MIDWESTERN CHARM
Cragun’s Resort in Brainerd, Minn. Offers Year-Round Outdoor Activities.
Strategy. Design. Build.
Since 1999, we have created environments that support golf, tennis and fitness retail, along with fitting studios and learning centers to retain and drive membership growth.
Our formula combines business planning, design, fabrication and visual merchandising to elevate the member experience and drive revenue.
Editorial Staff For Club + Resort Business
VP EDITORIAL
Greg Sanders gsanders@wtwhmedia.com 919-945-0713
EDITOR-IN-CHIEF
Rob Thomas rthomas@wtwhmedia.com 216-316-5294
SENIOR EDITOR
Phil Keren pkeren@wtwhmedia.com 216-399-9069
Editorial Staff For Club + Resort Chef
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Joanna DeChellis jdechellis@wtwhmedia.com 412-260-9233
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Isabelle Gustafson igustafson@wtwhmedia.com 216-296-2041
CONTRIBUTING EDITORS
Pamela Brill
Lauren Newman Robert Mancuso, CMC, DipWSET
Creative Services
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Leadership Team
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WRITER, CONTENT STUDIO Ya'el McLoud ymcloud@wtwhmedia.com
WRITER, CONTENT STUDIO Olivia Schuster oschuster@wtwhmedia.com
Club + Resort Chef Editorial Advisory Committee
James Allen, CEC Executive Chef, Blackthorn Club at the Ridges Jonesborough, Tenn.
Lance Cook, WCMC, CEC, CCA, CFBE, FMP, CFSM Executive Chef, Hammock Dunes Club Palm Coast, Fla.
K. Scott Craig, CEC, CCA, WCMC Executive Chef, Cullasaja Club Highlands, N.C.
Laura Herman, CEPC Executive Pastry Chef, Shoreacres Lake Bluff, Ill.
Vincent Horville Executive Chef, The Metropolitan Club of the City of Washington (D.C.)
Michael Matarazzo, CEC Executive Chef, Farmington CC, Charlottesville, Va.
Robert Meitzer, CEC, CCA Executive Chef, Forest Lake Club Columbia, S.C.
Tim Recher, CEC, AAC, CWX Director of Culinary Operations, Quail West G&CC Naples, Fla.
Scott Ryan, CEC, AAC, Executive Chef, The Country Club Pepper Pike, Ohio
J. Kevin Walker, CMC, AAC
Sinning and Saving in the Club
WE RECENTLY POSTED AN FAQ on the website titled, “What are ‘Seven Deadly Sins’ of a Country Club General Manager?” They ranged from Greed (Focusing excessively on personal gain or profit at the expense of the club’s members or employees) to Pride (Excessive selfimportance or arrogance, leading to a lack of humility and an unwillingness to listen to feedback or suggestions from others).
Along the way, the article also touched upon Sloth, Wrath, Envy, Gluttony and Lust. You know, the usual suspects. The job of a General Manager can certainly be challenging, but letting these negatives inside can only make it more difficult. That got me thinking … In the context of an editor covering the club and resort industries, what are the Seven Deadly Sins I need to avoid?
Bias: Allowing personal preferences or external influences to skew reporting, leading to unbalanced or unfair coverage.
Complacency: Settling for mediocrity in research and writing, leading to inaccurate or uninspired content.
Neglect: Failing to stay updated on industry trends and news, resulting in outdated or irrelevant information.
Sensationalism: Prioritizing shocking headlines or stories over factual accuracy and thoughtful analysis.
Plagiarism: Copying others’ work without proper attribution, undermining credibility and trust.
Inaccuracy: Publishing incorrect information without thorough fact-checking, damaging the publication’s reputation.
Arrogance: Dismissing feedback or refusing to collaborate with others, stifling improvement and innovation.
That’s a lot to unpack, but I can tell you that the journalism school at Kent State University prepared me well when it comes to avoiding these pitfalls. That said, in today’s world of click views, it’s tempting to sensationalize headlines. If we do draw you in with a “spicy” invitation, we certainly try to deliver the “sizzle.”
Our daily newsletter also keeps Neglect (failing to stay updated on industry trends and news) at bay. Phil Keren and I are ALWAYS monitoring what’s happening across the country.
Conversely, what are the Seven Capital Virtues?
Objectivity: Maintaining impartiality and fairness in reporting, providing balanced coverage of all perspectives.
Diligence: Committing to thorough research and fact-checking to ensure the highest level of accuracy and quality.
Curiosity: Staying constantly curious about industry developments, trends, and innovations to provide fresh and relevant content.
Integrity: Upholding ethical standards, giving credit where it’s due, and avoiding conflicts of interest.
Creativity: Bringing originality and innovation to content creation, making articles engaging and insightful.
Accuracy: Ensuring all information is correct and well-verified before publication, maintaining the trust of readers.
Humility: Being open to feedback, willing to learn from others, and continuously seeking ways to improve.
I can promise you this … We’re striving for the latter seven and fighting like heck to avoid the former. The Seven Capital Virtues will keep us in check and give everyone across our industry a reason to read our magazine, visit our website, open our newsletters and watch/listen to our podcasts.
Rob Thomas • Editor-in-Chief rthomas@wtwhmedia.com
INSIDE THIS ISSUE
NOTES
A Rewarding Journey to the Land of 10,000 Lakes
IN AUGUST, I TOOK my first journey to the Land of 10,000 Lakes and it did not disappoint. The occasion was my first FAM trip with four golf writers to Cragun’s Resort, Golf & Conference in Brainerd, Minn., about 130 miles north of Minneapolis. My story about the resort starts on page 14.
Resort leaders showcased a $17 million upgrade and expansion of the Cragun’s Legacy Golf Courses, the Lehman 18 and the Dutch 27. Cragun’s has worked with the Lehman Design Group — headed by PGA TOUR Champions golf professional and 1996 PGA Tour Player of the Year Tom Lehman — on enhancing the quality of both courses. The project began in spring of 2021 and work is now wrapping up on the third set of 9 holes on the Dutch 27 (the Red 9).
Our contingent played the Lehman 18 and the Dutch 27 (the Blue 9 and White 9) on successive days while being accompanied by General Manager Eric Peterson, Director of Golf Jack Wawro, and Head Golf Professional Tim Johnson. Unfortunately, I’ve been dealing with a case of golfer’s elbow and only played a few of the Par 3 holes, and did some putting on the well-maintained greens. On the bright side, being sidelined from playing gave me a better chance to observe and photograph each layout, and listen to Peterson discuss each course’s unique characteristics.
Whether you’re a golf course aficionado or not, these courses offer beautiful views and vistas, sometimes from elevated teeing areas. The Lehman 18 winds its way around Stephens Lake, wooded areas, and natural wetlands. Although a lot of trees have been removed from the course, trees are still a prominent feature of the Lehman 18. Wawro observed that
you nearly forget you’re playing golf as you soak in the scenic views on display. A resort leader confirmed that fall colors are spectacular on both courses.
The most significant changes made to the courses were eliminating bunkers that were only in play for higher handicap players, removing trees, adding runoff areas to open the green complexes, and removing forced carries over water. These alterations, coupled with the multiple sets of tees on each layout, allows golfers of varying abilities to enjoy the course. Playability has become a buzzword in the golf course industry and Cragun’s courses are a reflection of that trend. There is no doubt that a golf course should provide a player with an engaging challenge, but shouldn’t be so difficult that the golfer never wants to return. A fellow writer made a great observation as we played the back 9 of the Lehman 18 course. Looking at one of the holes that featured an elevated tee location, the writer noted that a golfer’s shot angle improved with each successive teeing area that moved closer to the hole. Peterson emphasized that golfers will maximize their enjoyment of the Lehman 18 when they play from the tees that best align with their ability.
“The more you play the Lehman 18, the more you will appreciate the various shots required to allow for the best
chance to make par or better on each hole,” Peterson said.
I could write more about the golf courses, but Cragun’s offers many activities to non-golfers, too. With a shoreline that’s nearly a mile long on resort property, Gull Lake is a place where guests can fish, boat, jet ski, and kayak, among many other choices. There are indoor and outdoor pools, tennis and pickleball courts, beach volleyball, as well as biking and hiking opportunities. One afternoon, I rode a bike along the shoreline, checked out the marina and beach, and stopped to take a closer look at the statues of Paul Bunyan and Babe the Blue Ox.
I enjoyed some excellent meals and interesting conversations with my fellow travelers and Cragun’s staff at the Canoe & Paddle Pub, the Legacy Grill and Irma’s Kitchen. On the final evening, our contingent went on a BBQ Cruise on Gull Lake. What a fantastic experience to have a barbecue rib dinner and watch the sun go down on an idyllic summer evening. I’d like to thank Peterson, Wawro, Johnson, Marketing Manager Carrie Scarfino, and the entire staff at Cragun’s for making our visit both enjoyable and rewarding.
Phil Keren • Senior Editor pkeren@wtwhmedia.com
CLUB PEOPLE ON THE MOVE
DAVID P. ALTEMUS, JR., PGA, CCM
Located in Vineland, N.J., an awe-inspiring collaboration between MLB All-Star Mike Trout and local businessman John Ruga, with design by golf icon Tiger Woods’ TGR Design, Trout National –
The Reserve, welcomes David P. Altemus, Jr., PGA, CCM as General Manager/COO. The Club will be a premier private golf club with an enduring legacy driven by passionate members who love and respect the game. Altemus was most recently General Manager/COO at Royal Oaks Country Club in Houston, Texas.
RICK COOKE, CPA, CGA, C.MGR, CCM
Boca Woods Country Club, in Boca Raton, FL, recognized for its two championship golf courses and all the amenities private country club living can offer, welcomes Rick Cooke, CPA, CGA, C.Mgr, CCM, as Chief Financial Officer. Beyond golf, club facilities include 7 Har Tru tennis courts, pickleball courts, a Spa, an outdoor heated swimming pool, and an expansive modern Fitness Center. Cooke was most recently Chief Financial Officer/Chief Information Officer & Interim Chief Executive Officer at The Glencoe Club & The Glencoe Golf & Country Club in Calgary, Alberta.
JAMES GERMANA
Located in Boynton Beach, Fla., Pine Tree Golf Club, a sanctuary for those who cherish the sport and respect the game of golf, welcomes James Germana as Head of Agronomy. Considered to be Dick Wilson’s masterpiece, over the years, the course has been ranked as a Top 100 course in the United States and one of Florida’s Top Five. Germana was most recently Golf Course Superintendent at John’s Island Club in Vero Beach, Fla.
DANIELLE HUMPHREYS
Situated in the heart of Greenwich, Conn., and an emblem of excellence among elite clubs nationwide, Greenwich Country Club welcomes Danielle Humphreys as Assistant General Manager. Throughout its history, the club has evolved into a sprawling 152-acre haven, offering a plethora of amenities, from various sports to social activities, catering to the interests and preferences of its members. Humphreys was most recently Assistant General Manager at American Yacht Club in Rye, N.Y.
BRIAN PILLAR
Algonquin Golf Club, located in St. Louis, Mo., welcomes Brian Pillar as Director of Racquets. The Club is one of the region’s oldest and most desirable clubs and has a history of consistent capital improvements focused on improving member offerings, experiences, and amenities, specifically a $5 million racquets facility. Pillar was most recently Director of Tennis at Western Arkansas Tennis Association in Fort Smith, Ark.
GAVIN ROBINSON, CMDIP, BSC. HONS, PGA
FELLOW
Based in London, United Kingdom, Club Management Association of Europe (CMAE), a non-profit professional association with members involved in the management of Golf, Tennis, Sailing, Rowing, Rugby, Leisure & Fitness, City and Dining Clubs throughout Europe, the Middle East & Northern Africa, welcomes Gavin Robinson, CMDip, BSc. Hons, PGA Fellow as Operations Manager. Robinson was most recently General Manager at Purely Downs Golf Club in Surrey, England.
RYAN TURCOTTE, CEC
Nestled in the heart of North Carolina’s majestic Blue Ridge Mountains in Linville, N.C., Grandfather Golf and Country Club welcomes Ryan Turcotte, CEC, as Executive Chef. Reminiscent of a gracious mountain lodge, the clubhouse offers upscale and casual dining options where every meal is a special event in its unique way. Turcotte was most recently Executive Sous Chef at The Club at Las Campanas in Santa Fe, N.M.
LESLIEANNE WADE
Opening in Fall 2025 in Vineland, New Jersey, Trout National—The Reserve promises an unparalleled experience for passionate members and welcomes LeslieAnne Wade as Director of Membership Experience. Membership is by invitation only, and there is an unwavering commitment to meticulous detail in service, luxurious comfort, and world-class golf. Wade was most recently Managing Director at Wade Media Management and Co-Founder at White Tee Partners in New York, N.Y.
PEOPLE FOCUSED, QUALITY DRIVEN
D Jim Alexiou | General Manager Pelican Yacht Club
Shannon Archer | General Manager/COO Cherokee Plantation
Marco Arconte | Assistant General Manager Sailfish Point
Haissam Baityeh, CCM, CCE, MBA, CMAA Fellow General Manager/COO Washington Golf & Country Club
Zouhair Bellout | Executive Chef Loblolly
Eric Bradley | General Manager Country Club of Peoria
Amy Brown, CPA | Chief Financial Officer Desert Mountain Club
Luke Burbach, PGA | General Manager Minneapolis Golf Club
Chad Drake | General Manager/COO White Eagle Golf Club
Jason Hayes | General Manager Hobe Sound Golf Club
Josh Jordan | Director of Agronomy Baker's Bay Golf & Ocean Club
Jacob Judd | Executive Chef Belle Meade Country Club
Ashely Konkel | Assistant General Manager Chapel Hill Country Club
Mitchell Laskowitz, CCM | General Manager Belfair Property Owners' Association
Jason Marlow | Chief Financial Officer Palm Beach Country Club
Scott Mason | General Manager/COO Deering Bay Yacht & Country Club
Scott McCoy | Golf Course Superintendent Bay Colony Golf Club
Ramesh Meanger | Director of Food & Beverage Cosmos Club
Christopher Eswine, CPA, MBA | Chief Financial Officer Mizner Country Club
Stephen Gonzalez | Executive Chef Roxiticus Golf Club
Michael Gottlieb | Executive Chef Carmel Country Club
Gerad Nelson | Director of Agronomy Hideaway Golf Club
Joshua Reynolds | Data & Insight Manager England Golf
Matthew Rodgers, CCM Assistant General Manager Westwood Country Club
Kyle Ruch, CCM | General Manager/COO The Forest Country Club
Lance Scheele | General Manager The Stone Canyon Club
LaMott Smith | General Manager/COO Genesee Valley Club
Marco Sotomayor, CCM, MS General Manager/COO Indian Ridge Country Club
Leland Spence | General Manager Capitol Hill Club
Khaled Tabet | Executive Chef The Yale Club of New York City
Lori Voisin | Director of Finance Greystone Golf & Country Club
David Whalen, CCM, CCE General Manager/COO Pensacola Country Club
WHEN I FIRST STARTED working with clubs more than 20 years ago, there was a running joke that the industry was always 20 years behind the latest trends. Clubs were the ultimate embodiment of “if it ain’t broke, don’t fix it.” Fast forward to 2024, and while we might still cling to our traditional roots like a lifebuoy, there’s a concerted effort to keep pace with the ever-changing world, especially in the realm of technology.
As much as we need to adapt and innovate to ensure the survival of our industry, there’s a timeless principle that often gets overlooked: Rules without relationships equal rebellion. This simple, yet profound, idea can significantly impact how we lead our clubs and engage with our members.
As leaders, we know that rules are essential for maintaining order and high standards. However, without strong relationships, these rules can seem rigid and impersonal, potentially leading to dissatisfaction and resistance. It’s through fostering meaningful connections with our members that we can ensure rules are not just followed but embraced, creating a harmonious and thriving club environment.
Rules are essential. However, they can also become stumbling blocks if not coupled with strong relationships. Members may perceive them as rigid and impersonal, leading to dissatisfaction and even rebellion.
I’ve seen firsthand the transformative power of relationships. At residential country clubs, for example, members often view the club as an extension of their home. Rules need to be communicated and enforced with a personal touch.
THE REBELLION RIDDLE: WHY RULES WITHOUT RELATIONSHIPS LEAD TO REVOLT
By Rob D. Podley • CCM, CAM General Manager • Colonial Country Club
KEYS TO BUILDING STRONG RELATIONSHIPS WITH MEMBERS
1. Active Listening: Engage with members regularly, whether through formal surveys or casual conversations. No amount of surveying can ever replace face-to-face conversations. It’s amazing how the tone of discussions shifts when people look each other in the eye. For larger communities, weekly updates to the entire community are essential. To be truly effective, these communications should be “authentic, genuine, and humble,” some of our Board President’s favorite words.
2. Transparency: Communicate the rationale behind each rule. When members understand the “why” behind a rule, they are more likely to accept and adhere to it. For maximum transparency, you must not only clearly communicate, but overcommunicate. Multiple methods must be used multiple times or risk the dreaded and perhaps inevitable “We didn’t know. Why don’t you tell us what is going on?”
3. Accessibility and Visibility: Make yourself and your team accessible. An open-door policy fosters trust and demonstrates that you value member input. This can be as simple as being present during peak times or hosting regular town hall meetings.
4. Personal Connections: Take the time to know your members. This personal touch can turn potential conflict into cooperative dialogue. Consider an initiative we undertook at one of the clubs where I served as GM. We needed to implement a new, more casual dress code policy for the dining areas. Instead of just rolling out the new rule via e-mail, the team created a hilarious spoof video. They pretended
to be pretentious, stuffy and stereotypical country club members from decades ago, turning their noses up at people dressed in casual attire, with laugh-out-loud conversations. The result? What could have been a contentious change was smoothly integrated, with members not only accepting the new policy but thoroughly enjoying the communication experience.
THE REBELLION YOU WANT
Rebellion isn’t always a bad thing. When members feel connected and valued, their “rebellion” can manifest as innovative ideas and constructive feedback that push the club forward. Encouraging this type of positive rebellion leads to a dynamic, evolving club culture where members feel a sense of ownership and pride.
In the realm of club management, the harmony between rules and relationships is not just beneficial but essential. By prioritizing relationships, we transform rules from potential points of contention into shared agreements that enhance the member experience. As leaders, our goal is to cultivate an environment where rules are respected because relationships are cherished.
Remember, a well-managed club is not just a place with excellent facilities, Troon support/resources and impeccable service; it’s a community where every member feels valued and heard. We should strive to build relationships that turn potential rebellion into collaborative growth.
By embracing this approach, we can ensure that our clubs remain not just places of leisure, but vibrant communities that stand the test of time.
Adapting to the Ever-Evolving Role of the Membership Director
By Melissa Hansen • Director of Membership & Marketing
IN THE LIVELY AND EVER-CHANGING WORLD of private clubs, being a membership director is like being the life of the party. You’re not just the gatekeeper of member engagement and recruitment; you’re the host who keeps the vibe alive and exciting! To make sure your club stays fresh and appealing, it’s not just about keeping up with the latest trends—it’s about setting new standards for a great member experience and satisfaction.
Pro Tip: Include a photo of the members providing the kind words. It gives buyers an extra boost of confidence and builds trust.
HOT TREND: LEVERAGING SOCIAL PROOF
One trend shaping the landscape is the use of social proof in marketing and communication. In an era where prospective members are heavily influenced by online reviews, testimonials, and social media presence, leveraging positive member experiences has become crucial. Clubs are increasingly showcasing member testimonials and
Pro Tip: Think of creative ways to give prospects a peek inside and to showcase the lifestyle you offer.
success stories across various platforms, reinforcing their community’s value and appeal. This approach not only builds credibility but also fosters a sense of belonging and trust among prospective members.
HOT TREND: E-MAIL DRIP CAMPAIGNS
Another trend is the implementation of e-mail drip campaigns. These automated e-mail sequences are designed to nurture relationships with prospective members over time, providing them with relevant information, updates, and a peek inside life at the club. An effective e-mail drip campaign can guide potential members through a wellcrafted journey, from initial awareness to the decisionmaking stage, ensuring that your club stays top-of-mind throughout the process. This approach helps in converting leads into loyal members by consistently communicating the unique value propositions of your club.
Recognizing the need for continuous professional development, I am excited to be a part of the upcoming membership webinar series hosted by Club + Resort Business. I will kick off this four-part series with “The Membership Playbook: Cutting-Edge Strategies for Today’s Clubs.” This presentation is tailored for membership and marketing directors seeking to enhance their club’s appeal and engagement.
The session will delve into the art of leveraging social media to tell your club’s unique story, ensuring that your online presence resonates with both current and prospective members. Additionally, we’ll cover best practices for onboarding and integrating new members, ensuring they feel welcomed and valued from Day One.
Adapting to new trends and technologies is crucial for keeping our clubs thriving and staying ahead of the curve. Embracing change is not just about survival; it’s about ensuring that our clubs continue to be vibrant, welcoming, and relevant in the years to come.
The Club at Olde Cypress • Naples, Fla.
Why Language Barriers Might be a Problem of the Past
Improve communication across key industries.
LANGUAGE BARRIERS CAN BE A MAJOR CHALLENGE for hospitality customers, employees, and management. In some areas of the U.S., nearly 45 percent of the population does not speak English fluently or “very well” according to the U.S. Census Bureau. In the hospitality industry, when teams cannot communicate clearly it poses challenges for optimal efficiency, safety, and customer satisfaction.
While some language barriers can be overcome through technology like Google Translate or on-site translators, these options require in-person solutions that take time and money away from the main responsibilities of employees. Furthermore, these are not always well suited for guest-facing environments, especially ones focused on customer services like resorts, hotels, and casinos. Relay, a cloud-based communication platform, is on the front lines of addressing these issues.
“Language barriers are common in the industries we serve, especially in hospitality.,” says Scott Hiller, product manager at Relay. “It’s not unusual to find up to 50 percent of a hotel’s staff don’t speak English. This creates significant communication challenges. For example, a housekeeping team might primarily speak Spanish, while the front desk staff only speaks English, requiring a translator at best or a lack of communication at worst. This process is time-consuming, costly, and leads to more mistakes, ultimately impacting guest satisfaction. Other organizations, hoping to avoid language barriers altogether, are limited when hiring because of language requirements, which can leave them understaffed.”
Relay’s TeamTranslate enhancement allows live translations through a lightweight communication device that operates
over Cell and WiFi and doubles as a panic button with room-level indoor location tracking. TeamTranslate works with 31 languages. Teams can configure their devices to automatically translate into everyone’s native language. This helps in many different situations, allowing teams like security to communicate with team members to respond to panic alerts or safety risks on site. In fact, with Relay, addressing safety issues is on average six minutes faster per incident, according to Relay.
“TeamTranslate is all behind the scenes, sending translations over-the-air as your team communicates with Relay, not just in person like traditional translation apps,” Hiller says. “For example, if I send a message in English, everyone will hear my original message, to understand the tone and pick up the context, then non-native English speakers will hear the translation of my message into their native language.”
The live translation abilities not only help employees communicate but also aid in the retention and long-term success of employees. “In April, we officially launched the feature, and within the last three months, over 100 customers have adopted it,” Hiller says. “Customers have shared great stories, such as a housekeeper who was promoted to house inspector because she could now communicate effectively with the Englishspeaking teams like the Front Desk. This not only helped her advance but also retained a valuable employee.”
Language barriers have been a constant problem plaguing many industries and limiting the efficacy of employees. With Relay’s TeamTranslate, safety, employee satisfaction, and collaboration are all improved. There are fewer mistakes throughout the workday, which streamlines customer satisfaction and key performance tasks.
- By Ya’el McLoud
Midwestern Charm
By Phil Keren, Senior Editor
Cragun’s Resort in Brainerd, Minn. Offers Year-Round Outdoor Activities.
THE OLD AND THE NEW COLLIDE with each other at Cragun’s Resort, Golf & Conference and Cragun’s Legacy Golf Courses in Brainerd, Minn.
With statues of Paul Bunyan and Babe the Blue Ox stationed near the entrance, Cragun’s offers a certain Midwestern, nostalgic charm from a bygone era. Situated along scenic Gull Lake, Cragun’s offers hotel rooms, villas, cabins and homes where guests can stay and enjoy a wide variety of activities. There are 45 holes of golf across two different championship level courses, as well as a Par 3 course, and countless other activities such as fishing, kayaking, beach volleyball, tennis, and pickleball.
“Cragun’s Resort is a relaxing, fun-filled getaway for the young and the young at heart,” notes Carrie Scarfino, Cragun’s Marketing Manager. “Activities abound in every season. It’s the perfect place to play, relax or connect with your group. Memories are made here. Traditions are established. At Cragun’s, things are always changing. But the things that really matter stay the same. We are a Gull Lake tradition.”
Though the resort offers a wide range of activities across a large piece of property, Cragun’s leaders work to create repeat business by cultivating a meaningful connection with their guests.
Photo courtesy of Cragun’s Resort
“Cragun’s is devoted to creating enduring relationships with our guests by providing highly personalized service and gracious hospitality in an amazing atmosphere,” says Scarfino.
“Our greatest asset, and the key to our success, is our people.
We believe that true success is only achieved when a resort combines the traditions of its local community with exceptional personal service.”
HISTORY OF CRAGUN’S
The history of Cragun’s begins with folk hero Paul Bunyan. In 1934, Merrill K. Cragun Sr. and his wife, Louise, registered the name of Paul Bunyan Inc., with an eye toward boosting tourism in central Minnesota. The Craguns in 1940 constructed some cabins and then built a lodge in 1945. As 1947 drew to a close, the Craguns’ venture yielded a site with 12 cabins and a lodge. Louise Cragun then became the operational leader of the resort and received support from her father-in-law, Virgil Cragun,
Carrie Scarfino, Cragun’s Marketing Manager
Statues of Paul Bunyan and Babe the Blue Ox keep watch near an entrance to Cragun’s Resort, Golf & Conference in Brainerd, Minn. The Midwestern resort opened in 1940.
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while Merrill Sr. worked at a full-time job in the Twin Cities. A couple of milestones occurred at the end of the 1940s: Cragun’s opened its first dining room in 1948 and then built the first six motel-style units the following year. The Craguns’ son, Merrill K. Jr. (nicknamed “Dutch”), became the manager in 1957 and the property continued to grow on a yearly basis. During the ensuing decades, an outdoor swimming pool opened, the pool area was enclosed, a full-time staff was hired, more property was purchased, and more units were built.
According to Scarfino, since 2017, Cragun’s has: renovated 200 lodge hotel rooms; remodeled the resort lobby and marina; remodeled five hospitality rooms, rebuilt tennis courts and converted three of those surfaces into pickleball courts; renovated and built a total of 11 cabins; constructed five new homes at Cragun’s Legacy Courses; invested in new pontoon boats, jet skis, marina and snowmobile equipment; renovated the lobby restaurant, bar and lounge; and performed a 45-hole golf course renovation in partnership with PGA TOUR Champions golf professional and designer, Tom Lehman, a Minnesota native.
Custom-designed homes being constructed along the golf courses will be 2,800-plus sq. ft., including five or more bedrooms, and five baths with open living and dining areas, plus a chef’s kitchen.
“We are enthusiastic about the renovations, expansion, and new branding for Cragun’s,” says Eric Peterson, General
Multiple forms of lodging are available to guests staying at Cragun’s Resort, Golf & Conference in Brainerd, Minn., including these Bayview Villas.
The Lehman 18 is a Tom Lehman Signature championship golf course that marked its grand opening in July 2023. The course has six tees that allow the layout to play anywhere from 4,707 to 7,491 yards. (Photo: Peter Wong Photography)
Manager and Development Director of Cragun’s. “Keeping with Dutch Cragun’s legacy and the traditions founded by Dutch and his family, these investments in our resort will certainly appeal to both our longtime patrons as well as new visitors.”
Today, the resort has a staff of more than 300 employees and offers more than 200 hotel rooms, suites, cabins and homes to rent, and 62,000 sq. ft. of multi-function conference and exhibit space.
On an annual basis, there are more than 100,000 guest nights at Cragun’s, which equates to approximately 40,000 unique guests.
A similar number of guests are expected to visit the resort in 2024.
GOLF AT CRAGUN’S
During the past three years, Cragun’s has worked with the
Cragun’s has worked with the Lehman Design Group on a project to upgrade and expand its two golf courses. “The Legacy Courses underwent a tranformation...[that] opened amazing view corridors,” says Eric Peterson, the resort’s General Manager (right).
Lehman Design Group on a $17 million project to upgrade and expand its golf courses, the Lehman 18 and the Dutch 27. With the popularity of golf on the rise, making two high-level courses even better will surely draw more visitors to this 84-year-old resort.
“The Legacy Courses underwent a transformation…[that] opened amazing view corridors, made the golf courses friendlier for the average golfer, while still creating a challenge for the low handicap player,” says Peterson.
The most prominent changes on the Legacy Courses were eliminating bunkers that were only in play for higher handicap players, removing trees, adding run-off areas to open the green complexes, and removing forced carries over water. The existing bunkers were removed and strategic bunkering was installed along with new drainage, a liner product called “Sand Guard,” and “Best Sand” from Ohio. Only 18 of the 36 original green surfaces remained the same, but all the greens received new surrounds “to give them a new modern feel,” Peterson says.
The Lehman 18 is a Par 72 Tom Lehman Signature course with six tees ranging from 4,707 to 7,491 yards. It is an out and back course, with the cart path from holes 1 to 18 covering nearly 7 miles. The course flows through a 1,000-acre wooded sanctuary around Stephens Lake and winds through many natural wetlands, according to Peterson.
“Dramatic strategic and aesthetic changes occurred on every
hole, with lake and forest views in abundance throughout,” Peterson says.
The Lehman 18 marked its grand opening in July 2023.
The “Dutch 27” will soon offer three 9-hole layouts (Red, White and Blue) with a variety of 18-hole combinations; the course that bears the nickname of the Craguns’ son has five tees ranging from 4,287 to 7,001 yards (Blue and White courses).
Before the Lehman 18 was renovated, the Blue and White nine-hole layouts of the Dutch course were upgraded and those improvements were completed in late July 2023. White sand was added to the bunkers and cart paths were newly paved on these two 9-hole layouts. All holes on the Dutch 27 were adjusted with many holes receiving new routing.
The third 9-hole course, known as the Dutch Red, is in its final grow-in phase and will “be fully integrated into the Dutch 27 in May of 2025,” Peterson says.
Some features of the Red Nine renovation are new tee boxes, grass fairway bunkers, greenside bunker placement and shaping, four new greens, and new green surrounds. Peterson adds there was “some significant shaping and clearing to create some amazing new holes and views.”
Since golf can be played for about half the year in Minnesota, Cragun’s leaders took steps to ensure the course continued to operate during the project.
The Dutch 27 will soon offer 27 holes of championship-level golf to guests at Cragun’s Resort, Golf & Conference in Brainerd, Minn. The Blue and White layouts are the site of the CRMC Championship, a PGA Tour Americas event. The Red 9 will open for play in May 2025. (Photo: Peter Wong Photography)
“It took some interesting routing and coordination, but we were able to keep 27 holes of championship golf open throughout construction,” states Peterson. “I believe we reprinted new scorecards six times in three years.”
There is also a Legacy Par 3 course that allows beginners to give the game a try and longtime players to practice short iron shots. This course offers greens that are similar in size to the ones found on the Lehman 18 and Dutch 27, but no bunkers. These factors make it a very playable course that families can enjoy playing together. Another family-friendly element: FootGolf can also be played on the Par 3 layout.
Fishing and kayaking are among the many water-based pursuits that can be
Jack Wawro, the resort’s Director of Golf, believes the proximity of one course to the other is a big selling point.
“We have it all right here in one facility,” Wawro says. “When you come [to Cragun’s] on your golf package, you bring your clubs for your first day, you’re going to play four different 18hole combinations.”
Near the golf courses are the 35,000-sq.-ft.-plus Legacy Clubhouse, which has a pro shop, Legacy Bar, Legacy Grille Restaurant, golf simulator, locker facilities for members, and pavilion seating for 250 people.
AN ABUNDANCE OF ACTIVITIES
While golf is a prominent feature at Cragun’s now, the resort existed for 58 years without the gentleman’s game. As such, there is an abundance of activities that non-golfers can enjoy,
both on land and on the water. There are indoor and outdoor pools, tennis and pickleball courts, beach volleyball, as well as biking and hiking opportunities. One aspect of Cragun’s that makes it stand out is its lakefront location.
“We have nearly a mile of sandy shoreline on the south side of Gull Lake on one of the quieter bays, Steamboat Bay,” Scarfino says.
Boating, cruises, waterskiing, tubing, banana boat rides, canoes, kayaks, hydrobikes, jet skis, pontoon boats, paddle boats, and paddleboards are among the water-based adventures that guests can enjoy.
Visitors can step aboard the North Star Luxury Yacht for a pleasant cruise on Gull Lake. One highlight is a BBQ voyage where guests can enjoy a barbecue rib dinner while watching the sun go down over the water.
There are also indoor activities available: Cragun’s offers a Fitness Room and a 22,000-sq.-ft. Sports Centre, with a basketball court, as well as tennis, pickleball and volleyball courts, along with a running track for jogging or walking.
Activity does not slow down in the winter: ice fishing, snowshoeing, ice skating, and cross country skiing are among the ventures available to guests.
Cragun’s also offers 28 meeting rooms, 47,000 sq. ft. of meeting space, 62,000 sq. ft. of exhibit space, and banquet capacity for 800. The resort hosts about 200 corporate or association groups and anywhere from 25 to 40 weddings each year.
“With several different ceremony, reception and venue options to choose from, weddings at Cragun’s fit many tastes and needs--modern, shabby chic, lakeside, golf,
enjoyed on Gull Lake at Cragun’s Resort, Golf & Conference in Brainerd, Minn. Other activities include boating, cruises, waterskiing, tubing, and banana boat rides.
The 65-foot North Star Luxury Yacht offers cruises on Gull Lake at Cragun’s Resort, Golf & Conference. A glass-enclosed main deck provides seating for 62 riders, while the upper deck patio offers space for 36 passengers.
A full slate of activities are available during the winter months at Cragun’s Resort, Golf & Conference. Ice skating, ice fishing, cross country skiing, snowmobiling and more are offered to guests.
large or small,” Scarfino says. Guests can also sign up for a loon sighting tour on Gull Lake.
Scarfino notes the profile of Cragun’s guests is as wide-ranging as the activities offered. There are generational guests who
Steady Under Pressure
Executive Chef Zeb Hartline and the team at Houston CC turned challenging circumstances into a thriving culture of innovation and excellence.
TAKING THE LONG VIEW
ON THE SOCCER FIELD, the true measure of success isn’t winning the next match; it’s about preparing for the journey ahead. As a youth coach, my philosophy is to train players so thoroughly that they can choose which team they want to play for. My aim isn’t just to win the next game; it’s to equip them with the skills, confidence, and resilience to excel on any field they step onto.
This mindset is rooted in empowerment—ensuring that when the whistle blows, they don’t just participate; they prove they belong.
The most successful chefs I’ve encountered share this same approach with their teams. They don’t just train their staff to get through the day; they invest in their growth, challenge them to reach new heights, and prepare them for the future. These chefs understand that when their team members apply for their next job, it shouldn’t be a matter of chance or competition—it should be evident that they are the right choice because they’ve been trained to be the best. As we finalize the agenda for the 2025 Chef to Chef Conference, which will be held in Baltimore from March 23rd through March 25th, this same philosophy is guiding the decisions we make. My goal is to ensure that every session, speaker, and event delivers the depth, insight, and inspiration to empower attendees to forge their own paths with confidence.
Just as I strive to prepare my players for any field they might step onto, I want the chefs who attend Chef to Chef to leave fully equipped to tackle their next challenge, implement new ideas, and lead their teams with confidence. Chef to Chef isn’t just about sharing knowledge—it’s about fostering a sense of purpose and direction that will resonate long after we leave Baltimore.
Just as I coach my players to look beyond the next game, I encourage every chef to take the long view— train your team not just for today but for their careers ahead. Think of the Chef to Chef Conference, and all the content we produce, as your playbook for longterm success.
The field is yours for the taking.
EDITOR-IN-CHIEF
Joanna DeChellis jdechellis@wtwhmedia.com 412-260-9233
Executive Chef Zeb Hartline and the team at Houston CC turned challenging circumstances into a thriving
32 Pursuit of Perfection: Clubs Commit to Sushi’s Craft
Sushi is seeing greater popularity among members and guests, requiring clubs to continuously train sushi chefs to balance tradition and trends. 36 Going Green
Club chefs are doing their part to protect the planet by reducing food waste and sourcing locally. 40 Behind the Burners: Balancing the Heat
Chefs Andrew Wisnionski and Geoffrey Lanez share their experiences managing stress, leading teams, and driving innovation in the kitchen.
Cover photo by Abante Photography
Steady Under Pressure
Executive Chef Zeb Hartline and the team at Houston CC turned challenging circumstances into a thriving culture of innovation and excellence.
By Joanna DeChellis, Editor-in-Chief
HOUSTON COUNTRY CLUB
has long been a symbol of tradition and prestige, but when faced with a complex renovation, it became a canvas for resilience and innovation. Leading this transformation is Executive Chef Zeb Hartline, whose story is defined by creativity and an unyielding commitment to clarifying what it means to dine at HCC.
By focusing on team empowerment and blending modern techniques with time-honored traditions, Hartline, alongside his dedicated team, has elevated the HCC’s culinary culture, ensuring that every dining experience reflects the rich legacy of the historic club.
CALM OUT OF CHAOS
The renovation of HCC was no small feat. The project involved a comprehensive overhaul that touched every aspect of the club’s operations.
For Hartline, who came to the club halfway through the renovation process, this meant managing culinary operations and maintaining quality without a fully operational kitchen.
“I think I’m made for the chaos,” says Hartline. “There’s always something to do and decisions to be made. Plus, the team needs you every step of the way, and you have to keep showing up, putting on a smile, and doing your best to keep up morale and order.”
One of the most challenging aspects
was the renovation of the banquet kitchen, which was out of commission for over a year. This forced Hartline and his team to adapt by using the a la carte kitchen for banquet services. They often ran multiple events simultaneously, managing a million dollars in food and beverage sales during peak months without the proper facilities.
Today, HCC offers the club’s 1,300 members a variety of dining spaces. There are nine different a la carte venues, ranging from grab and go to casual to fine dining. Each offers distinct menus and atmospheres. The operation, which does $9.7 million in annual food and beverage, also
includes two ballrooms that host a variety of events, from intimate gatherings to large-scale functions. In addition to the main dining areas, the club has a state-of-the-art kitchen, a dedicated pastry shop, a butcher shop, and specialized facilities for meat aging and smoking, all designed to support the high-volume, high-quality service that HCC is known for.
Despite the challenges, the kitchen staff, inspired by Hartline’s leadership, rallied together to deliver outstanding results. “The resilience and adaptability of the team during the renovation were remarkable,” says Janine Budzius, CCM, CCE, HCC’s current General Manager and COO. “[Hartline] has cultivated a culture of excellence, and it’s reflected in how the team rose to meet every challenge.”
CREATING A CULINARY CULTURE
One of the most significant aspects of Hartline’s impact at HCC has been his ability to build and nurture a strong culinary team. His leadership style, characterized by a blend of approachability and quiet intensity, has fostered a culture of collaboration and continuous improvement.
“[Hartline] is an innovative and creative leader,” says Budzius. “He empowers his team members and functions with a high level of creativity. His passion is contagious, and he makes a strong effort to connect with our members on a personal level.”
Hartline’s approach to team-building is rooted in his belief that a successful operation relies on the strength of its people. “I’ve always believed that
a great kitchen is built on mutual respect and a shared commitment to excellence,” says Hartline. “When the team feels empowered and valued, they’re motivated to bring their best to the table every day.
“We can teach anyone how to cook, but we can’t teach them to show up every day with a positive attitude and a willingness to help their fellow teammates,” adds Hartline. “You can be the best cook in the world, but if you can’t get along with the person next to you, HCC is not for you.”
This mindset has driven his focus on fostering teamwork and a positive culture, where collaboration is valued as much as culinary skill.
In addition to teamwork, Hartline is committed to empowering his team members. “Empowerment and
Executive Chef Zeb Hartline (left) channels his passion for innovation and team empowerment into every dish—like the smoked salmon pâté with crispy capers, fennel, soft herbs, and grilled sourdough—elevating the dining experience at HCC.
Hartline (left) and his team—Sous Chef Gerardo Martinez (center) and Sous Chef Lily Sahagun (right)—meticulously plate dishes during an event, reflecting the strong culture he’s built at Houston Country Club. “It’s all about showing up every day, working together, and delivering something special,” says Hartline, highlighting the camaraderie and dedication that define his kitchen.
recognition are key,” he says. “We’ve started doing quarterly awards where our managers vote for standout team members, and we make sure everyone’s hard work is recognized.”
This strategy has not only strengthened the team’s capabilities but has also enhanced the overall member experience at the club.
Jose Zamora, HCC’s Director of Food & Beverage, underscores the
importance of this cultural synergy.
“[Hartline] and I share a similar perspective on the importance of being of service to and believing in one another. This mindset is critical to our success,” Zamora explains. “When I first arrived, the staff was already stepping out of their way to be gracious and accommodating. [Hartline] had a lot to do with creating that welcoming environment.”
The Chef’s Table at HCC epitomizes its commitment to blending tradition with innovation, creating a memorable and personalized dining experience for members.
HONORING TRADITION, EMBRACING EVOLUTION
Hartline’s culinary philosophy is centered on delivering consistent quality while evolving the club’s offerings to meet the changing needs of its diverse membership. He understands that in a club like HCC, where tradition is cherished, any innovation must be balanced with respect for established expectations.
“It’s about honoring what has made HCC special for generations while also pushing boundaries to keep things fresh and exciting for our members,” says Hartline.
“The greatest potential lies in the evolution of our traditional club food and beverage culture,” says Budzius. “While it’s important to maintain the club’s traditions, we must also evolve with current trends and the desires of our newer members. [Hartline] is well-positioned to meet this challenge, ensuring that our offerings remain relevant and engaging.”
Hartline’s focus on consistency and quality is evident in every dish that leaves his kitchen. “We’re committed to sourcing the freshest ingredients and working closely with local purveyors to ensure we’re providing our members with the best possible dining experience,” Hartline explains.
His creativity shines in dishes like the corn cappelletti, a summer favorite that Budzius praises for its vibrant flavors and innovative presentation.
But it’s not just about the food. Hartline places a strong emphasis on member engagement, often welcoming members into his kitchen for personalized experiences. “These chef’s tables and culinary classes are not just about showcasing our food— they’re about building connections and giving our members a deeper understanding of what we do,” says Hartline. His chef’s tables and culinary classes have become highly anticipated events, offering members a unique glimpse into the culinary process and a chance to connect with the team on a personal level.
HOSPITALITY TO HIGH SOCIETY
Hartline’s extensive background in the competitive luxury hotel industry has been a significant asset in his role at HCC. His experience working with renowned brands like Gaylord Hotels and The JW Marriott Orlando Grande Lakes equipped him with a deep understanding of high-volume, high-quality service—skills that translate seamlessly to the dynamic
Whether it’s the shucked-to-order oysters with champagne mignonette or the prosciutto pizza topped with burrata cheese, balsamic pearls, garlic confit, and petite basil, every dish at HCC reflects the meticulous attention to detail and commitment to quality that defines the club’s culinary program.
and demanding environment of a club like HCC.
“In hotels, you’re constantly adapting to different events, guests, and service styles, which requires a high level of flexibility and attention to detail,” says Hartline. “Those same principles apply in the club world, but with an added layer of personal connection with the members. Hotels taught me how to deliver consistent quality, even under pressure, which has been hugely valuable in managing the complex operations and renovations at HCC.”
Hartline’s ability to handle largescale events, maintain high standards, and foster a strong culture in the kitchen and beyond it has been crucial in meeting the expectations of HCC’s discerning membership. “In the hotel industry, we learned to anticipate the needs of a diverse clientele, and I’ve brought that same proactive approach to HCC,” Hartline adds. “It’s about creating an experience that feels both personalized and exceptional.”
His transition from hotels to clubs has allowed him to bring a fresh perspective, blending the best both industries to create a uniquely effective approach to club culinary.
AT HCC, THE BEST IS YET TO COME
As HCC continues to evolve, Hartline’s visionary leadership will be pivotal in shaping the culinary program’s future. With the renovation complete, the focus now shifts to maximizing the potential of the new facilities and refining the overall member experience.
“We’re developing our strategy for the coming years,” says Zamora. “This includes enhancing our wine program, boosting our banquet performance, and reinstating traditional service standards. [Hartline’s] leadership will be key in these efforts, as we aim to exceed our members’ expectations.”
Hartline’s vision is rooted in his commitment to the craft and belief in the power of a strong team. He is dedicated to keeping HCC at the forefront of innovation while honoring its cherished traditions.
“As we look to the future, it’s about more than keeping up with trends—it’s about setting the standard,” Hartline says. “We have an incredible team and state-of-the-art facilities, and together, we’re going to push the boundaries of what’s possible in club dining while honoring what makes HCC special.” C+RC
Pursuit of Perfection: Clubs Commit to Sushi’s Craft
Sushi is seeing greater popularity among members and guests, requiring clubs to continuously hire or train sushi chefs to balance tradition and trends.
By Isabelle Gustafson, Senior Editor
SUSHI PLAYS A VITAL ROLE in Ocean Reef Club’s $45 million culinary operation. The Islander Fish House & Sushi Bar, one of the Key Largo, Fla.-based club’s 22 dining outlets, features a 30-seat sushi bar and 15 dedicated sushi chefs, led by Executive Sushi Chef Eric Andreu. While Andreu has spent more than
30 years making sushi, he considers his own style a marriage of old- and new-school technique.
“I came from the old school,” he explains, “but I have to keep up with the trends.”
At Ocean Reef—where Andreu’s spent the past decade—he’s afforded the resources to continuously hone
his craft, which benefits himself, his team and, in turn, the membership.
“If I ever want to go to a restaurant and try it out, [Ocean Reef] sends me to that restaurant,” he says. “If I want to study under a chef, they’ll send me to that chef. If I want to go to Japan, they’ll send me to Japan.”
Andreu recently visited the three-
Lerry Wijaya (pictured), Garde Manger Chef and Head Sushi Chef of Palm Beach CC, describes his culinary style as modern while still honoring sushi’s roots. His tuna poke (pictured) features diced bigeye tuna mixed with poke sauce, avocado mousse, tobiko, pickled radish, micro viola and kimchi aioli.
Michelin-starred restaurant Masa in New York City and worked with Chef Masa Takayama.
Andreu’s own career began at Shibui, one of Miami’s first sushi restaurants, where he worked his way up from busboy before he was invited to make sushi in 1991.
“From there, I started following other chefs to learn more,” he says. “Then I finally made it to school; I got a degree at the Art Institute of Fort Lauderdale. Then I lived in Russia for six years— opened two restaurants. I lived in Thailand for three months, and I worked at a restaurant in Japan for six months.”
Now, at Ocean Reef, he’s working with Chef Shinji Sakamoto, one of his first teachers and mentors.
“I’ve had a lot of mentors, but he was one who stuck with me through whatever I did,” Andreu says. “He’d always come and visit me to see how I was doing, how the restaurants I was running were doing. … His wife passed away, and she’d told him to come see me, that I would take care of him. So he came to see me, and I said, ‘Why don’t you come work with me?’”
“I love it,” Andreu adds. “The way we talk, it’s different from talking to the people I’m teaching.”
He and Sakamoto are currently working on an unagi sauce for Ocean Reef, and eventually, Andreu aims to make his own soy sauce.
“I’ve never tried it, but I’ve been studying it,” he says. “It takes a year to make, and then you’ll find out if it’s good or bad. I’m hoping to go to Japan this year and visit some soy breweries. That’s my next step.”
A GLOBAL PHENOMENON
Lerry Wijaya, Garde Manger Chef
and Head Sushi Chef of Palm Beach (Fla.) Country Club, says the problem facing most clubs and resorts now is a lack of trained sushi chefs.
“It may be time to consider adding sushi to the curriculum of culinary arts schools,” he says, “or creating a sushi chef community that provides training for chefs or cooks at clubs and resorts during the off-season.”
Wijaya sees sushi as a particularly creative segment of culinary.
“Sushi is an art that transforms into a dish,” he says. “Most sushi chefs have an artistic sense that influences the sushi’s quality, presentation, and deliciousness. Deliciousness originates from presentation. The presentation of a dish has the power to stimulate the appetite.”
Wijaya got his start in sushi at a friend’s restaurant in New York.
“I was very interested in sushi, so he gave me an opportunity to learn,” Wijaya says. “[Sushi] is [a good] fit for me because of my personality; I’m a creative person. I like to be in the kitchen, to move around, to create.”
Prior to joining Palm Beach CC, he spent some time as a private sushi chef in Europe and the Middle East, where he had the opportunity, like Andreu, to work on a tasting menu with Chef Masa Takayama.
These days, Wijaya hones his skills and keeps pace with trends by visiting restaurants and by viewing social media or YouTube for plating inspiration. He also plans to visit Japan next year.
Wijaya considers his culinary style
primarily modern, with respect for tradition. Sushi, he says, has unlimited flavor combinations.
“I’m inspired me to incorporate elements from different cuisines into sushi,” he notes. “I enjoy incorporating a modern twist while still honoring its traditional roots. This enhances the flavor of sushi without creating confusion.”
His Surf and Turf roll features tempura lobster, avocado and cucumber, topped with Japanese wagyu filet mignon tataki, masago, crispy shallot and spicy hollandaise sauce; his Hamachi Jalapeño features hamachi, sliced jalapeño, cilantro oil, pickled sweet pepper, jalapeño and yuzu pearls and kaffir lime ponzu sauce; and his Tofu Wahoo Tataki combines crispy tofu, togarashi-seared Wahoo and mango rujak salsa.
While Palm Beach CC doesn’t have a dedicated sushi bar, Wijaya believes it has immense staying power in clubs.
“The demand for this cuisine is remarkably high—it has become a global phenomenon,” he says. “Members seek out healthy meal options, including sushi made with fish, avocado, vegetables, and even substituting sushi rice with brown or black rice.”
KEEPING UP WITH DEMAND
Hideaway Beach Club in Marco Island, Fla., has one dedicated sushi chef and another currently in training.
“I also train all of my staff in sushi because it has been such a high-demand item in the club, it has rolled into our banquets, events and wedding packets as well,” says Executive Chef Timothy Smith.
Hideaway Beach Club has three restaurants nearly $4 million in annual food and beverage. Seafood accounts for nearly 50% of total F&B sales, Smith says.
The club’s sushi program officially launched in 2020 due to growing member demand.
“A lot of our members were going out for sushi when they left the property,” Smith says. “I spent a lot of time talking to members, getting their feedback one on one, and sushi was the one thing that kept coming up.”
Today, the menu at Hideaway’s Sunset Lounge changes every three weeks in-season and about every four weeks during the summer.
“Our spicy tuna roll is always going to be the best-seller, but we try to think outside of the box when doing sushi features and new items,” Smith says. “We try not to have the same sushi that you can run right down the street and get at a regular restaurant.” Menu standouts include a blue crab roll with smoked Japanese mayonnaise and asparagus, topped with fried calamari. “That was a huge seller,” notes Smith. “We’ve done a [roll with] seared tuna and green
apple; we’ve done a coconut shrimp roll with local mangoes.”
Some of Hideaway Beach Club’s product comes directly from Japan; other items are local.
“Top quality is always the first priority. We want to make sure we’re able to serve the best product at the best price to our members,” Smith says. “It’s nice having quite a few seafood companies to choose from [in this region].”
Smith honed his own sushi skills when he worked for Marriot. Today, to maintain his staff’s skills, he hosts a regular sushi bootcamp of sorts. He’s also planning to host a traditional Japanese sushi chef to provide additional education for his team.
Sushi can be a daunting segment of foodservice, particularly for club chefs without specific training. Whether or not a club has a sushi bar, or the budget for a dedicated sushi chef (or 15), an executive club chef must first familiarize themselves with the craft.
“The first thing I would recommend is that the chef knows what they’re doing before jumping into it,” advises Smith. “If a chef’s not comfortable with sushi, they’re never going to be able to get the staff comfortable with it.”
A SENSE OF URGENCY
At Ocean Reef, Andreu sources fresh fish daily, some from local waters and others directly from Japan.
The Islander’s menu is updated about three times a year. The most popular roll, named Melanie, predates Andreu and features tempura shrimp, spicy tuna, avocado, sweet soy, spicy
aioli and tempura flakes.
“It has been here forever; it’s the No. 1 seller,” says Andreu. “And that’s the roll I did for Tiger Woods [at the Masters Club Dinner at Augusta National Golf Club in 2020].”
Other Islander signature rolls include the Florida Keys roll (pictured on pg. 32), featuring lobster tempura, snow crab, avocado, cucumber, artisan lettuce, masago, sweet soy, spicy aioli, mojo aioli, and tempura flakes. Another favorite is the Gaucho, with tempura shrimp, filet mignon, asparagus, avocado, baby heirloom tomatoes, and Japanese chimichurri.
This summer, Andreu introduced seven different rolls named after club members, featured as ‘Member Favorites’ on the menu. There’s also a section called “Chef Eric’s Creations.” Past dishes include the Wahoo Crudo, with Wahoo, scallions, jalapeño, crispy shallots, white truffle soy, orange, and yuzu. Another standout is the Japanese Chirashi, featuring bluefin tuna, toro, uni, masago, ikura, and fresh wasabi.
No matter the menu, Andreu believes a sense of urgency, precision, and commitment to the craft are keys to successful sushi.
“If you’ve seen the documentary ‘Jiro Dreams of Sushi,’ [Jiro Ono] has been doing sushi for 75 years, and he says he still hasn’t perfected it—so I’m trying to reach a goal that might be impossible,” Andreu says. Still, it’s the driving force behind Ocean Reef’s sushi program. “You have to have passion,” he adds. “If you don’t have passion, it’s not for you.” C+RC
Hideaway Beach Club has one dedicated sushi chef, Estuardo Rodriguez (right), and a sushi chef in training, Giovanni Senteno (left). However, Executive Chef Tim Smith says all culinary staff are trained in sushi due to growing demand in both a la carte and banquets.
Onda Catalog
GOING
Club chefs are doing their part to protect the planet by reducing food waste and sourcing locally.
By Pamela Brill, Contributing Editor
IT’S HOT IN THE KITCHEN—and not just because of the equipment. Climate change is taking its toll on the environment, driven by greenhouse gas emissions from the transportation, production, and consumption of food. To help reduce their carbon footprints, club culinary operations are implementing strategies to tackle this crisis head-on. From relying on reusable packaging and composting to in-house gardens and more plantbased ingredients, putting these practices in place will allow for a more sustainable future.
REDUCE, REUSE, RECYCLE
Plastic utensils and Styrofoam containers, once banquet table staples for golf luncheons and member barbecues, are slowly phasing out of party setups. At Musket Ridge Golf Club in Myersville, Md., where Executive Chef Kyle Roberson heads up operations, plateware and silverware are largely reusable. “I switched out our main large container that we used a
lot over 5-6 years ago from Styrofoam to a more sustainable biodegradable container,” he says.
At Hendersonville (N.C.) Country Club, plastic and Styrofoam containers were replaced with biodegradable supplies seven years ago when Executive Chef Steve Boeger joined the kitchen team. He believes this decision is helping to reduce the club’s carbon footprint and thinks that education is a great motivator. “I like to remind our staff that even a step in the right direction can make an impact,” he says. “When they are aware of the impact they are placing on the environment, they seem to get on board. I was always amazed that this idea wasn’t thought about by many until they were taught.”
Supportive communities that promote waste reduction are also influential at the club level. Green Hills Country Club in Millbrae, Calif., has implemented reusable service items for all in-house dining, with garbage, compost and single-stream sorting
stations set up for staff, members and guests. “I have found California to be highly conscientious and accommodating on these efforts,” notes Executive Chef John Reynolds, CCE.
FROM SEED TO SOIL
Cultivating local ingredients on-site requires time and consistent dedication, but the payoff yields fresh produce with homegrown flavor. Boeger grows herbs at Hendersonville every year and credits his green thumb to his previous job, where a 10-acre organic garden serviced the restaurant. Fresh basil and mint are incorporated into a summer salad of burrata and fresh watermelon, as well as in a peanut fried rice dish with duck and a fig BBQ glaze. “I have bought basil from produce companies for years, and after a day, it doesn’t come close to fresh clipped minutes before the dishes go out to our members,” he says.
Green Hills recently planted a small herb and vegetable garden and utilized it for summer kids’ camp
programming—a concept Reynolds has introduced to multiple clubs over his career. “I am a firm believer and teacher that kids who grow vegetables eat vegetables,” he says, with an eye toward future health-conscious consumers. Homegrown summer squash, kale, tomatoes and herbs also have a place on Green Hills’ seasonal vegetable sauté.
Scraps of food that go uneaten represent an opportunity for clubs to repurpose them via composting. At Green Hills, under local and state requirements that stipulate an organics recycling program, front-of-house collection bins enable proper materials sorting. Meanwhile, Musket Ridge takes composting into its own hands with a zero-food-waste initiative, which began in 2011. Roberson and his staff depend on the Bokashi method, a Japanese-originated fermentation process that uses microorganisms to break down food waste. “This method allows items such as proteins and dairy products to be composted, unlike a traditional composting method,” he explains. Full composting bins in the kitchen are retrieved by the grounds maintenance crew and transported to a designated compost site where they are covered. Left alone, the waste then turns into a rich, organic fertilizer that the crew uses on different parts of the property. According to Roberson, this process enables the club to keep up to four tons of food waste out of landfills every year.
FROM LAND TO SEA
Meatless meals have become a menu fixture for a la carte dishes, as well as special events, where vegan and vegetarian requests are more frequent. Not only does this allow chefs
Executive Chef Steve Boeger (right) grows his own herbs at Hendersonville CC.
Fresh basil and mint are used in dishes like his burrata and watermelon summer salad (above), as well as in a peanut fried rice dish with duck and a fig BBQ glaze.
to experiment with new flavors, but their focus on plant-based ingredients helps reduce carbon emissions. Musket Ridge features a tofu pad Thai dish—the only plant-based item on its banquet men—but Roberson is able to incorporate other dishes as desired. (The club grill’s a la carte menu includes a plant-based burger as the result of one of its regular golfers.)
At Hendersonville Country Club, Boeger counts 43 dishes that can be prepared vegetarian. He also includes two vegan entrees that are menu mainstays: a vegan rice bowl and a
Brussels sprouts side dish prepared with a plant-based mayonnaise, pickled red onion and a drunken honey (made with bourbon, sugar and xanthan gum used as a thickening agent to resemble honey).
Green Hills’ banquet menu is wellstocked with plant-based options, and Reynolds can prepare plant-based, center-of-the-plate replacements for meat and seafood upon request. “I have designed menus like this for over 20 years, but I have found a particularly receptive and appreciative member base at GHCC,” he says.
Specialties include vegan mushroom Wellington, ratatouille strata, vegan vegetable risotto and roasted butternut squash steaks.
Seafood represents another opportunity for chefs to make more sustainable choices. Boeger follows the Monterey Bay Aquarium Seafood Watch list for purchasing guidance and maintains relationships with fishermen in the Outer Banks, N.C., area, along with Triar Seafood Co. of Hollywood, Fla., and Trout Farms in western North Carolina.
Reynolds has a vested interest in sustainable seafood, having studied marine biology at the University of California, Santa Barbara. “I have been using quality farmed salmon since the late 1990s in New York [where
he spent the bulk of his private club career],” he says. Reynolds began with Faroe Island Salmon, then switched to Skuna Bay Salmon after returning to California. “Both employ flotillas of moving pens in pristine waters and the highest quality of natural feed,” he notes. “These controlled variables make for a well-exercised, healthy living and well-fed fish that yields highquality and consistent product that I
am proud to feature on our menus.” Reynolds uses Santa Monica Seafood as his primary seafood purveyor and features White Central American Farmed Shrimp and scallops that are FMA- and Atlantic Scallop Management Plan-approved. (And when menu planning calls for sustainable, organic meats, he relies on Allen Bros/Chef’s Warehouse and Golden Gate Meat Company, which works with small, family-owned farms that focus on grass-fed, humanely raised animals.)
AN EYE TO THE FUTURE
Looking ahead, chefs can consider other ways to practice more sustainable sourcing. When planning 2025 budgets, culinary managers might consider equipment upgrades that minimize power consumption and offer cost-savings benefits.
For instance, investing in energyefficient appliances decreases water usage and reduces electric bills. This past spring, when Musket Ridge’s walk-in freezer required a complete overhaul, the machine was replaced with a more energy-efficient model. While neither Hendersonville nor Green Hills are due for a kitchen renovation, Boeger and Reynolds plan to investigate more energy-efficient appliances in the future. C+RC
Green Hills CC Executive Chef John Reynolds studied marine biology in university, which impacts his seafood choices to this day.
As part of the club’s zero-food-waste initiative, Musket Ridge GC Executive Chef Kyle Roberson and team utilize the Bokashi fermentation process to compost food scraps.
Balancing
Chefs Andrew Wisnionski and Geoffrey Lanez share their experiences managing stress, leading teams, and driving innovation in the kitchen.
By Joanna DeChellis, Editor-in-Chief
IN THIS DIALOGUE, ANDREW
Wisnionski, Executive Chef of The Country Club at Castle Pines (Castle Rock, Colo.), and Geoffrey Lanez, MBA, CEC, Executive Chef of The Patterson Club (Fairfield, Conn.), dive into the realities of leading a club kitchen, discussing everything from managing stress and fostering team dynamics to implementing innovative practices and overcoming early-career challenges. Their conversation reveals the highs and lows of their culinary journeys, offering insights into the strategies that have shaped their success.
Geoffrey Lanez (GL): Chef, it’s nice to finally meet you. I’m looking forward to asking you a few questions. First, how do you deal with stress?
Andrew Wisnionski (AW): My general manager taught me to vent up—to keep the stress away from my team and go to those above me who can help. I also talk with my mentors, who’ve helped me manage the stress.
GL: That’s great advice. I have a 30-minute commute every day, so I call my industry friends, before and after work, just to connect. As chefs, it’s easy to forget everyone outside of work. This helps me manage stress and stay connected.
Executive Chef, The Patterson Club
AW: Absolutely. So, what was one of the hardest challenges you faced as a chef in your first year?
GL: I came to the club at 28, and it was in disarray. They wanted immediate changes. I was also on the culinary Olympic team at the time. I was used to high standards and execution, but the team had a different level of understanding. I tried to tackle everything at once, putting in 120 hours a week, and then COVID hit. I was able to step back and focus on the details I was missing.
AW: For me, one of the biggest challenges was growing within my company. I started as a sous chef and worked my way up to executive chef. The hardest part was learning the financials. But it’s been a fun challenge, and I enjoy that kind of stuff.
GL: It wasn’t fun for me at all! I remember calling people on the team every day—my mentors, my coaches— and I was exhausted. Juggling that commitment along with a new job was overwhelming. I don’t miss it, but it did help me become who I am today— which leads to my next question: For those entering the industry, what advice would you give them?
AW: My advice to new cooks is to seek out mentors who connect with you and invest in your growth. Find someone who is approachable, willing to listen, and genuinely interested in your development. I always tell my new cooks that I’m here for them and that I want to work side by side with them. We’re a learning and training kitchen, and we approach struggles by acknowledging that we’re human. It’s okay to feel how you’re feeling. You don’t have to have all the answers, but you do have to manage the stress so it doesn’t overwhelm you. I make sure they know that we can fix whatever is broken together. And then we grow from there.
the Heat
GL: That open-door policy really helps. In the past, I used to be afraid to ask for time off or help, but having that relationship with your team makes a big difference.
AW: Absolutely. So, what was one of the most innovative things you’ve done as a chef in your first year?
GL: Bringing a fabrication program to our club was huge. We were bringing in whole fish and primal cuts, and I showed the team how to fabricate. Everyone got so excited, talking about it to the membership and explaining the process. That was a big moment.
AW: For me, one of the biggest things was just showing face—being the “celebrity chef” and walking around the dining room. The membership didn’t really know the chef before, so building that one-on-one bond was innovative. Another thing was creating a platform to handle big events more efficiently, which has been a huge help for our operation.
GL: That’s really cool. What’s something you did early in your culinary years that still haunts you but makes you laugh to this day?
AW: I asked my chef if he wanted the broccoli on the pan to look nice and even. He sarcastically said, “No, I want it to look bad and roast it poorly.” It was funny, but I learned a lesson from it. Now, when my cooks
ask me similar questions, it takes me back to that moment.
GL: They still make fun of me for burning mushroom stock during my internship. I forgot about it, and when the chef found it, he asked, “How do you burn water?” Now, I stress the importance of setting timers with my team. It was a humbling moment.
AW: I have a similar story. One of our cooks drained a 48hour stock right into the floor drain—wasted every drop. We had to go over the importance of inspecting before acting. It’s funny in hindsight, but it was a hard lesson.
Andrew Wisnionski, Executive Chef, The Country Club at Castle Pines
GL: How do you balance your time with your sous chefs’ to ensure both you and they have work-life balance?
AW: I meet with my sous chefs at least once a day, whether for 10-15 minutes or longer. We talk about how they’re doing, what we need for the day, and any struggles we might face. I check in with them several times a day, and it helps us stay connected and set expectations. I like to empower my sous chefs, and we discuss decisions after service to learn and grow together.
GL: We have daily and weekly meetings, and I recently created a “chef’s agenda” where we gather the management team to discuss what’s going on in the kitchen. We also talk about how we can ensure everyone gets their time off. It’s all about setting them up for success.
AW: That’s great. Having that relationship with your team is crucial. We spend so much time at work, so it’s important to push for that ownership and not bother them unless it’s an emergency when they’re off. C+RC
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