GOURMET BURGERS
WOMEN IN RESTAURANT LEADERSHIP
TOP CHEFS: WHERE ARE
NOW?
THEY
MEZCAL WITH MEANING EXPANDING WITH A HOMETOWN HEART
®
SEASON 21’S MANNY BARELLA IS MAKING HIS MARK AT UP-AND-COMING EATERTAINMENT CONCEPTS JAGUAR BOLERA AND CAMP PICKLE PLUS
CHEF ASHISH ALFRED SHARES HIS JOURNEY OF OVERCOMING ADVERSITY, EMBRACING INNOVATION
MANNY BARELLA FROM SEASON 21 IS THE CULINARY DIRECTOR FOR JAGUAR BOLERA AND CAMP PICKLE.
28 “Top Chefs”: Where Are They Now?
Eight “cheftestants” from Bravo’s cooking competition share their learnings and post-show careers, including Manny Barella, Nina Compton, Janine Booth, Kenny Gilbert, Jeff McInnis, CJ Jacobson, Marcel Vigneron, and Jeremy Ford.
CHEFS & INGREDIENTS
8 Ashish Alfred’s Ascent
In an industry where the failure rate for opening a restaurant is astronomical, chef and “Bar Rescue” co-host Ashish Alfred shares his personal story of overcoming adversity, embracing new opportunities, and reinventing himself.
12 Gourmet Burger Status
Craft burger concepts including Dog Haus, Black Tap, Mr Brews Taphouse, and more weigh in on how they’re defining the DNA of “gourmet” with elevated ingredients, global infusions, and a new outlook on an old American classic.
LIQUID INTELLIGENCE
14 Mezcal with Meaning
Florida-based Oaxaca Club and California-based Mírate are serving up sustainable agave spirits and showcasing mezcal in creative cocktails that preserve its authentic flavors.
45 Expanding with a Hometown Heart
4 Combating Inflation with Creativity
Leaders from Melting Pot, Shuckin’ Shack, Wings and Rings, and more weigh in on how they’re responding to inflation with innovative strategies and value-driven experiences to ensure they stay top of mind for diners.
6 The Nightlife Rebound
Cities across the country are experiencing a resurgence in nightlife, with in-person restaurant and bar transactions seeing a boost between 7 p.m. and 4 a.m.
BACK OF HOUSE
43 Inside Perkins’ Modern Makeover
WOMEN IN LEADERSHIP In the first installment of our new standing feature on women in restaurant leadership, take a look inside the biggest Perkins rebrand in history, as told from the eyes of five key executives leading the charge.
ON THE RISE With 37 locations and counting, Jefferson’s has nearly doubled its footprint in the last five years while managing to preserve its local, neighborhood bar-andgrill feel.
48 Fusing Fine Dining and Food Halls
BEHIND THE SCENES From developing over 230 Subway locations to launching a finedining Middle Eastern restaurant with a virtual food hall in the back, Reza Farahani shares his roots and inspirations for creating Joon and The Kitchen Collective (TKC Food Hall).
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Opening the Door to Change
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On the Cover
This month’s cover of Chef Manny Barella was shot by commercial photographer Anna Routh Barzin. Anna is based in Chapel Hill, North Carolina, but work takes her all over the globe. She’s passionate about telling stories through images with specialties in human, food, beverage, interior, and product photography. To see more of Anna’s work, visit annarouthbarzin.com or follow her on Instagram @annarouth
AS THE AIR COOLS and the leaves change colors, the restaurant industry continues evolving and showing its resilience in the face of nonstop challenges. That can come in the form of launching new initiatives to appeal to price-conscious diners (PAGE 4) and leveling up the burgers on your menu to “gourmet status” to capture modern consumer attention (PAGE 12) or, in Ashish Alfred’s case, having the wisdom to know when to shift gears and pursue another opportunity, even if it means closing your current restaurant (PAGE 8).
The stars of Bravo’s “Top Chef” cooking competition know a thing or two about overcoming challenges and welcoming change. In our cover feature on PAGE 28, I caught up with eight “cheftestants” ranging from Manny Barella from the most recent season to Jeremy Ford, who won the “Top Chef” title in season 13, who share their learnings from the TV experience, impacts from the show, and their advice for aspiring chefs.
I’m also excited to introduce the first installment of a new standing feature on PAGE 43 —Women in Restaurant Leadership, which will be penned by our associate editor Satyne Doner in each issue going forward. In her first column, you’ll get an inside look at the biggest rebrand in Perkins history, as told from the eyes of five key women executives leading the charge.
As we all navigate these changing times, this issue is a reminder of the endless possibilities that come with creativity, resilience, and a passion for the craft. I hope these stories inspire you to continue pushing boundaries and reinventing what’s possible.
Be sure to soak up these gorgeous fall days, while arming yourself with the tools and resources you’ll need to survive the future seasons ahead. And take note of Octavia Butler’s infamous lines in her 1993 novel Parable of the Sower : “All that you touch, you change. All that you change, changes you. The only lasting truth is change.”
Callie Evergreen EDITOR
First Course
Shuckin' Shack has maintained its core identity without discounting while offering an aggressive happy hour program, notes CEO Jonathan Weathington.
Combating Inflation with Creativity
BY CALLIE EVERGREEN
Restaurants are responding to inflation with innovative strategies and valuedriven experiences.
RESTAURANT LEADERS ARE PROVING that necessity truly is the mother of invention (a saying commonly attributed to ancient Greek philosopher Plato) as they’re forced to adapt their game plans to survive in the face of continuing economic challenges and inflation.
More than ever, consumers are making their dollars count and are consistently seeking more out of their dining experiences, notes Jonathan Weathington, CEO of Shuckin’ Shack, which has nearly 20 locations scattered throughout the country. “I don’t believe this is
SHUCKIN' SHACK
FLAVOR ON THE FLY
a change in behavior—this is why fullservice restaurants exist,” he says.
The expectations of significant value and an excellent service experience in exchange for guests’ hard-earned money are much larger than they used to be, adds Dan Sweatt, field marketing manager at 85-unit Wings and Rings. “Full-service restaurants must up their game since every transaction is critical to generating repeat business.”
Bob Johnston, CEO of Melting Pot, highlights the pressure of rising costs placed on unit-level economics across the industry. Like many brands, it had to increase prices at its 95 restaurants. Yet, consumer satisfaction and social reviews indicate that guests still perceive the brand as delivering value, he notes. Melting Pot recently launched a "Down to Fondue" Happy Hour program, which offers half-price cheese and chocolate fondues, along with drink specials, as a way to attract costconscious diners without compromising on the brand’s iconic experience.
"We believe there’s tremendous potential to grow new and incremental revenue with the launch of this program and daypart," Johnston says.
At FSC Franchise Company—the franchisor of concepts such as family sports pub Beef ‘O’ Brady’s and craft beer bar The Brass Tap—inflation has pushed menu prices up over 25 percent in the last three years, according to CEO Chris Elliott. This has led to a modest decline in traffic, around 2 percent. The company has reacted by making changes to enhance the customer experience while also looking into purchasing strategies, menu adjustments, and labor efficiencies to maintain margins.
Despite the ongoing challenges posed by rising costs, the restaurant industry is demonstrating resilience by leaning into its strengths—offering unique dining experiences, emphasizing value, and exploring innovative strategies. Restaurants that can adapt to these changes while maintaining their core values are likely to emerge stronger in the long run.
The Nightlife Rebound
Cities across the country are experiencing a resurgence in nightlife. A Square analysis of in-person restaurant and bar transactions between 7 p.m. and 4 a.m. found that while New York and Miami continue to nab the top spots, Boston has seen the most explosive growth. In the second quarter of 2019, just 12 percent of restaurant and bar transactions in Boston occurred late at night, which skyrocketed to 31 percent this year.
Richmond, Virginia, has witnessed a similar trend, with 35 percent of transactions happening between 7 p.m. and 4 a.m. in 2024, up from 23 percent prior to COVID. Philadelphia’s nightlife has also recovered, now accounting for 31 percent of transactions, compared to 23 percent in the Q2 of 2019.
Chefs & Ingredients
CHEF ASHISH ALFRED’S CULINARY TECHNIQUE IS GROUNDED BY HIS CLASSICAL FRENCH DISCIPLINE AND TRAINING, BUT HE ISN’T AFRAID TO GO BEYOND TRADITION, TAKE RISKS, AND EXPERIMENT WITH HIS OFFERINGS. HE DELIVERS CONTEMPORARY DINING CONCEPTS THAT ARE ROOTED IN SOULFUL COOKING.
CULINARY INSPIRATION AND STORIES FROM INDUSTRY TRAILBLAZERS
MENTIONED IN THIS SECTION DOG HAUS • • BLACK TAP • • MR BREWS TAPHOUSE • • DUCK DUCK GOOSE
BY CALLIE EVERGREEN
The “Bar Rescue” co-host shares his learnings from overcoming adversity and embracing new opportunities.
Ashish Alfred’s Ascent
IN AN INDUSTRY where the failure rate for opening a restaurant is astronomical, Ashish Alfred had to make the difficult decision recently to close his three restaurants Duck Duck Goose, Anchor Tavern, and Osteria Pirata in Baltimore, Maryland. “I knew with the difficult and changing landscape of the industry, I wouldn’t be able to remain a true independent operator and working chef,” he explains. Only 20 percent of
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restaurants end up being successful, according to estimates from the National Restaurant Association. About 60 per cent of restaurants fail in their first year of operation, and 80 percent close within five years of opening.
“As other opportunities both in tele vision and consulting for other hospital ity groups arose, I embraced the entre preneurial spirit that got me started and decided to take all the lessons I’ve learned on the road and continue to grow my brand as a chef and restaurant expert,” Alfred says.
The chef has recently appeared as a guest host on multiple occasions for Jon Taffer’s Paramount Network show, “Bar Rescue.” In one episode, Alfred plays a pivotal role in revitalizing a struggling bar in Saint Augustine, Florida, showcas ing his firm yet compassionate approach to management. By emphasizing the importance of well-structured operations, he demonstrated that success hinges on effective organization and dedication.
“No matter how good your concept is, it’s going to come down to the peo ple that are on your team,” Alfred tells FSR . “Hire people who have the ability but also the right attitude. If my career has taught me anything, it’s that no matter how much success you have, you must plan for everything and have a solution for the inconceivable.”
“Being profitable on paper and making money aren’t the same thing; build a business that supports the life you want to live, be realistic about how much money your business will make and whether there will be enough room to carry the bad days,” he adds.
Alfred got his start in the foodservice industry at 15 years old behind the host stand of a neighborhood Italian restaurant. He didn’t have aspirations of becoming a chef at that point—he was simply looking for an excuse to get out of school early, he admits. “Slowly but surely, I kind of fell in love with the business,” Alfred explains on an episode of FSR’s “Restaurant Innovator” podcast. He went on to bus tables, check IDs, and perform a myriad of other roles at various bars, pubs, and nightclubs around
CHEF ASHISH ALFRED
FAVORITE SPICE AT THE MOMENT: Cardamom
POST-SHIFT DRINK: REALLY cold Sprite
BEST MUSICAL ARTIST OR BAND TO COOK TO: Anything Reggaeton
MOST UNDERRATED OR UNDERAPPRECIATED INGREDIENT: Parsley stems
SECRET COMFORT FOOD: Meatloaf
FAVORITE FOOD CITY: Athens
Washington, DC, before heading off to culinary school at The French Culinary Institute in New York City.
“I came home and opened my first restaurant sooner than I should have, closed it later than I should have, and moved on to my first successful restaurant, which was Duck Duck Goose,” Alfred recalls.
“I’ve had the opportunity to meet and work with some amazing people, cook some amazing food, and develop an amazing culture within my restaurants.”
The idea for the name came directly from the menu creation process; Alfred was writing the menu on his mother’s kitchen counter, and there were two dishes that involved duck, and a foie gras made with goose—thus, Duck Duck Goose was born. “I called a very near and dear friend of mine who graduated from Stanford business … I told her the name and told her the concept, and she was like, ‘Don’t ask anybody else. Call your lawyer, get a trademark.’”
Alfred describes his culinary style as being simple, relatable, and techniqueforward. “I’ve always wanted my food to evoke the same emotion people feel when they see a classic car drive by or a musical anthem,” he explains, while also citing his second-generation IndianAmerican roots as a key influence. “Since getting started as a chef, my style has evolved and I’ve embraced my Indian heritage and worked to find ways to make the flavors of India more approachable and familiar to people.”
One of the biggest lessons Alfred has learned during his restaurateur journey was to under promise, but over deliver. As an independent restaurant owner with no outside investors, “bite off less than you can chew, and chew it well,” Alfred advises. “I think it’s better to do what you can do really well rather than to overextend yourself … Now more than ever, the standard for restaurants has been raised. People know what good food is. Now, more than ever before, I think that it’s imperative that you do things that are true to your brand, or true to the sign on [your] front door so you’re managing expectations, and it’s important to do them really, really well.”
He continues building his case for a hyper-focused menu: “I think people are more prone to go to places that feel more authentic or boutique when they see a lower number of offerings. If I go to a place and there’s only 12 things on the menu, my assumption is going to be all 12 of those things are pretty damn good.”
Alfred says the opportunity for cohosting “Bar Rescue” just fell in his lap when he got a call from a casting agency. “I did a cartwheel and said yes, and it was a phenomenal opportunity to work with Jon [Taffer] and his team.”
To prepare for the role, Alfred did his due diligence and watched episode after episode of the TV show, learning the cadence and rhythm before getting on set. “But also, I think that it came somewhat naturally to me, as I’ve been doing it day in and day out as an independent restaurateur,” he notes. “I’ve had the staff that shows up drunk. I’ve had the staff that got paid late because we were trying
to make payroll. I’ve been in every situation as I was watching episodes … None of these situations are foreign to me. So when I got to set and we started filming some of these episodes, a lot of the conversations came very naturally to me.”
Alfred asserts what made him successful in his early days was the culture of hospitality he created. As he expanded, it was easy enough to teach recipes or a style of service, but the true challenge was in growing the culture at the same pace as the restaurant grew. “Restaurants are closing at an alarming rate right now, but I think it will turn back around,” he says. “Running a restaurant is, in my opinion, the most valuable PhD on life. You learn how to do everything.”
“I think that everything is cyclical,” he continues. “What goes up, must come down; what goes down will come up, so I think that if people can be flexible today, if you can just somehow persevere, find a way to keep the lights on, keep the doors open right now, there’s always light at the end of the tunnel. What that looks like today? I don’t have the answer for that, however, I think that it will get better. I think it will come back our way.”
Currently, Alfred is in discussions for some licensing and potential partnership deals, but his key focus is on consulting and working with new teams to tackle new challenges.
During the Restaurant Innovator podcast episode—before Alfred made the decision to close his restaurant group— he hinted that it’s not the end of the world if you have to make a tough choice to close down in order to pursue something else. “This isn’t the Titanic; you don’t have to go down with the ship. You probably learned how to do a whole lot of other things. There is another way. A lot of times people will try to hold on and hold on and hold on and hold on until they’ve got no life left. I get it, but sometimes, I don’t want to say give up, but you will find a way to be successful if you just try.”
“My bottom line advice is, be willing to innovate, be willing to change,” he adds. “Be willing to take a haircut where you need to, because I think right now, the name of the game is survival.”
Gourmet Burger Status
BY SATYNE DONER
Craft burger concepts weigh in on how they’re defining the DNA of “gourmet” with elevated ingredients, global infusions, and a new outlook on an old American classic.
HISTORICALLY, HAMBURGERS HAVE been synonymous with drive-thru convenience; White Castle, which opened in Wichita, Kansas in 1921, is often credited as the first to mass produce low-cost burgers.
Over a century later, consumer preferences have pushed burger innovation beyond the confines of quick-service restaurants, extending into more elevated environments. This begs the question: What makes a burger worth $20 (or more)?
“I absolutely believe gourmet burgers are rising in popularity because of this desire to try something exciting and new.”
When husband-and-wife duo Chris Barish and Julie Mulligan founded Black Tap Craft Burgers and Beer, they sought to carve out a middle ground between ultra-fine dining and traditional fast-
WHAT JUSTIFIES A $20 BURGER? IT’S ALL ABOUT THE DETAILS—PREMIUM CUTS OF BEEF, ARTISANAL BUNS, FRESH INGREDIENTS, INVENTIVE SAUCES, AND AN ELEMENT OF STORYTELLING WOVEN THROUGHOUT THE EXPERIENCE TO BOOST THE VALUE PROPOSITION.
food establishments. Their modern take on the classic burger joint has garnered worldwide recognition, including a five-time win streak at the New York City Wine & Food Festival’s Burger Bash competition.
The chain perfected its signature burgers by employing a unique cooking technique using a griddle instead of a grill. While the All-American Burger and the Cheeseburger Deluxe are staple items, spinoffs like the Wagyu Steakhouse Burger have risen in popularity and
sales, featuring half a pound of Wagyu beef, pepper jack cheese, crispy onions, A1 sauce, bacon, and roasted garlic mayo.
“I think it’s clear based on the numbers that we’re seeing people more interested in these premium or more eclectic, interesting ingredients when compared to a fast-food style burger,” Mulligan adds.
What started as a 15-seat location in New York City has since expanded to 16 restaurants worldwide. Mulligan
says the brand is expanding in a nontraditional manner, with locations in Iraq, Bahrain, Qatar, Switzerland, and the United Arab Emirates. Black Tap is also putting down roots domestically in South Florida, recently announcing its newest location in Brickell City Centre.
This focus on both domestic and international growth gives Black Tap chefs exposure to different flavor profiles, ingredients, and ideas. For example, they offer a Falafel Burger topped with tahini, pickled onions, Greek feta,
and hummus, as well as other inventive options like the Kimchi Shrimp Burger and Thai Green Curry Chicken Burger. South Floridian fine-dining concepts Finka Table & Tap and Amelia’s 1931, helmed by chef Eileen Andrade, create gourmet meals that fuse international Latin and Asian flavors. For Andrade, it’s all about the scratch-made ingredients, and she’s bringing her elevated burgers to Miami.
The Korean Smash Burger, for example, is garnished with kimchi pickles, fried onions, and Korean BBQ mayo, while Andrade’s latest creation, Amelia’s Frita, features a beef and chorizo patty, Gruyere cheese, huacatay mayo, sliced maduros, and homemade shoestring fries.
“Gourmet is subjective, but for me, it all comes down to how fresh your ingredients are and how you use them to elevate your burgers,” Andrade says. “Everyone is trying to take simple classics and put their twist on them … but these innovations have put the burger back on the map and included them in our daily conversations.”
Dog Haus, a 60-unit nationwide concept known for its craft burgers, brats, and brews, differentiates itself by investing heavily in its bun and beef selections. The chain uses 100 percent Black Angus patties, free of hormones and antibiotics, and King’s Hawaiian rolls. Hagop Giragossian, partner and co-founder, believes it’s less about buttoned-up “gourmet” and more about launching enjoyable, crave-worthy flavor combinations.
“We’re a bigger chain, but we make sure we’re leading with the quality of our great beef and buns,” Giragossian says. “Then, once we have this base, we approach it with the philosophy that the ingredient combination has to taste phenomenal … we’re all scratching and clawing for each customer, so we have to grab their attention.”
Attention-grabbing flavors include The Hangover, topped with white American cheese, smoked bacon, haus chili, fried egg, and mayo. The Holy Aioli features white American cheese, smoked bacon, caramelized onions, and garlic aioli, paying homage to classic Ameri -
can comfort foods with a modern twist.
Dog Haus’s approach to burger evolution is rooted in collaboration with all team members, from kitchen cooks to marketers and everyone in between. Additionally, Giragossian is always looking for trends created by smaller restaurant groups.
“We’re a hugely collaborative group, and everybody’s a part of the tastings. We can bring a lot of different flavors to the table just from our own backgrounds and personal flavor profiles,” Giragossian adds. “I think it’s interesting to see what the small guys are doing versus large chains, so we’re not playing catchup. If we find something unique, we’ll give it a shot.”
The 15-unit, Wisconsin-based Mr Brews Taphouse also believes in the power of collaboration. Carrie Martin, vice president of operational services, says the pub concept has created its own definition of gourmet based on scratch recipes from Grandma Day, the matriarch of the founder’s family, and new ideas born in the kitchen during the “Burger of the Month” brainstorming sessions.
“We take inspiration from everywhere. We’ll have contests with our teams where everyone gets to express their individuality with a burger, and then we’ll put it in our shared arsenal of recipes to be a rotational flavor of the month,” Martin says. “The guest feedback we collect helps us evolve and stay true to the things that differentiate us from other brands.”
Out of all the Mr Brews specialty burgers, Martin says the Kentucky Bourbon and Rajun’ Cajun stand out, with their housemade Kentucky bourbon mayo and Cajun lime sauce. Both items feature a fusion of Grandma Day recipes and ingredients discovered from research and development. “Guests want to try combinations of flavors they’ve never had before. These days, people like to experiment, and they’ll pay for that experience,” Martin adds.
“I absolutely believe gourmet burgers are rising in popularity because of this desire to try something exciting and new.”
Liquid Intelligence
TRENDS AND CREATIVE APPROACHES TO SPIRITS, WINE, AND BEER.
MENTIONED IN THIS STORY MÍRATE • OAXACA CLUB
Mezcal Meaning with
BY SAM DANLEY
Restaurants are serving up sustainable agave spirits, true to tradition.
OAXACA CLUB EFFECTIVELY SHOWCASES ITS BEVERAGE PROGRAM’S VALUES WITHOUT OVERWHELMING GUESTS BY USING THE MENU TO HIGHLIGHT THE TYPES OF PRODUCERS IT SUPPORTS.
MAXWELL REIS, beverage director at Los Angeles-based Mírate, describes his drink menu as a study in contrasts. Take the Tu Compa cocktail as an example. The riff on a Paloma features grapefruit cordial, high-proof tequila,
Mexican sake, and bitter pomegranate amaro liqueur. The star ingredient is pulque, a fermented beverage made from agave sap that dates back thousands of years to the Aztecs.
“I’m trying to use modern tech-
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LIQUID INTELLIGENCE
niques with very archaic ingredients,” Reis says. “It’s a juxtaposition of super traditional execution, like house ferments, all the way to the most modern gastronomical execution.”
In the case of the Tu Compa, that means using a centrifuge to clarify the grapefruit juice and carbonating the final cocktail to a precise 45 PSI. It’s then canned in-house to preserve the carbonation and poured tableside in a tall glass with white salted pulque paint. The result is a light and refreshing sip that blends old and new—a fitting representation of Mírate’s broader mission to “preserve and uplift Mexican culture through thoughtful innovation.”
The cocktail takes that idea a step further with a QR code on the can that links to an online game called “Agave Defender” where customers blast bottles of mass-
produced tequila. It speaks to the fact that you won’t find any familiar bigbrand names on Mírate’s shelf. Instead, Reis has built an agave-led beverage program centered on authentic spirits made using traditional production methods.
He frequently travels to Mexico to cultivate relationships with local mes -
caleros and tequila producers. Those experiences have taught him about the challenges facing the long-term viability of mezcal production. Many producers are finding it hard to balance soaring demand with traditional methods like small-batch production and rotational agave farming. Faced with climate change and increased global consumption, some have sacrificed sustainability, resulting in deforestation and the loss of rare agave species. “We’ve learned about sustainability, we’ve seen how global consumption is affecting these local producers directly, and we’re try
THE LONG-TERM VIABILITY OF MEZCAL FACES CHALLENGES. MANY PRODUCERS ARE STRUGGLING TO BALANCE SOARING DEMAND WITH TRADITIONAL METHODS LIKE SMALL-BATCH PRODUCTION AND ROTATIONAL AGAVE FARMING, ALL WHILE FACING CLIMATE CHANGE AND INCREASED GLOBAL CONSUMPTION.
ing to use our platform to change that,” Reis says. “We don’t carry anything that we consider to be manipulated for the mass market, because we understand that buying something can incentivize people to change their culture.”
Mírate’s goal isn’t to push producers to alter their mezcal for broader appeal— though that’s often what’s happened in other cases as the spirit soared in popularity over the past decade. Instead, the restaurant sees itself as a link between producers and customers, showcasing the spirits in creative cocktails that preserve their authentic flavors and highlight what makes them unique. The goal is to share those stories, amplify their voices, “and ideally, make a resounding market for them here in the [United] States.”
One of the biggest challenges is equipping team members with the knowledge they need to bring that to life in the restaurant. “It’s inherently difficult because you’re dealing with smallbatch products,” Reis says. “They’re ephemeral.” To that end, he’s implemented a multi-pronged approach that keeps ongoing education front-and-center. That includes guidelines for how to talk about agave spirits with guests, daily pre-shift meetings, monthly work-
shops led by producers, and special masterclasses available to other industry professionals.
Reis says the beverage industry has largely opened its eyes to the pitfalls of mass-produced agave spirits. He believes the movement toward ethical, sustainable sourcing will only gain more traction as awareness expands.
Meanwhile, Oaxaca Club in Jacksonville Beach, Florida, is among the rising tide of Mexican eateries aiming to address the challenges of producing mezcal in the arid regions where agave grows. Focused on sustainability and the connection between food and culture, it aims to educate diners through Oaxacan cuisine, with offerings such as flavorful moles, quesillo, fresh herbs, and locally sourced seafood.
The dining experience is complemented by an agave-centric cocktail bar, featuring a wide selection of additivefree spirits as well as the restaurant’s own proprietary Oaxaca Club Mezcal. The product is crafted in southwestern Mexico by sixth-generation mescalero Valeriano Monterroza.
“He actually lives on the farm where he grows his own agave and harvests it after eight years when it’s perfectly ripe
and mature,” says executive mixologist Blake Middleton. “For us, it really all comes back to having a product that we know where it comes from and we know how it’s made. We’re happy to showcase that and highlight how local producers are preserving tradition.”
On the educational front, the restaurant hosts events called “Mezcal Mondays” to help people better understand the range of options. Three varieties are selected for tasting and discussion with both employees and guests each week.
“Because we have such a large selection, it can be intimidating for someone that’s just sitting there looking up at the back of the bar,” Middleton says. “Mezcal Mondays gives us a place to start and really hone in on just a handful of products. Doing that every week, you see people start to get more comfortable and learn to love the spirits more and more.”
Occasionally, the focus is narrowed to a single offering, he adds. “The next day, you’re always selling a lot more of that because the servers are engaged with a product that they’ve tried and loved.”
Over time, Oaxaca Club has learned how to effectively showcase its beverage program’s values without overwhelming guests. One strategy Middleton finds effective is using the menu to highlight the types of producers the restaurant supports, along with noting which products are certified as additive-free by a third party.
“If you’re going to go against the grain and not carry a lot of the big names that people already know, you really need to do some in-menu marketing that explains who you are and what you’re going for,” he says.
“You also have to understand that not everyone wants to go out on a Friday night and learn about tequila,” he continues. “Sometimes, they just want to drink what they already know, and that’s okay. On the other hand, when someone comes in and expresses curiosity and wants to learn more, your team has to be ready to nerd out, because the best way to create enthusiasm with the guest is to be enthusiastic about the product yourself.”
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Trending in Protein
Labor SolutionsChallenge
BY OLIVIA SCHUSTER
Addressing Labor Challenges With Value-Added Protein Solutions
Achieve optimal consistency and customer satisfaction.
Protein is the centerpiece of any main dish, critical not only for satiety but also for delivering flavors and textures customers expect.
In today’s labor-challenged environment, restaurants need efficient solutions that don’t compromise on quality. Operators have several options for preparing protein—raw, partially cooked, or
fully cooked. While each approach has its advantages, in the current industry landscape, par-cooked or fully-cooked options are proving essential for staying competitive.
Cooking meat from raw requires a certain skill level. It raises cross-contamination risks and can lead to inconsistent quality. According to the CDC, over 800
foodborne illness outbreaks are reported to the agency annually, with 60 percent linked to restaurants.
Additionally, cooking from raw slows service during peak hours. “Operators often face time constraints,” says Chef Thomas, senior director of culinary development at Tyson Foods. “Do you have the three minutes needed for prep
aration, or do you only have 20 seconds to get a product out the door? This balance between quality and time is a constant challenge.”
out this week, you want to choose places that satisfy you the most and that you can trust.”
ing greater control over portioning and cost efficiency.
Tyson value-added protein solutions alleviate the difficulties of handling uncooked meat. Offering par-cooked, fully cooked, and pre-sliced options, the products help save time while sustaining our highest quality possible.
The Tyson value-added brand portfolio, including Hillshire Farm® , Jimmy Dean® , and Tyson Red Label®, offers benefits like improved portion control, ensured product quality, consistent color and flavor, and the ability to stay hot longer.
“There’s a long-standing perception that fully cooked products will never match the quality of scratch-made dishes,” Thomas says. “While this was true for many years, the industry has made significant advancements, now offering par-cooked or fully cooked products that deliver a prepared-fromscratch feel.”
Consistency is crucial, and precooked solutions ensure no matter who is in the kitchen or what time of day it is, the quality of the food remains the same. The reliability helps maintain customer satisfaction and upholds the restaurant’s reputation.
“Consistency is more important than ever because, as a consumer, you need to ensure that your dollar meets your quality expectations,” Thomas says. “If you only have a couple of extra bucks to eat
“With value-added proteins, you achieve predictability and uniformity,” Thomas says. “You can worry less about staff members not following the recipe or missing a step in production, as those aspects are already handled.”
Predicting labor costs also becomes more accurate with pre-cooked options. “When handling raw proteins, it takes time and skill to maintain sanitation and prepare for service. With many cooks lacking experience, this time can vary greatly. Pre-cooked proteins minimize the need for extensive training and ensure more predictable task completion times.”
With fully cooked products, you can achieve nearly 100 percent yield right out of the package, making food costs more manageable. For instance, using pre-sliced items ensures recipe yields are both predictable and scalable, provid -
Tyson Foodservice offers deep industry expertise, essential tools, and dedicated support to help operators choose the right proteins for their menu. By addressing brand standards, labor challenges, and cost objectives, the comprehensive product portfolio serves as a one-stop shop for all protein needs.
“Utilizing pre-cooked and value-added proteins is incredibly beneficial,” Thomas says. “Whether it’s pizza toppings that are easy to portion and guarantee consistent results, or fully cooked breaded chicken products that eliminate the need for in-house breading, these products offer significant labor-saving opportunities that have helped us countless times.”
A Tyson Foods Proprietary Brand Health Study in March 2024 found that operators trust the Tyson Red Label ® brand more than any other competitive brand. Tyson Red Label ® brand caters to consumers’ love for chicken by offering a variety of high-quality products that deliver consistent flavor and convenience, adding value to any meal.
For breakfast, the Jimmy Dean® product portfolio—featuring sausage links, patties, and bacon—offers consumers the delicious morning meal they crave. The fully cooked options allow for quick, efficient service without sacrificing taste.
Hillshire Farm® fully cooked pizza toppings help alleviate back-of-house stress. From pepperoni and beef crumbles to spicy Italian sausage and chorizo, these ready-to-serve products make it easy for chefs to deliver consistent, high-quality pizzas with minimal preparation time.
“It’s about finding the right product in the portfolio that provides the best solution possible,” Thomas says. “Whether you need a Philly steak or a breaded chicken breast, there are multiple options available. Some options fit certain operators better than others. Tyson Foodservice helps guide operators to make the best choice, ensuring there is a solution for everyone.”
Breakfast Hash Featuring Jimmy Dean® Fully Cooked Bacon Strips and Fully Cooked Sausage Links
Protein Trends
A FEW KEY INSIGHTS FROM DATASSENTIAL ON PROTEIN
• Lamb, goat, and duck bacon are just beginning to make their mark in the culinary world.
• Sausage, bacon, and chorizo remain popular menu items across the U.S.
• 75 percent of consumers love or like shrimp
• Fish has declined on U.S. menus by 23 percent over the last four years.
• Chorizo leads all proteins with the highest four-year growth, increasing by 1 percent.
• Chicken dominates among protein varieties, appearing on 76.9 percent of U.S. menus.
PROTEIN TRENDS TO WATCH & UNDERSTAND // COURTESY OF DATASSENTIAL
BACON Fatty strips of cured pork that can be smoked, flavored, or otherwise seasoned.
CONSUMERS:
MENU EXAMPLE:
Turkey Bacon Salad: Turkey, bacon, tomatoes, mixed cheese, and croutons with French dressing. The Weekday Cafe // ATLANTA, GA
SALMON A family of red-fleshed fish living in coastal regions of the Atlantic and Pacific.
CONSUMERS:
MENU EXAMPLE:
Blackberry Salmon: Blackberry barbecue sauce. Fiorella’s Jack Stack Barbecue // KANSAS CITY, MO
*
Tyson Red Label® brand delivers chicken in a variety of forms and sought-after flavors that have been consumer-tested and proven —scoring high marks on aroma, flavor and juiciness—so you can satisfy your customers’ love for chicken, confidently.
CHICKEN Versatile bird that is a popular staple protein all around the world.
CONSUMERS:
MENU EXAMPLE:
Southwest Chicken Sandwich: Grilled, jalapeno aioli, arugula, tomato, onion, jack cheese, fresh fries.
131 Main // ASHEVILLE, NC
MENU ADOPTION CYCLE: PROTEINS
INCEPTION Trends start here. Found in mostly fine-dining and ethnic independents, inception-stage trends exemplify originality in flavor, preparation, and presentation.
1. Beef Shank
2. Beef Bacon
ADOPTION Found at fast-casual and casual independent restaurants, adoption-stage trends grow their base via lower price points and simpler prep methods. Still differentiated, these trends often feature premium and generally authentic ingredients.
1. Pork Belly
2. Sockeye Salmon
SHRIMP A small crustacean which is typically cooked before eating.
CONSUMERS:
MENU EXAMPLE:
Shrimp Benedict: Poached egg, shrimp, bacon, hollandaise.
11Th St. Diner // MIAMI BEACH, FL
PROLIFERATION Proliferation-stage trends show up at casual and quick-service restaurants. They are adjusted for mainstream appeal. Often combined with popular applications (burgers, pastas, etc.), these trends have become familiar to many.
4. UBIQUITY Ubiquity-stage trends are found everywhere—these trends have reached maturity and can be found across all sectors of the food industry. Though often diluted by this point, their inception-stage roots are still recognizable.
1. Shredded Beef 2. Bratwurst
1. Chorizo 2. Salami
3. Pork Shank 4. Picanha
3. Lamb 4. Sardine
3. Polish Sausage 4. Skirt Steak
3. Pulled Pork 4. Tuna 5. Meatball
MEATBALLS
TOP CHEFS
A MONTH AFTER MANNY BARELLA SIGNED ON TO BE THE CULINARY DIRECTOR FOR ROBERT THOMPSON’S NEW CONCEPTS JAGUAR BOLERA AND CAMP PICKLE, A CASTING AGENT REACHED OUT TO HIM TO SEE IF HE WANTED TO BE ON “TOP CHEF.” BARELLA APPEARED IN SEASON 21, AND WON THE CHALLENGE IN THE FIRST EPISODE BEFORE FINISHING IN THE TOP FIVE OVERALL.
WHERE ARE THEY NOW? TOP CHEFS:
AFeaturing eight “cheftestants” including Manny Barella from the most recent season 21, Nina Compton and Janine Booth from season 11, Kenny Gilbert from season seven, Jeff McInnis from season five, Chris “CJ” Jacobson from seasons three and 10, Marcel Vigneron from season two, and “Top Chef” winner Jeremy Ford from season 13.
Dedicating your career to cooking for other people is not a choice most people make lightly. For the select few who are truly passionate about making it in the culinary world, who have the drive, creative and technical skills, charming personalities, and just a pinch of good luck—doors are opened. Such is the case with the “cheftestants” who have competed on Bravo’s “Top Chef,” which has been serving up the best of what cooking reality TV can offer since it first premiered in March 2006. As of June 2024, the show has aired 21 seasons and over 300 episodes.
For the following eight former contestants, we’ll explore their post-show careers, current ventures, and how their experiences on "Top Chef" have influenced their culinary paths. From opening new restaurants to redefining dining experiences, these chefs continue to make their mark on the culinary world. BY
CALLIE EVERGREEN
TOP CHEFS
Manny Barella
SEASON 21
CULINARY DIRECTOR, CAMP PICKLE AND JAGUAR BOLERA
Before finishing in the top five among 16 of the brightest and best chefs in the nation on “Top Chef,” Manny Barella had already signed on to become the culinary director for the up-and-coming restaurant concepts Camp Pickle and Jaguar Bolera, created by Punch Bowl Social founder Robert Thompson. Born in Monterrey, Nuevo León, Mexico, Barella
Chris “CJ” Jacobson
SEASON 3 + 10, TOP CHEF DUELS
CHEF/PARTNER, EMA AND ABA (LETTUCE ENTERTAIN YOU ENTERPRISES)
LEARNINGS? The biggest things I learned from "Top Chef" was that I was actually good. Most of us, deep down, have no idea until we are told by someone we care about. "Top Chef" has some of the best chefs in the world as judges. I also learned that I love the pressure of the clock in my creativity. I love being put in a corner and having to cook my way out of it. The show impacted me by introducing me to different styles, techniques and approaches that I otherwise would not. "Top Chef" helped my confidence resolutely. I opened restaurants that I have ownership in.
Marcel Vigneron
SEASON 2
CULINARY EXECUTIVE OFFICER OF THE LEMON GROVE ROOFTOP RESTAURANT AT THE ASTER HOTEL AND MEMBERS CLUB
IMPACTS FROM THE SHOW? The show really showed me how quickly I could actually make delicious dishes and how creative I could actually be. My cooking style and philosophy evolved over the years to focus on the big picture, the food, and the experience of eating it. The taste, texture, temperature, technique, and theme.
ADVICE FOR FUTURE CONTESTANTS? Listen to the challenge and cook from the heart. If you let your spirit guide you, and stick to what you know, you’ll be fine. Oh, and don’t forget to watch the clock. It goes by faster than you think.
thought he was going to become a lawyer, and attended law school for three years before leaving to enroll in a culinary program to follow his true passion—”food, not cooking necessarily,” he admits.
The catalyst for Barella moving to the U.S.? A bad day at work, combined with finding out his girlfriend at the time was cheating on him. It was “my equivalent of getting bangs, you know. I’m out. I need to leave the country,” he jokes. Barella applied for a J-1 visa and landed a job at the Gold Strike Casino Resort in catering services in Tunica, Mississippi, of all places. Two years later, he moved
Kenny Gilbert
SEASON 7
VP OF CULINARY OPERATIONS AT GROVE BAY HOSPITALITY GROUP
LEARNINGS? Leave it all on the field. Push hard and have no regrets. Showcase your love in everything that you make.
CURRENT VENTURES? I launched a franchise concept called House of Birds and Drop Biscuits. I’m also the author of a cookbook called "Southern Cooking Global Flavors.” I launched a spice and sauce company, “Chef Kenny’s Spice Blends.” I am currently VP of Culinary Operations for Grove Bay Hospitality Group based in Miami, Florida. We have nine restaurants and two airport restaurants.
to Atlanta after securing a role as chef de partie at the St. Regis Hotel. His talent and ambition led him to prestigious kitchens like the Sea Island Resort in Georgia, Napa's Michelin-rated Solage Resort, and Boulder, Colorado, where he secured a position at the award-win-
ning Frasca Food & Wine as chef de partie, before advancing to sous chef at Uchi in Denver.
Eventually, Barella was offered the chance to become an executive chef/ partner by helping to rebrand the New American restaurant Acorn into a more casual Mexican concept, which became Bellota, Spanish for “acorn.” The restaurant opened in late October 2020.
In 2022, Barella was recognized as a James Beard semifinalist in the Emerging Chef category. “I feel that when I started leaning a little bit into my culture, into Mexican food, that’s when my career just started skyrocketing. 2022 changed my life; that’s the year the awards started coming, the restaurant started making money,” he says.
Just a month after Barella agreed to be the culinary director for Camp Pickle and Jaguar Bolera, a casting producer reached out to Barella on Instagram to see if he would be interested in trying out at an open call for “Top Chef.” He asked his team what they thought he should do, and they told him to go for it. “Let’s see
Nina Compton
SEASON 11
CHEF/OWNER OF COMPERE LAPIN
LEARNINGS? It taught me to stand up for what I believe in regardless of whether it’s popular. I knew my mission on the show was to show my roots—to give St Lucia and the Caribbean its moment. When I won the opening challenge for my curried turtle meatballs, I knew I would be able to show the world what island cuisine is all about. I also learned that you have to stay tough in this business and it’s fiercely competitive. You cannot be afraid to take risks.
IMPACTS FROM THE SHOW? After the show, a lot of different opportunities presented themselves but when I had the opportunity to open my own restaurant in New Orleans, a city I came to love while filming, I knew I had to take it. So I opened Compere Lapin in the Old No 77 Hotel in June 2015. From there, so many exciting things happened—a second restaurant, a James Beard award, and lots of travel.
CURRENT VENTURES? I have Compere Lapin, which is the first restaurant I opened in New Orleans and is really a tribute to my Caribbean heritage but mixed with the Italian and French training I have and of course the incredible ingredients we get from the Gulf South. I also have BABs.
Jeremy Ford
SEASON 13 “TOP CHEF” WINNER CO-FOUNDER AND CHEF OF STUBBORN SEED
LEARNINGS? The biggest lesson for me was navigating how to stay focused and create very loud flavors in short amounts of time. How do I get the biggest impact of umami and textures in my dish? I learned very quickly to keep it simple, use high levels of vinegar, salt, sour, and crunchy to make your dish standout.
IMPACTS FROM THE SHOW? The show pushed me to know that there’s more to be done. The learning never stops. Following the show I was named Eater Miami ’s 2018 Chef of the Year.
In 2022, I earned a semi-finalist nomination for James Beard for ‘Best Chef South.’ Stubborn Seed was awarded One Star by the Michelin Guide in 2022 and retained the star in 2023 and 2024. Late July, Stubborn earned the AAA Four Diamond recognition as well.
ADVICE FOR ASPIRING CHEFS? Get great experience by working at a variety of different restaurants. Get ready to work long days and long nights, but remember to keep that sense of another hobby or something outside of this craft. That way you’ll be more durable, you’ll last longer, and you won’t burn out. Take care of the mind just as much as the body.
Janine Booth
SEASON 11
EXECUTIVE CHEF, ROOT & BONE MIAMI; STILTSVILLE FISH BAR MIAMI
LEARNINGS? Experience and growth only come with time and the persistence to consistently do better and be better. Don’t try to jump ahead. Take all the steps it takes to get where you want to be.
CAREER EVOLUTION? Immediately after “Top Chef,” I moved to NYC and opened Root & Bone in 2014 with my husband Jeff Mcinnis, and this led to opening multiple locations of this brand and multiple other concepts.
IMPACTS FROM THE SHOW? It made me even more driven to dive deep into different cultures and cuisines and continue to grow as a chef and restaurateur. Opening my first restaurant and it becoming a celebrated and award winning concept was huge and continues to be one of my proudest accomplishments. In 2018 I received a semi finalist nomination for James Beard Rising Star Award, as well as being recognized by Forbes.
ADVICE FOR ASPIRING CHEFS? Focus on your foundations. Surround yourself with cooks and chefs that you look up to and learn everything you possibly can from them. Keep your head down, focus on one plate at a time, and have a positive attitude.
Jeff McInnis
SEASON 5
EXECUTIVE CHEF OF ROOT & BONE MIAMI; STILTSVILLE FISH BAR MIAMI
LEARNINGS? Keep it simple and don’t overthink things.
KEY MILESTONES? My wife and I operate 10 restaurants as chef/ partners now. They’ve all been huge milestone setters for my culinary career. Nominated for a few James Beard nominations. Featured in Garden & Gun Magazine; Southern Living Magazine; Food & Wine —all big milestones.
CURRENT VENTURES? Chef/partner in 10 restaurants; seven different brands: Root & Bone, Stiltsville Fish Bar, Tackle Box Native Fish Co., Sunny Side Up Aussie Bites, Stadium Club Sports Bar, Trova Coastal Kitchen, and Roots Coastal Kitchen.
FUTURE ASPIRATIONS? Refine each project I currently have and focus on longevity. My dream would be to leave some of these successful restaurants to my three daughters should they choose to follow in their daddy’s footsteps.
ADVICE FOR ASPIRING CHEFS? Take care of your feet and your back. Buy good quality shoes, don’t overload your back or your mind, and stay thirsty for any and all opportunities that come your way. Never take a single customer for granted.
where this takes us, that was my mindset. They’re reaching out, and that in itself is a privilege,” he says. The timing was also ideal, since the eatertainment restaurants weren’t open yet.
In the first episode of season 21, Barella won the first challenge after his green pozole with chicken and charred salsa verde impressed all the judges. “That was eye opening,” he says. “Knowing I can make food that is worthy of winning a challenge against 14 other chefs from ‘Top Chef,’ and with that being Mexican food, it is something that I will remem ber for the rest of my life.”
The camaraderie he built with the other contestants on his season have resulted in lasting friendships, which is one of the most rewarding outcomes from being on the show. Barella is also able to take the lessons he learned and translate them into his role at Camp Pickle and Jaguar Bolera, which opened its first location at the end of May in Raleigh, North Carolina. One of those learnings? “Don’t hyperfixate,” he says. “Sometimes you’ve got to take a step back and see what other options do I have instead of, this is what I want to do, and you have that tunnel vision, where there’s so many other paths that you can take.”
A second Jaguar Bolera location is set to open soon in Atlanta, followed by Camp Pickle restaurants in Denver and Tulsa, Oklahoma, next year. “It is a path of growth that has completely changed my life. The things that I’m learning with this new opportunity are the things that excite me,” he adds. “All the work that happens for this to exist—it is fascinating to learn how to open a restaurant at this magnitude and on the other side of the country.”
Trending in Cheese
BY ABBY WINTERBURN
The Power of Premium Ingredients
Profitable menu items in a time of inflation.
Inflation and soaring ingredient costs continue to strain businesses, forcing operators to raise menu prices. The 2024 State of the Industry Cheese Report found the cost per eating occasion in foodservice is now 4.3 times higher than at-home dining. With higher prices, consumers are seeking value in every meal. If they feel the quality doesn’t match the cost, they’re unlikely to return to the establishment.
Restaurants can confront this by offering meals that are fulfilling and don’t cost a lot to prepare, and sandwiches are an excellent solution. According to 2023 research conducted by Datassential, 69 percent of restaurant operators say sandwiches are profit centers in their operations.
Consumers can see and taste every ingredient in a sandwich. If quality ingredients are used, it will significantly
elevate the perceived value of the meal. Customers will taste the difference, feel satisfied with their meal, and want to come back.
Lactalis, the umbrella company for well-known and trusted cheese brands like Galbani cheese, Président cheese, and the newly launched Cracker Barrel Premium Cheddar, offers several solutions for restaurant operators looking to meet consumer expectations. With the
LACTALIS
BRIE SANDWICH WITH HAZELNUT SPREAD AND RASPBERRIES
It’s easy to layer on the flavor with Galbani® Fresh Mozzarella. Made the Italian way by Italy’s #1 cheese brand, the milky taste and soft, creamy texture make every bite totally unforgettable. Plus, the Galbani brand o ers vacuum-packed logs, sliced logs, and Thin Sliced Fresh Mozzarella with a shelf life of 60 days from the point of production. That’s 20 days longer than water-packed products! So, whether you’re creating a perfect panini, a heroic hoagie, or a sensational submarine—it’s the Fresh Mozzarella you need to get your hands on.
Switch to new Thin Sliced Fresh Mozzarella and get up to $10 back per case*. Visit GalbaniPro.com/ThinSlicedRebate or scan the QR code to get started. *Limited time o er. Terms apply.
most Protected Designation of Origin cheeses in the world, Lactalis has highquality products at an affordable price that enhance menu offerings, creating a memorable dining experience that justifies the higher price point.
"The addition of the award-winning Cracker Barrel Premium Cheddar is per -
ingredient; the bold flavor is able to cut through and take an ordinary recipe to the next level,” Wright says. "Adding that cheddar is becoming a popular ingredient for other dishes, like pizzas and even desserts."
In just two months since its launch in foodservice, operators are already
“The cheddar adds amazing flavor and a classic yellow pop of color. ʻIt’s not just an ingredient; the bold flavor is able to cut through and take an ordinary recipe to the next level.ʼ”
fect for those looking to transform signature dishes,” says Emillie Wright, marketing manager at Lactalis. “It is great quality and is very creamy. The cheese comes shredded, sliced, and in a block, great for every application. It’s a premium cheddar cheese that adds a rich taste without overpowering the flavor of the dish.”
Whether crafting a classic grilled cheese or a fresh deli-style creation, the cheddar adds amazing flavor and a classic yellow pop of color. “It’s not just an
sharing positive reviews about the premium cheddar cheese. According to Harbor Foods, the product is not only flavorful with a good texture but also performs beautifully when melted.
Lactalis maintains a steadfast commitment to innovation by continually focusing on creating products that deliver both efficiency and exceptional quality. This strategy extends to Galbani Premio Mozzarella, Fresh Mozzarella, and Président Brie.
With its creamy texture and mild,
milky flavor, mozzarella is a versatile and widely popular cheese that’s a staple in many kitchens. According to Datassential, 85 percent of American consumers say they either “love” or “like” mozzarella, and 80 percent eat mozzarella at least once a month. Whether used in classic options like caprese sandwiches or on a hot panini, mozzarella enhances both taste and texture. Its smooth melt and stretch make it a go-to choice for operators looking to elevate their sandwich offerings while appealing to a broad range of customers.
Brie can instantly elevate the appeal and value of any sandwich. Its soft texture and rich, buttery flavor bring a touch of sophistication, making even simple sandwiches feel more premium. Whether melted in a warm sandwich or paired with meats and fruits in a charcuterie board, Brie enhances both taste and presentation, allowing operators to offer a more upscale option to their customers.
“People are willing to pay extra for high-quality products. In addition to all of that, it indirectly drives the value of everything else,” says Andrea Conte, senior marketing manager at Lactalis. Charcuterie boards are a good example of how offering an assortment of premium cheeses allows for a more premium price. 80 percent of consumers who have tried charcuterie report either liking or loving it, but only 3.2 percent of menus in the U.S. offer it.
At Lactalis, the focus extends beyond delivering premium products; they are dedicated to equipping operators with valuable resources and expertise to help them achieve their goals. “We go beyond the product,” Wright says. “We have chefs and category experts to provide operators with all the tools they need to thrive.”
By incorporating premium ingredients, operators can ensure customer satisfaction through a memorable dining experience that keeps consumers coming back, driving both increased sales and customer loyalty.
CHEDDAR AND SWEET POTATO PIZZA
The rich and irresistible taste of Cracker Barrel Premium Cheddar is available to culinary professionals for the first time ever! The choice of true cheese lovers since 1954, this award-winning premium cheese comes in shreds, slices, and blocks. It’s a Cheddar perfect for transforming everyday sandwiches into something spectacular. So, when preparing your next culinary creation, stack up on flavor with this premium Cheddar.
Request your sample today! Visit LactalisCulinary.com/CrackerBarrel
Sandwich Trends
A FEW KEY INSIGHTS FROM DATASSENTIAL ON SANDWICHES
• Mayonnaise is the top sauce choice for sandwiches.
• Cheese sandwiches have a 28.2% menu penetration.
• 67% of consumers love or like meatball sandwiches
• Gluten-free sandwiches have seen a 23% growth in the last 12 months.
• Mediterranean sandwiches are gaining popularity, now appearing at both chain restaurants and mainstream grocery stores.
• Mustard usage has declined on menus by 11% over the last four years.
SANDWICH TRENDS TO WATCH & UNDERSTAND // COURTESY OF DATASSENTIAL
FRIED CHICKEN SANDWICH A handheld menu item consisting of a battered and fried piece of chicken, often chicken breast, typically served on a bun.
CONSUMERS:
MENU EXAMPLE:
Aloha Chicken Sandwich: Our aloha chicken sandwich starts with a crispy juicy hand-breaded chicken breast fillet, topped with a grilled pineapple ring, crispy bacon, fresh lettuce, and melty cheese, spread with aloha dressing and served on a toasted brioche bun. Jollibee // MULTIPLE LOCATIONS, U.S.
MENU EXAMPLE:
Turkey Club: Gluten-Free Cauliflower Bread Sub: Turkey, ham, bacon, provolone cheese, lettuce, onion, hot peppers, tomatoes, and mayo. Gluten-free. Joseppi’s Pizza // COLUMBUS, OH
BLT A sandwich made with bacon, lettuce, and tomato.
Turn everyday dishes into something special with Président® Feta. Authentically crafted with the finest ingredients, every bite of this award-winning Feta is melt-in-your-mouth delicious. Kosher certified and made with rBST-free* milk, Président Feta is a premium cheese at an exceptional value. Available in original crumbles, traditional crumbles, and classic chunk. Ask for the Président brand by name and create gourmet every day.
ITALIAN BEEF SANDWICH Thinly sliced roast beef served au jus (sometimes double dipped!) on long Italian bread.
CONSUMERS:
HABANERO PEPPER Intensely hot chili pepper from Mexico with a citrus flavor.
CONSUMERS:
MENU EXAMPLE:
Steak Bomb Sub: Shaved steak and American cheese with sauteed mushrooms, peppers, onions, and Canadian bacon.
Mary Ann’s Diner // SALEM, NH
MENU ADOPTION CYCLE: SANDWICHES
INCEPTION Trends start here. Found in mostly fine-dining and ethnic independents, inception-stage trends exemplify originality in flavor, preparation, and presentation.
1. Bao
ADOPTION Found at fast-casual and casual independent restaurants, adoption-stage trends grow their base via lower price points and simpler prep methods.
MENU EXAMPLE:
Jalapeno Popper Grilled Cheese Sandwich: Perfectly melted cheddar and cream cheese with chopped jalapenos on grilled Italian white bread.
Baggin’s // TUCSON, AZ
PROLIFERATION Proliferation-stage trends show up at casual and quick-service restaurants. They are adjusted for mainstream appeal. Often combined with popular applications (burgers, pastas, etc.), these trends have become familiar to many.
Avocado Toast
Ubiquity-stage trends are found everywhere—these trends have reached maturity and can be found across all sectors of the food industry. Though often diluted by this point, their inception-stage roots are still recognizable.
Grilled Cheese Parmigiana
2. Tomato 3. Jackfruit 4. Tartine
3. Crab Cake 4. Open-Face
3. Gyro 4. Caprese 5. Gluten-Free
3. Panini 4. Philly Cheese Steak
BAO
GRILLED CHEESE
Women in Leadership BY SATYNE DONER
Inside Perkins’ Modern Makeover
In the first installment of FSR ’s new standing feature on Women in Restaurant Leadership, take a look inside the biggest Perkins rebrand in history, as told from the eyes of five key women executives leading the charge.
AFTER 66 YEARS of carving out a niche in the family dining space, Perkins is ready to redefine the whole category. Brand president Toni Ronayne says the legacy chain is more confident than ever that they can not only deliver the best value breakfast in America but also grow with intentional, guest-centric strategies.
In June, Perkins reintroduced itself as Perkins American Food Co., complete with revamped visuals, a bigger focus on off-premises dining and catering, updated employee uniforms, refreshed restaurant designs, and a menu that echoes the brand’s new attitude: “vintage fresh.”
“We’ve had many things to be proud of historically. Foundationally, our kind and giving culture has gotten the brand to where it is today,” Ronayne says. “We’re committed to being pioneers of the new future of family dining, a fabric of our culture in America. The opportunity to rebrand enabled us to think outside the box and innovate on top of everything we’ve done in the past several decades of heritage.”
Vice president Mary Larson notes that after conducting extensive consumer research, they identified two main guest
needs: value during an inflationary climate and timeless American hospitality with modern relevance. “We identified that guests want the American classics of yesterday in a place that feels modern, comfortable, and up-to-date,” Larson adds. “We’re taking our guests back in time as well as to the future. We’re reimagining family dining through our new vibes and nostalgic yet crave-worthy dishes.”
Perkins’ first power play hits on the value front, introducing the Great American Trio in July. This offering includes an all-day spread of buttermilk
pancakes, Applewood smoked bacon, and eggs at three different price points—$5, $6, and $7—staying true to the brand’s commitment to serving America’s bestvalue breakfast.
“[The Great American Trio] offers a range in price and abundance, two of our core pillars. It appeals to different budgets and hunger levels. Affordability is critical for us,” says Diana Garcia-Lorenzana, vice president of marketing. “Our guests are navigating a difficult environment from an economic perspective … we’re ensuring we have the right combination of service, food quality, and price to keep guests coming back. You will continue to see great things from us as we work towards delivering the best value in America.”
The brand isn’t shying away from exploring new flavors and blurring the lines between classic and innovative.
PERKINS RESTAURANT & BAKERY REINTRODUCED ITSELF IN JUNE AS PERKINS
AMERICAN FOOD CO., COMPLETE WITH REVAMPED VISUALS, A BIGGER FOCUS ON OFFPREMISES DINING AND CATERING, REFRESHED RESTAURANT DESIGNS, AND MORE.
Women of Perkins
J
BRAND PRESIDENT
VICE PRESIDENT
J Barbara Blackwell DIRECTOR OF CATERING
VP OF MARKETING
Women in Restaurant Leadership
July marked the launch of an elevated burger lineup, the first of many upcoming menu updates. This includes the Bacon Avocado Crunch Double Burger, Breakfast Double Burger, and the New Classic Double Cheeseburger. “Our new burgers incorporate the flavors of Americana and speak to how we’re continuously leaning into our heritage and delivering on the quality cues our customers know and trust us for,” Mindy Armstrong, vice president of menu innovation, shares. “There’s no better way to start our brand relaunch than exploring ways to create indulgent and craveable flavors and push the boundaries of what Perkins can do.”
Armstrong explains that the brand
“Perkins just debuted catering in March, giving me a unique opportunity to craft the program in a way that honors the brand’s heritage and deliver on our promise to guests,” Blackwell says. “We have several strategic initiatives on our roadmap to expand our capabilities nationwide, like our partnership with ezCater.”
The Perkins leadership team, comprised of six powerful women, is more than ready to surge forward and rewrite the playbook of the family dining experience—Armstrong says what they have is something truly special.
“We’re a unique and diverse group of individuals who are coming together and rolling up our sleeves to pour everything we’ve
“We’re a unique and diverse group of individuals who are coming together and rolling up our sleeves to pour everything we’ve got into this rebrand.”
has been balancing the “what-if world” and stepping outside of its comfort zone while still acknowledging its foundational strengths, searching for the happy medium between retaining loyal customers and ushering in a new wave of Perkins fans.
One manifestation of Perkins’ widening growth prospects is its fast-casual express model, a 1,500-square-foot concept poised to penetrate nontraditional markets, such as airports, travel plazas, lounges, and large cities where operators require a smaller store footprint.
“This cafe-style format is designed for our customers on the go, and we believe this is a massive opportunity for Perkins to accelerate growth and reach guests conveniently in places we may not have been able to operate in before,” Larson adds. “We’ve seen a large increase in interest from newer franchisees and multi-unit operators alike.”
Perkins welcomed Barbara Blackwell in July as director of catering, bringing to the table 20 years of experience with brands like Chicken Salad Chick and Arby’s. Drawn to the clear and ambitious vision Perkins has for its future, Blackwell is spearheading the brand’s efforts to strengthen its catering and off-premises dining programs.
got into this rebrand,” Armstrong shares. “The evolution into Perkins American Food Co. feels so natural for us … I hope everyone has a chance in their career to work on a team where the magic just happens.”
Ronayne echoes Armstrong’s sentiment, sharing her belief that everyone has been firing on all cylinders to piece every part of the Perkins puzzle together— from technology to marketing campaigns, to menu innovation, and everything in between. The team’s efforts will come to life at the newest flagship restaurant, opening in Orlando, Florida, in December.
“Reinventing a legacy brand is providing so much room for collaboration and creativity. We’ve created this space where everyone is a part of the vision and I truly think we’re working with some of the brightest minds in the industry,” Ronayne says. “Each milestone we cross as a brand inspires us to do more. Our people at the restaurant level are engaged and excited, they believe in what we’re doing. Our franchisees are looking to grow with us again. This tells me that the strategy is sound and we have the right combination of leaders who are working faster than ever on this tight and mighty team to bring this dream to life.”
J Diana Garcia-Lorenzana
J Mindy Armstrong VP OF MENU INNOVATION
J Mary Larson
Toni Ronayne
BY TALLULAH HAWLEY
Expanding with a Hometown Heart
Jefferson’s has nearly doubled its footprint in the last five years while managing to preserve its local, neighborhood barand-grill feel.
UP IN THE EARLY HOURS of the morning feeding his newborn triplet sons, Brandon Graham stumbled across an article announcing the foreclosure of a Jefferson’s restaurant in Lawrence, Kansas. What better way to balance raising three babies than pulling his beloved collegetown restaurant franchise out of near-bankruptcy? He sent an email that night, and fast forward almost fifteen years later, he now serves as president of Jefferson’s.
FOUNDER: Jeff Webb
HQ: Lawrence, Kansas
CUISINE: American Comfort Food UNITS: 37
YEAR FOUNDED: 1991
Known for its double-dipped wings, hand-pattied burgers, and fresh oysters, Jefferson’s was founded in 1991 in Jacksonville, Alabama. After graduating from Jacksonville State University, Jeff Webb found himself adrift and decided to open a sports bar in the college town. The venture quickly became a hit, drawing in both students and local families. During this time, Webb met his future wife, Rachel, who was working as a server at Jefferson’s. While visiting her family in Kansas, the couple attended a basketball game at the University of Kansas, and, as Graham recounts, “I believe they signed the lease that same weekend.” The second location of Jefferson’s
opened in 2000 on the popular Massachusetts Avenue in Lawrence, where the concept is headquartered. They opened up a franchise in Rome, Georgia, a few years later. Since then, Jefferson’s has grown to 37 locations across the Mid-South region of the U.S. spanning from Lenexa, Kansas, to Brentwood, Tennessee.
While the brand has franchises in several college-centric towns, such as Oxford, Alabama, Jefferson’s is not designed for students on weekend benders; it aims to maintain its status as “a great, fun, family-friendly, budgetfriendly brand and operation.”
The company’s key value of creating a family-oriented dining environment helps the restaurant chain to stand out
from the competition in the sports bar realm. Being a wholesome sports-centered restaurant, says Graham, “has been a great thing for the fabric of our brand, business, and culture, and [is a thing that] people feel deeply.” In every unit, the lively and easygoing atmosphere helps to accentuate the feeling of a hometown restaurant for simple yet high-quality eats.
In larger chain restaurants, corporations may opt to reduce food quality to cut costs. However, Graham explains that Jefferson’s stands out from similar concepts because each franchise is locally owned and operated, allowing them to consistently meet high standards of service, maintain food quality, and offer a sophisticated dining experience that remains budget-friendly. Gra-
IN EVERY JEFFERSON’S LOCATION, THE LIVELY AND EASYGOING ATMOSPHERE HELPS TO ACCENTUATE THE FEELING OF A HOMETOWN RESTAURANT FOR COMFORTING YET HIGH-QUALITY EATS.
On the Rise
ham operated as a franchisee himself for 12 years and worked for the brand for six years before acquiring Jefferson’s Franchise Systems in 2018.
As the brand continues opening more locations, the careful attention given to Jefferson’s menu will play a key role in propelling the brand forward. “Our call
with their home teams.
Nearly 65 percent of Jefferson’s locations are owned by former employees— a stat that stands out in the franchise space. The majority of internal growth has stemmed from employees and customers with “deep-seated feelings of love for the brand, what it’s about, and the
ing card for years has traditionally, and always been, wings and our secret sauce,” Graham says. “Our hand-patty burgers and hand-breaded chicken tenders, you don’t always see [that thought and quality] with larger chains and/or the momand-pops.” Rather, Jefferson’s exists in the “sweet spot,” as Graham puts it, between being a well-loved chain restaurant and a small-town hotspot.
Another important facet of curating the concept’s hometown-oriented vibe is the big game-day energy that stems from a combination of sports-led entertainment with an all-ages environment. Having sports playing in the bar is an “energy point that we really focus on,” Graham says, “whether it’s NFL season [or] basketball season, we always have a game on. Sports are involved with the entertainment factor of the restaurant.” Especially in their college-town bar and grill locations, customers of all ages provide spirit all year round as they engage
fun that it is, and the teamwork environment that it creates and obviously the financial results of that when things go as planned,” Graham says.
Having business owners and franchisees who are deeply involved both in their local communities and within their restaurants is a crucial factor in Jefferson’s delivering a great customer experience. According to Graham, demonstrating genuine care for employees is essential to the success of each location. “We focus on community connection and giving back because, regardless of the dollar amount spent, that’s some of the best possible marketing that you can do, even if you have a billion-dollar ad budget. It resonates with the guest,” he says.
When striving for such a customercentric dining experience, it’s equally important to engage and interact with customers especially by taking their feedback into account, whether it’s from internal surveys, Google or Yelp reviews, or comments from social media. Even the “word-of mouth factor,” says Graham, has migrated to the online sphere, “whether it is review-orientation or social commentary and interaction.” Being inperson and on-site, however, is still very near to the heart of Jefferson’s business model. Most locations have a long-term manager who has helped to nurture their own individual relationships with their guests.
Graham adds, “if we can make everyone feel like a regular, we are going to win every time.”
As Jefferson’s brand recognition and number of locations continue to grow, the trick is maintaining the concept’s core neighborhood eatery feel. “I think we have a leg up over the competition by being a little bit smaller, more nimble, and involved heavily with franchisees and the communities that we operate in,” says Graham. “I think that’s part of the magic elixir of the wins that we achieve.”
Within the next 10 or so years, Graham envisions scaling to more than 100 locations. He and his team plan to continue to “fill the bowl” of their current operating areas, plus expand to one new state, which should come to fruition in the near future. “It’s about finding the right real estate and continuing to build prospect funnels for existing franchisees to find the right locations that they want to expand in.”
“At the end of the day,” Graham says, “it may sound a little cheesy or corny, but we take very seriously the fact that we are selling [one of] the ‘American Dreams’ of business ownership, and we want to make certain that we do the best we can to have those dreams fulfilled and be successful financially and otherwise.”
“We strive towards being aligned with franchisees in a way that a lot of brands don’t have the ability to,” he adds. “That’s our North Star. We all have jobs because of our franchisees.”
JEFFERSON’S EXISTS IN THE “SWEET SPOT” BETWEEN BEING A WELL-LOVED CHAIN RESTAURANT AND A SMALL-TOWN HOTSPOT, SAYS PRESIDENT BRANDON GRAHAM. A
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Behind the Scenes
REZA FARAHANI
ROLES: CEO, CoFounder
BRANDS: Joon, The Kitchen Collective
FOUNDED: 2023
HQ: Washington DC Area
From developing over 230 Subway locations to launching a finedining Middle Eastern restaurant with a virtual food hall in the back, Reza Farahani shares his roots and inspirations for co-founding Joon (helmed by two-time James Beard semifinalist and Michelinstarred chef Chris Morgan) and The Kitchen Collective (TKC Food Hall), which partners with wellknown chefs to curate restaurant brands such as Pizza Serata, Yasmine, and others.
BY CALLIE EVERGREEN
Fusing Fine Dining and Food Halls
How did you first get into foodservice?
I started in the restaurant business when I was 16 years old, working as an employee for McDonald’s. I saw there’s quite a bit of team building and camaraderie because of the challenges we have to face on a daily basis, and it became a part of what I wanted to do for the rest of my life. My parents got involved with Subway and we were one of the first franchisees back in the mid-80s, when there were only 300 restaurants worldwide at that time.
What was the inspiration behind Joon?
I always imagined having an elevated Persian concept. I was introduced to Chris [Morgan] by chef Najmieh Batmanglij, who is one of our other chef-partners and a well-known Persian cookbook author. She’s done a lot of research in Iran, and a lot of the recipes she brought to us were very authentic. The idea was to create something that was more than a kebab shop, because most non-Iranians think of Persian food as kebabs only, whereas there is so much more to Persian cooking. There are so many different types of ethnicities and cuisines
in Iran, and we wanted to have a platform where we could mix them all up, have things that are very authentic and traditional, but have the flexibility to evolve it and just present really good food and a great experience.
Why did you create TKC Food Hall?
One of the reasons we incorporated The Kitchen Collective virtual food hall into Joon’s model was because it’s a big space, and we wanted to generate revenue through other channels like delivery and takeout through these other brands, so that if we were not able to fill all 300 seats every night, there’s other revenue streams coming into the restaurant.
I’ve partnered up with several well-known chefs to help them create their own brands, who are truly invested in the business as opposed to just being faces for marketing tactics. They have real interests, they have real equity, and they participate in the branding, marketing, site selection, everything. The idea was to enable chefs to do better than what they typically do with other types of arrangements with restaurant owners and investors.
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