Balancing Tradition and Innovation

As General Manager/COO of The Country Club at Mirasol, Matt Lambert, CCM, CAM, ensures Executive Chef Michael Crain has the support he needs to continually elevate and enhance the $8.5 million F&B operation.

By Joanna DeChellis, Editor

TRANSITIONING FROM A DEVELOPER-

owned club to member-owned can be jarring. It demands the steady hand of a strong leader whose values mirror the membership and who can see the opportunities within the transition.

In 2010, The Country Club at Mirasol (Palm Beach Gardens, Fla.) moved smoothly to member-owned under the guidance of General Manager/COO Matt Lambert, CCM, CAM, who has been with the club since 2003. Later that year, Lambert hired Michael Crain as Executive Chef.

Twelve years later, Lambert and Crain continue collaborating and supporting one another as they fi nd new ways to elevate and enhance the member dining experience.

CLUB + RESORT CHEF (C+RC): When the members took over, you were tasked with hiring a new chef. What characteristics were you looking for?

Matt Lambert (ML): We wanted someone capable of building a team, who understood we were in a dynamic growth phase and would be excited about the variety of culinary experiences we would o er. The expectations of the membership were very high when we made that hire—and they still are.

C+RC: What has been Chef Crain’s biggest impact on the culinary program at Mirasol?

ML: His unrelenting drive to never settle for anything less than excellent has become part of our culture. To be a club chef means you must master a balance between tradition and innovation, diversity and community. It is an ongoing challenge that evolves as the membership evolves.

Chef [Crain] has done an amazing job fi nding this balance and listening to the membership. He takes criticism well. He cares for his team, and he’s built a positive culture where all of his culinarians are growing.

C+RC: How big is the culinary operation at Mirasol?

ML: We do $8.5 million in annual F&B.

C+RC: How do you describe your management style?

ML: I believe in transparency and empowerment. We have 13 department heads here at Mirasol. I fi rmly believe 13 heads are better than one. If you’re the Director of Golf, you own golf. If you’re the Chef, you own culinary. I support and collaborate with each leader based on the open, trusting environment we’ve established.

C+RC: What is your favorite dish from Chef Crain?

ML: We always joke that his brick chicken got him the job—it was so good—but the truth is he’s incredibly creative, and there isn’t one dish that defi nes him.

C+RC: How do you support Chef Crain?

ML: In a club as diverse as Mirasol, you’ll never please everyone. Having his back and being honest with him is critical. I won’t tip-toe around him. He wants honest feedback and to always be on the same page.

I also make sure he has the tools and budget to do what he needs to do, and that he has the support of the board—which he does.

C+RC: What is your organizational structure? Who does Chef Crain report to?

ML: The Assistant General Manager and Executive Chef report to me. The Director of F&B reports to the AGM. If [Crain] were to leave tomorrow, I would likely have the new chef report to the AGM, but we continue to prioritize working together as a team. We have weekly meetings, and I’m at most of those because F&B is such an important element within our club.

C+RC: Where do you see opportunities for improvement?

ML: We are always looking to be more e cient and consistent. We strive to eliminate the ‘avoidable errors,’ as I call them. Those are the di erence-makers. We may not be the fl ashiest club, with props and décor, but I think consistency is something we can always chase.

C+RC: What’s next for Mirasol?

ML: Our strategic plan calls for an enhancement to the facility, revamping the grill room and adding a second-story restaurant with a sports bar vibe. We hope to kick this project o in 2024 pending membership approval. C+RC