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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

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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

www.harvestamericacues.com  BLOG

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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

CAFÉ Talks Podcast

https://cafetalks.libsyn.com/

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

www.harvestamericacues.com  BLOG

CAFÉ Talks Podcast

https://cafetalks.libsyn.com/

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

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

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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

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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

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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

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

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