// NEWS
ACQUISITIONS
Stamford Based Priceline To Buy OpenTable For $2.6B Extending its reach into restaurant reservations, online travel giant Priceline Group is buying OpenTable for $2.6 billion.
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he deal comes on the heels of new competition to OpenTable. Nowhere is the competition for tables more cutthroat than in New York City, where a black market in restaurant reservations already exists online. But since February, several new apps have taken the fight to the streets: Zurvu, Shout, Killer Rezzy and Resy are all striving to become the favored portal for people willing to pay a premium to get into the best restaurants, at the last minute, via a few taps on their mobile devices. TripAdvisor already jumped into the restaurant-reservations business last month with its purchase of LaFourchette, a European booking platform known as the OpenTable of France. Amazon (AMZN) is also creeping into the business, allowing customers to publish reviews for local restaurants and companies. That's Yelp's (YELP) territory, but one could easily imagine both companies moving into online reservations next. OpenTable charges restaurants monthly fees to seat diners who book their reservations online. It has an inventory of more than 31,000 restaurants, and seats more than 15
The deal comes on the heels of new competition to OpenTable. Nowhere is the competition for tables more cutthroat than in New York City, where a black market in restaurant reservations already exists online.
million diners a month. "Travelers are diners," Priceline CEO and President Darren Huston said. It's the same customers. There's opportunity to cross-promote brands.” "We spent a long time looking at OpenTable. It's been on our radar for a long time. We felt now was a good time," Darren said. Huston said: “Priceline's first goal is to expand OpenTable internation-
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ally. Users can already book restaurants through OpenTable in London, Berlin, Hong Kong and other cities, but Huston said he wanted to bring it to more cities. Since Priceline already has ‘offices in every major city in the world,’ doing so should be seamless,” he said. OpenTable will still be based in San Francisco and will operate as an independent business led by its current management team.
Since its start in 1998 as Priceline. com — a "name your price" site for airline seats, hotel rooms and rented cars — Priceline Group has grown into a colossus on which consumers can shop for U.S. and international accommodations, as well as cruises and vacation packages. In addition to Priceline.com, the group also includes Booking.com, Agoda.com, Rentalcars.com and the travel price-comparison site Kayak. The company calls Booking.com the world's largest online accommodation service, with operations worldwide, while Agoda.com is an online lodging service that operates primarily in Asia. An average of more than 1 million guests stay in accommodations booked through one of Priceline's brands each night. It has more than 480,000 properties in more than 200 countries and territories worldwide. OpenTable, which also started in 1998, gets its revenue from restaurants, which pay fees for the software and hardware needed to join its reservation network, and additional fees for customers seated through OpenTable reservations. Diners do not pay to use the service. In 2013, the company earned $33.4 million on $190.1 million in revenue. Priceline's profit last year was $1.9 billion on revenue of $6.8 billion. Priceline will pay $103 per share in cash, which is a 46% premium over OpenTable's recent closing price of $70.43. Both companies' boards unanimously approved the transaction, which is targeted to close in the third quarter.
// NEWS
RESTAURANTS
New York’s Junoon To Open Second Location in Dubai Junoon, a Michelinstarred contemporary Indian restaurant in New York City known for its modern take on traditional dishes, is set to open its second location this fall in Dubai’s fivestar Shangri-La Hotel.
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ew York-based restaurateur Rajesh Bhardwaj, who founded Junoon as an expression of his passion for the food and culture of his native India, made the announcement at the restaurant’s third anniversary celebration May 13. He said the new Dubai location would set the stage for future expansion of the Junoon brand, which has been awarded a coveted Michelin star annually since its opening in 2011, under the guidance of corporate chef Vikas Khanna. “We feel strongly Junoon can be a global brand and have been researching cities that would be a good fit for
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// NEWS
PAYROLL SERVICES
Long Island Based Firm Brings Restaurant-Centric Payroll Service to Tri-State OP’s According to Michael Busch, President of Valiant Solutions, it’s imperative, with all the payroll and human resource compliance issues in the hospitality industry, that restaurants stay ahead of the curve in dealing with them.
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The New York restaurant industry is one of the most highly regulated and audited markets in the country. That’s why his company, a workforce management solutions firm, specializes in helping restaurants keep their payroll and HR operations in line with city, state and federal mandates. Busch stated, “In 1988 I purchased Payroll Computing Services, a small payroll company owned by an accountant who focused on the restaurant industry. For the first couple of years I thought he was crazy to concentrate on a single industry.” Busch laughs, “I was trying to branch out into other industries, without much success, until it finally dawned on me that to compete with the larger payroll companies I needed something special, some vertical expertise, and that’s how I settled on the restaurant industry.” Busch notes he’s not a CPA or an attorney. “I’m someone who has gathered over 25 years of industry experience in the intricacies of restaurant payroll issues,” he says. Busch notes that not being a CPA or Attorney gives him freedom to talk more openly with restaurateurs. There are a lot of gray areas and operators need to know what their options and risks are. “For the most part, these owners are
Michael Busch leads Valiant's team of restaurant and hospitality payroll solution professionals
good, hard-working business people trying to comply with an overabundance of regulations.” Why use Valiant instead of a generic payroll company? “I jokingly say, the restaurant industry has a big target on its back. It’s highly regulated and payroll and HR are not exempt from that. It’s almost impossible to comply, or even just be familiar, with everything,” says Busch. “And class action labor attorneys, the DOL Wage and Hour Division, unions, and individual town boards are all waiting for you to slip up.” He gives as an example, minimum wage. “It’s not
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something most non-restaurant businesses deal with because, in New York, minimum wage is $8.00 an hour and very few companies would think of paying someone only $8.00 an hour. But in the restaurant industry, because there is tipping, paying minimum wage is very common. In fact, paying less than minimum wage to a tipped employee is the norm. Under current minimum wage guidelines, you can take a tip credit of $3.00 per hour, so you can pay a wage of $5.00 per hour, as long as that individual earns at least $3.00 per hour in tips. Calculating overtime on that $5.00 per hour wage is complicated. You need to take 1.5 times the $8.00 minimum wage before taking the $3.00 tip credit making the proper OT rate $9.00 per hour, not $7.50. Even just determining which employees need to be paid on an hourly basis as opposed to being paid a salary can be challenging. For years it’s been traditional for restaurants to pay back-of-the-house employees a shift pay or weekly salary. It didn’t matter how many hours you worked, you got $100 a day or $600 a week. However, to be compliant, most of these employees need to be paid on an hourly basis.” This requires pretty extensive bookkeeping. Busch says, “All hours over 40 in a given week need to be paid at a
rate 1.5 times the regular hourly rate. In addition, employees working any day with a spread of hours over 10 need to receive an extra hour of pay at minimum wage. The regulations go on and on, and most restaurants don’t have a full-time person to keep track of all this. In larger groups they may have a dedicated payroll person but that individual is so extended that they probably need outside help from a company that understands what the requirements are. One thing that has changed dramatically in the last 10 years is the amount of litigation. “Attorneys are aggressively looking for customers. All you need is a few cases out there to create a tremendous word-of-mouth buzz.” As an employee looking to receive a one-time bonus, you can go to any number of websites for information. “Plaintiff attorneys are trying to pull individuals together into class action lawsuits. It’s made restaurants more aware of compliance issues and how important it is to abide by all the rules.” “At Valiant, our HR and payroll software gives restaurants a practical administrative solution to deal with compliance. Our team works in conjunction with your administrative staff,” Busch says. “People are willing to pay for quality and service and no one knows that better than restaurant operators. You can get good food in a million places, but it’s service and quality that differentiates one restaurant from another. It’s the same way in my business. Value is usually the deciding factor, not price. Restaurants go out of business so much, but it has been my experience that the ones that take wage and hour compliance seriously, are the successful ones.” Busch continues, “If you treat employees right and find the right partners to help with your HR and payroll functions, you can focus on your food quality and service level, and have a long-running, profitable establishment.”
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// NEWS
RESTAURANTS
Noodles & Company Celebrates 400th Restaurant in Fair Lawn, NJ Noodles & Company serving classic noodle and pasta dishes from around the world, has opened its 400th restaurant nationwide in Fair Lawn, New Jersey. The 400th restaurant is operated by franchisee Mascott Corporation.
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e are very pleased to reach this significant milestone in our growth as we continue to bring a world of flavors under one roof to new locations across the country,” commented Kevin Reddy, Chief Executive Officer of Noodles & Company. “As a brand, we are focused on strong execution and to reach 400 restaurants is an accomplishment for our entire team. We believe there is an opportunity to operate 2,500 Noodles & Company locations over time and will continue to steadily work toward that goal.” Noodles & Company first opened its doors in 1995 in Denver, Colorado and currently has locations across 30 states and in the District of Columbia. The Company announced plans to open 42 to 50 company-owned locations and 10 to 15 franchise locations in 2014. Founded in 1995, Noodles & Company is a fast-casual restaurant chain that serves classic noodle and pasta dishes from around the world. Known as Your World Kitchen, Noodles & Company’s globally inspired menu consists of more than 25 fresh, customizable noodle bowls, salads, soups and sandwiches that are prepared quickly using quality ingredients. From healthy
Noodles & Company first opened its doors in 1995 in Denver, Colorado and currently has locations across 30 states and in the District of Columbia.
to indulgent, spicy to comforting, the menu provides favorites for everyone from kids to adults. Popular dishes include the Med Salad with grilled chicken, spicy Indonesian Peanut Sauté and creamy Wisconsin Mac & Cheese. Long Islanders will be the first in New York State to get a taste of the "world kitchen" at Noodles & Company. The Denver-based chain plans to open its first location in New York at The Gallery at Westbury Plaza in Westbury on July 31. The "fast-casual" restaurant, which sells customizable food in a style much like Chipotle or Panera Bread, will be
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run through Allendale, N.J.-based franchisee Doherty Enterprises Inc. "We were looking at another franchise opportunity, and came across Noodles," CEO Ed Doherty said. He said Doherty Enterprises has a contract to open up to 23 Noodles locations in Nassau and Suffolk counties. Right now the company is negotiating leases on six potential spaces on Long Island, and Doherty said he hopes to have six more restaurants open by the end of 2014. Doherty's company also operates Applebee's and Panera locations in the tri-state area.
Noodles & Company specializes in noodle and pasta dishes of American, Italian and Asian origin. Customers can pick the protein they want on dishes such as penne rosa pasta, mac & cheese, and Japanese pan noodles. “Fast-casual restaurants such as Noodles have been growing a loyal customer base as they market a healthier alternative to fast food and a cheaper and more convenient experience than a traditional sit-down restaurant,” said Warren Solochek, vice president of client development for food services at Port Washington-based market research firm NPD Group. “In the last year, visits to fast-casual restaurants have gone up 9 percent, while total restaurant industry visits have remained flat,” Solochek said. Doherty said he would be interested in opening Noodles & Company locations in Brooklyn, Queens and Staten Island, but would avoid Manhattan because of the high rent. “The Noodles chain as a whole has also focused more on suburban markets over urban, though it is working to expand into more cities, chief operating officer,” Keith Kinsey said. Of the 343 locations, most are in the Midwest or the chain's birthplace of Colorado, and the vast majority are company-owned. "We're very disciplined about the way we grow; on the franchise side it's very opportunistic," he said. "From a company perspective New York is an important part of future growth, and we're very methodical on how we do that." Noodles, which went public in late June at $18 per share, baffled Wall Street by doubling its initial public offering price in its first day of trading. The 104.2 percent increase was one of the best first-day returns for U.S. IPOs in the last decade.
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// NEWS
RESTAURANTS
Can This Man Save One Of NYC’s Greatest Restaurants? Once upon a time, Le Cirque could do no wrong. The chi-chi French restaurant, opened in 1974, was beloved by celebrities, politicians and social heavies alike; bestowed with lavish praise by critics; and renowned for its service and snobbery.
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t was also responsible for the careers of Daniel Boulud and David Bouley, among many others. But times changed. By the early aughts, New Yorkers weren’t so interested in Dover sole or dress codes. All around town, “Le” and “La” restaurants closed. And in 2012, a dark cloud descended on Le Cirque, in the form of a one-star takedown in the New York Times. “Some people have counted this restaurant out, and we are fully aware of that,” says owner Marco Maccioni, son of the restaurant’s founder, Sirio. Top toque Olivier Reginensi voluntarily left, and for nine months, Le Cirque went without an executive chef. After consultations with former Le Cirque chefs a Prince Charming emerged: the dashing Raphael Francois (recently of London’s venerable Connaught Hotel). His revamped menu premiered this spring. The big question now: Can the 35-year old — whose résumé lists stints at some of France’s best kitchens, including Hélène Darroze and the Hotel George V (both of which received Michelin stars) bring one of New York’s most celebrated restaurants back to its former glory? Le Cirque’s regulars think so.
“I have been a longtime customer of Le Cirque, and I love the restaurant, but there have been a couple of lessthan-stellar guys in the kitchen,’’ says William O’Shaughnessy, president of Whitney Media and editorial director of WVOX radio. “Francois is attractive — he comes out and works the dining room, and there is a new excitement
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Main Office: 282 Railroad Avenue Greenwich, CT 06830 Publishers: Leslie & Fred Klashman Advertising Director: Michael Scinto Creative Director: Ross Moody Contributing Writers Warren Bobrow Wyman Philbrook Noelle Ifshin Andrew Catalano Laurie Forster Mitchell Segal Staff Writers Deborah Hirsch Marcy Bruch Intern Alexis Robinson Phone: 203.661.9090 Fax: 203.661.9325 Email: tfs@totalfood.com Web: www.totalfood.com
Chef Raphael Francois, most recently at London hotel has taken the reigns at the legendary Le Cirque eatery
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Total Food Service ISSN No. 1060-8966 is published monthly by IDA Publishing, Inc., 282 Railroad Avenue, Greenwich, CT 06830. Phone: 203.661.9090. This issue copyright 2014 by IDA Publishing Inc. Contents in full or part may not be reproduced without permission. Not responsible for advertisers claims or statements.Periodicals Postage paid at the post office, Greenwich, CT and additional mailing offices. Additional entry at the post office in Pittsburg, PA. Subscription rate in USA is $36 per year; single copy; $3.00. Postmaster: Send address changes to Total Food Service, P.O. Box 2507, Greenwich, CT 06836
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// NEWS
INNOVATIONS
Signs Of The Times How Imprint Plus Is Kicking Foodservice Signage Up A Notch With Technological Innovation
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or many foodservice operators, signage that describes menu specials, the ingredients in food, or buffet labeling has been basic, at best. In many cases, signage is nothing more than a chalkboard with an eraser and chalk that wait staff members are assigned to write
on with updates each day. Thanks to the Vancouver, British Columbiabased company Imprint Plus, foodservice operators now have more sophisticated signage options. Total Food Service sat down with the CEO of Imprint Plus, Marla Kott, to find out more about how these reusable signage systems came about and
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how they benefit foodservice operators. I know that Imprint Plus services many different industries—the financial industry, the government sector, etc. How did you expand into the food and beverage industry? Imprint Plus has been in business for
over 30 years and originally started producing name badges for many different industries. We got started in foodservice when one of our clients, Norwegian cruise lines, asked us to come up with signage for their ice cream section in the buffet area of their cruise ships back in 2008. Cruise ship vacationers are very discerning, so Norwegian Cruise lines wanted their signage to look as upscale as possible. Where did the idea for the reusable food service signage come from? Norwegian cruise lines wanted signage that was sturdy, robust, and without adhesives so it would be
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#4254
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// NEWS
REAL ESTATE
Owners of P.J. Clarke's Say Landlord Is Seeking Higher-Paying Tenant The owners of an upscale restaurant in Brookfield Place have filed a $40 million lawsuit alleging the landlord has used renovation work at the lower Manhattan complex to push it out and free up space for a higher-paying tenant. Scaffolding covers the outdoor dining area of P.J. Clarke's.
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he proprietors of P.J. Clarke's on the Hudson LLC, located in a prime waterfront spot at Brookfield Place, claim water
leaks, severed telephone and Internet lines preventing credit- card transactions, falling debris and numerous power outages caused by construction have led to revenue losses of
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more than $6 million, and the lawsuit, was filed last month in state Supreme Court in Manhattan. Despite repeated requests to improve the situation, landlord WFP Retail
Co. LP, a subsidiary of Brookfield Office Properties Inc., has done almost nothing, the lawsuit claims. A sidewalk construction shed and barricades also have blocked the restaurant's views of the harbor and the Statue of Liberty, the documents said. The lawsuit describes the restaurant as sought-after by its landlord to "serve as a beacon for other businesses" to open in lower Manhattan following the Sept. 11, 2001, terror attacks, according to documents filed in Manhattan Supreme Court. The first P.J. Clarke's, at East 55th Street and Third Avenue, traces its beginnings to 1884 and served as a stop for celebrities including Jacqueline
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// NEW PRODUCTS
NEWEST OFFERINGS IN THE METRO NYC AREA
UK Based Renshaw Baking Brings New Ready to Roll Fondant and Gum Paste to Tri-State Area Foodservice Operators In celebrating the art of pastry and baking for generations, Renshaw has over 100 years experience in baking and cake decorating. Total Food sat down with US Sales Manager, Larry Italiano to discuss the companies newest innovations.
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ith expertise in manufacture, product innovation and inspiration Renshaw currently supplies specialist sugar craft shops, bakery and general wholesalers as well as major grocery retailers in the UK. Renshaw is now rolling out their new line of Ready to Roll Fondant and Gum Paste specifically formulated for the US market in the New York Tristate. Pastry chefs, bakers and foodservice operators will now have the perfect medium for decorating their cakes and other creative baking offerings. We sat down with Renshaw’s U.S. Sales Manager, Larry Italiano, to discuss the company’s rollout in the New York Tristate and what it means for your foodservice operation.
to local distributors in over 30 countries worldwide and was the fondant used to decorate the 2011 Royal Wedding Cake created by Fiona Cairns
ed one by George VI in 1950 for almond products.
Give us a little history about Renshaw? Renshaw is a British food manufacturing company established in 1898 that prides itself on having a predominantly local workforce. It is also proud to be the grantee of a Royal Warrant from Her Majesty Queen Elizabeth II, having first been grant-
Renshaw is the leading British manufacturer of ready to roll icing, marzipan, frostings, caramel and mallows. It supplies specialist sugar craft shops, bakery and general wholesalers as well as major grocery retailers. It also supplies UK customers direct through an e-commerce site: renshawbaking.com. We also supply
Renshaw is a British food manufacturing company established in 1898 that prides itself on having a predominantly local workforce.
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What’s Renshaw’s role here in the New York Tristate? What are they bringing to the table? We have rolled out 12 sku’s of white and colored fondant and 1 sku of gum paste specifically formulated for the US Market. In 2012 we undertook an extensive market opportunity assessment to ensure Renshaw could give the consumer something better. Two 2012 consumer focus groups and ‘baking super user’ workshops were conducted that helped develop the best performing fondant. We also are considered color specialists and invest a great deal of resources to ensure vibrant rich colors that will not fade like other brands over time. Talk about Renshaws’ new Ready to Roll Icings and Gum pastes being introduced to our market? Why the need? There are no doubt many fondant choices available to the different end users in the US yet we are getting phenomenal reviews from home
bakers, hobbyist, cake designers, pastry chefs and culinary institutions. Our product is one of others that is being used by The Culinary Institute of America, The Institute of Culinary Education and The International Culinary Institute. Many brands of fondant have an artificial smell and chemical taste which have given the consumption of Fondant a negative connotation. At weddings and other tasting events most people will remove the fondant before eating the cake. Ours tastes and smells great and coupled with the ability to roll thin is very pleasing on the pallet when eaten with the
We have rolled out 12 sku’s of white and colored fondant and 1 sku of gum paste specifically formulated for the US Market.
cake. Additionally, many brands of fondant have to be kneaded, rolled and applied to a cake or dummy quickly before they begin to dry, crack, tear and develop “elephant skin.” Renshaw is formulated to and will not have these consequences thereby giving the beginner to the professional more time to work on their design. Conversely our gum
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// NEWS
RESTAURANTS
MTA Tabs Danish Restaurateur To Create New Food Hall In Grand Central Danish restaurateur Claus Meyer, was selected late last month to run a new restaurant and food market in Grand Central Terminal's Vanderbilt Hall.
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he cavernous and elegant Vanderbilt Hall, has recently been home to many temporary displays, holiday retail shops private events, all-star game fan fests and even an international squash championship. Meyer, the founder of Noma in Copenhagen will add New York to a worldwide empire of successful eateries. Noma was voted best restaurant in the world by Restaurant Magazine for several years. Mr. Meyer, 50, also owns Studio, a new restaurant in Copenhagen, and Gustu restaurant in La Paz, Bolivia. Meyer and his American investors were the highest bidders among 15 groups that responded to the request for proposals to use Vanderbilt Hall and adjoining areas in the terminal. They are working with Heyer Performance, a restaurant development company based in New York. The Metropolitan Transportation Authority, which runs the station, received proposals from a number of successful operations including LDV Hospitality, founded by John Meadow, whose restaurant portfolio includes American Cut; City Winery,
owned by Michael Dorf who founded the famed Knitting Factory; and Tour de France Group (run by Five Napkin Burger co-founder, Simon Oren is affiliated). Other applicants include Bruce Caulfield who owns 11-yearold Tracks Raw Bar & Grill in Pennsylvania Station and Sugar & Plumm, a local bistro and bakery with two Manhattan locations. Mr. Meyer's proposal offered the highest rent $15.9 million over 10 years in net present value dollars. The second highest offer was $8.8 million from Mr. Caulfield, while the third highest was $8.6 million from LDV Hospitality. It will include a Nordic-themed food hall that will feature a combination of retail and casual restaurants and a balcony cafe occupying 16,000 square feet, the western half of the soaring Vanderbilt Hall. In addition, there will be a 100-seat Nordic brasserie in a space that is currently not in use adjacent to the hall. There will also be a grab-and-go food outlet in the spot where there is now a Hot & Crusty stand, next to the ramp to 42nd Street and Vanderbilt Avenue. The entire development is expected to be in operation in two years.
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Nancy Marshall, the director of retail leasing for Grand Central Terminal, said the appeal of the Meyer project was not only that it is unique, but also that it “engaged all price points from a cup of coffee to fine dining.” Another seven restaurant companies submitted proposals to operate a portion of the space, a to-go counter along the Shuttle Passage where a Hot & Crusty bakery operates now.
Brooklyn eatery Bien Cuit and Eli Zabar were among the bidders for the café. "When the MTA solicited bids it wasn't sure it would get an operator for the whole space," said Eli Zabar, who has two retail stalls in the Grand Central Market. "But then they did get some very attractive bids."
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// LEGAL
WITH MITCHELL SEGAL
Technology To The Rescue For Restaurant Owners In Health Inspections Since July, 2010 the New York City Department of Health and Mental Hygiene began issuing and requiring restaurants to post grade cards. These cards display grades of A, B or C reflecting a restaurant’s performance on sanitary inspections.
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Baruch College Survey performed in 2011 revealed that over 70% of New York City adults notice the grading cards that were posted in restaurant windows with 88% of that population considering grades when deciding where to eat. Obviously if a restaurant is issued an A grading card it will be posted. If a restaurant does not earn an A on its initial inspection, it is not graded and the Department conducts an unannounced second inspection a month later. That re-inspection is graded. If a restaurant is issued a B or C grade they are entitled to post the card or a grade pending card subject to a hearing. 83% of grades are unchanged between inspection and hearing. 39% of restaurants received an A grade on their initial inspection. Of the restaurants that received scoring in the B range on initial inspection, approximately 40% improved to an A grade on their reinspection. Of restaurants that scored in the C range on their initial inspection, over 70% earned an A or B on reinspection. The inspection’s program was started to protect New Yorkers from bacterial, viral and contaminant based foodborne illnesses, which occur
Mitchell Segal, Principal, Segal Law LLC Queens, NY g a l b r i @ m s n .c o m
Although grading has led to significant improvements in restaurant sanitary practices, many restaurateurs feel that an inspector’s analysis is subjective and is not being provided uniformly.
because of poor hygiene, improper storage and handling as well as inadequate cooling and heating of food. Although grading has led to significant improvements in restaurant sanitary practices, many restaurateurs feel that an inspector’s analysis is sub-
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jective and is not being provided uniformly. Additionally, an inspector in a bad mood can equate to a bad grade for a particular restaurant. Personality conflicts between an inspector and a restaurant owner which arise during
an inspection can additionally cause problems for the restaurant. The City Council held hearings in the past in which restaurant owners complained of being heavily fined from inspectors looking to build violations as opposed to food safety issues. With potential business or nonbusiness riding on an inspection grade, Republican Minority leader Vincent Ignizio sponsored a bill with over 20 co-sponsors which will launch a year long pilot program that would use cameras which are attached to an inspector’s body or clothing to document the inspections that occur. Thus business owners would have evidence that might support a claim that the inspection or inspector was unfair or was premised on the desire of the inspector and Health Dept. to collect fines. The pilot program would equip about 10% of the inspectors initially. This program can be a tremendous tool to protect a restaurant owner’s due process. Star Wars technology to the rescue.
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// Q&A
EXCLUSIVE FOODSERVICE INTERVIEWS
Willie Degel Founder and CEO of Uncle Jack's Steakhouses in New York City Host of Restaurant Stakeout on The Food Network You could say it's in his blood. Willie Degel credits his grandfather and Uncle Jack, who ran a glitzy, glamorous speakeasy at Columbus Circle back in the 1900s, for the passion and drive and zeal he brings to his life making great restaurants in New York.
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wner of Uncle Jack's Steak House, this thriving, hard-driving business manager, and sometime chef, loves his life, and though he never stops thinking about it, not even for a minute, he's proud that he can claim one of New York's most popular steak house chains as his very own. So, how did you get started in the restaurant world? I was always an entrepreneur. Even as a young kid, I was a businessman. I had a newspaper route, bought and sold cars, had a lemonade stand, did whatever it took to make money. I always saw life as an opportunity, see people as honest. I see movement, the big picture, I'm always ahead of my curves, and I sometimes don't have patience for everybody to catch up. I always wanted to be a boss. Every time I worked for someone else, I cared more than the owner himself. I took great pride in what I did. My father worked two jobs, and he instilled that in me. A couple of weeks ago I was closing a restaurant and told the two owners, I care more than
You could say it's in his blood. Willie Degel credits his grandfather and Uncle Jack, who ran a glitzy, glamorous speakeasy at Columbus Circle back in the 1900s, for the passion and drive and zeal he brings to his life making great restaurants in New York.
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you do. It affects me. I took it home with me. What was your first job? A buddy and I used to work out together, and he asked me to work for him for three weeks. He was working the door at a pub on Northern Boulevard in Queens, and I invited people to come see me. I packed the place. The owner called me up, you want to come bar tend? That's how it all started. I was 19. A year later, I found a place in my neighborhood, a biker bar going out of business. I talked to my brother; do you want to do this? I got a cook, a grill; we'll make a kitchen, let's do it. Any money we had saved, we used. My parents always made my aunts and uncles, grandparents, give us bonds. We didn't get a lot of presents! My father was a big saver. He taught us at a young age to save money. He made us do passbook loans, where you take your own money and then the bank would lend you money against your money. He would take our money and buy CDs. He'd have $5000 and say, I'll buy you CDs. Take a passbook loan from the bank, a low-interest loan, collateralize it with your money, and you're going to buy more CDs with that. Your money now is doubled. He used to teach us how to have a goal, to work hard for things, and things will happen for you. It's funny. I was on a blind date, a double date, watching a movie with Tom Cruise flipping bottles, and my buddy said, you should do this, you have such a big personality, you'd be great at it. A few weeks later, when the guy asked me to work the door for him, it all came together. Do you think it was luck? Luck is great but I believe in karma. If you don't believe in God, you bet-
ter believe in karma. Coming from a lower middle-class family I didn't feel I deserved any of this, didn't feel like I belonged here. After my first successful restaurant, I had to question myself, and be in that moment by myself. Is this true, is this really happening? Do I really deserve this? Am I living my dream? You don’t have a college degree, you can't do this, was what I heard. I've always been the guy who wants to go, and had a million people pulling me back. How did you get the restaurants rolling out? Uncle Jack's, my first place, was on Main Street. My brother and I were together for years but fought a lot. I was always what I call “progressing” the store, changing things, maximizing profit, and that stressed him out. He wanted it just to be a pub and to run itself. I said, I'm going to run it like a bank, like a machine. You've got to run it new and take care of existing customers, too. I found this location, and opened Uncle Jack's in Bayside. I wanted to elevate it. I enjoyed cooking, I wanted to make it a smaller place, but I had a customer who just got a lot of money from an insurance settlement and he wanted to invest in me and make it a bigger place. What happened next? You know, you have a particular taste. Who your taste is who you are. Some people have crappy taste, some good. I saw my taste in what I liked, people with class and money, who liked the finer things, and they tended to gravitate around what I was doing. I analyzed that. I studied what my father was good at, what my mother was good at, what traits I got from the Irish, my passion, my fight, and what from the Germans, the engineering side. I always had a plan, could see things five, 10 years
down the road. I couldn't do anything part-time. Just get it done, it'll be fine. That just doesn't exist in me. That's why I started Uncle Jack's. I wanted to design a place where people who liked the finer things in life, and got catered to and serviced, would go. I started it small, built a loyal following. I socialized with nothing but lawyers and business people and entrepreneurs and politicians and union leaders and
I saw the Jacob Javits Center, I saw Madison Square Garden, but back then 12 years ago, 34th Street was all heroin addicts, methadone clinics, it was the armpit of Manhattan. And I thought, I could build something here and they worked with me. It was an old garment building and they were going to commercialize it. They needed somewhere for people to go for a nice lunch. They had a vision for the building. There was
You know, you have a particular taste. Who your taste is who you are. Some people have crappy taste, some good. I saw my taste in what I liked, people with class and money, who liked the finer things, and they tended to gravitate around what I was doing. I analyzed that.
that's what filled the place, I catered to them and they networked and I networked and I branched out from there. What led you to Manhattan? A gentleman was doing a big development in Bayside, and he wanted me to take this big store and I was going to do an Asian fusion restaurant before anyone else. The brother of Mark Green, the former NYC public advocate, was buying this building on Ninth Ave, and 34th Street and was looking for a restaurateur so I went to look at it. I saw the location.
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no restaurant in the area. I said, we could do a business here. If we could build it and cater to every guest like in Bayside, it will grow and grow and grow, and now it's our biggest store. What's the biggest difference between Bayside and Manhattan? Every location, every restaurant you're going to open up – hey, anyone can build and interior decorate and design and spend money. What makes the restaurant come to life is your staff, your leadership philosophy, the people you choose to work in every position. Are they on the
team, are they all doing what it takes to have customers have their best experience? They have to get on the personal level, know what everyone wants to drink, what table, go above and beyond. That's what takes the restaurant and gives it a personality. Then the customers know what is your make-up, that's your DNA now. Each store has different-style customers. In Bayside we do a lunch but not a huge lunch. Everyone closing a deal in Queens comes here. Dinner is people who live here, who bed down in these neighborhoods, drive 10, 15 minutes. But it's also people who lived here and moved away and they're little incubators for you, in their new area. They're promoting your brand and then they take the trips back. You have your nucleus, your people who are going to come and come. Then the restaurant can regress to the basics. You're one of the few restaurateurs who work directly with farms to get your food. Tell me about that. I don't need middle people. I'm the brand. I want to go direct. I want to breed my own steers. The advantage is, I have a direct relationship with the people raising the steers. I grew up in Pennsylvania, my father had cows and chickens. We had a chicken coop at our summer home. That's where it comes from. I want to know where my steers are, where they're fed, how they're taken care of. I know what a steer should look like. I was the first person bringing Kobe beef into New York 18 years ago. No one knew what it was. I got a five-star diamond award from the American Academy of Hospitality Sciences because the guy couldn't believe I was selling $275 beef here in Bayside. We did 15 a week. I had to buy half the
continued on page 102
// PASTRY CHEF OF THE MONTH
PRESENTED BY
Cher Harris, CEPC
Pastry Chef at Hotel Hershey, Hershey PA 2013 World "Pastry Queen" Winner
H
ow did you get into the business? I have always worked in food service, starting in local pizza shops and diners. This is what puts me through my first round of college and after I realized that I truly enjoyed the kitchen and perhaps I should consider a career in food service. I kept working under individuals that were willing to teach throughout candy shops, restaurants and a country club. Who had the biggest impact on your career? With now twenty plus years in a kitchen, I would have to name two individuals. First being the pastry chef whom took the time to teach me all the basics I needed during my transition from savory to sweet, Peter Kovalec. I was not ever trained formally in pastry or baking, but on-the-job. Allowing me to learn and holding me accountable for high standards of quality. Second would be more recently, Susan Notter. With my desire to get into the competition realm about two years ago, I approached Chef Notter to help me. While I was preparing for a try-out for a competition with her, she approached me about the Pastry Queen Competition and if I was willing to put in the time to train for this. She felt that I had what it would take to train for this
of course, it has always been a goal of mine to get here. In preparation I was on an opening team of a Casino locally (before coming to Hershey) and this was an experience unlike any other. It prepared me for hiring, recipes, menus and staff training, not to mention the huge amount of production needed for the casino. What role does pastry and baking play at the hotel? It is a part of almost every outlet/venue and we are the ones who often start people’s day with breakfast pastries and end it with dessert or a turndown amenity. Travelers coming to Hershey are expecting a lot of sweets!
Hotel Pastry Toque Harris grabbed top world honors
and I was fortunate that we live fairly close to one another. And ever since, she has continued to be gracious with her time and recommendations for my professional advancement. What led to your arrival at Hotel Hershey? I grew up in this area and The Hotel Hershey is the pinnacle of this area- so
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What led you to get involved in competitive baking? I felt I needed to challenge myself. My everyday world does certainly do that, but in a different way. I had been watching a lot of competitions for a few years and I wanted to increase my skills in showpieces and this could be one way. But competing also gives you a different mind set that you need for time management and commitment to balancing your life. It is very humbling at the same time. What did it mean to win one of the world's most prestigious competitions
(The Pastry Queen!)? I can’t even explain how amazing this was. I was so relaxed while in Italy at the competition and just enjoyed the experience. During the last day (7 hours of competing) I was more nervous, but remained calm and just did the best that I could. After Japan and France were called up for 2nd and 3rd place, I had a feeling that I might actually have a chance- and it was so amazing, and so great to see the joy on Chef Notter’s face. How has the business changed since you began? People are definitely more aware of what we do. Sometimes there are those who think you can just do anything without the consideration of timethings on TV are not actually made in that one hour show, you know! How have your customers’ tastes evolved? People are more aware of textures and flavor combinations. What equipment is vital to your being able to execute consistent quality? A good hearth Deck oven, my Irinox Blast Chiller, a VitaPrep and an immersion blender. What's your advice on what it takes to be successful in this industry? Work hard and stick to consistent high quality. Crystal ball ... what lies ahead for you? Not sure… I’m ready to just work with my staff a bit more again and get back to more focus there. I do still have the competition bug in me and will be going to Pastry Live in Atlanta and looking at some other future opportunities.
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// NEWS
BUSINESS GOALS
Finding Money for Improvements Fast How Venture Cash Advance provides capital advances to help restaurants reach their business goals.
M
any foodservice operators are faced with the constant challenge of finding the money to replace equipment, update their interior space, buy inventory, and expand or hire additional staff. Since a lot of restaurant owners already got loans from banks just to start up their business, going “back to the well” through a second mortgage, isn’t usually the best option. What’s more, traditional banks can take from three to five months just to get a loan approved. “Restaurant owners are great at moving the sand around the sandbox to make ends meet,” asserts Randy Boyd, COO of Venture Cash Advance. "But when restaurants go through a bad winter of slow business, they don’t have the luxury of applying for a loan in April and then wait in order to upgrade their outdoor patios so they can capture business during the summer months starting in May,” he adds. That’s where Venture Cash Advance comes in. “The mission of our business is to offer alternative financing solutions to companies that aren’t based on their credit rating, but on their past performance,” says Boyd. Launched in January 2014 of this year, Venture Cash Advance was five years in the making. The company’s product offerings
“Our team is dedicated to making the process as easy and streamlined as possible. Venture Cash Advance focuses on each clients’ individual circumstances and needs to provide flexible, creative solutions to get a business the capital it needs, when needed,” says COO Randy Boyd.
range from the traditional merchant cash advance, to bridge, equity, and asset financing. “Our team is dedicated to making the process as easy and streamlined as possible. Venture Cash Advance focuses on each clients’ individual circumstances and needs to provide flexible, creative solutions to get a business the capital it needs, when needed,” says Boyd. “Further, once the application is completed, the
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cash advance can be processed in as little as three days,” he adds. Knowing that, how does a foodservice operator go about getting a cash advance? First, the business needs to be up and running for at least six months to a year. Once that criteria is established, a food service operator can simply go online and fill out the application. There are two ways the company processes cash advances,
depending upon whether a restaurant uses credit cards or just takes cash. “If a foodservice operator processes credit cards, all we need is the restaurant’s four most recent months merchant processing statements and four most recent months business checking statements,” states Boyd. “If the restaurant only does cash transactions, we need the restaurant’s most recent months business checking statements and last year’s business tax returns.” Once the loan is approved, Venture Cash Advance purchases a small portion of the restaurant operator’s future revenue for a discount, upfront. Unlike a bank, Venture Cash Advance does not base its approval process on credit ratings and collateral. “The other benefits to our service is that it’s fast and easy,” points out Boyd. So once the cash advance is approved, how does a restaurant pay the cash advance back? “Payback is automatically withdrawn, in small amounts, from the restaurant business’s checking via ACH or a percentage of credit card processing each day,” Boyd answers. “This method helps get the cash advance paid back within six to nine months. Even though Venture Cash Advance services a variety of industries, Boyd estimates 50 to 60 percent of its clients are from the foodservice industry. “Once a company first uses our services, 80 percent of them come back to use our service again,” points out Boyd. “It’s stressful enough managing the cash flow of a restaurant business. We take care of that aspect of the business for them so foodservice operators can focus on what they do best: running a successful restaurant.” For more information or to apply for a cash advance, simply go to www.venturecashadvance.com. Call us at 201300-8200 and talk to a knowledgeable representative or Randy Boyd himself.
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// SCOOP Sud de France Festival NYC Scoop notes that Metro NYC’S culinary community celebrated the Annual Sud de France Festival last month. The Languedoc-Roussillon region of France is known for its sun-kissed mountains and beaches, golden fields and, of course, its food. While next-door neighbor Provence is a more well known culinary destination, the cuisine of Languedoc-Roussillon is similarly bursting with flavor. So much so, that it's celebrated each year at the Sud de France Festival in New York City. The festival ran from June 9-30. Perhaps the most famous dish of the Languedoc-Roussillon region is the cassoulet. This rich and hearty casserole is slow cooked and traditionally contains various types of meat and white beans. For the launch party of Sud de France on June 9, Chef Paul Liebrant cooked a giant cassoulet his own way, which is shrimp and bean based. The party was held on the Queen of Hearts, a vessel that takes you out onto the Hudson River. All proceeds go to Wheeling Forward, an organization that helps people with disabilities live a fuller life. The chefs
INSIDER NEWS FROM METRO NEW YORK’S FOODSERVICE SCENE
cooking Tasting Table feasts offered their own interpretations of Languedoc-Roussillon dishes. Other chefs included the Sussman brothers, Max and Eli. Max is a chef at the Cleveland in NoLita and Eli is a chef at Mile End in Boerum Hill. Contra chefs and coowners Jeremiah Stone and Fabian
Max and Eli Sussman write cookbooks together, but they work in different restaurants. Their food, prepared together, at the Sud de France Festival
von Hauske also did a Tasting Table dinner. In perhaps the most transportive of festival events, this block party inspired by French cabarets took over an entire city block. There was a long table running the length of the block creating the feeling of a South of France market, with foods and items available to buy and take home, or
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eat there. The French chef Laurent Kalkotour of Atrium in Dumbo made a Languedoc specialty: brandade de morue, salt cod with olive oil.
OpenTable Sale Timely With Launch Of New Reservation Firms Scoop says at places like Next in Chicago, Trois Mec in Los Angeles and Volver in Philadelphia, a new breed of pay-up-front reservations is taking some of the risk out of running a restaurant. But what does it mean for the rest of us? Who owns a restaurant reservation? Is it the restaurant, having set aside a table as a courtesy for a particular guest? Is it the guest, who made the reservation and can use it or not at will? Or is it the entrepreneur who pays workers to frantically redial reservation lines at the moment when prime tables are made available, snagging them under false names and marking them up for sale? This is the crux of the restaurant industry’s current debate over selling reservations for cash, a smoldering issue being reignited by mobile apps that do just that.
This is the crux of the restaurant industry’s current debate over selling reservations for cash, a smoldering issue being reignited by mobile apps that do just that. Nowhere is the competition for tables more cutthroat than in New York City, where a black market in restaurant reservations already exists online. But since February, several new apps have taken the fight to the streets: Zurvu, Shout, Killer Rezzy and, starting this month Resy are all striving to become the favored portal for people willing to pay a premium to get into the best restaurants, at the last minute, via a few taps on their mobile devices. Some of the new apps, like Zurvu and Resy, cooperate with restaurants, sharing revenue (now rang-
ing from $10 a person to $50 a table) in exchange for access to prime tables. Others, like Shout, simply make reservations under assumed names, then sell them for a flat fee or at auction. One online service, Food for All, began openly scalping reservations for $50 in April; it has already folded, with a plaintive farewell post, lamenting that restaurants “are very resistant to the idea of selling reservations.” The app developers contend that their services will bring more transparency and democracy to a system that is already rigged, because in reality the best seats at hot restaurants are never available to the public. Choice tables are held back for “friends of the house,” such as regulars and latebooking celebrities. Hotel concierges use connections to secure last-minute tables for their guests, picking up tips on the way. The social media entrepreneur Gary Vaytnerchuk, who created Resy with Ben Leventhal, a founder of the restaurant-news website Eater.com, was an early investor in Uber the successful car service that adjusts the price of a ride according to real-time supply and demand. He sees restaurant reservations as a similar commodity, currently suffering from what he calls “obnoxious waste.” Customers waste time waiting at a
restaurant when another two blocks away may have a better table; restaurant waste time preparing for diners who can make multiple reservations and easily cancel at the 11th hour.
Try Some Gold-Crusted Crustacean: BLT Fish Offering $160 Lobster Roll, And Only The Price Is Hard To Swallow Scoop says at $13.33 a bite, the Flatiron restaurant’s opulent lobster roll is a gilded treat, served with 1 ¾ pounds
of lobster meat, 1 ½ grams of edible gold leaf, an ounce of Osetra caviar, and chives – a sandwich perfect for the 1%. This lobster roll has more bling than Jacob the Jeweler. BLT Fish in Flatiron has transformed a summertime staple into an ostentatious crustacean construction featuring gold leaf, caviar, fancy French butter, handgrown chives and, yes, 1¾ pounds of lobster meat. It’s yours for $160, or $13.33 a bite. “It’s opulent comfort food and gilded lob-
At $13.33 a bite, the Flatiron restaurant’s opulent lobster roll is a gilded treat, served with 1 ¾ pounds of lobster meat, 1 ½ grams of edible gold leaf, an ounce of Osetra caviar, and chives – is a sandwich perfect for the 1%.
CONNECTICUT NEW YORK
NEW JERSEY
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181 Marsh Hill Road 91 Brainard Road 566 Hamilton Avenue 22 Warehouse Row 100 Oakpoint Ave 100 Corporate Drive Ste 101 15-06 132nd Street 1966 Broadhollow Road 720 Stewart Avenue 43-40 57th Avenue 1335 Lakeland Avenue 650 S. Columbus Avenue 305 S. Regent St. 777 Secaucus Road 45 East Wesley Street 140 South Avenue 1135 Springfield Road Route 66 21 US Highway 46
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Orange, CT 06477 Hartford, CT 06114 Brooklyn, NY 11232 Colonie, NY 12205 Bronx, NY 10474 Blauvelt, NY 10913 College Point, NY 11356 Farmingdale, NY 11735 Garden City, NY 11530 Maspeth, NY 11378 Bohemia, NY 11716 Mt. Vernon, NY 10550 Port Chester, NY 10573 Secaucus, NJ 07094 S. Hackensack, NJ 07606 S. Plainfield, NJ 07080 Union, NJ 07083 Neptune, NJ 07753 Pinebrook, NJ 07058
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ster adds to the decadence,” says chef Luke Venner of the decadent dinner roll he started selling last month. “I think of myself as stylish. People wear a Cartier watch, so I thought, ‘Why not make a gold-label lobster roll?’" Venner isn’t the first to make haute out of the humble. Six years ago, the Wall Street Burger Shoppe created a $175 Kobe beef burger topped with gold flakes, black truffles, foie gras and aged Gruyere. And security guards stayed alert for the Hamburger when Beer & Buns launched its $250 Indulgence Burger this past March — Kobe beef draped with foie gras, pancetta, white truffles and caviar. Through much of American history, lobster meat was just as down market as ground chuck. In the colonial era, lobster was strictly peasant food — served to inmates and to livestock or ground up into fertilizer. Servants were so sick of the bottom-dwellers that they would often demand in writing that their masters not serve it more than twice a week. But once the elite got a taste for the stuff, lobster became a luxury item. So it was only a matter of time before it turned into hedonism. In Venner’s case, that means poaching the lobster in high-fat French Beurremont butter and lemon before piling it high in an Amy’s Bread roll, covering it with mounds of Siberian Osetra caviar and
203-795-9900 860-549-4000 718-768-0555 518-458-1630 718-665-3910 845-358-0410 718-762-1000 631-752-3900 516-794-9200 718-707-9330 631-218-1818 914-665-6868 914-935-0220 201-601-4755 201-996-1991 908-791-2740 908-964-5544 732-643-9393 732-643-9393
chives and then layering on 24-karat gold leaf with the care of a surgeon. It’s a sandwich for the 1% — which means the inevitable Occupy Lobster Roll is upon us. In this case, all that glitters is not gold. “Adding caviar and gold leaf is obnoxious, and I don’t think it makes the products any better,” gripes Luke Holden, the self-proclaimed “lobsta mobsta” behind the Luke’s Lobster mini-chain. He said he’d rather reprise Tom Hanks’ role in “Cast Away” than sanction the sandwich.” We’re purists over here,” Holden said. “We believe in allowing the main ingredients to do all the talking.” A purist, maybe, but his $15 sandwich is a pedestrian affair, comprising a quarter-pound of mostly claw meat on a buttered roll. It’s the serviceable, approachable Budweiser of lobster rolls — and Venner’s is the Dom Perignon.
Jersey Hotel Paints The Town Part Of The Global "Day of Discovery" Scoop saw on June 26th, The Renaissance Woodbridge hosted Paint Nite at their restaurant, the OLIO Lounge. All 155 Renaissance Hotels around the world celebrated the third annual Day of Discovery. Exclusive events of all kinds were designed to encourage guests to discover new and meaningful experiences in every destination. Topping the list of unique happenings offered on this special day was "Paint Nite" at this Iselin-area hotel. It's been an exciting opportunity to get hands-on with paint and canvas and create your own work of art in a fun environment. Experienced artist, Carlene Silva, was on hand to guide participants through the artistic process. She also provided advice and individual consultations so everyone made the most of the occasion. A distinctive choice among local event venues, Central New Jersey's Renaissance features 311 recently renovated guestrooms, including 42 suites and a complete upgrade to more than 25,000 square feet of flexible meeting space become memorable moments. Paint
Nite offers a creative new spin on a night out. Paint Nite is a new concept of blending two timeless pastimes, artistic painting and drinking cocktails, as a way to draw patrons into local venues with a unique opportunity to socialize and be creative. The 2-hour Paint Nite painting parties are held daily in 90 cities around the world with 25-40 people in attendance who follow the step-by-step instructions of one master local artist from blank canvas to masterpiece. Paint Nite is about making art accessible to people who don't consider themselves artists or creative in any way. Paint Nite is about fostering a fun, low stress, nonjudgmental environment that inspires everyone to enjoy the process of creating something from nothing.
Shack’s Madison Square Park location featured unique and flavorful burger creations from the likes of Momofuku owner David Chang, the Travel Channel’s Andrew Zimmern, DANIEL owner Daniel Boulud, Eleven Madison owner Daniel Humm and Spotted Pig owner April Bloomfield. Each chef brought a different spin and flavor pal-
Shake Shack is clearly just as popular for their insanely delicious desserts, and also available was a gourmet option — courtesy
Shake Shack Celebrates 10th Birthday With Celebrity Chef Creations
of everyone’s favorite
Scoop says it’s hard to believe, but New York City’s most beloved burger chain is turning 10 years old this month. Shake Shack, home of the delectable burgers, cheese fries, shakes and ubiquitous concretes that have made the institution famous throughout the city, is celebrating the launch of its very first kiosk in Madison Square Park a decade ago with a limited edition menu courtesy of some of NYC’s most famous chefs. Last month, Shake
fancy treats, the cronut’s
purveyor of unattainable creator Dominique Ansel.
ate to the classic burger, but if you’re a purist, don’t fret — there were still plenty of Shack Burgers and cheese sauce-loaded fries to go around for the entire week. But why stop at the main course? Shake Shack is clearly just as popular for their insanely delicious desserts, and also available
Each chef (including Daniel Boulud pictured above)brought a different spin and flavor palate to the classic burger, but if you’re a purist, don’t fret — there were still plenty of Shack Burgers and cheese sauce-loaded fries to go around for the entire week.
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was a gourmet option — courtesy of everyone’s favorite purveyor of unattainable fancy treats, the cronut’s creator Dominique Ansel. He provided a special birthday cake, because what’s a weeklong party without a little celebration? As for Shake Shack’s alcoholic offerings, the highlight of the week was Brooklyn Brewery’s special anniversary beer.
Chef Alex Reyes To Participate In The 29th Annual Chefs' Tribute To Citymealson-Wheels Scoop notes that Fifth Dining, the instore hospitality partner of Saks Fifth Avenue, joined Citymeals, the local nonprofit dedicated to delivering meals to the city's elderly, enjoyed the participation of Chef Alex Reyes, Executive Chef of Fifth Dining, last month in the 29th Annual Chefs' Tribute and fundraiser for the Citymeals-on-Wheels program, which took place at Rockefeller Center. The 29th Annual Chefs' Tribute brought together a "who's who" of culinary stars to raise money and awareness for the Citymeals-on-Wheels program, which has helped provide nutritious meals to New York City's nearly 20,000 homebound elderly residents since 1981. Chef Reyes joined the effort in support of New York, his new home city. Based at Cafe SFA, at Saks Fifth Avenue, he oversees the existing restaurant as well as culinary development for Sophie's at Saks Fifth Avenue, a new signature restaurant opening in select stores. A graduate of the world-famous Le Cordon Bleu, Chef Reyes trained in Europe, mastering classic dishes of his native Catalan cuisine. Since moving to the United States, his experience includes serving at Jaleo under Jose Andres, at the Caucus Room, where he created menus for President Bill Clinton and other heads-of-state, and at Chez Francois and I Ricchi. For this year's Annual Chefs' Tribute theme, "Summer By The Sea," Chef Reyes drew on his fine dining experience and Spanish heritage to offer guests his twist on the Catalan classic, "Calcotada," which featured tender grilled lamb and
charred spring onion with red pepper romesco sauce and seasonal herb blossoms. "Calcotada is one of my favorite summer traditions in Catalonia, when communities gather to celebrate the season with a big barbecue of the fresh spring onions," said Chef Reyes. "It is an honor to share a celebratory dish, in support of this cause, among so many of the nation's best chefs." In addition to preparing 1,100 tasting portions to delight guests at the fundraising event, Chef Reyes prepared and delivered 500 meals to residents as part of the Citymeals-on-Wheels program.
Ferri Led MAFSI Launches Specpath To Support Industry Efforts Scoop notes that there simply isn't a more under valued asset than Metro New York's equipment represntative community and their umbrella organization Manufacturers Agent Association for the Food Service industry (MAFSI.) The group works tirelesssly on behalf
of the manufacturers of food service equipment and supplies that it serves. In addition, the group supports Metro New York and the nations' equipment and supply dealers and food service kitchen consultants. "Our goal is to continue to bring value added solutions to each of the channels within our industry,” noted MAFSI's national President Joe Ferri. The veteran rep is also a principal in New Jersey based Pecinka Ferri. So Ferri and his organization launched MAFSI SpecPath™ last month. "With over 46,000 specifications written every year in North America, past efforts at nationally identifying specs were overly ambitious,” Ferri explained. This, as we all know, is a complicated problem. But, we believe we’ve hit upon an elegant solution: MAFSI SpecPath™. A soft-
ware program/database of all 11-4000 projects that will assist our members in collecting and tracking specification credits, and will also allow for tracking of origination and destination. MAFSI SpecPath™ will ensure our MAFSI Reps have the knowledge and information to get paid for every 11-4000 spec that comes in or out of their territory. It also empowers our manufacturer members by giving them vital business intelligence regarding specification. Ferri anchored a pair of on-line webinars to launch the program late last month. MAFSI will work with reps and manufacturers to source 11-4000 specifications for processing, which will then be run through the system to sort the data. Reps, manufacturers, and consultants will e-mail specs to MAFSI to be scanned, or they can simply upload them directly into the system by clicking an upload button on the MAFSI SpecPath™ web site.
Chefs Feed And Uber Team Up To Give NYC Food Lovers A Chance To Win A Night On The Town With Top Chefs SCOOP notes uber and chefs recently treated winners and their guests to the ultimate food lover's experience. Winners were notified and taken on a behind the scenes culinary tour with one of their city's top chefs in an Uber black car, bringing the Chefs Feed experience to life. Uber, the app that connects you with a driver at the tap of a button is teaming up with Chefs Feed, the app that connects diners to the best chefs and their dish recommendations. that revolutionizes their respective industries, transportation and food, making a partnership between the two a natural fit. tap of a button is teaming up with Chefs Feed, the app that connects you to the best chefs and their dish recommendations. Both companies have built technology, making a partnership between the two a natural fit. "Chefs Feed and Uber are giving me the opportunity to meet new people who are as passionate about food and fun as I am," said Joey Campanaro, Chef at
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The Little Owl in New York City. "I've been a fan of Chefs Feed from the beginning. They provide an organic and honest way for me to share the food that I love. I'm excited that they are teaming up with Uber for this contest. Even in a city with a lot of transportation options, Uber is convenient, fast and adds a little luxury to what would otherwise just be a cab ride. For the winner, a big night was planned, which included a tasty menu of some of the best food in New York, unique libations and even a little karaoke." Participating chefs include Rob Gentile (Buca, Bar Buca in Toronto), Mike Isabella (Graffiato, Kapnos in Washington DC), Jason Stratton (Cascina Spinasse, Artusi, Aragona in Seattle) and Joey Campanaro (The Little Owl, Market Table, The Clam in NYC). "We are delighted to partner with Uber in major cities in North America," said Rich Maggiotto, Chefs Feed CEO. "Our mission at Chefs Feed has been to change the way restaurants and modern diners interact with
Winners were notified and taken on a behind the scenes culinary tour with one of their city's top chefs in an Uber black car, bringing the Chefs Feed experience to life.
each other. Uber is doing the same for transportation by seamlessly connecting riders to drivers through mobile apps. It's a perfect fit, as we both speak to the appetites of urban, mobile-savvy audiences who are out and about on the town."
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// NEWS
MANAGEMENT
Charles Masson Jr. Returns to the Restaurant Scene at the Baccarat Hotel Charles Masson Jr., who was replaced by his brother Philippe as the manager of La Grenouille, will return to the restaurant scene just a few blocks away.
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e will be the manager of the French restaurant, lounge and bars in this hotel and apartment tower being built by Starwood Capital, a major owner of Baccarat, the French crystal maker. When it opens in December, the chef will be Shea Gallante, formerly of Cru and Ciano, who said he was excited to be involved in a project with Charles Masson. “The restaurant will have 85 seats, similar to La Grenouille,” Mr. Masson said. The hotel’s name is something of a good omen for him. He recalled that in the early days of La Grenouille, founded in 1962 by his parents, Charles Masson Sr. and Gisele Masson, his father bought a big Baccarat crystal vase that he could hardly afford and, filled with flowers, it became a signature of the restaurant. Masson will oversee the development and daily operations of four distinct culinary destinations within the hotel, including a signature restaurant, bar, grand salon and event venue. In addition, residents of 60 glamorous residences within the Baccarat Hotel and Resorts will have the opportuni-
Starwood has entrusted the veteran restaurateur Masson to anchor its new Baccarat NYC project
ty to enjoy room service and private dining overseen by Masson. Masson himself is lauded for his elegant flower arrangements that were the heart of the romantic surroundings to which diners were drawn for decades. At Baccarat Hotel and Residences New York, which is owned and is being developed by Starwood Capital Group, the private investment fund led by real estate and hotel entrepreneur Barry Sternlicht, Masson will be instrumental in ensuring that
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the restaurant and gathering areas are full of life, brilliance and exceptional food. “Charles’ inimitable approach to guest service, paired with his natural connection to the Baccarat brand made this an irresistible partnership,” says Barry Sternlicht, Chairman & Chief Executive Officer of Starwood Capital Group. “We believe he is the ideal person to help us reflect Baccarat’s unique legacy and way of life originally conceived by Louis XV as we open the brand's first hotel on
its 250th anniversary year. We are so pleased to have Charles as part of our family.” “Baccarat is the greatest and most historic French luxury brand – one that has long been synonymous with an unparalleled level of artisanship. This hotel and the dining destinations within will redefine luxury in New York and I am thrilled to be a stakeholder in this exciting and iconic project,” says Charles Masson. Shea Gallante, formerly at CRU and Bouley, has been appointed head chef of Baccarat Hotel and Residences New York, and will work hand in hand with Masson to develop the menu at the signature restaurant (name TK). They plan to celebrate classic French classic cuisine with a modern twist for a truly exquisite, yet simple experience. Located on the ground floor, the retail-level venue has been envisioned by designer Stephen Sills. The space will be timeless, sophisticated and sumptuous with soaring ceilings, myriad banquette seating, oak parquet floors, and perfect lighting to create an intimate dining experience, yet not intimidating. Gallante and Masson will also collaborate on the extraordinary 60-foot bar and elegant outdoor terrace, grand salon menus, in-room dining and a special catering menu for residents. Baccarat Hotel and Residences New York is located between Fifth and Sixth Avenues opposite The Museum of Modern Art. Featuring 114 guest rooms, the luxurious hotel brings the Baccarat brand to life using classic and reinvented pieces from the collection, as well as compelling contemporary art and furniture. To celebrate the partnership, Masson has created a beautiful window display of magnificent blooms at Baccarat’s midtown store at 635 Madison Avenue, which starting viewing last month.
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// NEWS
RESTAURANT DISPLAY
VintageView Brings Operators Wine Collections To Life With Fresh New Display Approach In some places in the U.S., sales of alcohol can equal as much as 75% of a restaurant's revenue. Wouldn't it make sense to put your wine on display, where customers see it, rather than on the menu?
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hat's what VintageView wine storage systems helps restaurants do, with its sleek metal presentation racks that hold wine bottles horizontally so customers can actually see the labels and know exactly what they're getting. “I think aback to when I was a kid, going into dark wooded restaurants with the wine cellar in the back. It was dark and spooky,” recalls Charles Malek, president. “Today they're modern, well-lit, and often the focal point of the restaurant. The whole alcohol beverage program in restaurants is a big part of their revenue. That's why restaurants are featuring wine far more today than 10 or 20 years ago, and we help them do that in an affordable, stylish way.” Founded in 2001 by Doug McCain, who had already invested in a Napa winery, and on a trip out there happened to be in a restaurant where the waiter came out with a wooden board with wine bottles glued horizontally to the board, VintageView has grown into a company serving thousands of restaurants across the globe. with the same wine rack that Doug invented in his tool shed. Malek points out that, thousands of years ago, wine was stored in caves. But with the advent of wood, the alcoholic beverage began being stored in wooden boxes. “This is the next evolution,” Malek says. “Our rack helps people
engage more with their wine, either at home or in a restaurant because you can see the label. Foodservice operators are proud to show it off. "This is our wine list. These are the wines you're going to enjoy with your meal.” He notes that there are many colorful labels today. “Whether it's a cute little animal or a piece of art on the label, we become the holder of the art,” he says. “We're honored to be holding all this important inventory. We're part of the revenue-building team for the restaurant. Their lifeblood is wrapped up in this inventory.” In fact, Malek says, the company's wine racks help sell more wine. “Customers can see the label, rather than look at the cork. Some people buy off the label, some don't. But it's certainly more appealing and engaging to look at a wine bottle’s label than looking at the cork. It's similar to how many restaurants have open kitchens now, where customers are watching the chefs prepare their food. People want open spaces, to be able to look through restaurants, not walls. We're no different. People want to look at the wine.” The Villard Michel Richard restaurant inside the New York Palace hotel uses the VintageView wine storage system in a stunning glass-enclosed room. Malek says wine racks are the frames that showcase the logos and visuals of the bottle. “We're not distracting atten-
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VintageView's Wine Storage system at Viking Cooking School at Harrah's Resort in Atlantic City
tion from the labels, but people who have a preference for a certain wine can see it right away. If we're doing our job, you don't notice our rack. You're noticing the wine.” VintageView offers wall-mounted wine racks that can either be attached to a wall, or be a free-standing unit. The wall-mount racks can also be attached to floor-to-ceiling frames to create internal walls. “They go really well in glass-enclosed rooms,” he says. The wall-mount racks come in 3and 4 foot sections, one, two, or three bottles deep and the company offers several finishes, including satin black – its most popular – brushed nickel, and two new colors, chrome and black pearl (metallic black). Its new Evolution series uses customizable acrylic panels that come in all lengths and widths. The bottles sit
on metal rods that connect to these panels and can incorporate LED lighting. VintageView's storage systems also help with air flow around the bottles. “Regardless of what you store your wine in, you don't want vibrations, direct sunlight, variations in temperature, too much humidity, or too little humidity. As soon as those things are taken care of, our racking provides the proper air flow around the bottle to keep it consistent. You wouldn't want wine right next to the kitchen. Once you have the right room, our racks provide good air flow,” says Malek. The racks are also stackable. “If I had a 30-ft ceiling, I could stack up that wall like Legos. I can put two racks in a small space, or stack them and put them all around an entire room. You could have a couple thousand bottles, all right there for customers to see,” he adds. “You're limited only by the space on the wall or in the room.” The company also provides complimentary design services. “Just give us the size of your room or wall, and we'll provide that design assistance. It's like working with an interior designer.” About 45% of VintageView's business comes from the foodservice/hospitality industry. “We tend to be a really cost-effective solution. Custom wood wine cellars can be very expensive. We're typically 40% of the cost of a custom system. Our racks are readily available and easy to install. Delivered Wednesday, installed Thursday. We provide a good value to restaurants. You don't need to have your wine cellar made by a custom millwork company, wait a month, then have it installed. We can have the racks to you in only a matter of days. We make it easier for restaurants to display their wines, and make more profit,” says Malek.
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// EVENTS
NRA 2014
National Restaurant Association's 2014 Show EYE notes that there were all kinds of optimism about the state of the industry with Metro New York taking center stage at the annual National Restaurant Association’s Show in Chicago.
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very year, over the course of four days, more than 1,800 suppliers and tens of thousands of buyers come together to make lasting connections that drive business profitability and shape the future of the restaurant, foodservice and hospitality industry. The energy and inspira-
tion of the NRA Show displayed new products, trends and ideas that will make the difference in your business next year. New Yorkers made their imprint throughout the show. Noted consultant James Davella anchored the "Ask the Design Experts" desk. The World of Culinary showcase featured Manhattan toques Rocco DiSpirito and Marc Forgione. New
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Yorker Elizabeth Meltz of Batali and Bastianich outlined her approach to Eataly's green strategies. Besides showcasing a restaurant’s achievements in many categories, there was something for every operator to improve his or her business. Attendees enjoyed countless opportunities to discover new products and meet with the world’s prominent
innovators in the industry. The show promoted how to attract and retain guests, promote your most profitable items and learn how to use top online platforms including Facebook, OpenTable, Instagram and Fishbowl to gain rapid exposure. Plus, the nononsense strategies in areas including in-house events, and catering via LinkedIn and search engine marketing, to increase guest count, boost catering sales and super-charge profits. Speakers included Katrina Padron, CEO of Padron Social Marketing. Prior to launching Padron Social Marketing, Katrina was an award winning Director of Marketing for a multi-million restaurant group. Since then, she developed social media marketing strategies that build a brand, increase engagement and increase sales. EYE enjoyed listening to Founding Partner of Results
Loews Hotels’ Jonathan Tisch was welcomed by NRA Board Members
Easterns’ Sol Basch debuted several new products
An animated Barry Goldberg of Balter Sales made a point to Cardinal Executive and their Metro New York Rep Erik Weiss of Gotham City (L)
Palazzolos’ Peter Palazzolo has teamed with Ace Endico to bring his award winning gelato to Metro NYC
Warings’ corporate chef Fabrizio Bottero (2nd R) worked with many culinary groups at the show
New York Hospitality’s Andrew Rigie brought his expertise to a show panel
through Strategy, Fred LeFranc who is president of Results thru Strategy, Inc., a consultancy that focuses on helping companies and C-level executives identify and implement strategies that deliver long-term sustainable success for their companies. As a change agent, LeFranc aids executives in modifying their behavior to hone in on their natural strengths. This allows them to focus their efforts and achieve extraordinary results. LeFranc's aptitude in strategic planning, leadership train-
Michael Konzelman of Espresso Solutions launched an exciting new platform for generating coffee profits
Vulcan’s Joe Maresca (L) anchored his firm’s booth
Carlisle’s Keith Sisco (L) anchored the firm’s booth
ing and business development has aided numerous companies achieve increased sales and profits. He has served on the boards of restaurant and technology companies for over 30 years. Well known for his role as a restaurant industry leader, LeFranc combines direct knowledge of operating a restaurant with an inherent talent for business and acute vision for growth. As EYE walked down the aisles of the show, 2014’s Food and Equipment trends were led by a number of new products such as
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the Hobart Power Drive Unit. When combined with Hobart’s 9" Vegetable Slicer attachment, the Hobart power drive unit is an ideal secondary food machine, perfect for slicing, shredding, cutting or grating. Each powered by a 1⁄2-H.P. motor, the stainless steel PD35 and PD70 power drives generate speeds of 350 rpm and 700 rpm, respectively. Both are suited for the 9" vegetable slicer, which simply attaches with a convenient thumbscrew. Built Hobart tough for long life and dependable operation, they
One of the nation’s pre-eminent tabletop marketers Kim Falloon of Steelite
have a hardened steel output shaft with a poly V-belt transmission. Iced coffee was prevalent at several exhibitors’ booths and line extensions of this popular beverage are a way to differentiate an operator's summer menu. Interesting to see how many different ways tea is being used. At this year’s show, we saw a vast array of flavors including a Malaysian variation, which had a tinge of milky chai flavor with a thicker texture than most teas we are used to here in the States. Owl’s Brew specifically mar-
Verterra’s Josh Parker (L), Michael Dwork (R) with newest team member Jessica Petrini
Kontos' Warren Stoll led the Jersey firm to NRA ’14
(L to R) Hartford Restaurant Group’s Mike Hamlin and Phil Barnett Connecticut’s Buddy Jason of Jason Soda
(L to R) Chris Atwell and Jeff Herman of Canplas
(R) Roland's Jim Wagner welcomed guests
kets themselves as “tea crafted for cocktails,” and featured their Cocolada (traces of coconut and natural agave), Pink & Black (darjeeling with a tinge of hibiscus and agave), and The Classic (English breakfast variation with a tart taste, sweetened with agave) at their booth. From the new Starbucks-owned Teavana tea bars to balancing out a great cocktail, it’s all about the tea. EYE noticed on the food side that Mediterranean has remained hot Hummus. Tabbouleh.
(L to R) Manitowoc’s Cailin Rodgers, Mary Beth Kelly and Wendy Gilchrist of Kostuch Media
Baklava. Pitas. Garbanzo beans. and Feta all took center stage. The Gluten-Free category continues to grow. Bronx based Allied Metal is leading the way with the nation's first Gluten Free color coded pot and pan line. If you’re allergic to gluten, a mass convention of food may not be your idea of a party, but there were quite a few booths spread throughout the show catering to the GF crowd. There were a couple of different brands boasting gluten-free pizza, as well as some GF
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bread booths, and a few other variations of gluten-free fare throughout. Consumer demand for food allergy options — especially for celiacs — has grown tremendously. According to celiaccentral.org, GF sales reached more than $2.6 billion by the end of 2010, and are expected to surpass more than $5 billion within the next year. The Tri-State firm also found their way to the award podiums. New Jersey Atalanta won Food and Beverage innovation honors
(L to R) Paul Losentino and Tony Fortunato of Toufayan Bakery
for their Skura Nera pizza flour and for their sweety drop pepper. Milford, CT based Subway won an Operator Innovation award for its New York Fashion Week promotion in which designers were invited to create fashion made completely out of Subway packaging. Sysco, present at the show, had a sustainability booklet on hand that was in hot demand. According to the company’s sustainability policy, by 2015, it commits to source 100% of its top 10 Sysco brand
(L to R) The Delivery Concepts’ duo of Bernie Pfeiffer and Gary Sample Rob McKeown of Lehr McKeown led a large contigent of New York area reps to NRA
Metro’s Mike Ward welcomed guests Chef Paul’s Greg Villarubia
Australian Beef and Lamb took center stage Beverage Air’s Rob August (R) welcomed show guests
Blodgett’s Tim Thaler (R) assisted Antonio Fiasche with updating his kitchen
(L to R) Marsal’s Carl and Joe Ferrara and the legendary Santo Bruno
(L to R) Romano Garand's Chris Brady and Sam Sildani of Middleby
John Alfano made his Alto Shaam debut
(L to R) BlendTec’s Tim Prevost and Amy Rosendahl of Deep Group
wild caught seafood species from fisheries that are Marine Stewardship Council (MSC) certified, under assessment by the MSC or involved in fishery improvement projects within the World Wildlife Fund (WWF). This is a similar policy to Walmart’s original sustainability policy, although Walmart has since revised its policy to include the Alaska Responsible Fisheries Management (RFM) program. EYE enjoyed listening to Magic Johnson's keynote. There were several interesting take always. “Don’t get into business with people who are going to dilute your brand.” “Remember no job is too big.” “Don’t
Admiration’s booth was a hub of activity with the garden state firm’s ketchup introduction
take on contracts that you can’t deliver on.” “Grow at a slow, disciplined rate.” And EYE's favorite, “Don’t hire your family members unless they’re experts.” With a continual backdrop over a $15 minimum wage and immigration control/reform, the show took on today's operational landscape. Seminars on staffing and labor, policy and regulation issues and leadership and culture attempted to help the nation's food service operators fine-tune strategies. Specific topics included “Gimme a Break: Wage and Hour Pitfalls for Restaurants,” “Food Safety: Everyone’s Job – Insight from Regulatory and In-
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dustry,” “Undercover Boss: Restaurant Edition.” The NRA show always features a comprehensive technology section. This year's was clearly, Behavioral Data. Otherwise known as “Big data,” it measures hotpoints — be it menu items or unit locations generating in the most volume and tracks consumer behavior trends, which allows brands to react. Firms like Touch Bistro have even enabled the simplicity of the iPad to apply big data to bridge the gap between the operator/customer relationship. EYE found the concept of "Seafood Traceability" interesting. Whether customers of seafood know what the
right thing is or not, Halperns’ CEO Howard Halpern says traceability is “absolutely vital.” The company, which started out as a meat supplier years ago before adding seafood with the acquisition of Gary’s Seafood in 2012, claims to be able to give customers the exact source of the fish within 10 minutes of a customer inquiry on a product. EYE says the show has made us aware of what to look for in the coming months in the industry. A showcase to pencil in every year.
(L to R) Clevenger Frable’s Foster Frable, and Jon Bowerman of Performance Food Group (R to L) BSE’S Jeff Hessel and Ken Schimpf of KDS Consulting & Design
Long time Wells Sales Executive Dave Warneke
Legendary NYC Chef David Bouley (C) brought his team to Chicago
(L to R) IHMRS’ Blake Geller and Phil Robinson
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(R to L) PBAC’S Larry Cantamessa and Richard Gleitsman of Scotsman
Europaeus’ Dan Salvati brought his NY firm’s latest offerings to the show floor
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// EYE
METRO NEW YORK'S FOODSERVICE EVENT COVERAGE
AJC’S Food Service Division’s Human Relations Award Dinner A record throng of some 300 plus jammed the ballroom of the Bronx Botanical Garden last month for the annual The AJC’s Food Service Division’s Human Relations Award Dinner. Photo Coverage by Max Zagor
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his year’s honorees were Irwin Halper, President, I. Halper Paper & Supplies, Inc., Pat Ianaconi, Executive Vice President Northeast, Acosta Sales and Marketing, and Herb Reichenbach, Vice President/General Manager, Metro New York, Acosta Sales and Marketing. The
Mr. and Mrs. Henry Singer of Singer Equipment
It was a poignant moment as Irwin Halper received hugs from his son Andrew as he stepped to the podium to accept his award
Corporate Leadership Award was presented to Fred Singer, President Singer Equipment Company. Founded in 1906, the AJC’s mandate has always been to protect the rights and freedoms of all individuals as the best way to ensure the safety and security of Jews and other minorities around the world. Through the AJC's institutes and affiliates around the world, the organi-
Perdue’s Joe Gilmore (R) introduced the award winning Herb Reichenbach (L)
zation strengthens links among Jews and other groups worldwide to coordinate advocacy efforts and advance democratic values for all. The AJC’s Food Service Division’s Human Relations Award Dinner once again was among a highlight of its annual calendar of events in the Metro New York area. EYE loved the unique and heartfelt thoughts that each of the honorees brought to the dais. The humble Fred Singer wove a story of three generations
(L to R) BSE’s Jeff Hessel presented Fred Singer with the firm’s AJC Award
Former AJC award winners including Ace Endico’s Bill Endico (2nd L) enjoyed the festivities
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of family that has evolved into one of the nations' true powerhouse equipment and supply firms. EYE was moved by Jeff Hessel's intro of Singer and the perspective of Singer to look at the important role played by the firm's team members, customers and the rep community. EYE has always been a big fan of Herb Reichenbach and Pat Iaconni. Reichenbach has always been patient with members of the press who have asked him to teach their dise of the business. Perdue's Joe Gilmore brought the house down with his story of refusing to buy dinner for the AJC award wining duo as they launched their firm some 20 plus years ago. EYE was deeply touched as Irwin Halper received his AJC award. The warmth that he brought as he described the role of his two sons Matt and Andrew that he works with as well as his extended family was special. The annual food service chapter event supports AJC initiatives domestically and internationally to monitor human rights, build human bridges of mutual respect and understanding between religious and ethnic groups, defend religious freedom and church-state separation, safeguard democracy, pluralism and the rule of law fight anti-Semitism and bigotry, strengthen U.S. and international support for Israel and encourage Jewish continuity. EYE also notes that the success of the event each year comes as the result of the hard work on the indefatigable Lenny Myron of the AJC.
(L to R) Imperial Bag and Paper’s Jason Tillis and Steve Tabak of Jersey Paper
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// C-CAP TRADE TALK
WITH JOYCE APPELMAN
Teen Chefs' Pasta Dishes Win Scholarships in Nationwide C-CAP Meatless Monday Recipe Contest Winners of the 2014 C-CAP Meatless Monday Pasta Recipe Contest were recently announced by Careers through Culinary Arts Program (C-CAP), the national leader providing scholarships, education, and career opportunities in the culinary arts to disadvantaged youth, and Meatless Monday, an initiative of the nonprofit The Monday Campaigns, which provides healthy and environmentally friendly information and recipes.
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he recipe contest winners are from New York, Los Angeles, and DC/Prince George's County, Maryland: 1st prize: $5,000 scholarship — New York: Danielle Rivers of Food and Finance High School in Manhattan for Pappardelle with Mushrooms, Baby Spinach and Roasted Tomato Sauce 1st prize: $5,000 scholarship —Los Angeles: Briana Bernardez of Los Angeles Center for Enriched Studies of Los Angeles for Pasta Frittata 3rd prize: $2,000 scholarship —DC/ Prince George's County: Jasmine Lewis of Gwynn Park High School in Prince George's County, Maryland (Washington, DC area) for Vegetable Curry Pasta. Thousands of C-CAP high school seniors became head chefs in their classrooms and were introduced to the Meatless Monday public health campaign encouraging everyone to start each week with a healthy meal. While working with their culinary arts teachers to concoct the original pasta entree, the teen chefs were encouraged to use the recipe contest to explore new fruits, vegetables, grains, and legumes.
Joyce Appelman, New York, NY j oyc e a p p e l m a n @ g m a i l .c o m
Thousands of C-CAP high school seniors became head chefs in their classrooms and were introduced to the Meatless Monday public health campaign encouraging everyone to start each week with a healthy meal.
"We're thrilled to team up with C-CAP for our third annual recipe contest. Our goal is to motivate aspiring chefs to create tasty and healthy meatless meals. We can't wait for America to
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taste the winning C-CAP students' imaginative meatless renditions of pasta dishes," says Sid Lerner, founder of the Meatless Monday movement. Each C-CAP school was invited to
submit only one student recipe and photo. Seven finalists were selected and presented to a distinguished panel of judges. Three scholarships were awarded this spring at the CCAP Cooking Competitions for Scholarships Awards in the hometown of the winning student chefs. The first prize winner(s) from New York and Los Angeles received $5,000 and the third prize winner from DC/Prince George's County received $2,000. The first prize winner from New York and her teacher were also awarded a Canyon Ranch all-inclusive stay where the student will be able to experience healthy-cooking practices first-hand from Corporate Chef Scott Uehlein. Additionally, the student will have the opportunity to spend time with a nutritionist to gain further insights into healthy eating. The teacher will have time to enjoy the spa and also spend time in the kitchen with Canyon Ranch's culinary team. "Through this contest, student chefs were guided by their teachers on recipe writing and development and were able to showcase their talent creating exciting meatless recipes," says C-CAP president Susan Robbins. "We greatly appreciate The Monday Campaigns providing high school seniors with the opportunity for scholarships while promoting healthy eating in high schools and communities throughout the nation." The recipe submissions were judged on originality, flavor, healthfulness, ease of preparation, and writing ability. The judges evaluating the submissions for the C-CAP Meatless Monday Healthy Pasta Recipe Contest were: Marisa May, Co-Owner SD26 and Matteo Bergamini, Executive Chef SD26; Diana Rice, RD, Recipe Editor of meatlessmonday.com; Scott Uehlein, Corporate Chef of Canyon Ranch.
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// EYE
METRO NEW YORK'S FOODSERVICE EVENT COVERAGE
Culinary Competition Shows Healthcare’s Creativity and Flair New Jersey Hospitals Deliver Gold-Medal Meal at 5th Annual Competition
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he Association for Healthcare Foodservice (AHF) hosted its fifth annual Culinary Competition, showcasing five competing teams that demonstrated the outstanding culinary talent and creativity that defines the self-operated healthcare foodservice industry. The Culinary Competition was held on the evening of June 4, during AHF’s 5thAnnual Conference in Orlando, FL. Each of the five competing teams was challenged to create an innovative entrée using Basic American Foods' Santiago Smart Services Lowfat Vegetarian Refried Beans w/Whole beans or Santiago Seasoned Vegetarian Black Beans. The mystery ingredient, passion fruit, was announced immediately prior to the competition. Winners include: First Place • Joanne McMillian, Director and Aatul Jain, Retail Operations Manager and Chef • Saint Clare’s Health System, Denville, New Jersey • Bodacious Beans and Bass Second Place • Robyn Butsko, Chef Manager and Banquet Chef Bryan Boat-
Top honors went to Joanne McMillin and AatulJain of New Jersey’s St. Clare Health System, Denville, NJ
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man Florida Hospital, Orlando, Florida Santiago Bean Dusted Aged Filet served with a Crispy Sweet Potato & Cuban Bean Stuffed Petter featuring a Poblano Pepper and Tomatillo Sauce
Third Place • Steven Bressler, Retail Services Manager and Executive Chef John Graziano • The Valley Hospital, Ridgewood, New Jersey • Lemongrass Poached Mahi over a Black Bean Quinoa Cake, Ji-
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(L to R) Todd Griffith of Alto Shaam, Shaw Dolan of UNC Hospitals, and Joe Pellicane of BSE Marketing
cama Grapefruti Avocado Salad, Refried Bean Crisp and a Salsa Verde
The other two teams who competed this year included Executive Chef Timothy Gee, CEC and Sous Chef Nicholas Mercogliano, CCC with Robert Wood Johnson University Hospital in New Brunswick, New Jersey, for their Ranch Dusted Pork Loin with Black Mean Mole, Zucchini Corn Cake & Refried Bean Mille Feuille, Picked Onion & Sweet Corn Puree and Director of Food & Nutrition Services Jessica Marchand and Chef Jennifer Leamons with WakeMed Health & Hospitals in Raleigh, North Carolina, for their Gluten Free “Rice and Bean” Raviolo with Shrimp and Cilantro Pesto Cream. The teams and their dishes were judged on organization, time management, culinary skills, originality, taste, plate presentation, and use of the mystery ingredient. As first place winner, Chef Jain and McMillian were awarded the AHF gold medal, along with a set of engraved plates, and a set of knives. The second place winner was awarded the AHF silver medal. The bronze medal was awarded to the third place winner. All participating contestants received a certificate of recognition. “As a chef, my objective is to transform hospital food into healthcare cuisine and ensuring that the taste is there,” said Chef Aatul Jain. “It’s exciting to be part of the new wave of culinary creativity that self-operated healthcare foodservice represents.”
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// NEWS
INNOVATIONS
Restaurantware.com Debuts Full Line Of Eco Friendly Tabletop Solutions In 2012, Americans generated about 251 million tons of trash and recycled and composted almost 87 million tons of this material, according to the Environmental Protection Agency. That's about a pound and a half per person. But what happened to all the rest? Landfills.
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ow a company is looking to change that. Restaurantware. com, a manufacturer and distributor of ecofriendly, disposable tableware for the food and beverage industry, has cre-
ated plastic plates and smallware that are completely recyclable, and even some that are compostible, as well. “From our very beginnings, we started as a design-forward company with an eco-friendly mandate and we leveraged technology to improve the cus-
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tomer experience,” says Jamil Bouhareb, co-CEO. “Disposable goods for the retail and food service industry has been the same for over 50 years so it took some planning to make it all work and be sexy. We essentially aimed to revolutionize the stodgy old
industry of disposables that was dominated by corporate behemoths such as Solo, Tyco and other multibillion dollar players.” The company did it by coming up with a material that looks exactly like glass, but is really plastic. The material is even blown like glassware. Used primarily for appetizers and amuse bouches usually small plates the plates and glasses are elegant and streamlined. “We have had great success educating the industry on the effectiveness of disposables. They work well for starter or dessert applications,” he says. “We have even seen them used for minicocktails.” Those who really love the products are pastry chefs. “It's clear and allows
Restaurantware.com, a manufacturer and distributor of eco-friendly, disposable tableware for the food and beverage industry, has created plastic plates and smallware that are completely recyclable, and even some that are compostible, as well.
them to show off their work. In the past, with disposable items, you couldn't do that. You were forced to use porcelain or glass,” says Bouhareb. “Mini is such a cool concept today. You have mini tasting cocktails. Hotel lobbies will set out five with petite straws. Lots of color, and it just looks great when you see these all lined up on a table.” Restaurantware.com's products all have a sleek, sweeping appearance. They actually look like a globe. “The globe shape makes it unique among our competitors,” says Bouhareb. The company's art deco chair plates cradle a strawberry and other small arrangements of fruit like a gem, and actually look like an armchair you might want to sink into. Currently all 550 of the company's products come in clear but Bouhareb says the firm is developing a sea-green color, with the edges tipped in green, just like glass. Bouhareb says Restaurantware.com will be creating and launching over 100 new products by year-end. “They will capture interesting concepts of packaging from all over the world,” he says. Right now the products primarily come in a 2.2-ounce size, but there are also some 4-ounce options. The company is looking into larger sizes, but
“Mini is such a cool concept today. You have mini tasting cocktails. Hotel lobbies will set out five with petite straws. Lots of color, and it just looks great when you see these all lined up on a table.”
wants to wait to see what the market will be. Distributors are particularly happy with the product because it gives them something new and fresh to sell. Bouhareb says the disposables sell to a wide variety of markets, “from the St. Regis to upscale barbecue caterers,” he says. “It's really for everyone.”
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// TECHNOLOGY
WITH SCOTT SPITZBERG
The Integration Phenomenon Last month I wrote about Online Ordering and how its integration with the POS was a tremendous advantage over the “e-mail and fax” or non-integrated solutions.
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learly, having the order placed remotely by the consumer, having it paid for before the order is submitted to the store and automatically printing on the kitchen printers, solves many
Scott Spitzberg, Owner of Restaurant Software Solutions, LLC in West Orange, NJ scott@efficientrestaurant.com
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problems such as: labor expense to enter the order manually into the POS, crediting mistakes that are made by the manual entry, updating specials and prices in two places and having the third party company hold your money for up to a month
or more. Thus, integration provides a competitive advantage to this process and likewise applies to many other value-added services that can be provided by the POS. Online Reservations is another area where the POS integration adds value. While third party reservation companies have a true and meaningful place in the market, by no means should a restaurant depend solely on a third party for a reservation, which is the lifeblood of the business. Reservations tell you how many people are coming, when they are coming and who is coming. This information is critically important for the restau-
rant to plan purchases, specials and to manage table turns; many restaurants depend on reservations to cover their costs and make a profit and let walk-ins be the icing on the cake. So why do so many restaurants depend on third-party companies to handle this critical function? How can the process be made better through integration? What savings
collect on the customer during the reservation process is yours. Lastly, you minimize many potential risks of violating the rules of credit card data security by not opening any additional IP ports to outsiders. Like credit card companies that taught us that they will develop their own POS if they cannot gain customers through traditional means; likewise, any company that has enough capital can develop their own POS software as well. Now that Open Table has been acquired by Price-
Reservations tell you how many people are coming, when they are coming and who is coming. This information is critically important for the restaurant to plan purchases, specials and to manage table turns.
can be had? First, the online reservations companies, especially the market leading companies, are expensive to acquire, have monthly maintenance costs and a cost per reservation. Integration with the POS, if provided by the POS company, may dramatically cut those costs and increase the integrity of the reservation system. Second, the idea of having an online presence is to draw hits to your own website, while there is powerful marketing and brand awareness behind an aggregate, third-party site, driving hits to your own site will give you a higher presence on searches and will remove the chance of a customer surfing through restaurants just to pass yours by. Third, the data you 71 • July 2014 • Total Food Service • www.totalfood.com
line, who knows where this one particular company may look to grow its revenue base. For example, Open Table has already begun to compete in the mobile payments space, looking to take the customers payment through its portal and no doubt take the residuals those “swipes” generate. Once such a company controls both ends of the transaction, (the reservation and the payment, not to mention the customer data) can the middle of the transaction (POS ordering) be far away?
So, let’s agree that the traditional POS companies have the feature set and the infrastructure to extend their offerings past the basic ordering process and stand the best chance of successfully implementing what used to be outside services such as reservations, which are so vital to the restaurant’s long term survival. Third party companies are, if nothing else, innovators that develop meaningful platforms but eventually become disruptors to the mass market.
// EYE
METRO NEW YORK'S FOODSERVICE EVENT COVERAGE
7th Annual New Taste of the Upper West Side The 7th Annual New Taste of the Upper West Side featured over 85 restaurants and star-studded talent.
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ravel Channel’s Adam Richman and Food Network’s Alex Guarnaschelli hosted comfort classics presented by Sysco. NBC’s TODAY Contributor and New York Knicks Broadcaster Jill Martin To Host Best of the West with Honoree Chef Daniel Boulud the 2014 New Taste of the Upper West Side was back again with an incredible lineup of both new and returning restaurants, notable chefs and starstudded hosts for an unforgettable three-night culinary celebration. This one-of-a-kind event created by
There was a huge turnout for the 7th annual event
the Columbus Avenue Business Improvement District, (BID) donated all net proceeds from the weekend to the community for neighborhood improvement and beautification projects such as the Columbus Avenue BID’s sustainable streetscape project, Wellness in the Schools program and Theodore Roosevelt Park Fund. “Now in its seventh year, New Taste again celebrated what makes the Upper West Side so special,” says
Barbara Adler, Executive Director of the Columbus Avenue BID. “Beyond the fabulous chefs and food, it is an event that celebrates a great community helping to support its restaurants, businesses, schools and so much more.” The festivities began with SoirОe in the Park which featured a cocktail event. Proceeds from the evening benefits the park’s revitalization programs as guests enjoyed live music, champagne and
Daniel Boulud (C) led a "who's who" on top of NYC toques
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hors d'oeuvres prepared by Chris Wyman of Corvo Bianco, Maria Loi of Loi, Cesare Casella of Salumeria Rosi Parmacotto and Rodney Mitchell of Calle Ocho. The duo oversaw 40 restaurants from the Upper West Side showcasing their most innovative comfort dishes and competed to win this year’s “Best Comfort Food Dish” award. Last year’s winner, Christina Tosi of Momofuku Milk Bar, was back to defend her title, but stiff competition awaited with a bevy of exceptional participants which included new restaurants The Meatball Shop, Parm and Treat House, as well as neighborhood favorites such as Jacob’s Pickles and Luke’s Lobster. The high-energy excitement of the evening was amplified with renowned wines, creative cocktails and the returning beats of New York City’s DJ Phresh. Torres of Jacque Torres Chocolates and Joe Quintana of Rosa Mexicano, was not without exquisite cuisine, elegant wines and spirits to
Upside down wine tasting brought the excitement of the big top to the annual event
fulfill the cravings of guests’ insatiable appetites. The fervor of the evening escalated with a tribute to world-renowned chef and owner Daniel Boulud of DANIEL, Cafe Boulud with its adjacent Bar Pleiades, db Bistro Moderne, Bar Boulud, DBGB Kitchen and Bar, Boulud Sud and Epicerie Boulud. Boulud’s influential reach extends nationally and internationally and he is considered one of America’s leading culinary authorities. The combination of an A-list tribute to an extraordinary chef with the im-
TV's Adam Richman was among notables celebrating
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pressive talent from some of the best Upper West Side restaurants culminated in a magical evening. The weekend celebrated the diversity of flavors and community of the Upper West Side. Event sponsors included Ford, Sysco, New York Post, West Side Spirit, Diamond Kosher Salt, Palm Bay International, Brusco, Rosa Mexicano, JКgermeister, Manhattan Magazine, MyCheck, Sartori Cheese, Tito’s Handmade Vodka, DNAInfo.com, White Plains Linen and On the Park Flowers. Formed in 1999 in a landmark district, its mem-
bership includes a diverse range of retailers, restaurateurs and commercial and mixed-use property owners, comprising all of the commercial establishments. In addition, the Columbus Avenue BID’s district includes the American Museum of Natural History, Theodore Roosevelt Park, The New-York Historical Society and the Rose Center for Earth and Space.
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// MEET THE NEWSMAKERS
PALAZZOLO's ARTISAN DAIRY
Good Things Come in Small Batches How Palazzolo’s Artisan Dairy is raising the quality—and profitability—for foodservice operators that carry frozen desserts.
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eter Palazzolo grew up in a farming community in West Michigan surrounded by cows, chickens and other local fruit farms. That meant he got used to eating nothing but the freshest food free from tainted artificial ingredients. “Regardless of what kind of products that were delivered from our dairy, we were always committed to un-compromised quality,” asserts Palazzolo who founded Palazzolo’s Artisan Gelato & Sorbetto back in 1986. That philosophy is how Peter stumbled upon the idea of producing made-to-order gelato and subsequently carved out a niche in the gelato and sorbet industry. Here’s how it all happened. Can you give us a brief history of how Palazzolo’s Artisan Gelato & Sorbetto began? It all started with gelato. We earned our position as industry leaders by working from the ground up with top chefs in the local area in 1986. I won over Michigan restaurateurs with samples of our artisan gelato and sorbetto by offering them fresh-to-order gelato in small batches with all-natural ingredients. We were committed to working with the right tools to make the best. For example, when we found that the only gelato pans available from Italy didn't meet expectations, we had our
get our blueberries and raspberries. Our gelatos have a front, middle, and backside to the flavor not just a single flat flavor agent. That’s what makes each bite more flavorful. We also do not add any air to our gelato. It is less than 10 percent air. Most of the other brands are putting in more than double the air for profit. Gelato should have no air in it.
Peter Palazzolo, who founded Palazzolo’s Artisan Gelato & Sorbetto back in 1986
own custom-made in the U.S. Culinary innovation is what drives this farm. Today, our 50,000-square-foot dairy can handle practically every product need imaginable. Because we handle every detail, you can focus on your business, and profit from the wide appeal of our artisan dairy products. What differentiates your gelato from other gelato brands? We do not use a powder base from Italy and flavorings but the actual true raw ingredients. Our basic ingredients include milk, cream, sugar, whey and vegetable stabilizer. Then depending on the flavor, we add fruit, Tahitian vanilla, Couverture chocolate, and so on. We don’t use shelf stable bases and flavorings. We try to partner with our local fruit farms to
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What is your niche in the commercial foodservice marketplace? Our first priority is to make the highest quality gelato possible. Next, we make our yield to the food service operator higher because it is solid and there is little to no dipping loss. We hear from our chefs that they sell a ton of it, so it truly helps boost their profitability. Talk to me further about how you use all natural ingredients, use local farms, etc. We got to a point where I could negotiate direct with farmers. This was a happy day since they can give me the fruit before the industry gets it and messes with it. For example, a farm in Florida presses our lemon and lime juice into five-gallon pails and freezes it before shipping. We do not have sodium benzoate or oils to mask the pallet and make for an after taste. We even have our own bakery on the premises to make sure the cookies that go into the gelato are made from
simple ingredients. Can you expand upon how a foodservice operator will get more scoops per gallon from your product as compared to other gelatos as well as ice cream? Let’s talk about some of the small differences between ice cream and gelato that make a big difference in a food service operator’s profits and management. Most American brands of bulk ice cream and consumer-packed ice cream range from 60 to 120 percent overrun. (Overrun is the trade term for the amount of air whipped into the product. 100 percent overrun is 50 percent air.) Most of the European-made machines for ice cream production haven’t changed from the old-world churn style with a slow mixing speed. Why is this important? It leads us to a discussion about dipping loss. Because of its high air content, ice cream must be stored at a very cold temperature, usually around +8 degrees Fahrenheit, keeping it cold and hard is crucial to prevent the ice cream from shrinking onto itself. When the ice cream is this cold, it forces the server to press down when making a scoop, and in doing so, this compresses out the air, which is called: Dipping loss. Traditional gelato on the other hand, should be under 20 percent overrun. This low air-content and density has many benefits. Gelato can be scooped at a softer state, usually around +8 degrees Fahrenheit. The ease of scooping with little or no dipping loss makes the yield difference tremendous. Palazzolo’s gelato yields an average of 30 more four-ounce scoops than a three-gallon tub of conventional ice cream. This low air-content and density has many benefits. Gelato can be scooped at a softer state, usually around +8 degrees Fahrenheit. The ease of scooping with little or no dipping loss makes the yield difference tremendous. For ex-
ample, a 3 gallon tub of regular bulk ice cream will give you 50 4-ounce scoops, while a 2.5 gallon tub of gelato will yield 80 four-ounce scoops, almost one gallon more, even though the pack size is 1/2 gallon less. These are the reasons that gelato is more profitable. It is not because of charging more and giving less. It is in the retailer’s best interest to have friendly pricing. What we need to understand is that this is a volume business. Whether a small scoop is $2.00 or $4.00 dollars, it’s still only a few dollars and we need 1000’s of people to come in and purchase the gelato. It’s best to charge a friendly price and give a healthy scoop so that the word of mouth about the quality drives the business. There is a different loss of profits by treating gelato like a product that is marketed only to the wealthy. It should be marketed as ice cream that is produced in the original old-world method. Can you tell me how a restaurant would benefit by offering Palazzolo’s Artisan Gelato & Sorbetto on the dessert menu? Besides the greater profit margin, restaurants will benefit from the hundreds of accolades their customers give them when they taste our all-natural ingredient, small-batch produced gelatos. What's next in the pipeline from Palazzolo’s Artisan Gelato & Sorbetto? Frozen yogurt!! We started helping that industry and are seeing a wonderful response. We are also getting cutting edge on “Vegan” and “No Sugar” ice cream, gelato and frozen yogurt. What's the next step for an operator or distributor that wants more info on Palazzolo’s Gelato & Sorbetto? Call 1-800-4Gelato (443-5286) Our mission is to produce Ice Cream, gelato, sorbetto and frozen yogurt that is different and better than what is currently out there in the market. That will only benefit restaurants and retailers.
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// NEWS
GRAND OPENING
Park Hyatt New York Opens Its Doors Soon To Virtuoso Travelers International luxury travel network Virtuoso®, its world-class travel advisors and their upscale clients are eagerly awaiting August 2014, when Park Hyatt New York is set to open its doors.
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he hotel, which counts itself as one of Virtuoso’s illustrious Preview properties, is one of the most anticipated openings to occur in New York, thanks in large part to its location in One57, a new 90-story
glass skyscraper designed by Pritzker Prize-winning architect Christian de Portzamparc, which has changed the city’s skyline. As part of the Preview Program, the division of Virtuoso’s renowned Hotels
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& Resorts Program that celebrates new hotels, Park Hyatt New York will offer value-added amenities exclusively for guests who reserve their stay through a Virtuoso travel advisor. Included in the package are: Park
Hyatt New York is located in the heart of Midtown between Sixth and Seventh Avenues, across from Carnegie Hall, one block from Central Park and a short walk from Columbus Circle. The hotel will occupy the first 25 floors of One57, which is the tallest residential tower in New York City. It has 210 luxurious guestrooms, including 92 premier suites, all with floor-to-ceiling windows. The rooms are among the largest in the luxury market in New York City, with the majority spanning 530 square feet. The interior design, by Yabu Pushelberg, captures the energy of the city through modern materials and furnishings, as well as art by local New York artists. “Park Hyatt’s new crown jewel, the
Park Hyatt New York, is a welcomed addition to our portfolio,” says Albert Herrera, Virtuoso’s Senior Vice President of Global Product Partnerships. “As the brand’s global flagship, we know the hotel will offer our clients exceptional service in a stunning setting while giving them the opportunity to experience one of the city’s most exciting new buildings.” Executive Chef Sam Hazen will lead the hotel’s dining experiences; The Living Room to include the lobby lounge and bar, the signature restaurant featuring an American Grille concept, and the event space. The signature restaurant seats 96 while The Living Room is more intimate, featuring a bar that overlooks the historic Carnegie Hall. The ballroom, designed with illuminated white onyx walls, is large enough to host a seated dinner for 220 people and a reception for 450 people.
Park Hyatt New York joins an impressive roster of new hotels accepted into Virtuoso’s Preview Program, including Portrait Firenze and Rosewood London. Through this exclusive partnership, Park Hyatt New York will benefit from Virtuoso’s networking opportunities, advisor education programs, marketing initiatives and sales support. As a result, clients of Virtuoso travel advisors receive benefits unavailable elsewhere. Virtuoso® is the industry’s leading luxury travel network. This by-invitation-only organization comprises 340 agencies with more than 8,900 elite travel specialists in 20 countries in North and South America, the Caribbean, Australia and New Zealand, as well as over 1,700 of the world’s best travel providers and premier destinations. The network’s member agencies generate over $12.5 billion annually in travel sales, making the group the
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Executive Chef Sam Hazen will lead the hotel’s dining experiences
most powerful in the luxury travel segment. Their relationships with the finest travel companies provide the network’s affluent clientele with exclusive amenities, rare experiences and privileged access.
// NEWS
INNOVATIONS
Meyer's Union Square Cafe Set To Relocate After 30 Year Run Restaurateur Danny Meyer plans to relocate Manhattan’s Union Square Cafe from its 30-year home after lease negotiations ended without an agreement. It is one of the hard truths of New York real estate: Restaurants help revitalize neighborhoods, then are forced to close when their rents skyrocket.
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he restaurant will close when its lease at 21 E. 16th St. expires at the end of 2015, said Jee Won Park, a spokeswoman for Meyer’s Union Square Hospitality Group. Talks between Meyer and the property’s landlord, Ari Ellis, broke down because of a disagreement about the rent, Ellis said in an interview. The restaurant, which debuted in 1985 in what was still largely a rundown neighborhood, was the first for Meyer, who later started the Shake Shack burger chain. Union Square Cafe is the latest downtown dining establishment forced to shut down amid Manhattan’s soaring real estate values. Two weeks ago, wd~50, opened in 2003 by chef Wylie Dufresne, said it would close because a developer has plans for a new building on the Lower East Side site. Ellis -- whose company, David Ellis Real Estate, owns four other buildings in areas including the Meatpacking District and Midtown -- said that while he hopes the two sides will come to an agreement before the lease ends, Meyer might have outgrown the space. “All the great restaurateurs are leav-
ing their small, quirky spaces and moving into these mega restaurants,” Ellis said. “They’ve moved past these sort of things and they can move into essentially any space they want, and to a large extent, have them built for them, which is wonderful for them but not so great for me, or the neighborhood.” In the area that includes Union Square, retail asking rents increased 5 percent in the first quarter from a year earlier as more high-end businesses were drawn to the neighborhood, according to a report by Cushman & Wakefield Inc.
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When Meyer opened Union Square Cafe, his rent was $48,000 annually, according to the New York Times, which reported the planned closing on its website late yesterday. RKF, the brokerage marketing the space, is seeking $650,000 a year from the next tenant, the newspaper reported. “Eventually, they’re going to drive away all the people and places that make New York City interesting,” said Bobby Flay, who last year closed Mesa Grill, the Flatiron district restaurant that put him on the national map, when the rent doubled. A Midtown landlord offered him a prime location
near Rockefeller Center, but ultimately leased the space to a TD Bank branch. “What brings ghost towns to life? Restaurants,” said Mr. Flay, who opened Mesa Grill when lower Fifth Avenue was a windswept boulevard of abandoned garment businesses. “We blaze the trail, we do the hard work, and then we’re out.” Ellis said demand for the space will be high because of its long association with Union Square Cafe. “The numbers that come in for a restaurant for that space will be as good as or better than I projected,” Ellis said. “The restaurant that comes in, if I’m lucky, will be a great operator like Danny, will be successful, and they’ll be there for another 30 years. If it’s not Danny, which I hope it is.” Many of these restaurants — like Florent in the meatpacking district and Chanterelle in TriBeCa, both shuttered in recent years — opened in decaying neighborhoods, providing a wedge for gentrification. Now they say they can no longer afford to operate in the places they helped transform. Hearth, one of the first restaurants to bring artisanal cooking to the East Village, was just hit with a 65 percent rent increase. In recent years, his Union Square Hospitality Group has focused expansion not on fine dining, but on its profitable Shake Shack burger chain: the 48th store opened last month in Washington, D.C. In 2010, the company closed its high-end Indian restaurant Tabla; in 2011 it sold the prestigious Eleven Madison Park to its chef and general manager; and in 2012, the company sold a 39.5 percent stake to an investment bank, which helped fuel growth for Shake Shack, now serving in London, Dubai and Kuwait City.
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// THE WINE COACH
WITH LAURIE FORSTER
Wine Styles--A Different Way to Organize Your Wine List! While most of us have a sense of style for fashion, you can also connect with your wine style. Are you bubbly, crisp, mellow, juicy or bold?
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nderstanding basic wine styles helps consumers who are looking to experiment with new wines. Focusing on style rather than varietal is also a great way to embrace the diversity that the wine world has to offer. To categorize wine by “style” we group them based on similar characteristics, such as color, body, flavors, acidity, tannins and sweetness. These characteristics are combined to create a wine style. Many wine stores and restaurants have begun using this approach to organize their wines. If you understand the wine style, you can narrow your search without a deep knowledge of geography or grape varieties. Mark Bachman, V-No Wine Bar in Baltimore, MD explains, “By grouping our wines by style instead of country of origin, we remove the stress many people associate with picking the right bottle of wine. Once we hone in on what style a customer prefers, say ‘crisp white’ they can feel confident that whether they choose the Pinot Grigio from Italy or the Sauvignon Blanc from California all of the wines in the section are bound to please.” Many restaurants like P.F. Chang’s Asian Bistro and Flemings Steakhouse already offer wine lists
Laurie Forster, The Wine Coach, is a certified sommelier, award-winning author and media personality. Forster is the host of her radio show The Sipping Point and her mobile application “The Wine Coach” was listed as one of the Top 8 Wine Apps in Wine Enthusiast. To find out more visit: www.TheWineCoachSpeaks.com | @thewinecoach | facebook.com/winecoach
organized by style which helps make ordering wine a less stressful ordeal. Here are some essential styles: Crisp – Light- to medium-bodied whites with high acidity. Think Sauvignon Blanc, Spanish Albariño and Argentinean Torrontes. Great pairings for lighter foods like salads, seafood,
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salty foods and as an aperitif. Mellow – Softer, medium-bodied whites with lower acidity and possibly oak aging. Think white Burgundy, Californian Chardonnay or Australian Semillon. Great with heartier dishes like white meats, creamy pastas or meaty fish. Lush – Full, Rich and big fruit flavors. Think Viognier, Alsatian Gewurztraminer, Oregon Pinot Gris or Chardonnays. These intense and sometimes exotic flavors lend themselves to fuller flavored or spicy dishes. Juicy – Lighter reds and Rosé are full of juicy fruit flavors and have low or soft tannins. Think dry Rosé from Provence, cool climate Pinot Noir or Beaujolais. These reds can be served chilled—best with lighter meats or heartier seafood. Smooth – Medium- to full-bodied reds with soft or velvety tannins. Think Australian Shiraz, softer styles of Merlot and California Pinot Noir. Pair with heartier fare like burgers, red meats and barbeque ribs. Big & Bold – Fullest reds with firm tannins and intense flavors. Think California Cabernet Sauvignon, Italian Barolo and Argentinean Malbec. These bold wines match with the heartiest of red meats, game and stews.
In addition to these categories there are special styles to consider like Bubbly for sparkling and Sweet for dessert wines. While individual wine stores and restaurants may use different names for their wine styles they will generally fit these criteria. You might consider reorganizing your wine list based on style and helping to educate the guests on each category. When the customer can understand and describe their preferred wine style, it will make finding the right bottle so much more fun and stylish. Laurie’s comedic wine tasting Something to Wine About comes to the City Winery in New York City on August 13th at 7PM. Forster peels back the labels of a few of her favorite wines while she exposes some of the deep secrets of the wine industry and why she thinks it’s so damn funny! Relax with a glass (or three!) of wine, because with Forster there are no formalities when it comes to drinking. For tickets visit www.CityWnery.com Wine Characteristics Used the Determine Style Color: Is it white, red or pink? The intensity of the color can also tell you about the intensity of the wine. The deeper and darker wines tend to be more intense. Body: Wines have texture and mouth feel just like other drinks. Think of the weight and texture of skim, whole and heavy cream. These correspond to what we experience with light-bodied, medium-bodied and full-bodied wines. As a general rule as the alcohol content increases so does the body of the wine. Flavors: Are they fresh fruit, dried fruit, jammy or earthy? The basic categories of flavors to consider are
continued on pg 104
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// MARKETING
WITH NOELLE IFSHIN
Why the Right Restaurant Culture is Crucial to Your Success Wherever people live or work together, a culture develops. This is defined as “the behaviors, beliefs, values, and symbols that [a group of people] accept, generally without thinking about them, and that are passed along by communication and imitation.”
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estaurants, like any other business, engender “Organizational Culture” – a culture specific to that group, which describes everything from its approach to customer service to the shorthand jargon that develops among members. Your organizational culture is crucial for delivering the right impression to your customers, and your customers get a taste of what your business is all about every time they interact with your staff (see: Employees are Your First Customers – Happy Employees Part 1). It is important to carefully seed and nurture a culture that defines the restaurant’s priorities, but also allows for some traits to develop organically from your staff. In our blog 4 Reasons Why Your Restaurant Needs an Employee Handbook, we discussed the handbook as a central document to your business. It is where you should define and codify the values that make up your restaurant’s culture, which are imparted to employees during on-boarding, as well as the ongoing training sessions. Here are four reasons why you need to create and promote the right culture in your restaurant: Culture Encourages Professionalism
Noelle Ifshin, President & CEO, 4Q Consulting New York, NY n o e l l e @ 4 Q C o n s u l t .c o m
However, employees with high job satisfaction tend to remain with their employers longer, thus reducing turnover.
By communicating expected behaviors, actions and values to all employees, you define what your culture is and how they participate within it while in the workplace; By encouraging those behaviors, actions and values to meet your standards (whatever they may be), you create a “Culture of
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Professionalism.” Managers and supervisors must reinforce the culture and lead by example, not by the philosophy of “Do as I say, not as I do,” as we discussed in Follow the Leader. They must live and breathe your mission and values and tend this culture of professionalism in your restaurant - complimenting positive behaviors and correcting negative ones. Restaurants, large and small, that promote a culture of professionalism, without being stodgy, have employees with high levels of loyalty toward the company. This type of business culture increases productivity, work quality and employee retention. Culture Reduces Employee Turnover The restaurant industry is known for its high turnover rates. Generally speaking, many food and beverage industry employees aren't looking
to make a career out of tending bar, waiting tables or seating restaurant patrons. However, employees with high job satisfaction tend to remain with their employers longer, thus reducing turnover. Studies have shown that a well-defined and actively maintained company culture is associated with high job satisfaction. Businesses can lower turnover rates by fostering a culture that values open communication, provides adequate training, and rewards employees for a job well done. By retaining employees, companies save resources recruiting and training a constant flow of employees; they build a higher caliber workforce that positively affects product quality, lowers operating costs and increases the bottom line. Culture Increases Consistency By lowering your turnover rate of employees, your increasingly experienced staff becomes a well-oiled machine that improves consistency within your operation. In Consistency is King, we discussed that daily vigilance to the standards you set are crucial in order to ward off possible problems that can impact costs or revenues: poor communication, order errors, kitchen errors, bad customer experiences, etc. Creating a culture of “Being the Best” consistently also leads to and reinforces your “Culture of Professionalism.” Culture Improves Your P&L As we examined in Restaurants Know Thyself, when your culture is defined, your restaurant has a distinct identity. A well-defined culture increases both your top-line sales and your bottom line profits. When you have less employee turnover, you have a professional, experienced staff that works well together.
Grand Central, from page 27 Jeff Rosen, the director of real estate for the M.T.A., said officials were looking for a high-quality project that would generate traffic for the other tenants. “Grand Central Terminal is a magnificent entity,” he said. “It just so happened that the highest rent proposal was also of the highest quality.” Of the Nordic theme, Mr. Rosen said, “We’re very happy to embrace the unusual when it makes economic sense.” Mr. Meyer plans to operate a Nordic brasserie, a to-go counter and a food hall—all expected to open in early 2016. The food hall will offer coffee, a juice bar, pastries, sandwiches, salads and a cocktail bar throughout the day and evening. “It’s a great chance and an in-
teresting time to bring the Nordic concept to a wider world,” he said. Though he realized that New Yorkers would expect “some kind of Scandinavian flavor,” he did not plan to fill the food hall with only imported goods. “Nordic cuisine is very much about capturing the local flavor,” he said, “so I will have to find a way to bring my philosophy to the New York restaurant landscape.” An award winning and prominent restaurateur in Europe, this will be Meyer’s first venture in the U.S. He is moving to the city with his wife and three daughters.
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// CHEFCETERA
UP CLOSE WITH METRO NEW YORK'S CHEFS
Solange Johnson & Scott Cioe The Back Room at One57 in Park Hyatt Hotel Total Food recently sat down with Park Hyatt Hotel's newest culinary duo, Solange Johnson and Scott Cioe.
Solange Johnson Solange Johnson grew up in Southern California where she was exposed to the best in local and seasonal ingredients. Coupled with a family that valued quality time spent in the kitchen, Solange knew not to fight nature or nurture; a life in the culinary world was her calling. Johnson’s foray into the industry began at 18, when she gained front-ofhouse experience at Tony Bill and Dudley Moore’s 72 Market Street in California. When the restaurant closed in 2000, reopening as The Globe, Solange jumped at the chance to get in the kitchen. She worked her way up to chef de cuisine under James Beard award-winning chef, Joseph Manzare, who furthered her appreciation for high-quality, marketfresh ingredients. After a brief stint in New York, Johnson moved back to the West Coast to work at Restaurateur and Chef Todd English’s fine dining restaurant Beso in Hollywood. It was there that Johnson met Chef Sam Hazen. Realizing their culinary compatibility, Johnson followed Hazen to Florida and back to New York, where she worked as his chef de cuisine at the Michelinstarred Veritas. Today, Johnson continues to work
alongside Executive Chef Sam Hazen as the chef de cuisine of Park Hyatt New York, the globally recognized Park Hyatt brand’s new flagship hotel. Here, she assists Hazen in overseeing the restaurant along with all food & beverage operations throughout the hotel. You started your career working in
the front of the house. How did you actually get a chance to prove yourself in kitchen? While at 72 Market treet I expressed interest in working in their male dominated kitchen but I was young and a woman, so the combination did not work in my favor. When 72 market street closed and Joseph Manzare opened Globe I was asked to come in
and work as a host. He decided to give me a chance in the kitchen which was the springboard for my career. Where did you study? And who are a few of your biggest mentors? I did not go to culinary school. I was fortunate to work with some great Chefs that are not famous but never the less molded me into the Chef I am today. My mentors are people I know. There are so many people that I look up to and aspire to be like because of one or many of the qualities they possess. Chef Sam is the closest it gets to having one that is in my every day life. What skills are you looking to develop more on? I am looking to develop my skills in communicating more when I need help. I am one to try to take on more than I can without asking for help. Is there a lifespan on "your cuisine" and do you imagine that your career path will include many different cuisines? I don’t feel there is a lifespan on my cuisine. I grew up in a family that cooked. We would go to farmers markets and grow a lot of our own vegetables. My cuisine is very farm to table. Even though that term is thrown around a lot my cuisine really is about the quality of the product and showcasing it for what it is. Simplicity to me is key when it comes to the kind of food you will always come back to. Therefore I might use other cuisines influence but there will always be that constant in my food.
Solange Johnson is the Chef de Cuisine at The Back Room at One57 Park Hyatt in New York City
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What’s the hardest part of your job? The hardest part of my job is trying to find time to eat. I will go home after a busy service and realize that all
I ate all day was a chocolate cookie or something of that nature. It may sound funny but even being exposed to food all day I still manage to forget to eat. What culinary trends are you noticing as of late? And are you utilizing any of them? Honestly I don’t follow the trends. They come and go. I might get an idea from a place I go to dinner but it’s never a trend. What valuable skills and knowledge have you received since working by Chef Sam Hazen’s side? Never cut corners in cooking. Taste everything. If you count your pennies you won’t have to count your dollars. Always have salt, pepper and soft butter. He has shown me how to make the clearest sweetest veal and chicken jus I have ever experienced. He has given me an appreciation of food that exceeds anything I ever thought possible.
came time to make a decision for college, Scott pushed the culinary aside and decided to pursue a bachelor’s degree in music business and management at Berklee College of Music. Not even a year in, a part time job at a local Neapolitan pizzeria made Scott realize that his true passion was indeed the food and hospitality industry. Eager to make the move to the food world, Scott expedited his studies completing his degree in three years, while also applying to North Miami’s Johnson & Wales University to become a culinary student. While at Johnson & Wales as a baking and pastry student he furthered his experience outside of the kitchen as well by taking positions as a pastry cook at Michael Mina’s Bourbon Steak and Café Boulud. Following graduation, Scott went to New York City and found his mentor Richard Capizzi, who aided him in honing his skills in the kitchens of Thomas Keller’s Bouchon Bakery and Lincoln Ristorante. Scott joined the team at
Gordon Ramsay at The London NYC as pastry sous chef. Shortly thereafter, Scott was promoted to Executive Pastry Chef and ultimately maintained the restaurant’s two Michelin stars. Today he is excited to be working alongside Executive Chef Sam Hazen at The Back Room at One57, complimenting Hazen’s savory offerings with a dessert menu that features his unique take on American classics that are flecked with Italian inspiration and executed with French technique. What led to a decision to become a pastry chef rather than a traditional chef? Why baking? I grew up with a love for cooking, but once I got a job baking bread from scratch in a brick oven I was hooked on baking. I love that you’re able to be creative but also must have a strong base of the math and science. What have you learned from your mentors that have helped boost your
What are some tips and advice you can give to our younger culinary readers looking to succeed in this industry? Working in a kitchen is hard work but is also one of the most rewarding professions you can choose. When you feel like talking back to your immediate boss it is always a bad decision to make. Every moment you spend in the kitchen never look at it as just a job, and if you feel stationary in your culinary career it is probably time to move on to a new place. Always use seasonal ingredients. No one wants a peach in the middle of winter. It’s just wrong.
Scott Cioe has always had two passions in life: music and food. When it
What is your philosophy on pastry? Make sure desserts are as delicious as they look! What pastry trends do you see emerging in the restaurant industry? I’m starting to see a return to the classics. Classics are classics for a reason! Is there an ingredient that you feel is particularly underappreciated or underutilized in pastry dishes? Fennel. For me it can be a great way to end a meal. It’s also versatile- it can be rich and decadent or light and refreshing. How do you collaborate with Chef Sam Hazen to compliment his dishes with your desserts? There is a steady and constant exchange of ideas, and eventually those ideas are the ones that get fleshed out and put on menus. We are always talking about food so I think we understand each other’s background and style, which is important. What’s the hardest part of your job? Finding time to eat lunch. What advice can you dish out to young pastry chefs just getting started? Hard work pays off. Also keep in mind that as long as you’re working in a kitchen you will never stop learning and be open minded enough to learn from anyone.
Where do you see yourself in 5 years? I see myself having Chef Sam’s job as Executive Chef at one of the many Park Hyatt locations.
Scott Cioie
skills and creativity? Organization is key whether in the creative process, operation or storage. Also respect for the ingredients. I have learned so much from the chefs and cooks I have been fortunate enough to be surrounded by.
Scott Cioe is the Executive Pastry Chef at The Back Room at One57 Park Hyatt New York
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Where do you see yourself in this industry in 5 years? Baking and creating desserts right here in New York City!
// INSURANCE
FIORITO ON INSURANCE
Protect Your Restaurant Against Employment Practices Liability Exposures Like all companies, restaurants are vulnerable to claims brought by their employees, former employees or potential employees.
Bob Fiorito, Vice President of Business Development at Hub International Robert.Fiorito@ hubinternational.com
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he cost of defending employment-related claims can be financially devastating. More and more privately owned companies are finding out the hard way just how complex the employment relationship has become. Employers face a growing multitude of serious employment practices liability (EPL) exposures in their day-to-day interactions with employees. Restaurants and their managers are subject to a widening collection of federal, state, and local employment laws, such as the Americans with Disabilities Act, the Civil Rights Act of 1991, the Age Discrimination in Employment Act, and Title VII of the Civil Rights Act of 1964, just to name a few. The Equal Employment Opportunity Commission (EEOC) is taking a much more aggressive stance in investigating EPL claims and filing lawsuits for sexual harassment, discrimination, wrongful termination, retaliatory treatment, unfair hiring practices, and other types of workplace torts. A hostile work environment can be cre-
ated in any way, by anybody, or by any means, if the employer does not address an employee complaint that the workplace is hostile. In addition, the hostile environment does not have to be created by the employer or even a co-worker. Title VII of the Civil Rights Act of 1964,
with the EEOC from 1997 to 2013 was nearly 90,000 annually. The average verdict in EPL cases now exceeds $450,000, and employment issues now make up 30% of all civil litigations in the U.S. According to the Society for Human Resource Management:
A hostile work environment can be created in any way, by anybody, or by any means, if the employer does not address an employee complaint that the workplace is hostile.
requires an employer to prevent known sexual harassment created by other employees or customers, regardless of the status of the harasser. For example, the Equal Employment Opportunity Commission (EEOC) settled a class action lawsuit for $200,000 against a restaurant for permitting female servers to be sexually harassed by a customer, who allegedly frequently grabbed their breasts and buttocks, made frequent sexual innuendos. The average number of charges filed
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•
Employers are more likely to have an employment claim than a property or general liability claim. • 67% of all employment cases that litigate result in judgment for the plaintiff. • 41% of all EPLI claims are brought against small employers with 15 to 100 employees. • The average amount paid for out of court settlement is $40,000. There’s no question that EPL claims can have a serious financial impact on small
to midsized companies. As an employer, you do everything you can to treat your employees fairly. Even if you do everything right and comply with all federal, state and local regulations, you can still be held liable for the actions of your employees, vendors or customers. You could also be the subject of a discrimination suit if someone you interview but fail to hire feels that he or she was treated unfairly. Employment practices liability insurance (EPLI) can protect your business against claims made by potential hires, employees currently on your payroll and terminated employees. With EPLI coverage, your company is protected against claims of: • Wrongful termination • Employment-related emotional distress and invasion of privacy • Defamation • Retaliatory/constructive discharge • Sexual harassment and discrimination • Workplace torts such as slander EPLI coverage generally includes the cost to defend against the charges plus any damages you are ordered to pay. Employers are responsible for ensuring a harassment-free workplace for their employees, regardless if the harasser is a co-worker, manager or customer. However, claims do happen. Learn how EPLI can provide much-needed protection and peace of mind. Your insurance broker can answer your questions and recommend the coverage that is right for you. Robert Fiorito, serves as Vice President, HUB International Northeast., where he specializes in providing insurance brokerage services to the restaurant industry. As a 20-year veteran and former restaurateur himself, Bob has worked with a wide array of restaurant and food service businesses, ranging from fast-food chains to upscale, “white tablecloth" dining establishments. For more information, please visit www.hubfiorito.com
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// NEWS
OPENINGS
Ridgewood Resident And International Restaurateur Drew Nieporent Returns To His Roots A new sign just went up in the window of 239 W. Broadway in Tribeca: Bâtard. The dining news website Eater.com quickly placed Bâtard at the top of its list of the hottest Manhattan establishments of the moment – declaring: "This is the restaurant that all the critics and fine dining lovers will be checking out this summer."
B
ut there are still other reasons why we all might care about this particular address and this new restaurant: The man behind it is not only a longtime Ridgewood resident, he also helped shape the American dining scene. It was 1985 when restaurateur Drew Nieporent, then 29, opened his first restaurant, Montrachet, in a converted woodworking shop at that Broadway address. It was a highly pioneering move – most obviously in the neighborhood he chose, referred to in one review as an "alien ZIP code." The vision was also novel: a restaurant known not for its silver domes on plates and formal service but for a comfortable, genial atmosphere, even though this was no casual bistro. It had a $16 prix-fixe menu and no dress code. Its executive chef was a then unknown named David Bouley; the restaurant was quickly awarded a rare three stars from The New York Times. "I think it was the beginning of fine
It was 1985 when restaurateur Drew Nieporent, then 29, opened his first restaurant, Montrachet, in a converted woodworking shop at that Broadway address.
dining without the tuxedos," said celebrity chef David Burke, a Fort Lee resident who worked a short stint at Montrachet in the mid-'80s. "It was a dining room run by an American guy, where a lot of them were run by Europeans – and a friendly guy, who was a social butterfly." Nieporent explained: "I had worked
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at all these French restaurants where there was so much pomp and circumstance. The whole thing was to break away all the facades, let's just get to the food." Besides, "that was all I could really afford." Getting to the food paid off. "When you get a three-star write-up at those prices," Nieporent said, "and it's new
and French and downtown, I could have filled Shea Stadium on most nights." Nieporent's wife, Ann, recalls barely being able to envision the project when Nieporent was building it. But the end result was that "he changed the way restaurants operate in New York City. … People were going downtown … because they were eating this incredible food and they didn't have to get dressed up." Nieporent went on to open 38 other restaurants, including the international sushi empire Nobu. Alas, none are in New Jersey, even though he and his wife have lived in Ridgewood for 23 years (they have two grown children). New Jersey's expensive liquor licenses and hit-or-miss weeknight business have long kept Nieporent from opening anything locally. He says his wife has been suggesting he take over a local restaurant that's for sale – and install an American menu like the one at his landmark Tribeca Grill — but he finds the $800,000 price tag (with liquor license) overly extravagant. And as far as dining here: "I would just like to see New Jersey blossom a little bit more" — though he and his family enjoy Arturo's in Midland Park, Varka Estiatorio in Ramsey and the Park West Tavern in his hometown. Most recently, his focus has been on whether to reopen his first restaurant space. Montrachet closed in 2007; the next year Nieporent veered off in a much different direction, using the space to open the much more refined and expensive Corton, with
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// EVENTS
HAPPENINGS IN THE METRO NYC FOODSERVICE SCENE
Summer Fancy Food Show Attracts Record Participation The Summer Fancy Food Show will be the largest since it was first presented in 1955. The sold-out exhibit halls will be filled with 2,730 specialty food makers, importers and entrepreneurs representing the latest new products and trends from across the U.S. and around the globe.
A
The show takes place June 29–July 1, 2014, at the Javits Center in New York. Amid record demands for specialty food, the show is expected to attract 28,000 buyers, including delegations from Uruguay, Paraguay, Albania, and China, not to mention thousands of buyers from top names in U.S. retailing and restaurants including Whole Foods, Kroger, Dean & DeLuca, Gourmet Garage, Mollie Stone’s Markets, and more. The trade-only event is the largest marketplace devoted exclusively to specialty foods and beverages in North America. Registration is at fancyfoodshows.com. A special pre-show attendee price is available through June 27, 2014. Show highlights include a keynote address by Dominique Ansel, the acclaimed pastry chef and creator of treat sensation the Cronut®, a croissant-donut hybrid. He will also announce the winners of the 42nd sofi™ Awards for the outstanding specialty foods of the year. Chef Ansel is donating his speaking fee to City Harvest, the Summer Fancy Food Show’s longtime anti-hunger
shoppers.” Other show highlights: Demonstration of a 3-D food printer for pastry chefs, professional bakers and mixologists Seminars on Non-GMOs, sustainable packaging, food labeling, responsive social media for restaurants, and 11 more important topics More than 1,500 exhibitors from the U.S. Pavilions and booths representing 49 countries including Italy, Turkey, Israel, Malaysia, Trinidad & Tobago and Peru
charity. “The specialty food industry is thriving as consumers look for topquality food made by people who bring craft, care and joy to the products they create,” says Ann Daw, president of the Specialty Food Association. “Our show provides a unique forum for buyers seeking foods that appeal to today’s more adventuresome, curious and sophisticated
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The Basics – One-day workshop on fundamentals of specialty food Inaugural Lifetime Achievement Awards honoring pioneers in specialty food News & Solution Center featuring mentoring sessions, live interviews with industry thought leaders and tastemakers on trends and new products Exhibitor donations of 200,000+ pounds of specialty food to City Harvest at show’s end The Specialty Food Association is a thriving community of food artisans, importers and entrepreneurs who bring craft, care and joy to the distinctive foods they produce. Established in 1952 in New York, the not-for-profit trade association provides its 3,000 members in the U.S. and abroad the tools, knowledge and connections to champion and nurture their companies in an always-evolving marketplace. The Association (formerly the National Association for the Specialty Food Trade, Inc.) owns and produces the Winter and Summer Fancy Food Shows, and presents the sofi Awards honoring excellence in specialty food.
// EYE
METRO NEW YORK'S FOODSERVICE EVENT COVERAGE
Dessert Professional Magazine Announced Their Top Ten Pastry Chefs In America For 2014 On Monday, June 2, 2014 the crème de la crème selected from around the entire country, were honored in front of 350 guests at the twenty first annual Dessert Professional magazine Top Ten Pastry Chefs in America event hosted by The Institute of Culinary Education (ICE).
T
he awards recognize the top toques of tuile, cocoa, and sugar for their talent and unique culinary vision. The 2014 winners will be featured in the August issue of Dessert Professional. Guests enjoyed moving from kitchen to kitchen sampling the chefs’ signature desserts and the specialty cocktails that were added to mix in celebration of the awards turning twenty one. Matthew Stevens, editor of Dessert Professional magazine emceed the awards ceremony. He presented this year’s Hall of Fame Honoree, Richard Grausman, Founder & Chairman of Careers through Culinary Arts Program (C-CAP) and also announced the inaugural Dessert Professional C-CAP Scholarship, commemorating C-CAP’s upcoming twenty-fifth anniversary and Grausman’s work transforming lives through the culinary arts. The scholarship will be awarded annually (starting in 2015) to an exceptional C-CAP student and can be applied to any pastry and baking program at ICE. This year’s Top Ten Pastry Chefs se-
lected from around the entire country and signature desserts are:
riott Marquis, New York, NY and Pastry Instructor, Monroe College, New Rochelle, NY - Coconut Lime Dacquoise with Mango Olive Jelly, Coconut Mousse, Mango Pineapple Compote, and Banana Lime Sorbet Della Gossett, Executive Pastry Chef, Spago, Los Angeles, CA White Chocolate “Crottin” with Surinam Cherry Preserve Katzie Guy-Hamilton, F&B Director and Corporate Pastry Chef, Max Brenner Worldwide "Suntory" – Chocolate Torte with Toasted Matcha, Pistachio Gelato, Coconut and Cherries Cher Harris, Executive Pastry Chef, The Hotel Hershey, Hershey, PA
Georges Berger, MOF, Owner, Chocolate Fashion, Miami, FL - Pistachio Brittle & White Peach Mousse with Griotte Macarpone Sorbet Ebow Dadzie, Pastry Chef, NY Mar-
Katzie Guy Hamilton, the Corporate Pastry Chef at Max Brenner
Richard Grausman, the Founder and Chairman of C-CAP
Mandarin ‘n Chocolate Hazelnut Sponge, Ginger Caramel Macaroon, Smoked Hazelnut Crumble, and Mandarin Foam
The submission of Rudi Weider, the Master Pastry Chef at Hilton San Diego Bayfront
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Joshua Johnson, Executive Pastry Chef, Vanille Patisserie, Chicago, IL Sur del Lago Chocolate Mousse, Chocolate Sculpture by Ebow Dadzie
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Imprint, from page 18 easy to clean. That’s important in order to keep the food sanitary. We gave them label inserts with polycarbonate lens covers. Then all they had to do was use our software system to print the signage inserts in any font, size or style. The signage doesn’t have any moving parts, which makes it streamlined and easy to use. It didn’t take long for our signage system to catch on with other cruise lines. Carnival cruise lines found out about the product and were the next to come onboard. From that point on, the signage kept expanding into hotels and restaurants. Can you tell us what differentiates your reusable food service signage systems from more traditional signage systems? We offer a wide variety of signage kits ranging from $99 to $129. The kits include software with dozens of
design templates, to let our clients personalize signs with photographs and descriptions. The signs allow you to present a stylish and professional image that enforces brand consistency. They include the printing software, 12 different sized sign inserts and six stands as well other components, depending upon the food operator’s signage needs. It is a reusable system, which means that it is not only green and sustainable, but over time, it saves the foodservice operator a significant amount of money. For example, if a food service operator wants to create name badges for staff personnel, the kits significantly reduce administration, shipping costs and lead times. Can you tell me more about the scope of reusable signage that you offer? The food service signage kits can be
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used for buffets to identify dishes, daily menu specials, menus, food dish information, wait staff badges and to communicate info on easels. They are available in three different styles, including freestanding table top signage, hanging signage and wall signs. Inserts are available in rectangular or oval shapes in a variety of sizes and finishes including gold, silver or white metallic finishes. Again all signage components— from the lens covers that go over the signage, to the anodized aluminum base and suction cups, are reusable. How will foodservice operators benefit from the Imprint Plus Food Service Signage Systems? In addition to the benefits I have already covered, over the past 10 years, the whole food service industry has upscaled. People want to know how many calories are in a particular
dish. They want to know what the food ingredients are in their food before they order due to food allergies. This signage system addresses the consumer’s demand to know exactly what they are eating. Our signage communicates all the information they want through a professional presentation. Can you give me a testimonial of one of your customers that has used your reusable signage system? Sure. Here is what Robert T. Hood, Corporate Food & Beverage Manager of Atilfic Hotels & Resorts had to say: “After much searching for a buffet labeling system, that looks good, works, and is interchangeable to every hotels needs, I think we have found one. This system not only al-
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// MIXOLOGY
WITH WARREN BOBROW
Metro New York Mixology Have you ever been down South? If you have, would you say that you’ve been there in the summer? And if you say yes, you’d be correct in asserting that the long summer season in the South can make your shirt stick to your back. Not only does it get hot down South in the summer, but also you require something other than soda to get refreshment.
S
oda pop refreshment only lasts so long until you crave another one. You see, it’s the sugar in the soda that makes you thirstier. I’m a fanatic for freshly squeezed juices in hot weather. There is something to be said for the way citrus juice, especially lemon and lime in conjunction with each other along with a touch of simple syrup quenches your thirst. This isn’t your usual lemonade, but it is a hybrid of sorts. You see, back in the early days of our country many of the manual labor jobs had not yet been automated. In the modern age we take for granted the skill and strength it takes to form a bale of hay. Imagine being out in the blazing sun for hours at a time. Combine backbreaking labor and clothing that covered almost your entire body. Making hay isn’t just a term for working; it’s much more than that. What making hay requires are muscles! So you’re out in the field surrounded by chest high grasses. Any part of you that is exposed is going to be cut by the sharp hay, that’s why you’re covered up. It’s hot and your thirst is burning a hole right in your throat. This is decades before canned soda or even bottled beer, so what are you going to drink? If you were out in the field making hay, the Haymaker’s Punch would be for available for you!
Warren Bobrow Warren Bobrow is the cocktail writer for Williams-Sonoma, Foodista, Voda Magazine and the 501c3 not for profit Wild River Review/Wild Table, where he also serves as an editor. www.cocktailwhisperer.com
But what goes into a Haymaker’s Punch, and why is this important on a hot day? The Haymaker’s Punch is designed to quench thirst and keep the electrolyte level up in the body. This punch was the energy drink for workers in the fields doing their strenuous work. A few years after the Haymaker’s Punch came to the farmer’s fields, enterprising college students adapted this recipe and added their own embellishments. Some of these included whiskey, brandy, champagne, or a combination of them all. May I recommend a few changes to the classic? Recently I dined at a local Viet-
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namese restaurant. They were making freshly squeezed lemonade and sprinkling a touch of fleur de sel over the top. What this action of salting something sweet does is stimulate your appetite and digestion. Sometimes the salted lemonade is made with salty, preserved lemons and simple syrup. It is a haunting combination that doesn’t cost much to make. In fact the best lemons for the task are the ones that have gone soft. Go figure! I took a portion of my homemade lemonade and added a small measure of white balsamic vinegar (just a capful really) and adjusted the sweetness with a bit more simple syrup as necessary. My simple syrup uses Vietnamese Palm Sugar and I know it is available because of the health benefits of this unique product. I do a 1:1 ratio of boiling water to sugar and then heat to your desired thickness and color. It’s really important to let this stuff cool well and combine the flavors. Next I take some bourbon whiskey like the brilliant, yet not overly priced- Four Roses Yellow Label. There is something to be said for Four Roses. First of all comes the quality of the grains. They are making great bourbon at all levels in this historic company. When I mix lemonade with Four Roses, I may not want to spill too many drops of their high-end single barrel expressions. But the Yellow Label is just perfect for this task.
Just try it and see. Next, my friend Jackie Summers is producing a liqueur over in Brooklyn that speaks clearly of passion. Sorel is the name of his unique liqueur and it belongs in my modern adaptation of the Haymaker’s Punch because of the historic realm of the ingredients. He uses healing and thirst quenching ingredients like cassia, (great for digestion) Hibiscus, (effective on certain virility issues) nutmeg, (virility again) cloves, (digestion) and ginger. (Seasickness, general digestive and stomach issues) I love using Sorel in my version of the Haymaker’s Punch along with the Four Roses Bourbon because the sweetness of the Sorel tempers the fire of the bourbon. You really must try it with something like gumbo. And the air temperature should be somewhere north of ninety degrees. That is for certain. Bitters are equally as important in cocktails as many of the more popular alcoholic ingredients.
Urban Haymaker’s Punch Ingredients for ten persons • 750ml Four Roses Bourbon Whiskey • 1 bottle of Sorel • 750 ml plain seltzer • 1 cup Palm Sugar Simple Syrup • 2quarts freshly squeezed lemonade • 1 teaspoon of fleur de sel • 5 dashes of Fee Brothers West Indian Orange Bitters • ½ cup white Balsamic Vinegar Preparation 1. Combine all ingredients in a punch bowl and stir, applying the bitters at the end 2. Serve with a ladle into teacups; sprinkle a tiny pinch of fleur de sel over the top of each of the teacups just before serving
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LeCirque, from page 8
Imprint, from page 97
there these days. I had suckling pig that was crisp and absolutely sublime, on morels and fava beans that tasted like they had come from the countryside. Usually everyone is buzzing around looking at each other but this time I was just focused on my food.’’ Part of the appeal is Francois’ healthy spin on traditional French cuisine. Whereas fish on the East 58th Street restaurant’s “heritage” menu includes black bass wrapped in buttery potatoes served on a bed of leeks cooked in cream and a red wine sauce, the chef’s new seafood additions include turbot served on seaweed with rhubarb and a bourbon vanilla sauce with just a dash of butter. “I don’t want to hide the quality and flavor,” he explains. “I use classic French as the base, but my style is lighter and fresh. If I have a dish that has a sauce with cream, I will balance it with fresh vegetables or acidity from fruit.’’ Diners are taking note. “I was there the other night before the ABT gala and I had the turbot, which was really flavorful. I was so conscious of fitting into my gown that night I normally would not have kept on eating, but it was so light,” says philanthropist Jean Shafiroff, a longtime regular. “Raphael is on a different level from the last chef.’’ Unlike most chefs starting at a new post, Francois not only has to come up with a creative menu, he also needs to master the restaurant’s extensive list of signature dishes. That means that while he is conceiving his turbot ($48) or adding gently priced but creative dishes such as softshell crab with watermelon and goat cheese ($19) he must learn how regulars like Barbara Walters want their classic lobster salad with truffle vinaigrette ($37) and how Martha Stewart likes her Dover sole ($77). Room reopening, the moment seems ripe for classic New York restaurants like Le Cirque to have another shining moment.
lows you to be able to make your own buffet labels on an interchangeable basis, but also allows you to print and change them as many times as you wish, using whichever font, design and descriptions you like. The costs for these pieces are low, and considering the versatility in these pieces, the pricing is very good. The software to operate this system is also very economical, and will allow you to be as creative with your buffet labeling descriptions as you wish.” How does this reusable signage system help the distributor partner create solutions for their customers? The distributor can tell the food service operator this signage gives them modern, sleek-looking signage that doesn’t compete with their branding. It gives them sturdy signage that doesn’t take up a lot of real estate. The signage is food safe because there are no adhesives. The product allows them to produce signage more seamlessly and the cost is great because everything is bundled in a kit that is customized to their signage needs. What’s next in the pipeline from Imprint Plus? We are focusing more on The Mighty Badge Signage line that is a versatile fit for hotels, caterers, small business with buffets and more. This system combines the look and feel of stylish permanent signage with a flexible, changeable system. Flexibility is the keystone that The Mighty Badge provides. What’s the next step for an operator or distributor that wants more info on the Imprint Plus Reusable Food Service Signage Systems? Simply call 800-563-2464. Or email sales@themightybadge.com. The person to connect with is Melissa Chamberlain.
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// FOOD SAFETY
WITH WYMAN PHILBROOK
Is It Safe? Assessing The Potential Risk Of What You Receive
I
n the classic 70s movie Marathon Man, the character Dr. Christian Szell, the Nazi war criminal played so menacingly by Sir Lawrence Olivier, continually asks the film’s lead character, played by Dustin Hoffman “Is it safe? At this point in the movie neither the audience nor Hoffman’s character knows the answer or purpose of the question. The film’s classic repetitive line came back to me as I started writing this food safety column since my question to all foodservice managers is the same. Is it safe? Is the food you ordered and are now having delivered to your restaurant’s loading dock, safe? How has it been stored and handled up to the point you accept responsibility for it? Have you chosen your suppliers wisely based on quality and standards or was the lowest price your only determining factor and you have no idea whether your supplier takes food safety seriously. When you visit a grocery store for the first time to buy food for your family, what are some of the things as a foodservice professional that you notice? (We never really stop being on the job, do we?) Does the food look appetizing? Is it fresh? Is it displayed well? Is the store clean & organized? Is the staff knowledgeable and helpful? Are the prices high or low compared to other stores? I am not sure about you but all of the first questions are important and then I come to the question of pricing and decide if there is value based on the answers to the proceeding questions. So how
Wyman Philbrook
Owner of Philbrook Food & Beverage Consulting And Training philbrook_fandb@comcast.net
how recalls and traceability is going to work so you can include these in your own policies & procedures for these issues. Require at a minimum, a Letter of Guarantee from your supplier that they will follow generally accepted food safety practices. Ask how the temperatures of products are monitored at their facilities and on their delivery trucks. Many suppliers use temperature monitoring devices such as data loggers that record temps, temperature indicators that change color if it goes above a certain standard or onboard recorders, which in some cases can provide a print-out with your delivery.
Standard Operating Procedures do we get product in our establishment that we can feel confident about regarding their safety? Instituting key policies and procedures that control as much of the risk as possible should be paramount for you as a foodservice professional. Some of these are the following:
Due Diligence Your peers in the restaurant/foodservice industry are some of the best resources for information on the condition and handling of food products by their current and former suppliers. They can tell you the good, the bad & the ugly, regarding local suppliers. Before making decisions to use a vendor, request a tour of their facility to see for yourself the condition of the plant and/or warehouse. Is it clean and organized? Are the employees dressed appropriately for their job? What is the age and condition of the facility? What is the temperature of the facility? Do you see conditions or evidence of pests? Ask questions about recent inspections, if they have a HACCP plan and
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are they audited against one of the Global Food Safety Initiative (GFSI) recognized standards. Do they have a designated QA/QC or food safety individual or department? Look for visible evidence that temperatures are being taken, equipment and utensils are being cleaned and sanitized and that food safety is stressed in the facility. i.e. posters and signs stressing the correct procedures and actions.
Vendor/Supplier Policy Establish a policy of your expectations and minimum standards that you want from your suppliers. Do you want them to have a HACCP plan? Do you want them to have certain certifications or be in the process of attaining them? The large corporations such as big box retailers and national & international restaurant chains are also making food safety standards & certifications a requirement for companies to do business with them. Large national & regional corporate foodservice companies are also making this part of their purchasing agreements. You should make arrangements for
If you have standards for your suppliers and the products you receive you also have to conduct training and develop Standard Operating Procedures (SOPs) for receiving. Who is responsible for checking the product and accepting responsibility by signing the invoice? What temperatures or conditions are established for each type of product? How do they recognize food safety issues such as temperature abuse, inferior quality, damaged goods or possible pest activity? When asked the article’s title question, you should have reasonable confidence in your answer. Next month we will address the types of certifications and safety regulations/standards that affect your suppliers. Philbrook Food & Beverage Consulting & Training specializes in preparing food service establishments to address all food safety issues by assisting with the development of programs, staff & facilities. We offer customized on-site and public training in HACCP & Food Safety issues. Check out our class schedules and contact info at philbrookconsulting.com for more information.
Q&A, from page 31 steer. That steer was raised from the rice fields. The steer had so much muscle, it had to come through all that mud, training, running through mud, standing in quicksand, which creates all that intramuscular fat that makes it taste so good. Breeding matters. Why do you take all that care? People buy from anybody and everybody, going to look to get their profit. That's not what we're going to do. I develop a relationship, stick with that relationship. I want to know everything. Today you have to be smarter, informed. You need to know where your chickens come from, how your turkeys are raised.
PJ, from page 22 Kennedy Onassis and Elizabeth Taylor. In 2002, restaurateur Phil Scotti, Arnold Penner and a group of investors bought the chain, which has seven locations. The group signed a lease for space at Brookfield Place—formerly the World Financial Center—beginning in December 2004. It expires in 2020. By 2006, downtown Manhattan was still in transition and feeling the im-
How is the business so different today? It's much more expensive in NY than ever before, for one thing. The regulations, the new laws, we're over-regulated. Take the Health Department, the restaurant ratings. It's becoming a fee-based business like parking meters, a revenue stream. Once you have the restaurant, you need the equipment. When I built my Bayside store, I was rubbing nickels together, I went down to the Bowery and I bought an old Garland broiler, 1800 degrees infrared broiler. It's a tank; the stainless steel on it is a half-inch thick. This thing does not break down. It's like an old furnace that will last forever. You come into the kitchen, and there's this big fiery thing that's saying “feed me steak, feed me steak.” I bought the new Garland, and at 56th Street I have Jade. For the full interview visit www.totalfood.com
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pact of the delayed reconstruction of the World Trade Center site and financial services jobs leaving the area, said M. Myers Mermel, chief executive of real-estate firm Tenantwise Inc. In the past few years, the retail landscape has changed dramatically with Brookfield's $250 million renovation of its complex drawing luxury fashion retailers such as Hermès and Zegna and high-end restaurants. Brookfield
recently opened its upscale casual dining terrace. Brookfield has asked the restaurant to move to a different location within the complex or give up half its space, the lawsuit stated. The owners have refused. "I don't begrudge them wanting to build up the area, quite the opposite," Mr. Scotti said. "But we feel we are being treated unfairly."
Pastry from page 95 Chocolate Cremeux, Cherry Compote and Chocolate Pound Cake Ghaya Oliveira, Executive Pastry Chef, Restaurant Daniel, New York, NY - “The Cherry Tart” – Rosemary Sour Cherry Compote, Chocolate Financier, and Tainori Bavaroise Derek Poirier, Ecole du Grand Chocolate Pastry Chef Western USA, Valrhona USA - “To The Five Boroughs” – Hazelnuts, Pralines, Opalys, Bahibe and Coffee
“Cocoa Butter On My Heart” - Lynnette Marrero of Drinks At6 paired Beurremont Butter with Zacapa rum; “Tangerine Dreams” -Clinton Terry of The Nautilus on Nantucket included Nielsen-Massey Orange Blossom Water in his Macchu Pisco cocktail; “The Catskills Castaway” -Ryan Kahl of Bootlegger 21 Vodka featured Guittard Chocolate Ribbons on his Bootlegger 21 Vodka cocktail. This year’s Hall of Fame Honoree
Rudi Weider, Master Pastry Chef, Hilton San Diego Bayfront, San Diego, CA Chocolate Espresso Crème Brûlée with Bourbon Vanilla Gelato and Salted Coffee Caramel Sauce Jennifer Yee, Executive Pastry Chef, Lafayette, New York, NY Assorted Mini Eclairs According to Matthew Stevens and Tish Boyle, editors of Dessert Professional magazine, the nation’s leading food service publication for the pastry, baking, ice cream and chocolate industries, “It is our annual pleasure to honor these incredible dessert professionals who have made a tremendous impact on the dessert world,” according to Stevens. “They take their rightful place as culinary luminaries.” Tish Boyle adds, “The talented chefs on this year’s list possess that rare blend of technical skill, artistry and motivation—and their desserts are truly inspired.” This year signature cocktails using ingredients from three event sponsors including Guittard Chocolate, Beurremont Butter and Nielsen-Massey orange blossom water were presented by INSIDE F&B, courtesy of participating brands Bootlegger 21 Vodka, Macchu Pisco, and Zacapa Rum and prepared by the brands’ mixologists. The specialty crafted cocktails were: 103 • July 2014 • Total Food Service • www.totalfood.com
was Richard Grausman, Founder & Chairman of Careers through Culinary Arts Program (C-CAP). He is one of America's most respected culinary educators, author of French Classics Made Easy and the former U.S. representative for Le Cordon Bleu de Paris. Through his vision and leadership C-CAP has emerged as a national model for enriching public school culinary arts programs. Over the past 24 years C-CAP has awarded more than
$43 million in scholarships and has transformed the lives of thousands of young people. In 1997, Grausman was awarded The President’s Service Award, the highest recognition given by the White House for volunteer service. In 1998 the French government honored Richard with the title of Officier du Mérite Agricole, and in 2003 he received the James Beard Humanitarian Award.
Forster, from page 82
Junoon, from page 3
herbs, fruit, vegetable, floral and earth elements like rock, soil and minerals. Acidity: This is the wine’s “pucker factor.” If it is high acid or crisp you’ll get the same sensation as if you tasted a lemon. Lower acid wines are described as soft or mellow and it will not have this pucker effect. Acidity can be affected by the grape variety and winemaking decisions. Tannin: Red wines are fermented on their skins, which give red wines their color and an astringent substance called tannins. A tannic wine will give you an instant dry mouth. Tannins help a wine age and are great partners for fatty foods. Wines that have softer tannins do not have this dry finish and are easier to drink without food. Sweetness: Is it sweet like sugar, bone dry or somewhere in between? A fruity wine that finishes dry is not sweet. There has to be a real taste of sweetness (or sugar) on the finish.
our first foray into expansion. One of the world’s fastest-growing cities and travel destinations, with a large Indian expat community, Dubai stood out as the site of the second Junoon,” said Bhardwaj. “Dubai’s dynamic culinary scene, with the world’s most celebrated chefs opening restaurants there, was another draw. Having a presence in Dubai is increasingly important to the future international growth of a restaurant brand,” he added. Bhardwaj also cited the original Junoon’s popularity with business travelers from the UAE as a factor in deciding on Dubai, along with the restaurant being frequented by some of the Middle East’s royal families. As the first extension of brand Junoon, which means “passion,” the Dubai restaurant will incorporate many elements of the Manhattan original, but will also reflect its Arabian Peninsula address with food,
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beverage and decorative nods to the regional culture. The menu will be rooted in Junoon’s culinary philosophy of focusing on high-quality, sustainable ingredients that have an affinity for Indian cuisine, prepared with elevated cooking techniques to yield contemporary interpretations of Indian food. Some 65 percent of it will replicate the New York menu, while the remaining will be devoted to new items created for Dubai diners, including dishes based on the grouper and massive prawns for which the local waters are so famous. Similarly, the beverage program will follow Junoon New York’s lead with an extensive wine selection and innovative cocktails. For the Dubai res-
taurant, architect and designer Tarik Currimbhoy is fashioning a contemporary design in the 5,000-squarefoot space, which will accommodate 145 seats. The Manhattan Junoon’s “tree of life” theme will be conveyed with bronze palm trees symbolic of Dubai, as well as centuries-old Burma teak arches from an Indian mansion acting as a counterpoint to the modern motif throughout the restaurant, which will have a color palette comprising rich purple, red and gold hues. Like its New York counterpart, the Dubai restaurant will also have an open kitchen. Junoon will join Shangri-La’s collection of eight restaurants and bars and will be situated on the third floor of the hotel.
Nieporent, from page 92 walls flecked with gold leaf and inventive tasting menus from chef Paul Liebrandt that eventually resulted in an average check of nearly $200 per person. Like Montrachet, it received three stars from the Times, but Nieporent
"I think Bâtard is about cutting to the chase. Serve hot food hot, cold food cold, treat people with respect, don't talk down to anybody."
and partner is Austrian chef Markus Glocker, formerly of Gordon Ramsay at The London; their third partner is John Winterman, the longtime maitre d' of Daniel. Corton's gold leaf has been painted over and the tablecloths deliberately removed from the dining room. Nieporent said comfort is still key: the tables are well-spaced, with comfortable chairs. The name evokes the past – a nod to the grand cru Burgundy Bâtard –Montrachet. So does the mission. "I think Bâtard is about cutting to the chase. Serve hot food hot, cold food cold, treat people with respect, don't talk down to anybody." He added: "It's a space that has a lot of goodwill attached to it, and you can't put a price tag on goodwill." With only a few projects left that he really wants to do, "at this stage of the game I felt it was important to give the legacy of this space one more shot. And I'm glad I did."
admitted that as the prices went up, fewer people walked in the door. "The food became a little too cerebral, too self-indulgent. People liked the experience, but they found it so precious they would only come once." Now, he's returning to his beginnings in more ways than one. At a time where many destination restaurants feature three-figure tasting menus and many others are embracing such trends as no reservations, no substitutions and backless stools – Bâtard is trying to meet in the middle, "get back to a more user-friendly, a more reasonable dining experience." Bâtard's modern European menu features distinctive dishes such as octopus spiced like pastrami and English pea soup paired with sweetbreads. With two courses priced at $55, three at $65 and four at $75, its prices are fairly moderate for Manhattan fine dining. The executive chef 105 • July 2014 • Total Food Service • www.totalfood.com
// NEWS
FRANCHISES
Mohegan Tribe To Open 16 Franchise Locations Of Colorado Burger Restaurant The tribe entered an agreement to open 16 Smashburger locations in Connecticut, Rhode Island and Massachusetts. The burger restaurant chain is based in Denver.
B
ut there are still other reasons why we all might care about this particular address and this new restaurant: The man behind it is not only a longtime Ridgewood resident, he also helped shape the American dining scene. "We chose this brand because of its superior product offering and its reputation as one of the fastest growing and most successful franchises in the United States," Kevin Brown "Red Eagle," chairman of the Mohegan Tribal Council, said. In Connecticut, the tribe plans to open locations in the following counties: New London, Tolland, Windham, Litchfield and Middlesex. It will also open locations in the Worcester, Mass., area, the Berkshires
The tribe entered an agreement to open 16 Smashburger locations in Connecticut, Rhode Island and Massachusetts.
Smashburger started in 2007, offering "smashed to order" burgers, chicken sandwiches, salads and side dishes along with Häagen-Dazs shakes and local craft beers. and elsewhere in Massachusetts. Smashburger started in 2007, offering "smashed to order" burgers, chicken sandwiches, salads and side dishes along with Häagen-Dazs shakes and local craft beers. The chain has 272 locations in 30 states. This is the latest of three announcements this spring by the tribe heralding new ventures outside of its expertise operating casinos in Uncasville, Wilkes-Barre, Pa., and Atlantic City, N.J. The tribe announced last month an agreement with Arooga's Franchising LP to own and operate 15 Arooga's Grille House and Sports Bar restaurants in New England.
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The tribe is also getting into the energy business. The tribe said last month it bought a wood-pellet production plant owned by the Pennington Seed
Co. in Peebles, Ohio. All the assets, including a facility in Kenbridge, Va., now belong to Northeast Wood Products LLC, a subsidiary of the Mohegan Tribe of Indians of Connecticut. The tribe's subsidiary expects to produce more than 130,000 tons each year from its Ohio and Indiana plants, which will be up to full production in 120 days. The tribe also has an agreement to buy Pennington's pellet production plant in Ligonier, Ind. "After almost two years of careful diligence on diversification opportunities for the tribe, we have been able to see the results of our efforts with the addition of the Smashburger franchise to our group of new companies," Brown said.
Renshaw, from page 24 paste has been formulated to dry in a matter of hours while other brands will require the designer to wait overnight before they can complete their masterpiece. Renshaw’s Ready to Roll Icing includes gum tragacanth. What role does tragacanth play in the icing? Gum Tragacanth is part of the formulation to give strength to the fondant and therefore helps functionality enabling the fondant to be pinned out.
few of many channels that Renshaw fondant can be utilized in. These channels include specialist trade and consumer baking shops, specialty grocery store e.g. Balduccis , Hobby craft stores e.g. Hobby Lobby and Michaels and Mass stores e.g.
What’s the void these products provide the New York Tristate foodservice operator that isn’t currently being offered on the market today? A premium product that tastes great, has superior workability and an elegant finish. Our product has been described as "Carma Massa quality" but our pricing is greatly lower and our taste has been described as “heavenly.” If you are not aware of Massa they are considered the “Rolls Royce” of fondant at Lamborghini prices. Renshaw fondant can be purchased at times for almost 50% less depending on the channel and quantities purchased. What’s the shelf life for Ready to Roll Icing and Gum pastes? Presently 12 months from the date of manufacture. However we have formulations under development that will increase shelf life to 18 months. Any additional products offered by Renshaw? Presently just the 13 sku’s are being offered however there is a pipeline of innovation under development. Is Renshaw’s main target a caterer? What other markets can take advantage of their offerings? Caterers, commercial manufacturers and foodservice operators are just a
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Walmart and Target among others. Where and how can a foodservice operator start ordering Renshaw products, through local distribution or direct? Both. Our vendor list can be found
on our website Renshawbaking.com. Larger quantities can be purchase direct but we require weight minimums and the cost of freight to be covered.
// INDUSTRY PERSPECTIVE
WITH FRED SAMPSON
Have You Thought of Banning Kids? … Think Again. About two years ago I informed my readers that a restaurant in Pennsylvania had banned children less than six years of age. My first reaction was, “Here we go again.” Let me refresh your memory.
T
hrough most of the 1970s and part of the ’80s, the industry was dealing with the problem of smoking in restaurants and bars. It started as a voluntary response, and then the advocates of these proposals demanded a legislative remedy and were successful. You, the operator, had no choice. Even though most establishments provided “no smoking” sections and went to the additional expense of upgrading ventilation systems, you were held responsible for enforcing the law. History will show you did and continue to do so. Then along came the cell phone. It presented a whole new series of potential confrontations with your guests. For example, loud conversations in the dining room, waitstaff delivering food to guests while they were speaking on the phone and requesting the food be taken back to the kitchen until later, guests calling guests in another part of the dining room—just for the sake of using the phone—and the loud ringing from incoming calls: all of these became distractions and were grounds for customer complaints. Again, management had to and did do something about it. In many cases it prohibited their use in the dining
Fred G. Sampson,
President of Sampson Consulting, Inc. fredgsampson@juno.com
room and, if possible, created areas away from the dining room where patrons could make outgoing calls if necessary. Texting and tweeting have for a large part replaced cell phone calls, and have proven to be less of a distraction than the cell phone. When “banning the kids” was first announced by said Pennsylvania restaurant, the Chicago Tribune thought it was newsworthy enough to give it some in-depth coverage. As a result, they not only found a large community of people who would not only like to see kids banned from restaurants, but many other places such as airlines, movie theaters, and grocery stores. There was more support for this than you might think. About 20,000 participated in a Yahoo survey that asked: “Are kid-free restaurants a
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great idea or flat-out wrong?” Over the survey’s four-day period, the largest groups were people who are fed up with small people who whine, cry, run around, go in their pants in public, and the people whose own children never, ever do any of that. Since this prohibition started almost three years ago, has there been an increase in restaurants that ban children at a certain age? The answer is yes, but it has not reached major proportions and, in fact, Restaurant. com did a survey titled “No-kids policies may be shortsighted,” which indicated that six out of ten parents dine out with their children once a week or more. Few restaurants can afford to ignore a market segment this big, which is why it’s worth paying attention to parental preferences uncovered by this study.
While some diners are still joining the “ban the kids” group, the survey shows conclusively that having a nokids policy comes with risk: alienating a key customer demographic. The Restaurant.com survey of 998 adults found that the 59 percent of parents who take their kids out to eat once a week or more say they do so for the following reasons: Provides quality time with the family, 70 percent. Not having to cook, 66 percent. Everyone can order what they want. Nothing to clean up. Parents also see a visit to a restaurant as providing more than a meal. They cite three educational benefits that can accrue from dining out: 1) 66 percent think dining out is a good opportunity for kids to try new foods; 2) 57 percent say it’s a good time to work on their kids’ table manners; and 3) 54 percent use the occasion to educate their children about different cuisines. More than half of the parents surveyed did admit that unruly children could have a negative impact on a restaurant experience. Fifty-two percent reported being annoyed by the behavior of other children in a restaurant. As for their own, 67 percent said they feel comfortable when they take their children to upscale restaurants. And finally, if you want to appeal to more families, focus on affordability, a decision-making key. Ninety-six percent of the survey respondents said they used a coupon or a deal when dining out with their children, and 37 percent reported they do so more frequently than not. Remember that almost 60 percent of parents take their kids out to eat once a week or more. Do you really want to “ban the kids”?
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