The pandemic clearly impacted sales at restaurants everywhere, but it appears the QSR segment has been the beneficiary of increased business, with take-out and delivery clearly becoming stronger. But while this spells good news for operators, it also presents a unique set of challenges, especially given mounting labour shortages.
Interestingly, according to GlobalData, a leading data and analytics company, the labour shortage is fuelling several companies in other parts of the world to shift to robotics to help fill the gap. As an example, Uber Eats has recently introduced food deliveries using robots as part of a wider response to Japan’s growing labour issue and shrinking population. The initiative, says GlobalData, underlines the paradigm shift taking place in the Japanese food-delivery space.
According to Neralla Rama Ravi Teja, consumer analyst at GlobalData, “Uber Eats’ decision to bring its delivery robots follows the government’s decision in February 2023 to ease its traffic laws to allow autonomous delivery robots. The move is also aimed at helping the older population who are becoming increasingly isolated as many of them reside in rural areas, without access to daily necessities.”
THE DIGITAL FUTURE
Teja explains that “The proliferation of delivery robots is an extension of the growing inclination among consumers towards food delivery. According to GlobalData’s 2023 Q4 consumer survey for Japan, 29 per cent of consumers describe their spending on food delivery as very high or quite high. Among consumers aged 18 to 24 years, this percentage climbed to 58 per cent. While the move to robotics is innovative, it comes with risks, including the potential for collisions with pedestrians, and opposition from gig workers, who have already been struggling with the country’s declining wages and growing inflation. While automation and digitalization are clearly on the upward trajectory, and many companies have made huge investments in digital ordering, self-service kiosks and various apps, there are also major growing pains associated with it. For example, this past spring, McDonald’s restaurants across Australia, China, Japan, and the U.K. suffered a huge technology system failure at its restaurants, highlighting the importance of making significant investments in digital services, especially as more fast-food consumers depend on these services.
GlobalData’s survey reveals more than a third of consumers globally (38 per cent) claim that when it comes to purchasing food and drink, how digitally advanced/ ‘smart’ the product/ service is always/ often influences their choice. As the report notes, significant disruptions and delays are not only frustrating but also have the potential to diminish consumer confidence and the likelihood of re-ordering.
As Hannah Cleland, consumer analyst at GlobalData, says: “The true cost of the disruption to sales during the McDonald’s IT outage is unclear, but it points to a need within the restaurant industry to get the basics right in terms of digital investment.” For many players, says Global Data, “it is a case of learning to walk before they can run towards a fully digital future.” FH
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Embracing Positive Changes in the Hospitality Industry
Dear Editor,
As someone deeply engaged in the ongoing discourse surrounding tipping within the hospitality industry, I felt compelled to address recent developments that have sparked considerable debate and were highlighted in your recent editor’s letter.
First and foremost, I want to shed light on the positive changes taking place within our industry, particularly regarding the elimination of the minimum server wage in most provinces. This shift has resulted in a substantial increase in wages for servers, with an average surge of over 30 per cent in the past three years alone. It's important to note that a server in a mid-range, full-service family restaurant in Canada now earns with their tips an average total of $62 per hour, a figure that speaks volumes about the progress we've made.
Moreover, it's encouraging to see that over 40 per cent of operators are now offering benefits to their employees. These strides forward have not come without challenges and sacrifices, especially in the wake of the pandemic debt that our operators are still navigating. Yet, they underscore the value that operators place on their hardworking staff, who are instrumental in driving the success of their businesses. Our industry continues to work hard at creating cultures and environments that attract and retain employees, and those that don’t are impacted by high turnover because thankfully the reality is our employees have a choice now more than ever.
As someone deeply committed to both perception and HR best practices, I view these developments as integral to Restaurants Canada’s strategic vision and my passion. By championing and fostering inclusive practices, and extending benefits, we can cultivate a more equitable and stable industry for all stakeholders involved.
In conclusion, I urge us to continue engaging in meaningful dialogue and action to further enhance the landscape of our industry. Together, with the dedication of the incredible operators making a difference, we can forge a path toward a future where fairness, inclusivity, and viable businesses are not just ideals but lived realities.
Kelly Higginson Chief Executive Officer (CEO) Restaurants Canada
MONTHLY
TAKING CARE OF BUSINESS
Smart Serve Ontario is taking a crucial step towards improving mental health in the hospitality industry with the launch of its new campaign called Smart Serve Cares. Delivered in partnership with Not 9 to 5, a non-profit that advocates for the mental health of hospitality workers, and GreenShield, Canada’s only national non-profit health-and-benefits company, the program will provide free mental-health services and education to individuals holding an active Smart Serve certificate.
Canada’s foodservice industry is facing a post-pandemic strain. With many businesses operating at a loss and burdened by debt, the well-being of hospitality workers, often facing high burnout rates, is at risk. The timely initiative aims to bring awareness to the significant mental health and substanceuse challenges faced by those working in
hospitality and offer meaningful support to hospitality professionals.
“The hospitality industry is at a critical juncture,” says Gyan Chandra, Board Chair, Smart Serve Ontario. “The industry has faced unrelenting pressure, triggering a concerning rise in mental health and substance-use challenges among hospitality workers. By partnering with innovative nonprofit organizations such as Not 9 to 5 and GreenShield, we’re strategically connecting leading experts in both the hospitality and health sectors to deliver critical resources and solutions to an industry in dire need of support. Together, we can create meaningful change and build a more resilient hospitality workforce.”
Research conducted by Not 9 to 5 reveals 87 per cent of frontline food-and-beverage staff report experiencing burnout, with depression and anxiety affecting 77 per cent and 84 per cent, respectively. Despite
these alarming figures, only 38 per cent seek professional help, often citing financial constraints as a major roadblock.
The Smart Serve Cares campaign aims to bridge this gap by offering Smart Serve certificate holders a comprehensive suite of mental-health resources, including three hours of free virtual mental-health counselling with a therapist provided by GreenShield Health; online access to GreenShield’s selfguided Digital CBT, a program that uses Cognitive Behavioural Therapy (CBT) and interactive learning modules to help people with anxiety and depression achieve their wellness goals; and unlimited access to online resources, articles and educational materials from health experts via GreenShield+.
“Psychologically safe workplaces support a productive workforce. Investing in hospitality mental-health programs benefits staff, employers and clients, and ultimately costs less than doing nothing. Participation in these programs fosters a healthier, more effective workplace and improves the industry’s overall well-being and growth,” says Hassel Aviles, executive director, Not 9 to 5. “With Smart Serve Cares, the industry now has access to resources at no cost to hospitality employers and employees alike.”
Smart Serve certificate holders will also gain access to Not 9 to 5’s transformative online hospitality workplace mental-health certification, CNECT.ed. This self-guided certification program equips participants with skills and education on psychological safety, harm-reduction practices and leadership, specifically designed to address the unique mental health and substance-use challenges faced within the hospitality industry. FH
New York Fries (NYF) has introduced a new drink cup that is 100-percent compostable and biodegradable. Partnering with SOFi Products, the premium French-fry brand is departing from traditional fountain drink cups that require a plastic lid. With this change, NYF is the first national brand in North America to offer an eco-friendly, yet durable, cold cup that will naturally decompose completely in soil, landfills or marine environments in under 180 days.
Made from 100-per-cent plastic-free and bioplastic-free paper, these new cups further advance NYF’s commitment to reduce and remove single-use plastic waste wherever possible. What sets the new NYF cup apart is SOFi’s innovative design, featuring four folds that combine to create a spill-proof, built-in lid, ensuring a hassle-free drinking experience that doesn’t even require a straw.
The success of the trials has resulted in a nationwide rollout of the 100-per-cent compostable cups across all NYF stores by the start of May 2024.
The new NYF SOFi drink cup springboards off past environmental initiatives from the brand and will result in the elimination of 3.6 million plastic lids from Canadian waste-bins each year.
SHAKING THINGS UP
TIMELESS FLAVOUR
A&W Canada has launched its A&W Stackers — a classic burger recipe that can be stacked as high as you want. The new A&W Stacker Burger is a take on a classic West Coast burger. It comes with lettuce, tomato, onion, pickles and a new secret sauce.
“I’ve crafted this new secret sauce specifically for the Stacker to capture the essence of biting into a classic burger. It’s a rich and savoury sauce, accentuated with garlic and spices. A bit of sweetness from relish highlights the overall umami and adds a burst of flavour to our delicious burgers. I think our guests will find that this recipe perfectly encapsulates that timeless flavour profile of a classic burger,” says Karan Suri, director of Menu Development at A&W.
Shake Shack has officially confirmed it will be opening a 5,500-sq.-ft restaurant this summer at the corner of Yonge and Dundas streets in Toronto.
“We’re thrilled to confirm the rumours and open our doors at Yonge and Dundas, marking the beginning of a delicious journey for Canadians,” says Billy Richmond, Business director at Shake Shack Canada. “We're excited to serve up our signature Shack classics along with some Canadian exclusives that we've developed with our local culinary partners to be enjoyed amongst Toronto's dynamic cityscape.”
With its commitment to quality ingredients, hospitality and community, the new location will serve ShackBurgers, crinkle-cut fries, and the rest of the Shake Shack classics to its Canadian fans, celebrating its past while embracing the future with the brand's first Canadian location.
Specially crafted to celebrate its entry into the Canadian market, Shake Shack will
release one-of-a-kind menu items, including the Maple Salted Pretzel Shake. This Toronto-exclusive shake combines Shake Shack's signature soft, premium vanilla frozen custard with the flavour of pure Canadian maple syrup. This decadent treat pays homage to Canada's iconic maple-syrup industry while adding a local twist to Shake Shack's classic menu.
HONOURABLE TITLE
Canada’s top bartenders and cocktail enthusiasts recently attended Diageo’s annual WORLD CLASS Canada Bartender of the Year competition in Halifax. After demonstrating their bartending expertise in seven unique challenges across a three-day competition, Keegan McGregor from The Highwayman in Halifax received home the honourable title of WORLD CLASS Canada Bartender 2024.
The competition challenges are crafted to showcase the five key characteristics it takes to be a WORLD CLASS bartender, including hosting, craft, flavour analysis, knowledge and WORLD CLASS advocacy.
Following this win, McGregor will represent Canada at the Diageo WORLD CLASS GLOBAL competition in Shanghai, China from Sept. 9 to 13, 2024.
STRATEGIC EXPANSION
Odd Burger opened three restaurants in a month. This represents the greatest number of locations opened in a one-month period in the company’s history and will bring the total number of operational locations up to 16.
I’m deeply honoured to take home the title of WORLD CLASS Canada Bartender of 2024,” says McGregor. “This competition and the other nine competitors from across Canada have pushed my creativity, hospitality style and bartending craft further than I would’ve expected and I’m excited to represent Canada on a global stage in Shanghai.”
The first location opened in Edmonton on May 11; the second opened in B.C. on May 18; and the third opened in Ottawa on June 1.
“We’re absolutely elated to finally see all of these locations opening after so much hard work from our franchisees, area reps and corporate team members,” says James McInnes, CEO and co-founder of Odd Burger.
“These sites are all incredibly strategic for us and will give Odd Burger access into key markets right across Canada. We believe they’ll service a key demographic for us and will open a lot of growth possibilities as new customers get to experience Odd Burger for the first time.”
Chick-fil-A has awarded more than $26 million (USD) in scholarships for restaurant team members in 2024 — the highest annual investment the company has made in the education of team members in more than 50 years.
In total, 14 team members were selected and received a scholarship of $25,000 (USD) each. The first scholarship awarded in Canada was presented to Ammanuel Diressa in Toronto. Additionally, more than 14,000 team members across Canada, 48 U.S. states and Puerto Rico were selected to receive scholarships of $1,000 or $2,500 (USD).
“Creating greater access to education is one of the best ways Chick-fil-A serves communities,” says Andrew T. Cathy, CEO of Chick-fil-A, Inc., who personally surprised 14 team members with their scholarship awards at restaurants across North America. “Our long-standing commitment to investing in the future dreams and aspirations of restaurant team members remains at the forefront of Chick-fil-A’s efforts to have a positive impact on the lives of others.”
COOKIE CRAZE
Tim Hortons stores raised nearly $18.8 million this year through the sales of Smile Cookies, supporting more than 600 charities and community groups across Canada and in the U.S.
Rhonda Pardy and Greg Crisanti, Tim Hortons restaurant owners in Dauphin, Man., sold the most Smile Cookies this year: more than 43,500 in seven days. With just over 8,000 residents, that's about five Smile Cookies each for everyone in town. The proceeds are being donated to the Smilezone Foundation.
AI-Driven Experiences
Technology can add convenience for customers
BY VINCE SGABELLONE
During the recent Restaurants Canada Show in Toronto, I led a presentation titled Delivering Winning Restaurant Experiences, during which I included three slides on how artificial intelligence (AI) might contribute to restaurant experiences. Clearly, the topic struck a chord with the audience, stimulating 20 minutes of follow-up discussions.
Many of the tools I’ll refer to in this column as restaurant tech have been available for decades. But the AI revolution is giving it all a re-fresh. Here are the three themes I shared from my research, reinforced among the array of tech exhibitors at the show.
BACK OF HOUSE
This is the easiest entry into restaurant tech. Order-processing systems will take inputs from every available ordering platform, such as servers, front counter, kiosks, and apps, and schedule them appropriately. This increases the speed and efficiency of order fulfilment and reduces the possibility of errors. When integrated with inventory management, these systems can help reduce waste and increase throughput by enabling real-time menu adjustments. This can maximize throughput of slow-moving and fast-moving stock or adjust for external factors such as weather and supply-chain issues. When it comes to delivering on restaurant experiences, good service is a matter of table stakes. Restaurant-management systems such as these can deliver functional attributes and free up staff to spend more time with guests.
SELF-SERVE
For this discussion, I consider self-serve as a physical device, and includes such devices as a kiosk in a restaurant lobby or a tabletop ordering device. These tools have been around for more than a decade and have become an integral part of many restaurant visits. Not only do they save on labour, but kiosk transactions also generate an average of 20-per-cent more revenue per order, according to Circana’s CREST data. Paired with the first-generation order-and-pay capabilities, these
devices can now offer truly experiential interactions with a guest in a personalized way. Using loyalty member data, geolocation cell data, license-plate numbers (in the case of drive-thru kiosks), and even facial recognition and voice activation, kiosks can offer a customized oneto-one experience. They can adapt their interactions based on time of day, weather conditions, local events, and restaurant menu availability. Tabletop systems can take the experience further by offering games, access to individualized content and camera feeds to the kitchen. In short, these systems can enhance a guest’s connection with a brand by creating a unique, customized experience that goes well beyond good food and good service.
ROBOTICS
This is all about using devices to complete repetitive tasks and freeing up human resources to complete more complex tasks. If the automation involves robotics, then the device can provide an element of experience by entertaining guests as they perform their mechanized duties. Imagine these robotic devices preparing coffee beverages, flipping burgers, delivering trays of food and escorting guests to their tables — all entertaining for the tech fan and share-worthy for the Instagram fan.
Technology engagement is typically characterized as a young person’s domain. However, an attendee at my presentation suggested instead of demographic cohorts, we should consider psychographic cohorts: the introverts versus the extroverts. Perhaps future restaurant visits will allow us to choose between human or non-human instead of the traditional bar or dining-room. I’ll take a seat on the human side of this restaurant, please, with a side order of self-serve payments to expedite that part of the experience. FH
RED Seeing
RED MEAT CONTINUES TO HOLD ITS OWN ON RESTAURANT MENUS
BY MORAG MCKENZIE
Canadians have consistently decreased their red-meat consumption in recent years. In fact, Farm Credit Canada (FCC), which supports farmers across Canada, reports that since the 1980s, total redmeat consumption (in home and foodservice combined) has declined 38.4 per cent from 38.8 kg to a projected total of 23.9 kg in 2024.
However, what they do not report is that red-meat consumption in restaurants and foodservice operations continues to be strong. So why is total red-meat consumption declining? While Statistics Canada reports almost 50 per cent of Canadians consume red meat or products containing red meat daily; others report that they are reducing or eliminating red meat entirely from their diet. Recent generational surveys reveal that 33 per cent of Baby Boomers and 29 per cent of millennials were working towards eating less meat or completely meat-free diets.
This reduction in meat consumption is primarily aimed at beef. Females aged 55 and over are most likely to avoid eating red meats, followed by females aged 18 to 34. The primary motives given for reducing or stopping beef consumption include financial, health, food safety and environmental impact. Canada’s aging population and increasing number of new Canadians have also contributed to this decline.
Meat consumption, and more specifically red-meat consumption is also declining due to soaring prices, which have increased by up to 30 per cent in recent years due to many factors, including the increased price of feed and fuel, inflation, labour and shipping costs.
“As incomes fall and prices rise… we expect in-home red-meat consumption to continue to decline as households cut back on more expensive meals,” the FCC report concludes.
In response, Canada Beef, an organization that represents beef farmers and ranchers across Canada, has created resources to help share information about beef with both foodservice professionals and consumers.
of CanadianS Consume red meat or products Containing red meat daily
“There have been significant changes since the 1980s around how beef is purchased, sold and merchandised,” says Shelby VanSickle, senior director, Channel Marketing, Canada Beef. “Guided by research, we have created the Canadian Beef Information Gateway, with a dedicated edition for the foodservices sector (fs.cdnbeef. ca). Here, operators can leverage videos, photographs and more, to learn how to purchase, merchandise, prepare and serve Canadian beef in a foodservice setting.”
HERE’S THE BEEF
In foodservice operations across Canada, red-meat revenue grew eight per cent in 2023, above overall restaurant growth of six per cent. Red-meat consumption in restaurants represents 20 to 25 per cent of the total percapita consumption in Canada. “Over the past five years, red meat in the foodservice sector has not seen the decline in consumption as it has in grocery and in-home,” explains Vince Sgabellone, foodservice industry analyst at Circana. “This growth has been led by hamburger consumption, which has grown five per cent annually.”
Hamburgers remain the second-most popular item sold in restaurants across Canada. “While the number of units sold has remained steady, portion size has moved down from 6oz to 5oz, perhaps a reflection of price pressure,” adds Sgabellone.
The Firkin Group of Pubs, located in Southwestern Ontario, has seen demand for red meat remain strong. “More than 20 per cent of our menu mix remains red-meat based, with the Firkin Burger ($20) remaining our top seller. Other top sellers are our Meatloaf ($21), Shepherd’s Pie ($19) and English Dip Sandwich ($21),” explains Dave Godfrey, executive chef, Firkin Group.
The growth in global cuisines has also contributed to the strength in red-meat revenues. “Mexican, Middle Eastern and other global cuisines have driven growth in red-meat consumption as they are an important component of many menu favourites,” adds Sgabellone.
Driven by the growing Muslim population in Canada, another trend to watch for is the growth of Halal meats. “Leading QSR operations are looking at serving only Halal red meats in their operations,” Sgabellone comments.
A PREMIUM EXPERIENCE
Bison is a red meat that continues to grow in popularity, both in-house and in foodservice operations across Canada.
“Over the past five years, bison has grown 40 to 50 per cent in popularity. It is now sold in many large retailers, including Costco and Sobeys, and can be found featured in restaurants across the Canada,” explains Kelly Long, CEO of Noble Premium Bison, which has been supplying grass-fed Canadian bison to the foodservice industry since 2016.
All Noble bison is grass fed, and raised without the use of hormones or antibiotics.
The meat is a darker red than beef due to its higher iron, B vitamins and Omega-3 content. Bison is also raised following re-generative ranching practices, which restores one of Canada’s most valuable nature resources — our grasslands.
“Re-generative agriculture builds soil health that improves agricultural land and ultimately sequesters carbon. Bison is naturally suited to re-generative grazing as it constantly move and skip over flowers and forbs, encouraging more diverse and healthy plant, insect and bee life,” explains Long.
Valued for how it is raised, nutrient-dense health benefits
ALBERTA
Gordon Food Service Canada – Calgary
Gordon Food Service Canada – Edmonton
Intercity Packers – Edmonton
BRITISH COLUMBIA
Intercity Packers – Richmond
Gordon Food Service Canada – British Columbia
MANITOBA
Gordon Food Service Canada – Winnipeg
To-Le-Do Foodservice
NEWFOUNDLAND AND LABRADOR
Atlantic Grocery Distributors
NOVA SCOTIA
Gordon Food Service Canada – Atlantic
ONTARIO
Gordon Food Service Canada – Ontario
Macgregors Meat & Seafood
QUEBEC
Gordon Food Service Canada – Montreal
Gordon Food Service Canada – Quebec
Les Viandes Intercite
and sweet, rich taste, bison is available in many premium cuts, including the tomahawk ribeye, tenderloin bison steaks as well as cuts such as the flat iron, tri-tip, flank steak and burger.
As bison and other nontraditional red-meat consumption continues to grow, chefs across Canada are taking a second look at adding it to their menus.
Red-meat consumption by Albertans is amongst the highest across Canada. “While there is a trend to plant-based, flexitarian and even non-red meat options in the home, people come to restaurants to enjoy really great red meat,” says Scott Hergott, executive chef for the Banff Properties Pursuit, a group of 26 restaurants and adventure operations in Alberta.
Hergott has seen bison significantly increase in popularity, including the bison tomahawk and petite tender, which are both top sellers in their restaurants. “At Farm & Fire in Banff, Alta., 60 to 65 per cent of our revenue is from red meat, including bison. All our restaurants feature bison, including the striploin ($68) at the Sky Bistro and Columbia Ice Fields bison sirloin ($49).”
Hergott concludes, “Many customers will try a new meat such as bison for the first time in a restaurant, as they know we will prepare it to their specifications. Customers will pay a premium for bison for its taste, nutrient-dense value, texture and sustainability.”
TRACEABILITY IS KEY
Today’s consumer is increasingly concerned with traceability and how the food they consume is farmed and raised. This has driven increased demand for red meat that is both hormone and antibiotic free — and raised in a free-range environment.
Hero Certified Burgers is a chain of more than 70 restaurants and virtual kitchens started by John Lettieri in 2003 that serves only 100-per-cent grain-fed Canadian Angus beef raised in a free-range environment and free from additional hormones, antibiotic and GMOs. “Hero Burger has partnered directly with Canadian ranchers that are committed to rearing their livestock to our highest standards. We support the additional cost in handling cattle to these highest specifications and traceability,” says Lettieri.
Hero Certified Burger has
experienced exponential growth since its inception. While it has diversified its menus to include plant-based, chicken and other menu options, 60 to 65 per cent of its overall revenue still comes from burgers and red-meat sales. However, continued price increases have put significant pressure profitability. “Due to increased volume, our overall business revenue has increased so we have generally been able to pass the exponential increase in beef prices to our customers and maintain franchise owner profitability,” explains Lettieri.
Lettieri adds, “Consumers understand the value of clean, traceable beef. However, we do see they are not adding the extras as beef becomes a meal that they splurge on.”
RISING PRICES
As beef prices continue to rise, it puts additional pressure on operators to ensure their menu and restaurant remains profitable and prices are affordable. Creatively using off-cuts, trim and less-expensive cuts is one way operators are adjusting. To help, Canada Beef has created a series of videos and recipes to address each opportunity.
“Trim products can be utilized as a primary beef ingredient or flavour enhancer in items such as beef chips,” says VanSickle. “Opportunity cuts such as top sirloin cap offer greater value, versatility and great taste. Innovative smaller portions such as Korean-style two-bite skewers are another way operators can balance providing customers a satisfying dining experience while maintaining profitable food costs.”
Some operators have shifted to making red meat a component of the dish, rather than its central focus. “I’m adding a Wagyu Beef Dumpling to the menu. Wagyu Beef will add satisfying flavour and cache to the menu item, but is only a portion of the item, making it more cost effective,” explains Godfrey. “I project demand for red meat in the foodservices sector to remain strong, profitable and thrive, so I will continue to explore underutilized and less expensive cuts, try new cooking techniques and utilize unique ingredients.”
Chinese-inspired Tiger Salad with Beef Square with Canada Beef (left); Farm & Fire Banff scotch egg and beef tartare (below)
PHOTO
RE-BALANCING ACT
Despite myriad challenges still facing operators, the Top 60 Report shows the Canadian restaurant industry is focused on growth
BY AMY BOSTOCK
While 2022 saw the foodservice industry surpass the $100-billion mark for the first time, according to Chris Elliott, Chief Economist and VP, Research at Restaurants Canada, there is still instability and uncertainty for Canadian restaurant operators.
“Soaring operating costs — wages, utilities, insurance and rent — have eroded profit margins and created instability and uncertainty for many restaurant owners
nationwide,” says Elliott in the Foodservice Facts 2023 released by Restaurants Canada. “The primary source of this volatility within the foodservice industry is that households, businesses, and labour markets, have been, and are still, adapting and adjusting to the aftermath of the pandemic. This has resulted in supply shortages for goods, soaring food costs and record job vacancies, and with Canadians working in home offices rather than onsite, restaurant and foodservice owners are left scrambling to adapt and keep up with the changes.”
In fact, according to the report, based on a survey of restaurant owners, half of all foodservice companies are operating at a loss or just breaking even. “While sales have improved, operators are unable to be profitable due to soaring operating costs and customer traffic that remains stuck below pre-pandemic levels.”
In the company’s 2023 Annual Report, Josh Kobza, CEO of Restaurant Brands International (RBI) — parent company of top-ranked Tim Hortons as well as Popeyes Louisiana Kitchen, Burger King and Firehouse Subs — agreed that challenges are ongoing, stating “during 2022 and 2023, there were increases in commodity, labour and energy costs, which have resulted in inflation, foreign-exchange volatility, rising interest rates and general softening in the consumer environment.”
As a result, once again many operators were hesitant to share sales numbers for our report, resulting in the F&H team having to provide estimates for a number of our listings. And, due to continued mergers and acquisitions, and fewer companies choosing to report sales, our report is now based on the Top 60 operators and not the typical Top 100 operators.
DATA DIVE
But it’s not all doom and gloom. In his State of the Nation presentation at April’s RC Show 2024, Elliott reminded attendees that Canadians still love
1 Tim Hortons ‡$9,572
2 Starbucks Coffee Canada *1,820
3 Good Earth Coffee House $27.9 (IN MILLONS)
going out to restaurants. In fact, “85 per cent of Canadians are purchasing from a restaurant at least once a month. So, despite all the challenges we’ve seen, this number has not changed. And 18 to 24-year-olds are still going out on a weekly basis.”
“The recovery is not done,” said Vince Sgabellone, foodservice industry analyst with Circana during his recent presentation at RC Show 2024. “But at least we’ve crossed the psychological barrier in terms
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of number of restaurant visits, with the industry up seven per cent in terms of visits versus the prior year.”
He said performance in Canada from a visit standpoint has been “pretty positive” but Circana’s advanced analytics team is forecasting slower growth for the remainder of this year and into next — about two per cent, approximately the same as population growth — as everybody’s pent-up demand “is maybe out of their system.”
So how does all this data carry over to restaurant sales? According to the results of our Top 60 Report, the Canadian restaurant industry once again showed its resiliency in 2023, with the vast majority of the companies listed showing grosssales growth over 2022. In total, our Top 60 companies recorded estimated gross sales of $41.6 billion for the year ending Dec. 31, 2023.
Our top four operators — Tim Hortons ($9.6 billion), McDonald’s Restaurants of Canada ($7.1 billion), MTY Food Group ($5.6 billion) and A&W Food Services of Canada ($1.9 billion) — all recorded sales increases in 2023 and finished the year with combined sales of $24.2 billion, up from $20.7 billion at year end 2022. MTY led the pack when it came to growth, adding 328 units (bringing its total unit count for 2023 to (7,116) and growing gross sales by 33 per cent.
“MTY delivered a remarkable financial performance in fiscal 2023 on the strength of record results across the board, including system sales of $5.6 billion,” says Eric Lefebvre, CEO of MTY in the company’s annual report. “Our dual growth strategy, leveraging strategic acquisitions and organic growth, largely enabled us to
1 McDonald’s Restaurants of Canada
$7,100.0
2 A&W Food Services of Canada $1,853.1
3 Wendy's Restaurants of Canada *$728.4 (IN MILLONS)
overcome uncertain market conditions and inflationary pressure during the past year.”
MTY also opened the most locations in the company’s history in the fourth quarter of 2023, bringing it within a few stores of breaking even versus closures for a thirdconsecutive reporting period. “On the operating efficiency side, we plan to consolidate business units and implement cost-control measures in 2024 to maximize synergies across the entire organization, now that our latest acquisitions are fully integrated within MTY’s operations,” says Lefebvre.
For A&W Food Services of Canada, which ranked fourth on this year’s report with YOY sales growth of $77 million, it was a year of expansion, with 19 new A&W locations opening, bringing the total number of units to 1,054 as of Dec. 31, 2023.
Innovation was the name of the game for the burger chain last year, as it expanded its offerings at the restaurant level.
“In 2023, we continued with the national rollout of the A&W Brew Bar, which offers a variety of frozen beverages as well as hot and cold espresso-based drinks,” says Susan Senecal president and CEO, A&W Food Services of Canada Inc. “Guests can now enjoy the A&W Brew Bar at over 620 A&W restaurants across the country.”
The chain also continued to introduce the Pret A Manger (“Pret”) brand within A&W restaurants in select markets across Canada last year and as of Dec. 31, 2023, five A&W locations (three in Vancouver and two in Toronto) were offering a range of Pret products in their restaurants, with another 20 locations across the country offering Pret coffee and pastries.
Senecal says the company has been focusing efforts on its core strategic initiatives in the last year and believes “our mission together, to excite Canada’s most avid burger lovers, wherever they are, with the best-tasting burgers they crave, earning even more of their visits and making A&W restaurants even more successful’ will help us continue to grow and strengthen our positioning. The talent and experience of our operators and franchisees have contributed significantly to our ability to achieve these goals and our continued success.”
LABOUR CRUNCH
According to Foodservice Facts 2023, despite employing more than
1.1 million people, the Canadian foodservice industry faces labour shortages and total employment at restaurants remains 173,700 jobs below 2019 levels.
“Overall, we’ve seen some fairly strong employment growth in Q1 and so far, the forecast is on target,” says Elliott. “We expect 79,000 additional jobs in the first quarter of this year. But then we start to see that soften. So, we’re seeing growth of only about 22,000 jobs, and then actually a contraction in employment. And so, when we start to see those declines, that’s going to lead to higher unemployment rates and that’s going to certainly have an impact on consumer spending and consumer sentiment.”
He says his big concern is “if we start to see a lot of layoffs, then “the economic forecast goes out the window. We see much weaker economic growth and much weaker consumer spending.”
Because of the current labour shortages, he says he expects to see only modest layoffs across the economy.
“Because so many businesses have so many challenges in terms of job vacancies, they’re holding on to staff for dear life. Normally any sign or even a whisper of a recession and businesses start laying off people. But now what we’re seeing is people are holding on to labour, they’re going to ride this out. So that does two things — it maintains employment, but it also helps with the sentiment of the economy and the consumer and people feel more optimistic about spending.”
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LOOKING AHEAD
Elliott says in the short term, several economic headwinds will put additional pressure on foodservice operators through 2024. “It’s going to be a difficult 2024, especially in the first half of the year, but things will improve in the second half of the year and into 2025.”
According to Sgabellone, operators are going to have to be innovative in their strategies and aggressive in their planning if they want to get ahead in this new foodservice environment.
“It’s now a steal-share environment,” he says. “If you want to grow, you’ve got to take the customer away from your competitors, because they’re trying to do the same thing to you.” FH
BEYOND THE CUP
Tim Hortons celebrates 60 years in Canada
BY NICOLE DI TOMASSO
Tim Hortons is more than just a place to grab a double-double or a box of Timbits — it’s a beacon of Canadian hospitality. As the brand marks its 60th anniversary in Canada this year, it remains steadfast in its dedication to quality, convenience and customer satisfaction while also embracing innovation and sustainability.
Since the first Tim Hortons restaurant opened its doors in Hamilton, Ont. in 1964, the brand has grown into a cultural phenomenon.
Tim Hortons is Canada’s largest QSR chain and the third-largest coffee chain in the world, boasting nearly 4,000 units across the country. The chain serves more than five million cups of coffee every day and 80 per cent of Canadians visit a Tim Hortons restaurant at least once a month. Recording $9.7 billion in gross sales for 2023, Tim Hortons claimed the top spot in this year’s Top 60 Report
MENU INNOVATION
Over the years, Tim Hortons has expanded its menu with a wide array of beverages, baked goods and savoury offerings while staying true to its roots.
In January, to kick off its 60th anniversary year, the brand re-introduced four retro
doughnuts — the Dutchie, Blueberry Fritter, Cinnamon Sugar Twist and Walnut Crunch — for a limited time.
Since then, Tim Hortons has launched its new Savoury Pinwheels in two flavours: Roasted Red Pepper & Swiss and Caramelized Onion & Parmesan, and Flatbread Pizzas in four flavours: Bacon Everything, Chicken Parmesan, Pepperoni and Simply Cheese. The brand also added a third flavour — Sweet Chili Chicken — to its Loaded Wrap and Loaded Bowl lineup.
“We’ve been working hard on developing new and exciting menu innovations for lunch and dinner at Tims,” says Hope Bagozzi, Chief Marketing Officer, Tim Hortons.
On the beverage front, Tim Hortons unveiled its new Caramilk Iced Capp and the return of its Oreo Double Stuf Iced Capp. Its spring and summer lineup of cold beverages also includes two new Sparkling Quenchers flavours — Mango Starfruit and Wildberry Hibiscus — and a new Tiramisu Cold Brew.
SUSTAINABILITY INITIATIVES
Through the Tims for Good platform, the brand has demonstrated its commitment to reducing its environmental impact.
Over the past year, the company has transitioned a number of packaging items in an effort to reduce single-use plastics, introducing wooden and fibre cutlery, eliminating more than 90 million single-use plastic per year, as well as fibre lids for Loaded Bowls.
In April, select restaurants in Ottawa and Gatineau began testing plastic-free, fibre hot-
beverage lids as part of this ongoing effort.
“These fibre lids are part of our five-year journey to develop more innovative solutions for all our packaging,” says Paul Yang, senior director of Sustainability, Procurement and Packaging for Tim Hortons.
Additionally, the brand is incorporating sustainable design elements into restaurants for future renovations and new builds, such as LED lighting to reduce energy consumption; occupancy and daylight sensors to turn off lights in unused spaces; automatic plumbing features to reduce water consumption; and white roofs to reflect light and reduce trapped heat.
To help reduce food waste, more than half of Tim Hortons restaurants in Canada are now working with Too Good To Go. At participating restaurants, guests can use the Too Good To Go app to purchase a selection of surplus assorted baked goods.
“One of the goals in our Tims for Good platform is to reduce food waste as much as possible and we’re excited by the progress and learnings we’ve developed through working with Too Good To Go so far, and we’re looking forward to expanding to more Tims restaurants soon,” says Yang in a release.
FUTURE DEVELOPMENT
New franchisees will complete three-to-five weeks of training in Oakville, Ont. Currently, priority provinces are Quebec and British Columbia, according to its website.
Looking ahead, the next 60 years promises even more growth, innovation and community engagement for Tim Hortons. FH
Success Their Way
Harvey’s is celebrating 65 years of homegrown growth
BY AMY BOSTOCK
The “Your burger, your way” slogan has been at the heart of the Harvey’s business model since it first appeared on the Canadian quick-service scene 65 years ago in Richmond Hill, Ont.
Founded in 1959 by Montrealer Richard Mauran, the brand has since expanded its menu with new options to customize, including chicken sandwiches, poutine and its famous Angus burgers, made with 100 per cent Canadian beef.
In 1963, Harvey’s opened its first franchised location at Bloor and Bedford streets in Toronto and in the early 1970s, Harvey’s Food Limited merged with Industrial Growth Limited to form Foodcorp, led by president Bernie Syron. The company grew to operate 80 restaurants before being acquired by Cara Operations (now Recipe Unlimited) in 1979 and now boasts nearly 300 locations across Canada.
Michael Nault, COO, Harvey’s, says Harvey’s had a strong year in 2023, climbing F&H’s Top 60 Report rankings to 20th position with an estimated $373.2 million in gross sales for last year, and sales are off to a positive start in 2024. “We experienced notable growth during our $1.65 burger promotion and we’re excited to see what the rest of the year brings.”
With nearly 300 locations, Nault says “the possibilities are endless as we continue to explore expansion opportunities across the country. The company is actively working towards a long-term goal and are doing so thoughtfully and with intention based on the needs of our consumers, market conditions and strategic objectives.”
Harvey’s is planning on opening approximately 10 locations in 2024, with a focus on Montreal, the Greater Toronto Area, London, Ont., Alberta and Calgary. The brand has set a target of reaching 500 units over the next five to 10 years.
“We’re always evaluating our current locations and looking at expansion plans holistically to ensure we are best serving our guests,” says Nault. Since its inception, Harvey’s restaurants have gone through several updates and renovations over the years to keep consumer experience top of mind. “We launched our app in 2019 to give consumers even more control over their order ,” says Nault. “We also launched Harv’s Delivery in 2022 to help convenience-conscious guests get their burger their way, while offering lowest delivery prices and
exclusive delivery deals that help support their local Harvey’s location.” Looking ahead, Nault says the company will continue to utilize technology to improve consistency for the customer regardless of location or who is at the grill. “And of course, we’re always looking at new toppings, promotions and new menu items alongside our key offerings.”
GREEN JOURNEY
“For 65 years, we have recognized our responsibility to preserve the beauty of Canada for future generations. Understanding our responsibility as Canadians, we are continuing our journey through three key initiatives: Tree Canada Partnership, Beef Sustainability and Sustainable Packaging,” says Nault.
Since its partnership with Tree Canada started in 2020, Harvey’s has planted more than 200,000 trees, with a goal of planting 250,000 trees by 2026 that will offset over 42700 co2 in their lifetime. Known for serving 100-per-cent Canadian beef, the brand’s partnership with the Canadian Roundtable for Sustainable Beef (CRSB) has allowed Harvey’s to support sustainable practices by sourcing at least 30 per cent of its Original Burger beef from farms and ranches certified to CRSB standards.
The brand has also made big strides in its commitment to sustainable packaging, removing plastic straws from all locations, switching to packaging made with recycled paper that are compostable and recyclable, cutlery made with birch and gravy cups made with bamboo.
PROUD HISTORY
Throughout its 65 years in business, Nault says Harvey’s has stayed true to its founder’s vision.
“We have a long history of serving Canadians,” says Nault. Homegrown customization and quality offerings are at the root of the business and what has made generations of guests keep coming back to Harvey’s.” FH
A Canadian Icon
McDonald’s Canada remains a powerhouse in the fast-food segment
BY NICOLE DI TOMASSO
Embodied by the iconic golden arches, McDonald’s touched down in Canada in 1967, marking the beginning of a fast-food revolution that would resonate across the country. From its humble beginnings in Richmond, B.C., McDonald’s Canada has expanded exponentially, now boasting more than 1,400 restaurants and employing nearly 100,000 people from coast to coast. In the last year, the company generated $7.1 billion up from $6.5 billion in 2022, earning itself the number-2 spot in this year’s Top 60 Report.
TANTALIZING TASTEBUDS
Beyond its core offerings, McDonald’s Canada frequently introduces new menu items and limited-time offers.
Most recently, the company introduced its first ever Remix Menu for the month of April, debuting twists on classic menu items inspired by popular customer hacks. The Remix Menu featured the Chicken Cheeseburger, Surf ‘N Turf Burger, Sweet Chili Junior Chicken and Apple Pie McFlurry.
McDonald’s Canada also launched its new McCafé Cold Brew at select restaurants across the country in five varieties, including Cold Brew (unsweetened), French Vanilla Cream Cold Brew, Caramel Cream Cold Brew, Sweetened Cold Brew with cream and Cold Brew with sugarfree syrup and cream, and is served in a newly re-designed cup.
“We take pride in our legacy of delivering consistently delicious coffee experiences, making each visit to our restaurant unforgettable for our guests,” says Alyssa Buetikofer, Chief Marketing Officer, McDonald’s Canada, in a release. “Earlier this year, we introduced a whole new look and feel to the McCafé packaging line up and are thrilled to now announce the next phase in the evolution of the McCafé brand with the introduction of Cold Brew.”
Last year, the company introduced its new Fruit Splash beverages in
three flavours: Lemon, Strawberry Passionfruit and Peach Mango, as well as its new Kiwi Pineapple Banana McCafé Real Fruit Smoothie flavour.
CHOOSING SUSTAINABILITY
In May, McDonald’s Canada started rolling out its McFlurry paper cups with a new innovative lid. The new four-flap lid requires no changes to the McFlurry preparation as the flaps fold down to protect the dessert inside. This minor yet impactful change will eliminate approximately 75 metric tonnes of single-use plastics from the Canadian system. Restaurants across the country will be transitioned to the new cup by fall 2024. Last year, the company introduced a re-usable McFlurry mixing spindle, replacing the traditional plastic spindle/spoon guests would receive with a wooden spoon, further reducing plastic waste. These efforts align with McDonald’s global goal to source 100 per cent of its primary guest packaging from renewable, recycled or certified sources by the end of 2025, according to a release.
McDonald’s Canada also introduced a pilot testing of the collection of specified fibre food and plastic packaging for potential recycling. The pilot, available in selected restaurants in Alberta and Quebec, will introduce new recycling bins in restaurants to help guests sort their used packaging.
“We’re committed to actively contributing to the well-being of the communities we operate in,” says Gemma Hinksman, senior director, Canada Impact Team at McDonald’s. “This involves implementing both substantial and incremental changes — [such as] these pilots — to help make meaningful progress towards achieving our shared environmental commitments.”
Additionally, McDonald’s Canada joined the Canada Plastics Pact (CPP), a multi-stakeholder collective spearheading Canada’s response to the escalating plastic crisis. “Introducing the recycling pilot in selected restaurants marks a significant milestone in testing new procedures designed to help support the recycling of guest packaging,” says Hinksman in a release. “This journey isn't just about what happens within our space; we're contributing valuable insights that resonate across the country."
GLOBAL GROWTH
McDonald’s expects to open nearly 10,000 restaurants over the next four years. The company aims to have 50,000 restaurants worldwide by the end of 2027, with plans to open 900 new stores in the U.S. and 1,900 in international markets with company operated and franchised restaurants, such as Canada, Germany, the U.K. and Australia.
With a focus on sustainability, technology and menu diversity, McDonald’s Canada is poised to continue its legacy as a beloved fast-food chain in the Canadian culinary landscape for generations to come. FH
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VIEW FROM THE TOP
This year’s Top-30-Under-30 winners have set a new standard for excellence in the hospitality industry
Rebecca van Bommel
Chef & Sales specialist, C.W. Shasky & Associates Ltd. and Baking & Culinary professor, Centennial College, Mississauga, Ont.
Despite being within the first decade of her career, Rebecca van Bommel has already accomplished incredible things. While attending the Culinary Institute of Canada in Charlottetown, P.E.I., van Bommel volunteered for every event, competition and opportunity possible to gain more experience and further her education. She also worked part-time as a weekend cook at a senior-care home.
During school, van Bommel became involved with the Canadian Culinary Federation and represented P.E.I. as the provincial competitor at the Culinary Federation National Conference in Windsor, Ont. in 2016. She has been attending the annual conference ever since. That same year, she represented P.E.I. at the Skills National Competition in Moncton, N.B.
From there, van Bommel became involved with WorldChefs, attending congresses as a guest speaker in Malaysia (2018) and Abu Dhabi (2022). Mentoring the next generation of chefs and bakers is something close to her heart. Today, in addition to her role at C.W. Shasky & Associates Ltd., van Bommel teaches first and second-semester students in baking and culinary courses and labs at Centennial College.
Over the years, van Bommel has worked in a number of establishments, including hotels, retirement homes, independent restaurants, events and a Michelin-Star restaurant. She has competed in more than a dozen competitions on a local, provincial and international level and has recently turned her attention to earning global judging certification.
Bhavarth Dholakia
General manager, Best Western Premier Freeport Calgary Airport
As a highly motivated hospitality professional with eight years of hands-on experience working in hotels and resorts, Bhavarth Dholakia carries a real desire for personal and professional growth.
A graduate of the Institute of Hotel Management (IHM) Ahmedabad (B.Sc. - Hospitality and Hotel Administration, Hospitality Administration/Management) and Fanshaw College’s post-grad Hospitality and Tourism Management, Hospitality Administration/ Management program, Dholakia has held a wide variety of hotel jobs in the Rooms division, as well as general manager roles at Holiday Inn Express & Suites in Drayton Valley, Alta., Staybridge Suites Hotel and now Best Western Premier Freeport Calgary Airport.
“In an industry where true inspiration and leadership are often scarce commodities, Bhavarth stands out as a beacon of excellence,” says Jeet Arora, head of Operations, Erth Abu Dhabi. “Drawing from my decades of experience in the hotel industry, I can confidently say that Bhavarth is a rare gem. His passion for hospitality is palpable, his professionalism exemplary, and his leadership style nothing short of inspirational.”
Saarah Tennakoon
General manager, Oretta Hospitality Inc., Toronto
Saarah Tennakoon found the hospitality industry — or rather, it found her — completely by accident when a friend hired her to work at Flock Rotisserie & Greens by Chef Cory Vitiello in the Harbord Village in Toronto.
She quickly rose to a supervisor position, and when the opportunity presented itself, was promoted to assistant general manager.
Now she was hooked, taking on progressively more senior roles with Moxie’s and O&B before joining Oretta Hospitality Inc. in 2021 as general manager of its King West location.
“Since the day she was hired, she has consistently showed professionalism, dedication to her job and an unwavering commitment to excellence,” says Jan Stoeckmann, director of Operations, Oretta Hospitality Inc. “After approximately two-and-a-half years with the company, Saarah is one of the most important pillars in our operations.”
“Saarah’s leadership style serves as an inspiration to young professionals, showcasing a rare combination of unwavering work ethic, innovative thinking and a profound commitment to driving positive change in our restaurant operations,” says Kimberly Crabtree, director of Events at Oretta. “Through her leadership, Saarah has cultivated a dedicated management and service team, fostering a culture of inspiration and excellence that resonates throughout the organization.”
Ludovica Quaranta
Assistant general manager, Osteria Giulia, Toronto
A WSET level 3 certification and a Food and Beverage Management diploma from George Brown College have paved the way for Ludovica Quaranta’s professional success. Her first position as restaurant manager at Via Mercanti North in Vaughan, Ont. was the beginning of a journey that would see her make her mark on roles at Toronto restaurants such as Sofia in Yorkville, Oretta Midtown, Giulietta and, most recently, Osteria Giulia.
In her role, she leads, supervises and coaches all front-of-house staff, and is responsible for organizing and maximizing all OpenTable and DINR reservations and updating guest profiles.
According to David Minicucci, proprietor, Giulietta and Osteria Giulia, Quaranta is a guest favourite and played an integral role in the restaurant achieving its inaugural Michelin One Star.
“Ludovica brought a fun, yet earnest, approach to the day-today life of the restaurant and was well liked by all her peers,” he says. “While always a student herself, she has become a great teacher and figurehead to those around her, continuously learning about wine and service.”
Second only to her tireless pursuit of knowledge, says Marco Thompson, GM, Osteria Guilia, “is her unwavering passion for promoting her Italian culture and applying this passion to the guest experience. She brings to our dining room a sense of tradition, grounded in her own experience, that transports guests on an Italian holiday. [She] is a linchpin and the future of our organization.”
Meghan Reutlinger
Director of Event Operations, The Westin Bayshore, Vancouver
Meghan Reutlinger looks for professional growth opportunities continually and explores them fully. A few months ago, Reutlinger stepped into her new role as director of Event Operations at The Westin Bayshore, Vancouver, overseeing 70,000 sq. ft. of event space and managing 100 associates and eight leaders. Previously, she served as the hotel’s director of Room Operations (2021-2024) and director of Guest Services (2019-2021) demonstrating her knowledge and success in various departments.
“Over the last four years, Reutlinger’s departments have had the highest-performing teams, taking guest and staff engagement scores to all-time highs,” says Paul M. Cannings, general manager, The Westin Bayshore, Vancouver. “In addition to handling the people side of the business, Meghan has managed the financial aspects of her role extremely well,” adding her efforts have contributed to the hotel having record-breaking consecutive years in 2022 and 2023. The property won Hotel of the Year for Marriott International in the Distinctive Premium Hotel for all of the U.S. and Canada in 2022. Reutlinger also won Leader of the Year in 2020 as she helped the property navigate through pandemic-related challenges.
As a courageous and motivated leader, Reutlinger aims to become a hotel general manager by 2030.
Md Afzal Wasi
Restaurant manager, Black+Blue, Toronto
From a very early age, Afzal Wasi knew he wanted to be part of the service industry. After completing his Bachelors in Hospitality in India, he had the opportunity to travel to U.S. and work at Hilton Anatole in Dallas where he got his first taste of the food-and-beverage industry.
In March 2023, Wasi joined the pre-opening team at Toronto’s Black+Blue as restaurant manager, where he leads a team of more than 120 front-of-house staff.
“Afzal truly enjoys the hospitality industry, where he showcases his natural passion and dedication with his peers and leaders, taking every opportunity to coach and develop those on his team,” says Jack Lamont, VP/director of Corporate Operations at Glowbal Restaurant Group. “He makes Black+Blue a place where people want to come to work, feeling respected in a safe environment.”
Wasi also leads the concierge program for the restaurant and works closely with the Les Clef d’Or from the city, organizing its events at the restaurant and taking care of its clients.
A proud third-generation hotelier, Kalene Finnegan has been exposed to the hospitality industry from an early age. She developed a passion for this industry and is proud to follow her mother and grandmother’s footsteps.
Currently the Events manager with Friday Harbour Resort, she works with both internal and external clients, handles private events as well as the resort-wide events.
“Kalene joined Friday Harbour in 2023 and has made a significant impact since her arrival,” says Hani Roustom, CEO at Friday Harbour. “She embodies our core values of passion, integrity, excellence and respect, which she encourages with the rest of the team members as well. Her dedication to the team’s success is unparalleled.”
Lindsay Weatherall
General manager, The Glen Tavern, Georgetown, Ont.
Lindsay Weatherall is a talented member of the foodservice-and-hospitality industry who leads with kindness and consideration. In June 2023, she was promoted from assistant general manager to general manager at The Glen Tavern in Georgetown, Ont. In addition to ensuring quality of food, creating a cocktails and wine list and managing administrative tasks, Weatherall says the best part of her job is creating lasting memories through little moments.
A graduate of the University of Guelph Business Hospitality program, Weatherall completed her co-op placement at Piping Rock Club in New York. The lasting connections made there eventually led her to The Glen Tavern. While in school, Weatherall helped lead the Forward Food Conference to promote sustainable food production, which brought together more than 100 hospitality and culinary students across Ontario.
“Lindsay has a collaborative leadership style in which she encourages open communication and active participation,” says Danielle Andrews, former general manager at The Glen Tavern. “This ultimately empowers the team to share ideas, build strategies and solve problems collectively. I believe this has helped foster strong morale and engagement among staff. Therefore, it’s no surprise that she was promoted to general manager in June 2023.”
Justine Nadeau
Sustainability project manager, Germain
Hotels, Montreal
Justin Nadeau has demonstrated strong leadership in her role as the first Sustainable Development project manager for Montrealbased Germain Hotels, where she actively works with 19 hotels across Canada. She recently completed a Specialized Graduate Diploma (D.E.S.S.) in Sustainable Development Management at HEC Montreal while working full-time for the company.
In her current role, Nadeau has developed a national strategic plan for the coming years in collaboration with the board, executives and consulting firms; implemented various projects across 19 hotels; and developed responsible internal and external communications for various stakeholders. Previously, Nadeau was the F&B project manager at Germain Hotels where she monitored foodservice marketing plans, managed social networks and targeted platforms, researched business partnerships/events, implemented training programs, supported procurement and commercial agreements and more.
Nadeau is a key leader who puts sustainability at the core of Germain Hotels’ business model.
“Beyond her knowledge of sustainable development, Justine is eager to learn and grow further,” says Marie Pier Germain, VP, Sales and Marketing, Germain Hotels. “She constantly seeks to expand her horizons, and having someone like her on our team is an asset to the entire hotel industry.”
Liam McLoughlin
Chef de cuisine, Restaurant
Pearl Morissette, Jordan Statio, Ont.
As chef de cuisine at Jordon Station, Ont.’s Restaurant Pearl Morissette, Liam McLoughlin has played a pivotal role in helping the acclaimed restaurant gain recognition as Canada’s fifth-best restaurant from San Pellegrino as well as being globally recognized by La Liste as 'Best Destination Restaurant' in 2023.
After graduating from Humber College with a diploma in Culinary Management, McLoughlin worked as a sous chef at Caledon Woods Golf Club and chef de partie at Langdon Hall Country House Hotel & Spa before joining Restaurant Pearl Morissette in 2018.
Eric Robertson, chef/own, Restaurant Pearl Morissette/RPM Bakehouse, says McLoughlin shows a commitment to execution that is rarely seen. “In doing so, he always ensures that the team is right there with him. He is constantly supportive of others and makes an effort to keep progressing regardless of the challenges in front of him. We have a belief within our team that when you encounter a problem, it must be handled with empathy, urgency, and creativity. This is completely aligned with Liam's approach but he brings another equally important quality; good humor, always bringing an authentic smile and positivity no matter how big or urgent the challenge.”
Shantay Brown
Assistant general manager, e11even/Maple Leaf
Sports & Entertainment, Toronto
Shantay Brown’s family came to Canada from Jamaica when she was three years old. Raised in a “typical West-Indian household,” Brown says she has always been drawn to food after growing up watching and helping her mother and grandmother in the kitchen.
A mother at 17, she entered the industry at 22 as a server/bartender at a tapas restaurant in Toronto’s east end to make ends meet while she attended the University of Toronto. But her real start, she says, came when she joined 3 Brewers in Toronto’s Financial District as a host. She quickly progressed to a server position and not long after was promoted to a manager position.
In 2023, she became assistant general manager, e11even/Maple Leaf Sports & Entertainment (MLSE), where she is responsible for strategic planning, budgeting, forecasting and organizational development.
“Shantay is a perfect example of the type of success we strive for,” says Chris Zielinski, senior director, Culinary at MLSE. “In her various roles, she has always risen to the top of her group and has gained a tremendous amount of respect from her peers and staff through her leadership style that focuses on transparency, trust, warmth, intelligence and being generous of herself with her team.”
Nicholas Iaboni
Chef de cuisine, Bar Prima, Toronto
According to his colleagues, Nicholas Iaboni’s success comes from his consistent quest for excellence.
“The leadership and kitchen culture that Nick has created has been his strongest asset,” says Cameron Dryburgh, director of Operations, La Palma, Constantine, Bar Prima. “He has the natural command and respect given to an old school chef well into his career. However, his youth and enthusiasm mean that voices are never raised. He calls a busy kitchen with a conversational volume.”
A graduate of George Brown College’s Culinary Arts & Management program, Iaboni began his career as a line cook at Eagle Nest Golf Club. His natural leadership skills and culinary prowess have led him on an upward trajectory and today he helms the kitchen at Bar Prima as chef de cuisine, where he nourishes and mentors the kitchen team.
“Through his mentorship and demeanour, he has built a team devoted to his success,” says Dryburgh.
“Nick is setting the new standard for a head chef. He is a leader in culinary development and a name to watch as a head chef in our industry.
Shivank Savant
Director of Housekeeping, Marriott Downtown at CF Toronto Eaton Centre
In his role with Marriott Downtown at CF Toronto Eaton Centre, Shivank Savant implemented SOP’s and focused on team training and inspection to increase the Guest Satisfaction Cleanliness score from 76.2 in 2023 to 79.6 for Q1 in 2024.
“Shivank is a driven individual and is always seeking out a new challenge, which led him to accept the director of Housekeeping role last fall,” says Jeff Kennedy, GM at Marriott Downtown at CF Toronto Eaton Centre. “In taking over the largest and arguably most critical department in the hotel, Shivank has continued to showcase his exceptional people skills and ability to learn a new department at a rapid pace.”
A graduate of both Humber College in Toronto and Institute of Hotel Management in Mumbai, India, Savant began his hotel career in 2015 at the Hyatt Regency, Pune, India. He joined Choice Hotels Canada in 2017 before joining the Marriott family later that year.
“I have had the distinct pleasure of working with Shivank and seeing firsthand his professional and personal development over the last six years,” says Heather Guay, director, Canada Franchise Operations for Marriott Hotels of Canada. “In this time, I have seen Shivank grow from an engaged hourly associate, to an eager and promising supervisor and now a talented and respected department leader and mentor.”
Georgy Pyle
Sustainability manager, Fairmont Royal York, Toronto
Georgy Pyle’s passion and creativity is awakened at the intersection of luxury hospitality and environmental stewardship. As the Sustainability manager at the Fairmont Royal York in Toronto, which recently received the Canada Green Building Council’s (CAGBC) Zero Carbon Building – Performance Standard certification, Pyle leads hotel-wide sustainability efforts in line with Accor’s own long-term commitments to net-zero emissions and the Sustainable Hospitality Alliance’s new Pathway to Net-Positive Hospitality.
Pyle is responsible for hotel-wide waste-reduction efforts, driving the elimination of single-use plastics, identifying new pathways for waste diversion and spearheading strategies to improve hotel-capture rates. She also calculates and establishes food-waste baselines in collaboration with the F&B team to support a 25-percent reduction by 2025 through the support of Orbisk image recognition-enabled food-waste monitors. Pyle’s role has provided her with the opportunity to support not only the F&B team, but also the Engineering, Kitchen, Housekeeping and Laundry departments as they relate to sustainability.
Guided by a highly driven work ethic, Pyle, a graduate from George Brown College’s Hospitality and Tourism Management program, has carved her own path at the Fairmont Royal York. From an F&B intern to F&B supervisor to Sustainability manager in two years, she has brought about transformative change and will continue to support sustainable development worldwide.
Shannon Richards
Operational Training manager, Fairmont Pacific Rim, Vancouver
Shannon Richards is an accomplished Operational Training manager at Fairmont Pacific Rim in Vancouver, currently responsible for designing and implementing training programs.
Richards joined the property in 2022 as assistant director of Housekeeping from Fairmont St. Andrews in Scotland. Before they joined, colleague engagement was at a low point, with a rating of 4.4 out of 10 in 2021. As a team, and with the support of the director of Housekeeping, colleague engagement doubled to 8.8 out of 10 by the end of 2022.
Due to their dedication and leadership in housekeeping, Richards took on their current role in 2023. This was a new position for the hotel and involved re-establishing the service culture throughout the property. Richards was instrumental in maintaining the hotel’s Forbes five-star ranking and in securing an independent Forbes five-star ranking for the spa.
Richards also spearheaded the development of a comprehensive knowledge management platform on Sharepoint. This platform, now accessed by more than 650 colleagues via mobile devices across all organization levels, has revolutionized service excellence and operational strategy. By leveraging data across multiple platforms, the hotel achieved the top Guest Reputation score in the region at 89 per cent.
Richards’ ability to adapt to new environments, overcome obstacles and uplift those around them will continue to serve them well in the future.
Winnie Sun
Partner and bar manager, Zarak, Vancouver
Through her previous work experience with Pearson Education, CRCC Asia and Whitecaps FC, Sun learned to communicate, collaborate and manage high-stress situations. Knowing she could thrive in busy environments, Sun took the plunge into hospitality.
Sun’s journey with Zarak began in 2021. In addition to being an exemplary business owner, she’s experienced in events, photography and marketing. As a self-taught bartender, Sun’s cocktails represent a blend of her Asian heritage, travel adventures and love for food. In just over two years, Zarak has generated more than $2 million in alcohol sales.
Zarak was also listed in OpenTable’s Top 100 Restaurants in Canada in 2022 and 2023, and was nominated for Best New Restaurant in 2022 and Best Middle Eastern Restaurant in 2023 by Vancouver Magazine Sun played an instrumental role in these recognitions.
“It’s important to note that, though she’s known as a bartender, Sun’s leadership extends beyond the bar,” says Michelle Sproule, co-founder and managing editor, Scout Magazine
“She’s also a business owner and her natural ability to foster a culture of growth and open communication has built a team as committed to innovation and excellence as she is.”
Audrey-Anne Guilmain
Business Development manager, Hôtel Le Germain Montréal
Coming from a pastry chef and F&B background, and having never worked in a hotel before, didn’t stop Audrey-Anne Guilmain from excelling in her role when she joined Germain Hotels’ Hotel Escad Dix30 as a Restaurant Supervisor and Event coordinator in 2021.
“Her commitment to her role was evident in every task she undertook,” recalls Jean-Philip Dupre, former GM of Hotel Escad. “Working during the pandemic was no small task and she shined through. She was a real beacon of hope for her colleagues and team members as we re-launched our operations following the pandemic.”
In 2022, Guilmain transitioned to her current role as Business Development manager for Le Germain Hotel Montreal, where she is responsible for writing/negotiating proposals for group, managing account performance and Solicitation through qualification, prospecting, calls for tenders, events and sales blitzes.
“Audrey-Anne’s journey through her career reflects her remarkable capabilities and leadership potential,” says Dan Benzaquen, GM, Germain Hotel Montreal.
Kevin Collins
Director of Rooms, Park Hyatt
Toronto
Kevin Collins leads by three fundamental principles: honesty, positivity, and the understanding that you cannot ask someone to do something that you yourself would not or cannot do. In his current role as director of Rooms at the Park Hyatt Toronto, Collins is responsible for the Front Office, Security, Housekeeping and Spa departments. Under his leadership, the front office increased its upsell revenue from $25,000 to $160,000 in his first year, and to more than $400,000 in his second year.
According to Bonnie Strome, GM, Park Hyatt Toronto, since joining the hotel in 2022 as the front-office manager, “Kevin exhibited strong leadership skills matched with a focus to achieve his goals earning him a promotion to director of Rooms. Under his leadership, the Rooms division achieved 100 per cent of their targets while executing at the highest luxury standard. He has successfully assembled a genuine and compassionate group of employees focused on providing thoughtful service.”
Ryan Moore
Manager, Financial Planning & Analysis, Four Seasons Hotels and Resorts, Toronto Corporate Office
When Ryan Moore approached Emad Hussain, VP Operations Finance at Four Seasons Hotels and Resorts about sharing a letter of reference, “I was excited at the chance to share the contributions he has made to the hospitality industry during his time at Four Seasons. Following graduation from Wilfred Laurier University with an Honours Bachelor of Business Administration and Post Graduate Accounting Diploma, Moore worked as a financial analyst for Four Seasons Hotels and Resorts on a number of teams before landing in his current role.
“Since the time he joined us, Ryan has always been especially enthusiastic to contribute to various projects and activities, and as time has passed, even led some of them,” says Hussain. “Always the first person to put up their hand to support the group, take on informal leadership roles within the team and thinking outside of the box to solve problems, Ryan has continued to grow both personally and professionally.”
Michael Hauschild Chef/owner, InHaus Cooking, Ottawa
Born and raised in Ottawa, Michael Hauschild fell in love with cooking at a young age. Following his graduation from the Culinary Institute of Canada in Charlottetown, P.E.I., Hauschild honed his skills in restaurants from coast to coast and competed in the Culinary World Cup in Luxembourg as part of the U-25 Culinary Team Canada before returning to Ottawa to launch his private-chef business, InHaus Cooking, at only 21 years of age.
Hauschild recently reached the milestone of 1,000 private events and celebrated his company’s five-year anniversary. Over the years, he has also worked for a variety of different ambassadors in Ottawa and opened multiple seven-course pop-up restaurants.
Rachel Burt
Director, Front Office, Fairmont Royal York, Toronto
Rachel Burt’s hospitality career began as a Human Resources co-ordinator at The Westin Bayshore, Vancouver at the age of 18 during her co-op semester at the University of Victoria. It was a role that was supposed to last only one month, but Burt turned it into three-summer stint, working on projects within the Sales & Marketing, Reservations, Engineering and F&B departments. The time Burt spent at The Westin Bayshore, Vancouver ultimately fuelled her passion to pursue hospitality management after graduation.
From there, Burt was accepted into the INSPIRE Management Trainee Program as a Rooms leader at Fairmont Empress in Victoria. The program was split into assistant-manager rotations in housekeeping and front office. Eventually, Burt moved into the assistant Front Office manager role full-time where she managed scheduling, purchasing, upsells and the Accor Live Limitless (ALL) loyalty program. Soon after, she became the property’s ALL loyalty champion. Burt also had the opportunity to join the Fairmont Jasper Park Lodge in the fall of 2020 on a taskforce to enforce safety procedures and provide support before taking on the role as the assistant director, Guest Experience & Loyalty at the Fairmont Royal York in Toronto.
Today, as the department head for Front Office, Burt oversees the Front Desk and Royal Service teams comprised of more than 40 colleagues and nine leaders. She also co-chairs the Star of the Month Committee where she manages initiatives to recognize colleagues, leaders and teams of the month.
Joshua Anwar
Director, Front Office, The St. Regis Toronto
Hailing from England, Josh Anwar took a leap of faith at 18 and moved to Banff, Alta. by himself to work as a room attendant. From there, he continued to build his housekeeping experience at the Four Seasons Hotel Hampshire in England before moving back to Canada to join the Fairmont Chateau Whistler Resort in B.C.
Eventually, Anwar joined Fairmont St. Andrews as a room attendant and was quickly promoted to Housekeeping supervisor. Two years later, at the age of 23, he became the executive Housekeeping manager, with a total of 60 employees in the department. In the first six months of his new role, Anwar promoted two room attendants to supervisors and a night supervisor to assistant manager. In the first year, Fairmont St. Andrews achieved the highest employeeengagement survey and guest-satisfaction scores the hotel had ever seen.
With this experience, he became the director of Butler Service at the St. Regis Toronto, the first hotel in the country with a dedicated butler team. Then, he advanced to the role of director of Front Office and promoted two front-desk agents to managers and achieved a 20-per-cent year-over-year increase in employee engagement along with improved guest satisfaction and doubled upsells in his first year.
Anwar is excited to continue taking leaps of faith while simultaneously paying it forward to future generations of hoteliers by creating opportunities for growth and fostering a happy work environment.
Adam Simpson
Regional director, Operations, Earls Restaurants, Toronto
With more than a decade of restaurant experience, and nearly nine years with Earls Restaurants, Adam Simpson continuously seeks out new knowledge and skill sets to stay ahead in a rapidly changing foodservice landscape.
Simpson began his career as a server at Chili’s Bar + Grill while attending Mount Royal University in Calgary and quickly realized that he was meant to be a part of the bustling foodservice-and-hospitality industry.
Simpson’s journey with Earls Restaurants started in Calgary as a manger. In this role, he learned the importance of agility and adaptability. Nearly nine years later, he’s had the opportunity to work in more than 20 locations, including 10 restaurant openings across North America.
In his current role, Simpson is responsible for overseeing day-today operations of the downtown Toronto restaurants, including sales and guest counts, profitability, food and bar service execution and the development of the regional chef, general manager, front-of-house managers and sous chefs. Previously, Simpson led the Earls Yorkdale restaurant opening, which included hiring and management team and partner grid of 300 members. This location recorded the busiest first year of sales in the organization’s history while also achieving the highest Guest Experience Score at an opening.
Looking ahead, Simpson looks forward to continuing to drive growth in the Ontario market.
Adrianna Remlinger
Head butcher/Food Stylist, The Inn at Bay Fortune, P.E.I.
Originally from Saskatchewan, Red Seal chef
Adrianna Remlinger is known for her cando attitude. She’s an experienced butcher, meat smoker, charcutier, cake decorator and mentor, with passion for sustainable, lowwaste farm/forest/field-to-table cooking that builds community and connection.
Since 2019, she has been a key member of the Fire Brigade at The Inn at Bay Fortune in P.E.I.
She has held several roles there and currently serves as the head butcher and pitmaster.
Akshay Khalid Kumar
Operational Training manager, Fairmont Waterfront, Vancouver
Akshay Kumar has been fascinated by hotels ever since he was a child. In adulthood, he pursued his passion and turned it into a career.
Kumar obtained a degree in Hotel Management & Catering Technology from the School of Hotel Management LPU in India as well as a post-grad diploma in Hospitality Management. Over the years, he has gained experience working for several luxury hotels around the world, including Aman Resorts, Hotels & Residences (Switzerland), The Oberoi Group (India) and Marina Bay Sands (Singapore).
Since 2019, Kumar has made remarkable contributions at the Fairmont Waterfront in Vancouver. Starting out as a guestservice agent, Kumar has earned several promotions and was appointed to the role of Operational Training manager. In this role, he delivers impactful training programs, mentors department heads and trainers and facilitates new hire brand orientation. His efforts have played a role in achieving a 10-point jump in the 2023 standards audit, reflecting an improvement in consistent delivery of Fairmont service standards.
“What strikes me the most about Akshay is his ability to lead with integrity, passion and humility,” says Jennifer Wong, coordinator, Talent & Culture, Fairmont Waterfront. “His leadership has not only elevated our hotel’s performance but has also fostered a sense of community and mutual respect that’s truly special.”
She is also a food producer and stylist for Culinart Productions. In fact, she has styled and produced all the food and photographs for chef Michael Smith’s upcoming book, Wood, Fire & Smoke. Additionally, her butchery and program will be featured on a soon-to-be released episode of Chef on Fire
“[Adrianna] has mastered her craft and earned my respect under fire,” says Smith. “Adrianna is also an artist. She has an innate eye for detail and a graceful aesthetic all her own. Her talent shines as food producer and stylist for our various book and media projects. She’s a true team player, leads by example and earns the respect of all around her.”
Luc Espaillard
Senior consultant & Valuation, HVS, Toronto & Montreal
As a senior consultant at HVS, Luc Espaillard has completed more than 100 feasibility studies and appraisals related to the financing of acquisitions, conversions, re-positioning, expansions and renovations. Espaillard’s professional training at four globally recognized universities has rewarded him with expertise in operational management and deep knowledge of the global hotel industry, enabling him to design tailor-made strategies that promote value creation in investment projects.
“One of Luc’s most outstanding qualities is his adaptability to any situation, stemming from his love of travel,” says Monique Rosszell, senior managing partner – Toronto and Montreal. “My Montreal office needed a senior staff member and, although for personal reasons Luc couldn’t re-locate to Montreal, he found a solution and continued to be based in Toronto but took over the supervision and mentoring of the junior associates in Montreal. He has unique soft skills which make him a very natural mentor and leader.”
Espaillard has received a number of awards and recognitions, demonstrating his strong work ethic and willingness to go the extra mile. His remarkable achievements and leadership qualities make him a true asset to the hospitality industry.
Aaron Foster
Stewarding manager, The Westin Harbour Castle, Toronto
In his five years working at the Westin Harbour Castle, Aaron Foster has advanced his career, moving from an F&B co-ordinator position to Stewarding Manager, where he manages the entire stewarding operation and team of 25 unionized associates. For 2023, he raised associate engagement scores among his team from 95 per cent to 100 per cent.
“In Aaron's leadership of his own team, I have witnessed firsthand his ability to navigate any qualm with creativity and grace, always maintaining his focus on delivering unparalleled food and beverage experiences for guests,” says Daniel Craig, executive chef at the Westin Harbour Castle. “His strong work ethic, coupled with his innovative thinking, has consistently driven positive results for his team and our property.”
In 2023, Aaron was the recipient of the very prestigious Emerging Leader of the Year, awarded by Marriott and the Westin Harbour Castle.
“Aaron extends his leadership and care for community beyond his professional endeavors,” continues Crag. “He actively mentors and supports emerging talent in the community, working to implement a sustainable food recovery program for the hotel with Tablée de Chefs to engage youth and spark their minds towards food and food literacy.”
Foster also volunteers his time working with Thistletown Collegiate culinary students to help send them to Europe for incredible culinary experiences.
Suzuki Sayako
Assistant People and Culture manager, Four Seasons Hotel, Toronto
Suzuki Sayako is a consummate people person. In her role as Assistant People and Culture manager at Four Seasons Hotel, Toronto, she has a passion for fostering and maintaining a positive working environment for all the hotel’s employees.
“Suzuki possesses an inherent pleasant and confident disposition that is perfectly suited for hospitality,” says Frank Menezes, professor and Program Coordinator, Hotel Operations Management School of Hospitality & Tourism Management at George Brown College.
And her career progression reflects her strong work ethic. She started with Four Seasons Hotel Toronto as an intern, but during the pandemic, transferred internally to the role of residential concierge for a year before returning to her intern role.
“She was promoted to People & Culture Coordinator within three months and was further promoted to Assistant People & Culture Manager two and a half years later. I recognized that despite being relatively early in her career, Suzuki not only excelled in her individual contributions but emerged as a natural leader within our People & Culture division, and amongst the broader hotel team,” says John McComber, regional director of People & Culture at the hotel.
Carrie Wong
Complex Marketing manager, Hilton Toronto
In her role with the Hilton Toronto, Carrie Wong leads the marketing planning and execution for Hilton hotels in the Greater Toronto Area. She’s an award-winning integrated marketer with eight years of experience in the travel and hospitality industry for clients such as Hilton, Rosewood Hotels & Resorts and MGM.
But what really sets Wong apart, says Andy Loges, area general manager for Canada East, & Ohio, Hilton, are her exceptional leadership skills. “Despite her young age, she possesses a depth of knowledge and experience that belies her years. Her ability to inspire an motivate her colleagues is nothing short of extraordinary, setting a shining example for others to emulate.”
Since joining the Hilton team, Suzanne Cinq-Mars, Complex director of Commercial Services for Hilton Toronto says Wong has demonstrated “outstanding leadership, strategic acumen and a dedication to driving innovation and positive change.”
Wong is passionate about giving back to her community. Her leadership initiatives include the annual Decorate for Hope project at Hilton Mississauga/Meadowvale, the Streetsville BIA and creating innovative social-media campaigns for Women’s History Month and Pride Month. Her commitment to nurturing future talent is also noteworthy.
“She actively mentors our junior team members and serves as a source of inspiration for her peers” says Cinq-Mars. “Her role in fostering a culture of excellence and mentorship within our organization in invaluable and sets her apart as a true leader in her field.”
Jordan Thompson
Regional Digital Marketing manager, Talent Acquisition, Fairmont’s Canadian Western Mountain Region, Banff, Alta.
Jordan Thompson’s passion for marketing has allowed him to thrive in the hospitality industry, especially at a time when it’s become increasingly important for hospitality businesses looking to grow and attract the next generation of workers.
In his current role as the regional Digital Marketing manager, Talent Acquisition of Fairmont’s Canadian Western Mountain Region, Thompson develops recruitment marketing strategies for Fairmont Banff Springs, Fairmont Chateau Lake Louise, Fairmont Jasper Park Lodge, Fairmont Chateau Whistler and The Rimrock Resort Hotel. His compelling campaigns, which blend digital and traditional platforms, have proven to be successful time and time again.
“For 2022, Canada’s Western Mountain Region needed to recruit [more than] 3,000 new employees,” says Gregory Resch, regional VP and GM, Fairmont’s Canadian Western Mountain Region. “While most of our industry in Canada and the U.S. was struggling to find barely enough people to survive, our region was fully staffed with more applicants than ever before and more people looking to join versus what we had openings for.”
Thompson’s leadership, creativity and ability to think critically about the way jobs are advertised will continue to drive results in Fairmont’s Canadian Western Mountain Region. Undoubtedly, his successes and best practices will ripple throughout the wider industry. FH
A FamilyAFFAIR
Chef Tri Tran attributes the success of Pho Ngoc Yen to his family’s support
BY SUZANNE CHIN-LOY
Chef Tri Tran has been the culinary genius behind Vietnamese restaurant Pho Ngoc Yen since 2017. The restaurant is a family affair run by Tran’s sisters, Tin Trinh and Yen Tran, and brotherin-law Tan Trinh. The name Pho Ngoc Yen was chosen to honour his older sister, Yen, in line with the Vietnamese tradition of respecting elders.
“It's our family's dream," says Tran. “When I was an apprentice, I cooked a lot of dinners for my family and said we should open a restaurant one day and wear Vietnamese traditional dress.”
Tran attended culinary school at Fanshawe College in London, Ont. where he completed a three-year apprenticeship. Then, he spent five years at Miestro Restaurant under the guidance of chef Mies Bervoet, the first woman elected to the National Executive of the Canadian
Federation of Chefs de Cuisine. With an extensive culinary background in Italian, French, Vietnamese, and other cuisines, Tri has won numerous awards. His restaurant has been ranked as the best Vietnamese restaurant in Mississauga, Ont., one of the top places to eat in Canada since 2018, and most recently, it won the Canadian Choice 2024 Award for Best Business in Canada.
After re-locating to Toronto, Tran tried his hand serving Moroccan cuisine at Millies (Toronto), French cuisine at Hogan’s Inn (King City, Ont.) and Italian cuisine at Cresta (Toronto). South of the border, he also received training in modern New York cuisine.
Tran’s first restaurant, Cai Rang, opened in Mississauga, Ont. and resembled a Vietnamese southern village countryside. The restaurant, which is open for lunch and dinner,
Chef Tri Tran of Vietnamese restaurant
Pho Ngoc Yen in Mississauga
spans 4,300 sq. ft. and can seat approximately 160 guests.
Despite COVID, Tri has maintained a loyal following thanks to his mouth-watering Instagram-ready creations. Signature dishes include a mango salad with dried shrimp ($21.75); barbecue chicken with coconut rice ($21.75); Pho Suon Bo (Short Rib Pho), nicknamed “The Grand Slam” among regulars ($27); beef tenderloin carpaccio with a Vietnamese twist ($21.75); and Death by Coconut Cake ($12). Guests can expect to spend between $30 and $50 for a gastronomic adventure worthy of a Michelin Star.
“People came from Hamilton, Kitchener and Cambridge, Ont. to dine there,” says Tran. “[The restaurant] got so busy that the demand was overwhelming. We didn’t have enough capacity, so we decided to expand.”
Tran says there are three key ingredients that his team focuses on when it comes to creating a welcoming space for guests. First is ambiance. “When a customer first enters an establishment, the first things they notice are the decor, the atmosphere/music and the welcoming host. We ensure that the decor is pleasing to the eyes and reflects the theme of the season. It’s crucial that we change the decor regularly. We play soft music throughout the restaurant. The host is always stationed at the entrance of the establishment to greet/thank our customers.”
He says the service culture is equally important to the company’s success.
“Customers always enjoy exchanging pleasantries with our staff,” he says. “We make ourselves available to the customers by providing time to answer questions and offer suggestions or food recommendations.”
Finally, he says, the quality of the restaurant’s food, freshly prepared daily, “and the process of preparing and cooking is meticulously inspected by our staff with various controls implemented to meet customer’s expectation.”
“We believe that if we focus on these three pillars and execute the plan well, the customer will have an enjoyable dining experience and would spread good words about us to their friends and family,” says Tran.
Keeping up with demand is a well-balancing act and while Tran says it’s “important for us to appease the customer, it’s also important
Death by Coconut Cake
Our staff is the heart and soul of the company. We understand that we are only as good as our people and as strong as our weakest link
for us to ensure our staff is not stressed and overworked. Unlike many other establishments, Pho Ngoc Yen only opens five days a week “to give our staff more time for themselves and to spend with families and friends outside of work.”
The Pho Ngoc Yen team includes five owners who run the company. “For each location, we have 15 or more kitchen staff and 15 or more front-of-house staff. Each area is divided into various sections with a team lead to oversee operation for each section.”
Fortunately, says Tran, labour shortages have not been a problem. “We are constantly getting calls for employment. Also, anytime we need a replacement, our staff always recommend or introduce new employees.”
BRANCHING OUT
In August 2023, a second Pho Ngoc Yen location opened in Etobicoke, Ont., inspired by the garden cafés in Can Tho City, Vietnam. Spanning 4,200 sq. ft., the restaurant seats 220, which includes a heated patio. Tran says he has a “wonderful, dynamic team. Some [team members] have been with us for six or seven years,” he says. “We’ve been very fortunate.”
“Our staff is the heart and soul of the company. We understand
that we are only as good as our people and as strong as our weakest link. Therefore, it is important for us to create a comfortable work environment for our staff and maintain a high level of morale,” says Tran. “To accomplish this, we ensure our wages are competitive; we provide lunch and dinner free of charge daily; and all the tips are divided among the staff. We also ensure that our staff have adequate time off and once a year, we have staff appreciation week and take them to a cottage or ski trip for team building.”
At Pho Ngoc Yen, customers aren’t accepted for 30 minutes daily so the team can enjoy a proper meal together. “I've worked in a lot of places [where] you have to take turns to eat and even have to stand and eat,” says Tran. “I don't want that for my staff.”
Soon, Tran will helm Pho Ngoc Yen’s third location. Opening in June, the restaurant will occupy 6,000 sq. ft. on the ground floor of a newly built condo in Toronto’s Entertainment District on the corner of Peter St. and Adelaide St. Tran attributes the company’s success to his family’s steadfast determination and unyielding support. “[Family] is what makes us stronger,” he says. [That’s] the lucky thing.” FH
(Top to bottom) beef tenderloin carpaccio with a Vietnamese twist, mango salad with dried shrimp and Pho Suon Bo (Short Rib Pho), nicknamed “The Grand Slam”
A slow but steady transition from gas to induction cooking is becoming the new norm for operators
BY JENNY FEBBRARO
THE INDUCTION SHIFT W
hile induction cooking has gained popularity in European restaurants, Canadian operators have been slow to make the transition. But given the speed, energy efficiency, cost savings, and environmental benefits, it’s only a matter of time before gas is eventually phased out.
In induction cooking, heat is generated within pots and pans through electromagnetic
energy. Unlike traditional gas or electric burners, where the surface of the stove becomes hot, induction cooktops directly heat the cookware. Once the proper induction cookware is placed on the cooktop, a magnet below the glass cooktop is triggered, creating friction and the electromagnetic waves to produce heat.
But the need for specialty cookware can deter some operators and the start-up cost of upgrading
to induction-compatible equipment can sometimes present an obstacle.
“Initially, induction equipment tends to have a higher upfront cost compared to traditional gas or electric systems,” says Christopher A. Galarza, founder and CEO of EcoChef and Forward Dining Solutions, organizations that consult and train ecofriendly institutions in their transition to induction alternatives. “However, it's important to highlight the long-term savings through energy efficiency.”
Galarza explains that a gas range can, on average, cook 38.6lbs of food per hour, while an induction range can cook 70.9lbs per hour. This significantly increases an operation’s throughout, which in turn, boosts revenue — and Galarza says there are many more examples of these types of savings and operational efficiencies.
“The industry just needs more education and awareness around the benefits of induction cooking,” says Galarza. “The transition to induction requires culinary professionals to see not just the operational efficiencies, but the health-and-safety benefits.”
Since induction cooktops heat only the cookware and not the surrounding surface, they are safer to use, reducing the risk of burns and kitchen accidents. With the cooking surface staying relatively cool and the physical flame eliminated, there’s no risk of a potholder or apron catching fire.
One of the most arguable advantages is the decreased overall heat that kitchen staff face during the increasingly hot summer months. “Induction cooking dramatically reduces the
amount of dollars restaurants spend on air conditioners,” says Galarza, noting that the average kitchen temperature during summer months could regularly shoot up to 54 degrees Celsius. “Meanwhile, an induction-run kitchen typically never runs hotter than 23 degrees Celsius. That’s a dramatic difference — and that alone is a gamechanger.” That’s because gas flames aren’t expending energy into the surrounding air around the pots and pans — only the cookware is heating up.
There’s are also a number of environmental advantages, including the huge reduction in pollutants damaging air quality. This includes
the large amounts of methane and particulate matter that come from gas ranges.
“Energy efficiency is the main advantage for chefs,” explains Stuart Sharp, dealer sales manager at the Hatco Corporation. “The most efficient gas burner maxes out at a 40 per cent efficiency rate, while 60 per cent of that energy is sucked into the air around it.” Sharp explains that in a gas-run kitchen, the burners have to run pretty much all the time. “Those burners are cranked to max get that protein breakdown you might need for a steak or the caramelization you might want for onions.”
Sharp says the speed and precision of induction burners allow them to heat up two to three times faster than gas. “There’s a level of responsiveness that’s just incredible,” he says. “And you can adjust that in the same manner and speed as gas.” This includes turning it down low. For example, you can melt chocolate directly in a pot on an induction range, you don’t need a bain marie. The result is an accuracy with temperature that is quickly leading towards automation
within kitchens, especially in franchise operations. With induction cooking now tied to programmable cooktops, Sharp says more chain restaurants will have an induction program for each dish. “This means that chefs will be able to press a button for a stir-fry, and it will increase and decrease the temperatures within a specific time bracket,” explains Sharp. “For the customer, the dish will be prepared in an identical manner at every franchise, no matter where it’s cooked.”
When asked whether this type of programming is the way of the future, Sharp’s response was quick: “It’s happening now,” he says. “We have a couple of chains that already have pre-programmed units and we’re already in the development phase with another chain.” Given the rise of AI, it’s quite possible that virtually all restaurants would shift towards the convenience of pre-programmed menu
items, ultimately reducing the cost of intensive training for line cooks.
This brings in a counter-intuitive feature of induction cooking, simply because many operators and chefs aren’t used to technology. “You have to remember, many chefs, especially those on the high end, have learned how to cook on gas. In fact, their whole career has been conducted on a gas range,” he says. “But I really believe once they interact with it
and see how powerful a tool it can be, they will quickly be converted.” Sharp says induction cooking is the closest to gas in terms of response time from knob to heat source. “When most chefs begin using induction, they’ll often burn their first few items,” he notes. “They’re simply not used to the power and speed of induction cooking — so it does require some time to adjust. But once you try it and see the many advantages, it’s hard to revert back to gas.”
Despite the popularity of induction cooking in countries best known for culinary excellence, such as France, Canada has been slow on the uptake. “It’s true, historically, our industry has been gradual, but there are a few obstacles there,” says Leslie H. Banados, senior vice-president of Global Sales and Marketing at CookTek. “There’s always a learning curve associated with adopting new technology, especially in high-paced environments.”
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She also notes that there are perceived limitations in power and cooking capacity. “But these are just myths that can easily be shifted once awareness grows regarding the many benefits of induction. We’re seeing more restaurants than ever begin to adopt and embrace it.”
Banados says many chefs are enjoying the portability feature that has made induction so versatile. “The new induction technology means a whole range of different products you wouldn’t be able to access with gas.” These include portable countertop units, drop-in configurations, or induction ranges. “This flexibility allows for adaptable placement in any kitchen setting, making them ideal for expanding kitchen capacities without the need for extensive infrastructure modifications,” she says.
The other advantage is that the warming or “induction holding products” are more convenient as well. “Food can stay at an optimal
serving temperature without ever overcooking or drying out,” says Banados. These include CookTek products such as Soupers or Incogneeto, warming products that eliminate the need for wet wells typically used in a buffet-style setup. In addition, the water wells lead to calcification and require extensive cleaning after take-down.
While the initial cost to set up a kitchen with induction cooktops and compatible cookware can be more expensive upfront compared to traditional gas ranges, Banados notes the substantial energy savings induction equipment provides over time make it a wise long-term choice for businesses. “Several states, with more to follow suit, are offering rebates of up to $750 per hob, incentivizing businesses to make the switch to energy-efficient induction cooking technology,” she says.
With the ever-present threat of climate change, it’s only a matter of time before Canada follows suit. FH
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WORRY-FREE WARRANTY
Last month, in our technology segment, we covered the importance of having a good inventory-management solution to keep track of orders, reduce food waste and prime costs and increase productivity. This month, we’re looking at data management — an equally important technology in the modern restaurant landscape that you can’t afford to ignore.
GOOD DATA MANAGEMENT
Today’s restaurant datamanagement solutions comprise multiple segments, one of which includes inventory management. However, they also include platforms used for marketing, talent acquisition and onboarding, employee scheduling, real-time performance tracking, and point of sale (POS).
With AI at the forefront of everything we do, data is our most valuable resource in both quantity and quality. Using quality data, restaurateurs can effectively gather customer insights, increase operational efficiency, further optimize their menus and so much more, which we’ll cover in this article.
AGGREGATING DATA
As restaurant operations grow, they tend to accumulate multiple solutions from more than one vendor for each data segment, which creates a fragmentation of data and further complicates daily operations. That’s why some of the most innovative restaurant datamanagement solutions today, such as Tenzo and Toast, are focused on creating a simple platform that aggregates all data in one place. Tenzo pulls data from all segments of your operation into a centralized platform, allowing you to access all relevant data in one
DATA IS
Gain a competitive edge with data management
BY ERIC ALLISTER
place, and eliminating the manual work of collecting and reconciling data from multiple sources — a process often fraught with user errors.
INFINITELY SCALABLE
Perhaps what’s most exciting about modern data-management platforms is that they are now within reach of small operations as well. Traditionally, restaurateurs viewed data analytics as a complicated science reserved for large franchises, but thanks to the proliferation of cloud and AI technologies, you no longer need a dedicated team of data analysts to pull meaningful insights from the data you collect. The software does most of the heavy lifting for you by examining the data and creating meaningful automations, such as helping with employee
schedule optimization.
Even as labour shortages start to improve, small operators are finding automation technologies to be a critical aid when they’re understaffed. According to Block Inc.’s 2024 Future of Restaurants report, 100 per cent of surveyed respondents said they use automation technology to help them fill in the gaps in areas including organizing employee schedules, accepting orders, processing payments, managing inventory and even some parts of food preparation. Furthermore, 37 per cent of surveyed restaurant owners said they are planning to leverage automation software to overcome staffing shortages in the next twelve months.
WHAT’S ON THE MENU?
Block Inc.’s 2024 report also
found that 39 per cent of restaurateurs are tackling competition by planning to use data insights to better understand what their customers want. Accurate analysis of guest preferences is a key factor for determining many offerings.
Dallah El Chami, owner of B.C. Middle Eastern QSR, Superbaba, drove this argument home in a recent interview with the popular financial services platform, Square. “There are a minority of people that love pickled turnip and a majority that really hate it, and so they would remove it from the wrap,” says Chami. “It got to the point where I said, ‘These are very expensive to make; they require a ton of labour, and through analytics Square is telling us that tons of people are asking to take it out.”
In addition to providing insights on guest preferences, data analytics provided by modern data management solutions can also help restaurant owners determine guests’ spending habits and overall consumer behaviour in order to make more informed marketing decisions, which has been another major priority for restaurant owners in 2024.
RESTAURANTS OF TOMORROW
The restaurant industry in 2024 is one that’s heavily shaped by emerging technologies as evidenced by the proliferation of data management solutions that aggregate data from across numerous platforms to help operators, big and small, make informed decisions and offload some of the menial tasks to automations. Operators that embrace this trend early will be among the successful restaurants of the future, delivering a new level of personalized dining experiences. FH
SIPPERS
Seasonal cocktail trends point to classics with a signature twist
BY ROSELINE VICTORIA VIJAYAKUMAR
Every dish tells a story — its ingredients woven with purpose, inspiration and creativity. Chef Derek Bendig's culinary journey reflects his profound connection to food, rooted in warm childhood memories of family gatherings and celebrations. Today, he helms Wild Blue Restaurant + Bar in Whistler, B.C. What got me into cooking is the teamwork and the competitiveness of the kitchen rather than just a passion for food,” he reminisces.
Bendig says the kitchen became an outlet for his creative side and the collaborative atmosphere, “hooked him into the industry.”
“I played competitive sports my whole life and was always big into team sports. Pushing each other to be better was the drive for me.” The kitchen was the chef’s arena for growth and collaboration — an environment where individuals pushed each other to excel.
Equipped with a strong foundation in culinary arts from Vancouver’s Pacific Institute of Culinary Arts, Bendig embarked on a journey of exploration, including working in Toronto for more than a decade, a brief stint in France and teaching at George Brown College.
CRAFTING EXCELLENCE
Chef Derek Bendig tells a story through his food
BY ROSELINE VICTORIA VIJAYAKUMAR
With his vast culinary repertoire shaped by each of his diverse experiences, Bendig is currently the executive chef at Wild Blue Restaurant + Bar in Whistler, B.C., where he crafts his menu with a focus on simplicity and authenticity. He says his culinary style is characterized by his reverence for ingredients. “My culinary style is pretty understated. I like to keep it simple and just let the ingredients speak. I give a little nudge to make them shine and not confuse it too much. When you're younger, you keep adding things to dishes. I'm at a stage in my career where [I’d rather] take ingredients away to keep it cleaner and simpler.”
BITS & BITES
What do you cook at home?
I’m an avid fisherman and hunter on my days off, so I cook a lot of game meat at home.
Wild Blue’s menu emphasizes the local seafood culture of B.C., while drawing inspiration from coastal regions worldwide. The restaurant aims to offer novelty to its diverse clientele, with a menu highlighting an exploration of exciting flavours. Chef recommendations include the Sablefish with turnip, radish, mistake mushroom, sesame and roasted fish bone sauce ($64) and house-made linguine served with geoduck, littleneck clams, basil and chilies ($36).
Reflecting on his culinary journey, Bendig acknowledges the incredible success he has seen in a short time. His joy, however, stems from seeing his staff grow under his mentorship.
If you weren’t a chef, what would you be?
I’m a very big wine guy, so maybe a winemaker.
Favourite ingredients to work with?
Rainbow trout
“The biggest achievement for me is teaching others and then watching them grow and become excellent cooks.” Witnessing his team's success and watching them evolve into skilled professionals, competing and winning competitions gives him a sense of fulfilment. “Their success is the biggest achievement of my career.”
Looking ahead, Bendig remains staunchly committed to the pursuit of culinary excellence with aspirations of further growth and expansion. He emphatically concludes, “We have done excellent so far, but there is still a long way to go." FH
HOSTED BY ROSANNA CAIRA
Check out the Table Talk podcast to listen to conversations between Foodservice and Hospitality’s editor and publisher Rosanna Caira and industry leaders speaking about the issues impacting the dynamic foodservice industry.
FEATURED PODCAST GUESTS
E74. A COMMON PURPOSE
SIMON MACRAE & DARCY MACDONELL PARTNERS, THE COMMON STOVE, PICNIC TAPAS & WINE, AND THE HOG AND PENNY PUB, ORILLIA, ONT.
E73. SHAPING THE MINDS OF FUTURE LEADERS FRANK MENEZES
PROFESSOR & PROGRAM COORDINATOR, HOTEL OPERATIONS MANAGEMENT, SCHOOL OF HOSPITALITY & TOURISM MANAGEMENT GEORGE BROWN COLLEGE
E72. A LABOUR OF LOVE JONATHAN GUSHUE CHEF & PARTNER
GUSHUE BELANGER HOSPITALITY SERVICES
JENNIFER BELANGER PARTNER
GUSHUE BELANGER HOSPITALITY SERVICES
E71. A PASSION FOR HUMANITY MEERU DHALWALA CO-OWNER AND CHEF VIJ'S RESTAURANT
TABLE TALK podcast episodes are available at https://www.foodserviceandhospitality.com/category/media/podcast/ or find them on and
