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RAMMY Fast Bites Winner
Moby Dick House of Kabob Mike Daryoush rises to the top of the Mid-Atlantic’s fast casual market with authenticity and hard work
Volume 17, No. 7 n July 2018
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insidefsm Volume 17, No. 7
foodservicemonthly Volume 17, No. 7 n July 2018 Silver Communications Publisher
July 2018
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Lisa Keathley Managing Editor lisafoodmag@gmail.com Lisa Silber Sales Manager lisa@foodservicemonthly.com Electronic Ink Design & Production fsm@eink.net Juliet Bodinetz Bob Brown Dara Bunjon Alexandra Greeley
Contributing Writers Kathy Hollinger Susan Jones Celeste McCall Henry Pertman
Randi Rom Linda Roth Eric Terry Marshall Weston
Cover photo by Rey Lopez
News and Information
Columns
Advertisers Index……………………………………………………………………… 16 Association News OCHMRA by Susan L. Jones………………………………… 9 Association News RAM by Marshall Weston…………………………………… 11 Association News RAMW by Kathy E. Hollinger………………………………… 3 Association News VRTLA by Eric Terry……………………………………………… 5 FSM News………………………………………………………………………………… 2
Advertiser Spotlight…………………………………………………………………… 12 Bits & Bites by Lisa Keathley………………………………………………………… 6 Balti-More by Dara Bunjon………………………………………………………… 16 Bob Brown Says by Bob Brown……………………………………………………… 4 Culinary Correspondent by Celeste McCall…………………………………… 13 Food Smarts by Juliet Bodinetz…………………………………………………… 14 Modern Business Solutions by Henry Pertman……………………………… 10 The Latest Dish by Linda Roth…………………………………………………… 16 Whining 'n Dining by Randi Rom………………………………………………… 15
In the Spotlight Fast Bites RAMMY Winner by Lisa Keathley……………………………………… 8
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Contact phone: 703-471-7339 email: lisa@foodservicemonthly.com fax: 866-961-4980 web: www.foodservicemonthly.com Foodservice Monthly, a division of Silver Communications, Corp., is owned and published by Silver Communications, Corp. The Foodservice Monthly mission is to provide Mid-Atlantic foodservice professionals with news and information in an informed, imaginative and insightful newsmagazine. Foodservice Monthly assumes no responsibility for material submitted to us. All information contained in this publication is believed to be accurate. No part of this publication may be reproduced in whole or in part or transmitted in any form without prior permission from the publisher of Foodservice Monthly.
JULY 2018 | 1
FSM NEWS
Initiative 77 — D.C. Voters Said YES D.C. voters approved Initiative 77 in the city’s primary on June 19 by a vote of 55.1 to 45.9 percent. The measure will require restaurants to gradually increase the minimum wage for tipped employees to $15 an hour. The issue has been contentious. The New Yorkbased nonprofit group Restaurant Opportunities Center United argued that some tipped workers, including many women and workers of color, will benefit from the change. Opponents maintain the change will hurt tipped workers who currently make much more than minimum wage and may cause many restaurants and bars throughout the city to have to close due to increased costs. The D.C. Council could still block or change the measure. For more information, see the RAMW column by RAMW President and CEO Kathy Hollinger on page 3.
Annie Plotkin/Savor PR
We are ALL CAPS! Even our doughnuts! Many restaurants and bars joined in the celebrations for D.C.’s Stanley Cup winning team — including Astro Doughnuts and Fried Chicken. In honor of the Washington Capitals, the eatery featured a cherry glazed doughnut with the letters C A P S written in white chocolate letters. Too fun! The doughnut emporium regularly creates doughnuts to match news events and celebrations.
In honor of Pride Month in June, Astro Doughnuts and Fried Chicken added a special ‘Pride Doughnut’ to the menu — a vanilla glazed doughnut with rainbow colored sprinkles. Proceeds will go to the DC Center for the LGBT Community. On June 1, to celebrate National Doughnut Day, the eatery featured a special edition blueberry “muffin” sour cream doughnut, raising $1,750 for the Salvation Army. The Salvation Army created National Doughnut Day in Chicago in 1983 to honor members who served doughnuts to soldiers during World War I.
Courtesy Matt Dutile
Chef Marcus Samuelsson, about to launch a new TV series
Ready, set, yum! Summertime is here, and with it, Restaurant Association Metropolitan Washington (RAMW) will be celebrating with the return of popular dining promotions BBQ & Grilling Week from July 16 to 22 and Metropolitan Washington Restaurant Week from August 13 to 19. During BBQ & Grilling Week, BBQ-inspired dishes are in the spotlight with restaurants across D.C., Maryland, and Virginia, offering specially priced menu options featuring everything BBQ. Check www.bbqweekdc.com to view participating restaurants, their menu offerings, and to book reservations. Later in the summer, Restaurant Week will see 250 restaurants across the metropolitan Washington region offering $35 dinner and $22 lunch and brunch menus to guests, making this summer an unbeatable time to dine out and experience the region’s culinary scene. Restaurant Week participants and their menus are online at www.rwdmv.com, where guests can directly book their reservations. The Baltimore region is hosting several summer restaurant weeks, too. See details in Randi Rom’s column on page 15.
No Passport Required… …is a new six-part PBS/Eater series hosted by renowned chef Marcus Samuelsson that takes viewers on an inspiring journey across the U.S. to explore and celebrate the wide-ranging diversity of immigrant traditions and cuisine. In each episode, Samuelsson visits a new city to discover the dynamic and creative ways a particular community has made its mark. July’s stop is Detroit, where Marcus meets Middle Eastern immigrants who call the city home. In August, the focus will be on D.C.’s Ethiopian community. Future programs feature Chicago’s Mexican neighborhoods, Miami’s Haitian community, and the Indo-Guyanese culture in New York City. Marcus Samuelsson is the acclaimed chef behind several restaurants, including Red Rooster Harlem, Ginny’s Supper Club, and Marcus at the Hamilton Princess & Beach Club in Bermuda. He was the winner on Bravo’s “Top Chef Masters” Season Two, as well as the second season of “Chopped All-Stars.” In 2016, Samuelsson was inducted into the James Beard Foundation Who’s Who of Food and
Beverage in America. Tune in for the first episode on Tuesday, July 10, from 9:00 to 10:00 p.m. on WETA TV 26.
A new slice of life Deli Brands of America (DBA) has opened a 22,000 square-foot slicing and logistics facility at a new location in Baltimore County. DBA, the processing subsidiary of Saval Foods Corporation, will utilize the new facility to support its current operation that produces deli meats and family recipe entrees. “We are excited to continue the growth of our company which my grandfather started in 1932,” said Jeff Saval, president of Deli Brands of America. The new location will be utilized for deli meat slicing functions, as well as to handle all outbound freight and logistics for Deli Brands of America. This facility is in addition to the firm’s processing plant in Baltimore, which produces a variety of deli products including corned beef, pastrami, roast beef, as well as the Honest to Goodness Natural Deli brand. For more information, call Darlene Holmes 443-561-3225 or visit www. delibrandsofamerica.com.
FSM NEWS cont. page 2 2 | JULY 2018
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ASSOCIATION NEWS RAMW | Kathy E. Hollinger
Industry is Stronger Together / Conversation Continues on Initiative 77 in D.C.
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f you’ve been following the news on Initiative #77 in the District, you know that it was the most talked about item leading up to the June 19 D.C. Primary Election. Ballot Initiative 77, the “District of Columbia Minimum Wage Amendment Act of 2017,” was a proposal to eliminate the tip credit in D.C. and give all restaurant staff one base wage. It was introduced and championed by the Restaurant Opportunities Center (also known as “ROC”), a national organization that wants to eliminate the tipped wage system. It was an initiative that attempted to solve a problem that doesn’t exist in the D.C. market, where we have 96 percent locally owned and operated restaurants. Unfortunately, it passed in the hands of voters who do not all understand
how the restaurant industry works and the incredible earning potential it can provide. RAMW, however, does not see this as the end of a discussion, but the beginning. We cannot accept as final a vote in a primary election, in the middle of the summer, on a ballot measure the language of which was, at best, misleading. Unaffiliated voters, Republicans, and even many Democrats had little reason to participate in the process, which is why turnout was historically low, and fewer than 10 percent of the District’s more than 100,000 non-Democratic voters bothered to vote. All of us, not an out of town interest group, know what is best for workers, businesses, and the residents of the District of Columbia, and we shall continue to make our
case with those who have ultimate responsibility for the District’s laws. The issue of how people are to be fairly paid in the hospitality industry is a complicated one, not easily explained by campaign signs, slogans, and buttons. What is telling, however, is that tipped workers, the very workers who would supposedly be helped by the passage of Initiative 77, overwhelmingly opposed the measure. What we should celebrate, in the wake of this momentary defeat, is this incredible industry, the Save Our Tips campaign, restaurateurs across the city, and thousands of tipped employees for coming together in such a forceful way. The unity created and felt through this process — with tipped employees, employers, and allies standing
together to fight for what is best for our region — is unprecedented. The industry should feel proud that the vote was an unfathomable 55.1 percent in favor to 44.9 percent in opposition, when polling surveys prior to the election suggested it could be as much as 70 percent to 30 percent and in a Democratic city like D.C., where ballot initiatives almost always pass. This is a shining example of what can be accomplished when the industry works together. The sum of our many voices, and those of our workers, is so much stronger than just one. KATHY E. HOLLINGER is president and CEO of Restaurant Association Metropolitan Washington.
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JULY 2018 | 3
BOB BROWN SAYS | Bob Brown
A Mentor’s Take on Magnificent Pre-Shifts
from its origin to the final plate transforms players into master food storytellers. Too often, servers see only the final plate, missing out on the story of a dish.
Use meetings as a springboard for coaching Michael made his expectations clear. “Tonight, I’ll focus on your tour of the menu.” During the shift, he appeared in the side stations or service bar to fine-tune our performances. His feedback was swift — sometimes fun, sometimes stern, but always on point. It’s rare that learnings are followed up on the floor.
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n June of 1987, I took a waiter’s job at Paolo’s in Georgetown in D.C. Manager Michael O’Grady was destined to be my guru and friend. In October of 2003, he passed away, leaving a powerful legacy of lessons. One lesson is how he transformed pre-shifts from a boring routine to a powerful ritual.
Give post-shift face time
Plan and prepare To set the stage, Michael gathered managers and Chef Adam to review successes and challenges. Why had the check average dipped 75 cents? Which server would deliver her presentation of specials? Which red wines would best suit the heart surgeons’ city-wide convention? Most mangers I’d worked with ran meetings on the fly.
Be disciplined and have fun Line-ups were held at 4:45pm at table nine in the back corner of the restaurant. Swaggering from behind the Western style swinging doors, Michael wryly opened with, “Ladies and gentlemen, boys and girls, it’s another beautiful day to make money in America.” Servers are less stressed and more attentive when meetings are held at a consistent time and place and free of distractions.
Avoid data dumping Michael focused on turning information into strategy. How would we orchestrate Mr. and Mrs. Whitaker’s 10th anniversary? Which team were we playing — 4 | JULY 2018
the pig farmer conventioneers or Georgetown blue bloods? If there were a two-hour wait, Michael warned us to avoid the 30-minute cooking time lasagna. Too many meetings are centered on a laundry list of poorly framed information.
Conduct on-going training Michael’s pre-meals were an endless series of lessons. He taught us everything from how to handle a fork to romanticizing the linguini fra diavolo. He never said, “Get out there and sell appetizers.” He’d demonstrate. “Bob, stand to the right side of a guest, use your right hand, point to the appetizer section, and say, “By the way, a great appetizer to share is the ravioli.” Daily line-ups are often devoid of curriculum-style learning.
Listen to the troops Knowing we were closest to the
action, Michal honored our feedback and suggestions. When we assured him we could get $35 for a grouper special or that the carpaccio salad wasn’t cutting it, he listened. He even went to bat with the corporate office if he thought our suggestions had merit. When you don’t respect your servers’ input, you lose touch with the pulse of the public.
Put on a food show Chef Adam’s “Raw, Prepped, Final Food Shows” were a highlight. Adam might display a whole salmon with its clear eyes and red gills, let us experience the seaweedy smell of a fresh filet, encourage us to touch and whiff sprigs of piney rosemary and lemony thyme, peruse a $50 tin of saffron, and examine the precooked durham wheat linguini. And then — voila! — he uncovered his masterpiece and passed forks around. Teaching the story of a dish
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Amazingly, my fellow team members looked forward to Michael’s one-on-ones at the end of the shift. Michael chose one or two servers to sit down and offer support, guidance, and feedback. Many appreciated his insights laced with sarcasm, kind-hearted humor, and panache. The greatest performance influencer is based on the relationship between manager and employee.
In the end... Michael’s disciplined wellthought-out pre-shifts created a culture of continuous education that drove us to become one of the highest-performing teams in the city. BOB BROWN has worked with hospitality icons such as Disney, Hilton, Morton’s of Chicago, Nordstrom, Olive Garden, and RitzCarlton and works internationally with the prestigious seven-star Burj Al Arab in Dubai. He has appeared on the Food Network and is author of The Little Brown Book of Restaurant Success, selling over 100,000 copies worldwide. He spoke at this year’s National Restaurant Show. Contact Bob for keynotes, breakouts, and workshops at 571246-2944 ©Bob Brown Service Solutions 2016. www.bobbrownss.com. foodservicemonthly
ASSOCIATION NEWS VRLTA | Eric D. Terry
VRLTA Partners with the Zenith Insurance Company
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ant to lower your workers’ compensation costs? Try a return-to-work program. To help, VRLTA has partnered with one of the nation’s largest workers’ compensation insurance carriers — the Zenith Insurance Company. All employers want to lower their workers’ compensation premiums. One way to do that is with a returnto-work program. Nearly 30 percent of people who are injured on the job miss work. In 2016, nearly 900,000 lost-time workplace injury and illness cases resulted in over 8.5 million days of lost productivity nationwide.
Retain Employees and Reduce Costs Studies show that 80 to 90 percent of people injured on the job would rather return to work than collect disability. Establishing a returnto-work program puts a business in a better position to harness that motivation, control claims costs, and retain valuable employees. An effective return-to-work program also impacts workers’ compensation premiums. For Virginia businesses with an experience modification (ex mod), having fewer claims and less claims costs compared with their industry average can earn them an ex mod score of less than 1.00 and control annual premium. When a business provides return to work transitional duty, employees receive regular wages, and a claim’s cost is reduced 70 percent before being included in the ex mod calculation. However, once lost-wages are paid, 100 percent of the claim’s cost, up to a maximum, is included in the ex mod calculation. Because claims impact the ex mod for three years, reducing claims costs can lead to years of significant premium savings. At Zenith, we have found that effective return-to-work programs foodservicemonthly
can reduce policyholder ex mods four percent annually, saving policyholders $4,000 for every $100,000 in annual workers’ compensation premium. Another way a return-to-work program minimizes costs is by reducing litigation. It helps offer injured employees assurance that their jobs are safe and that they’re valued employees. Further, statistics show that simply calling an injured employee within a week of their injury reduces the chance of litigation. Make a return-to-work program part of your company’s workers’ compensation safety and claims management practices and help reduce claims costs and the overall costs of your insurance.
An effective return-to-work program includes: • A policy describing your company’s practices • Injury reporting procedures • Written transitional duty task lists • Sample employee transitional duty offer letter • Notifying and coordinating transitional duty with the treating physician and insurance carrier’s claims specialist • Calling the injured employee after the incident to follow up on care and offering transitional duty • Procedures for what to do when an employee fails to show or perform transitional duty tasks • Procedures to follow up on transitional duty tasks as restrictions change • Training for managers and employees
For additional information please contact Chelsea Ryan, cryan@ thezenith.com or Richard Gazda, rgazda@thezenith.com. ERIC TERRY is the executive director of the Virginia Restaurant, Lodging and Travel Association.
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JULY 2018 | 5
BITS & BITES | Lisa Keathley
The RAMMYS Oh! What a Night!
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s always, RAMMY night was a time for glitz, glamor, and glory as the D.C. restaurant industry celebrated its own. And, while the tone at the Walter E. Washington Convention Center for the 36th annual celebration was decidedly upbeat, there were some serious moments as speakers — including D.C. Mayor Muriel Bowser — urged a no vote on Initiative 77 to scrap D.C.’s tipped-wage system. (See Kathy Hollinger’s RAMW column, page 3). The evening’s “in memoriam” presentation offered a reflection on the passing of several well-loved local leaders of the industry, as well as the death by suicide just two days before the event of celebrity chef, author, travel documentarian, and television personality Anthony Bourdain. After the awards presentation, approximately 2,500 RAMMY-goers were able to enjoy food and drink specialities from five countries — Peru, Chile, Argentina, and Korea, along with newcomer Tunisia, which featured Tunisian tahine and a date, olive, bread, and olive oil tasting bar. ProChile and the Embassy of Chile, long-time partners of RAMW, offered a menu of Chilean quinoa salad, baked Patagonia mussels gratine, hot smoked Chilean salmon, grass-fed beef meatballs, salmon stuffed with asparagus and tomatoes, and wine-soaked Chilean berries with macaron. Mini-pavilions provided such treats as barramundi escabeche by Congressional Seafood, crab gazpacho by Coastal Sunbelt Produce, deli corned beef sandwiches by Saval Foodservice, and a selection of smoked fish from Ivy City Smokehouse (which won the RAMMY for Casual Restaurant of
6 | JULY 2018
The Winners of the 36th Annual RAMMY Awards UPSCALE BRUNCH OF THE YEAR: Osteria Morini
COCKTAIL PROGRAM OF THE YEAR: Espita Mezcaleria
UPSCALE CASUAL RESTAURANT OF THE YEAR: Clarity
CASUAL BRUNCH OF THE YEAR: Ambar Capitol Hill
WINE PROGRAM OF THE YEAR: Bourbon Steak
CASUAL RESTAURANT OF THE YEAR: Ivy City Smokehouse Tavern
FAVORITE GATHERING PLACE OF THE YEAR: The Daily Dish
JOAN HISAOKA ALLIED MEMBER OF THE YEAR: USI Insurance Services
SERVICE PROGRAM OF THE YEAR: minibar by José Andrés
FAVORITE FAST BITES OF THE YEAR: Moby Dick House of Kabob (See cover story, page 8)
REGIONAL FOOD AND BEVERAGE PRODUCER OF THE YEAR: Right Proper Brewing Company
RESTAURATEUR OF THE YEAR: Ari Gejdenson, Mindful Restaurants
RISING CULINARY STAR OF THE YEAR: Gerald Addison and Chris Morgan, Compass Rose Bar + Kitchen, Maydan
EMPLOYEE OF THE YEAR: Andrea Tateosian, Urbana MANAGER OF THE YEAR: Heidi Minora, Commissary
More love Several of the evening’s big winners took the time to acknowledge and thank the women in their lives. During his acceptance speech for Best New Restaurant for CHIKO, Scott Drewno thanked his wife for her help through the years, saying, “We should all be feminists.” Jose Andrés gave tribute to his wife, too, during a video presentation from Guatemala, where he was busy helping to feed Fuego volcano victims. During the video, Andrés’ wife Patricia Fernandez de la Cruz and the couple’s three daughters came to the stage. Via the video, Andrés said, “Congratulations to my wife. And every woman out there. All of the good things in the world, there’s usually a woman behind it.”
On behalf of the couple… …Fernandez de la Cruz accepted a special RAMMY award from the RAMW Executive Committee for Exceptional Leadership & Impact “for their remarkable contributions to the Washington, D.C. region and for their incredible efforts they have taken as citizens of the world.” As the night’s program noted, “The Board recognizes the immense dedication and sacrifice the Andrés’
FORMAL FINE DINING RESTAURANT OF THE YEAR: Masseria NEW RESTAURANT OF THE YEAR: CHIKO CHEF OF THE YEAR: Amy Brandwein, Centrolina
BEER PROGRAM OF THE YEAR: Owen’s Ordinary
the Year). What was not to love?
PASTRY CHEF OF THE YEAR: Tiffany MacIsaac, Buttercream Bakeshop
have made as a family to support José’s efforts as a leading restaurateur and champion for this region, and also as a leader on humanitarian relief and support in Haiti and Puerto Rico, and so many more important areas and efforts in need of resources, food, leadership, and a prominent voice and advocate in difficult times.”
Also on the special RAMMY list… … The Joan Hisaoka Allied Member of the Year Award, given to USI Insurance Services for exemplifying commitment to and support of RAMW. The Duke Zeibert Capital Achievement Award was presented to restaurant founder and publican Daniel J. Coleman for his hard work and outstanding initiative that “has increased the profile and success of the metropolitan Washington foodservice community.” (See more about the Zeibert award in FSM’s June Bits & Bites column.)
The 2018 Honorary Milestone award… …went to the Georgetown restaurant Tony and Joe’s. Situated on the banks of the Potomac River in the Washington Harbour, the family owned and operated Tony and Joe’s Seafood Place has been serving seafood and steaks for thirty years. Through its floor to ceiling
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windows in the dining room or via the outdoor riverside patio, diners can enjoy a great meal, along with views of the Kennedy Center, the Watergate complex, Roosevelt Island, the Key Bridge, and walkers, bikers, and rowers galore. As Mayor Bowser noted, “Restaurants have become one of our city’s greatest assets…I am thrilled to present the Honorary Milestone Award to such a longstanding Georgetown landmark, highlighting the exceptional service and sense of community the restaurant has brought to Washington.” Tony and Joe’s owner, Tony Cibel, is a native Washingtonian, who, over three decades, has created a legacy in what he calls the ‘social business’ — restaurants. Not only has he helped the Washington community over the years, he has also helped jumpstart the careers for a wide number of his staff. Tony has worked with numerous chefs over the years, including David Stein, Ron Goodman, and Damien Salvatore. What makes Tony and Joe’s so successful is its family approach to employees — treating everyone as if they were a part of the original family. In fact, family is very much involved in Tony’s restaurants — two sons and two nephews are involved in his business operations. foodservicemonthly
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JULY 2018 | 7
COVER STORY | By Lisa Keathley
Fast Bites RAMMY Winner!
So who eats at Moby Dick House of Kabob?
W
hen Mike Daryoush came to the United States from Iran in 1975, his intent was to get his electrical engineering degree from George Washington University. He did that, but the whole time, he wondered what he was doing. It turned out that his real dream was, you guessed it, to start a restaurant! Daryoush’s first foray into restaurant entrepreneurship was in 1987, when he bought a Bethesda diner that served traditional American breakfasts and lunches. When it did not achieve the success he had hoped, Daryoush turned to his Persian roots, adding a traditional clay oven to bake fresh pita bread, ground kabob meats, and authentic Mediterranean spices and flavors. In 1989, he reopened as the Moby Dick House of Kabob. “He named his restaurant after a very famous restaurant in Iran with the same name,” notes Alex Momeni, Moby Dick’s chief development officer. “He had fond memories of that from his earlier days.”
At the beginning… …Daryoush bunked in the restaurant, cooked, and basically worked from morning until night to keep the fledgling eatery going. “If you are not getting dirty at the end of the day,” he is quoted as saying, “you haven’t worked!” Daryoush saw his customer base start to grow as people tried — and liked — the tasty Persian-themed food offerings. Today, almost 30 years later, his American dream has grown into a Mid-Atlantic restaurant success. Moby Dick House of Kabob restaurants now dot the regional landscape, from northern Virginia to D.C. to Maryland. This past November, the twenty-third restaurant opened in Baltimore, “with potential new store locations being explored in Columbia, Pikesville, and more,” says Momeni. 8 | JULY 2018
VP Ned Daryoush (l) and Chief Development Office Alex Momeni celebrate their Fast Bites RAMMY win credit: Mehdi Bemani
Much of the day-to-day running of the chain is handled by Momeni and Ned Daryoush, Moby Dick vice president and Mike’s eldest son. But it’s a generational transition that will go slowly,” says Momeni. “It’s his family legacy, which he is turning over to Ned to take to the next level.”
The Hyattsville commissary Momeni says one thing that will never change is the focus on authenticity and quality that Mike Daryoush has demanded from the beginning. At a central, 18,000-square-foot “commissary” in Hyattsville, the kabob meats are marinated, the hummus is mixed, and the appetizers are prepared and assembled. From there, drivers transport the foods to each restaurant site, where the kabobs are cooked over open flame. “It has been the concept for many years,” says Momeni. “Everything gets prepared there. We are adding a docking station and an extension to grow it to 25,000 square feet, with the capacity to support 50 stores.”
The other thing that sets Moby Dick’s apart is… …Mike Daryoush himself. “He’s so humble about his success. He would take the shirt off his back for any of
his employees. Because of him, it’s a team effort, it truly is,” Momeni says. "It’s not a one- or two-man show. It’s a 400-person show. Everyone is doing his or her part. We have each others’ backs each and every day.” The focus on employees has had many benefits, including staff longevity. “Mike’s first ever employee is still working for us. A lot of the employees have been here 15 to 20 years and even more,” Momeni says. “It’s a family friendly environment where people know if they stay, they will be rewarded.” Benefits include paid time off, health insurance for full-time employees, and even free Moby Dick lunches. Momeni quotes Mike Daryoush’s philosophy this way: “You cannot spend enough time on your employees. It doesn’t make sense to lose them. It takes too much time to replace and retrain people.”
To continue its training efforts… …the firm is building a platform for “Moby Dick University,” with a launch goal of late 2018. The site will include video training, a library of reading materials, welcome packages for new employees, an intranet where employees can speak with each other, and continuing ed training modules designed for employees as they grow with the firm.
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It turns out a lot of people! “Because we are fast casual, we appeal to a lot of younger families, educated with one to two kids, working families, young couples, newlyweds who want something good and tasty but relatively fast,” Momeni reflects. In the firm’s older locations, the demographics trend older because people have been coming in for a long time. “We even have grandparents who have come in for years now coming in with their grandkids!” he exclaims. About sixty percent of Moby Dick customers buy meals to take out, with forty percent eating in, selecting from a menu of such popular items as kabobs, rice, gyros, falafel, salads, and baklava.
Moving into the future “Our major competitors are not just other kabob locations,” Momeni says, but “anyone who takes a slice of the market share.” To compete, the chain is offering delivery service from all locations — but with a twist. Customers can order directly through Moby Dick or via DoorDash, an on-demand restaurant delivery service. Another growing part of the business is catering. “Catering is one of our biggest areas of focus right now,” says Momeni. “Every time we feed 50 customers through catering, we gain 20 to 30 new regular customers.” That part of the business is currently slightly under 20 percent, “but we hope to grow it to 30 percent!” Growth is definitely in the plans for this newly minted RAMMY winner. With the highest number of votes from the public in the Favorite Fast Bites category, Moby Dick House of Kabob shows it has a fan base willing to express its support. For Mike Daryoush, the unassuming restaurateur who has put his heart and soul into the business for almost three decades, that kind of recognition has to be the best reward of all. foodservicemonthly
ASSOCIATION NEWS OCHMRA | Susan L. Jones
Developing a Culture of Kindness
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enerally speaking, the weather in Ocean City will make or break a season. However, during our recent celebration of National Tourism Week, speaker John Kennedy shared some great tips to help us all put our best foot forward in an effort to garner business. Here is a recap of what we learned. With customers’ reviews driving business, it is important to create a culture of kindness at your property to drive positive reviews!! As Kennedy pointed out, tomorrow matters — so take a minute to explore these questions: • Dive deep into your processes — are they quick, easy and responsive? • How do you make the experience more engaging? Ten percent is what happens…90 percent is how we react. • Why do employees do what they do — and do they understand why they do what they do? • What systems are in place to drive company culture?
The importance of a “Line of ONE Culture” As an owner/leader, we have the ability to create a solid and unified force of both people and energy. BUT we must communicate and share the focus of accomplishing the same mission. John Kennedy asked us to think about geese flying in the V formation. Geese really do understand the line of one culture. Here is insight into how they think: 1. Every job is my job 2. Honk in support of others 3. Natural buddy system 4. Efficiency matters As John Kennedy noted in his talk, in order to teach your staff about the system geese use…“Start with Why & Begin with the End in Mind!” WHY — tell staff their job is foodservicemonthly
important because it impacts the customer experience by “xyz/ describe how.” WHAT — explain what happens if a customer has a good experience. Repeat business = more business = more opportunity for reward and/or financial gain. HOW — explain how to do the job properly. After explaining all this, as the owner/leader, make sure you checkin and circle back. By doing so, you reinforce excellent behavior. Other staff members see this and then aspire to be acknowledged or rewarded. By following these simple steps, there is a unity in leadership leading to consistency in service and consistency in leadership leading to unity in service! Mr. Kennedy closed by acknowledging that it all goes back to three basic human needs. Employees want to be Heard and Understood, Valued and Purposeful, and Respected as Equal Partners. This Line of One Culture thinking can create a solid and unified force of people and energy focused on accomplishing the same mission! Cheers to a great summer!
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OC’s strawless summer The Ocean City chapter of the Surfrider Foundation launched its first “Strawless Summer” program, which raises awareness of plastic pollution by launching a campaign that encourages restaurants, locals, and visitors to stop using plastic straws. Surfrider Foundation is delivering buttons, flyers, and posters for restaurants to distribute and display. To learn which OC businesses are participating, go to: https://oceancity.surfrider.org/ these-restaurants-have-signed-ourstrawless-summer-pledge/. SUSAN JONES is executive director of the Ocean City Hotel-Motel-Restaurant Association.
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JULY 2018 | 9
MODERN BUSINESS SOLUTIONS | Henry Pertman
Employees: The Face of Your Business – Keep Them Happy, Satisfied, and Proud
I
n my mind, nothing is more important to a hospitality business than guest engagement by the employees. The hospitality industry is guest-service driven, which means your employees are the faces of your business. Essentially, they are your ambassadors. If you could meet, greet, chat with, and make the food for every single guest who comes through your doors, you likely would. Since this is not possible, you must count on the employees to do each of these critical tasks. A simple mistake or omission could be the difference between a satisfied guest — who returns for future visits — and an irritated guest who won’t come back and will tell friends why.
team are proud to be part of that team and feel that they have a voice and purpose in the organization.
Here are some sure-fire suggestions on how to get to the end game of happy, satisfied, and proud employees:
Guest etiquette Well-trained employees in the ways of “guest etiquette” provide the best guest experience possible. Finding every way possible to ensure that employees’ guest-relations training is outstanding is a surefire way to stand out and not drown in a sea of sameness. Hiring, training, and retaining the best possible talent is critical. But outstanding talent doesn’t turn into a flock of superstars overnight. It takes time for new employees to get the training, the experience, and the know-how to become the very best they can be. This is a key to retaining the best and brightest. An experienced server will know the regulars, what they order, and personal things, such as what they do for a living. This goes a long way toward grooming repeat customers. Additionally, you need your in-house ambassadors to encourage guests to explore more menu items as additions to their expected order, which helps drive revenue.
10 | JULY 2018
Everyone counts All service staff, including bussers, server assistants, and floor managers are in position to bring personality to the restaurant. When everyone buys in, engages regularly, and makes the guests that much more welcome, the experience gets better and better. So, because your employees are your eyes, ears, and difference makers, keeping them happy should become fundamental to keeping your enterprise at the top of its game and reputation. As Chief Executive of the Union Square Hospitality Group, Danny Myer always says, guests are not a restaurant’s top priority, their employees are. A hospitality employer must be committed to nurturing the potential of all its employees, and in doing so, ensure that the staff is committed to helping the restaurant succeed. Employees who feel part of a great and important The Newsmagazine Foodservice Professionals Rely On
1. Make sure that your culture reflects some fun and respect because it will help employees love where they work. Once they love where they work, everything is easier. 2. Recognize your employees with accolades and regular, sincere compliments. 3. Let your employees know you value them…for example, stepping up for them in the event of an emergency or coming to their aid when there is a disrespectful guest. Having their back is a critical core value as an owner. 4. Be sure that training never ends. Great training gives employees the confidence to do a great job and even go the extra mile. 5. Share your success. Let your employees know how the company is doing — when it is both good and not so good.
Replace the word “I” with “We.” As a guest service-centric industry, restaurants and all hospitality businesses need to focus on employee engagement to be successful. Through engagement and keeping employees first, your business can thrive and grow in the hospitality industry. I am happy to help you get there! HENRY PERTMAN is director, Hospitality Consulting at CohnReznick LLP, located in the firm’s Baltimore, Maryland office. He can be contacted at 410-783-4900 or henry. pertman@cohnreznick.com.
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ASSOCIATION NEWS RAM | Marshall Weston
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RAM Announces New Officers and Members
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fter a statewide search for candidates, the Restaurant Association of Maryland (RAM) completed the annual nomination process for its board of directors. The following new officers and directors were voted in at the annual RAM membership meeting held at Phillips Seafood Restaurant in Baltimore on June 13. Officers hold their post for one year, while directors have a three-year term.
Officers: • Chairman of the Board: Kathie Sewell, Regional VP of Golden Corral • Vice Chair: Brian Boston, owner of the Milton Inn in Sparks, MD • Treasurer: Rachael Mull, CFO for Victoria Gastro Pub and Manor Hill Brewing Company, both in Howard County, MD • Secretary: Lee Howard, owner of Urban BBQ
Directors: • Kevin Keller, The Clyde’s Restaurant Group • Michelle Torres, Phillips Seafood Restaurants • David Dopkin, Miss Shirley’s Café and The Classic Catering People • Tom Knorr, Evolution Craft Brewing Company • Andy Attman, ACME Paper • Kimberlee Vandervoorn, UnitedHealth Group “Board members are nominated by peers in the industry. Once nominated, a committee reviews the pool of candidates, looking for individuals with commitment and leadership skills. We draw upon candidates from different restaurant foodservicemonthly
segments in a variety of areas throughout the state,” said past RAM Chairman, Joe Barbera, from Aida Bistro and Wine Bar in Columbia. RAM’s President and CEO Marshall Weston commented, “Each year, our board plays an important part in helping the foodservice industry by focusing on initiatives that will benefit everyone. The restaurant and foodservice industry is in good hands with incoming Chair Kathie Sewell, and I look forward to working with her and our board members.” The Restaurant Association of Maryland is a trusted source for restaurant advocacy, regulatory compliance information, foodservice employee training, and restaurant focused vendors. For over 75 years the Association has been run by restaurateurs working for the benefit of its members and the restaurant industry as a whole. RAM promotes its member restaurants through programs such as the Dine Out, Maryland! gift certificate program, an online dining guide, and other Dine Out, Maryland! initiatives. The RAM Government Affairs department protects members by helping them comply with government regulations, while also lobbying against legislation that would have a negative impact on the industry. A host of endorsed service programs, a self-owned workers compensation insurance fund, and an Education Foundation are geared to help restaurants improve their business operations and provide the necessary certifications and training that foodservice employees need. For more information, visit the RAM website at www.marylandrestaurants. com.
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MARSHALL WESTON is the president and CEO of the Restaurant Association of Maryland. The Newsmagazine Foodservice Professionals Rely On
JULY 2018 | 11
ADVERTISER SPOTLIGHT | Chesapeake Greenhouse
Turning Over a New Leaf — All Year Long
C
hesapeake Greenhouse, LLC is a commercial greenhouse located just across the Chesapeake Bay Bridge in Queen Anne’s County, Md. The firm delivers fresh lettuce to restaurants, hotels, schools, hospitals, and supermarkets in the Annapolis area and in Baltimore and Washington, D.C. In business for 10 years, the greenhouse operation currently grows 12 varieties of gourmet, specialty lettuces and eight herb varieties. According to owner John Maniscalco, “If there is something special you are interested in having grown locally, just let us know.” Chesapeake Greenhouse’s commercial sized greenhouse is 24,000 square feet — about a half acre — with 42,000 heads of lettuce growing in different stages of production. Greenhouse production enables the firm to grow lettuce all year long. Customers receive fresh product that is picked, packed, and properly cooled the day before delivery.
plants’ roots to be placed in water. Chesapeake stages lettuce planting so fresh product grows continuously.
Beginnings
On the lettuce list
This family farm began growing hydro bibb lettuce in 2008. “We looked around and saw there were other hydroponic operations, but no one was doing only lettuces. So we thought this would be a niche for us,” said Maniscalco. Soon after, chefs began visiting the greenhouse and asked for other leafy products. The products that grew well were added to the weekly production line-up. “We start our lettuce from seeds,” noted Maniscalco. “As soon as they get five to six leaves on them, they are ready to go into the ‘grow channels.’” A grow channel tray has small holes that enable the young
In addition to Boston bibb lettuce (also known as butterhead lettuce), Chesapeake Greenhouse grows a number of lettuce varieties that are available throughout the year, including green and red oakleaf, super red, and butter lettuce. Romaine and French crisp green and red are available from May through October. Several herbs are available all year, too, including chives, garlic chives, mint, and Greek oregano. Italian, lime, and Thai basil varieties are available from May through October, with cilantro and dill available October through April. John Maniscalco describes his
12 | JULY 2018
agriculture. Fertilizer needs are reduced as well, keeping costs lower and waste materials to a minimum. Since operations are local, transporting product is less expensive and creates a smaller carbon footprint.
The advantages of growing in a greenhouse
operation as “controlled environment agriculture.” Computers run all the equipment in order to gauge and sustain a perfect growing environment. When the lettuce is picked, he noted, “we leave the root ball on each head to keep it fresh. It will stay fresh for two weeks and will look as if were just picked.”
Environmental kindness “Consumers are concerned about the environment,” said Maniscalco, “and they are motivated to support production operations which are ‘kind’ to the environment.” The hydroponic methods utilized by Chesapeake Greenhouse are extremely conservative regarding water consumption, using only about one tenth of the water that is normally used in open field
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Currently, almost all lettuce consumed in the United States comes from soil-grown production in California. Quality and prices tend to fluctuate greatly depending on California’s weather. Growing lettuce in a controlled greenhouse environment yields a significant benefit to the customer because prices and quality can remain stable. “Plus,” said Maniscalco, “by the time lettuce is packaged and delivered from California, it can be up to a week old before it even gets to the end user!” Food safety is also at the forefront of thinking with today’s consumer, Maniscalco noted. Consumers want and expect food that is not laden with harmful chemicals. Controlled environment agriculture allows safe, biological control over insects and disease and reduces or eliminates the need for harmful chemicals. The unpredictability of weather and climate give further reasons for the increased use of controlled environment agriculture and hydroponics. As this weather trend continues and more climatic changes occur, Maniscalco said, indoor farming will become more prevalent and more necessary. FOR INFORMATION AND DELIVERY, contact: John Maniscalco, Chesapeake Greenhouse, LLC at john@wegrowlettuce.com or visit our website at wegrowlettuce.com foodservicemonthly
CULINARY CORRESPONDENT | Celeste McCall
With 20+ years of experience raising the standards higher on every new project and client
Park Hyatt Chef Has his Healthy Ducklings in a Row Looks as if Troy Knapp, The Park Hyatt Washington executive chef, has his ducks in a row. Since arriving at the luxury Tony Knapp 216-guest-room hotel in February 2017, the Seattle native has been treating his 250 employees with his “Little Duckling Wellness Commitment” program. “The idea is to safeguard our employees so they’re feeling good, and so they can give their clientele 110 percent,” Knapp explained. More than water and coffee Besides providing complimentary spa water and custom ground and brewed Compass Coffee, the employee cafeteria serves two very healthy meals a day. The rotating menu taps fresh seasonal produce (among sources is Coastal Suncoast Produce in Laurel, MD). Rounding out the choices are three different proteins. Examples include roast pork loin with apples, Brussels sprouts, and braised greens. There’s also an expanded salad bar. The menu also addresses dietary and religious preferences, offering vegetarian and gluten-free options. Workers can also munch on complimentary snacks, such as wasabi peas, sesame sticks, and a build-your-own trail mix station. In the mornings, employees are able to snack on fresh fruit and toast. How did Knapp come up with the moniker “Little Ducklings?” “The Park Hyatt’s (Michelinfoodservicemonthly
starred) restaurant was named Blue Duck Tavern before my time,” Knapp, 46, explained. “And ‘Little Ducklings’ was a natural progression. Our wellness program has been very successful, and our six sous chefs take great pride in their cooking. They are very motivated,” he added. “For someone like me, who is very picky about what and when he eats, it is really reassuring that I can go upstairs to Little Duckling and find quality and healthful choices,” said Javier Jovel, the Park Hyatt’s assistant front office manager. “And I don’t have to worry about packing my lunch. I know I’ll have a healthy meal that will keep me going throughout my shift.”
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Making wellness count Knapp elaborated: “We want wellness on the forefront of everything we do. Most of my colleagues have one to two meals a day (here), five days a week. Therefore, it’s critical that we provide wellness-focused offerings. We make everything from scratch. We see this as a way to make nutrition a convenience for everyone, and on top of that, the meals are complimentary. At the end of the day, we want to take care of those who take care of our guests.” Chef Troy Knapp’s advice to fellow hotel chefs who want to keep their staffs healthy and productive? “Put your people first, do not be afraid to try something new,” he said. “In our kitchen, we minimize (the use of) salt and sugar. We cook consciously and integrate nutrientdense products like fresh, wellsourced produce. As chefs we have a responsibility to nurture our lives.” CELESTE MCCALL is a Washington, D.C. food and travel writer. Contact her at 202547-5024. The Newsmagazine Foodservice Professionals Rely On
JULY 2018 | 13
FOOD SMARTS | Juliet Bodinetz
The Difference between Cross Contamination and Cross Contact
W
hen we teach a ServSafe class, there is often “cross confusion” between the terms “cross contact” and “cross contamination.” We spend some time making sure that students understand when each is applicable. Here are some key points.
transferred from one food product to another, making the food unsafe. The distinction is that crosscontamination generally refers to food contamination — not food allergens. Proper cooking of the contaminated food, in most cases, will reduce or eliminate the chances of a food-borne illness.
What is cross contact?
The history behind it….
Cross contact occurs when an allergen is inadvertently transferred from a food containing an allergen to a food that does not contain the allergen, and the proteins from one food are transferred to another food. Often, the amounts are so small that they can’t be seen. However, even a tiny amount of food protein can cause a reaction in a person with food allergies. Cross contact can happen when two foods touch each other, when traces of one food are left on a spatula or pan that is used in preparing another food, and when airborne proteins (like flour) settle on another food or on the surfaces of serving or cooking tools that are then used with other foods. It is important to remember that cooking does not reduce or eliminate the chances of a person with a food allergy having a reaction. In contrast to bacteria, proteins are not affected by cooking and still remain on the food to potentially cause the allergic reaction. What is cross contamination? Cross contamination is a common factor in the cause of food-borne illness. Microorganisms such as bacteria and viruses from different sources can contaminate foods during preparation and storage. Cross contamination occurs when a bacteria or virus is unintentionally
14 | JULY 2018
For many years, the commonly used term was cross contamination. The differentiation began in 2013, not long after the Food Safety Modernization Act (FSMA) was signed into law in 2011. The purpose of the FSMA is to ensure the U.S. food supply is safe by shifting the focus of federal regulators from responding to contamination to preventing it. The term “cross contact” (rather than “contamination” or “cross contamination”) has been applied to the unintentional transfer of allergenic proteins from a food containing the proteins to one that does not. An allergen is a normal component of food and is not itself a contaminant. Given this shift in the scientific literature distinguishing “cross contact” from “contamination” and “cross contamination,” the FDA decided that it should begin using the term “cross contact” to describe the unintentional incorporation of an allergen into food, rather than the general term “contamination,” for purposes of clarity.
Do they have anything in common? Both are unintentional, can make the food unsafe to consume, and are controlled with proper sanitation and training. It is important to have operational controls in place to control for these hazards.
How do I prevent cross contact? According to the FDA, more than 160 foods have been identified to cause food allergies in sensitive individuals. However, 90 percent of people with food allergies are allergic to at least one of the eight most common allergens. The “Big 8” are: peanuts, tree nuts, wheat, soy, eggs, milk, fish, and shellfish. It is extremely important to clean and sanitize food contact surfaces and utensils after working with the common eight foods. It is up to your guest to let you know if they have a food allergy, but once you are alerted, it becomes your responsibility to keep the food safe. It is estimated that two percent of adults and about five percent of infants and young children in the U.S. suffer from food allergies. Approximately 30,000 consumers require emergency room treatment, and 150 Americans die each year because of allergic reactions to food.
Some tips to avoid cross contact, from Food Allergy Research and Education: • Use utensils, cutting boards, and pans that have been thoroughly washed, rinsed, and sanitized. Consider using separate utensils and dishes for making and serving safe foods. Some operations use a different color equipment to identify the allergy-safe equipment. • If you are prepping or cooking several foods, cook the allergy-safe foods first. • Keep the safe foods covered and away from other foods that may splatter. • If you make a mistake, you can’t just remove an allergen from a meal. Even a small amount of cross contact makes a food unsafe.
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• Properly wash hands before touching anything else if you have handled a food allergen. Using hand sanitizers only will not remove an allergen. • Change gloves after handling a food containing an allergen. • Wash, rinse, and sanitize prep areas after working with foods that contain an allergen.
How do I prevent cross contamination? Cross contamination is a common factor in the cause of food-borne illnesses. Microorganisms such as bacteria and viruses from different sources can contaminate foods during preparation and storage. Proper cooking of the contaminated food in most cases will reduce or eliminate the chances of a bacterial food-borne illness. Wash, rinse, sanitize equipment used for and between different food items. Ensure your staff members are washing their hands properly and when they should be. Separate raw foods from ready-to-eat foods in food storage and preparation areas.
The bottom line… Both cross contact and cross contamination can be prevented. Proper training of staff and active managerial control are keys to ensuring that your operation, and your guests, stay safe. JULIET BODINETZ is the executive director of Bilingual Hospitality Training Solutions and has over 30 years industry and training experience. Her team of instructors specialize in food safety, alcohol training, and ServSafe training in English or in Spanish, and writing HACCP plans in the Baltimore and Washington D.C. metro areas. www.bilingualhospitality.com, juliet@ bilingualhospitality.com or 443-838-7561. For the latest food safety tips, become a fan on Facebook or Twitter: @BHTS. foodservicemonthly
WHINING ’N DINING | Randi Rom
Open for biz Laura and David Alima, owners of The Charmery in Hampden, opened another location…The Charmery Towson at 6807 York Road. And…they’re opening the Ice Cream Factory in the new UNION Collective building in Hampden. Opening later this summer, UNION Collective is an assembly of independently owned and growing Baltimore-based manufacturing and creative businesses housed under one roof and anchored by UNION Craft Brewing Co. Collective businesses include Well Crafted Kitchen (wood-fired pizza), Baltimore Whiskey Company, Huckle’s Gourmet Sauce, and Earth Treks state-of-theart bouldering gym with 20,000 square feet of climbing and fitness. Very. Cool. Place. TheCharmery.com. Union-Collective.com. Stanford Kitchen, a chef-inspired, fresh cuisine, casual restaurant (part of the Blueridge Restaurant Group that owns The Stanford Grill in Columbia) opened at Boulevard College Center in Owings Mills. The restaurant features an open kitchen, so you can watch your meals being prepared, and a bar with garage doors that open and lead to the patio and outdoor seating with a fireplace. StanfordKitchen.com.
What’s happening It’s baa-cck! The seriously popular Trifecta Food Truck and Music Festival is returning to Timonium Fairgrounds on Saturday, July 28. Thirty-five of Maryland¹s fave food trucks will offer a wide variety of savory and sweet options, including BBQ, seafood, burgers, vegan options, yummy desserts, and Jamaican, Italian, Mexican, and Greek foodstuffs. And — local businesses such as The Local Oyster, Brick ‘n Fire Pizza, and Dangerously Delicious Pies will also offer their tasty treats. Enjoy live music, local craft beer, fashion trucks, and lot’s ‘o activities for adults and kids. Mechanical bull or pie eating contest anyone? For tickets, go to https:// www.mt.cm/trifecta. CURED Table & Tap and 18th & 21st — two distinct restaurants housed under one roof — opened foodservicemonthly
Fufills All Maryland Health Department Requirements
in the One Merriweather building in Columbia, about 350 yards from the main stage at the Merriweather Post. And…there is complimentary parking for guests, so if you’re going to a concert, this may be the perfect dining/concert/parking solution. Fogo de Chao Brazilian Steakhouse, located on Pratt Street in downtown B-more, is promoting happy hour from 4:30 to 6:30, Mondays through Fridays. Tasty treats include empanadas, spiced chicken sliders, and my fave…the yucca flour (gluten free) cheese bread! FogodeChao.com. If it’s summer, it’s time for the way popular lobster roll Fridays at The Corner Pantry in Mt. Washington. Just sayin… Corner-Pantry.com.
Recommended by: Coastal Sunbelt Produce, Baltimore Hispanic Chamber of Commerce, Foodservice Monthly, MICROS, PFG, RAMW & SAVAL
ACME PAPER & SUPPLY
2018 Winner of RAM All Memberieod the Year f
Fond farewell Towson University hangout, Bill Bateman’s — home of crab pretzels and bottomless wings — shut its doors. Metropolitan Coffeehouse & Wine Bar in Federal Hill, Locust Point’s Wine MarketBistro, Tavern on the Hill in Mt. Vernon, and Bistro RX in Patterson Park have also closed.
Ch-ch-ch-changes Zack Mills, longtime executive chef at Wit & Wisdom Tavern, announced that he has left his position at The Four Season’s Hotel/ Michael Mina property. No word yet on his next venture. The French Kitchen restaurant at the Lord Baltimore Hotel is transitioning into a catering and special event space. It will begin using its historic name — The Versailles Room — and will open to the public for special events and holidays. Other eateries in the Lord Baltimore include LB Tavern, LB Bakery, and LB Skybar. LordBaltimoreHotel.com.
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RANDI ROM is a Baltimore special events planner, marketing and public relations maven, freelance writer, and the head of R.J. Rom & Associates. Have a hot scoop? Contact Randi via email at randirom@ comcast.net or phone 443-691-9671. The Newsmagazine Foodservice Professionals Rely On
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THE LATEST DISH | Linda Roth
BALTI-MORE | Dara Bunjon
Chef & GM updates…
More plans…
Michelle Gueydan is the new general manager at 1310 Kitchen & Bar by Jenn Crovato. She was previously general manager and sommelier at Bywater American Bistro in New Orleans. Before she took off for New Orleans, Michelle was sommelier at The Inn at Little Washington. Jay Caputo is the new head chef at Ivy City Smokehouse and Tavern. He was previously chef/owner at Espuma in Rehoboth, DE. Next door at City Winery DC, Brandon Ingenito was named executive chef. Previously, he was at Potomac Point Winery leading Le Grand Cru Bistro and all banquets, weddings, and receptions. The good news is that Andy Shallal will keep Busboys and Poets in Mount Vernon Triangle. He was one of the pioneers for that part of D.C. It will move into the space where L’Hommage Bistro Francais used to be — which is across the street from the original location at CityVista. The new site opening is planned for September. The bonus is the ability to create a glass-enclosed private dining space in the lower-level dining room, so it can serve as overflow dining, too. Andy currently has six restaurants in his empire. He plans to open another Busboys and Poets in Anacostia by the end of Q4 2018.
Union Kitchen Grocery (UKG) is opening later this year in Shaw inside the space formerly occupied by Glen’s Garden Market at 1924 Eighth Street, NW. It’s already got the bones for its grocery, fast casual café, and beer bar. It should open by the end of Q3 2018. It will be the grocery’s third location in D.C. An additional location in Franklin Square is on the boards. Fox Restaurant Concepts plans to open two of its concepts, North Italia and Flower Child, at 2112 Pennsylvania Ave., NW, in an 11-story mixed-use project. North Italia has locations in Arizona, California, Colorado, Kansas City, Las Vegas, and Texas. Flower Child features a menu of organic, gluten-free, vegetarian, and vegan items, 2018 or early Q1 2019 opening is planned.
Chef Samantha Love Proves Talent Pays Off Chef Samantha Love, a 2009 graduate of the Chef John Folse Culinary Institute/Nicolls State University in Louisiana had worked at the Dominica Restaurant in New Orleans, where she was wined and dined to work a Baton Rouge casino. That decision was a lifealtering moment that set her career path. Right after her honeymoon in 2014, Chef Love started her first position at the newly opened Baltimore Horseshoe Casino as chef de cuisine at John Besh and Aaron Sanchez’s new concept, Johnny Sanchez. When Johnny Sanchez closed in 2017, she remained with the Caesars Entertainment Group in Baltimore, where her culinary skills and talent transitioned her into her
next position, the executive chef at Gordon Ramsay Steak within the casino. Forward to 2018, Samantha Love has a new title and a new job: Assistant Executive Property Chef for Baltimore Horseshoe Casino. She’s keeping a watchful eye on all food service within the casino, including the established Guy Fieri’s Baltimore Kitchen and Bar and assisting with the newly opened GDL Italian by Giada (de Laurentiis). Baltimore Horseshoe Casino, 1525 Russell Street, Baltimore, MD 21230, www.caesars.com/horseshoebaltimore? DARA BUNJON: Dara Does It — Creative Solutions for the Food Industry — offers public relations, social media training, administration, freelance writing, marketing, and more. Contact Dara: 410-486-0339, info@dara-does-it.com or www.dara-does-it. com, Twitter and Instagram: @daracooks. Listen to her Dining Dish radio program on Baltimore Internet Radio.
Quick hits… Bluestone Lane has signed a lease to open in a new project in Capitol Riverfront, joining Circa and Open Road. Connecticutbased Maggie McFly’s will open its second restaurant in Northern Virginia where Wood Ranch BBQ used to be at Springfield Center. LINDA ROTH is president of Linda Roth Associates, Inc., specializing in marketing, promotions, and publicity in the hospitality industry. Contact Linda at 202-888-3571 or linda@lindarothpr.com or visit her website at www.lindarothpr.com.
Samantha Love at the Baltimore Horseshoe Casino
FSM ADVERTISERS SUPPORT THE FOODSERVICE INDUSTRY OF THE MID-ATLANTIC WHEN THEY SHARE THEIR MESSAGE EACH MONTH. CONTACT LISA SILBER, SALES MANAGER: 301-591-9822 OR LISA@FOODSERVICEMONTHLY.COM FOR THE BEST WAY TO REACH THE REGION’S BUYERS.
INDEX TO ADVERTISERS
Chesapeake Greenhouse Ltd................................... 1
Performance Food Group.............. Inside Back Cover
Tell them you saw it in Foodservice Monthly
Coastal Sunbelt.......................................................... 7
Ram EF..................................................................... 13
Ecolab......................................................................... 3
Saval Foods................................... Inside Front Cover
Acme Paper.............................................................. 15
Itek............................................................................ 13
Barter........................................................................ 11
Maryland Food Center Authority...............Back Cover
RAM Expo................................................................... 5
Bi-Lingual Hospitality............................................... 15
Martin Bamberger................................................... 11
Tech 24 Construction................................................ 9
16 | JULY 2018
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FRESH. LOCAL.
The Maryland Wholesale Produce and Seafood Markets in Jessup, MD... ...the places to go for the freshest variety of produce and seafood.
Produce: 410-799-3880 | Seafood: 410-799-0141 Visit MFCA website for more information.
Owned and operated by: