoy using local products, especially
Old Westbury G&CC Executive Pastry Chef Karen Donadeo doesn’t skimp on quality, despite rising costs of key ingredients. Find the recipe for her flourless chocolate cake (pictured) at recipes.clubandresortchef.com.
when it directly supports small businesses,” she adds. And when making her honey semifreddo recipe, Swanson looks no further than her backyard, using honey harvested from the bees on Grand Geneva’s property.
Cross-utilizing products, whenever possible, has also contributed to a more economical bottom line. Grand Geneva’s mixed berry sauce, a staple component, was previously made from Individually Quick Frozen (IQF) berries. When Swanson came aboard, she swapped them out for bruised berries, adding them to the breakfast menu, banquet dessert line-up and as sauce for the key lime pie in the resort’s steakhouse.
If escalating costs continue to persist, Swanson does not expect to pass on those fees to the resort guests. “Our next step would be looking into more profitable ingredients, such as the chocolate we use,” she says.
If there’s one ingredient Karen Donadeo won’t substitute in her pastry recipes, it’s her preferred brand of chocolate.
“It’s a product I remain deeply loyal to despite the slight increase in cost per pound,” says the Executive Pastry Chef at Old Westbury (N.Y.) Golf & Country Club. “I like to rotate flavor-infused chocolates, so I use about four to five different flavored chocolates depending on the season or event. As the saying goes, you get what you pay for, and for me, [chocolate] is worth the investment.”
Fluctuating ingredient prices have not deterred Donadeo, who has spent the past three years at Old Westbury after a decade at Fresh Meadow Country Club in Lake Success, N.Y. Before entering the private club sector, she honed her craft in catering and fine dining, building a solid foundation in the pastry-making business. While initially concerned by rising costs, Donadeo is more encouraged by what she has seen as of late: a steady price
At The Country Club in Brookline, Mass., Pastry Chef Julianne Heath cites a shift away from laborintensive, multi-component pastry dishes and toward simple classics executed at a high level.
drop—from 1.5 to 8 percent—in flour, heavy cream, sugar and eggs, particularly following the recent bird flu scare.
Whether or not ingredient costs will tick back up, Donadeo remains steadfast in her established partnerships with purveyors and sales reps who have never steered her wrong. These supplier relationships, some of which span upwards of 25 years, have resulted in favorable pricing and minimal-to-no delivery fees—all of which benefit her kitchen and ultimately the club membership.
Rest assured, when dining at Old Westbury Golf & Country Club, members and their guests won’t be finishing their meals with reduced portion sizes. Donadeo remains optimistic, albeit nimble, that she can continue to craft her pastry at the level to which they are accustomed.
“I remain vigilant in monitoring costs and understand that shifts in the market may eventually require some menu adaptations,” she says. “However, any such changes will be made with great care, always prioritizing quality and member satisfaction above all.”
These days at The Country Club in Brookline, Mass., heaping slices of coco-
nut cream pie, key lime pie, and carrot cake are front and center for member dining. There are fewer plated desserts like the signature chocolate mousse petite gateau with raspberry coulis, lace cookie Chantilly cream chocolate crumble, and raspberry sorbet—an intricate dish that is currently on the back burner amid the rising cost of goods.
“We have shifted away from labor-intensive, multi-component pastry dishes and toward simple classics executed at a high level,” explains Pastry Chef Julianne Heath.
Having completed her first full year at the club, Heath has learned quickly how to adapt to an environment where the instability of market prices has become the norm. She primarily concentrates on classic pastries that shine without drastically impacting budget constraints. “When done well, these timeless desserts allow for better cross-utilization of ingredients across multiple culinary departments, while reducing the need for specialty items in more labor-intensive plates,” says Heath.
Incorporating more versatile, multipurpose ingredients, such as carrots and olive oil (for carrot cake), as well as sweet potatoes (for vegan brownies), is the club’s latest strategy. Heath reports overall increases of ingredient costs, with olive oil
by 18 percent, kosher salt up 14.8 percent and limes up 11.8 percent. In addition to using these products in multiple culinary departments, the kitchen is reliant on fewer specialty deliveries, diminishing fuel surcharges that can amount to $900$1,200 every month.
Portion size is another way to control costs, especially in the club’s banquet and events operations.
“Creating smaller tasting plates featuring two- or three-bite options, such as opera cakes, cherry globes and assorted petit fours, allows us to utilize larger production methods that are transformed into refined, smaller portions,” notes Heath. The added bonus of fewer items requiring quality control enables her to perfect tasting standards.
With The Country Club’s prime season winding down and the culinary department eyeing the holiday season, Heath will soon need to consider how to approach menu planning for the months ahead.
“Our ability to deliver seasonal pastries has not been impacted,” she says. “However, our ability to experiment with new flavors that challenge the status quo has taken a backseat to delivering a consistent and quality product to our membership without an impact on our pricing structure.” C+RC
The Club + Resort Chef Association offers two certifications created specifically for club and resort chefs:
CCCD: Certified Club Culinary Director
CECC: Certified Executive Club Chef
These certifications are designed to recognize the full scope of what it takes to lead in a club kitchen. From culinary skill and team leadership to financial management and member service, they reflect the real demands of the role.
Each credential is earned through demonstrated experience, verified knowledge, and industry-specific achievement. Every application is reviewed by a panel of seasoned professionals with deep expertise in club and resort culinary leadership.
“This isn’t an ordinary certification— but rather a cross-section of different achievements that reflects what it takes to succeed in the club and resort world.”
-Shayne Taylor, CCCD, Director of Culinary at Greensboro Country Club (Greensboro, N.C.)
“This certification recognizes not just culinary skill, but also excellence in leadership, mentorship, and operational management within the private club industry.”
-Scott Craig, CCCD, WCMC, Executive Chef, Cullasaja Club (Highlands, N.C.)
General Manager Salil S. Bokil, CCM, shares how he, Executive Chef Martin Bradley, and the rest of the tenured team collaborate to bring big ideas and artistic visions to life.
By Isabelle Gustafson • Senior Editor
ONE YEAR AFTER General Manager Salil S. Bokil, CCM, joined Hollywood Golf Club, Executive Chef Martin Bradley came on board. Seventeen seasons later, the two are still working together to continuously better the Deal, N.J.-based, golf-driven club’s culinary program for its 450 members.
“Often, I see something or come up with an idea, then [Bradley] takes it to the next level,” says Bokil. “Our successes have been a fantastic team effort.”
Club + Resort Chef (C+RC): What keeps you and Chef Bradley at Hollywood GC?
Salil S. Bokil (SB): The overall experience here at the club, from the team to the membership, and the ability to reinvent every year, to keep things fresh.
We’re lucky to have the team we have. Many of our core staff members have been here for a long time, and much of the club’s
success over the years is a direct result of that. When a member comes in, not only does the staff know who they are, but also their preferences. This makes it easier for us to go above and beyond.
C+RC: You have a food and beverage background. That must be helpful in working and communicating with Bradley.
SB: One-hundred percent. When I joined Hollywood, I started as Clubhouse Manager/Food & Beverage Director.
[Bradley and I] started around the same time, and it was the first club job for both of us. I came from hotels, and he owned a few restaurants prior to coming to Hollywood. We had members who were regular patrons at his restaurant and loved the food.
We both came into the club world blindly. We made mistakes together, and we learned together. … Hollywood was always known for good food, but our goal over the years has been to step it up to the next level.
C+RC: Tell us about Chef Bradley. How would you characterize him as a leader?
SB: He is one of the calmest and easiest chefs that I have ever worked with. I have worked with individuals in the kitchen who have a short fuse, and all it does is disturb the dynamic. But [Bradley] is a fantastic individual. And we understand each other well.
He’s a natural artist. In his free time, he paints. He also helps with decor for events. And this shows up in his culinary presentations. He has the ability to look at colors and combinations in an unexpected way.
C+RC: Can you share more about his culinary style and the cuisine at Hollywood GC?
SB: His style [leans] contemporary, and it’s clean. He’s not someone who overcomplicates the plate. But his plates certainly stand out.
The food in general is upscale but casual. We do a lot of outdoor dining; we have a beautiful patio that overlooks the golf course. But the team’s capable of doing pretty much anything, from curated, gourmet wine dinners to simple bites.
The core menu stays the same for about two weeks, then we sprinkle in new additions. One of Chef’s signatures that has been on the menu since day one is his Cajun chicken sandwich, which the members love. Our sushi program is also very popular.
We have themed events on Sundays. We just did an event called ‘A World of Flavor’ that we tied in with the diversity of the staff. I’m from India. Chef is from Ireland. We have staff
from South Africa, Romania, Turkey, Spain, Mexico, and more. Our staff is very diverse, which is a major asset to us and to the members.
C+RC: How else do you and other club leadership support Chef Bradley and his culinary team?
SB: One thing we do at Hollywood is provide Chef with an ‘educational travel’ budget to use at his discretion, which allows him to travel to different countries every year and bring back menu and flavor ideas. Over the years, he’s been to Lebanon, France, Spain, Portugal, Italy, Dubai. And he tries to enroll in a cooking program to learn from the locals. In Lebanon, he worked at a restaurant to gain that authentic experience of the local flavors and the way things are made.
It’s something he personally aspired to do, and it has transformed our food and beverage operation. The members truly appreciate it. They look forward to learning where Chef is traveling and what he brings back. C+RB
What’s one practical change you’ve made to manage rising food costs, and how do you see this evolving over the next year?
“Aggressive cross-shopping and utilizing competing GPOs. Nobody has the best price on everything.”
JEREMY
LEINEN, CEC, PCII, EXECUTIVE CHEF I BUTTERFIELD CC, OAKBROOK, ILL.
“We’re actually lowering prices and giving more options to members who pay a premium for our services. We’re not cutting quality or skimping on portions. We’re simply costing everything to match the food cost I’m allotted and aiming to offer what we believe is one of the best values around. We’ll make up the difference on things like taco of the week or filet tips from scrap meat. Our best margins are on small, shareable items anyway. Labor is going up, so we can establish protocols and train—so when it gets busy, we’re ready. The goal is more traffic, more often. We want members to feel like the club is the best value and the best experience.”
“We’ve had to raise prices, but we also raised our food cost budget to balance it. We’re still using premium products, but we’re cross-utilizing everything: salmon scraps for dip, trim for nachos, stock from bones.”
CHARLES MYERS, CEC, EXECUTIVE CHEF I SUMMIT HILLS CC, CRESTVIEW HILLS, KY.
“We’ve tightened everything: sourcing, strategy, mindset. We swapped short rib for chuck flap, grow our own micros and edible flowers, make our own infused oils, and dry-age beef and scallops in-house. We write menus based on what’s local, seasonal, and cost-effective, and we cross-utilize everything from carrot tops to salmon scraps. It’s all about creating value without compromising quality.”
WILLIAM ROGERS , CEC, CCA, EXECUTIVE CHEF I THE COSMOS CLUB, WASHINGTON, D.C.
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