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CHEFS – VALUE and the TOP LINE DRIVE the BOTTOM LINE

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In the restaurant business there are really only two ways to view profit:  a very small amount of profit balanced by very significant volume, or a significant amount of profit on far less volume.  How you approach the design of your restaurant in this regard will determine nearly everything else.  How you approach profit will determine what your physical plant will look like, the scope of sophistication in your kitchen, who your vendors will be, how many employees you will hire and the depth of their experience, where you advertise and how much you invest in that, your table top appointments, and even your hours of operation.  So, if you are in the process of ideation with regard to a restaurant – then start with one simple question:  “How do I want to measure profit?”

In those restaurants where profit is measured in terms of smaller numbers with significant volume then concerns such as food cost percentage are of paramount importance.  When profit is measured in more significant profit from fewer sales then I will make a statement that may cause many chefs scratch their heads in disbelief: “Food cost percentage is far less relevant – it’s all about contribution margin.”  In both cases it is sales (the top line) that sets the stage for success.

So what is contribution margin?  Simply stated it is what a menu item contributes to the financial success of a restaurant.   This can be direct (the menu item itself contributes working funds) or indirect (because the item is present on the menu – other items are more likely to sell).  So let’s look at this through an example or two:

Chicken Saltimbocca vs. Beef Tenderloin with Wild Mushroom Demi Glace. 

The Chicken breast (6 ounce flattened) may cost in the neighborhood of $3, the additional slice of Prosciutto, Provolone Cheese, and sauce reduction another $1.50, and complementary vegetable/starch combination another $.75 for a total plate cost (not actual costs, but fair estimates) equals around $5.25.  The baseline formula for determining selling price using an acceptable food cost percent of 30% would be:

SELLING PRICE SP) = PLATE COST (PC)/FOOD COST %(FC%)

SP = $5.25 / .30

SP = $17.50

The available funds left (contribution) = $17.50 – $5.25 or $12.25

________________________________________________________________________________________
The Beef Tenderloin might look something like this:

Beef Tenderloin (trimmed) (8 oz.) at around $18/pound = $9.00, the wild mushroom demi from stock to finished reduction around $1.25, mélange of wild mushrooms (chanterelles and morels) at approximately $2.00, and a standard vegetable/starch combination at $.75 for a total plate cost of around $13.00.  If we use the same baseline formula for determining selling price:

SP = $13.00 / .30

SP =    $43.33

The available funds left (contribution) = $43.33 – 13.00 or $30.33

Now the first question is:  Can you sell this steak at $43 or does this exceed what the market will bear?

If we chose to use 50% as the desired FC% then the result would be:

SP = $13.00 / .50

SP = $26.00 (A price that guests would be more willing to swallow)

The available funds left (contribution) would be $13 or $.75 greater than chicken at 30%.  But now the contribution potential goes even further if we consider general psychology and human behavior. 

1.         It would not be a stretch to consider that a steak person is different than a chicken person (behavior considerations are generalized).  The steak person may very well be less “price sensitive” and more willing to listen to recommendations by the server for adding appetizers, desserts, and even a nice bottle of wine.  The chicken person might be of the same mindset, but could be considered more cost conscious and a tougher sell.  So, in this example  – even though the steak (at a 50% cost) falls outside of the norm for food cost percentage, it stands to contribute more in terms of available gross profit as well as the ability to encourage ancillary sales of other items. 

If, in fact, you understand that the success of a restaurant leans on the ability to generate sales, then it becomes obvious that getting all wrapped up in food cost percentage pales in comparison to driving the “top line”. 

2.         The “soft issues” that go beyond measurement of dollars and cents point to a more robust overall “dining experience” when a guest is able to enjoy a broader spectrum of dishes and complementary beverages.   When the “experience” is driven by turning tables to reach a desired volume then something will likely be missing.  It should always be the restaurateur’s goal to encourage return business and ambassadorship when happy guests recommend what you have to offer to others.

Now, what about those operations that rely on a smaller amount of profit enhanced by some serious volume – can they create an experience that is worthy of a return?  Absolutely!  But, in this case you need to rely on the uniqueness of an atmosphere that also encourages shorter dine in times, signature items that create excitement and buzz (think Chick fill-A chicken sandwich), systems throughout the operation that are geared for speed (think about the order/delivery system at Panera), and the ability to maintain a high level of volume.

In the higher profit/lower volume model there will be a requirement for higher levels of skill from both front and the back of the house, a greater understanding of ingredients and their source, cost appropriate table top items (more expensive china, flatware, and glassware), and a level of finesse that rises to the level of the menu pricing.

At a time when pandemic restrictions dramatically impact typical top line initiatives for both methods of measuring profit, it is easy to see just how challenged restaurants are to find a profit scenario that works.

BRING VALUE INTO THE FORMULA

The magic of a great restaurant and one that yields profit potential for the operation lies in those factors that go beyond costs and selling price determination.  These are the elements of a food experience that create “value”.  Every restaurant should embrace, as part of its goal structure, a feeling among its customers of: “That was well worth what I spent.”  Whether it is a $5.00 quick service meal or a $100 fine dining evening – there is always room to create experiences and in turn – great value.  The most common components of the value approach are:

  • UNIQUE, MEMORABLE FLAVORS

It may very well be that one item or a few signature menu choices that just knock people’s socks off.  Excitement around flavor is one of the most compelling reasons to support a restaurant.  People come from all over the country to New Orleans with a clear commitment to stand in line at Café du Monde for their beignets.

  • A SPECIAL LOCATION

Those restaurants that are fortunate enough to physically sit in proximity to a breathtaking view, a center of exciting activity, or in a community of other restaurants will always enjoy a steady flow of value seeking customers.  The Union Oyster House in the middle of Quincy Market – Boston; The Slanted Door on the edge of San Francisco Bay; or Spiaggia overlooking Chicago’s Magnificent Mile and a view of Lake Michigan are all prime examples of locations that create an experience for diners.

  • BEAUTIFUL FOOD PRESENTATIONS

A chef knows that he or she has succeeded in engaging a guest and creating visual value when the presentation of a plate of food causes the table to stop, focus on the beauty before them, and pull out their cell phones to take a few pictures to remember.

  • TRUST IN CONSISTENCY

Those restaurants that consistently create food flavors that are expected, presentations that are anticipated, and service that lives up to previous experiences will always be viewed as a place that offers special value.

  • REAL SERVICE

There certainly is value in proper technical service, but it will always be those restaurants that offer that warm sincerity, the welcoming attitudes, and those friendly connections with guests that build the most important reasons to return.

  • COMMUNITY RELEVANCE

Finally, when a restaurant is engaged with a community, supportive of neighborhood efforts and causes, and there to make a difference  – true value becomes incredibly obvious.  Why would guests patronize any other operations when yours is part of the neighborhood family?  This is value.

In the end, creating compelling reasons for guests to patronize your restaurant is complex, but it can be narrowed down to building value.  Building value will always lead to healthy top lines (sales) for restaurants.

PLAN BETTER – TRAIN HARDER

Create Value Experiences

Harvest America Ventures, LLC

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CULINARY SCHOOL – STICK YOUR TOE IN THE WATER BEFORE BUYING A BOAT

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There are a handful of very significant decisions that we make in life – decisions that involve tremendous commitments of time, effort, focus, and yes – money.  Starting a relationship, a decision to marry, buying a house or an expensive car, opening a business, and enrolling in college are all decisions that would be considered “monumental”.  The right decision can lead you to self-awareness, long-term gratification, rewarding careers, and the foundations of family.  The wrong decision – of course will be the opposite.  How we go about making those decisions is the real question.

Making a decision to marry another person without taking the time to understand who he or she is and what makes that person tick can lead to loads of pain and disappointment.  Buying a home without researching what is available, how that location fits your life situation, and how you will manage paying for that home can weigh heavy on your shoulders. Choosing to attend a college, especially one that is focused on a very specific career path without having a clear idea of what that career path is and how it will impact your life – will oftentimes lead to heartache and years of burdensome debt.

So – you are a young (or not so young) person who loves food, enjoys restaurants, and finds the media depiction of becoming a chef to be exciting and rewarding.  “This looks like something that I would love to do for the rest of my professional life.”  This might be true, and if you like games of chance, maybe this is a “roll of the dice” that is intriguing.  If you understand the implications of: “You can’t always judge a book by looking at the cover”, then you should understand that the sizzle may sell the steak, but the sizzle doesn’t always tell the full story.

It has been my experience that those who choose culinary school as a way to build a strong foundation for a career in the kitchen fall into one of two brackets: 

  • Those who do so from a place of experience (they have worked in a kitchen – preferably one that is run in a professional manner)
  • Those who do so by placing all of their decision making powers in the hands of the media

In other words those who understand what they are getting into vs. those who don’t.  Now, I do not have any statistical data to support my next observation, but I have found that those who have spent time in a kitchen before entering culinary school are more committed, more intent on doing everything they can to absorb all that is offered, hungrier to learn and apply new skills, and far more likely to succeed and stick with their career choice.  Again, an unscientific conclusion, but I would bet that many culinary instructors and restaurant chefs would agree.

My plea to those who are wrestling with a decision about culinary college is to get a job in a kitchen first.  If you are a high school student – find a part-time position on weekends while in school and full time in that summer period.  If you are a career changer – knock on a chef’s door and tell him or her of your plans to attend school, ask for a position in the kitchen (yes starting off as a dishwasher is a good decision), tie on an apron and give it a whirl.  You will learn what you need to know about the type of work, the physical demands, the stress of timing, how decisions are made, the organization of a kitchen that sometimes is chaotic, the dynamics of team, the demands of a customer, the heartache that comes from a rejected meal, the joy that comes from an occasional compliment, the exhilaration of serving more guests in a meal period than anyone thought was possible, the crush of defeat when things go sideways, and the effort that will be required to move from dishwasher to chef at some point in time.  Just imagine how shocking it would be to enter that culinary school classroom or kitchen without having those experiences under your belt.

Those decisions in life that are monumental are learning experiences, but proper research will help to minimize the negative impact of wrong ones.  Culinary schools understand all of this, but at the same time they are intent on making sure that enough students enroll to make a class viable.  After all – everyone should have an opportunity to succeed or fail, but when students discover mid-term that this is not for them, then everyone suffers from a realization that did not have to be.  When a student fails to complete a program or loses the energy to remain passionate then it hurts the instructor and the school as much as it does the student.

There was a time when prior experience was a pre-requisite to acceptance into a culinary program, but the feeling that this is somehow counter-intuitive to a persons right to choose what he or she wants took over the logic of requiring prior experience.  I believe, that this is a harmful change in approach. 

If a prospective student is wrestling with the college decision then there are avenues that can help.  Working in a restaurant is a natural step in the right direction, but there is also the vocational education option for high school students or if all else seems to not fit your situation – at least schedule appointments with local chefs and ask if they would talk with you about “what it takes”.  Spend a couple days as a stage’ (working or shadowing without pay) in a restaurant just to get a feel for the environment.  Dine in as many different restaurants as you can and ask for a tour of the kitchen.  Do whatever you can to paint a more accurate picture than is portrayed in the media.  You owe this to yourself!  Restaurant work is NOT FOR EVERYONE.  Once engaged in a restaurant you will find that 98% of what you do in the kitchen is just plain hard work.  You need to learn about the heat and the sweat, the physical demands, the emotional requirements, the infringements on what is considered a “normal” life/work balance, and the time that it will take to accumulate the skills, knowledge, and experience to become a chef.

Stick your toe in the water before you choose to buy the boat.  You might start by reading the 650 articles in this blog.

PLAN BETTER – TRAIN HARDER

Harvest America Ventures, LLC
Restaurant Consulting

www.harvestamericacues.com  BLOG

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THE KITCHEN MAGIC OF CHEF PHIL LEARNED

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Our industry recently lost a giant of the professional kitchen.  Chef Phil Learned stood tall in the kitchen of The Balsams Grand Resort in Dixville Notch, NH.  In its day, the Balsams was one of the finest destination resorts in the country – a place of elegant relaxation, beautiful surroundings, and most notably – exceptional food.  This place tucked away in the hills of the northeast represented the epitome of culinary arts in their American Plan dining room.  A stay at the Balsams included all meals – each one representative of the dining style that had a long history of classic representation.

The kitchen of the Balsams was expansive and structured in the manner of Escoffier.  A separate pastry shop with Patissier and Boulanger, a Garde Manger department where elaborate platters of charcuterie, cheeses, fruit and crudité were built to complete elaborate buffet presentations; a butcher shop that broke down primal and sub primal cuts of meat and filleted the fresh fish that came from Portland, Gloucester and Boston; simmering stocks and reducing sauces from the prep kitchen; and of course a hot line that was built for speed and volume with quality always front and center. 

The menu changed every night within a cycle with a full array of appetizer, salad, entrée and dessert choices for an audience that was likely staying at the hotel for a week or more at a time (many of the patrons were second or third generation Balsam’s guests) since a stay at the “Notch” was a family right of passage.  Each line cook during service had one dish to prepare completely.  Guests would make their selection, servers would drop off a plate cover to a cook’s station, and then the final preparation and plating would begin.  Counts were tallied throughout the night and the chef/expeditor would keep everyone apprised as to how many guests had been served and how many registered guests remained.  Service was swift and efficient as the 300-400 patrons were acknowledged at each meal.

What was most impressive to me was the work leading up to service.  From purchasing to plating there was a commitment to communication and doing your job well.  Professionalism was expected from the starched chef uniforms that were maintained by the on-site laundry, the cleaning regiment that everyone participated in, the adherence to classical techniques, and the respect that was shown everyone who became part of the team.

Prior to the beginning of service each cook had to prepare two sample plating’s of his or her respective dish.  One was set for the department chefs to evaluate before service, making any last minute adjustments to the flavor profile and presentation; and the other would grace the show table in the dining room.  This way, every guest who entered the dining room was able to see every menu item as they made their menu decision.

Those last few moments before the dining room doors were opened saw every member of the service staff around the show table as chefs went over the preparation, ingredients, and flavors of each dish.  It was important for service staff to know the menu and be that seasoned resource for guest questions.  This ritual was so important to the Balsam’s Experience.

At the core of the kitchen team were highly professional, accomplished chefs and a cadre of enthusiastic apprentices.  The Balsams was one of the premier formal cook’s apprenticeship sites in the country.  Supported by the American Culinary Federation, this highly structured 6,000-hour program was the passion of Phil Learned.  He was always an ambassador for passing it forward – for making sure that what he had learned throughout his career, was given with enthusiasm to any who were committed and enthusiastic recipients. 

Over the years a significant number of young cooks got their start in the Balsam’s kitchen as an ACF Apprentice.  A number of those individuals went on to hold the top position in restaurant, hotel, resort, and club kitchens as well as those who went on to become entrepreneurs.  It was easy to recognize a Balsam’s cook in their spotless, starched chef coats and professional decorum.  “Yes Chef” was the typical response to any directive that was made in Chef Learned’s kitchen.  After two tours in the military (WWII with the Marines and Korea as a member of the Army) Chef Phil worked his way up to his first chef position at the Balsam’s in 1966.  He served as Executive Chef (the first chef to be certified at that level in the State of New Hampshire) until 1977 when he became the Director of Food Services where he stayed until 2005.

Since many of the employees at the resort were apprentices or interns from other schools – a significant portion of staff members lived on property during their season.  This led to a sense of team and loads of positive camaraderie.  Chef Learned, cognizant of the importance of professionalism and team dynamics always made sure that staff meals were of the highest quality and a priority of the kitchen.  He also instilled a commitment to the basics of cooking.  Stocks were made as they were intended, knife skills were to be exact, sauces were defined by their history, caramelization in cooking was paramount, the right pan for the right task, and mise en place ruled the day.

Chef Phil will be missed, but his legacy will live on – a legacy of giving back, of teaching the next generation, of insisting on standards of excellence, setting the stage in kitchens for professional conduct, and customer service above all else.  I feel fortunate to have known Chef Learned and to call him a friend.  Working with many of his exceptional leadership team:  Charles Carroll, Steve James, Will Beriau, Torill Carroll, Steve Learned, Jennifer Beach, and John Carroll – I built a new level of commitment to my own work as did every young cook who passed through those kitchen doors.

Rest in Peace Chef!

PLAN BETTER – TRAIN HARDER

Harvest America Ventures, LLC

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THE 2021 CHEF SKILL SET

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It is always safe to say: “things change”.  Change is an inevitable part of life and as we all know if we fail to recognize that and adapt – we can become obsolete.  Throughout history there are countless examples of those who ignore or seem paralyzed by the need to change as their industries or specific job descriptions evolve.  This is reality, a reality that is quite predictable although the pace of change is now much more rapid than in the past.  Think about the technology sector as a prime example.

Sometimes the change curve can be mapped out allowing ample time to gear up with new skills, new products, new methods of production, and a laser focused marketing strategy, while on occasion, something environmental takes place that forces a more immediate response.  Such is the case in 2021. 

We all knew that the restaurant industry was in need of a structural overhaul, we (those of us affiliated with the business) were well aware of the cogs in the chain, and the years of rust that had accumulated on systems and organization, but it took the pandemic of 2020/21 to shout out: THE TIME IS NOW!

So here is the good news:  there will be ample opportunities in 2021 and beyond for chefs, cooks, managers, and service staff who recognize the immediacy of the challenge and the new skill set that will be required of successful players and leaders in the field.  Let’s take the position of chef as a prime example – here is a list of skills and aptitudes that will set todays and tomorrows chef apart from those who are in a state of change paralysis:

[]         EFFICIENCY

Doing more with less will be the name of the game.  The labor-intensive environments that have been typical in kitchens are nearly impossible to maintain.  Chefs who are able to develop systems of production that work with fewer people will find a gold star on their resume.

[]         STREAMLINED MENU PLANNING

To go along with efficiency – the new chef will need to find ways to develop creative menus that rely on fewer ingredients, are fluid enough to change as the market demands, cost effective, aligned with seasonal ingredients at their peak of quality, and just as exciting for customers and cooks as those expansive models used prior to 2021.

[]         ANALYSIS

Chefs who are able to generate, assess, and use analytical data in their decision-making (menu trends, cost trends, daily labor analysis, market prices, etc.) will have the upper hand when it comes to securing those prime job opportunities.

[]         SOCIAL MEDIA SAVVY

Marketing no longer belongs to a department – marketing is every person’s responsibility.  With the increasing relevance of social media as the primary method of getting a restaurants message out – chefs who are social media savvy (astute at using Instagram, Facebook, Tik Tok, YouTube, and Twitter) will be at the top of the “hire” list for prominent restaurants.

[]         TEACHING/TRAINING

Of course chefs have always been trainers, but be aware that this will now become a “must schedule” part of their job.  Chef’s who are able to progressively teach cooks and even service staff about the ingredient, preparations, flavor profiles, pairings, and presentations of the food that is designed and produced in the kitchen will be in high demand.  With all of the challenges that culinary schools are also facing in this changing business environment, restaurants cannot depend on graduates as their primary source of trained cooks.

[]         LOGISTICS MANAGEMENT

Assuming that after the pandemic customers will return to a semi-predictable pattern of traveling to your restaurant is a bit naïve.  Chefs who are experienced in multiple ways of connecting customers with their food (catering, food trucks, pop-up restaurants, delivery, take out pick-up, etc.) will find themselves in the winner’s circle.

[]         FLEXIBILITY

My way or the highway may be difficult to maintain as a chef’s method of operation.  Bending to the market, changing in an instant, adopting other people’s ideas, and seeking out new ways of preparing and presenting food will become the new norm.  Can you leave your old habits behind?

[]         SANITATION ADVOCATE

As important as sanitation and food safety is already, look for this to become the most important signature of a chef’s repertoire.  Ultra-clean and safe will be a very important way that a restaurant markets itself and the chef who has the tallest toque.

[]         LABOR LAW SAVVY

If you don’t have a restaurant law course in your background, now is the time to sign up.  In a world where the employee will continue to have an upper hand, owners will want a chef on board who will protect them against litigation, not one who creates litigious situations.

[]         HR ROLE MODEL

How the parent acts is how the child will also act.  The same holds true in a kitchen: how the chef acts will become the standard of operation for everyone else.  Throw out all of the stereotypes of belligerent, egotistical, pan throwing, demeaning chefs – they can no longer exist.  If this is your M.O. then it’s time to retire.

[]         SUPPLY CHAIN NEGOTIATOR

Everything, every service, every price, every vendor relationship is negotiable –especially when it comes to buying local and regional.  Picking up the phone to place an order without talking about those details and negotiating the best option for the restaurant is not acceptable in the new restaurant world.  A negotiation savvy chef will win the day.

[]         IDEATOR/PROBLEM SOLVER

Finally, more than ever before the restaurant will look to the chef for new ideas and solutions to problems.  A 2021 chef must be the go-to person for that next great idea and must have the experience and confidence to find instant resolutions to the plethora of challenges that arise every day in a kitchen and restaurant.

In case you didn’t notice – I failed to mention anything about cooking skills – the act that attracted a person to the kitchen in the first place.  It will always be assumed that the chef in any operation has impeccable cooking skills, understands ingredients, is a master of preparation and presentation, and owns a palate for creating flavors that draws a steady flow of customers through the restaurants doors.

This is quite the package. How does your bag of tricks fit the profile?

PLAN BETTER – TRAIN HARDER

Harvest America Ventures, LLC

Restaurant Consulting

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THE EINSTEIN MOMENT FOR RESTAURANTS

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I have been thinking quite a bit lately about a comment made by Chef Jeremiah Tower during our recent podcast conversation.  He stated: “The restaurant industry needs an Einstein Moment.”  There are numerous ways that we categorize these occurrences:  Eureka moments, aha moments, or light bulb moments; but what we are referencing are those points in time when we suddenly understand the solution to a problem or the need for something that no one has pondered before.  With all of the challenges facing the restaurant industry today, it would seem that Chef Tower is spot on; but where do we turn for that flash of inspiration?

One thing is certain – we are overwhelmed with the problems of the moment and seem unable, or unwilling to move through the storm to blue skies that might exist beyond.  Those who have confidence in their abilities will often times say: “Give me some time to think, to reflect on my experience, to chat with a few friends, and I will find a solution to the problem.”  When we are able to set aside the pressure of the moment and let our imagination wander, there will be greater opportunities to find solutions and to define a new direction – one that might create even greater opportunities. 

I have been struggling to dig deeper into Chef Tower’s statement and have come to a few conclusions:

  • I don’t have the answers for the restaurant challenges of the day
  • I do have a better understanding of how we might collectively approach those challenges

There are a variety of ways that people, throughout history, have approached Einstein Moments – inspiration that leads to positive solutions:

  • OBSERVATION – Newton supposedly observed an apple falling from a tree and thought about earth’s pull – the result was an understanding of gravity.
  • EXPERIENCE – Horst Shultze, a young bellman at a hotel used his experience of working his way through various positions to eventually land the position of CEO of Ritz Carlton Hotels and their approach towards Total Quality Management.
  • TRIAL AND ERROR – Thomas Edison had thousands of failures before he was able to perfect the light bulb – the world has never been the same.
  • BUILDING A DEEP PORTFOLIO OF KNOWLEDGE – Doctor Salk, an accomplished researcher and virologist was able to build on his knowledge and that of his peers to develop the first vaccine for polio.
  • BEING BORN WITH THE GIFT OF VISUALIZATION – Steve Jobs was always able to envision devices and services that only he knew the world would need before they came to that realization.  The resulting products of personal computers, smart phones, clean and addictive MP3 players, and tablets are an integral part of our lives today.
  • DIGGING IN AND WORKING THEIR WAY THROUGH IT – This is the method that every professional chef has used for generations.

One thing is certain, as described simply by Albert Einstein:

“We cannot solve our problems with the same thinking we used when we created them.”

Ah – stay with me:  you might be thinking that the current challenges that restaurants face are all driven by the pandemic – so, we didn’t create them.  Certainly, the pandemic is a major curve ball that was not anticipated, but the effects on our businesses are crippling to this degree because of some deep seated issues that have been around for decades:  a labor intensive business, low profits, high rents, ingredients with a short shelf-life, unpredictable business volume, high cost of ingredients, and the list goes on.  In the end, the restaurant business did not have the resources or the wherewithal to weather this storm.  Our country will get through this crisis, but there will be others, maybe not as severe, but there will be others.  The Einstein Moment must begin with a realization of the “cause” so that we can find better ways to avoid curve balls in the future, or at least better deal with the “effects”.

Restaurant folks are pretty good at problem-solving when we can approach the issue in a logical manner:  “business volume is down and labor cost is out of whack so we change our operating hours and reduce the amount of labor needed – problem solved for the time being.”  But when the boat is leaking from a dozen different spots, then logic is far less effective.

“Logic will get you from point A to B.  Imagination will take you everywhere.”

-Albert Einstein

The industry’s current situation requires imagination that can lead to a Eureka moment and a new direction that attacks the root cause of leaking from a dozen different spots.

“Knowledge of what is does not open the door directly to what should be.”

-Albert Einstein

Relying on what we know may simply not be enough to pull our industry out of the weeds, build on its solvency, and set the boat right as we move forward into uncharted waters.

Somehow the restaurant industry as a whole (ideally), or at the very least small groups of community restaurants need to make the time to step back, take a deep breath, put aside the pressures of the moment and let their collective minds wander.  What we are looking for is not a solution to a problem so much as it is a rethinking of how we perceive our businesses.  

If we are looking for those flashes of insight it is important to define periods of time when we can “incubate” our thinking – stop focusing on the current problems and allow your mind to observe, listen, drift a bit, take in your environment, share with others, tap into other interests, and give your mind a chance to breathe and clear ample space for new thinking.  It may mean that we need to engage with other stakeholders and rather than state your time-tested approach – open yourself up to their feelings, needs, and thoughts.

“The broader one’s understanding of the human experience, the better design (and longer term challenge solving) we will have.”

-Steve Jobs

Think of some of the great new directions (and products) that came out of this “Eureka Moment” approach:

  • When asked what consumers thought about buying record albums in the 1990’s and beyond, it was discovered that they were miffed that they had to purchase an entire album to get the one or two songs that they really liked.  The result was Napster – a free (illegal) service that allowed people to download individual songs to their MP3 player.  The industry responded by filing lawsuits and taking Napster to court rather than listening to consumers and addressing the real issue.  Along comes Steve Jobs and Apple – iTunes is born and the recording industry is suddenly re-invented.
  • When asked what they felt about the decades old taxi industry – customers expressed their dissatisfaction with standing on street corners trying to wave down a cab.  The resulting Einstein Moment gave birth to Uber built on the technology of a smart phone. The taxi business was re-invented.
  • When customers were asked about the service they received from their banks – they expressed dissatisfaction with hours of operation and their ability to access service when they were not at work.  The result was an Einstein Moment that led to drive-thru windows and ATM machines that were available 24/7. The banking industry was re-invented.
  • And when it was observed how much time and effort was involved in shopping for everyday purchases – Jeff Bezos responded with amazon.com that gave customers access to nearly everything imaginable, available 24/7, delivered to your door in a few days, and now with Prime – without the cost of shipping on every purchase. The retail business was re-invented.

This is what Chef Jeremiah Tower meant when he called for a restaurant industry Einstein Moment – a time when a major paradigm shift results in reinvention, not fixing a problem.  Who will be our Albert Einstein, our Steve Jobs, or our Jeff Bezos?  When will we take a step back and allow our minds to wander, to incubate, and to think clearly about what the restaurant business can and should be like in the decades to come?

PLAN BETTER – TRAIN HARDER

Harvest America Ventures, LLC

Restaurant Consulting

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A CHEF’S LETTER TO CONGRESS

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When approached, as it should be – your position is very challenging, at times – almost impossible.  By design you are charged with defending the Constitution, protecting the American people from harm, creating and passing laws that support the Bill of Rights, keeping other branches of government in check, lifting up the economy, being a beacon of light for other countries seeking to maintain or create a democratic government, creating an environment for private business to be innovative and cutting edge, maintaining the infrastructure of an enormous country, and doing all of this as representatives of the people.  This job of representation was designed to be a public service, something that you choose to do for the betterment of the country – offering your expertise in an altruistic manner for a period of time.  This is hopefully done in a manner that will leave the country better off as a result of your involvement.  You are elected by the people to do just this, and they trust that you will live up to the pledge that demands it.  We know that it takes time to get comfortable and understand your role more fully; we know that a few years is not enough time, but we also know that representation was never meant to be a lifetime career that bends to your need to “keep the job” and hang on to the personal benefits that it provides.

All of this is a heavy responsibility – not for the faint at heart.  This should never be a position that sets aside what you know is right and what the people expect in favor of a political party’s inclination or the pressures from donors and lobbyists.  The expectation is that you will stand up to this pressure and choose what is right and appropriate over what special interest groups desire.  This is a position that should make it difficult for you to sleep at night, to take those long vacations, to set aside the need to read and research, to avoid challenging the norm and stand on that soapbox at times in defense of what is right for the people.  Sorry, this is what goes along with the position of representation – representation that holds on it’s shoulders the lives of American people, their livelihood, their families, and their potential to live the American dream.

These are incredibly challenging times, times that none of us could have imagined just a year ago.  We all know the issues: a 100 year pandemic, a crumbling economy, a threatened system of education, loss of millions of jobs, a planet crying out for help, our decaying international stature, runaway deficit spending, fairness and equality, and the demise of private entrepreneurship – such an enormous load.  This is the worst of times, not the best and as a result this is the most inappropriate time to relinquish your responsibility for partisanship behavior.  When times are toughest teamwork must rise to the top of everyone’s priority list.  The decisions to be made must always take precedent over party desires and special interest pressure.  You need to come together to resolve the critical issues of our time or we all will pay the price.  Your people, the ones who placed their trust in you with their vote, are counting on you and they are watching.  The world depends on you just as much as do the American people and they are watching as well, watching with bated breath. 

One issue that may seem to be just another to add to the pile is the health of the restaurant industry in our country.   To some, this industry may seem to be one that is far from critical.  After all, people can cook at home.  To some, restaurants will always be a luxury and not a necessity – something that is great to have, but not essential.  I would beg to differ, and so would the millions of Americans who either work in, or dine in those establishments that have been the backbone of our economy for generations (yes, the backbone).  Allow me to elaborate for your edification – first some hard facts:

According to the National Restaurant Association:

  • There are (were) over 1 million freestanding restaurants in the United States before the coronavirus was part of our vocabulary.
  • 15.6 million Americans are (were) employed by the restaurant industry and to so many who live in this country – working in a restaurant was their introduction to the workforce
  • 90% of restaurant managers started out as entry-level restaurant employees demonstrating the upward mobility from a job to a career and although I don’t have a numeric value for it – a high percentage of professional chefs got their start as a dishwasher
  • 80% of restaurant owners started as an entry-level restaurant employee demonstrating the magic of the American Dream to become an entrepreneur
  • 70% of American restaurants are single unit private entrepreneurships

Now on the qualitative side – the following list points to the societal importance of restaurants to the heart and soul of our country:

  • Throughout the last 150 years – restaurants have been that place where people gather to challenge each other, to celebrate, to nourish, and to reward.  We rely on restaurants to provide these opportunities and the environment that fosters these interactions.
  • As our country has clawed its way through disaster after disaster: two world wars, the Korean war, Vietnam, Desert Storm, The Afghanistan War, the Great Depression, numerous recessions, the horrors of 9-11, Polio and HIV, hurricanes, fires, earthquakes, and other natural disasters – it has been the American restaurant that showed the first signs of national recovery.  When these disasters occur – it has been the American restaurant Industry that came together to help with the first, most basic need – to feed those in need. 
  • When families seek to raise their children to be active members of society and learn to care for themselves while earning those first paychecks – they turn to restaurants to teach their sons and daughters some basic skills.
  • When the demands placed on families because both parents need to work, or in single parent homes where survival is the first call to arms – the ability to lean on restaurants for family meals has always been a comfort.
  • When neighborhoods that have been plagued by decades of neglect seek to renew and rebuild – it is oftentimes expected that a restaurant will be the first business to open and show signs of life and hope for that renewal.

I could go on and on, but the essential point is that restaurants are important to America, they represent all that we envision and work to reach: a paycheck, an opportunity to become an entrepreneur, a place of gathering and comfort, a place to celebrate and raise a glass, an a sign of life and vitality for a community. 

Right now restaurants are in need of understanding and help from Congress.  This is not an issue that can be put aside for a while and looked at in the future.  This is not a tomorrow issue – this is critical TODAY, in this very moment.  The pandemic and necessary restrictions on public places like restaurants in order to protect the lives of so many are something that restaurant owners, chefs, servers, and managers understand.  At the same time, this is not a normal situation that resulted from an operator’s ability to manage properly, this is far beyond our control and as a result we need help to weather the storm.  Some predict that as many as 50% of the private restaurants in America will close before this pandemic comes under control – some will reopen and new ones, undoubtedly will rise up, but millions of jobs, the centerpieces of many neighborhoods, the lifeblood of far too many communities, and a significant chunk of the American Dream stand to crumble.

This is not a time for Congress to bicker over politics, to take partisan sides, to try to slide in those special interest expenditures, or to go on vacation with the job left undone.  This is the time to act for the people and the country that put you in office to be a representative, to do what is right.  The restaurant industry needs help in providing a paycheck for their employees, loan deferrals, rent support, and long-term advisement on how to reinvent themselves.  This is what one would expect from the greatest nation in the world and from a country that promotes the American Dream as essential to its character.

To fail to do this will result in the destruction of an essential industry to the character of America.  WE CAN’T WAIT – TIME HAS RUN OUT.  Do what you were elected to do and do it TODAY.  We are all watching what you do next.

PLAN BETTER – TRAIN HARDER

Harvest America Ventures, LLC

Restaurant Consulting

www.harvestamericacues.com  BLOG

A CHEF’S REFLECTIONS

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The most challenging part of difficult times is living in the moment.  Today is what gives us the most angst since we live in uncharted territory with all of the unpredictable factors that align with it.  Yesterday is easy to look back on – it gives us strength and a point of reference, it provides context and the ability to analyze our actions, and it provides hope since we managed to work our way through it.  Tomorrow is inspiring and energizing since it provides opportunity and possibility without the burden of reality, it lifts us up and points the way to thinking in a positive manner – a manner that demonstrates that anything is possible if we set a course and stick to our commitment.  Ah, but TODAY is the tough one.  “How will we get through this, what else can possibly happen, will we survive to see those brighter times?”  This is where the restaurant industry is today, this is where chefs, cooks, and restaurateurs sit in the moment, and this is what keeps us all up at night – challenges without definitive answers.

There is plenty of hope and promise to be found in history – so maybe this is a good starting point.   Quite possibly we can find potential answers in the things that we miss, the challenges that we have, and similar points in time when others had faced similar situations.  So, as we close out on 2020 – here are some reflections and outcomes in the past that we might learn from.

[]         A DRAMATIC EVENT, BEYOND OUR CONTROL HAS SHUT THE DOOR ON RESTAURANT BUSINESS

Over the past 100-years our country has struggled through a number of earth shattering events that have changed the course of our lives, and re-shaped the structure of our life environment.  America has moved through two world wars, Prohibition, the 1918 pandemic, polio and tuberculosis, the Korean War, Vietnam, the tragedy of 9-11, the Great Depression and the economic collapse in 2008 as well as a number of recessions along the way, Iraq and Afghanistan wars, and now another epic pandemic.  It is hard to imagine how we have been able to still prosper and keep a positive outlook – yet we have and do.  During each of these events small businesses like restaurants have been challenged to stay afloat, yet alone grow.  Restaurants have always been, to varying degrees, viewed by many as a luxury that can easily be put aside when times are tough.  In fact, when times are tough – restaurants are even more important.  When we collectively are able to move past each of these life-changing cycles – it is the restaurant that helps to bring light and excitement back into people’s lives.  Restaurants have always been one of the first businesses to recover – people need to gather, to lift those glasses, to break bread and to celebrate all that is good and all that is promised.

Loads of future thinkers are projecting the demise of the restaurant business after Covid -19 subsides, but just as many have done the same after each of the other earth-shattering events listed in this article.  Certainly, there will be victims of these challenging times and many, many restaurants that we love will never open their doors again – but the restaurant business will evolve, adapt, regain energy, and find a way to thrive again.  We hope that our government will learn to respect the important role that restaurants play in our way of life and lend a helping hand, but even if this fails to happen – the American spirit of entrepreneurship will find a way – of this I am certain.

[]         LIMITATIONS ARE PLACED ON RESTAURANT OPERATIONS THAT EAT AWAY AT THE POTENTIAL FOR PROFITABILITY

It is difficult to argue with safety precautions designed to keep people well and thwart the spread of the virus.  At the same time it is worth noting that restaurants cannot survive at 50% capacity or worse, lockdowns that prevent any inside dining, take out or delivery only, or an environment that limits the “experience of dining out”.  It is certainly not the first time that the restaurant business has been faced with these types of challenges – Prohibition as an example.  Serving alcohol has always been the primary profit driver in full-service restaurants and when Prohibition took that option off the table then restaurants were hard put to find a path to profitability.  Of course their answer of serving alcohol illegally is not the best approach, but the fact remains that restaurants found a way – they had to. 

Fighting the common sense approach to limiting customer and employee exposure may make sense emotionally, but it is not realistic.  The only viable solution is to find ways to adapt and change to discover an approach that is safe, exciting for customers, and one that provides owners with the ability to earn a living. 

We have, as an example, predicted the death of fine dining through 9-11, the 2008 economic collapse, and every recession from the early 1960’s on.  Just as restaurants of this caliber seem to be on the precipice – they find a way to reshape what fine dining means, reinvent themselves, and rise back to a level of prominence.   If history is our guide, this transition will happen again – recognition, re-evaluation, re-invention, and revitalization.

Limitations force us to look for alternatives and workarounds.  Knowing that from insurmountable obstacles come the next wave of brilliant ideas – restaurateurs and chefs can and should rely on their innate ability to problem solve and invest in resilience and creativity to find a new way.

Finally, when we relinquish our desire to truly serve, when we fail to exemplify the word “hospitality”, when we give up on that part of the experience because we feel that limitations do not allow for it to occur – then we are doomed.  It has always been about hospitality and will always be so.  It is this commitment to making people feel welcome, special, and thought well of is the key to a return to success.

“Hospitality is central to the restaurant business, yet it’s a hard idea to define precisely.  Mostly, it involves being nice to people and making them feel welcome.  You notice it when it’s there, and you particularly notice it when it isn’t.  A single significant lapse in this area can be your dominant impression of an entire meal.”

_John Lanchester

[]         THE MAGIC OF WORKING IN A PROFESSIONAL KITCHEN HAS LOST ITS SHINE

As we ideate our way to a new business model it is important to remember that hiring passionate, creative, dynamic, excited employees will always be the way to success.  Every new business model must provide a platform for these individuals to be expressive.  Without this dynamic, a restaurant will be relegated to a standardized product and level of service that provides a means to an end, but will rarely entice great employees to knock on your door. 

We (the industry of food) created employee attraction throughout the 80’s and 90’s by elevating the status of talented chefs to become the centerpiece of the food experience.  Just as in the past, it will be important for the food industry to present kitchen work as inspiring, important, beneficial, exciting, and rewarding both professionally and financially.  As long as cooks and chefs view the work of the kitchen as a job with a paycheck then the brilliance of culinary artistry will take a back seat to free agency.  When chefs simply seek out the highest bidder for their skills and talent then the sparkle of a career in food will falter and fewer and fewer individuals will commit to tie on an apron and dedicate the effort.

Those of us who have spent a significant part of our lives working in kitchens, interacting with a well connected team, embracing great raw materials as we transition them into beautiful plates of food, and helping to make people smile, relax, laugh, and raise a glass in friendship – are distraught.  Our purpose, and our passion have been devastated over the past 9-months and we know that it will still take time before things truly begin to improve.  It may seem a bit hopeless to some and difficult at best to others, but rest assured – the environment where restaurants exist will improve, in fact it will likely improve dramatically.  Life in the kitchen will change, but there is little doubt that the role of restaurants in the human experience will rise up again.  The talent, passion, and ambitions that you have as a cook, chef, or entrepreneur is simply dormant right now – a period of hibernation.  We will fill a void that has been gnawing at the fabric of the American experience for far too long – the need to gather, to break bread, to enjoy a great meal, and to laugh will never go away.

PLAN BETTER – TRAIN HARDER

HERE’S TO A VERY PROMISING 2021

Restaurants are the center of our American communities

Harvest America Ventures, LLC

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THE RESTAURANT ECO-SYSTEM NEEDS HELP

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There are a number of reasons why restaurants fail – some are predictable and avoidable, while others can catch a business off guard.  None, however, are as devastatingly out of the operators control as this pandemic.  Even the best operators are at a loss for solutions.  There are short-term band aid solutions such as takeout, delivery, or even conversion into retail markets where wine inventories and local necessities take over space once occupied by diners, but they are not a replacement for a steady turn of tables.  Restaurants have been relegated to outside dining or limited indoor space with loads of protocol limitations (some that are even more stringent than what is expected of other businesses) – this doesn’t pay the bills or keep a staff employed.

The pandemic is an “all hands on deck” problem that can be somewhat contained through simple precautions, but until there is mass vaccination of a population – these precautions dig at the heart and soul of a business that is essential to our way of life, our psyche, and our social health and wellbeing. 

There have been well over 100,000 restaurants that have closed their doors permanently as a result of the pandemic.  Many of these restaurants have been around for decades or even generations.  They just can’t survive the pain of lost business for months on end.  Now, this alone might not keep the average consumer or politician up at night, but what they fail to understand is that restaurants are at the center of a broad eco-system of businesses that are inter-dependent.  When your favorite restaurant closes its doors it is disturbing and sad, but it is also part of a domino effect that can tumble out of control.

Here are some of the other businesses that suffer when a restaurant closes, sometimes they too cannot survive as a result:

[]         Regional Farmers:  A significant percentage of farm crops are dedicated to restaurants.  A reduction in restaurant business leads to crop waste, unplanted land, and serious cash flow problems for farmers.  Already living on the edge – smaller farms cannot withstand this loss of business volume.

[]         Fisherman:  The end consumer’s love of fish cannot sustain a fisherman’s need to catch and sell a quantity of product to offset their expenses.  Restaurants account for a large percentage of a fisherman’s direct or indirect business volume.

[]         Ranchers:  Have you noticed that the price of beef, pork, and chicken has increased significantly over the past few months?  Those processing plants need to cover their substantial operational costs now that restaurant business has all but disappeared.  If processing plants cannot find an outlet for their end product then this trickles down to the rancher who is saddled with cattle, pigs and chickens without a market.  The end result is reduced herds, increased cost of feed, land without sufficient grazing, etc., etc.

[]         Cheese Makers:  Cheese, although there are exceptions, is still a product with a shelf life.  When restaurants fail or reduce their product needs, then cheese makers must do the same.  Inventories wane, waste becomes a real concern, decreased cheese product means a reduced need for milk putting a strain on dairy farmers, and the lists goes on and on.

[]         Equipment Manufacturers:  Restaurant kitchens are home to some very expensive equipment – when sales volume evaporates then restaurants are faced with aging equipment that they cannot replace, and delays in opening new operations that require equipment purchases.   There is no other outlet for this specialized equipment.

[]         Breweries:  Sure, maybe consumers are directing their beer purchases to their local package store, but breweries know that this direct to consumer cycle is not sufficient to support their growing expenses.  It is the restaurant segment of their business that creates a steady flow of cash to support their endeavors. 

[]         Distilleries and wineries:  The same holds true for those who market distilled beverages, and of course the wine industry.  Restaurants are the mainstay of business for vintners both domestic and imported.

[]         Table Top Manufacturers:  Restaurants are constantly buying and replacing china, glassware, and flatware for their restaurants.  It is a business that is predictable and dependable – until purchases stop.  Every restaurant that tries to survive during these difficult times will commit to tightening their belts and deferring any purchases that are deemed non-essential.  Those companies focused on tabletop have found that their business has disintegrated.

[]         Local Musicians:  Musicians need to play.  That wonderful local talent that graced the stage in bars and restaurants, and at banquets and festivals no longer has an outlet.  There is literally no opportunity for them to play and earn a living.  The need to survive will have a long-term impact on the availability of live music for quite some time.  Musicians depend on the restaurant business.

[]         Florists:  Sure – florist shops do very well on Mother’s Day, Easter, and Valentine’s Day – but the rest of the year involves a full-time focus on weddings, banquets, reunions, anniversary parties, and daily restaurant floral displays.  When this business goes away (there are no conferences, large wedding receptions, business gatherings, or restaurant floral displays during the pandemic) then the florist is left with unsustainable cash flow.

[]         Linen Companies:  The vast majority of restaurants do not have laundries where tablecloths and napkins, and restaurant uniforms and side towels can be laundered, starched and ironed.  These restaurants rely on linen companies for this service as they rent all of the above.  When business dries up in restaurants – so does business disappear for linen companies.

[]         Wholesalers:  Those companies that collect, deliver, stock, and bill for essential ingredients in restaurants depend, almost exclusively, on restaurants for their business.  Unless they can change their business model and supply ingredients directly to consumers – then wholesalers are left with a greatly diminished amount of business volume.

[]         Clothing Stores and Uniform Companies:  Those local clothing stores take a direct and indirect hit from a faltering restaurant industry.  Directly – those clothing stores that have relied on providing restaurant uniforms have found that their business model is void of customers.  Indirectly, as fewer people take the risk of dining out and shelter at home during the pandemic, they also cut back on clothing purchases that they can display when enjoying a night at their local restaurant or bar.

[]         Coffee Growers and Roasters:  The direct to consumer market for coffee roasters is certainly important, and at some level the take out business and home brew option is still strong, but still a large section of their wholesale business has dried up as restaurants fail at an alarming rate while others have seen business volume decrease by 50% or more.

[]         Landlords:  Building owners have been a target during the pandemic as restaurants have found it impossible to meet the requirements of a lease.  In the end, the landlord also has to pay bills and when a restaurant defaults – they find themselves in a very difficult situation.  “Should we cancel a lease for non-payment and evict the tenant, or should we try to compromise?”

[]         Bakeries:  Most small to medium sized restaurants cannot afford the space or talent needed to produce their own breads and other baked goods.  So, they rely on local or regional bakeries for those goods.  Many bakeries have built their business model on this type of wholesale as their mainstay.  When restaurants fail – they take your local bakeries with them.

[]         Culinary and Restaurant Management Colleges:  With a decrease in the number of restaurants and significantly lower volume of business – there is far less need for those young, eager graduates.  Schools are experiencing dramatic declines in enrollment and challenges in job placement.  Every day brings another college program closing.

The list could go on and each of these listed businesses has their own eco-system of impacted operations.  The point is that that failing local restaurant is only part of the dilemma.  If we allow restaurants to fail, then we allow the entire ecosystem to fail as well.  If restaurants are financially healthy then the system works well.  Right now the restaurant industry needs help from the Federal government.  Without extended PPP benefits, bank loan deferrals, help for landlords, and business recovery training for small restaurants – this system will crumble.  Restaurants cannot wait until 70 or 80% of the population receives a vaccine.  Restaurants cannot survive until the fall of 2021, restaurants cannot continue to wonder from week to week whether they will be able to accept indoor customers or not and they cannot wait for politicians to find a way to talk respectfully to one another.  They need help now!  If this is not provided then an important part of our culture, a major employer of people, and the heart of the food ecosystem will not survive.   Write to your representative, speak your mind through the media, stand in support of your local businesses and do your part.  We have lost too much over the past 9-months; don’t add your local restaurants to the list.

PLAN BETTER – TRAIN HARDER

Harvest America Ventures, LLC

Restaurant Consulting

www.harvestamericacues.com  BLOG

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MARC MENEAU – ONE OF THE WORLD’S GREAT CHEFS

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There are chefs who have mastered the craft of cooking, chefs who have built a public brand that defines a region or exemplifies a cuisine; there are others who give to their community and as a result uplift those who call that community “home”; and there are those who push cooking in new and exciting directions.  On rare occasions, there are chefs who do all of the above and more.  Chef Marc Meneau was such a chef – a powerful personality who elevated the dining experience – a chef who lived excellence every day in his restaurant L’Esperance in Vezelay, France.

A small, historic community on the crest of a hill in the Burgundy stands tall as a village where thousands of worshipers and interested historians visited each year to pass through the threshold of its Benedictine monastery – The Basilica of Sainte-Marie-Madeleine built in 1120 A.D. – a house of worship where it is claimed rest some of the bones of Mary Magdalene.  Walking up the cobblestone road that leads to the church and taking in the beauty of the French countryside is truly a spiritual experience.  At the same time, on the outskirts of this religious mecca, sits another destination that for decades attracted worshipers of a different kind.

Vezelay is a centuries old village of less than 500 year-round residents, but throughout the year, visitors from around the world would make the trek to experience the spirituality of the area and to win a table reservation at Marc Meneau’s magnificent restaurant.  Some would fly into France and make the final journey by car to break bread with friends and business clients at the Michelin 3-star L’Esperance, enjoy a memorable meal, and then fly home.  It was this good.

Walking towards the entrance to L’Esperance – you could feel the stress of life leave and the anticipation of something unique and noteworthy about to happen.  Chef Meneau’s wife, Francoise, might greet you at the door, as well as their dog that had free reign of much of the restaurant.  A beautiful, petite gift shop on your left was reminiscent of stepping into a Cartier store in Paris, but in this case the product was not jewelry, but rather expensive wine, caviar, glassware, and reminders of your time visiting Marc Meneau’s contribution to the culinary arts.

The dining room was perfectly appointed with fresh flowers, the finest tabletop details, and magnificent views of the L’Esperance gardens.  Many visitors would in fact be encouraged to walk through the gardens in between courses to take in its beauty and aid in digestion of the multiple courses to come.

As you walk through to your table you might pass young service staff hand wrapping house made caramels and chocolates, polishing silver, and nurturing the robust coffee beans that would eventually become a perfect espresso at the end of your meal.

As perfect as the dining room was – the environment was still light and comfortable.  The L’Esperance experience was not pretentious at all, yet for those who make their livelihood with food – there was a reverence to this place that was quite unique. 

If first impressions are truly lasting impressions then Meneau knew how to control them.  While guests take in the view and passionately read the menu – the L’Esperance signature Cromesqui would arrive.  Painstakingly prepared with foie gras passed through a fine mesh sieve until it was as smooth as silk, and added truffle and cognac – this mind blowing concoction was refrigerated, cut into precise cubes, coated in seasoned flour, and fried until crisp.  When served the process of enjoying this amuse bouche came with instructions from your server.  “Place it in your mouth, do not chew – allow it to melt in your mouth and attack your senses.”  This single bite could be felt in your sinuses, on your palate, and in the process of coating your throat as it disappeared.  This set the stage for what was to come.

Each course would be masterfully prepared and presented and flawless in execution.  You would find yourself wanting more of each dish, but anxiously awaiting what would come next at the same time.  This was dining as it could be; dining executed at the highest level.  If you ever wondered why a 3-star Michelin experience was so special – you now knew.

A tour of the kitchen was to a food lover, the ultimate polish to a perfect meal.  The kitchen, as you would expect, was pristine.  Stainless, silver, and copper was accentuated by the natural light that flowed from the kitchen windows.  Stations were set as per the same model that Escoffier had defined more than a century and a half before.  Entremetier, Saucier, Poissonier, Garde Manger, Grillade, and Patissier were directed by the calm yet forceful voice of the Sous Chef/Expeditor as he called out orders in French.  Everything was made fresh and from scratch – in fact, at the end of a service, the coolers at L’Esperance would likely be near empty –waiting for the early morning orders to arrive tomorrow.

Chefs and commis were in crisp whites and blue aprons.  They were serious about their work and cognizant that the smallest detail was as important as the most complex.  The experience that was the guest’s – began with this level of passion and commitment.

Meneau’s presence was always felt, even though he might be walking through the dining room visiting guests.  He did not need to cook a dish to impact it’s flavor and presentation.  This kitchen was the perfect example of a consummate team of professionals.

Meneau was never trained as a cook, yet his passion for food, for outstanding experiences, and for the significance of excellence allowed this self-taught study of the craft to rise to the culinary world’s highest perch.

For ten years, I had the distinct pleasure of sending student interns for a semester experience in France.  An experience that included a stage in operations like L’Esperance.  While not every student had the opportunity to work with Meneau, they did find themselves in Michelin restaurants from Paris to Sancerre.  Every student knew of Meneau and what he represented, and he would often visit our home base in Entrains sur Nohain to chat with them about food, history, and the beauty of France.

Meneau was a world ambassador for French cooking and was treated as a celebrity wherever he would visit.  He was commissioned to work with the producers of the movie “Vatel” featuring Gerard Depardieu as the chef who made the grand food presentations during the age of Louis the XIV.  The food that you see in the movie was directed by Meneau.  Sofia Coppola, in the movie: “Marie Antoinette, was surrounded by beautiful food created by Meneau and his team.

As a restaurateur – Meneau understood the challenges of being successful.  Of earning a profit – he once told me:  “Restaurant profit is found in the onion peel, not the onion, and in the lobster shell, not the lobster itself.”  At one point Meneau suffered through the loss of a Michelin star, but- re-energized, he worked to gain it back and did so.  Earning those stars is challenging, but keeping them is relentless.

On December 9, 2020 – Marc Meneau passed away at the age of 77 and the culinary world will miss him.  His impact will not be lost as this chef has raised the bar and sits with a small cadre of exceptional culinarians as a benchmark that will continue to define the possibilities of great dining.

Rest in Peace – chef.

PLAN BETTER –TRAIN HARDER

Listen to and learn from the great chefs

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COOKS AND THE SCHOOL OF HARD KNOCKS

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Sweat was creeping down Alex’s back.  The line was just 15 minutes into the 7 o’clock push and the board was full.  The pressure was on, but Alex was on his game – he was wearing an ear-to-ear smile because he knew he was in the zone.  The line team was in total sync:  Alex looked at his sous chef expediting on the other side of the pass – his eyes said: bring it on chef.

This has been a long haul for the eager, confident line cook who started out three years ago as a dishwasher.  It was that part-time job in his senior year of high school, diving for pearls on weekends and an occasional weeknight that gave Alex a level of confidence that was lacking in his life.  He would graduate from school, but not because he was a stellar student, but simply because he promised his parents that he would.  School actually came easy for him, but it just wasn’t his thing.  Working, sore muscles sweat, aching feet – this is what gave him a sense of purpose.

The light bulb went off the summer after graduation when he finished his third consecutive week of 50 plus hours on dishes – the chef called Alex into his office and sat him down.  “Alex, I really like your work ethic, the fact that I can always count on you to be here and work your hardest is incredibly valuable to me and the team.  I just don’t think that you are working to the level of your ability.  You’ve washed enough dishes – it’s time to learn how to cook.”  From that moment on Alex knew that his career choice had been made.

This is how so many cooks are made.  Even those who have the opportunity to take the time to attend culinary school, if they are truly committed, started out just like Alex.  It has been said many times that career cooks don’t choose their profession – it chooses them.

Alex spent a year as a prep cook – this is where he learned how to identify ingredients and judge their quality, proper food safety and sanitation, how to set-up a work station, sharpen and care for knives, the dimensions on vegetable cuts, how to make a perfect stock, all of the cooking methods, fabricate a chicken, cut steaks, bone out a ham, fillet round and flat fish, open clams and oysters, turn potatoes, build flavors, and create an array of sauces from the bold stocks that he made.  Most importantly he discovered how to organize his work, be consistent, meet the standards of the operation, and build some speed.  After a year of this important routine – he was ready for the line.

Things were a bit rough at first.  Alex had become accustomed to working independently – playing his skills against the clock and the constantly expanding prep list, but now he had to depend on others.  The whole concept of team was something that would take adjustment time.  He started on the fry station where his focus was on a few bar appetizers, pommes frites, and an occasional deep fried entrée.   When other stations depleted their mise en place Alex would jump in to chop fines herbs, portion extra proteins, clarify butter, or simply line up plates or fold extra side towels.  This was a valuable experience since he had the chance to watch how every other station operated.  At first it seemed impossible: “How do they keep all of those orders timed properly, seasoned appropriately, and always looking perfect at the time of plating?”   After a few months he had a pretty good picture of how it all worked and his comfort level improved dramatically.  Now he was pulled into the grill station on a reasonably slow night when the normal station cook was ill and couldn’t make it in for his shift.  Alex understood degrees of doneness, but keeping a chargrill organized with multiple degrees of doneness, making sure that those hash marks from the grill were spot on, and taking carry over cooking into account was overwhelming.  He made it through that first night with only three re-fires, but it was rough.

The chef made sure that from that point on – Alex was scheduled one night per week on the grill.  Practice makes perfect and in no time he had built a high level of competence and confidence.  Alex saw that the chef was determined to build him into a roundsman – a cook who could work many stations with a high level of skill.  For the first time since washing that first dish while in high school, Alex saw the kitchen as a likely career – one that might even lead to the chef’s position at some point.

Another few months and the chef pulled Alex off of the hot line and scheduled him to shadow the Garde Manger.  “You need to learn the cold side of the kitchen as well.  Garde Manger is where we make our profit.  Salads, appetizers, and desserts are the “extras” that help to turn a restaurant into a successful one.  This is also where you will fine tune your skill at plate presentations.”

To Alex, this seemed like a demotion.  The hot line was where the action was, where teamwork was built, and where the sweat from hard work was most evident.  Garde Manger seemed too light for a cook on the rise.  He would work with Sally who had been at the restaurant for three years – the last two in Garde Manger.  Alex quickly saw that the shear number of components that Sally had to work with made the grill station look like child’s play.  Everything had its own process, most of which fell on Sally’s shoulders unlike the hot line that was serviced by the prep cook.  There were marinades, dressings, poached fruits, sauce reductions, delicate garnishes, artisan cheeses of all types, croustades, washed and spun greens, shucked oysters and clams, poached lobster, pates, and galantines, and the assembly of some pretty intricate desserts that were prepped by the pastry chef in the early morning hours.  It was a lot to organize and assemble – Sally did it so well, with so much finesse.  Alex’s learning curve would be steep.  He dove into the challenge and learned to admire Sally’s skill more and more every day.  He would later find out that she too started on the hot line, but now preferred her artistic station.

Through his on-going training rotation Alex felt himself grow into each position, earn respect from his peers, and slowly become a very good and extremely valuable member of the restaurant kitchen team.  After three solid months in Garde Manger the chef called Alex in to the office.  “Alex, I am very pleased to see how much you have grown and how confident your teammates are in your skill set.  I want to take a step back for the next month and schedule you back in the dish room.  You will start there on Monday.”  The chef left it at that without any explanation.  Alex was crushed and confused.  “This is where I was two years ago.  I thought I was doing a really good job in the kitchen – why is the chef doing this?”  A bit of anger crept into Alex’s psyche and as he walked home he even gave thought to quitting this job and looking to a different restaurant.  The next day, however, he returned to the kitchen thinking that he would show the chef that he was much more talented than wasting his abilities on diving for pearls.

What happened in that first week of dishwashing was both enlightening and humbling.  He began to see the position differently now – he looked at the importance of the dishwasher through the eyes of the cook.  It wasn’t sufficient just to wash sauté pans for the middle station – he wanted to make sure that they were stacked in line with the cooks mise en place, handles pointing a certain way, scrubbed till they glistened, and always perfectly dry before they hit the deep blue flame from the stove.  He made extra sure that plates were perfectly clean, dry, and free of chips and cracks.  He knew now how frustrating it was for a cook to pick up a plate and find out it wasn’t suitable for the assembly of a dish.  He took the time to show servers just how important it was to properly scrape and stack dirty plates to keep the system working well, and he was always on the look out for floor spills that could endanger a cook or server.  He quickly slipped into the role of an excellent dishwasher.

After two weeks, the chef called Alex into the office again.  “You may have wondered why I put you back in the dish area after two years of cooks training.  I think you see now that the objective was to give you a different perspective on how important that position is to the operation of the kitchen.  A great dishwasher can lead to success and a poor one can bring a kitchen down.  I guarantee you that from this point on you will never take the position for granted.   Tomorrow you will begin to learn sauté – our most complicated line position.”

It has been three months now since Alex started on sauté.  He is exceptional at the work, incredibly well organized, spot on as a teammate, and well rounded with his understanding of cooking.  When his look passed on to the expeditor said: “bring it on”, it was because Alex was a confident and competent cook who learned through the school of hard knocks.  He loved what he did and knew that the chef could depend on him to jump into any position where he was needed – even the dish room.  Alex could see into the future and knew that it wouldn’t be long before that first sous chef position came his way.

There is no better way to learn the ropes, become excellent at your craft, and set the stage for a long and fruitful career than learning by doing.  All of these steps are essential.  Look for the opportunities, accept the challenges, enter each phase with an open mind, and build your repertoire in a methodical fashion.  The world is your oyster.

PLAN BETTER – TRAIN HARDER

Harvest America Ventures, LLC

One Step at a Time

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CHASING THE DEVIL – SUBSTANCE ABUSE IN THE RESTAURANT BUSINESS

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Joe is a single guy, young and well educated, quiet yet personable enough, incredibly talented as a cook, reflective, and a closet alcoholic.  From the perspective of the chef who reigns in charge of the restaurant where Joe works – this young line cook is an ideal employee.  The chef knows that Joe will always be ready with his mise en place at service, always be focused on excellence in cooking, he will look the part of a professional and whenever the chef is short an employee he knows that Joe will respond to the emergency and double time it in on his day off.  The chef is either oblivious to or avoiding what everyone else in the kitchen knows – Joe drinks with reckless abandon.  After work – Joe can’t wait to trot to the closest bar where his alter-personality kicks in after the second drink.  When he settles in to this environment he quickly turns from that quiet, reflective, talented cook to the life of the party.  He has done this for so long that Joe is able to stumble home at 3 in the morning and appear sharp and focused at 1 p.m. when he arrives for another shift behind the line.

Today, something is different.  It’s 1:20 and Joe hasn’t shown up for work yet.  The rest of the crew is quiet and uncomfortable as the chef asks if anyone has heard from Joe – his most dependable cook.  The chef has called Joe’s cell a few times – but no one answers.  By 2:00 everyone is rather worried and the chef sends one of his other cooks to Joe’s apartment to check on him.  After pounding on his door for ten minutes – he finally opens the door.  He is in rough shape, his face is bruised and cut, his clothes are spattered with blood, and he is obviously still intoxicated from a late night of bar hopping.  “Man – what the hell is going on?  You’re supposed to be at work – the chef sent me to check on you.”  Joe is speechless – he simply waves off his peer and says: “I’m not coming in today.”  This cook has hit the wall – alcohol has taken control and there is no turning back at this point.  He hasn’t been on an extended bender for quite some time – but now one is rearing up its ugly head.  This isn’t the first job that he will likely lose, and it won’t be the last.

If you are working in the restaurant business then this story will ring true.  Maybe you are one of the lucky ones who can occasionally over-subscribe to alcohol or other substances and not worry about the disease sinking its clutches into your every being.  Even if this is the case – you have worked or are working with others who can’t turn it on or off.  Statistics that measure substance abuse by industry rank food service as #3 in heavy alcohol use and #1 in abuse of illicit drugs.  Joe is not an anomaly.  Nearly 13% of all heavy alcohol users in the U.S. work in the food service industry!  Why is this so and what can be done about it?

There are a number of tragedies associated with Joe’s situation – a number of ancillary victims whose only shortcoming is a quiet association with Joe and his problem.  The chef will ultimately lose a great employee, his co-workers will suffer the impact of Joe’s meltdown, customers might even begin to notice a change in the quality of work, Joe’s family will suffer the uncertainty of his health and wellbeing, friends and relationships will deteriorate, and he will continue down this bottomless pit until he self-destructs even further.  All of those connections tried to ignore the growing problem and simply shook their heads and hoped for the best.

One recovering alcoholic stated: “I think I always knew there was going to be a problem – but I thought – not me.   One day a delivery driver arrived late – I was pissed!  I gave him a hard time for no reason – it was not his fault.  On his way out the door he said to me: ‘I wish I could give you a beer’.  It was confirmed – I wasn’t hiding it well.”

Alcoholism and Drug Abuse are part of a disease category that relies on dependence.  Like any other disease it needs to be recognized, accepted, and treated.  This dependence will not go away on it’s own.  The person or persons impacted by this disease will require a regimented treatment unlike any other debilitating disease.  People impacted by substance abuse will need tough love, support, physical treatment, mental and emotional support, and a lifetime of discipline to overcome the need to lean on alcohol or drugs.  As is said: “once an alcoholic or drug user, always an alcoholic or drug user.”  Note that no one is ever cured of this disease – they are always referred to as “recovering” – never cured.  Yet, like Joe – so many keep their problem under wraps as long as they can – never seeking help, never admitting that they are plagued by the evil hands of a monster that always tries to draw them in.

You might think:  “a drink now and then is fine, it’s enjoyable, a nice release, a way to enjoy the social nature of friendship and family.”  You might reflect on your own situation where a bottle of wine with a great meal is the complete package and never something that draws you in at the expense of family, friendships, mental health, or a career.  That’s great – I belong to this fortunate club, but at the same time I have witnessed lives crushed, relationships shattered, careers end, and even lives lost among those who are not as fortunate to have the off and on switch.  What Joe is experiencing is what tens of thousands of food service workers face every day – it is a very, very serious problem.  There was a point in my career when I felt that I should become an honorary member of Alcoholics Anonymous simply because so many of my friends and co-workers built their life schedules around AA meetings.  Let me reiterate – it is a very, very serious problem.

A good friend and fellow chef stated:  “Most alcoholics and addicts feel all alone in a crowded football stadium – most of us think we don’t belong.  A lot of people think, in the beginning, it will help them be more social, to get along better, but what you’re really doing is placing yourself where you can no longer learn – you stop growing.”

During these unprecedented times when the restaurant industry is challenged like never before, when the routine of the cook, chef, server, or manager is very uncertain, and when that typical adrenaline rush of working in a busy kitchen has, in some cases, come to a halt; there may be more individuals than ever before who are on the edge.  It is so easy for alcohol or drugs to creep in and take control.  We all need to pay attention to the signs, be aware, and be there to support those who are finding it difficult to cope.

It takes a village to save a friend or co-worker from the ravages of substance dependence; we can all play a role in the recovery process.  First, most who are in the know will tell you that it serves no purpose to ignore or discount an alcoholic’s or drug addict’s actions.  This is the tough love part – they need to be called out.  Second, we can all help by talking about how their actions impact not just themselves, but also all those individuals around them.  It is important that the individual come to grips with the problem.  Third, we need to support them by helping the alcoholic or drug dependent individual connect with the right help.  Bring the individual to the helping hands of another recovering cook, chef, friend, family member, or known AA sponsor.  Know where and when local AA meetings are being held.  Post it in your kitchen for all to see.  Finally, be the voice of encouragement – the process out of despair is long and difficult, but never turn away from their desire to become whole again.  The person may lose a job along the way; find a family member or friend who turns his or her back, or a co-worker who fails to understand the disease.  From this point on – staying sober or clean is the most important action in their lives.

Words of advice from my friend: “Ask for help!  You are not alone.  There is so much help out there – talk with somebody before it’s too late.”

I was turned on to the following TEDTalk.  It is heart-wrenching and uplifting at the same time.  Everyone, whether directly impacted by substance abuse or not – should watch and listen.  This is a valuable 10-minute investment of your time.

SOBER REALITY FOR THE FOOD AND BEVERAGE INDUSTRY:

PLAN BETTER – TRAIN HARDER
Know that you are not alone

Harvest America Ventures, LLC

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THE SINGLE MOST IMPORTANT INGREDIENT IN THE MAKING OF A GREAT CHEF

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Is it possible to narrow down the secret of greatness to one ingredient?  What could it be?  Is it really that simple, or in this case is simplicity really complex?   I have had the honor to work with, know, or at least meet many extraordinary chefs and cooks and my assessment is that – yes, there is one common ingredient that makes all the difference in how adept, interesting, creative, and ultimately successful a chef or cook might become.  The ingredient is CURIOSITY.

Great cooks and chefs never simply accept – they are perpetually inquisitive.   Those classical kitchens where cooks simply follow directives because that is what the chef demanded were never destined to nurture great chefs.  Cooks need to state the most important questions if they are to grow – “why, where from, what is the rationale, what is the history, how is it made, what are the differences, and when should you choose one example over another?”

It is curiosity, the quest for answers upon answers that builds passion, understanding, creativity, and competence.   When a cook simply accepts without asking why, how, what, or when, then his or her passion for the craft will be limited, his or her perspective on the job of cooking with be tainted, and the resulting cooking will be a shadow of what it might become.  To nurture young cooks, to teach and train, and to build competence and confidence among those who work in a kitchen, it is essential that we (chefs and culinary teachers) establish a platform where curiosity reigns. 

Think about the possibilities and the opportunities that curiosity might unveil. 

  • SALT as a mineral and a seasoning is just salt – why question it?  Yet to really know salt is to understand where it comes from and how it is extracted.  Once you understand that the environment where salt is drawn from, just like the terroir for wine grapes, will have a significant impact on this magical mineral.  Visiting a salt mine, a sea salt plant, or if you have the chance a French Fleur de Sel farm or Japanese soy sauce artisan producer will reveal the complexities of this simple ingredient that to many cooks is just a commodity that sits on their storeroom shelves.
  • CARROTS, POTATOES, TURNIPS, and PARSNIPS are root vegetables that are easily available to all cooks and are offered at very inexpensive commodity prices.  Root vegetables are just root vegetables unless you understand them, visit a farm where they are grown, spend a few days in the farmers shoes, harvest the root vegetables by pulling them from the soil that has kept them in a protective blanket for months, and brushed them off and taken a bite.  Curious chefs want to know what that carrot really tastes like, how the farmer plays a role in its shape, texture and flavor, and how soil and climate impact the flavor.  I guarantee that if this curiosity is met – the cook will never view a root vegetable in the same manner again.
  • THAT STRIP LOIN COMES FROM MY VENDOR, period.  This is easy to accept.  Call your local meat vendor, place an order, receive it, store it, prep it and prepare it just as the chef told you.  Simple directions for the cook working the grill station in your kitchen.  But cooking that is void of understanding is so shallow, void of respect, and starved of meaning.  To become an extraordinary grill cook and eventually a chef who plans menus using those products received from a meat vendor – a serious kitchen employee must ask those critical questions:  WHERE does the product come from?  WHAT part of the animal?  WHY do certain cuts adapt well to high temperature, rapid cooking like grilling, while others insist on low heat and slow timing?  HOW is the animal cared for?  WHAT is it fed?  HOW is the animal processed, fabricated, aged, graded, and packaged?  WHAT is the difference between dry and wet aging and does Cryovac impact the flavor of the muscle?  Think about the care, respect, intensity of attention to detail, and pride that a cook will have once he or she is able to have answers to these questions, maybe visit a cattle ranch, a feed lot, and processing plant before turning a steak on a hot grill to receive those perfect grill marks.
  • ORDER FRESH SEAFOOD FROM OUR USUAL FISHMONGER is a task that chefs engage in constantly.  It might come from a local supplier or be flown in from different parts of the world, but what is important is the transaction and receipt – right?  The styro boxes packed with ice arrives and inside are beautiful Queen Snapper from Florida, Mahi Mahi from Hawaii, Atlantic salmon from Norway, Lobsters from Maine, or Dover Sole from the coast of England.  The chef unpacks, fabricates, stores, and prepares this seafood as is intended and the customer enjoys the fruits of the chefs labor.  How shallow is this process that is void of any real understanding or curiosity?  Why did the chef choose that Queen Snapper from Florida, Salmon from Norway, or Lobster from Maine?  Is it simply because of a product specification designed to meet a standard?  Imagine how the chef would approach the transaction if he or she had spent an arduous day on a Maine Lobster boat – pulling in cages?  Imagine how the chef might approach the fabrication of a beautiful Norwegian Salmon if he or she had visited with those engaged in fish farming off the cost of Bergen, Norway?  Imagine if that same chef had tried to overcome seasickness on a 25-ton fishing trawler positioned miles off the coast of Florida as they pulled in nets filled with the fruits of the sea?  Would satisfaction of this curiosity change the way that chefs order, store, fabricate, cook and serve the fish that came through the hands of dedicated fishermen rather than those who simply move the product from point A to point B?
  • PURCHASING THOSE FLOUR OR CORN TORTILLAS is the most cost effective way of acquiring the ingredients for that “authentic”, Central American restaurant.  After all, who has time to make fresh tortilla?  This will always be the case in the absence of curiosity.   Until a cook or chef has tried that first hand pressed and grilled tortilla, folded it to encompass a world of different ingredients, maybe pay a visit to Mexico, Guatemala, Nicaragua, or Costa Rica or at least spent a day with indigenous people who would never, ever use a store bought shell – he or she will fail to feel the history and the passion behind this beautiful ingredient and process.  “I wonder if there is any difference between store bought and hand made tortilla, and I wonder how the item came about in Central American culture.”  Inquiring minds want to know, and inquiring chefs will always learn to excel at what they do.
  • THE WINE LIST IS THE RESPONSIBILITY OF THE DINING ROOM MANAGER OR SOMMELIER – says a typical chef in a busy restaurant.  Have enough variety and there will be something to please most guest palates, besides, the chef really doesn’t have time to engage in wine selection as well.  Great restaurants and great chefs understand the connection and importance of food and wine pairing.  A great chef without a solid knowledge of wine varieties, terroir, the art of the wine maker’s signature, variances in vintage, and how a particular wine enhances the experience of food presented on the menu will surely be at a loss.  Chefs who delve into the winemaker’s closet of understanding will be far better at their job and will reveal a passion that rivals that of the food ingredients that bring a menu to life.  It is the curiosity about this beverage that is alive and ever-changing that adds a spark of interest to a chef’s repertoire.

Whether it is a desire to learn more about the ethnic influences that create a cuisine, the indigenous ingredients that are at the base of a certain cuisine, the time-proven steps in cooking methods, or the historical environment that led to the development of a dish or a regional cooking style – it is that most essential ingredient: curiosity – that separates a good cook from a passionate great one.  We must all remain curious if food is to be viewed as a life-long calling.

PLAN BETTER – TRAIN HARDER

Harvest America Ventures, LLC

www.harvestamericacues.com  BLOG

REMEMBERING THE PROFESSIONAL LEGENDS IN YOUR LIFE

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We are a blend of our experiences and the people whom we let in to our lives.  Everyone and everything influences the personal and professional product that we become.  It is important to note that to whatever degree we allow it to happen – influencers are all around us – shaping and molding the cook, chef, and person that others will see.

If you were to write your story that answers the question: “ how did I become the cook or chef that I am today” – how would you answer?  At Thanksgiving time it is beneficial to stop and take note, to remember those influencers and give personal thanks for their contributions to you.  So, for better or worse – here are my remembrances.  I would encourage you to do the same.

  • Thanks to my grandmother for showing me that cooking is an act of caring, something of yourself that sends a clear message to others that you want to honor them.  She also told me that when you make chicken and dumplings to make sure that you use a young chicken from the farm and to never serve day old pie.
  • Thanks to my great aunt who always baked her own bread.  She showed me that it’s all about the crust and baking is a process of becoming one with the dough.
  • To Millie, my first boss at a local diner – she was the breakfast cook and, at the age of 15, I was the dishwasher.  She would bring me over to her station when it was busy to flip pancakes, butter toast, and keep the home fries coming.  This was my first introduction to “cooking” – I was hooked.
  • To my parents, who during my early teenage years, both worked – leaving me at home after school to finish dinner and get it ready for the family meal.  Being a latch key kid helped to formulate my interest in the kitchen.
  • To Meta Bofinger, owner of the Blue Gentian Restaurant in Saranac Lake, who told me that the flavor of the food you prepare is influenced by the love that you have for the craft and the appreciation you have for the guest.
  • To that Hotel GM who interviewed me for a supervisor position right out of college.  He took the time to point out all that I didn’t know, said no to my application and told me to spend more time in the kitchen and gradually work my way into management.  I took his advice.
  • To the chef at the Buffalo Statler Hilton Hotel who accepted my application into the kitchen apprenticeship program.  I learned about team and spent time in every department during my two years at the property.
  • To Frank Shores who brought me on board at his restaurant in Orchard Park and showed me that to be successful in the restaurant business you have to count all the oranges and watch every penny.
  • To Ed Weibrecht who hired me at his newly acquired Mirror Lake Inn even though he didn’t have an opening.  He just had a good feeling about me and took a chance.  He showed me that your gut feelings are important.  We have maintained a strong professional relationship for 44 years.  He taught me that dining in a restaurant is best when it is part of a total experience that encompasses all of the human senses.
  • To Dr. Woods at Paul Smith’s College who hired me as a totaling inexperienced teacher without even asking for a resume.  I spent 26 years there, finished a bachelors and masters degree, started the culinary programs, and helped to build them into prominence.  I never knew that this would be part of my professional destiny.
  • To Fran Peroni who was my first cooking skills teacher and later peer educator who helped me build the first culinary curriculum for Paul Smith’s College.
  • To Master Chef Anton Flory for encouraging me to compete as a chef and brought me into the fold of the New England Culinary Olympic Team.  More than anything else in my career – this changed and solidified my path.  We competed and brought home the gold from the Culinary Olympics in Germany.
  • To my teammates on the Culinary Team:  Roland Czekelius, Anton Flory, Neil Connolly, Danny Varano, Michael Beriau, Joe Faria, Charles Carroll, Walter Zuromski, George Higgins, and Lars Johansson – who taught me about the power of team, the importance of honesty in critique, the dynamic of friendship, and the significance of confidence.  Of course, my culinary skills improved immensely during the process.
  • To Dick Marecki from Rochester Institute of Technology who convinced me to pursue a masters degree and dedicate my teaching life to relaying the importance of service economics.
  • To Jim Jacobs who was a consummate teacher who frustrated the hell out of me, but showed me that growth comes from asking “why”.
  • To Mary Petersen who helped me to grow my network of exceptional educators – people who always make me realize that I still have so much to learn.
  • To Kenneth Weissberg who provided countless opportunities for me to visit and learn from European chefs, bakers, wine makers, cheese enthusiasts, and historians.  He made the connection between French cooking and American cuisines a personal mission.
  • To so many cooks and chefs – many of them former students, who always helped me to question my own abilities, taught me more than they realize, and made me so proud to say that I am a chef and a teacher.  To name a few:  Curtiss Hemm, Kevin O’Donnell, Tim Hardiman, Tim McQuinn, Jamie Keating, Jamie Prouten, David Frocione, John McBride, Vicky Breyette, Jarrad Lang, Jody Winfield, Kris Angle, Jennifer Beach, Rebekah Alford, Jennette Siegel, Michael Garnish, Mark Fitzgerald, Robin Schempp, Steve Schimoler and hundreds of others.
  • To those who are masters of hospitality and know that service is as, if not more, important than the food that we love to prepare.  Thanks to Tracey Caponera, Kristin Parker, Katie Welch, Christine McCoy, Anne Alsina, Noelle Weissberg, Brian Perry, and Wally Ganzi to name a few.
  • To David Meyers for including me in his incredible placement service allowing me to work with clubs looking for that right chef to bring their brand into prominence.
  • To Curtiss Hemm who encouraged me to start writing a blog.  Harvest America Cues is well on the way to hitting 2 million views in the near future.
  • To Jack Edwards, Alfonse Mellot, Daniel Chotard, Terry Robards, and all of my fellow wine lovers who helped to build my appreciation for the beverage made from the fruit of the vine, and the passion of the wine maker.
  • To all of my consulting clients over the past eight years who helped me to grow in understanding and build on my portfolio of knowledge with each project that comes my way.
  • And, of course, to my wife of 45 years, my incredible children, and pretty spectacular grandkids who humor me, put up with my flaws, and keep me centered while giving me enough space to do what I love.

I know I have left some people out – not intentional.  I appreciate you and realize more and more every day that you are a part of who I am today.

Who’s on your list during this Thanksgiving week?

PLAN BETTER – TRAIN HARDER

Harvest America Ventures, LLC

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IT’S STILL A TIME OF THANKSGIVING

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For most people this will be a different Thanksgiving, a day without the traditional celebrations of large family gatherings, a day with far too much leftover turkey as we attempt to keep some semblance of normality through the bounty of the table.  Even though those we care about the most may remain spread out across the country and social distancing is measured in hundreds of miles instead of six feet – there is still plenty to be grateful for.  We can be grateful for whatever health we are able to enjoy, for the memories of those whom we have lost over the years, and the prospect of a happier and hopeful 2021. 

We can be grateful for faith and science that has carried us through this most difficult time and that will allow us to rise up anew – refreshed and positive as the virus is slowly brought under control.  We can be hopeful that what seems to have separated us will now help us to heal and come together.  When we look in a mirror there will always be more that unites us than tears us apart.  We can be thankful that Mother Nature carries on with her work – the snow will be here soon, the crisp air will wake us in the morning, holiday lights will brighten our day, and the season of giving will have even more meaning this year.  We can be thankful that this crisis serves as a wake-up call – an alert that allows us to remember what is truly important: family, health, friends, traditions, and that our longing to bring all of those blessings together will be rewarded soon enough.

We can be immensely thankful for those tireless individuals who risked their own wellbeing so that we could continue on with our lives during this pandemic: doctors, nurses, grocers, cashiers, first responders, medical technicians, postal carriers, farmers, fisherman, cooks and chefs, servers, FedEx and UPS drivers, teachers, and those in the trades who still managed repairs when their safety was tested.   How would we have managed through this without them?  We can certainly be grateful for ZOOM – this is a gift that allowed us to work from home, stay connected with our families, and even talk with our health care providers when a person-to-person visit was not possible.

For restaurants, chefs, cooks, and servers – this is a particularly difficult holiday season.  Thanksgiving and Christmas Week, New Years Eve, Presidents Week, and Valentines Day are some of the busiest restaurant days of the year – especially during a season that has little to offer small restaurant businesses otherwise.  This year will not be the same.  We won’t see the elaborate holiday buffets, full dining rooms of families looking for a break from cooking at home, restaurants enjoying the seasonal increase in marriage proposals and planning for weddings, and of course those Santa visits to eager youngsters dressed up for the Christmas Eve buffet.   There will be less need for kitchens filled with cooks working overtime, and servers hoping to receive those extra generous gratuities that will make their family holiday season a little brighter.  Maybe it’s a good thing – maybe the industry needs to re-evaluate the importance of allowing their staff to be home with their own families during this time of the year and maybe those traditions of family kitchens filled with relatives trying to lend a hand at dinner will return as we collectively relish the way it once was.

Like other businesses, especially those small businesses that make up the backbone of our economy, this has been a catastrophic year.  Some closed their doors and will not reopen; others have struggled to hang on with hope of a better tomorrow.  Those who remain will be different when this is all over.  They may look different, offer a new product or service, and will certainly be aware that how they deliver those products or services to the public will be different.  They will need your support as never before.  Those who could not weather the storm should know that other opportunities will arise and they will need our encouragement and engagement as well.  We will be different in another year – different, but in many ways better, stronger, and more in tune with what needs to be done.

We may not enjoy those large gatherings at home or in restaurants this year, but we still know that the heart and soul of this season is all about appreciating what we have and looking forward to what will come next.  This can happen in your dining room, in your local restaurant, or breaking bread via a ZOOM call that brings everyone together to smile, laugh, and enjoy the moment, even if virtually.

Next year will require that we remain vigilant and patient.  It will require that we muster up the positive energy and courage to do what is right for our families, our neighbors, and ourselves.  This is a time to give thanks for those connections and to remain strong while science does its work and the world collectively takes another step towards winning this battle.

After we have persevered – whether it is the Spring, Summer, Fall or beyond – it may be time to ask:  “what have we learned and how will we act moving forward?” One thing for sure, we have all assessed and reassessed our priorities over the past few months – let us not forget what we learned in the process.

Happy Thanksgiving everyone; be safe, be well, love your family, cherish your friends, break bread and raise a glass, and let’s move through this as a stronger, more unified, compassionate country of 330 million people.  

PLAN BETTER – TRAIN HARDER

Harvest America Ventures, LLC

Restaurant Consultant

www.harvestamericacues.com  BLOG

CAFÉ Talks Podcast

https://cafetalks.libsyn.com/

CHEFS – FAILURE IS NOT INEVITABLE

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It seems that every time I check my email or flip through postings in social media – there is another restaurant, food business, or culinary school preparing to close their doors.  It is heartbreaking to read of life visions dashed and even long-standing, viable businesses choosing to throw in the towel.  I am writing this to tell you that, in most cases, this does not have to be the storyline.

There is no shortage of organizations established to support their segment of a far-reaching industry.  We have organizations for bakers, pastry chefs, savory chefs, executive chefs, corporate chefs, club chefs, restaurateurs, cooks dedicated to sustainability, whole food chefs, college food service directors, culinary educators, hoteliers, club managers, dietitians and nutritionists, vegetable farmers, dairy farmers, cheese makers, servers, bartenders, mixologists, grape growers, wine makers, and sommeliers.  Each has a focus on issues and opportunities for their particular group, but rarely do they talk effectively with one another.

I tend to try and separate cause and effect – knowing that nothing will truly change unless we identify cause and focus on that.  Restaurants, culinary schools, producers, and those in the beverage business are suffering because of the pandemic, but there were (and still are) plenty of other crisis situations facing these segments long before Covid-19.  Restaurant profits are too low, finding competent staff is far too difficult, prices of ingredients keep rising, rents are out of sight, culinary school enrollment continues to decline, competition is too expansive, cost of an education doesn’t match rates of pay, industry pay scales and benefit offerings are too low, and marketing is way too confusing in the era of technology and social media.  How many of these challenges might be addressed if all of these silo groups actually viewed themselves as part of the same business and worked together?

Here are some things that I know to be true:

[]         Restaurants Will Rise Up Again

When WWI and WWII ended – restaurants and bars were some of the first businesses to recover.  When the Great Depression came to an end – restaurants and bars positioned themselves to thrive.  As we rebuilt American pride after 9/11 – restaurants stood in position to greet a reinvigorated American spirit.  Following the economic devastation of 2008 – restaurants hunkered down for months and then came back refreshed and charged up.  And when we are able to bring the pandemic under control – the same recovery for restaurants will be the case.  Restaurants and bars will be different; their product, service, and method of operation will likely change – but they will rise up again.

[]         Culinary Schools Will Be In Demand Again

Those schools that self-evaluate and communicate effectively with the industry they serve will always be needed.  The question is – are they willing to change?  The purpose of colleges is to teach, prepare, train and connect students with the rest of their lives.  The purpose is not to generate degrees.  When they start to look at the relevance of products that they offer and diversify from the standard degree; and once they connect better with the industry that hires their graduates, they will stand tall and thrive.  Schools cannot continue to exist in their own bubble – creating content that fails to align with the industry they serve.  They cannot continue to create programs that place graduates in debt for 20-years following graduation and, they cannot remain effective unless they deliver an education model that takes advantage of industry partnerships.

[]         Bars Will Once Again Become a Preferred Meeting Place

People love to gather, to connect with friends and make new ones.  Restaurants and bars have always served that purpose and they will again once people are comfortable with being out in public.  In fact, I would dare to guess that bars, in particular, would find themselves busier than ever before.

[]         Smaller Farms Will Become Essential Once Again

One thing that has become very apparent during this pandemic is that our supply chain is far more fragile than we thought.  Compound this with the impact of climate change on centralized production and we have a real concern that reaches far beyond the altruistic and environmental reasons for connecting with local farms.  Although a very difficult business – the opportunities for smaller regional and local farms will only grow.  But, farmers and chefs must work together to create this model.  Neither can exist in a vacuum.  The farmer needs to grow what the chef is looking for and the chef must create more fluid menus that take advantage of growing cycles and the quality derived from peak crop maturity.

[]         Great Bread Will Be Even More Important to Restaurants in the Future

One thing that we have learned over the past two decades is that great bread is essential to a great restaurant experience.  We have also discovered that artisan style bread is preferred over the tasteless, poorly structured products that were prevalent in the American diet for decades.  For those who are willing to learn and invest the intense amount of effort – artisan bread will be in much higher demand – thus a business opportunity.

[]         Private Entrepreneurship Will Prevail in the American Restaurant Industry

Those who have been most impacted by the pandemic are the small, privately owned restaurants in America.  Tens of thousands will close their doors, yet the American dream of entrepreneurship will rise up from the ashes and restaurants that have always been, and will once again become – a first choice for those who want to leap into ownership.  If banks can become more “user friendly” for restaurants and landlords more reasonable with rent, then your neighborhood restaurant will return – maybe with new owners, certainly with new concepts, and a fresh way of serving the needs of a community.

[]         More and More People Will Seek to Eat Healthy as They Understand the Impact on Health and Wellbeing

It is inevitable that our obsession with healthcare will lead a larger percentage of the population to work on preventative issues such as obesity, diabetes, cancer, and heart issues – all are linked to the type of food, the method of cooking, and the amount that we eat.  Restaurants will need to respond, and they will.

[]         Profitability and Challenges with the Labor Market Will Eventually Find Common Ground

Restaurants are and always have been highly labor intensive while remaining very stingy with profit.  The answer has always been to skimp on rates of pay and benefits creating an ever-challenging swinging door of employees moving from operation to operation for a few pennies more in pay.  The likely answer is to change the way we look at production and service leading to more efficient operations requiring fewer employees that can be paid a fair wage with reasonable benefits.  Something has to give.

Now, if we can unify our efforts around these realities, if we can connect all of those silo driven organizations to work together for common solutions, then the business of food will thrive and become far more resilient before the next crisis strikes.

PLAN BETTER – TRAIN HARDER

Harvest America Ventures, LLC

Restaurant and Culinary School Consulting

www.harvestamericacues.com

CAFÉ Talks Podcast

https://cafetalks.libsyn.com/

WHAT CUSTOMERS DON’T KNOW ABOUT RESTAURANT WORK

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More difficult than you may have thought, more chaotic than you might expect, more poetic than you realize, and more fulfilling than you would understand: this, to me, describes the environment of the professional kitchen that few customers are able to view or experience.  It is this dichotomy of experiences that draws people into a career behind the range and keeps them there for decades. This is a behind the scenes look at the place and the people that bring a plate of food to the guest’s table. 

TEN THINGS YOU DIDN”T KNOW ABOUT A RESTAURANT

  • An organizational structure that attempts to keep things under control

There is a long history of how kitchens and restaurants are structured.  Although executed at different levels – this structure is something that all those whom work in restaurants can depend and lean on. It is our comfort zone – a place and an organizational structure that makes sense and attempts to keep a lid on a long list of independent work before and during service. 

In the kitchen – work responsibilities are divided into oversight and action positions – the number depending on the scope of the restaurant menu and the size of the operation, but basically there are chefs, cooks, and support staff.  Each have specific duties and all have some shared responsibility.  The chef will likely be the most experienced culinarian with responsibility for the financial operation of the kitchen, menu planning, ordering and inventory control, training, and quality control.  He or she may not spend as much time cooking as a typical guest might think.  The cook is the action person – this is the individual who actually brings ingredients together, responds to customer requests, and prepares your plate of food.  The support staff members include those dishwashers, and cleaners who keep the ship afloat during the chaos of prep and assembly. 

The front of the house is typically separated into those who interface with guests directly and walk them through the ordering process to those who set the stage and support the work of the primary server.  This includes back waiters, bus personnel, and bartenders.  The strict alignment to table stations, training, development of a wine list that complements the food menu, and the smooth oversight of intense chaos so that it seems to be controlled rests on the shoulders of the dining room or restaurant manager.

Regardless of the restaurant type – this is a standard structure that anyone working in the business can expect and adapt to.

  • Independence in a manufacturing model that defies logic

To walk through a kitchen prior to service you will see a number of cooks and support staff going about their respective work with seemingly little connection to a master plan.  Each will have their own list of prep that relates to either a station or event and with rare exception they are allowed autonomy in how they approach the work.  Underneath the façade of independence lies a system that keeps all of this personal activity integrated into a bigger picture.  This may never become apparent until these same cooks are setting up their stations for finish work once the dining room doors open to the public.

  • A cluster of artists accepting control

Every seasoned cook struggles with controlling a desire to flex his or her artistic muscle and modify a dish to suit his or her style.  At the same time, each cook is fully aware that consistency and adherence to the standards of excellence that defines the restaurant must win in the long run.  A smart chef will provide opportunities for creative expression through nightly features and a cook’s input on the next wave of menus.  Any long-term attempt to keep artistic expression under wraps will result in constant replacement of cooks after frustrated ones leave for an operation with more freedom.

  • Chaos that leads to symphonic orchestration

There are two different kitchens, two different restaurants that might be observed by an interested guest.  The kitchen before service is alive with independent, sometimes stressful work scattered throughout the space.  Each cook is struggling against the clock to get his or her prep in order before setting a station for service.  Once service begins there will not be any time to take care of prep that was not completed in advance.  To view this, one would certainly use the word: chaos.

Once each line station is set for service, the mise en place is well appointed, the side towels are folded, pans stacked in the ready, menu reviewed, and ingredients are in place; once the orders start to tick off the printer and the expeditor raises his or her baton to signify the start of the nightly score – the chaos turns into a beautiful piece of music.  Cooks pivot and turn, pans ring as they hit the stove top, tongs click in rhythm, plates clang in unison as they are set in the pass for pick up, and cooks chime in with yes chef when directives are given by the expeditor.  You can put music to this dance that is very poetic and fluid.

  •      Improvisation that is kept in check

Although cooks will have a chance to express themselves through nightly features and an occasional pitch of an item for the next menu – when the restaurant doors are open on any given night – their job is to make sure that each dish is prepared consistently, looks and tastes the same, and follows the established design that the chef has put his or her stamp on.  There can be no deviation from the established norm.  Cooks know that “buy-in” to this game plan is essential if they hope to keep customers coming back time and again.

  • The chef who rarely cooks your food

This may be a shock to many guests, but the chef in your favorite restaurant is probably not the person who cooks your meal.  As previously mentioned each person has specific responsibilities and the chef’s are at a different level than those who finish the food you order.  It is, however, the chef who is responsible to train those cooks how to prepare the dishes that the restaurant puts its signature on.

  • A culture of family that defies logic

All of the typical highs and lows of being part of a family exist in a kitchen.  Team members know each other’s strengths and weaknesses and compensate accordingly.  They may be highly critical of each other, but don’t ever assume that someone outside of the “family” has the right to do the same.  When in trouble – the team will help a member of their group – without question.  There is a brotherhood or sisterhood that is just as real as if there was a biological connection between them. 

  • Service staff that have other careers

The majority of those restaurant servers that a guest connects with have other jobs – sometimes jobs that are their chosen careers – they just don’t pay enough, or they don’t provide the challenges and stressful excitement that comes from being a pleasant server, psychologist, counselor, and menu expert for those who fill dining room tables. 

  • A gathering place for castoffs and square pegs

The dynamic of the restaurant employee (especially in the kitchen) is flush with those who don’t fit in, are not inspired by typical 40 hour work weeks, find comfort in chaos, never flinch at cuts and burns, and do what they do out of a love for the art they produce and challenges that uncertainty brings every day.  Restaurant employees are part of a culture that doesn’t fit anywhere else.

  • Adrenaline junkies who are gluttons for punishment

When you step back and watch all of this, when you discover that cooks in particular live on the edge of disaster on any given day, when you see how they kick into gear when the job becomes impossible, and when you see them return the next day for a repeat of the same punishment, then you will begin to understand that the heat, the stress, the uncertainty, and the shear craziness of kitchen life is driven by the adrenaline rush.  Unless you have been there and felt it, you can’t understand.

PLAN BETTER – TRAIN HARDER

Harvest America Ventures, LLC

Restaurant Consulting

www.harvestamericacues.com  BLOG

CAFÉ Talks Podcast

https://cafetalks.libsyn.com/

**Check in to CAFÉ Talks Podcast this Wednesday – November 18 for an interview with Chef Jeremiah Tower.

A COOK’S SENSUAL OVERLOAD – TOUCH, TEXTURE, CHEW

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We are tactile beings – the feel and texture of things that we encounter is very personal and very important to our life experience.  Such is the case with the food that we consume.  As is stated by the Institute for the Psychology of Eating – some believe that chew or experiencing the texture of food is an innate need to show a level of aggression – a necessary release for our piece of mind – while others simply point to the process of chewing as an essential part of the digestion process.  In all cases, the concept of flavor depends on the texture of food, to be complete.

To this end, certain foods are defined by their texture or chew.  What would a September apple be without that crisp snap when we bite into it, what would a great bagel be without the hard work of chewing, a pudding without the creamy texture of softened butter, or a steak without the rich chew that releases the deep umami sensation that is a result?

“So important is the level of crunch that many years ago, potato-chip manufacturers developed a sophisticated apparatus to measure the perceived level of crunch that consumers hear in their heads. The most pleasurable decibel levels were deciphered, and potato chips were subsequently manufactured to these standard orgasmic crunch levels.”-The Institute for the Psychology of Eating

Flavor is a complex and complete experience – it is far beyond the stimulation of taste receptors.  To taste without chew is shallow and incomplete.  Chew is something that has lasting meaning and, like smell, there is memory attached to it.  Just as we remember and look forward to the texture of that fall apple, so too do we vividly remember what that experience is and use it as a benchmark of quality when it comes to judging all other apples.

Texture and chew is also a metaphor in life that points to how these “touch” events determine the depth to which we become one with life’s experiences.  We are told to “chew on it” when presented with an opportunity or problem.  Accountants “crunch” the numbers signifying a commitment to ensuring that the results are accurate and when we over-extend or take on too much responsibility we are said to “bite off more than we can chew”.  It is this physical process or association that helps to define the type of experience that is a result.

As cooks and chefs build their flavor memory they must understand and categorize the process of connecting with texture, touch, and chew.  Think about these products and experiences and how important touch, texture, and chew are to the dynamics of flavor.

  • That first oyster or clam:

It is an act of faith in the strong recommendation from a chef or the result of a dare from others that allows us that first experience with a raw oyster or clam.  Certainly, it is rare that anyone would choose to let a live shellfish slide down your throat for any other reason – yet, if we allow that incredible texture and ocean brininess to take hold – the flavor experience is like no other.  In this case – chew is very subtle; we allow the throat to simply accept the texture of the sea.

  • The French fry expectation:

Food companies spend countless hours trying to perfect the French fry experience.  For the product to meet and exceed expectations it must retain its deep fried crunch on the exterior while yielding a soft and moist experience within.  It is a delicate balance between the type of potato, the method of processing, the state of chill or freeze, how it is blanched, the type of oil used in deep frying, the temperature of the oil, and knowing how the cook will treat the whole process before the finished product is placed in the pass.  With the French fry – texture is king.

  • Ripe melon:

Melon is one of those fruits that thrive on the extreme.  An unripe melon just doesn’t feel right in the mouth, is tasteless, and is likely quickly discarded by any who have experienced the benchmark of ripeness.  When ripeness is at its peak – the texture is soft, yet still in complete control, the flavor is pronounced, the level of moisture is intoxicating, and the overall food memory created is exceptional.  Once you experience a perfectly ripe melon – nothing else will do.

  • Vine ripened tomato:

To meet the demands for tomatoes on the market – twelve months a year, and to be able to ship those same tomatoes without damage – they are far too often produced in a greenhouse, sometimes hydroponically, picked long before vine maturity, sometimes waxed and sent your way.  The result is a firm and tasteless product that barely resembles what a perfect tomato should be.  When a tomato is exposed to the sun, grown in rich soil, picked when it is mature and consumed while still warm from that July sun – it is something to write books about and sing its praise with song.  When the texture of the skin serves to simply keep those warn tomato seeds from bursting forth, when the bite yields the powerful flavor and soft texture of that warm interior running down your chin – then you have a flavor memory that will linger until next season.

  • The magic avocado:

Maybe more so than any other fruit – the avocado is a tough client for the chefs cutting board.  Before it is ripe – the texture is uninviting and unwilling to add any value to the kitchen program at your restaurant.  Left too long in its skin and the peak creaminess of a perfect fruit turns to a stringy and sometimes blackened interior that shouts to the cook that he or she has waited too long.  When the avocado is perfect it is as creamy as softened butter, rich in flavor and brilliant in color.  This is the fruit that serves as a centerpiece for salads, appetizers, and your favorite guacamole.

  • Crispy skin of a roast chicken:

There are few preparations that point to the skill of a seasoned cook than a perfectly roasted chicken.  When the cook pays as much attention to the skin as he or she does the breast meat or rich darkness of the thigh and leg, then the chicken experience is so prominent as to become a favorite meal.  Basting, seasoning, covering and uncovering through the roasting process will yield that crisp, buttery, salty crunch that is the first thing that a knowledgeable consumer reaches for.

  • A Georgia peach at peak maturity:

Stone fruits like plums, nectarines, cherries, apricots, and peaches can be just as fickle as the avocado.  Typically picked before maturity so that shipping does not damage the fruit – these hand held products of nature can be too hard, too unforgiving, and too tasteless for positive food memories.  When picked at or near maturity – the peach is an ambassador for Mother Nature.  Soft with a small amount of bite, bursting with flavor of sweet and a little bit of tartness, dripping with nectar, and hard to put down – the ripe peach is right at the top of the food memory data bank.

  • Artisan bread:

Very few foods are as satisfying as perfectly baked artisan sourdough bread.  When done right – the combination of a crisp exterior and a chewy interior that releases more and more flavor the longer you chew is something that you can experience virtually once imbedded in your food memory.

  • The stages of salt water taffy:

Maybe not the most prominent flavor that chefs think about, but in remembrance of your youth – walking on the beach and stopping at that salt water taffy stand is something that can define an important time in your life.  Taffy has it all from a texture and chew standpoint.  The warmth of the sun makes the taffy a bit sticky to handle, but once in your mouth you will always remember the changes from a challenging chew at first to different stages of softness until it finally melts and disappears.    Incredible – imagine if chefs could re-create these stages with their dessert selections in a restaurant.

  • Al dente pasta:

Al dente – or firm to the bite defines how most pasta is designed to be eaten.  When cooked al dente – pasta is digested more slowly and thus satisfies your hunger for a longer period of time.  The firmer texture creates a more enjoyable “chew” and retains far more flavor than over-cooked pasta that bleeds out its flavor to the salted cooking water.

  • A comfortable dining room chair:

Aside from the food itself – the environment where we dine has much to do with the flavor experience.  An uncomfortable chair detracts from the process of eating and attention is placed on finding a way to relax so that dining becomes a positive respite.

  • The feel of the right flatware:

The feel and type of flatware can enhance the flavor experience if it matches the food ingredients, their preparation and their cost.  A plastic fork and knife may be perfectly acceptable for that Nathan’s hot dog and fries, but the Black Angus rib eye steak deserves a rose wood handled Henkel steak knife and heavy, long tine sterling silver fork.  The touch of the tools is part of the dish memory.

  • The delicate elegance of the right wine glass:

Wine is such a unique beverage that is impacted throughout its life by numerous environmental factors.  The struggle that the vine goes through to extract nutrients from the terrior will determine much of the grapes integrity and flavor; the process of touch as it applies to how the grapes are crushed (gravity fed or more aggressively pressed) will determine if the grapes are bruised and possibly change the deepness of flavor; the packaging for shipment of bottles will either protect or endanger the stability of the continued bottle fermentation; and the quality of the wine glass does, in fact, impact the experience of taste and aroma.  If you have never been through a Riedl glass seminar then make sure you put it on your list of “must do” experiences

Touch, texture, and chew are essential components of the dining experience and critical elements that define your food memory benchmarks.

PLAN BETTER – TRAIN HARDER
Harvest America Ventures, LLC

www.harvestamericacues.com  BLOG

CAFÉ Talks Podcast

A COOK’S SENSUAL OVERLOAD – SMELL

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Now that I have your attention – allow me to walk you through a cook’s journey of experiences that activate the senses.  One of the most amazing aspects of the human mind is its capacity to store and remember every single experience from birth to last breath.  These experiences whether they are tactile, social, psychological, or spiritual are stored in the subconscious mind – a person’s “built-in” hard drive.  Sometimes those experiences are buried deeply in that hard drive and take real effort to bring to the surface while others simply require a small prod to jump into the conscious realm and activate all of the senses.  It truly is amazing.

What cooks and chefs talk about quite often is “food memory”.  Oftentimes the difference between a good cook and an exceptional one is the breadth of a person’s food memory.  Sometimes we refer to them as flavor benchmarks – significant additions to a food memory data bank that become the standard-bearers of how we approach and compare food experiences moving forward.  Cooks and chefs are bombarded with these benchmarks – each and every day.

WHAT IS THAT SMELL?

*Bacon – is there any deeper, more intoxicating, more all consuming smell than that of thick strips of bacon frying in a pan or rendering in an oven.  Every kitchen is filled with this gratifying aroma that greets cooks and chefs as an old friend wrapping his or her arm around their shoulder and telling them that life is good?

*Onions – what makes us salivate, wake up and direct our attention to our palate is the rich smell of caramelization.  Onions are the mistresses of the kitchen – that irresistible link to the passion of eating.  Every cook snaps to attention when those onions hit the surface of a hot pan and squeak and hiss as they turn from white to transparent, to lightly brown.

*Garlic – Ahhhh – garlic.  What is that smell that reminds us of home cooked meals, of the beginnings of a rich Bolognese, the foundations of shrimp scampi, or the start of a sear before the long and slow process of braising those veal shanks or short ribs?   Garlic, to cooks, is the magic ingredient that only gets better as it is used with reckless abandon.

*Grilled meat – a cherry red grill fed by the flames from briquettes laps around that ribeye, New York strip, or Black Angus filet.  The marbled fat that webs through the eye of those steaks begins to melt and drip – fueling the flames even more and sealing in the flavor and moisture of the steak with grill marks and an exterior crust that shows the power of the Maillard Reaction.  This smell is like no other – it reminds us of a good life, of summer bar-b-que with family and friends, and the best partner that a robust red wine could have.  This aroma welcomes cooks to their station and reminds them of why they do what they do.

*Sauté’ mushrooms – When we use the term umami we often think of the savory aspects of roast pork or a 109 rib pushing it’s internal temp close to 120 F.  But the smell of fresh mushrooms like porcini, shiitake, crimini, morels and chanterelles is as close to umami nirvana as one might ever expect to achieve.  This is the environment that cooks live in.

*Bread from the oven – the work, the time, the physical handling of a living product, the elegant simplicity of four ingredients, the marvel of a sour dough starter uniting the gluten strands and lifting a dough to a remarkable stature pales in comparison to the smell of the finished product being pealed from the oven.  Let the loaf dance in your hands as you flip it over, pull it close to your nose and drawn that completely unique smell into your being.

*Cinnamon Danish – if you have worked in a kitchen where breakfast is served – then you are familiar with the sinful smell associated with cinnamon rolls or Danish pastries fresh from the oven.  You know that you shouldn’t, but it is nearly impossible to get anything else done until you break apart the rings and allow that first bite to melt in your mouth.  You must take a moment with a familiar cup of coffee to relax and just let the magic happen.

*Simmering Stock – I always made sure that every kitchen that I orchestrated had a stock working every day.  Sure, the stock was important as the foundation to soups and sauces, but maybe even more importantly it sets the tone for a kitchen dedicated to foundations, to building flavors in layers, and to respecting the traditions of a professional kitchen.  Stocks are a statement and their deep aroma welcomes every cook to his or her station, allowing them to know that they are part of something special.

*Fresh brewed coffee – We all have a relationship with coffee.  To many, it is the first thing that we seek in the morning, the finish to a great meal, and the last acknowledgement to signal the end of the day.  Each sip allows us to engage our olfactory senses as well as our taste receptors.  In professional kitchens – coffee is a baseline aroma that is always there, always luring us over for another jolt of caffeine.

*Cured meats – The inspiration for this article was a video clip that I watched a dozen or so times – a walking tour through a curing room filled with thousands of Prosciutto hams hanging and working their way through the long process of fermentation that yields one of the culinary worlds most heavenly aromas and flavors.  Picture what it must be like to walk through that cure room, take a deep breath, and let your senses turn to high alert.  This is a cook’s moment.

*Cheese affinage – As enticing as the prosciutto cure room might be, the musty, fruity, deeply fragrant smell of a cheese cave takes it a step further.  It is the affinage that takes the pressed curds from milk and transitions them into signature cheese from runny soft, and stinky Epoisse, to firm, mature Manchego, or the aged and intelligent aromas of Parmigiana Reggiano.   Cheese, bread, cured meat, and great wine combine to tempt the nose to understand the mystical nature of the food that we eat.

*Shaved truffles on scrambled eggs or pasta – Not an every day experience, even for the most experienced chef, but if there were an aroma that’s impossible to describe except to say “truffle” this would be it.  Nothing else smells remotely close to a truffle, nothing will make you stand tall and give all of your attention to food, and no smell is more addictive than a fresh truffle that is shaved over loosely scrambled eggs or fresh pasta.  If there were a smell to describe heaven – this would be it. 

As cooks we are privileged to work with, be enticed by, and enjoy the pleasures of aromatic foods.  This is the environment we work in and this is quite possibly one of the greatest benefits of choosing a life behind the range.

Up next:  TOUCH, TEXTURE, and CHEW.

PLAN BETTER – TRAIN HARDER

Harvest America Ventures, LLC

www.harvestamericacues.com  BLOG

CAFÉ Talks Podcast

https://cafetalks.libsyn.com/

THE APOCALYPSE FOR RESTAURANTS IS NEAR

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It is the end of October 2020 and we are all focused on the National Election in just a few days.  We certainly should be zeroing on this event that will likely change the course of history and determine what America looks like and how it is perceived for generations to come.  While we wrestle with important issues of voter suppression, confidence in the system (how amazing it is that this is a concern in the United States of America), and whether or not one party or another will accept the results – there are two monumental disasters looming:  Covid-19 is rearing up its ugly head for a second and third wave that all indications point to as worse than the first (even if some may try to down play the threat) and as a result – the restaurant industry is facing the end of the road.  As Jeremiah Tower stated in a recent interview I conducted with him:  “This is not a challenge – it is the apocalypse.”

This is not an exaggeration, this is not a case of fear mongering, this is not political – it is a fact.  As winter looms heavy on every restaurateurs shoulders and those outdoor patios are closed due to weather – restaurant owners and chefs are breathing heavy as they know what lies ahead.  The pandemic is real, the virus is real, and people are scared.  Dining indoors is scary enough for both customers and providers, but opening inside dining with 50% occupancy is simply not workable financially.  Add to that the realization that at any moment, Covid-19 may force local governments hand and another mandated lockdown could be right around the corner.  Leisure travel is non-existent, and business travel is very limited.  Conferences and conventions are gone, weddings are not taking place in hotel and restaurant venues, meetings are virtual, graduations are accomplished on ZOOM , and those Friday night meetings of friends in a local bar or trendy restaurant have basically evaporated.  Each one of these changes is another nail in the coffin of the restaurant business.

Try as they may – restaurants cannot sell enough take out, press regular customers to purchase enough gift certificates, deliver enough re-heat meals, or convert enough dining rooms into marketplaces to cover their expenses and make up for that loss of full dining rooms.  Restaurants are facing really, really difficult times.  These are problems that they can’t ideate their way out of.  Even the best restaurant minds are at a loss – what can be done to stop the bleeding and ride out the storm that is likely to last another year?  Holy crap!  Most restaurants have a tough time surviving through one tough month – let alone nearly two-years.

Breathe deep, sit down, have a glass of wine or beer and think about a world, a country, a neighborhood without those familiar restaurants, those places where we gather with family and friends to celebrate, honor, laugh, toast, and communicate over great food.  We might try to convince ourselves that restaurants are a luxury and we can get by without them – but the reality is that restaurants are a very, very important part of our lives – we all need them.  We may have survived over the past eight months without those restaurants, but think about the hole in our lives as a result let alone the loss of jobs and the demise of small businesses. This is a serious and highly transitional time that will have a long-term impact on society. 

We certainly can’t ignore the dangers of Covid-19, it is our responsibility to do what is necessary to move through this, stay safe, and keep our neighbors healthy.  Restaurateurs and chefs, for the most part, do not deny this – but, the question is: “are we ready to pay the price?”  Are we ready to face a life without those places that are the core of a community?  Is there an answer, is there a way to protect each other and support the restaurant industry at the same time?

YES THERE IS!

First, and foremost – we need immediate assistance from the Congress and the Executive Branch of government.  It might even be too late, but we (I mean each and every one of us) must insist that Congress pass a relief bill that focuses on the individual, restaurants, and state governments that host all of those public services that we depend on.  A new wave of PPP support to help restaurants and other small businesses pay their employees (employees that are in rough shape through no fault of their own), intervention with landlords for reasonable deferral and payback programs for rent that can’t be met during the pandemic, and an infusion of funds to the SBA so that they can buoy up restaurants that need short term loans and consultation to help problem solve their crisis issues.

Second, we need to stop this politically polarized nonsense that denies the seriousness of Covid-19, ignores the directives of science, and coddles people who fight common sense over wearing masks as if they were middle school brats, and promotes dumb conspiracy theories that the virus is non-existent or far less serious than it is.  This is just absurd and we will never get back to anything close to normal unless we stop this foolish behavior.

Finally, we all need to do our part to support local businesses in ways that we can, while still practicing safe behavior.  We need a 12-month strategy that will support the 24/7 efforts of local businesses to survive.  The alternative is to accept a life after Covid without those restaurants that have been around for generations, those places where we gather to celebrate special occasions, take a break from the stress of work, or simply get together to clink glasses, share our day, and laugh with reckless abandon.  Remember those days, remember how important those opportunities were to our wellbeing? 

Call your representative, vote for those who know what needs to be done and stand on a soapbox to fight for yourself and those local businesses that make a community all that it can be.

PLAN BETTER – TRAIN HARDER

Harvest America Ventures, LLC

Restaurant Consulting

SAVE LOCAL RESTAURANTS – WE NEED THEM!

Be smart – wear a mask, socially distance from one another, wash your hands, and know that together, with effort, we can make a difference.

www.harvestamericacues.com BLOG

COOKS AND CHEFS – WE ALL CRAVE DISCIPLINE

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Let’s not confuse freedom with a desire to do whatever we want without a system of order or respect for the discipline of structure.  We can both be free and still respect the need for that discipline that comes from organization.  A well-run kitchen is not a free-form environment where every cook does his or her own thing or moves to the beat of his or her own drum.  Just like other well-run organizations – the kitchen functions best in a system where everyone has well defined jobs, follows the structure of systems or order, and exhibits the discipline of structural respect. 

Whether it is the military, your favorite baseball or football team, FedEx, UPS, the airlines, or your favorite musical group – structure and a level of discipline are essential if the end result is going to be accomplishment of business objectives. 

My experience, and I will note that it may not be everyone’s experience, is that kitchens tend to attract a broad array of staff members who come from environments where discipline is not always the norm.  The refreshing nature of discipline is what attracts many of those great employees to the environment of the kitchen.  There is comfort in the ability to achieve concrete objectives – a well-prepared plate of food and a satisfied customer.  There is comfort in wearing a clean, crisp, white uniform that represents history, tradition, and pride.  There is comfort in following the directives on a prep list, a recipe, or a banquet order.  There is comfort in knowing and executing foundational methods of cooking that can consistently yield good results.  There is comfort in knowing that there is a chain of command in the kitchen and that following this order creates a sense of team when and where it is needed.

I have recently read articles that claim that the discipline and order of chefs as far back as Escoffier or as contemporary as Ferran Adria or Thomas Keller are no longer appropriate or needed.  That this structure that chefs have defended for generations will somehow stifle an individuals opportunities in a kitchen and thwart their ability to grow.  Oh contraire, my experience is just the opposite.  It is exactly this structure, and this discipline that helps to develop talented, polished individuals and build a skill set that leads to long-term success. 

Do not misconstrue this support for discipline as an endorsement of hostile work environments where some chefs have been known to demean and excessively criticize cooks – there is no place for this approach.  Discipline is not synonymous with this awful, abhorrent approach that is, for some reason, portrayed as normal on TV kitchen shows.  This may have been normal in the distant past, but it cannot be tolerated today.  But, a level of discipline and structure is critical, especially in complex, ever changing and time sensitive environments like a busy kitchen.

I have observed kitchens that are highly disciplined while employee centric at the same time.  It is these kitchens that hum with enthusiasm, pride, and professionalism and produce extraordinary results.  I have seen cooks when they button up those crisp, clean uniforms, tie on an apron, and draw their knives across a wet stone to hone an edge; when they wipe down their station, line up their tools, and pull down an organized prep sheet, and I have watched that spring in their step, that look of focused professionalism that can only occur in a kitchen that respects the order and discipline of the work.

It makes no difference if it is a 4-diamond restaurant offering fine dining, a quality pizza shop, a bakery, or a hospital foodservice – discipline, pride, and results are closely aligned.  I have seen cooks from all different walks of life – some from culinary schools, some who worked their way up from dishwasher, some born into an American neighborhood, and some who came to our country for a better life, both male and female, young and at the beginning of their work life and others who are nearing the end of their careers – come together with pride in the work they do, joy in their accomplishments in front of the range, and charged up about the kitchen where they work.  This is what discipline and organization bring to a work environment. 

Peek into the kitchens of restaurants that you patronize and you can immediately see the difference.  In fact, it is likely that the food presented to you as a customer will reveal the level of discipline, professionalism, and organization that exists in that kitchen. 

A chef who understands that his or her role is to define that structure, create an environment where critique is tied to training, and results are aligned with the structure and organization that –yes, Escoffier, Pointe, Poilane, Keller, Trotter, and others established or reinforced, is a chef who will not only find personal success, but will set the stage for employees to enjoy a long and fruitful career.

There are many aspects of the restaurant business that need to change: pay scales, benefits, reasonable work schedules, tolerance of chefs and operators who demean and belittle employees, and addressing the factors in restaurants that limit profitability- but, in all cases it will be organization and structural discipline that will make those changes possible.

PLAN BETTER – TRAIN HARDER

Harvest America Ventures, LLC

www.harvestamericacues.com  BLOG

CAFÉ Talks Podcast

https://cafetalks.libsyn.com/