May 2020 www.clubandresortchef.com
Deep
Change INSIDE When Takeout Takes Over Focusing on Food Safety Getting Into Grocery
Sedgefield CC is adjusting, learning and evolving its food-and-beverage approach in the wake of the COVID-19 crisis.
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EDITORIAL
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David Clark, Executive Sous Chef Army Navy Country Club, Arlington, Va. K. Scott Craig, CEC, CCA, WCMC Director of Culinary Operations, Myers Park Country Club, Charlotte, N.C. Ryan Daniels, Executive Chef, Fiddlesticks Country Club, Fort Meyers, Fla. VIncent Horville, Executive Chef, The Metropolitan Club of the City of Washington (D.C.) Thayer Johnson, Executive Chef, Orinda (Calif.) Country Club Michael Matarazzo, CEC, Executive Chef, Farmington Country Club, Charlottesville, Va. Lawrence McFadden, CMC, GM/COO, The Union Club, Cleveland, OH Colby Newman, Executive Chef, Grosse Pointe (Mich.) Yacht Club Drew Tait, Executive Chef, Kelly Greens Golf & Country Club, Fort Myers, Fla. J. Kevin Walker, CMC, AAC Executive Chef, Ansley Golf Club Atlanta, Ga.
Properties featured in this issue
FINANCE
Bruce Sprague bsprague@wtwhmedia.com
WEBINAR COORDINATOR
Eva Barrios, Executive Chef Royal Oaks Country Club, Houston, Texas
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CUSTOMER SERVICE REPRESENTATIVE
DIRECTOR, AUDIENCE
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EDITORIAL ADVISORY BOARD
2011 - 2018
Beechmont Country Club Beachwood, Ohio Birchwood Farms Golf and Country Club Harbor Springs, Mich. BraeBurn Country Club Houston, Texas Carmel Country Club Charlotte, N.C. The Country Club Pepper Pike, Ohio Country Club of Crystal Coast Pine Knoll Shores, N.C. Franklin Hills Country Club Farmington Hills, Mich. Grosse Pointe Yacht Club Grosse Pointe Shores, Mich. Hammock Dunes Club Palm Coast, Fla. Kenwood Country Club Cincinnati, Ohio Myers Park Country Club Charlotte, N.C. Onwentsia Club Lake Forest, Ill. Palos Verdes Golf Club Palos Verdes Estates, Calif. Pelican Golf Club Belleair, Fla. Peninsula Golf and Country Club San Mateo, Calif. Quail Hollow Club Charlotte, N.C. Reynolds Lake Oconee Greensboro, Ga. Royal Oaks Country Club Houston, Texas Sawgrass Country Club Sawgrass, Fla. Sedgefield Country Club Greensboro, N.C. St. Davids Golf Club Wayne, Pa. Tavistock Country Club Haddonfield, N.J. Vicmead Hunt Club Wilmington, Del. Vineyard Golf Club Edgartown, Mass. Winged Foot Golf Club Mamaroneck, N.Y. Woodland Golf Club Auburndale, Mass.
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Chefs, take back your kitchens. COVID-19 has rocked our culinary world. But we’re all still here, as a community, ready to get back to work making life more delicious for our patrons. As you each open back up for service, Spiceology wants to continue giving back to those in need in the foodservice industry.
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Spiceology.com
CONTENTS May • Vol. 10 • Issue 3
D
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Editor’s Memo Lessons in Resilience
Publisher’s Memo
- 12 Deep Change
Sedgefield CC is adjusting, learning and evolving its food-andbeverage approach in the wake of the COVID-19 crisis.
Let’s Not Return to “Normal”
16
Getting Into Grocery
18
Takeout Takes Over at Sawgrass CC
20
In-House or Outsourcing: The Great Debate
New grocery programs at Reynolds Lake Oconee and Hammock Dunes Club are helping to supplement a weakened supply chain while adding value to membership.
Sawgrass CC has succeeded by being agile and adaptable with how it continues to serve members.
To make or to buy? That is the question club and resort pastry teams face daily. Here’s how two chefs decide.
22
Focusing on Food Safety
24
Is it Drafty in Here?
25 26
Raise Your Glass
Gerald Ford, CMC, offers suggestions for club and resort chefs as they develop new food-safety systems and strengthen existing ones, in the wake of COVID-19. Thoughtful draft beer selections can create a good deal of potential and member satisfaction. Quarantine Cocktail by Franklin Hills CC
Reinventing Holiday Meals
Club chefs are responding to the constraints of the coronavirus crisis with new holiday programs and menus.
In Tune with the Times 28 Kenwood CC’s newly appointed CEO, Dylan Petrick, is us-
ing his in-depth knowledge of foodservice to assist the club’s culinary team as it navigates the COVID-19 challenges.
A Look Inside 30 During the 2020 Chef to Chef Conference, attendees got a behind-the-scenes look at some of Charlotte’s most impressive culinary operations.
Chef’s Thoughts 34 During quarantine, Eva Barrios, CEC, Executive Chef of Royal Oaks CC, has made sure to have cheese, bread, eggs, milk and butter on hand.
32 Product Showcase 33 Ad Index Photo courtesy of Sedgefield CC
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Dishing
with
DeChellis
LESSONS FROM RESILIENCE IN 1925, A DEVASTATING CASE of diphtheria broke out in Nome, Alaska. The only way to get the antitoxin serum to the isolated city was for multiple sled dog teams to relay it across the frozen tundra. Twenty teams were assembled. Nineteen of those teams ran an average of 31 miles. One team—led by a 12-yearold Siberian Husky—ran 264 miles. The lead dog of that team did the lion’s share of the work and became known across Alaska for his tenacity, strength, endurance and intelligence. His name was Togo. In March, our industry faced an unprecedented test. Stay-at-home and shelter-inplace orders were announced in what felt like 10-minute increments. Everything came to a screeching halt as the world scrambled to figure out how to move forward safely. Clubhouses may have closed, but chefs and managers saw an opportunity to continue to serve members in a format and on a scale unlike any ever seen before. Inventory was triaged to minimize waste. Menus were retooled to be carryoutcompatible. Food delivery services were launched. Grocery programs were set up to connect members to much-needed supplies. Daily specials, family meals, cocktail
kits, take-and-bake packages, breakfast baskets, holiday programs and virtual wine dinners were all introduced to maintain and even increase member engagement. For an industry that tends to evolve at a glacial pace, it has been motivating to see all these ideas come to life so quickly. It has also offered a fascinating look at the importance of culinary leadership and collaborative management in a high-stakes situation. I don’t think any of us can afford to miss the lesson here. Clubs need dynamic leaders who trust one another, act in the best interests of members and employees, and are humble enough to roll up their sleeves, get to work and be creative as they stare into the face of the unknown. Togo was resilient and tenacious in the face of insurmountable odds. What he achieved was made possible by sheer willpower. I’d argue the same is true for what many of you have achieved during the coronavirus crisis.
EDITOR Joanna DeChellis jdechellis@wtwhmedia.com 412-260-9233
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C R E AT I N G M E N U I N S P I R AT I O N
INSPIRING ORIGINALITY TO CREATE BUZZWORTHY MENUS Getting people talking about your menu takes a meal experience truly worth talking about. That’s where Smithfield Culinary can be an invaluable resource. It’s our passion to offer you the insights, current consumer trends and amazing recipes you need to make your menu stand out in the culinary crowd. And get people talking. For more information, contact your Smithfield Culinary representative, visit SmithfieldCulinary.com or call 888-327-6526.
C R E AT I N G M E N U I N S P I R AT I O N
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The
19th Hole
with
McIntyre
LET’S NOT RETURN TO “NORMAL” I’VE BEEN ON THE ROAD for 30 years. In fact, earlier this year, I thought to myself, “I’m traveling too much. I’ve missed a lot because I’ve been on the road so much. I need to slow down a bit. Life is too short, and I’m tired.” Now I’m sitting in my home office saying the exact opposite. I can’t wait to get back on the road and be busy again. I know that I’m not alone in my desire to get back to our pre-COVID-19 way of life. But I believe we’d all be foolish not to take this time to first reflect on how we can come back better. This has been a painful time for our society and our industry. But everyone has creatively pushed through. In fact, many of the ways that you’ve responded (and that we’ve reported on, in this issue and elsewhere) have been downright inspiring. And because of how resilient and resourceful you’ve been, we’ll come out better than when we went into this mess. Still, most of you entered into this profession because of your ability to be creative and productive under intense pressure. And many of you have been recognized, honored, and rewarded financially because of your ability to thrive in this environment. But at what cost? Is the old way of doing business worth saving? I don’t think so. Members’ expectations cannot be mutually exclusive to the changes you will want and need to employ as the “new normal.” That will take precise and laser-focused communication. And it has to be done. We call our line cooks and dishwashers “essential” to our operation. But if that’s truly the case, shouldn’t we pay and treat them that way? Some of you give your dishwashers bus money to get to and from the club. Some of your line cooks are drowning in debt, but they are paid what a grocery clerk makes.
Maybe post-COVID-19, we can help those who have been hit hardest by this virus with a more sustainable paycheck, better hours, and a better work-life balance. I’m not naïve. I understand P&L statements and balance sheets, and that dues-paying members expect a certain level of gravitas (and sometimes, unfortunately, a whole lot of ass-kissing, too). But I do believe their mindset will be different now, and perhaps we’ll see a more accommodating base that not only makes reservations, but adheres to them. And that might be a little more patient as you sanitize a station, even if that might slow service a bit. And that accepts a smaller menu with fewer choices, but still awesome food. And that might even accept a dues increase, or at least a slightly higher menu price. If all of this can be communicated as effectively as you’ve been communicating while clubs have been limited to takeout and delivery, we will see the positive change that we desperately need. The time to strike is now. Don’t wait to let your members know how your team struggles. Today is your best chance to propose and plan to deliver long-term goals for your team, and how you want your operation to look on the back side of this crisis. We’ve all been talking about changes that we as an industry need to make. COVID-19 has given us that chance to effect change for the better—for our clubs, our teams, our members and guests, and for us individually. What will you keep? What will you change? I would love to hear your thoughts. E-mail me at tmcintyre@wtwhmedia.com.
VICE PRESIDENT-GROUP PUBLISHER Tom McIntyre tmcintyre@wtwhmedia.com
216-533-9186
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COVER FEATURE
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Sedgefield CC is adjusting, learning and evolving its food-and-beverage approach in the wake of the COVID-19 crisis. By Joanna DeChellis, Editor
SINCE THE CORONAVIRUS PANDEMIC took hold in
MORE WAYS TO SERVE
mid-March, Executive Chef James Patterson has navigated Sedgefield Country Club (Greensboro, N.C.), point-to-point, through the changes brought on by the outbreak. He’s been steadfast in adjusting, improvising and redirecting as the situation changes. Patterson’s leadership is nimble, confident and proactive. He and his team have introduced a dozen new programs, including carryout, a butcher shop, food truck partnerships, and a locally focused pantry box. In the midst of much uncertainty, Patterson has been unwavering. He has forged stronger bonds with his culinary team, as well as with Beverly Marler, Sedgefield’s Club Manager, Maya Panayotova, Director of Food and Beverage, and the corporate team at McConnell Golf, Sedgefield’s owner. As the Sedgefield team continues to refine and improve each initiative, new ones are also being dreamed up. The pandemic has revealed that there are no bad ideas, and that food plays a critical role in the bond between members and their club.
In addition to carryout, Sedgefield created a Butcher Shop that allows members to pre-order steaks cut to order, as well as lamb loins, pork chops, seafood and more. “We ran a ‘Lobster by the Pound’ program and sold 121 lobsters, totaling over 150 lbs.,” says Patterson. “We sold them either raw or steamed with clarified butter and lobster bibs. When we offered a ‘Surf and Turf’ package we sold 56 orders of crabcakes, 25 orders of 40-day, dry-aged New York strip steaks, and 31 orders of ribeyes that day.” To help support local businesses and connect members to needed supplies, Sedgefield partnered with its broadline distributor and with local produce companies to design and sell customizable grocery boxes. The club also partnered with a local bakery to make its products available to members. “We’ve been able to set up a strong supply chain,” says Patterson. “I think we have a responsibility to our community and our members to incorporate local products and businesses whenever we can.”
RETHINKING EVERYTHING
DIY STARTER KITS
Patterson has been with McConnell for more than 14 years, serving as Corporate Executive Chef for the past four. He’s been with Sedgefield—which has 600 members and does $2.4 million in annual F&B—for six. This level of familiarity helped Patterson identify immediate needs when North Carolina received the shelter-in-place order. First, the club pulled all outdoor furniture, so golfers wouldn’t be encouraged to loiter. Then Patterson and his team ironed out the details for a new carryout program. An expanded menu of grab-and-go style lunches would be offered out of the Greenside Café. A la carte dinner menus were also made available to-go, out of the main clubhouse in the evening hours. (Sedgefield has two clubhouses on either side of Greensboro.) To keep the menu interesting, Patterson introduced to-go family-style meals with three different themes: comfort, Italian, and fine dining. He also began offering nightly specials. “We used to only be open Wednesday through Saturday, but we’ve extended service to include Tuesday, too,” says Patterson. Pre-COVID-19, the club would typically do 50 covers on a Wednesday night. “Last Wednesday, we did over 75 covers,” he reported in April.
Wine sales have been strong during the quarantine period, says Panayotova, who has been offering wine by the bottle for both take-out and delivery. “We have an active wine society,” she says. Taking the carryout model one step further, Panayotova pitched the idea of offering cocktail kits to-go for some of the most frequently ordered drinks at the club. In each kit, all of the ingredients are included, minus the alcohol.
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To serve members on nights when the club is fully closed, Sedgefield forged partnerships with local food trucks, inviting them to park at the main clubhouse and serve to-go meals. March 2020 l Club + Resort Chef l 13 May 2020 l Club + Resort Chef l 13
COVER FEATURE
“We offer a bloody Mary, margarita, and French 75,” says Panayotova. “We include mixing instructions, too.” Patterson has plans to not only extend the “kits” model to include burgers, tacos, and fajitas, but to also launch a spinoff of “Nailed It,” where the culinary team will assemble kits for members, who will then compete with one another to see who can replicate the meal the best. “We’ll have members submit a short video or photos of the family preparing the meal,” he explains. “Then my team will judge them based on style, creativity and family bonding.”
FEELING THE IMPACT Even though its to-go numbers have been holding steady, Sedgefield, like many clubs, had to lay off more than half of its service staff. “My exec sous and I sat down and discussed who we felt would best suit the new model,” says Patterson. “Since we chose to limit service to the Greenside Café during the day and only do curbside pickup from the clubhouse at night, it made the most sense to lay off
our a.m. culinary team while retaining our p.m. team.” Because the club has two clubhouses, that decision meant the secondary clubhouse went from a four-person team to just one, who is now working four days preparing staff meals and pre-wrapped sandwiches for the beverage cart, and one day assisting at the main clubhouse. “We went from a team of 16 down to a team of 8 for the two properties,” says Patterson. “I’m not going to lie and say it’s been easy. We’re working with half the staff and doing more volume than before in a shorter window of service. It’s challenging, but this is a really unique chance to catch our members’ attention and serve them in a way no one else can right now.” Throughout this process, Marler, who has been with Sedgefield for 30 years, has been diligent about supporting her managers and guiding them down the path. “As much as the layoffs hurt those former staff members, I think they impacted the department managers just as profoundly,” she says. Marler even started a daily walking group to help staff members unplug and socialize from a distance. “We can’t pretend the cutbacks never happened,” she says. “We can’t pretend to know if or when we’ll be able to bring those people back, or what the club will look like on the other side of this crisis. Right now, we have to focus on being as efficient as possible with the team we have in place.”
NUMBERS AND BUDGETS While it’s impossible in the current environment to compare numbers year-over-year, or even month-overmonth, the state of Sedgefield’s current budgets isn’t all doom-and-gloom, Pat-
Executive Sous Chef Joaquin Campos has been hugely helpful to Executive Chef James Patterson, running point on many of Sedgefield’s programs as well as doing dinner prep for the line staff. 14
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terson reports. “While sales have increased, our cost of goods has increased as well,” says Patterson. “We’re offering these options to our members at a drastically different pricing structure than before. So our margins are entirely skewed by this style of service.” In 2019, McConnell Golf made the switch to all-compostable branded packaging and disposables. During the pandemic, Sedgfield has realized an increase in the need for those style of items. “We knew there would be an additional cost factor to carryout,” says Patterson. “But we’ve stayed ahead when it comes to supplies. That has been one of the most impactful moves we’ve made to streamline service.” In March, Sedgefield exceeded budgeted food sales revenues. April appears to be on target as well. However, the lack of banquets will have a deep impact on the overall operation. “We are creating as many useable options as we can,” says Patterson. “Ownership has been very supportive of our efforts. The expectations are to do our best to keep our budgets in place, when and where possible.”
FUTURE UNKNOWNS With a situation that changes so frequently and dramatically, it’s hard to make plans for the future. “Every day, the management team spends 15 to 20 minutes brainstorming and discussing ‘what if’ scenarios,” says Patterson. “The first hurdle I see in reopening will be staffing. Our members will expect us to be fully operational once the COVID-19 stay-at-home order is lifted, but that’s not going to be a quick switch to flip.” Anther big unknown for Sedgefield— and the industry at large—is banquets. “We have to consider how our members are going to feel once they are allowed to come back” says Marler. “I don’t think anyone is going to rush back into hosting parties of 200 with buffets and passed drinks.” C+RC
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FOOD
Getting Into
Grocery New grocery programs at Reynolds Lake Oconee and Hammock Dunes Club are helping to supplement a weakened supply chain while adding value to membership. By Joanna DeChellis, Editor
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WHEN THE SHELTER-IN-PLACE ORDER came down from the Governor of Georgia, Reynolds Lake Oconee in Greensboro closed all but one of its five clubhouses. The one kept open—The National Tavern—is newer, centrally located and functions more as a free-standing restaurant than a typical clubhouse. It also has a roundabout out front. “We quickly shifted to a to-go model, using the menu that was already in place at the Tavern,” says Derin Moore, CMC, Director of Culinary Operations and Executive Chef. “We had to let go of hourly employees, so all of the salaried chefs moved here and we began offering carryout and delivery.” The program was an instant hit with the club’s 4,000 member families. But Moore saw another need he was eager to address. “There’s only one big grocery store in our area, and the shelves clear out quickly,” says Moore. “I drew up a list of the supplies that always seem to be out of stock and asked my distributors if they could consistently supply us with those products, so we could offer them to our members.” Reynolds Lake Oconee’s grocery offerings grew to total 54 items, including bleach, toilet paper, ground beef, all-purpose flour, fruits and vegetables. www.clubandresortchef.com
At Hammock Dunes Club, members can pick up lunch between 11 a.m. and 2 p.m. Groceries can be picked up between 2 p.m. and 5 p.m. Dinner can be picked up between 5 p.m. and 7 p.m. Delivery is also available.
“We’re seeing between 3,000 and 5,000 pieces of groceries going out each week since we started the program,” says Moore, adding that the club is pricing products slightly over cost, which represents a significant savings for the members compared to the local grocery store. Moore worked with the club’s tech team to add an online ordering function to the Reynolds Lake Oconee website, so grocery orders could be placed and filled easily. The system generates reports at 9 a.m. and 3 p.m., so Moore can order accordingly. Pickups are then scheduled for Wednesdays and Saturdays. “On a typical Saturday, we’ll do about 200 orders,” says Moore. “On Easter, we did 420. It’s been a really useful service for our members.” On pickup days, Moore and his team turn the Tavern’s ballroom into a stockroom (see photo, below), complete with dry storage, refrigerators, freezers and rows and rows of tables that are organized alphabetically. At pickup, one staff member radios the member’s name back to the expeditor, who assembles the order and passes it to a runner who places it directly into the member’s car.
LOOKING AHEAD Lance Cook, Executive Chef of Hammock Dunes Club in Palm Coast, Fla., saw a similar need for groceries within his membership. But instead of just basic supplies, Cook has been sourcing a wider variety of products, including everything from lamb racks to lobsters. “The hardest part has been working around the distributor’s new delivery schedules,” says Cook. “There is so much value in offering this to our members, who don’t have to go to the grocery store and contend with other shoppers or hunt for products.” Hammock Dunes is also selling alcohol as part of its grocery program, which has been just as successful as the club’s carryout and regular grocery offers. “My biggest concern is that when we eventually reopen, members are going to continue to want these types of programs,” Cook says. “We will need to quickly figure out if and how we will continue to provide these services.” C+RC
Twice a week, Reynolds Lake Oconee transforms The National Tavern, which typically provides a la carte services to three of the club’s golf courses, into a grocery pickup for members. www.clubandresortchef.com
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FOOD
Takeout Takes Over at
Sawgrass CC
By being agile and adaptable with how it continues to serve members, Sawgrass CC is facing coronavirus challenges head on. By Joanna DeChellis, Editor
WHEN THE PGA TOUR canceled the remainder of the Players Championship at TPC Sawgrass due to the ongoing COVID-19 pandemic, the staff at Sawgrass Country Club, located just two miles down the street in Ponte Vedra Beach, Fla., knew it needed to prepare for some changes. “TPC cancelled on Thursday, and by Friday we were working up a plan to launch our own delivery service called ‘Sawgrass Eats,’” says Perry Kenney, the club’s Assistant General Manager. “We had to make things happen really fast, though. We ordered branded shirts for our drivers, to-go packaging and labels, and we even started to create videos and marketing materials for social media. By Wednesday, we were ready to go live with our delivery program.” Lucky for Sawgrass, Kenney and the club’s Executive
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Chef, Michael Meuse, were quick on their feet. “Of the club’s 1,475 members, about 850 live within the club’s gates,” says Kenney. “We had a segment of our service staff still interested in working, so we transitioned them into the delivery team.” Meuse focused on menus. He created a daily prixe fixe menu that members can order in advance. Those orders go out at exactly 5 p.m., and it takes the three drivers about 20 to 30 minutes to deliver 10 to 20 packages each. After that, they come back and begin running a la carte orders, which can be placed from 11 a.m. through 8 p.m., Tuesday through Sunday. “We reduced the a la carte dining menu by about 25%,” says Meuse, who has also begun to launch what Sawgrass CC calls its “popup specials,” such as pizza. “We had over 100 pizza orders within the first hour,” he reports about the first pizza special (see photo, left). “We eventually had to cut it off, because we sold out of supplies.” That night, the club did $9,000 in revenue. Taking “Sawgrass Eats” one step further. thanks to regulations that now allow clubs to sell mixed drinks togo, the club has also launched “Sawgrass Eats Drinks.” “Every day, we bottle up two pre-mixed cocktails that members can order,” says Kenney. As part of Sawgrass Eats Drinks, the club is continuing its Wednesday half-priced wine program, by selling to-go bottles to members. “We’re offering cheese-plate pairings with the wine, too,” says Meuse. “Everyone is excited about these programs,” says Kenney, adding that the club’s leadership has been fully supportive throughout the process. “Our biggest challenge is trying to figure out who has the better idea for the day,” he continues. “We’re a competitive group, but I think our biggest challenge is actually going to be the unknown. We’ve all handled it well so far, so I expect us to continue doing so.” C+RC www.clubandresortchef.com
PASTRY
In-House or Outsourcing:
The Great Debate To make or to buy? That is the question club and resort pastry teams face daily. Here’s how two chefs decide. By Pamela Brill, Contributing Editor
WHILE PASTRY CHEFS MAY not necessarily liken themselves to Shakespeare’s Hamlet, they must ask themselves if it makes the most sense to purchase or bake certain products. Whether limited by the size of his or her staff, workspace or budget, each chef is faced with making certain choices that result in the best outcome for a club’s kitchen. AN INSIDE JOB At Tavistock Country Club in Haddonfield, N.J., pastry chef Nadelis Perez is fully committed to producing the majority of her own pastries, including her flourless chocolate cake, with créme anglaise and coffee ice cream (see below, recipe online). “We make at least 70 percent of the pastry products and desserts in-house,” she says. “Making our own pastries creates a personal and meaningful experience for our guests and members. We can customize dishes or accomodate special dietary needs by making dishes in-house.”
Nadelis Perez, Pastry Chef of Tavistock Country Club
After honing her culinary skills at The Acorn Club in Philadelphia for four-and-a-half years, Perez joined Tavistock two years ago and currently heads up a pastry department that includes one assistant. Producing goods for her seasonal a la carte menu lets her flex her creative muscles and entertain member suggestions. “I also pay attention to sales numbers of different dishes, to understand what our members are enjoying from our menu and what they continue to buy,” she adds. While Tavistock’s a la carte pastries are largely made in-house, volume dictates whether or not Perez will make or outsource select items. “For certain products, it is more feasible and practical to buy as opposed to making everything from scratch, particularly around the holidays,” she says. Products best made in-house include cakes, mousses, brownies and lemon bars, as she is able to control the use of less-refined sugars, such as glucose and corn syrup. And following the adage of practice makes perfect, Perez believes that putting time and effort into her in20
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:
Garrett Yokoyama, Executive Chef of Palos Verdes Golf Club
house process produces better results in the long term. “If I make a product more frequently, my production skills continue to improve and I take pride in putting out a product of excellent quality, made with good ingredients and natural flavorings,” she adds. For banquets and larger events, Perez opts to only outsource items that can expedite her cooking process, such as pie shells, quiche tarts and select cookie products—all of which she then finishes in-house.
THINKING OUTSIDE THE PASTRY BOX Executive Chef Garrett Yokoyama of Palos Verdes Golf Club in Palos Verdes Estates, Calif., has become a firm believer in outsourcing pastry products. During his previous stint at Sherwood Country Club in Thousand Oaks, Calif., he utilized inhouse pastry cooks and also outsourced pastry items for larger affairs. But when Yokoyama joined Palos Verdes, he deliberated over whether or not he should hire a dedicated pastry chef. “My decision was to keep labor at a minimum and outsource most of my dessert offerings for their consistency,”
www.clubandresortchef.com
Palos Verdes GC’s Executive Chef relies on his skilled line cooks to produce dishes like this Chocolate Chunk Bread Pudding [view recipe online].
he says. Yokoyama reserves basic pastry products—namely, brownies, bread puddings, cookies and layer cakes—for his skilled line cooks. “At the clubs I’ve worked for, most of the membership wants comforting desserts they can relate to,” he notes. “Hot-fudge sundaes and warm baked chocolate chip cookies with vanilla bean gelato on top are their favorites.” For banquets and other large special events, Yokoyama opts to outsource all desserts, including apple crostatas, white chocolate cheesecakes and assorted mini-pastries. “I sample and select the best from local bakeries and my suppliers to ensure that my members are getting the best quality and consistency available,” he explains. Artisanal breads, scones, Danish pastry, muffin batters and sheet cakes are also on his shopping list. As another reason why Yokoyama opts to buy vs. make the bulk of the club’s pastry offerings, he points to both time and economic considerations. Not only does it save him the cost of hiring a separate pastry chef or assistant, but it frees up kitchen space and equipment that would otherwise be meant for pastry-making. “Outsourcing pastries and baked goods provides me with the flexibility to provide a larger variety of products to meet the needs of the club and member events, while adhering to budgeting and food costing,” he says. C+RC May 2020
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MANAGEMENT
Focusing on Food Safety At Onwentsia Club (Lake Forest, Ill.), Executive Chef James Bondoc and his culinary team are focused on washing hands, wearing masks and gloves, logging staff temperatures, and limiting those working in the kitchen.
Gerald Ford, CMC, offers suggestions for club and resort chefs as they develop new food-safety systems and strengthen existing ones, in the wake of COVID-19. By Gerald Ford, CMC, Contributing Editor
CHEFS PROVIDE NOURISHMENT. Everything we produce for consumption enters the human body and is not subject to the rules of social distancing. As leaders, we must take the necessary actions to help tip the scale and reduce the spread of the coronavirus. For those who have not already developed a working relationship with it, HACCP—or the Hazard Analysis Critical Control Point system—is a process that identifies where hazards might occur in the food production process and creates standardized systems to monitor and mitigate potential threats to health and safety. It’s more relevant now than ever before. And it’s critical that chefs leverage HACCP to create standard operating procedures for all parts of their operations. The key to any HACCP program is doing it—and doing starts with understanding. In this case, the spread of COVID-19 is our “hazard.” When you analyze your operations, look for the gaps. Food handlers are a “critical control point” and they represent an opportunity to control the hazard. Here are some suggestions to ensure that everything possible is being done to protect employees, members, and others from this new hazard. First, chefs must ensure that cooks are not car22
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rying the virus. Consider adding a screening process using temperature-scanning equipment. If an employee registers a temperature over 99°F, he or she must be sent home. Have employees change into uniforms upon arrival, to remove any additional risk. Uniforms must be clean and aprons washed often. Surfaces must be sanitized frequently. Use facemasks and gloves, and make sure everyone maintains a six-foot distance from each other—use tape on the floor as a visual cue to keep your team well-spaced. Stagger start times, so employees aren’t arriving at the same time. Refresh employees on proper sanitation practices and food safety. Remind them about fundamentals, like not touching faces and proper hand washing. Beyond the human factor, it is important that chefs consider adding a level of scrutiny to your to-go, carryout and delivery practices. Your members trust you. Use that trust to further protect them. Modify your packaging, so that containers have tamper-evident stickers or seals that link openings. It’s also worthwhile for chefs to take this time to reevaluate the products you use to clean and sanitize your operations. Your members’ lives are in your hands. Follow the flow of the food in your operation. This is where prevention starts. Now is the time for vigilance in every facet. As the leader, you set the standard. C+RC www.clubandresortchef.com
WE WERE
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BEVERAGE
Is it
Drafty in Here?
Thoughtful draft beer selections can create a good deal of potential and member satisfaction. By Megan Freitas, Contributing Editor
FOR SERVERS AND BARTENDERS, one of the most commonly asked questions they hear from members is, “What do you have on draft?” The answer has evolved over the past decade. It’s transitioned from laundry lists of big-brand domestics and imports to more eclectic selections, featuring local and craft breweries, as well as styles most members had barely heard of a handful of years ago. As a member, it can be overwhelming to know where to start to navigate the world of “new” beer. As a buyer, trying to navigate the sea of available choices can be downright exhausting (fun and tasty, but exhausting, nonetheless). For a club with twelve draft lines, a wellcurated list would feature a wide variety of styles and breweries. The equation would involve: some combination of an IPA (or three); a stout or porter; a sour/tart/”funky thang”; something light, like a lager or pilsner; a more malty brown, red or amber option; maybe a session pale ale or IPA for good measure (and prime afternoon drinkability); and rounding everything out with a heavy, boozy option. Many clubs, however, can’ t boast about having 12, 20, or 40 draft lines, like many pubs and restaurants. So the selection has to be pared down significantly. But with even the smallest draft system, thoughtful 24
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choices can create a good deal of potential. Ross Jones, Clubhouse Manager at Vineyard Golf Club (VGC), in Edgartown, Mass., recently made the move from The Quechee Club in Vermont, which housed three bars and a whopping 30 draft lines. VGC, which is located on Martha’s Vineyard, has just four. As a result, Jones has made some careful changes to VGC’s draft program since coming on board, including introducing craft selections on three of the lines. The members’ response has been great. “Our draft beer sales are highest in our casual dining area as well as on the porch, overlooking the golf course,” says Jones. “We feature a lineup consisting of Stella Artois—because it’s easily recognizable and a member favorite—on one line. The other three are used for a rotating selection from Lawson’s Finest Liquids in Vermont, a seasonal beer from a regional brewery, and a beer from Bad Martha Brewery, which is located on the island and owned by one of our members.” Jones is hoping to add more draft lines in the near future, as members return to casual dining and craft beer sales increase. “Draft beer is being called upon with greater frequency,” says Jones. “This makes even a small system upgrade seem like a worthwhile investment.” C+RC www.clubandresortchef.com
RAISE YOUR GLASS
A
Cocktail for Quarantine
Franklin Hills CC’s Executive Chef Keith Bjertness created a signature cocktail for members to make at home with ingredients they were likely to have on hand. By Joanna DeChellis, Editor
THE CORONAVIRUS HAS forced members in need of a refreshing cocktail to mix their own from whatever they happened to have in the liquor cabinet. Some concoctions have turned out to be delicious, but plenty of others have not. Members of Franklin Hills Country Club (FHCC), in Farmington Hills, Mich., have been luckier than most, thanks to Executive Chef Keith Bjertness (above right), who created a specialty cocktail based on their tastes and preferences. It features a combi-
nation of ingredients he knew most members would likely have on hand. The resulting beverage—dubbed the “Quarantine Cocktail”—features 10 blueberries, 2 ozs. vodka, 1 oz. simple syrup, 1 oz. fresh lemon juice and 2 ozs. pinot noir. It’s served over ice in a rocks glass, and, according to Bjertness, is a perfect balance of acidity, sweetness and tartness. “We’re all looking for ways to connect with our members and still serve them,” says Bjertness, who has been with FHCC for more than twenty
FHCC’s Executive Chef Keith Bjertness
years. “Small things, like making a drink using ingredients and flavors we know they like, can add value in ways we can’t underestimate.” Bjertness demonstrated how to mix the cocktail as part of the club’s weekly video series. “The member response has been great,” he says. “Many of them have sent me a photo of the final product, with a virtual ‘Cheers.’” C+RC
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BANQUET
Reinventing
Holiday Meals Club chefs are responding to the constraints of the coronavirus crisis with new holiday programs and menus. By Lauren Sasala, Editorial Intern
HOLIDAYS, LIKE EASTER, PASSOVER, and Mother’s Day, bring members and their families together at the club. But shelter-in-place orders have meant that members—and their clubs’ culinary staffs— have had to find ways to celebrate holidays differently. “Food has taken on even more importance during this crisis,” says Andrew LaHaye, CEC, Executive Chef of Woodland Golf Club, Auburndale, Mass. LaHaye and his team typically create extravagant buffets for both Easter and Mother’s Day, but this year they switched to carryout meals for both events. “We hope that these to-go offerings give our members a sense of hope and security—no matter how bittersweet it may be,” he adds. Not all clubs have been able to offer to-go service,
though. Some have been forced to close their doors based on different state regulations. “It’s unfortunate because the holiday events, which always sell out, have become traditions for many of our members,” says Katie McAllister, Pastry Chef of Winged Foot Golf Club in Mamaroneck, N.Y., which canceled Easter celebrations and will remain closed until June 1st. But for the clubs able to continue operations under a to-go/carryout model, ingenuity has led to lots of creative curbside and virtual activities. Fred Ramsey, CEC, Executive Chef of Pelican Golf Club in Belleair, Fla., commissioned the club’s two dedicated sprinter vans and valet service to deliver Easter meals to members unable to leave their homes. Photo courtesy of Blackthorn Club at The Ridges
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Pelican’s serving staff took orders over the phone and turned the club’s dining room into a staging area. Matthew Azevedo, Executive Chef of Peninsula Golf and Country Club in San Mateo, Calif, wanted to keep his holiday menu simple, with minimal preparation needed. He offered items like spring greens, roasted leg of lamb, shrimp cocktail and a strawberry rhubarb crumb tart for dessert. “Easter dinner pickup sold out within an hour,” says Azevedo. Looking to add a little something extra to the pickup process, a number of clubs—including the Country Club of Paducah (Ky.), The Country Club of Virginia (Richmond, Va.) and Talbot Country Club (Easton, Md.)—invited the Easter Bunny to help load cars. In place of traditional egg hunts at the club, some clubs offered to hide eggs in the yards of neighboring members. Others, including Stock Farm Club in Hamilton, Mont., Cherry Creek Country Club in Denver, Colo., and Del Paso Country Club in Sacramento, Calif., offered kits for cookie decorating and egg dying, virtual coloring contests, and candy bags for families missing the traditional festivities. “We’re all just trying to bring as much normalcy as possible,” says Scott Stiehl, Executive Chef of the Country Club of Crystal Coast (Pine Knoll Shores, N.C.), where the Easter Bunny drove around on a golf cart waving to members.
EXECUTING THE DAY With many clubs being forced to furlough staff, providing hundreds of
Beechmont CC prepared a carryout Seder meal for club members to celebrate Passover. Orders were placed directly into cars curbside.
high-quality to-go meals posed some challenges to keep food fresh during travel time and make sure it would be easy for members to reheat in their homes. Executive chefs like John McManus of St. Davids Golf Club in Wayne, Pa. and Pedro Sanchez, CEC, of BraeBurn Country Club in Houston, Texas, offered the option to pick up meals before Easter Sunday that included easy-to-follow reheating instructions. Chefs displayed extra caution planning the details of the day, to ensure limited exposure. At Grosse Pointe Yacht Club (Grosse Pointe Shores, Mich.), Executive Chef Colby Newman had members submit orders through e-mail. Then the club’s valet staff assisted during pickup, placing orders directly into members’ cars. At both Holston Hills Country Club (Knoxville, Tenn.) and Northampton Country Club (Easton, Pa.), the chefs organized staggered pickup times to avoid large rushes of people and long waits. And for club members who ended up spending the day alone to adhere to distancing guidelines, Michael Starkey, Executive Chef of Birchwood Farms Golf and Country Club in Harbor Springs, Mich., offered single-serve plates. “We wanted to make sure we didn’t forget about them or their
HOLIDAY PROGRAMMING CONTINGENCIES* 17 Easter meal canceled 68 Easter to-go meal offered 2 Easter delivery offered
4 Mother’s Day canceled 26 Mother’s Day to-go meal offered 2 Mother’s Day delivery offered 41 Mother’s Day plans undecided
*Information gathered from 88 chefs who attended the 2020 Chef to Chef Conference, as of April 24, 2020
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needs,” he says. Michael Valentino, Executive Chef of Beechmont Country Club in Beachwood, Ohio, prepared a carryout Seder meal for club members to celebrate Passover, featuring items like chicken, salmon, roast brisket and Matzo ball soup.
ONE WEEK AT A TIME As April ended, many chefs were still hoping to be able to celebrate Mother’s Day with a dine-in experience. But they were also making plans for offering creative ways to celebrate moms, should stay-at-home orders be extended. David Daddezio, Executive Chef of Vicmead Hunt Club (Wilmington, Del.), was planning to offer a Mother’s Day “breakfast in bed” box that included a place setting, a bottle of Prosecco, a bottle of orange juice, smoked salmon, eggs, bacon, fresh fruit and a loaf of bread with a small jar of preserves. Pelican GC’s Ramsey was planning to send chocolate boxes to moms, while Scott Ryan, Executive Chef of The Country Club in Pepper Pike, Ohio, was planning to assemble gardening kits to send alongside meal orders. Whether clubs will return to business as usual before Memorial Day was also still up in the air—but if that proves to be the case, club chefs will no doubt be ready to adapt. C+RC May 2020 l Club + Resort Chef l 27
MANAGER to CHEF
in tune with
the times Kenwood CC’s newly appointed CEO, Dylan Petrick, is using his in-depth knowledge of foodservice to assist the club’s culinary team as it navigates the COVID-19 challenges. By Joanna DeChellis, Editor
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ON JANUARY 1ST, 2020, Dylan Petrick started his new role as Chief Executive Officer of Kenwood Country Club in Cincinnati, Ohio. Then, after only a few months on the job, the coronavirus crisis shifted Kenwood CC’s typically busy a la carte operation into one focused exclusively on carryout service. This brought with it a whole new set of challenges for Petrick, beyond being the “new guy.” Fortunately, Kenwood, which has 925 members, is staffed with highly talented culinarians—including Sean Sennet, Executive Chef and Luke Anzano, Executive Sous Chef—who have been instrumental in helping Petrick get through the crisis and prepare it for new success after. CRC: What brought you to Kenwood? DP: Earlier in my career, after a six-year stint with ClubCorp, I worked at Baltimore (Md.) Country Club (BCC), where I was first Director of F&B and later Assistant GM. I stayed at BCC for two and a half years before I was recruited to Coldstream Country Club, which isn’t far from here. I was with Coldstream for seven months when a recruiter called about Kenwood. He said it was similar to BCC, and that I really needed to consider it. I went through the interview process and realized he was right. CRC: What was your first impression of Chef Sennet? DP: He was reserved, but I’d say that about most of the team here. I didn’t get to meet all of the managers before I started, so I think they all wondered who I was. The club’s prior CEO had been here for almost 18 years, too, so I think they were a little apprehensive, Chef included. CRC: Had you researched him? DP: Of course. I knew that [Chef Sennet] had worked with BCC’s Executive Chef, Richard Jallet, so I called Richard up and asked about him. [Chef Jallet] had really positive things to say. Then, once I met Chef, I knew right away that he was extremely talented. He is high energy, humble and a very hard worker. On one of my first days here, he actually made me lunch. It wasn’t anything www.clubandresortchef.com
fancy or over the top—it was a burger— but it was delicious and I appreciated it more than I think he realized I would. He is clearly passionate. He cares about people. And the more I work with him, the more impressed I am. CRC: What has this crisis taught you about Chef Sennet? DP: That he’s great under pressure. That he’s creative and flexible. And that he’s willing to try new things. He also has an immense network of colleagues that he’s gained through attending the Chef to Chef Conference, and he’s great about seeing what other clubs are doing and trying to find ways to apply those ideas to our operation. He’s also very honest. Good, bad or indifferent, he’s going to tell me. He’s also willing to say no. I appreciate that type of honesty. CRC: How are you supporting Chef Sennet and the culinary team now? DP: I’m trying to find ways to say yes, and to serve as the buffer between members and the culinary team. We’re getting a lot of questions about food safety, as I’m sure all clubs are. I can answer those questions for him. I’m also trying to listen for the need behind the need. And I’m looking for ways to gently push the needle. We’re not going to get through this crisis and be boring. So I’m trying to help the culinary team evolve and be ready to take the program into the next phase.
doesn’t always fit all. Employees are my top priority—if I take care of them, they will take care of the members. CRC: Before COVID-19, how did you see the operation changing? DP: I think for a long time, Chef Sennet had to do things a certain way. He was often behind the scenes. But he has started to put himself out there and he’s doing a phenomenal job. CRC: How do you think the club industry will change as a result of COVID-19? DP: I think some of the world’s most talented chefs work in clubs—and I think that will become even more apparent. You would never go into a steakhouse and tell the chef to make pizza on Monday, steaks on Tuesday, Asian on Wednesday and Mexican on Thursday— then do to-go for the next two months. But club chefs have the talent to do so—and I think they will be recognized for it. C+RC
CRC: You had some programs and capital plans on hold, right? DP: Yes, but only for the short term. We’ll still launch the new sushi program, buy the pizza oven and improve and upgrade some kitchen equipment. We just need to get through this crisis first. CRC: How would you describe your management style? DP: I’m kind of a mutt when it comes to leadership styles. I like to take strategies from a lot of different sources and people and apply each when most appropriate. I call it situational leadership. It’s basically just believing that one size May 2020 l Club + Resort Chef l 29
CLUB TOUR
An
Inside L
During the 2020 Chef to Chef Conference, attendees got a behindthe-scenes look at some of Charlotte’s most impressive culinary operations during the first-ever “Inside the House” club tour. By C+RC Staff
HELD IN THE FIRST days of March before the coronavirus pandemic took hold, attendees of the 12th Annual Chef to Chef Conference were given the unique opportunity to get an up-close, exclusive look at the food-and-beverage operations of three of Charlotte, N.C.’s leading clubs, including Quail Hollow Club, Carmel Country Club and Myers Park Country Club. At Quail Hollow, General Manager Tom DeLozier, CCM, CCE, and Executive Chef Justin Sing greeted attendees as they arrived and then broke into smaller groups to tour the dining rooms, event space, patio, kitchen and event lawn. The culinary team also treated guests to some signature bites—including Carolina barbecue sliders made in the club’s outsized smoker—before wrapping up the tour by showing a short documentary video about the property and its history.
At Quail Hollow Club, attendees saw first-hand how the club handles big tournaments without interrupting regular member dining.
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e Look At Carmel CC, General Manager John Schultz, CCM, CCE, and Executive Chef Ryan Cavanaugh pulled out all the stops to “wow” attendees and showcase the unique culture of the club. Guests were toured through the clubhouse’s impressive dining rooms and kitchen space before winding their way outside past the club’s popular poolside Tiki Bar, where the club’s pizzathemed food truck was offering signature pies for attendees to sample. The “Inside the House” club tour then culminated at Myers Park CC, where General Manager Mark Bado, MCM, CCE,
At Myers Park CC, attendees were treated to an interactive culinary experience as they walked through each of the club’s five kitchens and tasted dozens of locally sourced ingredients prepared by the club’s culinary team. www.clubandresortchef.com
At Carmel CC, Executive Chef Ryan Cavanaugh shared how he has been integrally involved in a massive renovation project that will add two finishing kitchens and a coffee bar, create a new distinctive fast-casual dining venue, and expand current banquet space.
and Executive Chef Scott Craig, CEC, CCA, WCMC, welcomed guests as they wound their way through the club’s impressive kitchen system before ending at a live-action station where Craig and J. Kevin Walker, CMC, Executive Chef of Ansley Golf Club (Atlanta, Ga.), were preparing various small plates for guests to sample. Once attendees passed by this station, they entered the club’s ballroom, where four more live-action stations served a wide variety of inspiring samples, including a foie gras with fig jam; lobster, avocado and mango napoleons; a slider station with minibottled cosmos; and a Krispy Kreme bread pudding display. C+RC May 2020 l Club + Resort Chef l 31
PRODUCT SHOWCASE
Rich’s Foodservice: Ready-To-Stretch Sheeted Pizza Dough Features:
• Great for pizza, calzones, breadsticks and more • Ready-to-stretch cauliflower crust also available • Thaws at room temperature from frozen in 20 minutes • Comes in two sizes: 6 inches or 12 inches
Rich’s Foodservice
www.richsfoodservice.com
Le Must: Premier Luxury Condiments Features:
• All natural and organic blends of ketchup, mayonnaise, yellow mustard and Dijon mustard • Signature curved glass bottles promise to make fine dining a memorable experience • Delivers taste and texture that seeks to set the brand apart
Le Must
Chef Works: Neckerchief
www.lemust.com
Features:
• Soft, lightweight and durable • Made with 100% cotton for maximum comfort • Great to use as a face covering • Available in white or red
Chef Works
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Hoshizaki: Upright Roll-In and Roll-Thru Refrigerators Features:
Neil Jones Food Company: Old California Diced Tomatoes Features:
• Vine-ripened, fresh California tomatoes best used for stews, marinara sauces and salsas • These tomatoes are great for scratch recipes • The bagged packaging saves space and is less bulky
Neil Jones Food Company
• Lockable, field-reversible, stainless-steel doors with full-length chrome handles • Sturdy 8-gauge stainless-steel hinge-door plates with welded pins provide a door with self-closing design with stay-open feature • Top-mounted refrigeration system with unique ducted airflow •S olid-state digital temperature displays with high- and lowtemperature/voltage alarms •O ne interior LED light bar in each section •A thermostatic expansion valve controls the flow of environmentally friendly R290 hydrocarbon refrigerant through the evaporator
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Hoshizaki America, Inc.
Stoelting
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Stoelting: Companion Cart Portable Cleaning System Features:
• A mobile cleaning system that is easy to use • Reduces time and effort needed to clean, sanitize or disinfect contaminated areas • First cart includes a direct connection to water supply with 50-foot hose, grey water tank and extendable drainboard for counter space • Second model includes fully portable, battery-powered water pump with 15-gallon fresh water tank and grey water tank www.stoeltingfoodservice.com
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WinCup: Vio
Simple Mills: Veggie Pita Crackers
• Industry’s first nationally available (except in California) biodegradable* EPS foam cup • Better from the beginning, with all the superior performance features of foam • Vio’s ability to biodegrade in a landfill or get recycled where facilities exist offers a better end-of-life solution • Cups: 8oz-32oz • Food containers available in 8 oz., 12 oz., and 16 oz. • Meet your hot and cold needs • Vio cups have been shown to biodegrade 84.3% after 1,154 days under conditions that simulate a wetter, biologically active landfill
• A three-veggie blend is the first ingredient • A sunflower/flax seed blend is the second ingredient • No grains • No added sweeteners • No “made in the lab” natural flavors typically contained in "better for you" cracker products • Non-GMO Project Verified • Paleo-friendly • Vegan • Nut-free • Available in three flavors: Himalayan Salt, Mediterranean Herb & Roasted Red Pepper
Features:
Features:
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WinCup
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A D I N DE X
Rockford Systems: GermBlock™ Cough and Sneeze Shields
Chef Tec
• Limit the spread of airborne droplets resulting from coughing, sneezing or speaking from reaching a nearby person • Help to mitigate possible COVID-19 infection • Constructed of heavy-duty clear 3/16" polycarbonate and 16-gauge 304 stainless-steel ¾" framing, with full penetration welds •P anels are immediately available in standard versions including table top, floor standing and extended-leg versions in popular sizes •T o ensure shield stability, all shields include foot plates with gussets, designed to affix to countertops or floors with front- and side-mounting options •C ustom shields are also available, which include a broad array of size and mounting options, as well as casters
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Features:
Rockford Systems
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ClubProcure
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Le Must
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Pierce Chicken
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Smithfield Culinary
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Southern Pride
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Spiceology
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Sterno Products
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Vitamix Commercial
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CHEF’S THOUGHTS
Eva Barrios, CEC Executive Chef Royal Oaks Country Club Houston, Texas
In March 2020, when Eva Barrios accepted the position to be Executive Chef of Royal Oaks Country Club in Houston, Texas, she had no idea her first days would be filled with building up an integrated response plan to COVID-19 challenges. Despite all the hurdles, she’s found a new normal, and is ready to confidently steer the club into the future.
1. During the quarantine, I made sure to have these five foods with me: cheese, bread, eggs, milk and butter. 2. You’d be surprised to learn that I am good at sports. 3. If I could trade places with one chef, it would be Ferran Adrià. 4. My last meal would be anything prepared by my mother. 5. If I could change one thing about my new club, it would be to add two sets of stairs leading down to the purchasing coolers. 6. My favorite junk food is cheese sticks. 7. If I wasn’t a chef, I’d love to be an engineer or an actress. 8. You’ll never see uni on the menu at my club, because I simply don’t like it. 9. When I’m not in the kitchen, I’m spending time with my son, Ethan, and our puppy, Porcini. 10. My biggest mistake when I first started as a chef was to take things personally. 11. My favorite celebrity chef is Gordon Ramsey, because of how passionate he is about food. 34
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May 2020
I love being a club chef because clubs provide a “ feeling of family and teamwork. Members care for their employees beyond the business side of it. ” 12. My go-to drink is malbec. 13. The most important thing in my kitchen is teamwork. 14. If I could have dinner with one person, dead or alive, it would be my son. I enjoy how he critiques food. 15. The most valuable piece of advice I’ve ever received was treat others how you want to be treated. 16. I want to learn more about the stock market, because I would like new ways to invest in my son’s future. 17. My favorite ingredient is sweet smoked paprika. Truffle oil is the most overrated ingredient. Cloves are the most undervalued ingredient. I detest dijon mustard as a spread, and I can’t live without butter and sugar.
18. I don’t like to brag, but I taught myself how to swim and how to drive. 19. My most embarrassing moment in the kitchen was when I was cooking about 40 pounds of green beans. I closed the lid and ruined all the beans for the event. 20. My favorite book is The Flavor Bible by Andrew Dornenburg and Karen Page. 21. My favorite kitchen hack is to use cheesecloth to maintain moisture in fish fillets. 22. I am motivated and inspired by my son and by making others feel special and cared for. 23. I cook Frito pie at home, but I’d never cook it at the club.
View the extended conversation with Chef Barrios at www.clubandresortchef.com www.clubandresortchef.com
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