October 2013 by Total Food Service

// NEWS

RESTAURANTS

OTG Debuts New Lineup Of Eateries At JFK Building on Delta's substantial investment at New York's John F. Kennedy Airport Terminal 4 and the success of investments at Delta's Terminal D and Terminal C in New York's LaGuardia Airport, Delta Air Lines is launching a new chef-driven food and beverage program at JFK Terminal 2.

e know a positive travel experience includes the time that customers spend in our airports which is why we've spent nearly $2 billion over the last few years on improvements at LaGuardia, the new Terminal 4 at JFK and this new program at Terminal 2," said Gail Grimmett, Delta's senior vice president - New York. " After hearing so much positive feedback from our customers about the food, technology and retail options that we have implemented at LaGuardia, we decided to bring the program to JFK Terminal 2 so even more of our customers can enjoy the benefits." In May, Delta opened the new Terminal 4 expansion as the first phase of a $1.4 billion redevelopment at JFK. T4 features nine new and seven renovated gates, a redesigned lobby that includes a dedicated Sky Priority check in the area, a 24,000-square-foot Delta Sky Club with the first-ever outdoor Sky Deck and restaurants from top names including Danny Meyer and Marcus Samuelsson. The new program at Terminal 2 will include seven food and beverage concepts, fresh markets, coffee shops,

concierge services and the integration of Apple iPads in the new restaurants to make it easy and convenient for travelers to order food and drinks, shop, monitor their flight information and stay connected. Some of the biggest names in New York culinary talent will be developing concepts for Terminal 2, including Andrew Carmellini of Lafayette and the Dutch, Ceasare Casella of Salumeria Rosi, Laurent

Tourondel of Brasserie Ruhlmann and Arlington Club, and Robby Cook of Morimoto. The terminal's transformation also includes new retail additions, with NYC-focused products and high-end tech and travel gear. Temporary versions of the concepts began rolling out last month with the full program implemented by the summer 2014.

Delta Airlines is bringing some of NYC's Top Culinary talent including a new Cirque Madame concept to Terminal 2

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Delta again has selected OTG to lead the enhanced dining experience at JFK Terminal 2. In addition to the enhancements at LaGuardia, Delta's JFK dining enhancements follow similar upgrades to Concourse G at Minneapolis/St. Paul International Airport. "JFK T2 gets an immediate upgrade today with these new chef-driven concepts," said Rick Blatstein, OTG CEO. "The ideas and passion our chefs have brought to the table are just remarkable. This program brings the same wonderful service; delicious food and state-of-the-art technology New York travelers have become accustomed to at Delta's LaGuardia hub. We are thrilled to be a part of the continued investment in New York's airports." The new eateries include: Due Amici featuring traditional Italian cuisine in the distinctive atmosphere of chic Italy. The menu highlights rustic Italian flavors and features locally grown products. A standout will be the salumi and cheese platters, a specialty of concept Chef Ceasare Casella. OTG will bring the Beer garden craze to the airport with Chef Laurent Tourondel. The award-winning chef will offer his expertise to see that the menu is as cutting-edge as the selection of brews. Beer gardens have historically been a gathering place for communities and celebration, and they are the inspiration for this outpost. With a characteristic Brooklyn edge, this bar features a selection of more than 20 beers on tap. Shiso will feature contemporary Japanese cuisine by Chef Robby Cook; Shiso brings a modern menu that celebrates fresh ingredients and traditional technique. The menu includes a creative assortment of sushi and rolls,

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// NEWS

EVENTS

Global Test Kitchen Winning Design Set For Full Build On IHMRS/Javits Show Floor Global Test Kitchen Group of Seattle, WA, has been selected the 2013 winner of the International Hotel, Motel + Restaurant Show's Foodservice Pioneering Concept, and will have its "Pie Squared" design built out on the Show's exhibit floor.

HMRS attendees are not only looking for new products, but also for new applications that wow customers," said Phil Robinson, IHMRS Show Director. "In the eyes of the judges, "Pie Squared" best achieved the competition objective of creating a revenue-generating foodservice concept suited for an under-used, non-traditional location or an innovative concept for a traditional space."  The atmosphere and design showcase all sustainable materials while the flow and planning communicate an espresso lounge meets local bar/diner. Using authentic materials such as reclaimed wood, graphics, stainless steel counter tops, specialty lighting and LEDs, and an industrial metal floor, "Pie Squared" embraces true materiality. Pie Squared features a "plug and play" system that can be easily constructed and de-constructed using sustainable materials, with all pieces segmented into 4' sections for easy shipping and assembly. Demographic, atmosphere and menu are all designed to be malleable from an urban location to the suburban family to the baby boomer population. The competition judges also noted its open kitchen concept and embrace of technology by using an iPad POS system to allow customers to self-checkout and

In the eyes of the judges, "Pie Squared" best

Development), and Tracy Nieporent (The Myriad Restaurant Group, Director of Marketing & Partner). The 98th annual International Hotel, Motel + Restaurant Show will run Saturday, November 9, through Tuesday, November 12, 2013, at New York City's Jacob K. Javits Convention Center. Following a full day of conference and networking activities on Saturday, November 9, the IHMRS will feature three full days of exhibits from Sunday, November 10, through Tuesday, November 12. The market will present nearly 700 exhibitors and attract nearly 18,000 industry professionals. Foodservice Equipment Reports is media partner of IHMRS Foodservice Pioneering Concepts 2013.

achieved the competition objective of creating a revenue-generating foodservice concept suited for an under-used, non-traditional location or an innovative concept for a traditional space. order in advance, both of which cater to consumers on-the-go. According to Melanie Corey-Ferrini FCSI, of Global Test Kitchen Group, "Pie Squared is inspired by restaurant trends and American attitudes. This concept combines the atmosphere of European bistros with the organic, healthy and local sensibilities that Americans demand. It resolves the fast paced needs of business minds and a tech generation with a quality fast casual dining experience."   The menu offers breakfast, lunch, and dinner pies. Each pie is available in a variety of crusts: original, gluten free, whole wheat, and acai-chia. Customers can choose from a wide variety of toppings including cured meats, artisan ingredients, fresh produce, and unique sauces.  Second Place in 2013 competition was awarded to "Herban Green" by A'La Carte Foodservice Consulting

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Group, Houston, TX, and Third Place to "California BBQ" from Webb Foodservice Design, Tustin, CA. Graphic concepts for both projects will also be on display at IHMRS 2013.   Judges for the Foodservice Pioneering Concept includes Michael Antansio (Overlook Hospital, Director, Food & Nutrition Services), Geoffrey Mills (Hotel Association of NYC, Chairman, Crowne Plaza, Managing Director), Mark LoParco (University of Montana, Director University Dining Services, President NACUFS), Maura Dora (New York Methodist Hospital, Director, Food & Nutrition Services), Scott Shippey (Chipotle, Design Director), James Dale (Grand Hyatt, Senior Director of Catering /Eastern Division), Robert Doland (Jacobs,Doland,&Beer, Design Consultant), Bill O Keefe (Dine Equity: AppleBees/IHOPS Executive Director

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 Phone: 203.661.9090 Fax: 203.661.9325 Email: tfs@totalfood.com Web: www.totalfood.com

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 2013 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

EVENTS

Nutmeg State Chefs Celebrate 2013 Farm To Chef Week Gov. Dannel P. Malloy launched Connecticut's 2013 Farm-To-Chef Week with a special State House meeting with many of the State's top toques. Malloy encouraged residents to visit one of the 76 restaurants and other establishments participating in the annual event.

ocally-grown and produced foods are a significant force in our state's economy – contributing between $2.72 and $4.6 billion annually and employing up to 28,000 people," said Gov. Malloy. "Whether you're a tried and true locavore or just someone who loves to eat great food, get out and enjoy the wide variety of foods Connecticut has to offer." Farm-To-Chef Week, an initiative of

Gov. Dannel P. Malloy launched Connecticut's 2013 Farm-To-Chef Week with a special State House meeting with many of the State's top toques

the Connecticut Department of Agriculture, was established to help connect culinary professionals with Connecticut products. Participating venues create a special menu featuring one or more Connecticut-grown products. "Farm-to-Chef Week is a culinary celebration of Connecticut Grown farm products during the peak of our state's harvest season," said Agriculture Commissioner Steven K. Reviczky. "It is a terrific way to try new ingredients and old favorites used in different ways and prepared by some of Connecticut's finest chefs and culinary experts. With 76 venues participating throughout the state, there is a menu and location for everyone to enjoy." Farm-to-Chef Week held last month featured seventy-six, restaurants, institutions, caterers, schools, farms, wineries, and farmers' markets throughout the state who created special Farmto-Chef menus featuring Connecticut

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Farm-to-Chef Week is a culinary celebration of Connecticut Grown farm products during the peak of our state's harvest season. Grown ingredients in each dish. The launch included demonstrations with top chefs creating dishes with Connecticut Grown ingredients provided that day by vendors at the farmers’ market. Leading the list of chefs was Ken Scalzo of Sodexo at the University of Bridgeport, Tisane EuroAsian Cafe's Jim Wishneski, Jeff Craw-

ford and Van Hurd of Jordan Caterers and Whole Foods Market's Drew McLachlan. To increase awareness and spread the word, Governor Dannel P. Malloy met with Agriculture Commissioner Steven K. Reviczky and Hartford Mayor Pedro E. Segarra last month at the Old State House Farmers’ Market to talk with chefs and staff from three downtown restaurants participating in Farm-to-Chef Week. State Representatives Matt Ritter and Angel Arce, representing Assembly Districts 1 and 4, joined them. Executive Chef Jeffrey Lizotte from Restaurant On20, Executive Chef Hunter Morton from Max Downtown, and Chef Erigels Kroi and General Manager Ermal Caushi from Peppercorn’s Grill walked the market and picked out items that inspired them to create special Farm-to-Chef dishes. Among their selections were fresh Connecticut Grown carrots, kale, tomatoes, green beans, peaches, and plums. After the chefs spoke about their choices and suggested ideas for preparing the different ingredients, Governor Malloy shared his own favorite recipes, noting how much he loves visiting farmers’ markets and cooking with fresh Connecticut Grown products. While Farm-to-Chef Week is a special time each year to celebrate the state’s farm bounty at the peak of harvest season, many of the participating chefs and venues use Connecticut Grown ingredients on a regular basis. “First and foremost, I’d like to thank the farmers who work so hard every day to produce these beautiful fruits and vegetables,” said Chef Lizotte, as he displayed the produce he had selected at the Old State House Farmers’ Market. “When you start with ingre-

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// INDUSTRY PERSPECTIVE

WITH FRED SAMPSON

Café Microwave: A Growing Competitive Threat Who would have ever thought that when the microwave oven was introduced 45 years ago, it would become the basis for the development of products that have become not only acceptable to the consumer, but pose a competitive threat to the restaurant industry? That is exactly what is happening.

he NPD Group Inc., located in Rosemont, IL, recently released a study on the growing popularity of prepared foods, specifically, meals which consumers are purchasing at supermarkets, convenience stores, and other retail outlets. NPD is forecasting that consumer traffic for prepared foods will grow by 10 percent over the next decade, whereas traffic for restaurants will grow by 4 percent. Simply put, the industry will have to convince the dining-out public that restaurants continue to offer variety, service, ambiance, and value that can only take place in a restaurant. “Capturing visits from direct competition, like prepared-food retailers, has been the primary source for a restaurant operator’s growth over these past 10 years and thus will continue to be the case,” says Bonnie Riggs, NPD restaurant industry analyst. “Efforts to pull consumers out of their homes and back into restaurants will require touting the benefits of eating out versus staying at home and cooking or eating meals offered by home-meal replacement retailers.” For years it was the sense of the industry that while the home was al-

Fred G. Sampson,

President of Sampson Consulting, Inc. fredgsampson@juno.com

NPD is forecasting that consumer traffic for prepared foods will grow by 10 percent over the next decade, whereas traffic for restaurants will grow by 4 percent.

ways the competition, the home-food menu consisted mostly of comfort foods, including ethnic dishes. If you wanted a greater variety, you had to visit your favorite restaurant. Now the greater variety is available in your fa-

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vorite supermarket’s home-meal replacement food section. In addition to offering a large variety of items, supermarkets are engaging what is now about 27 percent of the general population who read nutritionally friendly labels. This is an additional advantage for the home-meal retailer. As of this date, few, if any, of the sit-down segment of the industry are providing such nutritional information. This 27 percent is bound to grow, and consumers will be looking for the same information from the food service industry, not only the QSRs. I do not believe the fine dining segment will be impacted by the homemeal replacement market unless they have 20 or more units; nor do I think there will be pressure from fine dining patrons for nutritional information; I do, however, believe that fine dining

has and will continue to see that its offerings include healthful choices. I know of many instances where fine dining has a heart symbol next to a menu item, or an indication for low sodium content. These diners are very mindful of growing consumer health concerns and will respond accordingly. Having said that, I do believe that both the QSR and casual operator will definitely feel the effects of the home-meal replacement providers. The home-meal replacement entrées purchased most frequently from retail outlets include chicken, pizza, burgers, breakfast foods, and macaroni and cheese, to name a few. One of the most interesting aspects of this issue deals with the FDA’s soon to be issued rules and regulations regarding calorie menu posting. The big questions are who will and will not be covered. That was one of the issues leading to State Supreme Court Judge Milton A. Tingling’s ruling in New York City, whereby he set aside the mayor’s “large sugary drinks” ban. He called it “capricious and arbitrary” because it did not include convenience stores and supermarkets. That is the quandary facing the US Food and Drug Administration. The proposed rules would require all chain restaurants with 20 or more locations, along with bakeries, grocery stores, convenience stores, and coffee chains, to clearly post the calorie count for each item on their menu. Additional nutritional information would have to be available upon request. The rules will exempt movie theatres, airplanes, bowling alleys, and other businesses whose primary

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// NEWS

CHEFS

Hudson River Community Seeks Chef With Unique Offer Locals looking to land a buzz-worthy, foodie-friendly restaurant in this Hudson River village are offering the right chef a novel deal: Come to Catskill with a killer concept — maybe farm-to-table, gastro-pub or vegetarian and get space on Main Street rent free for a year.

he hope is the right restaurant will give the growing number of downriver arrivals from New York City an attractive place to eat. And maybe it will accelerate the kind of gentrification that has revived other river towns. "God forbid if the place turns into something like Hudson, but a little bit of it would be nice," Sklansky said. Sklansky, a copywriter who moved

upstate a decade ago, is working on a privately funded marketing campaign for the village with a group of likeminded residents called the Catskill Action Team. She helped cook up the restaurant offer this summer. Team member Andrea Lowenthal is offering the deal on the ground floor of a building she owns on Main Street, the site of an old luncheonette with a black marble service counter and art deco

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fixtures. The new restaurateur would have to pay for some capital improvements to get the free rent. The two women said that they're open to different cuisine concepts, but that a chef with experience is necessary. To get the word out, they posted an online video promising, "we've got lots of foodies hungry for something great to eat." "There are many people who would

like a choice between Chinese and pizza," Lowenthal said. There have been more than a dozen nibbles so far, including people from New York City. But they have yet to find the right chef. Two potential takers are 2010 Culinary Institute of America graduates Allyson Merritt and Andrew Spielberg. Merritt said they moved to Catskill a little over a year ago "to be close to Hudson" and are considering whether Lowenthal's building is the right spot to pursue their dream of a local-oriented cafe. Village Board President Vincent Seeley said they want to bring in a restaurant that will draw people and their money from far away. "They're out there," Seeley said. "We just have to find the right people that want to make that kind of investment in the village."

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// EVENTS

METRO NEW YORK FOODSERVICE EVENTS

IHMRS Announces 33rd Annual Gold Key Awards Finalists

Budget/Focused Service

42 finalists in 14 categories remain to compete for industry's most prestigious award.

Best Hotel — Luxury/Upscale

•

he International Hotel, Motel + Restaurant Show® (IHMRS) has announced the finalists for the 33rd annual Gold Key Awards for Excellence in Hospitality Design. A record number of entries of over 260 international projects were considered by a team of eleven prominent judges for these coveted awards, which recognize outstanding hospitality design worldwide for properties completed or renovated within the past 18 months. Winners will be revealed at the Gold Key Awards gala on Sunday, November 10th, 2013 at The New York Palace Hotel. The Gold Key Awards are sponsored by Boutique Design and HOTELS magazines and

coincide with the 98th annual IHMRS, which is being held Saturday, November 9th through Tuesday, November 12th at New York City's Jacob K. Javits Convention Center.

The 33rd annual Gold Key Awards finalists are: Best Eco-Conscious or Socially Conscious Hotel •

•

Bergmeyer Associates, Inc. (Boston, MA): Hostelling International Boston (Boston, MA) Deture Culsign (Chicago, IL): The Resort at Isla Palenque (Boca Chica, Panama) Minarc (Santa Monica, CA): Ion Luxury Adventure Hotel (Hengill,

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Iceland) •

Best Guest Room — Luxury/Upscale • •

Rottet Studio (Houston, TX): The James Royal Palm (Miami Beach, FL) The Gallery HBA London (London, UK): The Alpina Gstaad (Gstaad, Switzerland)

Best Guest Room — Midscale/ Budget/Focused Service • •

White Jacket (Singapore): The Daulat (Singapore) Stonehill & Taylor (New York, NY): The Refinery Hotel (New York, NY)

Best Hotel —

•

The Design Agency (Toronto, ON): Generator Barcelona (Barcelona, Spain) 3north (Richmond, VA): Pan American Hotel (Wildwood, NJ)

Foster + Partners (London, UK): ME London (London, Westminster, UK) Ministry of Design Pte Ltd (Singapore): Macalister Mansion (Penang, Malaysia) The Gallery HBA London (London, UK): The Alpina Gstaad (Gstaad, Switzerland) BBG-BBGM (New York, NY): Revere Hotel Boston (Boston, MA)

Best Hotel — Midscale Gensler (Houston, TX): The Alexander Hotel (Indianapolis, IN) SERA Architects (Portland, OR): Courtyard by Marriott - San Diego Downtown (San Diego, CA)

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BOOTH #314

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// NEWS

CHEFS

Long Island Hotel And Conference Center Taps Palm For Chef Post The Glen Cove Mansion Hotel and Conference Center recently welcomed Kevin Palm as their new award-winning executive chef.

alm has trained under master chefs in Sicily, as well as under noted Chef Gisella Isidori in New York City and with Chef Lidia Bastianich at Felidia, the acclaimed Manhattan East Side restaurant. In his 20-year career he has worked with noted properties as the Omni Hotel at CNN Center, the

Hyatt Regency Atlanta, the Stouffer Waverly Hotel Atlanta, New York Marriott Marquis, the Opryland Hotel and Sandals Royal Bahamian Resort. “He comes to us with a remarkable culinary background spanning important assignments and training in the United States and internation-

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ally," said Ata Kashanian, vice president and general manager of Glen Cove Mansion. "Having worked with both freestanding restaurants and in the luxury hotel setting, he brings a unique understanding of the culinary arts that will benefit our guests significantly." Most recently, Palm operated his

own highly successful food & beverage consulting business in Houston, serving Specialty Restaurant Corporation, Lakewood Yacht Club, San Jacinto North Campus, and a number of upscale restaurants. Previous to this he was corporate executive chef for Damian Demimeals, an exclusive and high-end healthy lifestyle home meal delivery service based in Tampa. A member of the American Culinary Federation, Chef Palm has appeared in cooking segments on CNN, Fox, CBS and been featured in publications such as Food Arts, Nation’s Restaurant News and Culinary Trends Magazine. He cooked at the

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// MEET THE NEWSMAKER

Joe Farrell, Owner of Walrus and Carpenter in Bridgeport, CT

Walrus + Carpenter began with the desire to offer a truly unique American experience... from their 100% wood-smoked meats coming off their custom-built smoker daily, to their handselected craft beers, wines and liquors created exclusively on American soil.

nd true to the American experience, Walrus + Carpenter is an independent, family-owned and operated establishment, living and working with pride. The vision and concept for Walrus + Carpenter was created by owner, Joe Farrell. The restaurant offers American BBQ cuisine but served with Texas style flair where the meats are slowly cooked and main entrées are paired with upscale coleslaws and collards. Tell us about yourself, what’s your culinary background and/or prior restaurant experience? I was born in the Park Slope neighborhood of Brooklyn to an Irish father and Italian mother who raised me and my two brothers on home cooking. I recall very few restaurants as a child because we rarely ate outside of the home. My restaurant experience began just out of college when I got a job waiting tables in Midtown Manhattan. It was a short lived experience but it laid the ground work for my decision to return to this industry years later after a stint in commercial real estate (the family trade) and a two year episode of my life where I taught Algebra and coached football at my old high school, Fairfield Prep. I

managed a restaurant in Bedford, NY for four years before setting off to realize my passion at Walrus + Carpenter. Where did the idea come from for Walrus + Carpenter? And what sets you apart from other well-known BBQ restaurants? The idea of Walrus + Carpenter came from a desire to have a restaurant I didn’t mind spending countless hours

in, which is absolutely necessary in this business. This is where I’m comfortable. From the music to the lighting, the vibe to the aesthetic, the all-American beverage program to the southern inspired comfort food. This is where I feel in my element to entertain. I wouldn’t call this a BBQ restaurant. I feel low and slow smoking of ribs, brisket, and pork shoulder is ideal, not defining.

Why Bridgeport, CT for the location? What attracted you there? Black Rock, CT is absolutely beautiful. A great place to raise a family, which is what initially attracted me and my wife to move here. It has a lot of charm, friendly residents and an exciting bar and nightlife scene. Black Rock also happens to be extremely close to everything necessary for a successful restaurant. Not the least of which is a Home Depot three minutes down the road for emergencies. Black Rock also has an eerie resemblance to parts of Brooklyn just before they became too hip to be completely comfortable. What were you looking for in terms of real estate space? And what’s the ambiance like, work with any local restaurant designers? My good friend and GM Adam Roytman had told me that location dictates con-

To sacrifice flavor, quality, selection, even food safety and price in exchange for locally grown doesn’t get our vote. cept. When I first realized that this spacious, standalone building in the heart of Black Rock with room out back for a smoker came on the market, I knew I had found a space that dictated this concept. Not good to force concepts where they don’t belong. The ambiance The vision and concept for Walrus + Carpenter was created by owner, Joe Farrell (L) while the food is handled by Executive Chef Paul DiMaria

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// Q&A Claire Insalata Poulos Founder of Table to Table Newark, New Jersey

ou’ve established a wonderful new service, Table to Table, which helps 60 food relief agencies in northeast New Jersey. And in 2010 you were one of 11 people in New Jersey to receive the Russ Berrie Award for Making a Difference, which honors unusual heroism and community service by New Jersey residents. Table to Table is the only dedicated food rescue program in northeast New Jersey, serving 60 hunger relief agencies in Bergen, Passaic, Essex and Hudson counties. What makes it really outstanding is that it gets no government funding and is completely supported by corporate and private donors.

How did this all get started? It’s a long story. Back in the late ‘80s I took an executive buy-out package – “a golden handshake” —from IBM. I’d worked for IBM for almost 20 years. And I was the first person in line. I took it. I, I said, you know? I want to do something else. I don't know what it is, but I want to do something else. So I went to cooking school. I went to ICE in New York. And trained as a chef. I have to admit; I hadn’t planned on working as a chef. I was just always interested in food. I come from a big food family! I thought, I'll just take a year off. Go do something that I want to do. And then I'll figure out what else I'm doing with my career. So, after I got out of cooking school, I did some work with the James Beard House. be-

cause they were associated with the school.

Then what did you do? I came back to New Jersey and started doing some fund-raising events for Share Our Strength, which, at that time, was trying to end childhood hunger in this country. They did annual food and wine events called Taste of the Nation to support local hunger relief organizations. I did that for a few years and then something magical happened. The people that I was working with, the other volunteers, said, look, this money's going to support hunger relief organizations, but 30% of it has to go back to Washington, and we want it to stay here. And we knew, again, in northern New Jersey, there really wasn't a food rescue program, like, City Harvest, in Manhattan. So we went over to City Harvest, and we asked them if they wanted to start a food rescue program in New Jersey, and they said no. But they said they would help us start one. We then went back to Share Our Strength, and said, listen, we're raising all this money, and we want to start this food rescue program. And, so they said, okay. You can have, whatever you raise next year, you can have half of it. And you can start Food Rescue with that.

What happened next? A truck was donated, and because we had been working with the restaurants for those food and wine events, we went to them, and we said, look, if we start food rescue, will you stay with us, and continue to support us, both with the fund-raising and with the food, and they all said yes. So, in the fall of 1999, we started Table to Table. That's basically how we started.

Claire Insalata Poulos (C) has been able to attract Top Toques including David Burke and Thomas Keller to Table to Table's Annual Gala 26 • October 2013 • Total Food Service • www.totalfood.com

What was the operation like in the beginning? Well, we started out with this one

truck, and sadly, we knew that there was more food being thrown away in Northern New Jersey in just our area than we could ever possibly rescue. So we said from the very beginning, we're only going to focus on Northeast New Jersey. We're not going to try and expand throughout the state. And we're also not going to try and do anything except pick up food and bring it to places where it can be served. That's it. I mean we're not going to have a warehouse, we’re not going to stock shelves, we're only going to deal with fresh food that requires the refrigerated trucks that we have.

Where did you start? Whole Foods, Alpine Country Club, Arthur's Landing, right here in Weehawken. We brought the food that we picked up to just a couple of places. And it exploded. Not on the demand side, on the supply side. Everybody started wanting to give us food. And then, when the agencies heard that we were bringing them this food for free, they all started calling. So we knew we had to raise more money and get more trucks. And so every single year we had a new goal, because we're on a dual path – pick up as much leftover, fresh, perishable food as possible and at the same time, bring in enough money to keep the trucks going.

What was your goal last year? Eight and a half million meals.

Did you meet it? We did 10. This year our goal is 11 million and I’m betting we’ll do 12. We currently bring food, free of charge, to almost 100 different agencies, and here's the beauty of it – they serve it that day or the next day. And we never pick up any food that we wouldn't eat ourselves.

Has this program provided other benefits than food? Yes. Agencies can use their food budget dollars for other services. Here's an example. There's an eldercare facility in Teaneck, and we've been bringing food to them for over 10 years. The money that they have saved from their food budget enabled them to build another wing on that eldercare facility. It gives these agencies the freedom to use their budget dollars for the very services they’re set up to provide.

highest four-star charities in New Jersey. And it's because we take the money really, really seriously. We always try and get a dollar's worth out of every dime. And the chefs understand that by cooking for us one night, they’re actually feeding thousands and thousands of people.

How much do you deliver food for? Ten cents a meal. So, do the math. A $600 dollar ticket helps us deliver 6,000 meals. Now, 6,000 meals doesn't

What kinds of agencies do you supply food for? We go to soup kitchens, HIV day centers, drug rehab places. We go to homeless shelters. As I said earlier, almost 100 different places that are providing really essential services to the community.

Where does the bulk of your food come from? Primarily, supermarkets, because if a restaurant is really operating efficiently, they don’t have a lot of fresh food leftover.

Is there anything you won’t pick up? Yes, bread. We try and focus on food with high nutritional value, like produce and meat and fish and dairy and so forth. And food left over from catered parties that may have sat out 3, 4 hours. Many times, these events have food that's prepared that doesn't get out. But we always have to be aware of the temperature, food safety, and so on. And sometimes they need to save the food for their staff.

How do chefs figure in to this? They partner with us so that we can do these fund-raising events and therefore raise the money to keep the trucks and the drivers paid. And they know that when they're cooking a dinner at a gala, they are basically driving our trucks. We take our fund-raising very seriously. We're rated four stars by Charity Navigator. We're one of the

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seem like a lot when you're trying to do 12 million. But they get it. And they understand that their efforts translate directly to that food getting delivered.

What about distributors? We do get food but it's not nearly as much as we would hope, because the majority of their product is packaged and canned food, and they have longterm relationships with places like Community Food Bank. We don't deliver that kind of food.

How is Table to Table different from the Community Food Bank of New York? The main difference is that they have these enormous warehouses, so they could take a delivery of, a truckload of canned items.

How do you feel about your work with Table to Table? It’s one of the best things I’ve done with my life. And I owe a lot of it to IBM!

// NEWS

OBITUARY

Legendary NYC Area Furniture Maven Celli Dies At 66 John Celli died last month at Westchester Medical Center in New York with his family and friends at his side. He was most proud of being a father and grandfather. He loved to be the one to make all the children laugh and giggle.

he Connecticut born Celli built a reputation as a highly successful businessman because he was the ultimate opportunist who became an entrepreneur. In 1967, he created his company, John Celli Custom Furniture and Designs, now owned by his son and daughter. He was known as "The Wizard" by his employees and as "The Chair Man" by his colleagues in the business. He was an original, really old school and a tremendous mentor," noted Don Hayes of Alicart Restaurant Group. The Manhattan based firm operates eateries including Carmines and Virgils in New York City. "John taught me the business. From the subtleties of furnishings to laying out a room and maximizing space. He had this unique ability to see the big picture of what a space needed to look like,” added the firm's Facility Manager. For Nick Ades, his working relationship with John Celli spanned many years. The Wisconsin based Ades serves as the Director of Sales for Woodard Furniture. "He was THAT guy. So when you walked a trade show floor with him he had that uncanny ability to turn heads," Ades said. "I met John over 30 years ago,” explained Phil Driesen. The principal of Long Island's Dinerite Seating continued: "I was one of the many fortunate

spect that we shared." "He was an absolute dream for an equipment and supply dealer like us,” added Tony Lanza of Harris Restaurant Supply. The Westchester, NY based dealer said: “You simply told him about a project and he would come back with an order and you'd have a commission in your mailbox."

In 1967, John Celli created his company, John Celli Custom Furniture and Designs, now owned by his son and daughter.

young people who John took under his wing when I came into the business." He was unbelievably generous with his time and always had a great anecdote to set the right mood. " Chris Darling echoed the sentiments of many industry professionals: "He was simply an icon and the absolute best sales person I ever met." His reputation was intimidating but he couldn't have made me feel more comfortable from the very first time I met him. Darling worked with Celli when he served as the firm's National Sales manager and Celli represented the line. "He was a true character who set an incredible example and taught me so much. What I will always treasure is the mutual re-

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He is survived by a son, Marc Anthony Celli, and his wife, Krista Muller Celli, of Tenafly, N.J a daughter, Lynette Celli Rigdon, and her husband, Chris Rigdon, of New Milford; seven grandchildren, Alexia, Brandon, John, Alex, Juliana, James and Maria Linda; the mother of his three children, Marlene Celli, of New Milford; his soul mate, Donna Chiappa, of Yonkers; a brother, Frank Celli, of Arizona; countless friends who were like family to him; and nieces, nephews, aunts, uncles and cousins. He was predeceased by a son, John Anthony Celli, who died while serving his country in the CIA in Saudia Arabia in 1996. Celli was truly one of the industry's giants and had left a lasting impression on legions of industry professionals who will simply never forget the man known simply as "The Chair Man."

// FOOD SAFETY

WITH NOELLE IFSHIN

Seasonal Restaurants Preparing for the Off Season, Part One - Operations Whether you own a seasonal clam shack on the shores of New England or are the General Manager of a ski resort in Colorado, you have experienced the challenges of a seasonal business.

any seasonal businesses only have a three to four month “busy” season, when there is more than enough business to be profitable; it is what happens in the “off” season that often determines whether or not these businesses make it until their next busy season. It is crucial to have a plan in place to handle off-season challenges, ensuring that customers have their favorite local restaurant to come back to. It may not be possible to be profitable in the slower months, but with the correct operating procedures, you can survive the off-season’s inevitable downturn in revenue. Here are four operating procedures to focus on: Manage Your Cash Flow The single most important step for survival of your seasonal business is rigorously managing your cash. This takes discipline. Calculate what your cash flow needs will be based on both your fixed and estimated variable expenses. Know what your breakeven point is, as sometimes a viable cash management strategy is to close the business for the slowest portion of the off-season. During the busy season, set aside a certain percentage of revenue to create a reserve that will help carry you through the off-season, so as not to go deeply into debt, if at all. Get to know your banker, and establish a line of credit to tap into, as it is important to stay current with your bills.

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

Having a core staff from the local population can be crucial to your success; you will easily be able to supplement your staff for the busy season, and will not find yourself short-staffed when your seasonal hires leave. It is important to cross train your staff, as it will allow you to schedule fewer people during slow times, cutting down your labor costs – a server who can mix drinks saves also scheduling a bartender for a slow lunch shift. In these ways, you will always have well-trained people available who can handle a wide array of jobs in a thinly staffed environment. However, staff and schedule judiciously, as understaffing can lead to burn out, more waste due to error from stress and dis-

continued on page 86

Adjust Your Offerings Changing your menu can impact both food and labor costs. Consider replacing some menu items with less expensive, seasonal and local ingredients. Cooking with what is locally in season is always less costly than using out-ofseason imported items. Also, reducing the overall number of items on your menu and increasing product cross-utilization allows you to carry a smaller inventory (see Manage Your Cash Flow, above), thus reducing the amount of possible waste. Furthermore, less labor-intensive preparations allows you to work with less staff. An example that combines these concepts: In the winter months, a menu built around stews, casseroles and braises allows you to use less expensive cuts of meat, seasonal root vegetables and less labor. Hire, Train and Schedule Wisely

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// PASTRY CHEF OF THE MONTH

PRESENTED BY

Chef Susan E. Notter, Director of Pastry Arts at The Pennsylvania School of Culinary Arts

ow did you get into the industry? As a child I loved to bake. So I baked at home. I am the oldest of four girls and we grew up in England. So at a very early age, I was beginning to make my younger sisters’ birthday cakes and organize their birthday parties and then I gradually found out that I could go to culinary school. And it could actually be a profession. Just really from early childhood, I’ve always spent time in the kitchen, enjoying the creativity of baking and making things look pretty. As a teacher, what are the common characteristics of kids – and adults – who go on to successful careers? What is the common bond? First of all, you have to have a passion for the industry and a love of food. You have to be dedicated to what you’re doing. Willing to go above and beyond – come in early, stay late. Help with extracurricular activities. Be involved. Those are the ones, who, when they're out in the industry, are going to work the same way. They’ll look for places that will push them more, and take them to the next step, get a good network going within the industry as well. The challenge is, not everybody is going to be on the same page. And not everybody is going to be the next Julia Child. But there's a place – if they have

manding chefs.

Chef Susan E. Notter is the Director of Pastry Arts at The Pennsylvania School of Culinary Arts

the desire for the industry and you know the same amount of passion – there’s a place for everybody. Some students may just choose to stay in the local area and be quite happy going into an in-store, you know, a bakery within a grocery store. And making the pastries and cakes there. And then there's others who will go on to places like the Four Seasons and the Ritz Carltons or strive to work with de-

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Do you find yourself trying to make an assessment along the way of the right fit for each student? As educators we grade and assess what our students are doing, and we have skill grades, participation grades, production grades, and quizzes and exams to assess, are they understanding the material? And I tell them; I look at you as if I would be hiring you. The ones who will go out there and work with some tough chefs, the chefs are going to be looking for the same things that I'm looking at, like working cleanly, being precise, efficient use of time, good motion within the kitchen. The ability to kind of move within the kitchen as if you have a purpose, and not as if you're about to fall asleep. Not leaning on things, standing up straight. Respect in the kitchen. I look to see if it’s ingrained in them. And if they’re not performing, I will pull them up, and tell them, this isn't right, and this is why it's not right. When you're out there, you're going to have a chef look at you the same way that I'm looking at you right now, and they are going to say the same things. So, I want to try to make them aware as much as I can, because it's my job. If I see things are being done wrong I would be doing them a disservice if I didn't correct them.

How do you think your students feel about the course, overall? Would they recommend it to others? We have a satisfaction survey every year, all the subjects that are taught, and pastry is 100%, yes, I would recommend this program, even though it’s tough on them! How much of success is natural-born talent? And how much of it is a great educator like you bringing it out of somebody? Or, is it a mix of both? A lot of it is practice. A lot of it is honing your skills, and just common sense, and the ability to see things. Artistic talent is great, especially with

Artistic talent is great, especially with pastry, if you have that flare and that eye for color or form or the way shapes go together, that is an added bonus.

pastry, if you have that flare and that eye for color or form or the way shapes go together, that is an added bonus. But, without hard work? And practice. That's worthless. So it's a little bit of a mixture. That’s why competitions are very good . . .because you practice over and over and over again to finally perform and peak on that day, when

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// NEWS

EVENTS

Food Bank For Westchester Announces Participating Restaurants For “An Evening in Good Taste” Donate to charity while enjoying delicious delicacies from some of the region’s top restaurants and caterers at the Food Bank for Westchester’s 23rd annual “An Evening in Good Taste” To End Childhood Hunger event.

he event will be held October 17, 6:00 to 9:00 pm, at 1133 Westchester Avenue in White Plains, and all proceeds from the evening will help the Food Bank fight childhood hunger in Westchester. One in five residents of Westches-

ter County is hungry or at risk of being hungry; of those 200,000 people, one-third are children. The Food Bank for Westchester serves as the county’s emergency food distribution network and provides 95% of food that is distributed to those who are hungry or at risk of being hungry.

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“We are so thrilled to receive support from neighborhood restaurants at ‘An Evening in Good Taste’,” said Ellen Lynch, executive director of the Food Bank for Westchester. “Children are at risk of hunger and every bit helps. The Food Bank for Westchester is confident that with

the support of these restaurants the evening will be a success.” This signature event features food from 30 local restaurants and assistance from 100 volunteers, and it attracts 600-700 guests. “An Evening in Good Taste” will showcase the culinary talents of Westchester County chefs representing the following restaurants: Abigail Kirsch Catering Relationships (Tarrytown); Butterfield 8 (White Plains); Café of Love (Mt. Kisco); Caperberry Events at The C.V. Rich Mansion (White Plains); Cooper’s Mill (Tarrytown); Crabtree’s Kittle House (Chappaqua); Esposito’s (White Plains); Lulu Cake Boutique (Scarsdale); Meritage Restaurant (Scarsdale); Moderne Barne (Armonk); Molly Spillane’s Restaurant & Bar (Mamaroneck); Mt. Kisco Sea-

food (Mt. Kisco); Myong Gourmet (Mt. Kisco); Pinch (Yonkers); Sam’s of Gedney Way (White Plains); Sunset Cove (Tarrytown);The Atrium at Doral Arrowwood (Rye Brook); and Toni Ann’s Catering (White Plains). Cocktails will be provided by Prohibition Distillery and Yonkers Brewing Co. The event features food stations by many of Westchester’s finest chefs, who donate their product, time and talent to make this an exciting evening. Tickets are $200/person and sponsorships are available. For information, call Katy Coppinger at (914) 923-1100 or visit www.foodbankfor-

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westchester.org. Incorporated in 1988, the Food Bank for Westchester is one of eight food banks in New York State. It acquires, warehouses and distributes more than 7 million pounds of food annually to 230 frontline hungerrelief programs, including food pantries, soup kitchens, shelters, day care and residential programs serving the 200,000 Westchester residents who are hungry or at risk of being hungry. Based in Elmsford, NY, the Food Bank is located in a 36,000sf warehouse and is home to Westchester’s largest refrigerator and freezer.

// INSURANCE

FIORITO ON INSURANCE

Restaurant Risk Control: Reduce Costs by Preventing Slips, Trips and Falls Maintaining a safe environment for employees, contractors, and other visitors to your restaurant is an essential element of risk management. Slips, trips and falls are among the most common and costly workplace accidents across all industries, accounting for 35% of incidents and 65% of lost work days. The good news is that the majority of slips, trips and falls in the workplace are preventable. • Bob Fiorito, Vice President of Business Development at Hub International Robert.Fiorito@ hubinternational.com

lip And Fall Injuries Are Costly Investing in employee education on preventing slip, trip and fall hazards and ingraining safety best practices into your workplace's culture can lead to substantial long-term cost savings. Consider that the average cost of a typical slip and fall injury is $20,000 while the cost to defend a slip and fall claim is $50,000. Additionally, an employee misses an average of 38 work days with a slip-related injury, costing your organization in lost productivity while driving up your insurance costs. Common Causes The most common causes of slip and fall accidents are poor walking surfaces (55%) and inadequate footwear (24%), accounting for 79% of incidents. Top 10 Slip, Trip and Fall Hazards • Contamination of floors • Poor drainage

• • • • • • •

Indoor walking surface irregularities Outdoor walking surface irregularities Adverse weather conditions, such as ice and snow Inadequate lighting Stairs and handrails Stepstools and ladders Messy work areas Improper use of floor mats and runners

Designing your space and processes to prevent potential exposure to hazards will keep your employees safe while reducing your potential liability and costs.

Best Practices All of these hazards can be addressed and mitigated through the implementation of slip, trip and fall prevention best practices: • Workplace and Work Process Design Designing your space and processes to prevent potential exposure to hazards will keep your employees safe while reducing your potential liability and costs. Your business should: • Contain work processes to prevent discharge, splatter or spillage of liquids, oils, particles or dust onto the floor. • Use drip trays to contain leaks of lubricant from machinery and perform regularly scheduled maintenance. • Use adequate ventilation to avoid smoke, steam and condensation

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• • •

of water and grease. Provide adequate lighting to keep work areas, aisles, stairwells and other paths of travel well-lit. Make sure stairs have sufficient handrails. Provide effective drainage and work platforms. Install slip-resistant floors in high risk areas.

Good Housekeeping Maintaining work areas free of clutter and obstacles will greatly reduce hazards and exposure to accidents. Good housekeeping should start at the top and filter throughout the organization. Instilling cleanliness and organization

in your company will ensure accountability and send a message to your employees that management is committed to a safe environment. Instilling this behavior within the culture of your business will allow it to become second nature to your employees. Assess high-risk areas Conducting proactive and regular assessments of high-risk areas is an effective preventive measure. The areas that should be assessed regularly include: • Transition areas • Building entrances

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// MEET THE NEWSMAKER

David Sasuga,

Founder of Fresh Origins in San Diego, CA Fresh Origins Farm produces MicroGreens, PetiteGreens, TinyVeggies™, Herb Crystals™ and Edible Flowers near San Diego, California. The ideal growing climate allows them to produce a micro green that is robust, healthy and highly flavored.

resh Origins has become the largest grower of MicroGreens and Edible Flowers in the country. The farm was founded by David Sasuga, after growing flowering plants for 20 years. David always wanted to grow fresh produce and the opportunity came unexpectedly. Back in 1995, a local chef came to their greenhouse and got excited when he saw some basil seedlings growing there. He wanted to try using them to accent his plate presentations and although it did not make a lot of sense at the time, it was then that David began producing these and other varieties of tiny, freshcut seedlings destined for restaurants. Fresh Origins has come a long way since then, and David and his family produce a wide variety of MicroGreens, PetiteGreens, Edible Flowers, and related items for chefs throughout North America. At Fresh Origins, innovation is a way of life. They are continually working to imagine and develop the latest ideas in microgreens and edible flowers. As a result, we have created several original, unique items such as FireStixTM, MicroFlowersTM, Petite Amaranth Carnival MixTM, Micro Mustard DijonTM, Micro Mirepoix MixTM, Micro Celery

Gold SplashTM, Micro Carrot Fernleaf, Begonia Angel Wing, Micro Fines Herbes MixTM, Micro Cucumber, Petite Pumpkin Green, Micro Tangerine LaceTM, Gold Haricot ShootsTM, Nature StrawsTM, Micro Celery Feather Leaf, Micro Absinthe MixTM, and more. With an extensive product list with over 400 items, most are available all year. Where did the idea for Fresh Origins come from?

18 years ago, a chef who saw our Basil seedlings encouraged us to harvest them at the seedling stage for culinary use. From those humble beginnings, we have become America’s leading grower of Microgreens! Our products are on top of the finest cuisine in the world. Locally sourced is the buzz today. How does Fresh Origins fill that need? Local produce is good but often it is

of lower quality, and limited in variety and selection, due to a less than ideal climate or growing conditions. Rather than arbitrary designations of local (100 miles?, 200 miles?, 300 miles?), we think the most important factor should be flavor and quality. To sacrifice flavor, quality, selection, even food safety and price in exchange for locally grown doesn’t get our vote. We should celebrate the choices we have available to us from all over the world. The best tasting food comes from where it grows best and most efficiently with the lowest energy use and a lot of times that’s not within 100 miles.

To sacrifice flavor, quality, selection, even food safety and price in exchange for locally grown doesn’t get our vote. Food safety is also a huge consideration and it may not be worth taking the risk buying from a farm that does not have a third party audited food safety program with a superior rating. Fresh Origins has the widest yearround selection and highest quality Microgreens, Edible Flowers and related products available in North America. Our farm is regularly inspected and has the highest ratings for its food safety program.

Dave Sasuga and daughter, Kelly of Fresh Origins in San Diego

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What's the impact on the growing environment you've created on the product?

Growing crops in the ideal climate such as Fresh Origins does in San Diego results in the lowest possible impact on the environment. The energy usage for transportation of produce from California is a tiny fraction of the overall usage in growing it. Trying to produce these products in harsher climates uses a tremendous amount of fuel for heating, cooling and ventilation in amounts of fuel usage that dwarfs the amount of energy used for transportation of produce from where it grows best. Think of how much it would cost to grow pineapples or bananas in the Mid-West and it’s easy to understand that produce grows best both in terms of high quality and the lowest environmental impact when it is grown where the climate is right. Fresh Origins grows its products in the ideal climate, which not only results in a minimal environmental impact, it makes a huge difference in the quality, color, flavor intensity and shelf life of our products.

How are these products beneficial to people with high blood pressure or diabetes? Of course, fresh vegetables are an important part of staying healthy. Describe the flavor profiles that the product features: natural taste or highly seasoned taste? Fresh Origins produces Microgreens and related products that have a vast array of flavors. That is why top chefs find them to be an ideal ingredient, bringing freshness and flavor to their dishes.

Combining the benefits of our great weather with a deep passion for quality & innovation, Fresh Origins has become the largest grower of MicroGreens & Edible Flowers in North America. The farm was founded by Dave Sasuga, after growing flowering plants for 20 years.

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How much of price per serving premium can the chef/restaurateur expect to pay for Fresh Origins? The cost per serving will vary depending on the amount of product used, but the cost is minimal due to the in-

tense flavors which means a little goes a long way. Why should a distributor stock Fresh Origins? Fresh Origins products are of the highest quality available. The selection is second to none and due to the benefits of our climate, we can offer a great availability all year and we have a superior-rated food safety program. What's the next step for a Metro NYC area chef to buy Fresh Origins? Contact their favorite produce distributor and ask for Fresh Origins products!

// FOOD SAFETY

WITH WYMAN PHILBROOK

What Exactly Is An Integrated Pest Management Program (IPM)? The misconceptions and misunderstanding of an essential Prerequisite Program (PRP).

hen I am conducting an initial assessment of a company or stand alone operation’s food safety program and I come to IPM, I always think to myself “Please impress me.” I take a deep breath and ask the question “What is your pest control program?” Unfortunately, too often the contact person points to a contract pest control company’s binder on a shelf. I open the binder and there are multiple pages with no pest activity written and an illegible scrawl representing the Pest Control Operator’s signature, an evening time in and out of the retail food establishment and no signature from a food service manager or supervisor. Like most contractors you can find quality or inexpensive choices. A manager needs to decide that pest control is important and finding the right “partner” for his program is just as important. Quality pest control professionals also want a “partner” who will work with their company to prevent and /or eliminate pests. In many, but not all cases, the food establishment has a contractor only because he wants to tell his regulatory inspector that his company has a pest control program or because there is a notation on his last report that there was evidence of activity noted. We will call these Indicators

Wyman Philbrook

Owner of Philbrook Food & Beverage Consulting And Training philbrook_fandb@comcast.net

and they are an important part of an IPM program. Some of the typical indicators may be one or more of the following: • Visually seeing live or dead cockroaches, fruit flies, rodents, birds, flies, maggots, etc. • Visually seeing feces, egg casings, greasy streaks along baseboards, evidence of gnawing on boxes or doors, half-eaten food products, nests, footprints, etc. • Smelling cockroaches (strong oily odor) or dead pests. • Hearing pests scratching, gnawing or scurrying in the facility. Pests can contaminate your food items by carrying foodborne pathogens such as Salmonella, Shigella, etc. An ideal Integrated Pest Management Program is focused on proactive prevention and control rather than a reactionary response to an

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infestation problem. In some cases a food establishment is a new construction which is the ideal environment to start with but the majority of operations are renovations and / or using spaces & facilities that were former food establishments. The previous owner / operator may be leaving you with more than just a facility and you may be inheriting an existing pest problem. Both types of facilities, old & new require different approaches. A new facility, if it is built correctly, will already have the key assets of Exclusion & Sanitary Design incorporated into the operation. What do we mean by exclusion? What do we mean by sanitary design? Some examples are: • No spaces or gaps around doors or windows • No openings around utilities coming into the building i.e. plumbing, electrical, etc.

• • • • •

Small mesh screening on doors & windows No openings in tiles, cinder blocks, etc. Air fans on delivery doors Solid pads for garbage dumpsters Drains with secure drain covers.

Inspecting deliveries so that pests are not brought in to your facilities Loading docks and flooring that can be cleaned and allow for drainage Equipment that meets sanitary design requirements for ease of cleaning i.e. NSF, UL designations. An older facility should be inspected before any food production starts to see how it meets the Exclusion & Sanitary Design criteria. This is the best time to address any and all issues. Confirm whether or not you already have a pest problem and eradicate it with a pest control contractor. The Needs of Pests should be another part of your IPM program. Pests, like humans need 3 things, food, shelter & water. The time between taking over a facility and bringing in food products to start production is when you have an opportunity to eliminate sources for shelter & water. You want to insure that within your facility you are always thinking like a pest. Remove opportunities for a pest to satisfy their needs. Examples of removing opportunities for pests are: Food • Placing open food product in containers with tight-fitting lids • Effective cleaning so there is no food debris on the floor or under/ on equipment (think outside the box- grease & drippings between equipment, grease trays under the burners on a range, build-up on the cutting blade of can open-

• • • •

• •

•

ers or buffalo choppers/slicers, refrigerator door seals, etc.) Lids on garbage cans and empty them frequently Clean garbage cans & dumpster areas Clean food spills Remove corrugated cardboard boxes (cockroaches can survive by consuming the glue) Clean the food debris in drainsscreens & pipes Over ripe or partially rotting foods- i.e. bananas, potatoes, onions Clean kitchen floor mats

Water • No standing water • Unclog stopped drains • Invert wet food containers and equipment Shelter • Regularly lift or pull out equipment • Space between shelving and walls • No piles of boxes, wet clothes or wet laundry bags • Organize and clean shelves & drawers regularly • Close all openings in floors, walls and ceilings The above is a partial list. If you think about these 3 needs in your operation you will find more opportunities that you can address regarding the unique features & characteristics of your facility & operation. As a manager you also need to be aware of the environment around your building or space. You can be removing all of these needs but a neighbor or an operation next door may not be and this is where the exclusion becomes important so that you are keeping the pests out of your facility. Education & Training is another key component to an effective IPM program. You as the manager of a retail food establishment need to insure that your staff is aware of all of the

subject matter we have covered so far in this column. As a manager you need as many eyes as possible to see issues that arise in the facility. Openings that can allow pests to enter, inadequate cleaning, leaking water or signs of activity is the type of information that you want brought to your attention. Provide your staff with the knowledge and understanding about Exclusion, Sanitary Design, Needs of Pests and Indicators and suddenly it is not an overwhelming problem that only you are dealing with. A licensed Pest Control Operator (PCO) is trained in identifying the signs of activity, the species of pest and the effective control of a potential issue and preventive measures. The PCO rounds out the IPM program and is that “partner” we referenced at the beginning of this column. He can be an advisor and another set of eyes in your operation. A PCO cannot be expected to address all of the parts in your pest control program. When interviewing a potential pest control contractor, show him the proactive actions you have put in place and ask for a detailed plan that he will implement. An effective contractor will have a planned schedule of service, a detailed report requirement for their technicians, a schematic of the placement of traps / bait stations and a periodic meeting with you or your representative during business hours to review the program. At a minimum there should be a follow-up report / call to you within 48 hours after a visit. Keep all reports on file and review with your staff during regular meetings and have a Pest Monitoring log that your staff can use to note any issues detected during business hours that the technician can review during their visit. So, an Integrated Pest Management Program has many parts that work together to keep pests out of your facility and respond quickly at the first sign of an issue. In next month’s column we will look at developing a good Allergen.

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BOOTH #2555

// CHEFCETERA

UP CLOSE WITH METRO NEW YORK'S CHEFS

Executive Chef John Villa, TAO in New York, NY At a young age, Executive Chef John Villa has already had a remarkable career. There is no doubt that Tao Restaurant’s current success can be attributed to the lofty expectations that Chef Villa helps make a reality.

hef Villa comes from a family that is passionate about food. Raised in Nutley, New Jersey, Villa’s Italian grandmother was an artist in the kitchen at home; while his parents dined at the finest restaurants in New York City. The combination provided Chef Villa with a deep respect for food, and the perspective on how it might impress the most discerning of palettes, on the biggest of stages. It was no surprise when Villa enrolled at the Culinary Institute of America at the age of 19. After graduation, he trained under Daniel Boulud at Le Cirque and spent three years at Tropica following. Villa’s big break came when he was hired at JUdson Grill. Within months he trimmed the kitchen staff, cut food costs in half, created a noteworthy menu, and earned himself a new title as Executive Chef. His hard work paid off, earning his first two-star rating from the New York Times. “This would not work so well if the chef, John Villa, did not understand what people want to eat…this food is flavored with authority and geared to modern tastes,” explained New York Times’ Ruth Reichl. At just 24, Chef Villa had already eclipsed his peers. It was now clear that Chef Villa was much more than just a young prodigy. He was well on

his way to becoming one of the most distinguished chefs in New York City. His remarkable skill, unparalleled praise, and industry knowledge has lifted Tao Restaurant to new heights. Chef Villa is nothing less than a master. What or who inspired you to become a chef, where did you study? My grandparents inspired me to eat and cook and enjoy food. My brother is a chef, and our parents used to take us out to eat out in Manhattan. It was a combination of a lot of things growing up that made me want to be a chef.

David Katz was the person who inspired me to be a chef, or rather, that a chef was just as noble a job as any other.

Have any mentors? What have you learned from them? I don’t have mentors but I try to learn something from everyone. I respect all chefs – I know what they go through but I pretty much do my own thing.

Chef Villa comes from a family that is passionate about food. Raised in Nutley, New Jersey, Villa’s Italian grandmother was an artist in the kitchen at home; while his parents dined at the finest restaurants in New York City.

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What are a few of your favorite ingredients to cook with? Niman Ranch products.

continued on page 95

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// NEWS

CULINARY

Seattle Chef Dela Cruz Set To Launch Inspirational New Jersey Culinary Program As a culinary instructor for more than two decades, chef Darryl Dela Cruz proudly saw his pupils go on to work at some of the nation’s most venerated restaurants, such as the French Laundry in Napa Valley, Bouchon in Beverly Hills and Per Se in New York City.

t the prestigious Le Cordon Bleu Seattle, where he was named Educator of the Year last year, aspiring chefs paid up to $17,000 to learn how to make a silky béchamel and a tall soufflé. In his latest position, as executive

chef director of Eva’s Village in Paterson, the Hawaiian native will be teaching former heroin and cocaine addicts and the homeless — some of whom haven’t held a job in years, if ever — basic knife and cooking techniques in hopes that they’ll eventually earn a steady paycheck working

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in a kitchen. Dela Cruz, 52,recently relocated with his family to New Jersey to head up the new culinary school at Eva’s Village, a huge, four-block-wide non-profit social-service agency that offers three shelters for the homeless, a bustling soup kitchen and

drug treatment programs that serve about 300. “I’m geared more toward the student than the plate,” said the softspoken, self-effacing Dela Cruz, of his pivot from the world of teaching the primarily privileged to instructing the profoundly disadvantaged. “I get excited teaching whether it’s the fancy or the basics,” he said. “This is going to give me a chance to stretch my capabilities as an instructor. It really comes down to your heart in teaching.” For Dela Cruz it’s also a great challenge: It’s his first time building an accredited culinary school from the ground up. “It’s the next step,” he

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// EYE

METRO NEW YORK'S FOODSERVICE EVENT COVERAGE

2013 Holiday Buying Show The newly named 2013 Holiday Buying Show brought a fresh new look to the Javits Center last month. At the event sponsored by Connecticut’s RDP Group, EYE spotted a number of professionals representing bars, restaurants, hotels, and every category of on-premise establishments as well as off-premise retailers.

YE always enjoys the opportunity to visit with Bartenders & Chefs and Sommeliers; the educational highlight of this year's show was the seminar series presented by The Tasting Panel Magazine. With the leadership of world famous Anthony Dias Blue and Publisher Me-

ridith May Sessions were focused on a wide range of topics from Best business practices, increasing your bottom line, advertising and promotions to new evolving technology. The show boasts an outstanding seminar series with topics ranging from “Boutique Distilleries” to “Learning how to Make

More Profits While Working Less.” This season the show is proud to welcome The US Drinks Conference with its outstanding lineup of speakers and topics: www.usdrinksconference.com. “Timing and location are everything,” noted the Show’s General manager Steven Wesler. “We’re dedicated to

Modern Line Furniture's Jason Nguyen, Eleonora Tron, and Vlad Spivak Con Edison's Chris Gallo offered attendees incentive and rebate programs

Nina Barba and Lina Zolotushko of John Celli Custom Furniture and Design

Electro Freeze's Steve Machado and Anthony Lana

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Smart Bar Product's CEO Adam Rozen and Isabella Sweeney

providing a comprehensive experience at the leading edge of the holiday buying season: from exhibition to education, from tiny hand-craft to mass market, from competitions to charitable efforts.” “We’re providing fun along with the serious side of the business,” Wesler concludes. The 2013 show featured over 400 exhibits with the newest products, services, technologies and ideas for exhibitors and delegates alike to take their businesses to the next level. This year marked the ninth year of the show’s epic New York Cocktail Competition and the debut of a number of brands, notably a new Mongolian Vodka: Soyombo. Competitors created, demonstrated and sampled their creations before a panel of distinguished judges in the hopes of winning not only the coveted title, but also cash prizes amounting to $3000. The SIP Japan Pavilion featured over sixty brands from Japan with tastings and demonstrations along with education to introduce sakes and shochus to the show attendees. And this year craft was king, with sampling from the Emerging Brands Pavilion, MHW distributors’ craft and boutique brands Pavilion, the Crafts Spirits Pavilion and Craft Beer Pavilion. EYE visited with Jon and Bonnie Edwards of Kiss Mix, John Celli Custom Furniture & Design's Lana Zo-

continued on page 102

Segal Law's Mitchell Segal

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// NEWS

UNIVERSITIES

Rutgers Brings True Jersey Diner Experience To Students A quintessential New Jersey dining experience has come to Rutgers. Henry’s – a diner that will have a ruby red counter top, red booths and a red neon light visible from the outside opened last month at the University's Livingston Campus.

rom the menu to the décor, Henry’s will include elements of a classic diner with a modern and gourmet twist. In addition to an American grilled cheese, the menu offers a melted Brie and cranberry on whole grain bread. Cooks will be whipping up three egg omelets, and those with gourmet palates will be able to get a smoked salmon and herb cream cheese crepe. And in keeping with diner tradition, breakfast will be served all day, while customers can also order a hamburger at 9 a.m. “If you are from New Jersey and you come here this will be what you expect it to be, but maybe a little bit better,’’ said Nicholas Emanuel, assistant director of Rutgers Dining Services. “The big thing with us is we don’t want to be ordinary. The finishing touches, even down to the china, are high end. It’s not your greasy spoon.’’

Chef Barry Squier at Henry's diner opening on the Livingston Campus

David Katz was the person who inspired me to be a chef, or rather, that a chef was just as noble a job as any other. The diner will also unmistakably shout “Rutgers” when the final work is done – from its name in honor of Col. Henry Rutgers who donated a $5,000 bond in 1826 to keep a then struggling school alive – to the historic photos and images of the university that will adorn dividers between the booths. The walls of the diner will also feature a timeline of the colonel’s life and a clock bearing an image of the university’s namesake as well as the bell he donated to the university that has become a Rutgers icon when the artwork is installed within the next few weeks. “If someone blindfolded you and brought you here, you will know you are at Rutgers,’’ said Joseph Charette, executive director of University Dining Services. “The philosophy of the

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whole design is a Rutgers diner owned and operated by the university.’’ The menu is modeled after a college newspaper with the lead headline: Order Breakfast Any Time of Day. The coffee is from another central New Jersey landmark – it comes fresh roasted from Princeton’s Small World Coffee.

The idea for the diner – located in the retail complex of the Livingston Apartments – was the result of a campus survey. ‘When students were asked what they wanted at the university, a diner was the top item,” Charette said. Just what makes diners so beloved? “You can get anything you want to eat any time of the day,’’ Charette said. “If you want waffles at dinner time you can have that,’’ Emanuel added. “Whatever you feel like having is available.’’ Diners are also as much a part of New Jersey’s identity as Rutgers. “We are the diner capital of the world,’’ said Peter Genovese, a feature writer for The Star-Ledger and author of Jersey Diners, published by Rutgers

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// SCOOP

INSIDER NEWS FROM METRO NEW YORK’S FOODSERVICE SCENE

BCA Global to Host 20th Annual Cultural Awareness Salute In NYC Scoop notes now in its 20th year, this event honors the achievements of people of color in the hospitality and culinary industry. This year's theme of "Global Immersion” will focus on a deeper understanding of global diversity in the food service, culinary and hospitality industry. This event will also provide a space for networking and dialogue about the advancement of diversity and give culinary students from around the country the opportunity to hone their skills in a real life environment. The BCA will also honor innovators and leaders in the foodservice industry, honorees include: Sterling Smith, Corporate Executive Chef Supply Management- Sodexo, Jin Caldwell, Chocolatier and OwnerJinJu Chocolates, Jehangir Mehta, Executive Chef and Owner- Graffiti. The BCA’s Cultural Awareness Salute and Black Tie Gala will be held Friday November 8th, 2013, at the lovely Guastavino’s. The Gala will begin with a VIP and cocktail reception, followed by a multi-course dinner, Viennese recep-

The Gala will begin with a VIP and cocktail reception, followed by a multi-course dinner, Viennese reception and after party.

tion and after party. The gala dinner will give a taste of what the future holds for the food service industry and will be supported by our educational partners and students from: Johnson & Wales University, South Bronx Job Corps Academy, Prince George Community College, Le Cordon Bleu Dallas, the Culinary Program at Brooklyn Job Corps Academy, Monroe College, Foodservice Training Academy, Career Academy of NY and LI, Culinary Training Institute, New York Institute of Technology, the Academy of Vocational Careers, and the Culinary Institute of America. "Students from different schools and different backgrounds

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come together in the same kitchen and cook in a noncompetitive environment," states Howard Stanford, Board Chair and Alex Askew, President of BCA. "Those of us who attend are honored to witness the promise of future leaders and work together towards a more diverse industry."

Taste of France Comes to Bryant Park Scoop notes that The Taste of France returned to New York City on Sept. 28–

29 in Bryant Park, with cooking demos from 30 renowned French chefs from around the world as well as New York City. Participants included Maitres Cuisiniers (a master chef designation) such as Daniel Boulud, chef-owner of Daniel; Frank Leclerc, from Maitres Cuisiniers de France; Philippe Bertineau, executive chef at Benoit; Laurent Manrique from Cafe de la Presse; Jean Louis Dumonet, executive chef at Union Club; Christian Delourvier,

Chef Daniel Boulud led a star studded lineup at NYC's Taste of France

executive chef at La Mangeoire; and Claude Godard, executive chef at Madison Bistro. In addition to the chef demos, there were tastings offered of French regional dishes, as well as a butter sculpture presented by Lactalis.

Minton’s Meets Tuscan Wines In Parsons’ New Harlem Club Scoop says that Dick Parsons may be the world’s only person to own a Tuscan vineyard and a restaurant and jazz supper club in Harlem. “My passions are wine, food and music and it all came together,” the ex-chairman of Citigroup and former chairman and chief executive of Time Warner. The Cecil is scheduled to open this month featuring chef/partner Alexander Smalls’ Afro-Asian-American brasserie. The idea, Parsons said, is to integrate the culinary traditions of the African Diaspora, topped off with wines from the Tuscan vineyard. Parsons and Smalls also will open Minton’s, a revival of the famed jazz club, Mintons Playhouse, later this month. The supper club, at 206 W. 118th St. will have “Southern revival” – style food with a country twist. Pastry chef

Jenny Lee, who most recently worked in a similar role at Junoon in Chelsea, also is joining the team. Parsons, who grew up in Bedford Stuyvesant, has been a strong supporter of Harlem for decades and served as chairman of the Upper Manhattan Empowerment Zone in the mid-90s. “A lot of old musicians can’t get work anymore. They

Dick Parsons may be the world’s only person to own a Tuscan vineyard and a restaurant and jazz supper club in Harlem.

CONNECTICUT NEW YORK

NEW JERSEY

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• • • • • • • • • • • • • •

181 Marsh Hill Road 91 Brainard Road 566 Hamilton Avenue 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

are somewhat destitute but they can still play they are looking for gigs. Not handouts,” he said.

NYU’s Nestle Back With New Book Scoop notes that when it comes to diet, weight and food politics in the United States, cartoons often make the messages easier to swallow. Cartoons and comics can convey “complicated conceptual information at a glance and, if they are good, make it funny, pointed, sharp, ironic and sometimes even sarcastic,” says Marion Nestle, a longtime nutrition professor at New York University and veteran consumer advocate. Nestle shares more than 250 cartoons and comics in her new book, Eat, Drink, Vote: An Illustrated Guide to Food Politics, which was created in collaboration with The Cartoonist Group. For years, Nestle has hounded the food industry about its marketing strategies, which she detailed in her 2002 book, Food Politics. In 2006, she outlined how to grocery-shop for a healthful diet in What to Eat, and in 2012 she discussed the latest science on what causes people to be

• • • • • • • • • • • • • •

Orange, CT 06477 Hartford, CT 06114 Brooklyn, NY 11232 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

• • • • • • • • • • • • • •

Nestle shares more than 250 cartoons and comics in her new book, Eat, Drink, Vote: An Illustrated Guide to Food Politics. overweight in Why Calories Count, written with Malden Nesheim. Nestle believes the nation’s obesity problem is fostered by a food environment that encourages people to eat more often, in more places and in larger amounts that is good for a healthy weight. Says Nestle: “I want these cartoons to inspire readers to become active in food politics, personally and politically. You can buy food at farmers markets, go to grocery stores that sell healthier foods, support locally grown food and organic food, and support animal welfare. Vote with your fork, she says: “Even better, vote with your vote.”

203-795-9900 860-549-4000 718-768-0555 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 continued on next page

From Juicy ‘Meatballs’ To A Flatiron Tagine Dream Scoop wants you to try some “Meatballs” trivia. One, name the actor who got his start in a Canadian comedy by this name; and two, how many restaurants does “Nicky Meatballs” have in the planning stages for the Upper West Side? The answer to the first question is Bill Murray. The second? One. Chef Nick Mormando of the UWS staple on 71st Street off Columbus, Bello Giardino, is opening a second place 12 blocks north at 483 Amsterdam Ave., the former home of Good Enough To Eat. The new restaurant, which has yet

to be named, will be meatball themed, in keeping with Nicky Meatballs reputation as a champion meatball creator, which he has culled after winning various cook-offs and food competitions.

An 86-Year-Old’s Makeover Is Complete Scoop notes that Don Fraser has a long-playing record, something people listened to before everything went digital that was issued before Eddie Layton became the organist at Yankee Stadium and Madison Square Garden in the 1960s. the album describes Layton as the “tireless star of the exquisite Mermaid Room” in the Park Central Hotel. Mr. Fraser is the hotel’s general manager, and he has other keepsakes that convey its history. He knows it was home to the likes of Jackie Gleason and Eleanor Roosevelt. He knows too, that it was home to a radio station, WPCH (named for Park Central Hotel), but the station had a problem reaching listeners. The neon

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coffee and meeting rooms with newly exposed windows.

And he has old menus from the hotel’s restaurant. One from October 1960 lists “main lobster cocktail: for $1.75 and a room service charge of 35 cents a person.

sign of the roof interfered with the broadcast antenna. And he has old menus from the hotel’s restaurant. One from October 1960 lists “main lobster cocktail: for $1.75 and a room service charge of 35 cents a person. All of this came up because the hotel, on Seventh Avenue at 55th Street, has undergone a top-to-bottom renovation that he said was sensitive to the hotels long life. “We’ve been keeping to the historical footprint, with a spin, which is exciting,” Mr. Fraser said. The hotel’s new look is the work of Jeffrey Beers International, an architecture and design firm. The renovation put the front desk front and center, which was possible because the lobby was shortened. A new restaurant occupies a two-level space that had been broken up years ago, so the restaurant has a high ceiling with a mezzanine. That is reminiscent of the Mermaid Room, a onetime fixture at the Park Central that operated as a restaurant until about 9:30pm and as a nightclub until closing time. The renovation did not bring back the Mermaid Room’s most noticeable feature, the mermaids on the ceiling. In the 1950s they, or more precisely, their nakedness, prompted a complaint from Mrs. Roosevelt, who lived at the hotel from 1950 to 1953 and again in 1958. The hotel’s response to her grievance was a cover-up. It gave the mermaids brassieres made from fishing nets. The hotel has a new “grab and go” café serving sandwiches and

Pepsi Wins Battle In Cola Wars: $21 Million CUNY Deal Scoop sees that the City University of New York, no stranger to campus skirmishes has now taken a stance in the cola wars: “no Coke, Pepsi.” Amid a campaign to persuade university administrators to ban Coca-Cola products, CUNY has given Coke’s main rival, Pepsi- Cola, the exclusive right to distribute nonalcoholic beverages on all 24 of its campuses. “The contract, CUNY’s first system wide deal with a beverage company, calls for Pepsi to pay about $21 million over 10 years,” said Michael Arena, a spokesman for the university. “Almost all of that money will be shared with each of the schools, based on consumption on its campus,” added Arena. But about $300,000 will go toward athletic events, and an additional $200,000 toward sustainability initiatives, he added. Coca-Cola’s presence on college campuses, including some of the CUNY schools, has been a contentious issue for several years. In 2005, New York University banned Coke products from its campus for four years after students protested because of reports of the company’s complicity in the murder of union leaders in Columbia. Citing that episode and complaints of discrimination by people who worked for the company in New York City, an anti-coke campaign based in Brooklyn, the Campaign to Stop Killer Coke, pressed CUNY officials to take similar action. A few campuses, including CUNY’s law school in Queens, banned

Coke. The student senate at Brooklyn College passed a resolution to ban Coke there, said David J. Rosenberg, the president of the student government on that campus. “The real drive behind that

it’s been a construction eyesore for years. The sidewalks can be quiet after dark, thanks to the mess and to stores that close up early. Now, the Quin is about to launch a ground-floor corner restaurant called The Wayfare helmed by Esquared’s Jimmy Haber and powerhouse father-and-son Michael and Alan Stillman. At the Viceroy, meanwhile, Gerber Group and Landmarc chef Marc Murphy will open Kingside in late October.

Amid a campaign to persuade university administrators to ban

The super-luxury 210-room Park Hyatt in Extell’s One57 condo tower is to open in 2014.

Coca-Cola products, CUNY has given Coke’s main rival, Pepsi- Cola, the exclusive right to distribute nonalcoholic beverages on all 24 of its campuses.

resolution was that we don’t do business with corporations that have issues with human rights and workers,” Mr. Rosenberg said. Coke was paying Brooklyn College $60,000 a year through three years of a five-year contract, he said, but that deal was superseded with the new Pepsi contract.

Trio Of Hotels Set For Manhattan Scoop hears that three new hotels will soon add about 650 high-end rooms to West 57th Street. And all are expected to pump new pedestrian life into the block, thanks to glamorous new restaurants, at least two of them at sidewalk level. The 208-room Quinn, on the former Buckingham site at the Sixth Avenue northwest corner, is set to open this month. The 240-room Viceroy at 120 W. 57th St. is a few days off. And the super-luxury 210-room Park Hyatt in Extell’s One57 condo tower is to open in 2014. The long block is home to such landmarks as Carnegie Hall, the Russian Tea Room and Steinway Hall and to three other hotels, the Parker Meridien, Hilton Club and Salisbury. But 51 • October 2013 • Total Food Service • www.totalfood.com

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// EVENTS

METRO NEW YORK'S FOODSERVICE EVENT COVERAGE

2013 Tri-State Food Expo Keynote Speaker John Moore Announced Branding Expert and Marketing Mastermind From Starbucks and Whole Foods

ow did your business get started? That’s an interesting question. I’m a twin and my mom and my sister, my twin, would always drag me around to shopping malls on an ongoing basis. At the time, I hated it. I hated being dragged around. I just didn't like it at all. But I got a better understanding about what makes a captivating experience for a consumer. That kind of seeped into me at a very early age. I've always been attracted to how a store or a restaurant can deliver a better experience. Now, here’s the second part. My mom was a school teacher and she could cut out letters from craft paper. And, what that meant was that all the reports her children did would have this dazzling cover. That cover told me that impressions matter. And so by knowing that impressions matter, and being dragged around to customer touch points, to delivering what a retailer does, that all got me on the path of saying that there is something special about being a consumer. So where did you go from there? I began to realize that if you want to make cataclysmic changes – look at Sears and K-Mart – you have to be tethered to the enduring culture. The cultural aspect wasn’t there, the culture that said, ‘We have to exude this.’ I believe you need to have the soul

of a merchant. They didn’t. It was all about a financial plan. Any time you make it about trying to make money, you don't make meaning. And that is a receipt for failure. That's crucial to what you're ging to bring to the floor. And everything revolves around marketing. What’s your definition of marketing? Marketing I define as anything that communicates something about, well, anything! And that goes to all customer touch points. And branding is the biggest part of that. Branding, to me, is what it is that you stand for. What is your point of difference? What makes you better? A brand is the final destination, the final resting place of a successful sales and marketing program. Because what a brand does is ‘decommodotize’ your product. What do you mean by that? That's the beauty of it. We all have our own different twists on it, but it’s all about the same thing. It is carving out your own special place that explains why a brand, why a business, deserves to exist. So what brought you to Whole Foods? After spending 8, 9 years at Starbucks I was wanting to try something new, wanting to see if I actually knew some of the things I was talking about. Let's say, well, I can't say tired, but I had ba-

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and I had heard about this company, Starbucks, and that was the absolute best experience I could have ever had. It gave me the perspective of being behind the counter, knowing and caring, and understanding the brand at the fundamental level of delivering a great cup of coffee to deliver a great experience to a consumer. But they found they couldn't control all of their activities out of headquarters, so they started hiring folks in the field. So I got hired on by the owner’s own marketing director to be a marketing specialist. It was trial by fire because my territories were Texas, Georgia, Florida, and DC to North Carolina. And I was responsible for writing marketing plans to open up new stores. And so I was busy as heck. Loved it though and me being a 25-year-old young energetic person. Loved it.

Branding Expert and Marketing Mastermind, John Moore is set to be the Keynote Speaker at the Tri-State Food Expo

sically learned a lot of the things that I could possibly learn, being a marketer there. And it was time to move on. Tell us about your experience at Starbucks. I was in middle management there. I was a retail marketer for many, many years. I was back in college in Dallas; I needed a part time job, so I became a barista. Basically, they were coming to Dallas and I needed a part-time job

What happened next? My boss got hired on at corporate to basically lead marketing at Starbuck's. And she needed people there that she could trust. So she brought me up there. And for a period of time, I was their field marketing integration manager, which basically meant I was the communication and planning liaison between corporate and all the field teams. And then back up the chain, field teams up to corporate. The beauty of that was, I got to touch every single program that was going on in the states, as well as Canada because I was personally responsible for being in the know. So that was great. That company had a great culture. And I believe the pulse of that company, any company which has a strong culture, becomes a cult. Leaving that cult was difficult, but Whole Foods approached me, brought me back to Texas, and it

worked, because as a teenager, I experienced shopping there and loved what they did. They were building their whole corporate staff – I say ‘corporate,’ but nothing they did was corporate! When you say anything but corporate, how do you define that? Starbucks was a top-down company. Meaning, they wanted to control their customer experience. So that the person having a Starbucks latte in San Diego would have the exact same latte – the same look and feel as someone in Seattle, Dallas, Miami, or in DC. So, they controlled the store activities. Whole Foods is the exact opposite. They give tremendous autonomy to the region, as well as to the stores. And so theirs is so much more bottom up.

Don’t follow branding strategies. Which sounds counterintuitive coming from a marketer. But I say, don't worry about being a great brand. Worry about being a great business.

So, they are based upon libertarian practices – maximum freedom, minimum government. So my job at Whole Foods was to take some of the activities happening within the region, and scale them up to go national. How did your experience at Starbucks shape your experience at Whole Foods? What Howard Schultz used to say a lot is something that was ingrained in my

mind while I was there at Starbuck's. He talked about how the company's biggest challenge was to get big, but stay small. And I think that's the challenge for any big company. And that’s what I try to remember and I’ll be talking about at my speech in New Jersey the bigness of smallness. I share eight rules on how a small business can look bigger. And conversely, those same rules talk or those same rules help to guide a big business on how to get smaller. It’s all based upon something that I call a growth paradox, which simply states that the smaller you are, the bigger you must look. But the bigger you are, the smaller you must get. You're running a small diner, a small restaurant. What do you do? What are the steps? Don’t follow branding strategies. Which sounds counter-intuitive coming from a marketer. But I say, don't worry about being a great brand. Worry about being a great business. What the difference is, if you intend to be a great brand, you're going to forget about being a viable business. Because you're going to start thinking about everything on the outside. I want people to go inside out, to create a great business. To go inside out, meaning, build your business as a profitable business. Build your business so that you're going to treat your employees unbelievably well. Build your business so you're going to deliver customer experiences that are ungodly great. And basically it boils down to, if you can build a business that makes a profit, which makes your employees happy and makes your customers happy, you don't have to worry about branding. Branding is a by-product to go with those three things. This sounds almost too easy. But it’s getting personal with your employees. And it’s setting it up so that you can treat your employees so well, they don't leave you. It goes beyond pay but finding ways to provide them better benefits. If you're dealing with low-wage employees, probably some of them will have a hard time getting to and from work.

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Potentially, you might be able to give them a perk, as far as find them a way to have a car service. Or, to make sure they can get a ride to work and a ride home. It’s treating your employees like they're family, as opposed to treating your employees like they're pawns in the game. Because if you're going to jazz your employees, they're going to jazz your customers. It all starts with the culture. What would you say to the fast food companies whose employees were picketing a couple weeks ago for $15 an hour? Keep people happy now rather than having to be forced to do it. Let them actually participate in building the culture. What is this ‘brand autopsy’? I try to dissect all things marketingrelated. This all began about 2000 or so, when all the dot coms were dying. A buddy, back at Starbucks, and me

we're wondering, why are all of these businesses dying? We should do a brand autopsy. Then, when I was at Whole Foods, I started a blog under the name ‘Brand Autopsy,' because the blog was dissecting all things marketing-related. People started to understand me. And say, oh he's the guy from Brand Autopsy. Suggest one thing that would help a restaurant move forward. If it’s a business that got started over 20 years ago, talk to the oldest employee or talk to the founder. Ask that person, why did you begin the business? What was it? What had you so passionate? I think too many businesses lose sight of why their business began. But the beautiful thing is if you're just starting, you have an easier time knowing what the story is, because it's coming from you. Ask yourself this: “If you didn't exist tomorrow, who would care?”

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// EYE

METRO NEW YORK'S FOODSERVICE EVENT COVERAGE

MAFSI Golf and Awards Dinner Metro New York's equipment and supply representative community who compete on a daily basis took a break from their daily battles on the street to honor a trio of industry leaders.

udos to MAFSI for finding a true gem in Rock Springs Golf to host their annual MAFSI Golf and Awards Dinner. MAFSI's Metro New York Chapter honored Manhattan's Roger and Sons as its dealer of the year. Gary Jacobs and Bob Doland of Jacobs Doland Beer were honored with the reps' industry

Person(s) of the Year. MAFSI'S Lifetime Achievement Award was presented to the legendary Joe Lehr of Glissen Chemical. "The golf and the dinner were a BIG success," noted the tournament's cochair Frank Doyle of TD Marketing. "It was a great opportunity for reps and factories to have a great day of golf and to recognize some of the industry's tru-

ly special professionals. The event marked the culmination of hard work by Doyle and his tournament committee for their considerable time invested to research venues, dates and facility coordination. Doyle's golf committee was co-chaired by Jon Bowerman of Performance and Pecinka

(L to R) RPI Industry's PJ Gavin congragulated Marty Friedman of M. Tucker on his upcoming retirement

continued on page 77

(L to R) Industry Professionals of the year Gary Jacobs (2nd-L) and Robert Doland (2nd-R) display their awards with MAFSI's Rob McKeown (L) and Ed Pecinka (R)

(L to R) Glissen's Joe Lehr (3rd-L) was humbled with Mafsi's Lifetime acheivement award. He shared it with his wife Bobbi (2nd-R) and Tom Vajcovec of GMV Marketing (L), KC Marketing's Casey Courneen and Rob McKeown of Lehr McKeown

(L to R) IHMRS show chief Phil Robinson, Ed Yuter of Tri-State Marketing and Culinary Depot's Michael Lichter

(L to R) Sam Tell and Son's Peter Caro and Larry Cantamessa of PBAC were among a bevy of gifted golfers

(L to R) Roger and Son's Carl and Anthony Saitta and Joe Cirone won top dealer of the year honors

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(L to R) Restaurant Depot's Larry Cohen with Mr and Mrs Jerry Cohen all came to fete Glissen's Joe Lehr

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// NEWS

PARTNERSHIPS

IHMRS Teams With ‘Clean The World’ For Charity The International Hotel, Motel + Restaurant Show® (IHMRS) has announced a partnership with Clean the World to produce a One Project building event during the 98th IHMRS, November 10-12, 2013 at the Jacob K. Javits Convention Center in New York City.

he objective is to assemble 10,000 One Project hygiene kits over three days with the assistance of IHMRS visitors. Clean the World collects, recycles and distributes soap and shampoo products discarded by the hospitality industry. Most hotels discard slightly used soap and bottled amenities,

which often end up in already overcrowded landfills. By shipping discarded amenities to Clean the World, hotels reduce waste management costs and help save lives while being environmentally responsible. The soap products are then put through a strict sanitation process at Clean the World’s Soap Recycling Plant before

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being redistributed. “Hygiene-related illnesses such as pneumonia and diarrheal disease kill about 9,000 children a day,” said Shawn Seipler, founder and executive director of Clean the World. “We can reduce those deaths by up to 65% if we give them soap and proper education on how and when to use the soap.

Clean the World works with around 2,000 hotels across North America to collect and recycle discarded soap and bottled amenities. We then send soap to children and families all over the world.” Through the One Project, Clean the World, in partnership with Sysco Guest Supply, will coordinate and facilitate the delivery of assembled kits to designated local New York area charities after IHMRS. The hygiene kits contain 9 life-saving items including soap, shampoo, conditioner, toothbrush, toothpaste, disposable razor, washcloth, and lotion. IHMRS will create a One Project Kit assembly center on the Show’s exhibit floor and invite all visitors to assist in the production effort. "We are delight-

continued on page 62

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IHMRS, from page 60 ed to have Clean the World at this year's IHMRS, and know that the opportunity to participate directly in One Project will resonate with our audience,” said Phil Robinson, IHMRS Show Director. The 98th annual International Hotel, Motel + Restaurant Show will run Saturday, November 9, through Tuesday, November 12, 2013, at New York City’s Jacob K. Javits Convention Center. Following a full day of conference and networking activities on Saturday, November 9, the IHMRS will feature three full days of exhibits from Sunday, November 10, through Tuesday, November 12. The market will present nearly 700 exhibitors and attract nearly 18,000 industry professionals. It is co-located with the 4th annual Boutique Design New York (BDNY), which will run Sunday, November 10 through Monday, November 11, presenting 400 interior product manufacturers and attracting more than 5,000 hospitality designers,

architects and purchasing executives. BDNY will feature two full days of expert panel presentations and interactive workshops.  IHMRS is sponsored by the American Hotel & Lodging Association (AH&LA), the Hotel Association of New York City, Inc. (HANYC), and the New York State Hospitality & Tourism Association (NYSH&TA), and is managed by Hospitality Media Group (HMG). Additional information is available online, at www.ihmrs.com. Clean the World Foundation Inc. is a social enterprise with the mission of saving millions of lives around the globe. Since 2009, Clean the World has distributed more than 14 million bars of soap in nearly 70 countries. Through the "ONE Project," Clean the World provides hygiene kits to the homeless and families in transition throughout North America.

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// NEWS

FOODSERVICE

Queens Based Food Authority Brings Fresh Solutions To East Coast Food Service Operators It’s probably been a while since you’ve been served a hot (or cold) meal on an airplane. But before meal service came down from the clouds, an enterprising young in-flight executive, Bob Fitzsimmons, decided to take what he knew and apply it to foodservice on the ground.

e called his new business Air Stream Foods, and he began supplying the actual meat and potatoes served on planes. At the same time the company also developed a smaller business selling to restaurants, and that’s where his son, Bob Fitzsimmons, CEO, and NewYork-based Food Authority, come in. Originally founded in 1977, Food Authority today provides customers with more than 5,000 products ranging from fresh produce to dairy to multi-unit paper goods. Now in its second generation, the family-owned business provides sustainable products and locally sourced fruits and vegetables to some of the nation’s top restaurant chains, businesses and institutions. Food Authority works with environmentally friendly farmers in New York and New Jersey who provide food to small, independent eateries up to large restaurant chains. Proud of its reputation as a familyowned business for the past 35 years, Food Authority has 85 trucks on the road every day and 300 employees. And what sets it apart, company executives believe, is the relationships that

make their business flourish. “We've grown this company from the inside out,” says Fitzsimmons, who explains that Food Authority does not use sales reps, all business is done through referrals. “Good old fashioned blood, sweat, and tears. And it has paid dividends. And because of that, we go to bed at night knowing our business is our business, not sales reps running the ship.” Fitzsimmons says the company is built on relationships. “When customers call here, they're talking to me. They're absolutely speaking to the owners, or they're speaking to the same guys that they've been speaking to for the last 15, 20, or 25 years. I mean, that's the way we run this

We are always looking for strategies that enable us to be more efficient and at the same time make us a better neighbor.

Food Authority Chief Bob Fitzsimmons' vision has enabled the firm to carve out a unique niché.

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place.” The company also has a program, called Local Priority, where Food Authority employees go out and promote locally grown produce, in a 100-mile radius from its headquarters on Long Island. “We say to a farmer, look, if you plant X amount of acres for me of X amount of product, when that product is harvested, Food Authority will in fact buy it and we'll distribute that

product to our restaurants, which we make sure that product is planted for them, harvested for them, and delivered to them under the farmer’s name. And we'll make sure that farmer is responsible for growing it and packing it for you and that product is exclusively yours. “ Fitzsimmons swears that the food produced by these farmers is different. “One thousand percent of the people who buy the tomatoes grown in Long Island have a very unique and distinctive taste. I believe it has a lot to do just purely with the fact that it's freshly grown. I mean, you're picking it and you're eating it. It's like when you grow something in your backyard. How can that not taste superior?” Growing food locally for distribution is very much the way the foodservice business is going, according to Fitzsimmons. “People just want the

freshest ingredients now, where it only used to happen in certain restaurants. In kids' summer camps, salad bars everywhere. Studies have shown that more than 7 out of 10 consumers said they would be more likely to visit a restaurant that offers menu items grown close to home. They want the good stuff.” Customers are more knowledgeable today. “They're just savvy on all levels now and eating healthy is top of the list,” he says. What lies ahead? “We've worked hard to become a trusted, valued supplier with customers such as Chipotle Mexican Grill or Pret a Manger or Le Pain Quotidien, customers with brand recognition. These are trusted partners of ours,” says Fitzsimmons. “It speaks volumes for us as distributors.”

BOOTH #823

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// NEWS

REPRESENTATION

Montague Announces New Representation in Metro NYC The Montague Company, a leading producer of world-class cooking equipment has appointed William Dolan and Michael Poulos of monobloc as the company’s new manufacturer representatives covering New York, Northern New Jersey, Western Pennsylvania, Washington DC, Maryland, Virginia, Southeast West Virginia, and Delaware (Sussex County).

he announcement was made by Montague Vice President of Sales and Marketing, Gary Rupp. With over 60 years of combined industry experience, Dolan and Poulos bring a wealth of knowledge to this new venture. Both men have extensive experience in the design and installation of kitchens that provide chefs with equipment that’s efficient, reliable and performs to their demanding expectations. Bill Dolan has overseen projects ranging from historic White House and Greenbrier Resort installations to cutting edge kitchens for some of the country’s top chefs. An experienced trainer, Dolan initiated and built the industry’s premier test and training kitchen, and spearheaded the use of interactive product cutaways to facilitate product comparison and showcase brand benefits. Michael Poulos brings with him a diverse background in the front- and back-of-the-house operations, and has worked with Michelin-starred chefs across America. He is proficient in cooking execution and processes that are crucial to solving chefs’ exacting needs and requirements of kitchen

“We are confident that Bill and Michael will add a great dimension to the Montague team." space. “We are confident that Bill and Michael will add a great dimension to the Montague team” stated Gary Rupp. “They will help us increase our presence in the DC and Metro New York areas and help drive sales to a diverse group of chefs and operators.” The Montague Company is a leading producer of high-quality, heavyduty cooking equipment in the foodservice industry. For more information, please contact The Montague Company at 800-345-1830 or www. montaguecompany.com.

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Chefcetera, from page 25 is warm, bright and open. Deceptively large and inviting. No restaurant designers were called upon. Thank God my best friend is a carpenter. How did you meet and attract Chef Paul DiMaria? What does he bring to the table for Walrus + Carpenter? We met through a friend of a friend. He was attracted by the concept, location, and my charming personality (his words). Paul is extremely passionate about food. He came with an impressive background and an excitement to bring something new to the table. What‘s your line-up for equipment in the BOH? And tell us about your custom-built Smoker? Pretty basic. A lot of equipment acquired from the previous restaurant at this location. We added a holding cabinet, electric smoker, and a much needed Robot Coupe. As for the smok-

er, our boiler maintenance man, Mike Savage (a Bridgeport resident), offered to fabricate a smoker from a 500 gallon propane tank to our pit master Ben McCrea’s specifications. She’s a thing of beauty. A reverse flow system accentuated with two exhaust pipes and an old wood-burning stove. Offer any private dining events, brunch and special events? We offer brunch Friday through Sunday. Brunch should not be one day a week. We are currently renovating a private dining area the main purpose of which will be to host beer, wine, and spirit dinners. The first will be a hard cider dinner the end of September. Are you using any locally sourced CT or NY produce farms or meat purveyors? We are constantly growing our relationships with local farmers. Chef Paul

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is very passionate about the food being seasonal and local. Do you have an in-house Pastry Chef for dessert offerings? Our in-house Pastry Chef is Maggie Lyon whom Chef Paul had recommended we bring on as Sous Chef before we opened the doors of W+C. Her desserts are one of the biggest hits at the restaurant and she’s constantly evolving the offerings. Most recently people are going nuts over her deep fried blueberry pie. Your wine menu is somewhat limited, but your craft beer and bourbon list is quite extensive. What was the thinking behind your wine, beer and spirits offerings? I’m a strong believer of when in Rome… That is to say that when I go to an Italian restaurant, I opt for an Italian wine. If I’m in Germany, I drink German beer.

W+C is a uniquely American concept. Slow smoked meats and southern inspired cuisine. Hence, an all-American beverage program. It’s fun to break people out of the norm of drinking Grey Goose and Jameson. There is so much that this country has to offer in the way of spirits and beer. Not to mention wine, which we have begun to expand our offerings. A nice Pinot Gris from Four Graces in Oregon is a wonderful change of pace from Italian Pinot Grigio. Do you see another Walrus + Carpenter location in the future? I do not see another Walrus + Carpenter in the future. That is not to say I don’t see other restaurants from this great team we have put together, but there should only ever be one W+C. That is part of what makes this experience special.

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// MIXOLOGY

WITH WARREN BOBROW

Metro New York Mixology If there were one drink that stands out over most when the weather starts getting cooler it would have to be the hot toddy.

he hot toddy dates back to the Colonial period when beleaguered soldiers would add a portion of hot liquid to their daily ration of alcoholic refreshment. In my research I found that the hot toddy might have been first used in India that makes sense because heat is part of the Vedic method of healing through the application of warm liquids taken internally. The application of alcohol would not have been too far off because the liquor we know today as rum, distilled from sugar cane was first discovered in India! With Vedic methods of healing the application of rum to the heating method of using hot liquids for healing, would not be too far of a stretch! Hot toddy drinks for healing made their way around the globe anywhere that sailors plied the seas. Even in warm climates, time spent below decks on a sailing vessel was a clammy, damp and bone-chilling world without much light or fresh air. A hand-held relaxant known as the hot toddy would go a long way towards deeply warming the imbiber’s deepest chill. If the afflicted individual was suffering from a fever the application of intoxicants along with a dose of hot tea and a slug of dark molasses based

with a slug or two of dark rum in a mug filled with strong British tea for warming. The honey was for sweetening, the ginger for settling the stomach and the rum; well you know what rum is for! That lovely buzz that just says BZZZZZZZZ. Two lovely hot toddy cocktails for maximum warming. As I said above, a sailor must have a couple things on board his yacht at all times. Good rum or whisky, strong tea, ginger syrup, boiling water… All are important to healing what ails ye! I love naming my hot toddy cocktails after sea-faring folks. The first, made with bourbon whiskey is simply named the Kentuckian Sailor. Anyone who knows geography would know that Kentucky is landlocked in this pun on the word sailor, this toddy is more than strong enough to take a landlubber and give him sea legs.

The Kentuckian Sailor Toddy 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

sweetener heals by warming the insides in more ways than one. Back in the 80’s and 90’s I spent much time on a yacht moored down in the British Virgin Islands that belonged to my family. She was a sleek vessel and even when standing still she still exuded speed and comfort while far out at sea. Sailing her from New England, across the Bermudian straits, down to the Bahamas and then finally out to the British Virgin Islands was never a pleasurable trip. Honey and ginger syrup would be administered along

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Ingredients • 2 oz. Four Roses Yellow Label Bourbon Whiskey • .50 oz. fresh lime juice (must be freshly squeezed) • .25 oz. fresh lemon juice (also must be freshly squeezed) • 4 oz. hot English Breakfast Tea • .25 ginger syrup • .25 molasses (for sweetening) • Freshly scraped nutmeg Preparation 1. Prepare your tea and add it to a preheated mug 2. Add the Bourbon, the fruit juices and the sweeteners with the ginger syrup 3. Stir to combine and scrape some fresh nutmeg over the top 4. Sip to comfort knowing that you will soon be warm. Inside and out!

The second hot toddy is based on a drink that I once enjoyed in Austria as a boy traveling with my family. Once you get out of the cities, good heat is hard to come by. Not that the country is backward, it’s just that most homes are heated by wood and the hotels are usually heated by systems that date back to the Middle Ages or so it seemed at the time. When drinks were enjoyed they contained large amounts of schnapps and also eau de vie. Both say warming through “fire water” and when combined with the fantastically thick, local hot chocolate, you’d be warmed through and through faster than it takes a Billy Goat to chase you away from his flock. And that’s really fast!

Austrian Hot Chocolate Toddy Ingredients • 6 oz. Steaming Hot Chocolate (The thicker the better!) • 4 oz. dark rum like Stroh from Austria (I know, rum from Austria? It’s good!) • 2 oz. pür•likör Spice Combine all the ingredients in two pre-heated mugs and sip to warmth!

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Fiorito, from page 34 • • • •

Doorways Parking lots Common areas Maintain Mats

• and

Runners

•

When it comes to mats and runners, attention to detail can reduce accidents. Select the appropriate mat based on location and performance needs. For example, a kitchen may require a different mat than an entranceway. Limit the difference in height between floor surfaces and mats to no more than ¼ to ½ an inch. Inspect mats and runners so they are not curled. Inspect regularly for deterioration or build-up of contaminants.

•

Pay attention to footwear A simple yet commonly overlooked aspect of your prevention program is requiring the use of proper footwear. Either provide or hold your employees accountable for wearing slip-resistant footwear. Features of footwear that should be taken into account include: • Tread design • Harness and shape of sole and heel • Abrasion, oil, chemical and heat resistance • Footwear that becomes damaged or worn out should be replaced immediately. Learning To "Walk" Again Walking is an activity that most of us do not put any thought into, however adjusting how you walk in certain situations and being cognizant of your surroundings can prevent injuries. Some useful tips include: • Avoid "distracted walking", including walking while texting or emailing. • Turn sideways and take short steps when walking on slopes. • Shorten your stride when hazards are present or when walking on

slippery surfaces. Point your toes slightly to the sides I.E. "the penguin walk". If possible, keep your hands free for better balance. Turn slightly towards the wall on stairs and use the handrail.

Detailed incident reporting If an accident does occur in spite of your best efforts, an immediate response is necessary. Document exactly what occurred, including who was involved and where, why and how it happened. Learning the details of an incident is useful for detecting trends and it can be used to put measures into place to prevent recurrences. Additionally, taking a detailed account of the accident will reduce the likelihood of fraud, which can save you and your business additional dollars and headaches. Slips, trips and falls are a serious issue that can cause substantial financial damage to your company. Effective inspection, maintenance and housekeeping policies and procedures are critical elements of prevention. Embedding safety training and education efforts into your culture, setting a positive example and holding employees accountable can make a significant impact. Speak with your advisor about how to engage a Risk Services expert in assessing your risk and helping you implement best practices. 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

RESTAURANTS

Iconic, Legendary Garden City Hotel Debuts New Polo Steakhouse Fall 2013 Polo Steakhouse will make its debut this Fall at the iconic and historic Garden City Hotel, celebrating its 140th-year anniversary in 2014. Polo, a quintessential American steakhouse, will be a benchmark for steakhouses on Long Island, serving classic, hand-selected, premium-quality steak and freshly caught seafood for discerning hotel guests and the surrounding residential and business community.

olo Steakhouse will offer signature dishes, such as a signature 28-day, dry-aged prime grade Bone In Filet Mignon, Porterhouse for two, Bone In Rib Eye, Kansas City strip steak as well as center-cut Filet Mignon, Steak

Au Poivre, Colorado lamb chops and smoked long bone Berkshire pork chop. Specialty dishes will include grilled Swordfish, Scottish salmon and classic Steak Diane prepared tableside. Entrees will be complemented by a variety of a la carte starters, salads,

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side orders and a raw bar. “The key to hand-picking the best steak is partnering with the region’s top purveyors and knowing the breed of cattle, how they are raised and what they are fed,” comments Polo Steakhouse’s (and The Garden City Hotel’s)

Executive Chef, Michael Mandato, who has worked with such top chefs as Jean-Georges Vongerichten at New York’s Brandywine Restaurant, and has cooked throughout the world, even for such notables as the Queen of England and the Duke of Edinburgh. The 120-seat Polo Steakhouse will serve weekday lunches and daily dinners in both the main dining room and the Wine Room, a private space for special events and celebrations for up to 50 guests. The interior, imagined by Italian designer Marcello Pozzi, combines traditional steakhouse dining with modern luxury, characterized by hand-laid mahogany herringbone floors, deep cabernet textiles and cus-

continued on page 79

Mafsi, from page 58 Ferri's Ed Pecinka and assisted by Jason Butler of BSE Marketing and Mike Klatman of TD. The golf awards included a first ever presentation of fishing rods to the foursome with the worst score. MAFSI is a 63 year-old, professional trade association comprised of 270+ independent sales agencies and 220+ manufacturers of commercial foodservice equipment, supplies, tabletop and furniture. MAFSI represents over 2,000 sales and marketing professionals and manufacturing executives across North America and internationally who are a major force in the 10 billion dollar equipment, supply, tabletop and furniture segment of the foodservice industry. The organization's primary member is the factory sales’ representative agency whose role is to professionally market foodservice equipment, supplies, tabletop and furniture for their manufacturers, on a wholesale basis, and serve as the local factory branch office for the dealer and operator communities. Because of the interdependent relationship between manufacturers and representatives, MAFSI is also committed to the 800 manufacturers that serve our industry - 220+ of which are associate members of the association. Fundamental to manufacturers, of course, is to deliver their product to market in the most efficient and thorough method. More than 80% of the brand names the foodservice industry buys are marketed through MAFSI Reps. The group strongly believes that the independent representative is more closely in touch with market trends affecting dealers, consultants, service agents and end-users than any other segment in our industry’s various distribution channels. They truly are the windows to the marketplace. MAFSI reps spend their day calling on all facets of the industry with the purpose of lending their specific product knowledge and experience to the foodservice community. They work

directly with the local foodservice dealers and distributors, service agencies, and end-user operators as the product specialist and consultative sales agent. "The MAFSI rep is a specialist that the dealer and consultant rely upon as they execute their work," added chapter president Rob McKeown. "We support both – we replace neither Representatives who also advocate customer issues with their manufacturers and dealers to ensure that the operator is receiving exactly what they are demanding." MAFSI reps typically employ 3 to 4 field representatives, 2 to 3 inside customer service people and often have showrooms and test kitchens to assist customers in project planning. It is not uncommon for MAFSI reps to also have on staff chefs to assist the customers´ culinary team with menu planning and preparation and cooking procedures unique to specialized equipment such as blast chillers and combi ovens. MAFSI members’ broad range of services are available to customers at no expense. Our members’ field reps, their customer service staff, their facilities and their years of specialized experience are available to customers at no charge because they are paid by the manufacturers. Over 80% of foodservice manufacturers utilize the professional sales and marketing services of independent manufacturers’ representatives. Manufacturers have found that hiring independent, commission based, sales professionals provide better results for themselves and their customers.

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Garden City, from page 76 tom-made Italian furniture, including leather sofas with red piping. “Polo Steakhouse will honor the tradition of great steakhouses and will be a defining addition to a new era of our hotel’s history. We are putting forth a modern classic,” says Garden City Hotel General Manager Grady Colin. “Expect a sophisticated yet approachable restaurant experience with superlative steaks, seafood and a few surprisescomplemented by the attentive and gracious service expected of our iconic property.” When the new restaurant opens, Rein, the hotel’s current restaurant, will be renamed Polo Lounge to serve breakfast and a light menu throughout the day, followed by cocktails and evening entertainment. Since 1874, The Garden City Hotel has welcomed guests with spacious guest rooms, luxurious suites and

genuine hospitality. Their historic Long Island hotel has been a preferred destination of dignitaries and celebrities including the Kennedys, Sarah Palin, the cast of Sex and The City as well as business travelers, New York locals and visitors from around the globe. From post-Civil War beginnings to our present-day grandeur, The Garden City Hotel has proudly hosted the city's finest meetings and special events. Their award-winning service is enhanced by timeless elegance and modern comforts including a state-ofthe-art Health and Fitness Center, a highly acclaimed restaurant, versatile function space and much more.

Polo Steakhouse will make its debut this Fall at the iconic and historic Garden City Hotel (pictured above), celebrating its 140th-year anniversary in 2014

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// RESTAURANT MARKETING

WITH OLA AYENI

Think You Need GrubHub? Think Again!

rubHub may sound like a good idea for your restaurant – they promise exposure to hungry customers that you may not reach otherwise. And it’s free to list your restaurant on the GrubHub site. Just remember, nothing is free – you are charged on average 15.5% per order that GrubHub brings to you (some people are paying 25 % per order). In Chicago where GrubHub headquarters is located I was trying to help a popular pizzeria get off losing over $22,000 to GrubHub. Wouldn’t you like to Keep that 15.5% - 25% in your own pocket! With a little extra work you can reach those hungry customers yourself, and turn them into repeat customers. Here’s your strategy to accomplish this: drive customers directly to your website (bypass GrubHub), and once they’re on your site, capture their email addresses so you can continue to build the relationship. There are companies like imenu.com, (lets add 2 other ones) that will sell you simple applications that you can use online and do these things yourself. Here are four easy ways to drive customers directly to your restaurant website: Offer a deal for people to order their next meal directly from your website. Promote the deal on your website, on the backs of receipts, on your carryout menu, and on any direct mail pieces you send out. List your restaurant on Google Places (now Google + local). According to

Ola Ayeni,

Founder of Dining Dialog & myeateria.com ola@myeateria.com

Google, 97% of consumers search online for local businesses. Google Places is free, and allows you to add photos, post your hours, address and even videos. Google Places helps ensure customers can find you when they type in your name or do a general food search. Take the time to add your restaurant website to relevant directories. This only takes a few minutes, and is one of the ways tech-savvy customers are finding local businesses. Make sure you include all relevant details when you list your restaurant – the more information to help customers choose you the better. Your restaurant should be listed on Urbanspoon, Zagat, Yelp

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Menupages.com and Opentable.com. Encourage and promote customer reviews. Ask customers to post positive reviews of your restaurant (you may want to provide an incentive for this, such as a free appetizer or dessert on the next visit). Reviews on sites such as Yelp link back to your website. Think people aren’t reading online restaurant reviews? Think again – 89% of consumers say they research a restaurant online before dining there. Looking at menus and other restaurant information is most common among consumers age 25-45. Hook this audience with a positive review and they’ll be sure to visit your website to check you out!

Once customers are on your website, always place a box with some sort of an incentive for people to add their email address, name, last name even birthday (without year). Most people will not give you their year anyway. At least their email addresses! Encourage first time visitors to order online with a deal they can’t resist. Buy now and get 25% off your next order. While they order, they have to provide some personal information like email addresses. That is a great way to invite them back. You should also have a simple form on your site to collect email addresses as I mentioned before. Ask customers to sign up to receive future deals, advance notice of events you are hosting, birthday coupons, etc. GrubHub claims that 91% of its diners tried out a new restaurant. That’s great news, but your goal should be to turn those first time customers into loyal customers. Sending emails is one of the most effective ways to build loyalty. If you use GrubHub, you are not collecting email addresses. GrubHub collects the addresses, and does not share them with you. Take the time to capture new customers yourself, and your long-term goal of building loyalty will be reached. Ola Ayeni is the Chief Idea Officer at Dining Dialog and myeateria.com, through eateria restaurant, food and hospitality business owners can manage their email marketing, Facebook, twitter, and text messages all in one place saving time and money while also using its unique coupon and gift certificate validation system which prevents reprints of offers. Sign up for a free trial account at myeateria.com/pricing . For restaurant marketing tips, visit our eateria™blog at eateria.org/blog/.

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// EYE

METRO NEW YORK'S FOODSERVICE EVENT COVERAGE

Ace Endico's Annual Trade Show Once again Yankee Stadium played host to Ace Endico's annual trade show. An overflow audience enjoyed a special day of tasting and a trip down memory lane at the newest incarnation of the "House that Ruth Built."

hen selecting locations for our food show, we look to be different from the rest of the industry. We do not like the feel of a mas-

sive hall, we look for a location with character and personality." noted Ace Endico Vice President Laura Endico Verzullo. Our past location was a beautiful club on the water, which we loved. As

Left to Right: Ace Endico's Matt Hertzberg and William Endico with New York Yankees VP of Corporate Sales, Michael Tusiani along with Ace Endico's Laura Endico-Verzello and Michael John Endico

Admiration's Northeast Regional Sales Manager, Beverly Barcelona

Primo Crust Company's Elena and Kirtus Westhaver debuted healthy, all-natural artisan flatbreads

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Ace Endico has grown over the years, it just became too small to handle the volume of customers and vendors. After much discussion, we chose a location of prestige, and greatness - the "New" Yankee Stadium. What a venue.

Kontos' Warren Stoll and James Savas

Rosenfeld & Gigante Food Brokers' Joseph Gigante, Joseph Watson, and Jon Gigante debuted Italian-based DeCecco Pastas

In our eyes we chose a venue to be proud of. For Ace Endico, growth has come from presenting an array of new solutions for their diverse customer base throughout the year. Once again they brought that something special with a first ever Ace Endico appearance by Mr. October: Reggie Jackson. Once again show guests were treated to over 200 vendor booths offering special pricing, new and exciting food demonstrations. Yankee Stadium's Legends Hospitality chefs brought a bevy of new menu ideas. Ace Endico customers got the opportunity to be photographed with World Series Trophies and visits to the Dugout and Monument Park. The show also gave Ace Endico an opportunity to introduce the newest members of their lineup with the recent acquisitions of Farmers Pride and Cannillo. EYE visited with many local food and beverage regional managers including: Admiration's Beverly Barcelona, Heinz’s Mike Henneborn, and Craig Hayner, John Santangelo of Con Agra, Primo Crust's Kirtus Westhaver, Dan Martin of Lucky’s, Original Philly Cheesesteak's Brian Bauman, James Burkly of Hormel and the Unilever duo of Tracey Minor and Elizabeth Kirtland. Founded in 1982, by William A. Endico and Murray Hertzberg, Ace Endico is the largest distributor in Westchester and Putnam Counties servicing the tri-state area. Ace Endico’s state-of-the-art facility houses an all-encompassing inventory featuring dairy, produce, meats, seafood, fine imported specialty products, paper, canned goods and everything in between.

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Rutgers, from page 46

Noelle, from page 29

University Press. “Diners are cool in so many ways,’’ Genovese added. “There is something about that neon sign that beckons.’’ Genovese is not surprised Rutgers students wanted a diner. For people from New Jersey it’s a taste of home. And for students from out of state, it’s a hallmark of life in the state they want to experience. There are more diners than towns in New Jersey – about 600 Genovese said – and they are special, because unlike chain restaurants each one is different. The chefs working to launch the diner have the credentials and experience to turn it into something special. Emanuel studied at the Culinary Institute of America after graduating from Rutgers. He built an extensive resume in the food industry that included working with an expert at launching New Jersey diners before returning to his alma mater. The manager of the diner, Sebastian Nieto, studied in Argentina and worked in kitchens in Spain and Paris. He served as the university’s catering chef, chef to the university president and won a national dining services championship since coming to the university. Barry Squier, who will take on the role of chef at the diner, is the former chef-owner of the acclaimed and Zagat-rated Giraffe restaurant in Basking Ridge. Even before opening its doors, Henry’s created a stir on campus. Several people walked in on a recent afternoon in hopes of being the first to get a taste as chefs tested the preparation of items on the menu. “Diners have this homey and friendly feeling about them,’’ said Nieto, the manager. “It’s a place in town where everyone gets together – they go to the diner, have breakfast and talk about things,’’ Nieto said. “The university is a community. There is no reason why it shouldn’t be the same here.’’

traction, and a negative guest experience. Attract the Locals In seasonal communities, the local population becomes the core of your customer base in the off-season. Cater to them and actively attract them to your restaurant. A good way to increase offseason sales is to offer locals discounts: deeply discounted wedding receptions, special weekday prix fixe menus and/ or corporate meetings and events. An ap-

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propriately engineered menu will allow you to do this without severely eroding your profit margin. It is important to curry favor with the locals, because their great experiences at your restaurant will turn them into your best marketing tool, as we wrote in our blog Attracting Customers. They are likely to recommend you to other locals in the off-season, as well as the in-season visitors who may not know about you. Maintaining a seasonal business has unique challenges beyond those faced

by other restaurants and food service operations. By properly planning ahead to ride out the slower season, which you know is coming, you will be able to make it through to the next busy season in good financial shape. Don’t know where to begin? 4Q Consulting can develop customized operational guidelines to help you grow your business. Email us today for a free business consultation at www.4qconsult.com.

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IHMRS, from page 14 Stonehill & Taylor (New York, NY): The Refinery Hotel (New York, NY)

Best Lobby — Luxury/Upscale Rottet Studio (Houston, TX): The James Royal Palm (Miami Beach, FL) TAL Studio (Las Vegas, NV): Hotel Jerome (Aspen, CO) HBA Design (Singapore): Four Seasons Hotel Guangzhou (Guangzhou, China)

J Banks Design (Hilton Head Island, SC): Hotel Castello di Casole (Casole D'elsa, Italy) BLINK Design Group Pvt Ltd (Bangkok, Thailand): Regent Phuket Cape Panwa (Phuket, Thailand) HKS (Dallas, TX): Mukul Resort (Rivas, Nicaragua) DPOVinteriors (Knoxville, TN): Club La Pension Resort, Bluegreen Vacations (New Orleans, LA)

Best Restaurant — Fine Dining Thomas Schoos Design (West Hollywood, CA): Herringbone Restaurant (La Jolla, CA) CORE (Washington, DC): minibar (Washington, DC) Thomas Schoos Design (West Hollywood, CA): Figue Restaurant (La Quinta, CA)

Best Spa Best Lobby — Midscale/Budget/ Focused Service HOK (Toronto, ON): Delta Ottawa City Centre (Ottawa, ON) Simeone Deary (Chicago, IL): Hilton Dallas Park Cities (Dallas, TX) Simeone Deary (Chicago, IL): Hilton Columbus Downtown (Columbus, OH)

Best Resort

Best Restaurant — Casual Dining Rottet Studio (Houston, TX): Florida Cookery at The James Royal Palm (Miami Beach, FL) Kinney Chan & Asscociates (Hong Kong): Café Bord de Mer (Hong Kong) Munge Leung (Toronto, ON): Weslodge (Toronto, ON) GrizForm Design Architects (Washington, DC): Farmers Fishers Bakers (Washington, DC)

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ICRAVE (New York, NY): BASK Spa by Exhale (Atlantic City, NJ) HBA (Singapore): Four Seasons Hotel Guangzhou (Guangzhou, China)

Best Suite The Gallery HBA London (London, UK): St Regis Rome (Rome, Italy) The Gallery HBA London (London, UK): The Alpina Gstaad (Gstaad, Switzerland)

Rockwell Group (New York, NY): W Singapore Sentosa Cove (Singapore) TonyChi and Associates (New York, NY): Rosewood London | Lord Chancellor's Suite (London, UK)

Judges So Cool Nikolas Weinstein Studios, Inc. (San Francisco, CA): Glass Sculpture for Courtyard by Marriott Hong Kong Sha Tin (Shanghai, China) Jeffrey Beers (New York, NY): Toy (New York, NY) Josh Held Design (New York, NY): Marquee New York Redesign (New York, NY) Judges for the 2013 Gold Key Awards were: Caroline Baumann (Director, Cooper-Hewitt, National Design Museum); Ong Chih Ching (Founder and CEO, KOP Group); Carlos Couturier (Managing Partner and Creative

Force, GRUPO HABITA); Ted Jacobs (VP of Global Design, W | Le Méridien | St. Regis | The Luxury Collection, Starwood Hotels & Resorts); Richard Millard (Chairman and CEO, Trust Hospitality); Priya Paul (Chairperson, Apeejay Surrendra Park Hotels); Ian Schrager (Founder and Chairman, Ian Schrager Company); Claus Sendlinger (Founder and CEO, Design Hotels AG); Petter A. Stordalen (Owner and CEO, Nordic Choice Hotels, The Thief Hotel, Home Invest, Home Capital and Home Properties); Larry Traxler (SVP — Global Design, Hilton Worldwide); Glenn Wilson (VP, In-

ternational Interior Design, Marriott International, Inc.). Finalists were selected based on aesthetic appeal, practicality and functionality of design. The 98th annual International Hotel, Motel + Restaurant Show will run Saturday, November 9, through Tuesday, November 12, 2013, at New York City's Jacob K. Javits Convention Center. Following a full day of conference and networking activities on Saturday, November 9, the IHMRS will feature three full days of exhibits

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from Sunday, November 10, through Tuesday, November 12. The market will present nearly 700 exhibitors and attract nearly 18,000 industry professionals. It is co-located with the 4th annual Boutique Design New York (BDNY), which will run Sunday, November 10 through Monday, November 11, presenting 400 interior product manufacturers and attracting more than 5,000 hospitality designers, architects and purchasing executives. BDNY will feature two full days of expert panel presentations and interactive workshops. IHMRS is sponsored by the Ameri-

can Hotel & Lodging Association (AH&LA), the Hotel Association of New York City, Inc. (HANYC), and the New York State Hospitality & Tourism Association (NYSH&TA), and is managed by Hospitality Media Group (HMG). Additional information is available online, at www.ihmrs.com or www. bdny.com. Tickets for the Gold Key Awards gala are available for $175 and can be purchased as part of IHMRS/ BDNY trade fair registration or as an event ticket only.

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Notter, from page 30

your performance has to be at its best. And the only way to get to that point is through practice. There’s been a move to farm to table, and to making foods healthier. What kind of an impact has that had on you? We’ll look at recipes, and say, how are we going to make this gluten-free? What can we do to substitute different things? And the students will actually make those things and see what the results are. So it's maybe like a bakery science. Regards to the farm to table movement, we are very fortunate. I live in Lancaster, Pennsylvania, which is in the middle of Amish country. So we're very fortunate to have a lot of local produce, and a lot of local suppliers that we can use and get great products. Our curriculum goes yearround so we have to be a little adaptable as to what is in season. It’s a little tricky because we plan out ahead of time what we're going be making. And there's a purpose and a reason why we have things in a certain order. So it's not like in a regular small restaurant where you can walk in at night and say, oh, I just got this from the market, I'm going to make this. We have to be able to plan a little bit more, and have a structure to what we're teaching. So is there a move away from decadence in the dessert course, towards more healthy desserts? I think it's a mix. We use tried and tested recipes, a lot of European-based recipes, which use very little highfructose corn syrup. We use real sugars and things. Anything in moderation, you know? It’s all a balance between healthy eating and exercise, which we all should be following. What are some of the trends that you're seeing in terms of pastry and baking? Are you seeing more chocolate? More fruit? More things on the

savory side? Yes, we’re seeing cheeses, maybe squash purees, butternut squash purees, being combined with sweeter items, kind of an organic feel to things. Not so structured. Some of your students have moved on to nice jobs. We've had students hired at Norman Love Chocolates in Florida, the Swan and Dolphin in Orlando, where we've had two or three externs now, and they've also been hired. Williamsburg Inn. Sagamore Resort. We have a student going for the first time now to the Inn at Little Washington, which is one of the top inns in the country. So we are getting them going. We just had two students enter a chocolate competition and we came in 2nd and 4th place. We do American Culinary Foundation (ACF) competitions against other schools, and I like to push them to do that. It’s a lot of work on my part, because I do a lot of extra coaching with them. But I think it's great to have them see that, experience is what it takes. Tell me a little about your experience. I was practicing for a competition called the Queen of Pastry, a competition in Italy. Ten countries were competing. It was basically an eight-hour day in which we do plated desserts, assemble a showpiece. They send you a list of equipment, and, of course, there's blast freezers on the list. I didn't have one. But a colleague lent me one, beforehand. I wouldn’t have been able to practice for the competition without it. When we actually competed, there were a lot of teams who had never used one, and everything they served was really rock-solid and too frozen. So, I was really grateful, because the only way I could really successfully practice for this competition was to have the correct equipment. I'm coaching the pastry chef

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We’ll look at recipes, and say, how are we going to make this glutenfree? What can we do to substitute different things? And the students will actually make those things and see what the results are.

from Hotel Hershey for the competition in 2014. And I’m going to judge as well. Then in November I'm going to Dubai in the Middle East to compete with a team of chefs as ACF. And we're competing for the US against 12 other countries. What's the role of TV today, for you as an educator? And how has it affected the expectation levels of your students? It’s another way of becoming visible and getting your name out there in the industry. But it’s not the only way. That’s why I still do professional competitions to be judged by my peers, and do certifications. It’s dangerous to only do TV and it's not always the reality of the industry, obviously. But it is a great way to get publicity, get your name out there, have other people see what you do, because now people are aware of show pieces and competitions, and these incredible cakes, which, a few years ago, they wouldn't have had a clue. So, I think, in some ways, it is really good. In other ways, though, we'll have students come, and say, oh, I want to graduate and

go on The Food Network. And it's just not going to happen. The chefs that you see on the Food Network, people like Emeril, they've paid their dues. They’ve worked hard. They’ve found their niche and they’ve been recognized. What do you think it takes to get your own show on a place like The Food Network? Sometimes it's luck. The right time at the right place. Having the right personality. What happens now is it's more of a personality profiling than it is a skill profiling. When they're throwing teams together, you don't know each other. They're looking for certain personality types, something going beautifully, smoothly, throughout the TV show. It’s not always attractive. It can be extremely stressful. I had the opportunity to work on Halloween Wars on The Food Network, and through that, to work on some amazing showpieces. I wish they would sometimes just let us do amazing showpieces. And not have to throw them away. The networks are looking for the drama and the twists and the turns. But I don't know, it'd be nice to see us do an educational show a little bit about pastry, to maybe have somebody who's a professional and somebody who's not and do a teaching kind of show a little bit, with the things that can go wrong, and everything else. There was a show overseas, The American Baker, where they were all amateurs, but they really took them through all the different levels of pastry, from breads and custards, and viewers really liked it. Do you enjoy being on TV? People come to the school sometimes because they’ve seen me on TV. It’s a great way to get the word out about what we do. And hey, it’s job security!

// LEGAL

WITH MITCHELL SEGAL

Location, Location, Location Finding a site for a new restaurant or before purchasing a restaurant with an existing location demands that one looks into the demographics of that particular location.

n order for a restaurant to be successful the first must is that there is a lot of traffic surrounding your location. It’s good to be around places where people shop because people want to eat when they shop! Look for community shopping centers, shopping districts and even regional malls. Entertainment districts are also good – movies, theaters, concert halls – what are called destination areas. For example, if you’re opening up a breakfast-lunch business, you probably don’t want to be located near an all-night bookstore that only thrives in the evening (though some might like an early breakfast!). The same goes for a restaurant that serves lunch. You want to be in a business setting so urban districts or business districts are great. If you’re a restaurant that caters to a dinner crowd you do not want to be near business districts that empty out at 5:00 p.m. but rather it’s best to be near a residential area. When choosing a location, an operator needs to do a financial projection of what that particular location would do in gross revenues less projected expenses including but not limited to rental or real estate expense, food cost, and labor costs. You want a spot

Mitchell Segal Segal Law PLLC assists clients with all legal matters relating to establishing and running a restaurant, bar or franchise throughout New York, including Manhattan, Queens, Brooklyn and Long Island.

that’s going to allow you to do the volume you project to make a profit. As a rule of thumb, most restaurant operators want their real estate cost to be a maximum of 10% of gross sales. Now, a lot goes into that, and, of course, it’s different if you’re talking about a sit/down restaurant or a deli/ takeout establishment. You have to

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crunch the numbers and project how many people you think you’ll be serving. You have to figure out how many covers you’ll do a day multiplied by what your average check is to equate into your gross sales. If you’re projecting a thousand customers a day, and the average ticket is $8, that’s $240,000 a month for a 30-day month, which is approximately $2.9 million a year. You’ll want your real estate costs to be $290,000 annually or less. Actually if you’re doing that kind of volume your real estate costs will probably be a lot less, however, it depends upon the size of the location, where it is located and the real estate costs for that location. Now, let’s talk about lease terms. As mentioned you will be putting a lot of dollars into construction, build-out, fixtures, etc., and you’ll need a lease long enough to amortize your costs, get your investment back and collect profits. Remember the shorter the lease, the greater the risk. Most restaurant operators desire a 10-year initial term with one or two 5-year options. In New York City, though, landlords don’t like to give that long a tenure. If you can, go for a 15-year lease, including options. The legal aspects of opening a restaurant are some of the most complex parts of the opening puzzle. Here’s where the pieces really begin to move. We’re talking permits, licenses, and all kinds of requirements to get both. In New York City for instance you have to get approval from four municipal organizations -- Department of Buildings, Department of Mental Health and Hygiene, Department of Environmental Protection and the Fire Department. The Department of Buildings will provide a plan review of construction drawings and conduct inspections.

The Department of Health and Mental Hygiene will provide pre-operational health inspections. The Department of Environmental Protection will conduct a grease interceptor inspection. The Fire Department will provide commercial cooking rangehood inspections in addition to general safety inspections. Additionally, there are many ongoing inspections including those by the Department of Health and Mental Hygiene, which provide various grades

Most restaurant operators desire a 10-year initial term with one or two 5-year options. In New York City, though, landlords don’t like to give that long a tenure. If you can, go for a 15-year lease, including options. of cleanliness to food service establishments. In New York City, they’re now giving grades once you’re open. I would speak to a lawyer to make sure you’re doing everything you need. Prior to opening, the health department will come in and check a lot of things, like whether your thermometers are where they’re supposed to be and whether you have enough hand sinks and if they are located in the proper locations. They will also check your grease trap along with the envi-

ronmental protection department to see if it works and whether its size is sufficient, and they will check your refrigeration units to make sure your restaurant runs in the proper fashion. In New York City new restaurants can be pre-approved before they open. That means you have comfort before you open that they won’t come down on you! It’s a totally new program put in place by Mayor Michael Bloomberg to make restaurants 100% compliant prior to opening and thus avoid potential shut downs and/or fines. Now, if you have a hood, you’ll need a certified fire compression specialist to certify it, and you’ll have to file the proper permits with the building and fire departments. To get the gas hooked up, plumbers and gas contractors can help. Your fire extinguishers have to be stamped and permitted properly. Some restaurants may need additional permits, like place of assembly permits, sidewalk café permits, and signage permits to name a few. If there is going to be dancing a cabaret license will be needed. Finally, let’s talk about liquor licenses. In New York, when opening a new restaurant, all you need is a lease showing that you have control of the space in order to initially start the application process ( i.e. the establishment does not have to be ready for business to initially file). Two very important requirements are concerned with your location. In order to obtain a full on premises liquor license an establishment cannot be located within 200 feet of a church, temple or other religious setting, or school. That will throw you out of the box immediately and prevent you from getting a full liquor license. (Beer and wine are different.) The second rule has to do with establishments already located near you. It is more difficult to obtain a license if there are already three or more establishments that have a full

liquor license within a 500-foot radius of each other, however it is not a deal breaker. My advice: Start the application process before your place is completed and operational. As long as you have the lease showing you have control of the property, you can do that. Some other requirements are that the operating entity would have to have a bond, notify the Community Board where the restaurant is located in the 5 boroughs or the town or village if located outside of the 5 boroughs 30 days before filing the application, provide detailed diagrams of the space, show a copy of the lease, and explain your finances. The N.Y.S. Liquor Authority always wants to know where the money came from! Remember time is money. Most people opening a restaurant don’t have an unlimited amount of money. The longer the construction and opening process takes increasing ones investment the longer it will take to earn your investment back. The key to opening a restaurant in any city is to have all your ducks in a row, so you can get through the acquisition, construction and opening process as quickly as possible and you can start achieving revenue. The bottom line? It’s like going to a cardiologist to get your feet fixed. You want the right guy. Planning and the right guidance are imperative in this process. Seriously consider talking to a lawyer or an accountant, someone who has been there before. Good luck!

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// EVENTS

METRO NEW YORK FOODSERVICE EVENTS

Kosherfest Set To Celebrate 25th Anniversary In Jersey The 2013 Kosherfest show, the world’s largest kosher-certified products trade show and annual meeting place for the industry's top kosher supermarket, restaurant and foodservice buyers is set for October 29-30, 2013, Meadowlands Exposition Center, Secaucus, NJ.

he 25th anniversary edition of the world’s largest and most attended kosher trade show will feature special events and programs to mark its 25th anniversary, including a Keynote session highlighting the growth of the kosher industry in the last 25 years. More than 6,000 industry professionals are expected to attend, and more than 325 exhibitors will feature kosher-certified products and services for the kosher market. Kosherfest is the world’s largest kosher-certified products trade show and annual meeting place for the industry's top kosher supermarket, restaurant and foodservice buyers. According to Menachem Lubinsky, co-producer and show founder, “In the last 25 years we have seen the number of kosher-certified items grow from a few thousand to almost 200,000. Major food companies have changed their ingredients and equipment in order to get kosher certification, and consumers, both Jewish and non-Jewish, seek the kosher symbol on the food products they buy more than ever before. Today, Kosherfest hosts exhibitors from countries around the world, from Israel and Argentina to New Zealand and Africa. “The growth of kosher wines and spirits has skyrocketed. There is a

multitude of award-winning kosher wine from companies large and small, produced at vineyards around the world. These have come a long way from the traditional notion of kosher. Kosher has truly become a worldwide phenomenon.” Products at Kosherfest encompass kosher certified foods and beverages for retail sale and ingredients and prepared foods for foodservice, including wine and spirits. “No doubt, this is a show not to be missed by anyone looking to grow their kosher business,” said Yakov M. Yarmove, Ethnic Marketing and Specialty Foods, NAI/ JEWEL-OSCO, who sources kosher product for one of the largest retail chains in the United States. Kosherfest gives manufacturers, distributors and suppliers of kosher certified products and services the opportunity to reach thousands of mainstream and independent kosher trade buyers from across the globe. Kosherfest exhibitors receive exposure to high volume buyers via the

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Products at Kosherfest encompass kosher certified foods and beverages for retail sale and ingredients and prepared foods for foodservice, including wine and spirits. Key Buyer Program, access to education sessions covering the industry’s most relevant topics, media exposure, sponsorship and advertising opportunities, exhibitor-only entries to the Kosherfest New Product Competition, a New Product Showcase (at show) and promotion of at-show-only exhibitor specials. Among the highlights will be The 2013 “Kosher Supervisor of the Year” award, presented by KASHRUS Magazine. The award, sponsored by the producers of Kosherfest, Estihana Restaurant (with Brooklyn and Manhattan locations) and Chai KoTapas

Restaurant (Teaneck, NJ), will be presented on Wednesday, October 30 prior to the 6th annual Kosherfest Culinary Competition. For a long time kosher supervisors (Mashgiach) were the “unsung heroes” of the kosher food business. Now, they are recognized for the important role they play with this special “Kosher Supervisor of the Year” annual award. The recipient, chosen from nominations submitted by leading certifying agencies, will receive an award and $1000 cash gift. Kosherfest will sponsor the 2013 award in conjunction with two kosher restaurants. In previous years, KASHRUS Magazine presented the award to Gedalya Silverstein of Atlanta, GA (2011) and Moshe Stander of Boynton Beach, FL. The kosher supervisor (mashgiach) is the vital link in the chain that ensures that a food product is actually kosher. A Mashgiach is a Jew who supervises the kashrut status of a kosher establishment. A mashgiah may supervise any type of food service establishment, including slaughterhouses, food manufacturers, hotels, caterers, nursing homes, restaurants, butchers, groceries, or cooperatives. The mashgiach usually works as the on-site supervisor and inspector, representing the kashrut organization or a local rabbi, who actually makes the policy decisions for what is or is not acceptably kosher. KASHRUS Magazine, the periodical for the kosher consumer and trade, has participated in Kosherfest since its inception in 1988. Kosher trade manufacturers, merchants and marketers subscribe to KASHRUS Magazine for valuable information for their business and personal life.

Chefcetera, from page 40

Long Island, from page 24

Are you using sustainable sources for your dishes? Whenever we can we do. We use Niman Ranch for all of our Pork products.

1996 Olympics in Atlanta and was Chef of the Turner Trumpet Awards. Palm is also the recipient of numerous First Place medals for ice carvings and tallow sculptures at the International Food Show in New York City. He has been awarded two gold medals and two grand prizes from the Caribbean Culinary Federation, and was the featured Chef at the International Culinary Festival in Cancun Mexico where he was awarded first place. He is a graduate of Bergen Community College. Chef Palm is relocating to the Glen Cove area. The award winning Glen Cove Mansion Hotel and Conference Center is situated on 55 secluded and landscaped acres on Long Island's historic Gold Coast.

What advice would you give to young chefs just getting started? Biggest thing is to make sure they love the business. It’ll never be a 9-5 job. I feel like I work 24 hours a day. If you don’t love it, you won’t make it. Do you change your menu seasonally at Tao? What’s the process in developing new menu entrées? We change it a few times a year, not necessarily seasonally. When we feel it’s time to change a dish we do it, but we have a lot of menu items that are Tao classics. We mostly improve current dishes. We take ideas from everywhere and roll with it – it’s a team effort. On the equipment side, do you have a piece of equipment that you can’t live without that makes your job easier preparing dishes? A well sharpened knife. The restaurant industry has a very broad range of foods…what’s your buying approach? Do you go out to bid on a regular basis or do you look for loyalty from vendors? We do a little bit of both. Bid out everything, but do enjoy some loyalty and trust with vendors. Some items we buy based on pricing, others are based on quality – it depends. What role does the vendor community on both the equipment and food supply side play? A big role – a really good vendor can get you stuff really fast, or get us stuff no one else has. Having a good relationship with them is really important.

Biggest thing is to make sure they love the business. It’ll never be a 9-5 job. I feel like I work 24 hours a day. If you don’t love it, you won’t make it.

There’s always talk of healthier eating, are your customers looking for that at Tao, and if so, how do you cater to the growing demand? We are very sensitive to allergies and have added a lot of gluten free dishes. We do what we can. Do you feel that the restaurant industry suffers too much from Zagat, Yelp, and other consumer review sights? Are consumers depending too much on review? They’re good, but some people rely on it too much. I think people should read through all of them, not base their opinion on one review. Whether good, bad or a mix of both, what are some of the biggest changes you’ve seen in our industry since your career started? The biggest change is the way it’s gotten so big. The industry used to be so small. Social media really spearheaded the industry growth. Everyone’s a critic now.

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The spacious Georgian style mansion features stunning vistas of Long Island Sound and was once part of a prestigious collection of gracious country estates, later becoming one of the nation's first dedicated conference center hotels. Today the elegant property features 187 richly appointed guestrooms, including four suites, the Garden Room Restaurant with magnificent views of the terraces, a large and comfortable Pub 1910, private dining rooms ideal for social and corporate occasions, as well as vast outdoor reception areas overlooking the mansion's Gilded Age gardens.

Dela Cruz, from page 42 said. As far as compensation? No one would divulge exact numbers, but Donna Marie Fico, director of marketing and education for Eva’s Village, said, “It’s executive-level pay, competitive for the industry.” In their six-month search for a chef to head their school, Eva’s Village’s board of directors sought a candidate who had not only top-notch culinary credentials but the compassion and the humility to work with a struggling population. “It wasn’t so much that we wanted the fourstar chef de cuisine,” Fico said. “We wanted someone with the heart and passion to help turn people’s lives around.” Eva’s Village received around 300 applications for the position and narrowed down the selection to three finalists. After stumbling upon a video online of Dela Cruz being honored for

his Educator of the Year award he modestly left it out of his application Fico had a hunch he was their candidate. “His résumé had everything we were looking for,” she said. Born in Maui, Dela Cruz stumbled upon his love of cooking as a business major at the University of Hawaii, preparing Hawaiian comfort foods like fried rice with Spam for his dorm mates. “I discovered I was most happy when I was cooking,” said the darkhaired Dela Cruz, who punctuates his sentences with gentle laughter. He plans to expose his new pupils to Hawaiian classics like roasted pig (in the oven, not in a ditch as it’s traditionally cooked), poke (raw fish) and lomi lomi (fresh salted salmon and tomato salad). “I have to bring in some culture,” he said. At the Maui Culinary Academy, where Dela Cruz earned his culi-

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nary certificate and later returned to teach, he was a student favorite. “Darryl just had a wonderful demeanor with students,” said former colleague Chris Speere. “He was very nurturing and had a great sense of humor. Darryl lets his actions speak for him,” Speere said. “He tends to stay in the background.” He also is not one to boast of his achievements: In 2002, he received the Hawaii Board of Regents Excellence in Teaching award. He also led a team of his students to the American Culinary Federation’s national cooking competition. Wearing a white chef’s coat with his name and title inscribed in blue letters, Dela Cruz was at Eva’s Village on a recent afternoon preparing the school’s 20-week curriculum, which will include classes in knife skills, the seven cooking techniques (that is, roasting, sautéing, pan frying,

deep frying, braising, poaching and grilling), butchery and basic pastry baking. The curriculum will be submitted in the fall for state accreditation, and the school is scheduled to open in March. If all goes according to plan, some of the students and graduates of the school will also be cooking the 800 meals served to Eva’s Village’s residents and Paterson’s hungry every day in the large dining room of its soup kitchen. Dela Cruz plans to make those meals healthier. “There are not a lot of executive chefs running soup kitchens,” Fico said. “But by integrating the school into the kitchen, we’ll have the resources to make more fresh food. We’re going to have the manpower to cut up fresh vegetables instead of purchasing frozen.”

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Sampson, from page 10 business is not of selling food. Alcohol also would be exempt. Supermarkets and convenience stores are looking for the same exemption in the final rules. Representatives from the supermarket industry say it would cost them up to a billion dollars to put the rules in place, and that cost would have to be passed on to consumers. Convenience stores say they will have the same problems. It would seem to this observer that the simple solution would be stop selling these same profitable items that food service outlets sell, if you don’t want to play by the same rules. (A plausible but totally unacceptable solution, I would think.) Nutrition lobbyist Margo Wootan, of the Center for Science in the Public Interest, said, “Consumer advocates heard the same kind of complaining from the packaged food industry before they were required to put nutri-

tion information on the backs of food items. Supermarkets and convenience stores should be included because they are breaking more and more into the prepared food business. The supermarket industry is positioning itself as a place for prepared food items so that you don’t have to go out to eat or cook.” She stated that a rotisserie chicken labeled with a calorie count

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at a takeout restaurant should also be labeled at a grocery store. “It is the National Restaurant Association’s position that supermarkets and convenience stores should be included. It’s about the food, not the format; they, supermarkets and convenience stores, are selling the same thing.” A final observation: Many supermarkets in numerous parts of the

country now have full-service restaurants under the same roof as a store, as well as full-blown catering divisions. How long will it be before your favorite supermarket has someone answering the phone in this fashion? “Welcome to Smith’s Super Store. For groceries, press 1; for Dining Room, press 2; for Catering, press 3.”

Farm to Chef, from page 6 dients this fresh and of this quality, it makes our jobs as chefs not only that much easier, but that much more enjoyable.” “I’ve worked in top restaurants all over the country, but I’ve found some of the best products at farms right here in Connecticut,” added Chef Morton. Farm-to-Chef Week was started in 2010 by the Connecticut Department of Agriculture as part of its Farm-toChef Program. According to Commissioner Reviczky, it is a way for culinary professionals to tap into their creativity. It also provides an opportunity for residents and visitors to learn more about the vast array of items grown and raised in Connecticut and to enjoy some of those items prepared in new and unusual ways. “With so many types of foodservice venues participating, there are choices

for every taste and budget,” he said. “Vegans, vegetarians, pescetarians, and carnivores alike all have a multitude of options during Farm-to-Chef Week, whether they want a formal, multicourse dinner or a quick lunch on the go. The variety is one of the things that makes this week-long event special.” While the popular restaurant-week concept often follows a fixed-price, dinner-menu structure, Farm-to-Chef Week’s guidelines encourage diversity and creativity in menu development. Participants must offer a minimum of four items, with each featuring one or more Connecticut Grown items. Venues that normally serve alcohol must also offer at least one Connecticut wine. Beyond that, the menu is limited only by the chef’s imagination. The result is a plethora of offerings ranging from traditional fare such as

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stews, soups, burgers, sandwiches, and salads, to more unusual dishes such as the ice cream flavors and chocolate confections made with Connecticut Grown fruits and herbs that were featured in previous years. The Connecticut Department of Agriculture launched the Farm-to-Chef Program in 2006 to help connect foodservice professionals with Connecticut Grown farm products. There is no cost to either farmers or chefs to join. The agency has conducted a variety of farm tours, meetings and conferences, trade shows, and other activities as part of the program to help foster relationships between farmers and chefs. The program has received widespread acclaim from both participants and observers, and has served as a model for programs in other states. Over the past six years, the Farm-to-

Chef Program has grown significantly primarily by word of mouth and adjusted its programming to better serve members, based on input from all involved. As the Governor’s Council for Agricultural Development has worked these past 18 months on developing a holistic strategic plan for Connecticut agriculture, it has prioritized the strengthening of farm-to-institution pathways. As a result, the Farm-toChef Program is looking to the council for additional stakeholder input and guidance to further shape and enhance its offerings.

JFK, from page 2 as well as fun Japanese small plates. Croque Madame brings a playful sandwich shop to JFK that offers traditional French sandwiches, tartines (open faced sandwiches), mouthwatering crepes, and a selection of made-to-order salads. Chef Andrew Carmellini's menu at Croque Madame highlights fresh ingredients and classic flavors. This eatery features a full breakfast and fresh breads and pastries from some of New York’s best bakeries including Pain D'Avignon. The vibrant design adds a whimsical element to the terminal with its exuberant, feminine patterns. It is a celebration of excess much like French design and cuisine. Cibo Express' Gourmet Markets feature a wide assortment of freshly prepared products and bottled beverages, including more than 1,000

different products. The markets feature not only 57 varieties of sandwiches, wraps, sides and salads rotated through the offerings, but also an expansive assortment of nuts, fruits, dried fruits, sweets, chocolates, cookies, health bars, granolas, veggies, cheese, crackers, side salads and pastas, spreads and dips, chips, pretzels and pastries. In addition, Tagliare will bring classic New York-style pizza by the slice or the pie, baked fresh all day using local ingredients to the airport. WorldBean features fresh roasted coffee and espresso drinks. Fairtrade beans are sourced seasonally from small farmers throughout the world. Roasted in small batches to ensure freshness, the coffee selection will rotate depending on which coffee crops are in season. Balthazar

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pastries will be served at World Bean. OTG is an award-winning airport food & beverage operator with more than 175 restaurants and retail boutiques in 10 airports, including Minneapolis-St. Paul, John F. Kennedy, LaGuardia, Toronto Pearson, Boston Logan, Tucson, Washington National, Orlando, Chicago O'Hare and Philadelphia. Since its entry into airports in 1996, OTG has been recognized throughout the industry for its exceptional customer focus and groundbreaking innovation; growing to become the second largest privately held airport food operator in the United States in just over a decade.

Holiday, from page 44 lotushko and Nina Barba, Toni Lehr of Lehr-McKeown for Glissen Nu-Foam products, Conrad Bennet of McDonald Paper & Restaurant Supply, Modern Line Furniture’s Vlad Spivak, Rabbi Yaakov Spivak of United Kosher Supervision, Inc., Mitchell Segal of Segal Law, PLLC and Electro Freeze's Anthony Lana. Finally, the show showcased Share

Our Strength’s Dine Out For No Kid Hungry™, a national fundraising event that helps ensure no child in America grows up hungry. During the show month, participating restaurants raise funds in a variety of ways to support the No Kid Hungry® campaign to end childhood hunger in America.

BOOTH #218

Call Vic Rose: 732-864-2220

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103 • October 2013 • Total Food Service • www.totalfood.com