October 2013

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

"We know a positive

travel experience

includes the time

that customers

spend in our airports which is why

we've spent nearly $2 billion over the

last few years on improvements at

LaGuardia, the new Terminal 4 at JFK

and this new program at Terminal 2,"

said Gail Grimmett, Delta's senior vice

president - New York. " After hearing

so much positive feedback from our

customers about the food, technology

and retail options that we have imple-

mented at LaGuardia, we decided to

bring the program to JFK Terminal 2 so

even more of our customers can enjoy

the benefits."

In May, Delta opened the new Ter-

minal 4 expansion as the first phase of

a $1.4 billion redevelopment at JFK. T4

features nine new and seven renovat-

ed gates, a redesigned lobby that in-

cludes a dedicated Sky Priority check

in the area, a 24,000-square-foot Delta

Sky Club with the first-ever outdoor

Sky Deck and restaurants from top

names including Danny Meyer and

Marcus Samuelsson.

The new program at Terminal 2

will include seven food and beverage

concepts, fresh markets, coffee shops,

concierge services and the integra-

tion of Apple iPads in the new restau-

rants to make it easy and convenient

for travelers to order food and drinks,

shop, monitor their flight information

and stay connected. Some of the big-

gest names in New York culinary talent

will be developing concepts for Termi-

nal 2, including Andrew Carmellini

of Lafayette and the Dutch, Ceasare

Casella of Salumeria Rosi, Laurent

Tourondel of Brasserie Ruhlmann and

Arlington Club, and Robby Cook of

Morimoto.

The terminal's transformation also

includes new retail additions, with

NYC-focused products and high-end

tech and travel gear.

Temporary versions of the concepts

began rolling out last month with

the full program implemented by the

summer 2014.

Delta again has selected OTG to lead

the enhanced dining experience at

JFK Terminal 2. In addition to the en-

hancements at LaGuardia, Delta's JFK

dining enhancements follow similar

upgrades to Concourse G at Minne-

apolis/St. Paul International Airport.

"JFK T2 gets an immediate upgrade

today with these new chef-driven con-

cepts," said Rick Blatstein, OTG CEO.

"The ideas and passion our chefs have

brought to the table are just remark-

able. This program brings the same

wonderful service; delicious food and

state-of-the-art technology New York

travelers have become accustomed

to at Delta's LaGuardia hub. We are

thrilled to be a part of the continued

investment in New York's airports."

The new eateries include: Due Ami-

ci featuring traditional Italian cuisine

in the distinctive atmosphere of chic

Italy. The menu highlights rustic Ital-

ian flavors and features locally grown

products. A standout will be the salu-

mi and cheese platters, a specialty of

concept Chef Ceasare Casella.

OTG will bring the Beer garden craze

to the airport with Chef Laurent Tou-

rondel. The award-winning chef will

offer his expertise to see that the menu

is as cutting-edge as the selection of

brews. Beer gardens have historically

been a gathering place for communi-

ties and celebration, and they are the

inspiration for this outpost. With a

characteristic Brooklyn edge, this bar

features a selection of more than 20

beers on tap.

Shiso will feature contemporary

Japanese cuisine by Chef Robby Cook;

Shiso brings a modern menu that cel-

ebrates fresh ingredients and tradi-

tional technique. The menu includes a

creative assortment of sushi and rolls,

OTG Debuts New Lineup Of Eateries At JFKBuilding on Delta's substantial investment at New York's John F. Kennedy Airport

Terminal 4 and the success of investments at Delta's Terminal D and Terminal C in

New York's LaGuardia Airport, Delta Air Lines is launching a new chef-driven food

and beverage program at JFK Terminal 2.

// NEWS RESTAURANTS

continued on page 101

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

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"IHMRS attendees are not only

looking for new products, but

also for new applications that

wow customers," said Phil

Robinson, IHMRS Show Director. "In

the eyes of the judges, "Pie Squared"

best achieved the competition objec-

tive of creating a revenue-generating

foodservice concept suited for an un-

der-used, non-traditional location or

an innovative concept for a traditional

space." The atmosphere and design

showcase all sustainable materials

while the flow and planning commu-

nicate an espresso lounge meets local

bar/diner.

Using authentic materials such as

reclaimed wood, graphics, stainless

steel counter tops, specialty lighting

and LEDs, and an industrial metal

floor, "Pie Squared" embraces true

materiality. Pie Squared features a

"plug and play" system that can be

easily constructed and de-constructed

using sustainable materials, with all

pieces segmented into 4' sections for

easy shipping and assembly. Demo-

graphic, atmosphere and menu are

all designed to be malleable from an

urban location to the suburban family

to the baby boomer population. The

competition judges also noted its open

kitchen concept and embrace of tech-

nology by using an iPad POS system to

allow customers to self-checkout and

order in advance, both of which cater

to consumers on-the-go. According to

Melanie Corey-Ferrini FCSI, of Global

Test Kitchen Group, "Pie Squared is in-

spired by restaurant trends and Ameri-

can attitudes. This concept combines

the atmosphere of European bistros

with the organic, healthy and local sen-

sibilities that Americans demand. It re-

solves the fast paced needs of business

minds and a tech generation with a

quality fast casual dining experience."

The menu offers breakfast, lunch,

and dinner pies. Each pie is available in

a variety of crusts: original, gluten free,

whole wheat, and acai-chia. Customers

can choose from a wide variety of top-

pings including cured meats, artisan

ingredients, fresh produce, and unique

sauces. Second Place in 2013 competi-

tion was awarded to "Herban Green"

by A'La Carte Foodservice Consulting

Group, Houston, TX, and Third Place to

"California BBQ" from Webb Foodser-

vice Design, Tustin, CA. Graphic con-

cepts for both projects will also be on

display at IHMRS 2013.

Judges for the Foodservice Pioneer-

ing Concept includes Michael Antan-

sio (Overlook Hospital, Director, Food

& Nutrition Services), Geoffrey Mills

(Hotel Association of NYC, Chairman,

Crowne Plaza, Managing Director),

Mark LoParco (University of Montana,

Director University Dining Services,

President NACUFS), Maura Dora (New

York Methodist Hospital, Director, Food

& Nutrition Services), Scott Shippey

(Chipotle, Design Director), James

Dale (Grand Hyatt, Senior Director of

Catering /Eastern Division), Robert

Doland (Jacobs,Doland,&Beer, Design

Consultant), Bill O Keefe (Dine Equity:

AppleBees/IHOPS Executive Director

Development), and Tracy Nieporent

(The Myriad Restaurant Group, Direc-

tor of Marketing & Partner).

The 98th annual International Hotel,

Motel + Restaurant Show will run Sat-

urday, November 9, through Tuesday,

November 12, 2013, at New York City's

Jacob K. Javits Convention Center. Fol-

lowing a full day of conference and

networking activities on Saturday, No-

vember 9, the IHMRS will feature three

full days of exhibits from Sunday, No-

vember 10, through Tuesday, Novem-

ber 12. The market will present nearly

700 exhibitors and attract nearly 18,000

industry professionals. Foodservice

Equipment Reports is media partner of

IHMRS Foodservice Pioneering Con-

cepts 2013.

Main Office: 282 Railroad AvenueGreenwich, CT 06830

Publishers: Leslie & Fred Klashman

Advertising Director: Michael Scinto

Creative Director: Ross Moody

Contributing WritersWarren Bobrow

Wyman PhilbrookNoelle Ifshin

Andrew Catalano

Phone: 203.661.9090 Fax: 203.661.9325

Email: [email protected] Web: www.totalfood.com

Total Food Service ISSN No. 1060-8966 is published monthly by IDA Publishing, Inc., 282 Railroad Avenue, Greenwich, CT 06830. Phone: 203.661.9090. This issue copyright 2013 by IDA Publishing Inc. Contents in full or part may not be reproduced without permission. Not responsible for advertisers claims or statements.Periodicals Postage paid at the post office, Greenwich, CT and additional mailing offices. Additional entry at the post office in Pittsburg, PA. Subscription rate in USA is $36 per year; single copy; $3.00. Postmaster: Send address changes

to Total Food Service, P.O. Box 2507, Greenwich, CT 06836

Global Test Kitchen Winning Design Set For Full Build On IHMRS/Javits Show FloorGlobal Test Kitchen Group of Seattle, WA, has been selected the 2013 winner of the

International Hotel, Motel + Restaurant Show's Foodservice Pioneering Concept, and will

have its "Pie Squared" design built out on the Show's exhibit floor.

// NEWS EVENTS

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

achieved the competition objective of creating a

revenue-generating foodservice concept suited

for an under-used, non-traditional location or an

innovative concept for a traditional space.


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"Locally-grown and

produced foods are

a significant force in

our state's economy –

contributing between $2.72 and $4.6

billion annually and employing up

to 28,000 people," said Gov. Malloy.

"Whether you're a tried and true loca-

vore or just someone who loves to eat

great food, get out and enjoy the wide

variety of foods Connecticut has to of-

fer."

Farm-To-Chef Week, an initiative of

the Connecticut Department of Agri-

culture, was established to help con-

nect culinary professionals with Con-

necticut products. Participating venues

create a special menu featuring one or

more Connecticut-grown products.

"Farm-to-Chef Week is a culinary

celebration of Connecticut Grown farm

products during the peak of our state's

harvest season," said Agriculture Com-

missioner Steven K. Reviczky. "It is a

terrific way to try new ingredients and

old favorites used in different ways and

prepared by some of Connecticut's fin-

est chefs and culinary experts. With 76

venues participating throughout the

state, there is a menu and location for

everyone to enjoy."

Farm-to-Chef Week held last month

featured seventy-six, restaurants, insti-

tutions, caterers, schools, farms, win-

eries, and farmers' markets throughout

the state who created special Farm-

to-Chef menus featuring Connecticut

Grown ingredients in each dish.

The launch included demonstra-

tions with top chefs creating dishes

with Connecticut Grown ingredients

provided that day by vendors at the

farmers’ market. Leading the list of

chefs was Ken Scalzo of Sodexo at the

University of Bridgeport, Tisane Euro-

Asian Cafe's Jim Wishneski, Jeff Craw-

ford and Van Hurd of Jordan Cater-

ers and Whole Foods Market's Drew

McLachlan.

To increase awareness and spread

the word, Governor Dannel P. Malloy

met with Agriculture Commissioner

Steven K. Reviczky and Hartford May-

or Pedro E. Segarra last month at the

Old State House Farmers’ Market to

talk with chefs and staff from three

downtown restaurants participating in

Farm-to-Chef Week. State Representa-

tives Matt Ritter and Angel Arce, rep-

resenting Assembly Districts 1 and 4,

joined them.

Executive Chef Jeffrey Lizotte from

Restaurant On20, Executive Chef Hunt-

er Morton from Max Downtown, and

Chef Erigels Kroi and General Man-

ager Ermal Caushi from Peppercorn’s

Grill walked the market and picked

out items that inspired them to create

special Farm-to-Chef dishes. Among

their selections were fresh Connecticut

Grown carrots, kale, tomatoes, green

beans, peaches, and plums.

After the chefs spoke about their

choices and suggested ideas for pre-

paring the different ingredients, Gover-

nor Malloy shared his own favorite rec-

ipes, noting how much he loves visiting

farmers’ markets and cooking with

fresh Connecticut Grown products.

While Farm-to-Chef Week is a special

time each year to celebrate the state’s

farm bounty at the peak of harvest sea-

son, many of the participating chefs

and venues use Connecticut Grown in-

gredients on a regular basis.

“First and foremost, I’d like to thank

the farmers who work so hard every

day to produce these beautiful fruits

and vegetables,” said Chef Lizotte, as

he displayed the produce he had se-

lected at the Old State House Farmers’

Market. “When you start with ingre-


Nutmeg State Chefs Celebrate 2013 Farm To Chef WeekGov. Dannel P. Malloy launched Connecticut's 2013 Farm-To-Chef Week with a special State

House meeting with many of the State's top toques. Malloy encouraged residents to visit one

of the 76 restaurants and other establishments participating in the annual event.

// NEWS EVENTS

Farm-to-Chef Week is

a culinary celebration

of Connecticut Grown

farm products during

the peak of our state's

harvest season.

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


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The NPD Group Inc., lo-

cated in Rosemont, IL,

recently released a study

on the growing popular-

ity of prepared foods,

specifically, meals which consumers

are purchasing at supermarkets, con-

venience stores, and other retail out-

lets.

NPD is forecasting that consumer

traffic for prepared foods will grow

by 10 percent over the next decade,

whereas traffic for restaurants will

grow by 4 percent. Simply put, the

industry will have to convince the

dining-out public that restaurants

continue to offer variety, service, am-

biance, and value that can only take

place in a restaurant.

“Capturing visits from direct com-

petition, like prepared-food retailers,

has been the primary source for a res-

taurant operator’s growth over these

past 10 years and thus will continue to

be the case,” says Bonnie Riggs, NPD

restaurant industry analyst. “Efforts

to pull consumers out of their homes

and back into restaurants will require

touting the benefits of eating out ver-

sus staying at home and cooking or

eating meals offered by home-meal

replacement retailers.”

For years it was the sense of the

industry that while the home was al-

ways the competition, the home-food

menu consisted mostly of comfort

foods, including ethnic dishes. If you

wanted a greater variety, you had to

visit your favorite restaurant. Now the

greater variety is available in your fa-

vorite supermarket’s home-meal re-

placement food section.

In addition to offering a large variety

of items, supermarkets are engaging

what is now about 27 percent of the

general population who read nutri-

tionally friendly labels. This is an ad-

ditional advantage for the home-meal

retailer. As of this date, few, if any, of

the sit-down segment of the industry

are providing such nutritional infor-

mation. This 27 percent is bound to

grow, and consumers will be looking

for the same information from the

food service industry, not only the

QSRs.

I do not believe the fine dining seg-

ment will be impacted by the home-

meal replacement market unless they

have 20 or more units; nor do I think

there will be pressure from fine dining

patrons for nutritional information; I

do, however, believe that fine dining

has and will continue to see that its

offerings include healthful choices.

I know of many instances where fine

dining has a heart symbol next to a

menu item, or an indication for low

sodium content. These diners are very

mindful of growing consumer health

concerns and will respond accord-

ingly.

Having said that, I do believe that

both the QSR and casual operator

will definitely feel the effects of the

home-meal replacement providers.

The home-meal replacement entrées

purchased most frequently from retail

outlets include chicken, pizza, burg-

ers, breakfast foods, and macaroni

and cheese, to name a few.

One of the most interesting aspects

of this issue deals with the FDA’s soon

to be issued rules and regulations re-

garding calorie menu posting. The big

questions are who will and will not be

covered. That was one of the issues

leading to State Supreme Court Judge

Milton A. Tingling’s ruling in New York

City, whereby he set aside the mayor’s

“large sugary drinks” ban. He called

it “capricious and arbitrary” because

it did not include convenience stores

and supermarkets. That is the quan-

dary facing the US Food and Drug Ad-

ministration.

The proposed rules would require

all chain restaurants with 20 or more

locations, along with bakeries, grocery

stores, convenience stores, and cof-

fee chains, to clearly post the calorie

count for each item on their menu.

Additional nutritional information

would have to be available upon re-

quest. The rules will exempt movie

theatres, airplanes, bowling alleys,

and other businesses whose primary

Who would have ever thought that when the microwave oven was introduced 45 years ago, it would

become the basis for the development of products that have become not only acceptable to the

consumer, but pose a competitive threat to the restaurant industry? That is exactly what is happening.

// INDUSTRY PERSPECTIVE

Fred G. Sampson,President of Sampson Consulting, Inc.

[email protected]

WITH FRED SAMPSON

Café Microwave: A Growing Competitive Threat

NPD is forecasting

that consumer

traffic for prepared

foods will grow by

10 percent over the

next decade, whereas

traffic for restaurants

will grow by 4 percent.



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The hope is the right restau-

rant will give the growing

number of downriver arriv-

als from New York City an at-

tractive place to eat. And maybe it will

accelerate the kind of gentrification

that has revived other river towns.

"God forbid if the place turns into

something like Hudson, but a little bit

of it would be nice," Sklansky said.

Sklansky, a copywriter who moved

upstate a decade ago, is working on a

privately funded marketing campaign

for the village with a group of like-

minded residents called the Catskill

Action Team. She helped cook up the

restaurant offer this summer.

Team member Andrea Lowenthal is

offering the deal on the ground floor of

a building she owns on Main Street, the

site of an old luncheonette with a black

marble service counter and art deco

fixtures. The new restaurateur would

have to pay for some capital improve-

ments to get the free rent.

The two women said that they're

open to different cuisine concepts, but

that a chef with experience is neces-

sary. To get the word out, they posted

an online video promising, "we've got

lots of foodies hungry for something

great to eat."

"There are many people who would

like a choice between Chinese and piz-

za," Lowenthal said.

There have been more than a dozen

nibbles so far, including people from

New York City. But they have yet to find

the right chef.

Two potential takers are 2010 Cu-

linary Institute of America graduates

Allyson Merritt and Andrew Spielberg.

Merritt said they moved to Catskill a

little over a year ago "to be close to

Hudson" and are considering whether

Lowenthal's building is the right spot

to pursue their dream of a local-orient-

ed cafe.

Village Board President Vincent See-

ley said they want to bring in a restau-

rant that will draw people and their

money from far away. "They're out

there," Seeley said. "We just have to

find the right people that want to make

that kind of investment in the village."

Hudson River Community Seeks Chef With Unique OfferLocals looking to land a buzz-worthy, foodie-friendly restaurant in this Hudson River village are

offering the right chef a novel deal: Come to Catskill with a killer concept — maybe farm-to-table,

gastro-pub or vegetarian and get space on Main Street rent free for a year.

// NEWS CHEFS

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The International Ho-

tel, Motel + Restaurant

Show® (IHMRS) has an-

nounced the finalists for

the 33rd annual Gold Key

Awards for Excellence in Hospitality

Design. A record number of entries of

over 260 international projects were

considered by a team of eleven promi-

nent judges for these coveted awards,

which recognize outstanding hospi-

tality design worldwide for properties

completed or renovated within the

past 18 months. Winners will be re-

vealed at the Gold Key Awards gala on

Sunday, November 10th, 2013 at The

New York Palace Hotel. The Gold Key

Awards are sponsored by Boutique

Design and HOTELS magazines and

coincide with the 98th annual IHMRS,

which is being held Saturday, Novem-

ber 9th through Tuesday, November

12th at New York City's Jacob K. Javits

Convention Center.

The 33rd annual Gold Key Awards finalists are:

Best Eco-Conscious or Socially Conscious Hotel • Bergmeyer Associates, Inc.

(Boston, MA): Hostelling Interna-

tional Boston (Boston, MA)

• Deture Culsign (Chicago, IL): The

Resort at Isla Palenque (Boca

Chica, Panama)

• Minarc (Santa Monica, CA): Ion

Luxury Adventure Hotel (Hengill,

Iceland)

Best Guest Room — Luxury/Upscale • Rottet Studio (Houston, TX): The

James Royal Palm (Miami Beach, FL)

• The Gallery HBA London (Lon-

don, UK): The Alpina Gstaad

(Gstaad, Switzerland)

Best Guest Room — Midscale/Budget/Focused Service • White Jacket (Singapore): The

Daulat (Singapore)

• Stonehill & Taylor (New York,

NY): The Refinery Hotel (New

York, NY)

Best Hotel —

Budget/Focused Service• The Design Agency (Toronto,

ON): Generator Barcelona (Bar-

celona, Spain)

• 3north (Richmond, VA): Pan

American Hotel (Wildwood, NJ)

Best Hotel — Luxury/Upscale• Foster + Partners (London, UK):

ME London (London, Westmin-

ster, UK)

• Ministry of Design Pte Ltd

(Singapore): Macalister Mansion

(Penang, Malaysia)

• The Gallery HBA London (Lon-

don, UK): The Alpina Gstaad

(Gstaad, Switzerland)

• BBG-BBGM (New York, NY): Re-

vere Hotel Boston (Boston, MA)

Best Hotel — MidscaleGensler (Houston, TX): The Alexander

Hotel (Indianapolis, IN)

SERA Architects (Portland, OR):

Courtyard by Marriott - San Diego

Downtown (San Diego, CA)

// EVENTS

IHMRS Announces 33rd Annual Gold Key Awards Finalists42 finalists in 14 categories remain to compete for industry's most prestigious award.

METRO NEW YORK FOODSERVICE EVENTS


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BOOTH #314

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Palm has trained under mas-

ter chefs in Sicily, as well as

under noted Chef Gisella

Isidori in New York City and

with Chef Lidia Bastianich at Felidia,

the acclaimed Manhattan East Side

restaurant. In his 20-year career he

has worked with noted properties as

the Omni Hotel at CNN Center, the

Hyatt Regency Atlanta, the Stouffer

Waverly Hotel Atlanta, New York

Marriott Marquis, the Opryland Ho-

tel and Sandals Royal Bahamian Re-

sort.

“He comes to us with a remark-

able culinary background spanning

important assignments and training

in the United States and internation-

ally," said Ata Kashanian, vice presi-

dent and general manager of Glen

Cove Mansion. "Having worked with

both freestanding restaurants and in

the luxury hotel setting, he brings a

unique understanding of the culi-

nary arts that will benefit our guests

significantly."

Most recently, Palm operated his

own highly successful food & bever-

age consulting business in Houston,

serving Specialty Restaurant Corpo-

ration, Lakewood Yacht Club, San Ja-

cinto North Campus, and a number

of upscale restaurants. Previous to

this he was corporate executive chef

for Damian Demimeals, an exclusive

and high-end healthy lifestyle home

meal delivery service based in Tam-

pa.

A member of the American Cu-

linary Federation, Chef Palm has

appeared in cooking segments on

CNN, Fox, CBS and been featured in

publications such as Food Arts, Na-

tion’s Restaurant News and Culinary

Trends Magazine. He cooked at the

Long Island Hotel And Conference Center Taps Palm For Chef PostThe Glen Cove Mansion Hotel and Conference Center recently welcomed Kevin Palm

as their new award-winning executive chef.

// NEWS CHEFS


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And true to the American

experience, Walrus + Car-

penter is an independent,

family-owned and oper-

ated establishment, living

and working with pride.

The vision and concept for Walrus +

Carpenter was created by owner, Joe

Farrell. The restaurant offers American

BBQ cuisine but served with Texas style

flair where the meats are slowly cooked

and main entrées are paired with up-

scale coleslaws and collards.

Tell us about yourself, what’s your cu-linary background and/or prior res-taurant experience?I was born in the Park Slope neighbor-

hood of Brooklyn to an Irish father and

Italian mother who raised me and my

two brothers on home cooking. I recall

very few restaurants as a child because

we rarely ate outside of the home. My

restaurant experience began just out of

college when I got a job waiting tables

in Midtown Manhattan. It was a short

lived experience but it laid the ground

work for my decision to return to this

industry years later after a stint in com-

mercial real estate (the family trade)

and a two year episode of my life where

I taught Algebra and coached football

at my old high school, Fairfield Prep. I

managed a restaurant in Bedford, NY

for four years before setting off to real-

ize my passion at Walrus + Carpenter.

Where did the idea come from for Wal-rus + Carpenter? And what sets you apart from other well-known BBQ restaurants?The idea of Walrus + Carpenter came

from a desire to have a restaurant I

didn’t mind spending countless hours

in, which is absolutely necessary in this

business. This is where I’m comfort-

able. From the music to the lighting, the

vibe to the aesthetic, the all-American

beverage program to the southern in-

spired comfort food. This is where I feel

in my element to entertain. I wouldn’t

call this a BBQ restaurant. I feel low

and slow smoking of ribs, brisket, and

pork shoulder is ideal, not defining.

Why Bridgeport, CT for the location? What attracted you there?Black Rock, CT is absolutely beautiful.

A great place to raise a family, which

is what initially attracted me and my

wife to move here. It has a lot of charm,

friendly residents and an exciting bar

and nightlife scene. Black Rock also

happens to be extremely close to every-

thing necessary for a successful restau-

rant. Not the least of which is a Home

Depot three minutes down the road for

emergencies. Black Rock also has an

eerie resemblance to parts of Brooklyn

just before they became too hip to be

completely comfortable.

What were you looking for in terms of real estate space? And what’s the am-biance like, work with any local res-taurant designers?My good friend and GM Adam Roytman

had told me that location dictates con-

cept. When I first realized that this spa-

cious, standalone building in the heart

of Black Rock with room out back for

a smoker came on the market, I knew

I had found a space that dictated this

concept. Not good to force concepts

where they don’t belong. The ambiance

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

// MEET THE NEWSMAKER

To sacrifice flavor,

quality, selection, even

food safety and price

in exchange for locally

grown doesn’t get our

vote.

Walrus + Carpenter began with the desire to offer a truly unique American experience... from

their 100% wood-smoked meats coming off their custom-built smoker daily, to their hand-

selected craft beers, wines and liquors created exclusively on American soil.

The vision and concept for Walrus + Carpenter was created by owner, Joe Farrell (L) while the food is handled by Executive Chef Paul DiMaria



You’ve established a won-

derful new service, Table

to Table, which helps 60

food relief agencies in

northeast New Jersey.

And in 2010 you were one of 11 peo-

ple in New Jersey to receive the Russ

Berrie Award for Making a Difference,

which honors unusual heroism and

community service by New Jersey resi-

dents. Table to Table is the only dedi-

cated food rescue program in north-

east New Jersey, serving 60 hunger

relief agencies in Bergen, Passaic, Es-

sex and Hudson counties. What makes

it really outstanding is that it gets no

government funding and is complete-

ly supported by corporate and private

donors.

How did this all get started?It’s a long story. Back in the late ‘80s

I took an executive buy-out package –

“a golden handshake” —from IBM. I’d

worked for IBM for almost 20 years.

And I was the first person in line. I

took it. I, I said, you know? I want to

do something else. I don't know what

it is, but I want to do something else.

So I went to cooking school. I went to

ICE in New York. And trained as a chef.

I have to admit; I hadn’t planned on

working as a chef. I was just always

interested in food. I come from a big

food family! I thought, I'll just take a

year off. Go do something that I want

to do. And then I'll figure out what else

I'm doing with my career. So, after I

got out of cooking school, I did some

work with the James Beard House. be-

cause they were associated with the

school.

Then what did you do?I came back to New Jersey and started

doing some fund-raising events for

Share Our Strength, which, at that

time, was trying to end childhood

hunger in this country. They did an-

nual food and wine events called Taste

of the Nation to support local hunger

relief organizations. I did that for a

few years and then something magi-

cal happened. The people that I was

working with, the other volunteers,

said, look, this money's going to sup-

port hunger relief organizations, but

30% of it has to go back to Washington,

and we want it to stay here. And we

knew, again, in northern New Jersey,

there really wasn't a food rescue pro-

gram, like, City Harvest, in Manhattan.

So we went over to City Harvest, and

we asked them if they wanted to start

a food rescue program in New Jersey,

and they said no. But they said they

would help us start one. We then went

back to Share Our Strength, and said,

listen, we're raising all this money, and

we want to start this food rescue pro-

gram. And, so they said, okay. You can

have, whatever you raise next year,

you can have half of it. And you can

start Food Rescue with that.

What happened next?A truck was donated, and because we

had been working with the restaurants

for those food and wine events, we

went to them, and we said, look, if we

start food rescue, will you stay with us,

and continue to support us, both with

the fund-raising and with the food,

and they all said yes. So, in the fall of

1999, we started Table to Table. That's

basically how we started.

What was the operation like in the be-ginning?Well, we started out with this one

truck, and sadly, we knew that there

was more food being thrown away in

Northern New Jersey in just our area

than we could ever possibly rescue. So

we said from the very beginning, we're

only going to focus on Northeast New

Jersey. We're not going to try and ex-

pand throughout the state. And we're

also not going to try and do anything

except pick up food and bring it to

places where it can be served. That's

it. I mean we're not going to have a

warehouse, we’re not going to stock

shelves, we're only going to deal with

fresh food that requires the refriger-

ated trucks that we have.

Where did you start?Whole Foods, Alpine Country Club,

Arthur's Landing, right here in Wee-

hawken.

We brought the food that we picked

up to just a couple of places. And it

exploded. Not on the demand side,

on the supply side. Everybody started

wanting to give us food. And then,

when the agencies heard that we were

bringing them this food for free, they

all started calling. So we knew we had

to raise more money and get more

trucks. And so every single year we had

a new goal, because we're on a dual

path – pick up as much leftover, fresh,

perishable food as possible and at the

same time, bring in enough money to

keep the trucks going.

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

Did you meet it?We did 10. This year our goal is 11 mil-

lion and I’m betting we’ll do 12. We

currently bring food, free of charge,

to almost 100 different agencies, and

here's the beauty of it – they serve it

that day or the next day. And we never

pick up any food that we wouldn't eat

ourselves.

// Q&A

Claire Insalata PoulosFounder of Table to TableNewark, New Jersey

Claire Insalata Poulos (C) has been able to attract Top Toques including David Burke and Thomas Keller to Table to Table's Annual Gala


Has this program provided other ben-efits than food?Yes. Agencies can use their food bud-

get dollars for other services. Here's an

example. There's an eldercare facility

in Teaneck, and we've been bringing

food to them for over 10 years. The

money that they have saved from their

food budget enabled them to build

another wing on that eldercare facility.

It gives these agencies the freedom to

use their budget dollars for the very

services they’re set up to provide.

What kinds of agencies do you supply food for? We go to soup kitchens, HIV day

centers, drug rehab places. We go to

homeless shelters. As I said earlier, al-

most 100 different places that are pro-

viding really essential services to the

community.

Where does the bulk of your food come from?Primarily, supermarkets, because if a

restaurant is really operating efficient-

ly, they don’t have a lot of fresh food

leftover.

Is there anything you won’t pick up?Yes, bread. We try and focus on food

with high nutritional value, like pro-

duce and meat and fish and dairy and

so forth. And food left over from ca-

tered parties that may have sat out 3, 4

hours. Many times, these events have

food that's prepared that doesn't get

out. But we always have to be aware

of the temperature, food safety, and so

on. And sometimes they need to save

the food for their staff.

How do chefs figure in to this?They partner with us so that we can

do these fund-raising events and

therefore raise the money to keep the

trucks and the drivers paid. And they

know that when they're cooking a din-

ner at a gala, they are basically driving

our trucks. We take our fund-raising

very seriously. We're rated four stars

by Charity Navigator. We're one of the

highest four-star charities in New Jer-

sey. And it's because we take the mon-

ey really, really seriously. We always try

and get a dollar's worth out of every

dime. And the chefs understand that

by cooking for us one night, they’re

actually feeding thousands and thou-

sands of people.

How much do you deliver food for?Ten cents a meal. So, do the math.

A $600 dollar ticket helps us deliver

6,000 meals. Now, 6,000 meals doesn't

seem like a lot when you're trying to

do 12 million. But they get it. And they

understand that their efforts translate

directly to that food getting delivered.

What about distributors? We do get food but it's not nearly as

much as we would hope, because the

majority of their product is packaged

and canned food, and they have long-

term relationships with places like

Community Food Bank. We don't de-

liver that kind of food.

How is Table to Table different from the Community Food Bank of New York?The main difference is that they have

these enormous warehouses, so they

could take a delivery of, a truckload of

canned items.

How do you feel about your work with Table to Table?It’s one of the best things I’ve done

with my life. And I owe a lot of it to

IBM!

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The Connecticut born Celli

built a reputation as a highly

successful businessman be-

cause he was the ultimate

opportunist who became an entre-

preneur. In 1967, he created his com-

pany, John Celli Custom Furniture and

Designs, now owned by his son and

daughter.

He was known as "The Wizard" by his

employees and as "The Chair Man" by

his colleagues in the business. He was

an original, really old school and a tre-

mendous mentor," noted Don Hayes

of Alicart Restaurant Group. The Man-

hattan based firm operates eateries

including Carmines and Virgils in New

York City. "John taught me the busi-

ness. From the subtleties of furnishings

to laying out a room and maximizing

space. He had this unique ability to see

the big picture of what a space needed

to look like,” added the firm's Facility

Manager.

For Nick Ades, his working relation-

ship with John Celli spanned many

years. The Wisconsin based Ades serves

as the Director of Sales for Woodard

Furniture. "He was THAT guy. So when

you walked a trade show floor with him

he had that uncanny ability to turn

heads," Ades said.

"I met John over 30 years ago,” ex-

plained Phil Driesen. The principal of

Long Island's Dinerite Seating contin-

ued: "I was one of the many fortunate

young people who John took under his

wing when I came into the business."

He was unbelievably generous with his

time and always had a great anecdote

to set the right mood. "

Chris Darling echoed the sentiments

of many industry professionals: "He

was simply an icon and the absolute

best sales person I ever met." His repu-

tation was intimidating but he couldn't

have made me feel more comfortable

from the very first time I met him. Dar-

ling worked with Celli when he served

as the firm's National Sales manager

and Celli represented the line. "He was

a true character who set an incredible

example and taught me so much. What

I will always treasure is the mutual re-

spect that we shared."

"He was an absolute dream for an

equipment and supply dealer like us,”

added Tony Lanza of Harris Restau-

rant Supply. The Westchester, NY based

dealer said: “You simply told him about

a project and he would come back with

an order and you'd have a commission

in your mailbox."

He is survived by a son, Marc An-

thony Celli, and his wife, Krista Muller

Celli, of Tenafly, N.J a daughter, Lynette

Celli Rigdon, and her husband, Chris

Rigdon, of New Milford; seven grand-

children, Alexia, Brandon, John, Alex,

Juliana, James and Maria Linda; the

mother of his three children, Marlene

Celli, of New Milford; his soul mate,

Donna Chiappa, of Yonkers; a broth-

er, Frank Celli, of Arizona; countless

friends who were like family to him;

and nieces, nephews, aunts, uncles

and cousins. He was predeceased by

a son, John Anthony Celli, who died

while serving his country in the CIA in

Saudia Arabia in 1996.

Celli was truly one of the industry's

giants and had left a lasting impression

on legions of industry professionals

who will simply never forget the man

known simply as "The Chair Man."

Legendary NYC Area Furniture Maven Celli Dies At 66John Celli died last month at Westchester Medical Center in New York with his

family and friends at his side. He was most proud of being a father and grandfather.

He loved to be the one to make all the children laugh and giggle.

// NEWS OBITUARY

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

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Many seasonal business-

es only have a three to

four month “busy” sea-

son, when there is more

than enough business to be profitable;

it is what happens in the “off” season

that often determines whether or not

these businesses make it until their

next busy season.

It is crucial to have a plan in place to

handle off-season challenges, ensur-

ing that customers have their favor-

ite local restaurant to come back to.

It may not be possible to be profit-

able in the slower months, but with

the correct operating procedures, you

can survive the off-season’s inevitable

downturn in revenue. Here are four

operating procedures to focus on:

Manage Your Cash FlowThe single most important step for

survival of your seasonal business is

rigorously managing your cash. This

takes discipline. Calculate what your

cash flow needs will be based on both

your fixed and estimated variable ex-

penses. Know what your breakeven

point is, as sometimes a viable cash

management strategy is to close the

business for the slowest portion of the

off-season. During the busy season,

set aside a certain percentage of rev-

enue to create a reserve that will help

carry you through the off-season, so as

not to go deeply into debt, if at all. Get

to know your banker, and establish a

line of credit to tap into, as it is impor-

tant to stay current with your bills.

Adjust Your OfferingsChanging your menu can impact both

food and labor costs. Consider replac-

ing some menu items with less expen-

sive, seasonal and local ingredients.

Cooking with what is locally in season

is always less costly than using out-of-

season imported items.

Also, reducing the overall number of

items on your menu and increasing

product cross-utilization allows you to

carry a smaller inventory (see Manage

Your Cash Flow, above), thus reducing

the amount of possible waste. Fur-

thermore, less labor-intensive prepa-

rations allows you to work with less

staff.

An example that combines these con-

cepts: In the winter months, a menu

built around stews, casseroles and

braises allows you to use less expen-

sive cuts of meat, seasonal root veg-

etables and less labor.

Hire, Train and Schedule Wisely

Having a core staff from the local

population can be crucial to your suc-

cess; you will easily be able to supple-

ment your staff for the busy season,

and will not find yourself short-staffed

when your seasonal hires leave. It is

important to cross train your staff,

as it will allow you to schedule fewer

people during slow times, cutting

down your labor costs – a server who

can mix drinks saves also schedul-

ing a bartender for a slow lunch shift.

In these ways, you will always have

well-trained people available who

can handle a wide array of jobs in a

thinly staffed environment. However,

staff and schedule judiciously, as un-

derstaffing can lead to burn out, more

waste due to error from stress and dis-

Whether you own a seasonal clam shack on the shores of New England or are the General

Manager of a ski resort in Colorado, you have experienced the challenges of a seasonal business.

Seasonal Restaurants Preparing for the Off Season, Part One - Operations

// FOOD SAFETY

Noelle Ifshin, President & CEO,4Q Consult ingNew York, NY

noe l l e@4QConsu l t .com

WITH NOELLE IFSHIN


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How did you get into the industry?As a child I loved to bake.

So I baked at home. I am

the oldest of four girls and we grew up

in England. So at a very early age, I was

beginning to make my younger sis-

ters’ birthday cakes and organize their

birthday parties and then I gradually

found out that I could go to culinary

school.

And it could actually be a profession.

Just really from early childhood, I’ve

always spent time in the kitchen, en-

joying the creativity of baking and

making things look pretty.

As a teacher, what are the common characteristics of kids – and adults – who go on to successful careers? What is the common bond?First of all, you have to have a passion

for the industry and a love of food. You

have to be dedicated to what you’re

doing. Willing to go above and beyond

– come in early, stay late. Help with

extracurricular activities. Be involved.

Those are the ones, who, when they're

out in the industry, are going to work

the same way. They’ll look for places

that will push them more, and take

them to the next step, get a good net-

work going within the industry as well.

The challenge is, not everybody is go-

ing to be on the same page. And not

everybody is going to be the next Julia

Child. But there's a place – if they have

the desire for the industry and you

know the same amount of passion –

there’s a place for everybody.

Some students may just choose to stay

in the local area and be quite happy

going into an in-store, you know, a

bakery within a grocery store. And

making the pastries and cakes there.

And then there's others who will go on

to places like the Four Seasons and the

Ritz Carltons or strive to work with de-

manding chefs.

Do you find yourself trying to make an assessment along the way of the right fit for each student?As educators we grade and assess

what our students are doing, and we

have skill grades, participation grades,

production grades, and quizzes and

exams to assess, are they understand-

ing the material?

And I tell them; I look at you as if I

would be hiring you. The ones who

will go out there and work with some

tough chefs, the chefs are going to be

looking for the same things that I'm

looking at, like working cleanly, be-

ing precise, efficient use of time, good

motion within the kitchen. The abil-

ity to kind of move within the kitchen

as if you have a purpose, and not as if

you're about to fall asleep.

Not leaning on things, standing up

straight. Respect in the kitchen. I look

to see if it’s ingrained in them. And

if they’re not performing, I will pull

them up, and tell them, this isn't right,

and this is why it's not right.

When you're out there, you're going to

have a chef look at you the same way

that I'm looking at you right now, and

they are going to say the same things.

So, I want to try to make them aware

as much as I can, because it's my job.

If I see things are being done wrong I

would be doing them a disservice if I

didn't correct them.

How do you think your students feel about the course, overall? Would they recommend it to others?We have a satisfaction survey every

year, all the subjects that are taught,

and pastry is 100%, yes, I would rec-

ommend this program, even though

it’s tough on them!

How much of success is natural-born talent? And how much of it is a great educator like you bringing it out of somebody? Or, is it a mix of both?A lot of it is practice. A lot of it is hon-

ing your skills, and just common

sense, and the ability to see things.

Artistic talent is great, especially with

pastry, if you have that flare and that

eye for color or form or the way shapes

go together, that is an added bonus.

But, without hard work? And practice.

That's worthless. So it's a little bit of

a mixture. That’s why competitions

are very good . . .because you practice

over and over and over again to finally

perform and peak on that day, when

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

// PASTRY CHEF OF THE MONTH PRESENTED BY

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

Artistic talent is great,

especially with pastry, if

you have that flare and

that eye for color or form

or the way shapes go

together, that is an added

bonus.



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The event will be held Oc-

tober 17, 6:00 to 9:00 pm,

at 1133 Westchester Av-

enue in White Plains, and

all proceeds from the evening will

help the Food Bank fight childhood

hunger in Westchester.

One in five residents of Westches-

ter County is hungry or at risk of be-

ing hungry; of those 200,000 people,

one-third are children. The Food

Bank for Westchester serves as the

county’s emergency food distribu-

tion network and provides 95% of

food that is distributed to those who

are hungry or at risk of being hungry.

“We are so thrilled to receive sup-

port from neighborhood restau-

rants at ‘An Evening in Good Taste’,”

said Ellen Lynch, executive director

of the Food Bank for Westchester.

“Children are at risk of hunger and

every bit helps. The Food Bank for

Westchester is confident that with

the support of these restaurants the

evening will be a success.”

This signature event features food

from 30 local restaurants and assis-

tance from 100 volunteers, and it at-

tracts 600-700 guests.

“An Evening in Good Taste” will

showcase the culinary talents of

Westchester County chefs represent-

ing the following restaurants: Abi-

gail Kirsch Catering Relationships

(Tarrytown); Butterfield 8 (White

Plains); Café of Love (Mt. Kisco);

Caperberry Events at The C.V. Rich

Mansion (White Plains); Cooper’s

Mill (Tarrytown); Crabtree’s Kittle

House (Chappaqua); Esposito’s

(White Plains); Lulu Cake Boutique

(Scarsdale); Meritage Restaurant

(Scarsdale); Moderne Barne (Ar-

monk); Molly Spillane’s Restaurant

& Bar (Mamaroneck); Mt. Kisco Sea-

Food Bank For Westchester Announces Participating Restaurants For “An Evening in Good Taste”Donate to charity while enjoying delicious delicacies from some of the region’s top

restaurants and caterers at the Food Bank for Westchester’s 23rd annual “An Evening in

Good Taste” To End Childhood Hunger event.

// NEWS EVENTS

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food (Mt. Kisco); Myong Gourmet

(Mt. Kisco); Pinch (Yonkers); Sam’s

of Gedney Way (White Plains); Sun-

set Cove (Tarrytown);The Atrium at

Doral Arrowwood (Rye Brook); and

Toni Ann’s Catering (White Plains).

Cocktails will be provided by Prohi-

bition Distillery and Yonkers Brew-

ing Co.

The event features food stations by

many of Westchester’s finest chefs,

who donate their product, time and

talent to make this an exciting eve-

ning.

Tickets are $200/person and spon-

sorships are available. For informa-

tion, call Katy Coppinger at (914)

923-1100 or visit www.foodbankfor-

westchester.org.

Incorporated in 1988, the Food

Bank for Westchester is one of eight

food banks in New York State. It ac-

quires, warehouses and distributes

more than 7 million pounds of food

annually to 230 frontline hunger-

relief programs, including food pan-

tries, soup kitchens, shelters, day

care and residential programs serv-

ing the 200,000 Westchester resi-

dents who are hungry or at risk of

being hungry. Based in Elmsford, NY,

the Food Bank is located in a 36,000sf

warehouse and is home to Westches-

ter’s largest refrigerator and freezer.

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Slip And Fall Injuries

Are Costly

Investing in employee

education on preventing

slip, trip and fall hazards

and ingraining safety best practices

into your workplace's culture can lead

to substantial long-term cost savings.

Consider that the average cost of a

typical slip and fall injury is $20,000

while the cost to defend a slip and fall

claim is $50,000. Additionally, an em-

ployee misses an average of 38 work

days with a slip-related injury, costing

your organization in lost productivity

while driving up your insurance costs.

Common CausesThe most common causes of slip and

fall accidents are poor walking sur-

faces (55%) and inadequate footwear

(24%), accounting for 79% of inci-

dents.

Top 10 Slip, Trip and Fall Hazards • Contamination of floors

• Poor drainage

• Indoor walking surface irregulari-

ties

• Outdoor walking surface irregu-

larities

• Adverse weather conditions, such

as ice and snow

• Inadequate lighting

• Stairs and handrails

• Stepstools and ladders

• Messy work areas

• Improper use of floor mats and

runners

Best PracticesAll of these hazards can be addressed

and mitigated through the implemen-

tation of slip, trip and fall prevention

best practices:

Workplace and Work Process Design Designing your space and processes

to prevent potential exposure to haz-

ards will keep your employees safe

while reducing your potential liability

and costs. Your business should:

• Contain work processes to pre-

vent discharge, splatter or spillage

of liquids, oils, particles or dust

onto the floor.

• Use drip trays to contain leaks of

lubricant from machinery and

perform regularly scheduled

maintenance.

• Use adequate ventilation to avoid

smoke, steam and condensation

of water and grease.

• Provide adequate lighting to keep

work areas, aisles, stairwells and

other paths of travel well-lit.

• Make sure stairs have sufficient

handrails.

• Provide effective drainage and

work platforms.

• Install slip-resistant floors in high

risk areas.

Good Housekeeping Maintaining work areas free of clutter

and obstacles will greatly reduce haz-

ards and exposure to accidents. Good

housekeeping should start at the top

and filter throughout the organization.

Instilling cleanliness and organization

in your company will ensure account-

ability and send a message to your

employees that management is com-

mitted to a safe environment. Instill-

ing this behavior within the culture of

your business will allow it to become

second nature to your employees.

Assess high-risk areas Conducting proactive and regular as-

sessments of high-risk areas is an ef-

fective preventive measure. The areas

that should be assessed regularly in-

clude:

• Transition areas

• Building entrances

Restaurant Risk Control: Reduce Costs by Preventing Slips, Trips and FallsMaintaining a safe environment for employees, contractors, and other visitors to your restaurant is an essential

element of risk management. Slips, trips and falls are among the most common and costly workplace accidents

across all industries, accounting for 35% of incidents and 65% of lost work days. The good news is that the majority

of slips, trips and falls in the workplace are preventable.

// INSURANCE FIORITO ON INSURANCE

Bob Fiorito,Vice President of Business Development at Hub International

[email protected]


Designing your space and processes to

prevent potential exposure to hazards will

keep your employees safe while reducing

your potential liability and costs.



Fresh Origins has become

the largest grower of Micro-

Greens and Edible Flowers in

the country. The farm was

founded by David Sasuga, af-

ter growing flowering plants

for 20 years. David always wanted to

grow fresh produce and the opportu-

nity came unexpectedly. Back in 1995,

a local chef came to their greenhouse

and got excited when he saw some ba-

sil seedlings growing there. He wanted

to try using them to accent his plate

presentations and although it did

not make a lot of sense at the time, it

was then that David began producing

these and other varieties of tiny, fresh-

cut seedlings destined for restaurants.

Fresh Origins has come a long way

since then, and David and his fam-

ily produce a wide variety of Micro-

Greens, PetiteGreens, Edible Flowers,

and related items for chefs throughout

North America.

At Fresh Origins, innovation is a way

of life. They are continually working to

imagine and develop the latest ideas

in microgreens and edible flowers. As

a result, we have created several origi-

nal, unique items such as FireStixTM,

MicroFlowersTM, Petite Amaranth Car-

nival MixTM, Micro Mustard DijonTM,

Micro Mirepoix MixTM, Micro Celery

Gold SplashTM, Micro Carrot Fern-

leaf, Begonia Angel Wing, Micro Fines

Herbes MixTM, Micro Cucumber, Pe-

tite Pumpkin Green, Micro Tangerine

LaceTM, Gold Haricot ShootsTM, Nature

StrawsTM, Micro Celery Feather Leaf,

Micro Absinthe MixTM, and more. With

an extensive product list with over

400 items, most are available all year.

Where did the idea for Fresh Origins come from?

18 years ago, a chef who saw our Ba-

sil seedlings encouraged us to harvest

them at the seedling stage for culinary

use. From those humble beginnings,

we have become America’s leading

grower of Microgreens! Our products

are on top of the finest cuisine in the

world.

Locally sourced is the buzz today. How does Fresh Origins fill that need? Local produce is good but often it is

of lower quality, and limited in variety

and selection, due to a less than ideal

climate or growing conditions. Rather

than arbitrary designations of local

(100 miles?, 200 miles?, 300 miles?),

we think the most important factor

should be flavor and quality.

To sacrifice flavor, quality, selection,

even food safety and price in exchange

for locally grown doesn’t get our vote.

We should celebrate the choices we

have available to us from all over the

world. The best tasting food comes

from where it grows best and most

efficiently with the lowest energy use

and a lot of times that’s not within 100

miles.

Food safety is also a huge consider-

ation and it may not be worth tak-

ing the risk buying from a farm that

does not have a third party audited

food safety program with a superior

rating. Fresh Origins has the wid-

est year- round selection and highest

quality Microgreens, Edible Flow-

ers and related products available in

North America. Our farm is regularly

inspected and has the highest ratings

for its food safety program.

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

David Sasuga, Founder of Fresh Origins in San Diego, CA

// MEET THE NEWSMAKER

To sacrifice flavor,

quality, selection, even

food safety and price

in exchange for locally

grown doesn’t get our

vote.

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

Fresh Origins Farm produces MicroGreens, PetiteGreens, TinyVeggies™, Herb Crystals™

and Edible Flowers near San Diego, California. The ideal growing climate allows them to

produce a micro green that is robust, healthy and highly flavored.


Growing crops in the ideal climate

such as Fresh Origins does in San Di-

ego results in the lowest possible im-

pact on the environment. The energy

usage for transportation of produce

from California is a tiny fraction of

the overall usage in growing it. Trying

to produce these products in harsher

climates uses a tremendous amount

of fuel for heating, cooling and ven-

tilation in amounts of fuel usage that

dwarfs the amount of energy used for

transportation of produce from where

it grows best.

Think of how much it would cost to

grow pineapples or bananas in the

Mid-West and it’s easy to understand

that produce grows best both in terms

of high quality and the lowest envi-

ronmental impact when it is grown

where the climate is right. Fresh Ori-

gins grows its products in the ideal cli-

mate, which not only results in a mini-

mal environmental impact, it makes

a huge difference in the quality, color,

flavor intensity and shelf life of our

products.

How are these products beneficial to people with high blood pressure or diabetes? Of course, fresh vegetables are an im-

portant part of staying healthy.

Describe the flavor profiles that the product features: natural taste or highly seasoned taste? Fresh Origins produces Microgreens

and related products that have a vast

array of flavors. That is why top chefs

find them to be an ideal ingredient,

bringing freshness and flavor to their

dishes.

How much of price per serving premi-um can the chef/restaurateur expect to pay for Fresh Origins? The cost per serving will vary depend-

ing on the amount of product used,

but the cost is minimal due to the in-

tense flavors which means a little goes

a long way.

Why should a distributor stock Fresh Origins? Fresh Origins products are of the

highest quality available. The selec-

tion is second to none and due to the

benefits of our climate, we can offer a

great availability all year and we have

a superior-rated food safety program.

What's the next step for a Metro NYC area chef to buy Fresh Origins? Contact their favorite produce distrib-

utor and ask for Fresh Origins prod-

ucts!

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

Growing crops in the ideal climate such as Fresh

Origins does in San Diego results in the lowest

possible impact on the environment. The energy

usage for transportation of produce from California

is a tiny fraction of the overall usage in growing it.

http://issuu.com/action/openurl?url=http://www.freshorigins.com


When I am conduct-

ing an initial assess-

ment of a company

or stand alone op-

eration’s food safety program and I

come to IPM, I always think to myself

“Please impress me.” I take a deep

breath and ask the question “What is

your pest control program?” Unfor-

tunately, too often the contact person

points to a contract pest control com-

pany’s binder on a shelf. I open the

binder and there are multiple pages

with no pest activity written and an

illegible scrawl representing the Pest

Control Operator’s signature, an eve-

ning time in and out of the retail food

establishment and no signature from

a food service manager or supervisor.

Like most contractors you can find

quality or inexpensive choices. A

manager needs to decide that pest

control is important and finding the

right “partner” for his program is just

as important. Quality pest control

professionals also want a “partner”

who will work with their company

to prevent and /or eliminate pests.

In many, but not all cases, the food

establishment has a contractor only

because he wants to tell his regula-

tory inspector that his company has

a pest control program or because

there is a notation on his last report

that there was evidence of activity

noted. We will call these Indicators

and they are an important part of an

IPM program. Some of the typical

indicators may be one or more of the

following:

• Visually seeing live or dead

cockroaches, fruit flies, rodents,

birds, flies, maggots, etc.

• Visually seeing feces, egg cas-

ings, greasy streaks along base-

boards, evidence of gnawing on

boxes or doors, half-eaten food

products, nests, footprints, etc.

• Smelling cockroaches (strong

oily odor) or dead pests.

• Hearing pests scratching, gnaw-

ing or scurrying in the facility.

Pests can contaminate your food

items by carrying foodborne patho-

gens such as Salmonella, Shigella,

etc. An ideal Integrated Pest Manage-

ment Program is focused on proac-

tive prevention and control rather

than a reactionary response to an

infestation problem. In some cases

a food establishment is a new con-

struction which is the ideal environ-

ment to start with but the majority

of operations are renovations and /

or using spaces & facilities that were

former food establishments. The

previous owner / operator may be

leaving you with more than just a fa-

cility and you may be inheriting an

existing pest problem. Both types of

facilities, old & new require differ-

ent approaches. A new facility, if it is

built correctly, will already have the

key assets of Exclusion & Sanitary

Design incorporated into the opera-

tion. What do we mean by exclusion?

What do we mean by sanitary design?

Some examples are:

• No spaces or gaps around doors

or windows

• No openings around utilities

coming into the building i.e.

plumbing, electrical, etc.

• Small mesh screening on doors &

windows

• No openings in tiles, cinder

blocks, etc.

• Air fans on delivery doors

• Solid pads for garbage dump-

sters

• Drains with secure drain covers.

Inspecting deliveries so that pests

are not brought in to your facilities

Loading docks and flooring that can

be cleaned and allow for drainage

Equipment that meets sanitary de-

sign requirements for ease of clean-

ing i.e. NSF, UL designations.

An older facility should be inspected

before any food production starts to

see how it meets the Exclusion & San-

itary Design criteria. This is the best

time to address any and all issues.

Confirm whether or not you already

have a pest problem and eradicate it

with a pest control contractor. The

Needs of Pests should be another

part of your IPM program. Pests, like

humans need 3 things, food, shelter

& water. The time between taking

over a facility and bringing in food

products to start production is when

you have an opportunity to eliminate

sources for shelter & water. You want

to insure that within your facility you

are always thinking like a pest. Re-

move opportunities for a pest to sat-

isfy their needs. Examples of remov-

ing opportunities for pests are:

Food• Placing open food product in

containers with tight-fitting lids

• Effective cleaning so there is no

food debris on the floor or under/

on equipment (think outside the

box- grease & drippings between

equipment, grease trays under

the burners on a range, build-up

on the cutting blade of can open-

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

// FOOD SAFETY WITH WYMAN PHILBROOK

Wyman PhilbrookOwner of Phi lbrook Food & Beverage Consult ing And Training

phi [email protected]


ers or buffalo choppers/slicers,

refrigerator door seals, etc.)

• Lids on garbage cans and empty

them frequently

• Clean garbage cans & dumpster

areas

• Clean food spills

• Remove corrugated cardboard

boxes (cockroaches can survive

by consuming the glue)

• Clean the food debris in drains-

screens & pipes

• Over ripe or partially rotting

foods- i.e. bananas, potatoes,

onions

• Clean kitchen floor mats

Water• No standing water

• Unclog stopped drains

• Invert wet food containers and

equipment

Shelter• Regularly lift or pull out equip-

ment

• Space between shelving and

walls

• No piles of boxes, wet clothes or

wet laundry bags

• Organize and clean shelves &

drawers regularly

• Close all openings in floors, walls

and ceilings

The above is a partial list. If you think

about these 3 needs in your opera-

tion you will find more opportunities

that you can address regarding the

unique features & characteristics of

your facility & operation. As a man-

ager you also need to be aware of the

environment around your building

or space. You can be removing all

of these needs but a neighbor or an

operation next door may not be and

this is where the exclusion becomes

important so that you are keeping the

pests out of your facility.

Education & Training is another key

component to an effective IPM pro-

gram. You as the manager of a retail

food establishment need to insure

that your staff is aware of all of the

subject matter we have covered so

far in this column. As a manager you

need as many eyes as possible to see

issues that arise in the facility. Open-

ings that can allow pests to enter, in-

adequate cleaning, leaking water or

signs of activity is the type of infor-

mation that you want brought to your

attention. Provide your staff with the

knowledge and understanding about

Exclusion, Sanitary Design, Needs of

Pests and Indicators and suddenly it

is not an overwhelming problem that

only you are dealing with.

A licensed Pest Control Operator

(PCO) is trained in identifying the

signs of activity, the species of pest

and the effective control of a poten-

tial issue and preventive measures.

The PCO rounds out the IPM program

and is that “partner” we referenced at

the beginning of this column. He can

be an advisor and another set of eyes

in your operation. A PCO cannot be

expected to address all of the parts

in your pest control program. When

interviewing a potential pest control

contractor, show him the proactive

actions you have put in place and ask

for a detailed plan that he will imple-

ment. An effective contractor will

have a planned schedule of service,

a detailed report requirement for

their technicians, a schematic of the

placement of traps / bait stations and

a periodic meeting with you or your

representative during business hours

to review the program. At a mini-

mum there should be a follow-up re-

port / call to you within 48 hours af-

ter a visit. Keep all reports on file and

review with your staff during regular

meetings and have a Pest Monitor-

ing log that your staff can use to note

any issues detected during business

hours that the technician can review

during their visit.

So, an Integrated Pest Management

Program has many parts that work

together to keep pests out of your fa-

cility and respond quickly at the first

sign of an issue.

In next month’s column we will look

at developing a good Allergen.

BOOTH #2555

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Chef Villa comes from a

family that is passionate

about food. Raised in

Nutley, New Jersey, Vil-

la’s Italian grandmother

was an artist in the kitchen at home;

while his parents dined at the finest

restaurants in New York City.

The combination provided Chef Villa

with a deep respect for food, and the

perspective on how it might impress

the most discerning of palettes, on

the biggest of stages. It was no sur-

prise when Villa enrolled at the Culi-

nary Institute of America at the age of

19. After graduation, he trained under

Daniel Boulud at Le Cirque and spent

three years at Tropica following.

Villa’s big break came when he was

hired at JUdson Grill. Within months

he trimmed the kitchen staff, cut

food costs in half, created a notewor-

thy menu, and earned himself a new

title as Executive Chef. His hard work

paid off, earning his first two-star rat-

ing from the New York Times. “This

would not work so well if the chef,

John Villa, did not understand what

people want to eat…this food is fla-

vored with authority and geared to

modern tastes,” explained New York

Times’ Ruth Reichl.

At just 24, Chef Villa had already

eclipsed his peers. It was now clear

that Chef Villa was much more than

just a young prodigy. He was well on

his way to becoming one of the most

distinguished chefs in New York City.

His remarkable skill, unparalleled

praise, and industry knowledge has

lifted Tao Restaurant to new heights.

Chef Villa is nothing less than a mas-

ter.

What or who inspired you to become a chef, where did you study?My grandparents inspired me to eat

and cook and enjoy food. My broth-

er is a chef, and our parents used to

take us out to eat out in Manhattan.

It was a combination of a lot of things

growing up that made me want to be

a chef.

Have any mentors? What have you learned from them?I don’t have mentors but I try to

learn something from everyone. I re-

spect all chefs – I know what they go

through but I pretty much do my own

thing.

What are a few of your favorite in-gredients to cook with?Niman Ranch products.

Executive Chef John Villa, TAO in New York, NYAt a young age, Executive Chef John Villa has already had a remarkable career. There is no

doubt that Tao Restaurant’s current success can be attributed to the lofty expectations that

Chef Villa helps make a reality.

// CHEFCETERA UP CLOSE WITH METRO NEW YORK'S CHEFS

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

David Katz was the

person who inspired

me to be a chef, or

rather, that a chef was

just as noble a job as

any other.




At the prestigious Le Cor-

don Bleu Seattle, where

he was named Educa-

tor of the Year last year,

aspiring chefs paid up to $17,000 to

learn how to make a silky béchamel

and a tall soufflé.

In his latest position, as executive

chef director of Eva’s Village in Pat-

erson, the Hawaiian native will be

teaching former heroin and cocaine

addicts and the homeless — some of

whom haven’t held a job in years, if

ever — basic knife and cooking tech-

niques in hopes that they’ll eventu-

ally earn a steady paycheck working

in a kitchen.

Dela Cruz, 52,recently relocated

with his family to New Jersey to head

up the new culinary school at Eva’s

Village, a huge, four-block-wide

non-profit social-service agency that

offers three shelters for the home-

less, a bustling soup kitchen and

drug treatment programs that serve

about 300.

“I’m geared more toward the stu-

dent than the plate,” said the soft-

spoken, self-effacing Dela Cruz, of

his pivot from the world of teaching

the primarily privileged to instruct-

ing the profoundly disadvantaged. “I

get excited teaching whether it’s the

fancy or the basics,” he said. “This is

going to give me a chance to stretch

my capabilities as an instructor. It

really comes down to your heart in

teaching.”

For Dela Cruz it’s also a great chal-

lenge: It’s his first time building an

accredited culinary school from the

ground up. “It’s the next step,” he

Seattle Chef Dela Cruz Set To Launch Inspirational New Jersey Culinary ProgramAs a culinary instructor for more than two decades, chef Darryl Dela Cruz proudly saw his

pupils go on to work at some of the nation’s most venerated restaurants, such as the French

Laundry in Napa Valley, Bouchon in Beverly Hills and Per Se in New York City.

// NEWS CULINARY


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EYE always enjoys the oppor-

tunity to visit with Bartenders

& Chefs and Sommeliers; the

educational highlight of this

year's show was the seminar series pre-

sented by The Tasting Panel Magazine.

With the leadership of world famous

Anthony Dias Blue and Publisher Me-

ridith May Sessions were focused on

a wide range of topics from Best busi-

ness practices, increasing your bot-

tom line, advertising and promotions

to new evolving technology. The show

boasts an outstanding seminar series

with topics ranging from “Boutique

Distilleries” to “Learning how to Make

More Profits While Working Less.” This

season the show is proud to welcome

The US Drinks Conference with its out-

standing lineup of speakers and topics:

www.usdrinksconference.com.

“Timing and location are every-

thing,” noted the Show’s General man-

ager Steven Wesler. “We’re dedicated to

providing a comprehensive experience

at the leading edge of the holiday buy-

ing season: from exhibition to educa-

tion, from tiny hand-craft to mass mar-

ket, from competitions to charitable

efforts.” “We’re providing fun along

with the serious side of the business,”

Wesler concludes. The 2013 show fea-

tured over 400 exhibits with the new-

est products, services, technologies

and ideas for exhibitors and delegates

alike to take their businesses to the

next level. This year marked the ninth

year of the show’s epic New York Cock-

tail Competition and the debut of a

number of brands, notably a new Mon-

golian Vodka: Soyombo. Competitors

created, demonstrated and sampled

their creations before a panel of dis-

tinguished judges in the hopes of win-

ning not only the coveted title, but also

cash prizes amounting to $3000. The

SIP Japan Pavilion featured over sixty

brands from Japan with tastings and

demonstrations along with education

to introduce sakes and shochus to the

show attendees. And this year craft was

king, with sampling from the Emerging

Brands Pavilion, MHW distributors’

craft and boutique brands Pavilion,

the Crafts Spirits Pavilion and Craft

Beer Pavilion. EYE visited with Jon and

Bonnie Edwards of Kiss Mix, John Celli

Custom Furniture & Design's Lana Zo-

2013 Holiday Buying ShowThe newly named 2013 Holiday Buying Show brought a fresh new look to the Javits Center last month. At the

event sponsored by Connecticut’s RDP Group, EYE spotted a number of professionals representing bars,

restaurants, hotels, and every category of on-premise establishments as well as off-premise retailers.

// EYE METRO NEW YORK'S FOODSERVICE EVENT COVERAGE

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

Electro Freeze's Steve Machado and Anthony Lana

Smart Bar Product's CEO Adam Rozen and Isabella Sweeney Segal Law's Mitchell Segal

Modern Line Furniture's Jason Nguyen, Eleonora Tron, and Vlad Spivak

Con Edison's Chris Gallo offered attend-ees incentive and rebate programs continued on page 102


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From the menu to the décor,

Henry’s will include elements

of a classic diner with a mod-

ern and gourmet twist. In ad-

dition to an American grilled cheese,

the menu offers a melted Brie and

cranberry on whole grain bread. Cooks

will be whipping up three egg omelets,

and those with gourmet palates will be

able to get a smoked salmon and herb

cream cheese crepe. And in keeping

with diner tradition, breakfast will be

served all day, while customers can

also order a hamburger at 9 a.m.

“If you are from New Jersey and you

come here this will be what you expect

it to be, but maybe a little bit better,’’

said Nicholas Emanuel, assistant di-

rector of Rutgers Dining Services. “The

big thing with us is we don’t want to be

ordinary. The finishing touches, even

down to the china, are high end. It’s

not your greasy spoon.’’

The diner will also unmistakably

shout “Rutgers” when the final work is

done – from its name in honor of Col.

Henry Rutgers who donated a $5,000

bond in 1826 to keep a then struggling

school alive – to the historic photos

and images of the university that will

adorn dividers between the booths.

The walls of the diner will also feature

a timeline of the colonel’s life and a

clock bearing an image of the univer-

sity’s namesake as well as the bell he

donated to the university that has be-

come a Rutgers icon when the artwork

is installed within the next few weeks.

“If someone blindfolded you and

brought you here, you will know you

are at Rutgers,’’ said Joseph Charette,

executive director of University Din-

ing Services. “The philosophy of the

whole design is a Rutgers diner owned

and operated by the university.’’

The menu is modeled after a college

newspaper with the lead headline:

Order Breakfast Any Time of Day. The

coffee is from another central New Jer-

sey landmark – it comes fresh roasted

from Princeton’s Small World Coffee.

The idea for the diner – located in

the retail complex of the Livingston

Apartments – was the result of a cam-

pus survey. ‘When students were asked

what they wanted at the university, a

diner was the top item,” Charette said.

Just what makes diners so beloved?

“You can get anything you want to eat

any time of the day,’’ Charette said.

“If you want waffles at dinner time

you can have that,’’ Emanuel added.

“Whatever you feel like having is avail-

able.’’

Diners are also as much a part of

New Jersey’s identity as Rutgers. “We

are the diner capital of the world,’’

said Peter Genovese, a feature writer

for The Star-Ledger and author of

Jersey Diners, published by Rutgers

Rutgers Brings True Jersey Diner Experience To StudentsA quintessential New Jersey dining experience has come to Rutgers. Henry’s – a

diner that will have a ruby red counter top, red booths and a red neon light visible

from the outside opened last month at the University's Livingston Campus.

// NEWS UNIVERSITIES

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

David Katz was the

person who inspired

me to be a chef, or

rather, that a chef was

just as noble a job as

any other.


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BCA Global to Host 20th Annual Cultural Awareness Salute In NYCScoop notes now in its 20th year, this

event honors the achievements of

people of color in the hospitality and

culinary industry. This year's theme

of "Global Immersion” will focus on a

deeper understanding of global diver-

sity in the food service, culinary and

hospitality industry. This event will

also provide a space for networking

and dialogue about the advancement

of diversity and give culinary students

from around the country the oppor-

tunity to hone their skills in a real life

environment. The BCA will also honor

innovators and leaders in the food-

service industry, honorees include:

Sterling Smith, Corporate Executive

Chef Supply Management- Sodexo,

Jin Caldwell, Chocolatier and Owner-

JinJu Chocolates, Jehangir Mehta, Ex-

ecutive Chef and Owner- Graffiti. The

BCA’s Cultural Awareness Salute and

Black Tie Gala will be held Friday No-

vember 8th, 2013, at the lovely Guasta-

vino’s.

The Gala will begin with a VIP and

cocktail reception, followed by a

multi-course dinner, Viennese recep-

tion and after party. The gala dinner

will give a taste of what the future

holds for the food service industry and

will be supported by our educational

partners and students from: Johnson

& Wales University, South Bronx Job

Corps Academy, Prince George Com-

munity College, Le Cordon Bleu Dal-

las, the Culinary Program at Brooklyn

Job Corps Academy, Monroe College,

Foodservice Training Academy, Ca-

reer Academy of NY and LI, Culinary

Training Institute, New York Institute

of Technology, the Academy of Voca-

tional Careers, and the Culinary Insti-

tute of America. "Students from differ-

ent schools and different backgrounds

come together in the same kitchen

and cook in a noncompetitive envi-

ronment," states Howard Stanford,

Board Chair and Alex Askew, Presi-

dent of BCA. "Those of us who attend

are honored to witness the promise of

future leaders and work together to-

wards a more diverse industry."

Taste of France Comes to Bryant ParkScoop notes that The Taste of France

returned to New York City on Sept. 28–

29 in Bryant Park, with cooking demos

from 30 renowned French chefs from

around the world as well as New York

City.

Participants included Maitres Cui-

siniers (a master chef designation)

such as Daniel Boulud, chef-owner of

Daniel; Frank Leclerc, from Maitres

Cuisiniers de France; Philippe Ber-

tineau, executive chef at Benoit; Lau-

rent Manrique from Cafe de la Presse;

Jean Louis Dumonet, executive chef

at Union Club; Christian Delourvier,

// SCOOP INSIDER NEWS FROM METRO NEW YORK’S FOODSERVICE SCENE

The Gala will begin

with a VIP and cocktail

reception, followed by

a multi-course dinner,

Viennese reception and

after party.

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


executive chef at La Mangeoire; and

Claude Godard, executive chef at

Madison Bistro. In addition to the chef

demos, there were tastings offered of

French regional dishes, as well as a

butter sculpture presented by Lactalis.

Minton’s Meets Tuscan Wines In Parsons’ New Harlem ClubScoop says that Dick Parsons may be

the world’s only person to own a Tus-

can vineyard and a restaurant and

jazz supper club in Harlem. “My pas-

sions are wine, food and music and it

all came together,” the ex-chairman of

Citigroup and former chairman and

chief executive of Time Warner.

The Cecil is scheduled to open this

month featuring chef/partner Alex-

ander Smalls’ Afro-Asian-American

brasserie. The idea, Parsons said, is

to integrate the culinary traditions of

the African Diaspora, topped off with

wines from the Tuscan vineyard. Par-

sons and Smalls also will open Min-

ton’s, a revival of the famed jazz club,

Mintons Playhouse, later this month.

The supper club, at 206 W. 118th St.

will have “Southern revival” – style

food with a country twist. Pastry chef

Jenny Lee, who most recently worked

in a similar role at Junoon in Chelsea,

also is joining the team. Parsons, who

grew up in Bedford Stuyvesant, has

been a strong supporter of Harlem for

decades and served as chairman of

the Upper Manhattan Empowerment

Zone in the mid-90s. “A lot of old mu-

sicians can’t get work anymore. They

are somewhat destitute but they can

still play they are looking for gigs. Not

handouts,” he said.

NYU’s Nestle Back With New BookScoop notes that when it comes to

diet, weight and food politics in the

United States, cartoons often make the

messages easier to swallow. Cartoons

and comics can convey “complicated

conceptual information at a glance

and, if they are good, make it funny,

pointed, sharp, ironic and sometimes

even sarcastic,” says Marion Nestle, a

longtime nutrition professor at New

York University and veteran consumer

advocate.

Nestle shares more than 250 car-

toons and comics in her new book,

Eat, Drink, Vote: An Illustrated Guide

to Food Politics, which was created

in collaboration with The Cartoonist

Group. For years, Nestle has hounded

the food industry about its market-

ing strategies, which she detailed in

her 2002 book, Food Politics. In 2006,

she outlined how to grocery-shop for

a healthful diet in What to Eat, and

in 2012 she discussed the latest sci-

ence on what causes people to be

overweight in Why Calories Count,

written with Malden Nesheim. Nestle

believes the nation’s obesity problem

is fostered by a food environment that

encourages people to eat more often,

in more places and in larger amounts

that is good for a healthy weight. Says

Nestle: “I want these cartoons to in-

spire readers to become active in food

politics, personally and politically. You

can buy food at farmers markets, go to

grocery stores that sell healthier foods,

support locally grown food and organ-

ic food, and support animal welfare.

Vote with your fork, she says: “Even

better, vote with your vote.”

Nestle shares more

than 250 cartoons

and comics in her new

book, Eat, Drink, Vote:

An Illustrated Guide to

Food Politics.

continued on next page

CONNECTICUT NEW YORK

NEW JERSEY

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


From Juicy ‘Meatballs’ To A Flatiron Tagine DreamScoop wants you to try some “Meat-

balls” trivia. One, name the actor who

got his start in a Canadian comedy by

this name; and two, how many restau-

rants does “Nicky Meatballs” have in

the planning stages for the Upper West

Side? The answer to the first question

is Bill Murray. The second? One. Chef

Nick Mormando of the UWS staple

on 71st Street off Columbus, Bello

Giardino, is opening a second place 12

blocks north at 483 Amsterdam Ave.,

the former home of Good Enough To

Eat. The new restaurant, which has yet

to be named, will be meatball themed,

in keeping with Nicky Meatballs repu-

tation as a champion meatball creator,

which he has culled after winning var-

ious cook-offs and food competitions.

An 86-Year-Old’s Makeover Is CompleteScoop notes that Don Fraser has a

long-playing record, something peo-

ple listened to before everything went

digital that was issued before Eddie

Layton became the organist at Yankee

Stadium and Madison Square Garden

in the 1960s. the album describes Lay-

ton as the “tireless star of the exquisite

Mermaid Room” in the Park Central

Hotel. Mr. Fraser is the hotel’s general

manager, and he has other keepsakes

that convey its history.

He knows it was home to the likes of

Jackie Gleason and Eleanor Roosevelt.

He knows too, that it was home to a

radio station, WPCH (named for Park

Central Hotel), but the station had a

problem reaching listeners. The neon

sign of the roof interfered with the

broadcast antenna. And he has old

menus from the hotel’s restaurant.

One from October 1960 lists “main

lobster cocktail: for $1.75 and a room

service charge of 35 cents a person. All

of this came up because the hotel, on

Seventh Avenue at 55th Street, has un-

dergone a top-to-bottom renovation

that he said was sensitive to the hotels

long life.

“We’ve been keeping to the historical

footprint, with a spin, which is excit-

ing,” Mr. Fraser said. The hotel’s new

look is the work of Jeffrey Beers Inter-

national, an architecture and design

firm. The renovation put the front desk

front and center, which was possible

because the lobby was shortened. A

new restaurant occupies a two-level

space that had been broken up years

ago, so the restaurant has a high ceil-

ing with a mezzanine. That is reminis-

cent of the Mermaid Room, a onetime

fixture at the Park Central that operat-

ed as a restaurant until about 9:30pm

and as a nightclub until closing time.

The renovation did not bring back

the Mermaid Room’s most noticeable

feature, the mermaids on the ceiling.

In the 1950s they, or more precisely,

their nakedness, prompted a com-

plaint from Mrs. Roosevelt, who lived

at the hotel from 1950 to 1953 and

again in 1958. The hotel’s response to

her grievance was a cover-up. It gave

the mermaids brassieres made from

fishing nets. The hotel has a new “grab

and go” café serving sandwiches and

coffee and meeting rooms with newly

exposed windows.

Pepsi Wins Battle In Cola Wars: $21 Million CUNY DealScoop sees that the City University of

New York, no stranger to campus skir-

mishes has now taken a stance in the

cola wars: “no Coke, Pepsi.” Amid a

campaign to persuade university ad-

ministrators to ban Coca-Cola prod-

ucts, CUNY has given Coke’s main rival,

Pepsi- Cola, the exclusive right to dis-

tribute nonalcoholic beverages on all 24

of its campuses.

“The contract, CUNY’s first system wide

deal with a beverage company, calls for

Pepsi to pay about $21 million over 10

years,” said Michael Arena, a spokes-

man for the university. “Almost all of

that money will be shared with each of

the schools, based on consumption on

its campus,” added Arena.

But about $300,000 will go toward ath-

letic events, and an additional $200,000

toward sustainability initiatives, he

added. Coca-Cola’s presence on col-

lege campuses, including some of the

CUNY schools, has been a contentious

issue for several years. In 2005, New York

University banned Coke products from

its campus for four years after students

protested because of reports of the

company’s complicity in the murder of

union leaders in Columbia.

Citing that episode and complaints of

discrimination by people who worked

for the company in New York City, an

anti-coke campaign based in Brook-

lyn, the Campaign to Stop Killer Coke,

pressed CUNY officials to take simi-

lar action. A few campuses, including

CUNY’s law school in Queens, banned

And he has old menus from

the hotel’s restaurant. One

from October 1960 lists

“main lobster cocktail: for

$1.75 and a room service

charge of 35 cents a person.

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Coke. The student senate at Brooklyn

College passed a resolution to ban Coke

there, said David J. Rosenberg, the presi-

dent of the student government on that

campus. “The real drive behind that

resolution was that we don’t do business

with corporations that have issues with

human rights and workers,” Mr. Rosen-

berg said. Coke was paying Brooklyn

College $60,000 a year through three

years of a five-year contract, he said, but

that deal was superseded with the new

Pepsi contract.

Trio Of Hotels Set For ManhattanScoop hears that three new hotels will

soon add about 650 high-end rooms to

West 57th Street. And all are expected

to pump new pedestrian life into the

block, thanks to glamorous new restau-

rants, at least two of them at sidewalk

level. The 208-room Quinn, on the for-

mer Buckingham site at the Sixth Av-

enue northwest corner, is set to open

this month. The 240-room Viceroy at

120 W. 57th St. is a few days off. And the

super-luxury 210-room Park Hyatt in

Extell’s One57 condo tower is to open

in 2014. The long block is home to such

landmarks as Carnegie Hall, the Rus-

sian Tea Room and Steinway Hall and

to three other hotels, the Parker Meri-

dien, Hilton Club and Salisbury. But

it’s been a construction eyesore for

years. The sidewalks can be quiet after

dark, thanks to the mess and to stores

that close up early. Now, the Quin is

about to launch a ground-floor corner

restaurant called The Wayfare helmed

by Esquared’s Jimmy Haber and pow-

erhouse father-and-son Michael and

Alan Stillman. At the Viceroy, mean-

while, Gerber Group and Landmarc

chef Marc Murphy will open Kingside

in late October.

Amid a campaign to

persuade university

administrators to ban

Coca-Cola products, CUNY

has given Coke’s main

rival, Pepsi- Cola, the

exclusive right to distribute

nonalcoholic beverages on

all 24 of its campuses.

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

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How did your business get started?That’s an interesting

question. I’m a twin and

my mom and my sister, my twin,

would always drag me around to

shopping malls on an ongoing basis.

At the time, I hated it. I hated being

dragged around. I just didn't like it at

all. But I got a better understanding

about what makes a captivating ex-

perience for a consumer. That kind of

seeped into me at a very early age. I've

always been attracted to how a store

or a restaurant can deliver a better ex-

perience. Now, here’s the second part.

My mom was a school teacher and she

could cut out letters from craft paper.

And, what that meant was that all the

reports her children did would have

this dazzling cover. That cover told

me that impressions matter. And so by

knowing that impressions matter, and

being dragged around to customer

touch points, to delivering what a re-

tailer does, that all got me on the path

of saying that there is something spe-

cial about being a consumer.

So where did you go from there?I began to realize that if you want to

make cataclysmic changes – look at

Sears and K-Mart – you have to be

tethered to the enduring culture. The

cultural aspect wasn’t there, the cul-

ture that said, ‘We have to exude this.’

I believe you need to have the soul

of a merchant. They didn’t. It was all

about a financial plan. Any time you

make it about trying to make money,

you don't make meaning. And that is

a receipt for failure. That's crucial to

what you're ging to bring to the floor.

And everything revolves around mar-

keting.

What’s your definition of marketing?Marketing I define as anything that

communicates something about, well,

anything! And that goes to all custom-

er touch points. And branding is the

biggest part of that. Branding, to me,

is what it is that you stand for. What is

your point of difference? What makes

you better? A brand is the final desti-

nation, the final resting place of a suc-

cessful sales and marketing program.

Because what a brand does is ‘decom-

modotize’ your product.

What do you mean by that?That's the beauty of it. We all have our

own different twists on it, but it’s all

about the same thing. It is carving out

your own special place that explains

why a brand, why a business, deserves

to exist.

So what brought you to Whole Foods?After spending 8, 9 years at Starbucks

I was wanting to try something new,

wanting to see if I actually knew some

of the things I was talking about. Let's

say, well, I can't say tired, but I had ba-

sically learned a lot of the things that I

could possibly learn, being a marketer

there. And it was time to move on.

Tell us about your experience at Star-bucks.I was in middle management there. I

was a retail marketer for many, many

years. I was back in college in Dallas;

I needed a part time job, so I became

a barista. Basically, they were coming

to Dallas and I needed a part-time job

and I had heard about this company,

Starbucks, and that was the absolute

best experience I could have ever had.

It gave me the perspective of being

behind the counter, knowing and car-

ing, and understanding the brand at

the fundamental level of delivering a

great cup of coffee to deliver a great

experience to a consumer. But they

found they couldn't control all of their

activities out of headquarters, so they

started hiring folks in the field. So I got

hired on by the owner’s own marketing

director to be a marketing specialist.

It was trial by fire because my territo-

ries were Texas, Georgia, Florida, and

DC to North Carolina. And I was re-

sponsible for writing marketing plans

to open up new stores. And so I was

busy as heck. Loved it though and me

being a 25-year-old young energetic

person. Loved it.

What happened next?My boss got hired on at corporate

to basically lead marketing at Star-

buck's. And she needed people there

that she could trust. So she brought

me up there. And for a period of time,

I was their field marketing integra-

tion manager, which basically meant

I was the communication and plan-

ning liaison between corporate and all

the field teams. And then back up the

chain, field teams up to corporate. The

beauty of that was, I got to touch every

single program that was going on in

the states, as well as Canada because

I was personally responsible for being

in the know. So that was great. That

company had a great culture. And I

believe the pulse of that company, any

company which has a strong culture,

becomes a cult. Leaving that cult was

difficult, but Whole Foods approached

me, brought me back to Texas, and it

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

// EVENTS

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

METRO NEW YORK'S FOODSERVICE EVENT COVERAGE


worked, because as a teenager, I ex-

perienced shopping there and loved

what they did. They were building

their whole corporate staff – I say ‘cor-

porate,’ but nothing they did was cor-

porate!

When you say anything but corpo-rate, how do you define that?Starbucks was a top-down company.

Meaning, they wanted to control their

customer experience. So that the per-

son having a Starbucks latte in San

Diego would have the exact same latte

– the same look and feel as someone

in Seattle, Dallas, Miami, or in DC. So,

they controlled the store activities.

Whole Foods is the exact opposite.

They give tremendous autonomy to

the region, as well as to the stores. And

so theirs is so much more bottom up.

So, they are based upon libertarian

practices – maximum freedom, mini-

mum government. So my job at Whole

Foods was to take some of the activi-

ties happening within the region, and

scale them up to go national.

How did your experience at Star-bucks shape your experience at Whole Foods?What Howard Schultz used to say a lot

is something that was ingrained in my

mind while I was there at Starbuck's.

He talked about how the company's

biggest challenge was to get big, but

stay small. And I think that's the chal-

lenge for any big company. And that’s

what I try to remember and I’ll be talk-

ing about at my speech in New Jersey

the bigness of smallness. I share eight

rules on how a small business can look

bigger. And conversely, those same

rules talk or those same rules help to

guide a big business on how to get

smaller. It’s all based upon something

that I call a growth paradox, which

simply states that the smaller you are,

the bigger you must look. But the big-

ger you are, the smaller you must get.

You're running a small diner, a small restaurant. What do you do? What are the steps? Don’t follow branding strategies.

Which sounds counter-intuitive com-

ing from a marketer. But I say, don't

worry about being a great brand. Wor-

ry about being a great business. What

the difference is, if you intend to be

a great brand, you're going to forget

about being a viable business. Because

you're going to start thinking about

everything on the outside. I want peo-

ple to go inside out, to create a great

business. To go inside out, meaning,

build your business as a profitable

business. Build your business so that

you're going to treat your employees

unbelievably well. Build your business

so you're going to deliver customer ex-

periences that are ungodly great. And

basically it boils down to, if you can

build a business that makes a profit,

which makes your employees happy

and makes your customers happy, you

don't have to worry about branding.

Branding is a by-product to go with

those three things. This sounds almost

too easy. But it’s getting personal with

your employees. And it’s setting it up

so that you can treat your employees

so well, they don't leave you. It goes

beyond pay but finding ways to pro-

vide them better benefits. If you're

dealing with low-wage employees,

probably some of them will have a

hard time getting to and from work.

Potentially, you might be able to give

them a perk, as far as find them a way

to have a car service. Or, to make sure

they can get a ride to work and a ride

home. It’s treating your employees

like they're family, as opposed to treat-

ing your employees like they're pawns

in the game. Because if you're going to

jazz your employees, they're going to

jazz your customers. It all starts with

the culture.

What would you say to the fast food companies whose employees were picketing a couple weeks ago for $15 an hour?Keep people happy now rather than

having to be forced to do it. Let them

actually participate in building the

culture.

What is this ‘brand autopsy’?I try to dissect all things marketing-

related. This all began about 2000 or

so, when all the dot coms were dying.

A buddy, back at Starbucks, and me

we're wondering, why are all of these

businesses dying? We should do a

brand autopsy. Then, when I was at

Whole Foods, I started a blog under

the name ‘Brand Autopsy,' because

the blog was dissecting all things mar-

keting-related. People started to un-

derstand me. And say, oh he's the guy

from Brand Autopsy.

Suggest one thing that would help a restaurant move forward.If it’s a business that got started over 20

years ago, talk to the oldest employee

or talk to the founder. Ask that person,

why did you begin the business? What

was it? What had you so passionate? I

think too many businesses lose sight

of why their business began. But the

beautiful thing is if you're just starting,

you have an easier time knowing what

the story is, because it's coming from

you. Ask yourself this: “If you didn't

exist tomorrow, who would care?”

Don’t follow branding

strategies. Which

sounds counter-

intuitive coming from

a marketer. But I say,

don't worry about

being a great brand.

Worry about being a

great business.

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Kudos to MAFSI for find-

ing a true gem in Rock

Springs Golf to host their

annual MAFSI Golf and

Awards Dinner.

MAFSI's Metro New York Chapter

honored Manhattan's Roger and Sons

as its dealer of the year. Gary Jacobs

and Bob Doland of Jacobs Doland Beer

were honored with the reps' industry

Person(s) of the Year. MAFSI'S Lifetime

Achievement Award was presented

to the legendary Joe Lehr of Glissen

Chemical.

"The golf and the dinner were a BIG

success," noted the tournament's co-

chair Frank Doyle of TD Marketing. "It

was a great opportunity for reps and

factories to have a great day of golf and

to recognize some of the industry's tru-

ly special professionals.

The event marked the culmination

of hard work by Doyle and his tourna-

ment committee for their considerable

time invested to research venues, dates

and facility coordination. Doyle's golf

committee was co-chaired by Jon Bow-

erman of Performance and Pecinka

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


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

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

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

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

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

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

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




The objective is to assemble

10,000 One Project hygiene

kits over three days with the

assistance of IHMRS visitors.

Clean the World collects, recycles

and distributes soap and shampoo

products discarded by the hospitality

industry. Most hotels discard slightly

used soap and bottled amenities,

which often end up in already over-

crowded landfills. By shipping dis-

carded amenities to Clean the World,

hotels reduce waste management

costs and help save lives while be-

ing environmentally responsible. The

soap products are then put through a

strict sanitation process at Clean the

World’s Soap Recycling Plant before

being redistributed.

“Hygiene-related illnesses such as

pneumonia and diarrheal disease

kill about 9,000 children a day,” said

Shawn Seipler, founder and executive

director of Clean the World. “We can

reduce those deaths by up to 65% if

we give them soap and proper educa-

tion on how and when to use the soap.

Clean the World works with around

2,000 hotels across North America to

collect and recycle discarded soap and

bottled amenities. We then send soap

to children and families all over the

world.”

Through the One Project, Clean

the World, in partnership with Sysco

Guest Supply, will coordinate and fa-

cilitate the delivery of assembled kits

to designated local New York area

charities after IHMRS. The hygiene

kits contain 9 life-saving items in-

cluding soap, shampoo, conditioner,

toothbrush, toothpaste, disposable

razor, washcloth, and lotion.

IHMRS will create a One Project Kit

assembly center on the Show’s exhibit

floor and invite all visitors to assist in

the production effort. "We are delight-


IHMRS Teams With ‘Clean The World’ For CharityThe International Hotel, Motel + Restaurant Show® (IHMRS) has announced a partnership

with Clean the World to produce a One Project building event during the 98th IHMRS,

November 10-12, 2013 at the Jacob K. Javits Convention Center in New York City.

// NEWS PARTNERSHIPS

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ed to have Clean the World at this year's

IHMRS, and know that the opportunity

to participate directly in One Project

will resonate with our audience,” said

Phil Robinson, IHMRS Show Director.


Motel + Restaurant Show will run Sat-

urday, November 9, through Tuesday,

November 12, 2013, at New York City’s

Jacob K. Javits Convention Center. Fol-

lowing a full day of conference and

networking activities on Saturday, No-

vember 9, the IHMRS will feature three

full days of exhibits from Sunday, No-

vember 10, through Tuesday, Novem-

ber 12. The market will present nearly

700 exhibitors and attract nearly 18,000

industry professionals. It is co-located

with the 4th annual Boutique Design

New York (BDNY), which will run Sun-

day, November 10 through Monday,

November 11, presenting 400 interior

product manufacturers and attracting

more than 5,000 hospitality designers,

architects and purchasing executives.

BDNY will feature two full days of ex-

pert panel presentations and interac-

tive workshops. IHMRS is sponsored

by the American Hotel & Lodging As-

sociation (AH&LA), the Hotel Associa-

tion of New York City, Inc. (HANYC),

and the New York State Hospitality &

Tourism Association (NYSH&TA), and

is managed by Hospitality Media

Group (HMG). Additional information

is available online, at www.ihmrs.com.

Clean the World Foundation Inc. is

a social enterprise with the mission

of saving millions of lives around the

globe. Since 2009, Clean the World has

distributed more than 14 million bars

of soap in nearly 70 countries. Through

the "ONE Project," Clean the World

provides hygiene kits to the homeless

and families in transition throughout

North America.

IHMRS, from page 60

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He called his new business

Air Stream Foods, and he

began supplying the ac-

tual meat and potatoes

served on planes.

At the same time the company also

developed a smaller business selling

to restaurants, and that’s where his

son, Bob Fitzsimmons, CEO, and New-

York-based Food Authority, come in.

Originally founded in 1977, Food

Authority today provides customers

with more than 5,000 products rang-

ing from fresh produce to dairy to

multi-unit paper goods. Now in its

second generation, the family-owned

business provides sustainable prod-

ucts and locally sourced fruits and

vegetables to some of the nation’s top

restaurant chains, businesses and in-

stitutions.

Food Authority works with envi-

ronmentally friendly farmers in New

York and New Jersey who provide food

to small, independent eateries up to

large restaurant chains.

Proud of its reputation as a family-

owned business for the past 35 years,

Food Authority has 85 trucks on the

road every day and 300 employees.

And what sets it apart, company exec-

utives believe, is the relationships that

make their business flourish.

“We've grown this company from

the inside out,” says Fitzsimmons,

who explains that Food Authority does

not use sales reps, all business is done

through referrals. “Good old fashioned

blood, sweat, and tears. And it has paid

dividends. And because of that, we go

to bed at night knowing our business

is our business, not sales reps running

the ship.”

Fitzsimmons says the company is

built on relationships. “When cus-

tomers call here, they're talking to

me. They're absolutely speaking to

the owners, or they're speaking to the

same guys that they've been speak-

ing to for the last 15, 20, or 25 years.

I mean, that's the way we run this

place.”

The company also has a program,

called Local Priority, where Food Au-

thority employees go out and promote

locally grown produce, in a 100-mile

radius from its headquarters on Long

Island.

“We say to a farmer, look, if you

plant X amount of acres for me of X

amount of product, when that prod-

uct is harvested, Food Authority will

in fact buy it and we'll distribute that

Queens Based Food Authority Brings Fresh Solutions To East Coast Food Service OperatorsIt’s probably been a while since you’ve been served a hot (or cold) meal on an airplane. But before

meal service came down from the clouds, an enterprising young in-flight executive, Bob

Fitzsimmons, decided to take what he knew and apply it to foodservice on the ground.

// NEWS FOODSERVICE

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

We are always looking

for strategies that

enable us to be more

efficient and at the

same time make us a

better neighbor.


product to our restaurants, which we

make sure that product is planted for

them, harvested for them, and deliv-

ered to them under the farmer’s name.

And we'll make sure that farmer is re-

sponsible for growing it and packing it

for you and that product is exclusively

yours. “

Fitzsimmons swears that the food

produced by these farmers is differ-

ent. “One thousand percent of the

people who buy the tomatoes grown

in Long Island have a very unique and

distinctive taste. I believe it has a lot

to do just purely with the fact that it's

freshly grown. I mean, you're picking

it and you're eating it. It's like when

you grow something in your backyard.

How can that not taste superior?”

Growing food locally for distribu-

tion is very much the way the food-

service business is going, according

to Fitzsimmons. “People just want the

freshest ingredients now, where it only

used to happen in certain restaurants.

In kids' summer camps, salad bars

everywhere. Studies have shown that

more than 7 out of 10 consumers said

they would be more likely to visit a res-

taurant that offers menu items grown

close to home. They want the good

stuff.”

Customers are more knowledgeable

today. “They're just savvy on all levels

now and eating healthy is top of the

list,” he says.

What lies ahead? “We've worked

hard to become a trusted, valued sup-

plier with customers such as Chipotle

Mexican Grill or Pret a Manger or Le

Pain Quotidien, customers with brand

recognition. These are trusted part-

ners of ours,” says Fitzsimmons. “It

speaks volumes for us as distributors.”

BOOTH #823

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The announcement was

made by Montague Vice

President of Sales and Mar-

keting, Gary Rupp.

With over 60 years of combined in-

dustry experience, Dolan and Poulos

bring a wealth of knowledge to this

new venture. Both men have extensive

experience in the design and instal-

lation of kitchens that provide chefs

with equipment that’s efficient, reli-

able and performs to their demanding

expectations.

Bill Dolan has overseen projects

ranging from historic White House

and Greenbrier Resort installations to

cutting edge kitchens for some of the

country’s top chefs. An experienced

trainer, Dolan initiated and built the

industry’s premier test and training

kitchen, and spearheaded the use of

interactive product cutaways to facili-

tate product comparison and show-

case brand benefits.

Michael Poulos brings with him a

diverse background in the front- and

back-of-the-house operations, and

has worked with Michelin-starred

chefs across America. He is proficient

in cooking execution and processes

that are crucial to solving chefs’ exact-

ing needs and requirements of kitchen

space.

“We are confident that Bill and Mi-

chael will add a great dimension to the

Montague team” stated Gary Rupp.

“They will help us increase our pres-

ence in the DC and Metro New York

areas and help drive sales to a diverse

group of chefs and operators.”

The Montague Company is a lead-

ing producer of high-quality, heavy-

duty cooking equipment in the

foodservice industry. For more infor-

mation, please contact The Montague

Company at 800-345-1830 or www.

montaguecompany.com.

Montague Announces New Representation in Metro NYCThe Montague Company, a leading producer of world-class cooking equipment has appointed William Dolan and Michael

Poulos of monobloc as the company’s new manufacturer representatives covering New York, Northern New Jersey, Western

Pennsylvania, Washington DC, Maryland, Virginia, Southeast West Virginia, and Delaware (Sussex County).

// NEWS REPRESENTATION

“We are confident

that Bill and

Michael will add a

great dimension to

the Montague team."

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is warm, bright and open. Deceptively

large and inviting. No restaurant de-

signers were called upon. Thank God

my best friend is a carpenter.

How did you meet and attract Chef Paul DiMaria? What does he bring to the table for Walrus + Carpenter?We met through a friend of a friend.

He was attracted by the concept, loca-

tion, and my charming personality (his

words). Paul is extremely passionate

about food. He came with an impres-

sive background and an excitement to

bring something new to the table.

What‘s your line-up for equipment in the BOH? And tell us about your cus-tom-built Smoker?Pretty basic. A lot of equipment ac-

quired from the previous restaurant

at this location. We added a holding

cabinet, electric smoker, and a much

needed Robot Coupe. As for the smok-

er, our boiler maintenance man, Mike

Savage (a Bridgeport resident), offered

to fabricate a smoker from a 500 gal-

lon propane tank to our pit master Ben

McCrea’s specifications. She’s a thing

of beauty. A reverse flow system accen-

tuated with two exhaust pipes and an

old wood-burning stove.

Offer any private dining events, brunch and special events? We offer brunch Friday through Sun-

day. Brunch should not be one day a

week. We are currently renovating a

private dining area the main purpose

of which will be to host beer, wine, and

spirit dinners. The first will be a hard ci-

der dinner the end of September.

Are you using any locally sourced CT or NY produce farms or meat purvey-ors?We are constantly growing our rela-

tionships with local farmers. Chef Paul

is very passionate about the food being

seasonal and local.

Do you have an in-house Pastry Chef for dessert offerings?Our in-house Pastry Chef is Maggie

Lyon whom Chef Paul had recom-

mended we bring on as Sous Chef be-

fore we opened the doors of W+C. Her

desserts are one of the biggest hits at

the restaurant and she’s constantly

evolving the offerings. Most recently

people are going nuts over her deep

fried blueberry pie.

Your wine menu is somewhat limited, but your craft beer and bourbon list is quite extensive. What was the thinking behind your wine, beer and spirits of-ferings? I’m a strong believer of when in Rome…

That is to say that when I go to an Ital-

ian restaurant, I opt for an Italian wine.

If I’m in Germany, I drink German beer.

W+C is a uniquely American concept.

Slow smoked meats and southern in-

spired cuisine. Hence, an all-American

beverage program. It’s fun to break

people out of the norm of drinking

Grey Goose and Jameson. There is so

much that this country has to offer

in the way of spirits and beer. Not to

mention wine, which we have begun

to expand our offerings. A nice Pinot

Gris from Four Graces in Oregon is a

wonderful change of pace from Italian

Pinot Grigio.

Do you see another Walrus + Carpen-ter location in the future?I do not see another Walrus + Carpen-

ter in the future. That is not to say I

don’t see other restaurants from this

great team we have put together, but

there should only ever be one W+C.

That is part of what makes this experi-

ence special.

Chefcetera, from page 25

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T he hot toddy dates back

to the Colonial period

when beleaguered sol-

diers would add a por-

tion of hot liquid to their

daily ration of alcoholic refreshment.

In my research I found that the hot

toddy might have been first used in

India that makes sense because heat

is part of the Vedic method of healing

through the application of warm liq-

uids taken internally. The application

of alcohol would not have been too far

off because the liquor we know today

as rum, distilled from sugar cane was

first discovered in India! With Vedic

methods of healing the application of

rum to the heating method of using

hot liquids for healing, would not be

too far of a stretch!

Hot toddy drinks for healing made

their way around the globe anywhere

that sailors plied the seas. Even in

warm climates, time spent below

decks on a sailing vessel was a clam-

my, damp and bone-chilling world

without much light or fresh air. A

hand-held relaxant known as the hot

toddy would go a long way towards

deeply warming the imbiber’s deep-

est chill. If the afflicted individual was

suffering from a fever the application

of intoxicants along with a dose of hot

tea and a slug of dark molasses based

sweetener heals by warming the in-

sides in more ways than one.

Back in the 80’s and 90’s I spent much

time on a yacht moored down in the

British Virgin Islands that belonged to

my family. She was a sleek vessel and

even when standing still she still ex-

uded speed and comfort while far out

at sea. Sailing her from New England,

across the Bermudian straits, down to

the Bahamas and then finally out to

the British Virgin Islands was never a

pleasurable trip. Honey and ginger

syrup would be administered along

with a slug or two of dark rum in a

mug filled with strong British tea for

warming. The honey was for sweeten-

ing, the ginger for settling the stomach

and the rum; well you know what rum

is for! That lovely buzz that just says

BZZZZZZZZ.

Two lovely hot toddy cocktails for

maximum warming.

As I said above, a sailor must have a

couple things on board his yacht at

all times. Good rum or whisky, strong

tea, ginger syrup, boiling water… All

are important to healing what ails ye!

I love naming my hot toddy cock-

tails after sea-faring folks. The first,

made with bourbon whiskey is simply

named the Kentuckian Sailor. Anyone

who knows geography would know

that Kentucky is landlocked in this

pun on the word sailor, this toddy is

more than strong enough to take a

landlubber and give him sea legs.

The Kentuckian Sailor ToddyIngredients

• 2 oz. Four Roses Yellow Label

Bourbon Whiskey

• .50 oz. fresh lime juice (must

be freshly squeezed)

• .25 oz. fresh lemon juice (also

must be freshly squeezed)

• 4 oz. hot English Breakfast Tea

• .25 ginger syrup

• .25 molasses (for sweetening)

• Freshly scraped nutmeg

Preparation1. Prepare your tea and add it to a

preheated mug

2. Add the Bourbon, the fruit juices

and the sweeteners with the gin-

ger syrup

3. Stir to combine and scrape some

fresh nutmeg over the top

4. Sip to comfort knowing that you

will soon be warm. Inside and

out!

The second hot toddy is based on a

drink that I once enjoyed in Austria as

a boy traveling with my family. Once

you get out of the cities, good heat is

hard to come by. Not that the country

is backward, it’s just that most homes

are heated by wood and the hotels

are usually heated by systems that

date back to the Middle Ages or so it

seemed at the time. When drinks were

enjoyed they contained large amounts

of schnapps and also eau de vie. Both

say warming through “fire water” and

when combined with the fantastically

thick, local hot chocolate, you’d be

warmed through and through faster

than it takes a Billy Goat to chase you

away from his flock. And that’s really

fast!

Austrian Hot Chocolate ToddyIngredients

• 6 oz. Steaming Hot Chocolate

(The thicker the better!)

• 4 oz. dark rum like Stroh from

Austria (I know, rum from

Austria? It’s good!)

• 2oz.pür•likörSpice

Combine all the ingredients in two

pre-heated mugs and sip to warmth!

// MIXOLOGY WITH WARREN BOBROW

Metro New York Mixology If there were one drink that stands out over most

when the weather starts getting cooler it would have

to be the hot toddy.

Warren Bobrow

Warren Bobrow is the cocktail writer for

Williams-Sonoma, Foodista, Voda Maga-

zine and the 501c3 not for profit Wild River

Review/Wild Table, where he also serves as

an editor. www.cocktailwhisperer.com


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• Doorways

• Parking lots

• Common areas

• Maintain Mats and Runners

When it comes to mats and runners, at-

tention to detail can reduce accidents.

Select the appropriate mat based on

location and performance needs.

For example, a kitchen may require

a different mat than an entranceway.

Limit the difference in height be-

tween floor surfaces and mats

to no more than ¼ to ½ an inch.

Inspect mats and run-

ners so they are not curled.

Inspect regularly for deteriora-

tion or build-up of contaminants.

Pay attention to footwear A simple yet commonly overlooked

aspect of your prevention program is

requiring the use of proper footwear.

Either provide or hold your employees

accountable for wearing slip-resistant

footwear. Features of footwear that

should be taken into account include:

• Tread design

• Harness and shape of sole and

heel

• Abrasion, oil, chemical and heat

resistance

• Footwear that becomes damaged

or worn out should be replaced

immediately.

Learning To "Walk" Again Walking is an activity that most of us

do not put any thought into, however

adjusting how you walk in certain sit-

uations and being cognizant of your

surroundings can prevent injuries.

Some useful tips include:

• Avoid "distracted walking", in-

cluding walking while texting or

emailing.

• Turn sideways and take short

steps when walking on slopes.

• Shorten your stride when hazards

are present or when walking on

slippery surfaces.

• Point your toes slightly to the

sides I.E. "the penguin walk".

• If possible, keep your hands free

for better balance.

• Turn slightly towards the wall

on stairs and use the handrail.

Detailed incident reporting If an accident does occur in spite of

your best efforts, an immediate re-

sponse is necessary. Document exact-

ly what occurred, including who was

involved and where, why and how it

happened. Learning the details of an

incident is useful for detecting trends

and it can be used to put measures

into place to prevent recurrences. Ad-

ditionally, taking a detailed account of

the accident will reduce the likelihood

of fraud, which can save you and your

business additional dollars and head-

aches.

Slips, trips and falls are a serious issue

that can cause substantial financial

damage to your company. Effective

inspection, maintenance and house-

keeping policies and procedures are

critical elements of prevention. Em-

bedding safety training and education

efforts into your culture, setting a pos-

itive example and holding employees

accountable can make a significant

impact.

Speak with your advisor about how

to engage a Risk Services expert in

assessing your risk and helping you

implement best practices.

Robert Fiorito, serves as Vice President,

Hub International Northeast, where

he specializes in providing insurance

brokerage services to the restaurant in-

dustry. As a 20-year veteran and former

restaurateur himself, Bob has worked

with a wide array of restaurant and

food service businesses, ranging from

fast-food chains to upscale, “white

tablecloth" dining establishments. For

more information, please visit www.

hubfiorito.com.

Fiorito, from page 34

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Polo Steakhouse will offer

signature dishes, such as a

signature 28-day, dry-aged

prime grade Bone In Filet

Mignon, Porterhouse for two, Bone

In Rib Eye, Kansas City strip steak as

well as center-cut Filet Mignon, Steak

Au Poivre, Colorado lamb chops and

smoked long bone Berkshire pork

chop. Specialty dishes will include

grilled Swordfish, Scottish salmon and

classic Steak Diane prepared table-

side. Entrees will be complemented by

a variety of a la carte starters, salads,

side orders and a raw bar.

“The key to hand-picking the best

steak is partnering with the region’s

top purveyors and knowing the breed

of cattle, how they are raised and what

they are fed,” comments Polo Steak-

house’s (and The Garden City Hotel’s)

Executive Chef, Michael Mandato,

who has worked with such top chefs

as Jean-Georges Vongerichten at New

York’s Brandywine Restaurant, and

has cooked throughout the world,

even for such notables as the Queen of

England and the Duke of Edinburgh.

The 120-seat Polo Steakhouse will

serve weekday lunches and daily din-

ners in both the main dining room

and the Wine Room, a private space

for special events and celebrations for

up to 50 guests. The interior, imagined

by Italian designer Marcello Pozzi,

combines traditional steakhouse din-

ing with modern luxury, characterized

by hand-laid mahogany herringbone

floors, deep cabernet textiles and cus-

Iconic, Legendary Garden City Hotel Debuts New Polo Steakhouse Fall 2013Polo Steakhouse will make its debut this Fall at the iconic and historic Garden City Hotel, celebrating

its 140th-year anniversary in 2014. Polo, a quintessential American steakhouse, will be a benchmark

for steakhouses on Long Island, serving classic, hand-selected, premium-quality steak and freshly

caught seafood for discerning hotel guests and the surrounding residential and business community.

// NEWS RESTAURANTS


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Ferri's Ed Pecinka and assisted by Jason

Butler of BSE Marketing and Mike Klat-

man of TD.

The golf awards included a first ever

presentation of fishing rods to the four-

some with the worst score. MAFSI is a

63 year-old, professional trade associa-

tion comprised of 270+ independent

sales agencies and 220+ manufacturers

of commercial foodservice equipment,

supplies, tabletop and furniture.

MAFSI represents over 2,000 sales

and marketing professionals and man-

ufacturing executives across North

America and internationally who are

a major force in the 10 billion dollar

equipment, supply, tabletop and fur-

niture segment of the foodservice in-

dustry.

The organization's primary mem-

ber is the factory sales’ representative

agency whose role is to professionally

market foodservice equipment, sup-

plies, tabletop and furniture for their

manufacturers, on a wholesale basis,

and serve as the local factory branch

office for the dealer and operator com-

munities.

Because of the interdependent rela-

tionship between manufacturers and

representatives, MAFSI is also commit-

ted to the 800 manufacturers that serve

our industry - 220+ of which are associ-

ate members of the association.

Fundamental to manufacturers, of

course, is to deliver their product to

market in the most efficient and thor-

ough method. More than 80% of the

brand names the foodservice indus-

try buys are marketed through MAFSI

Reps. The group strongly believes

that the independent representative

is more closely in touch with market

trends affecting dealers, consultants,

service agents and end-users than any

other segment in our industry’s various

distribution channels. They truly are

the windows to the marketplace.

MAFSI reps spend their day calling

on all facets of the industry with the

purpose of lending their specific prod-

uct knowledge and experience to the

foodservice community. They work

directly with the local foodservice deal-

ers and distributors, service agencies,

and end-user operators as the product

specialist and consultative sales agent.

"The MAFSI rep is a specialist that

the dealer and consultant rely upon as

they execute their work," added chap-

ter president Rob McKeown. "We sup-

port both – we replace neither Repre-

sentatives who also advocate customer

issues with their manufacturers and

dealers to ensure that the operator

is receiving exactly what they are de-

manding."

MAFSI reps typically employ 3 to 4

field representatives, 2 to 3 inside cus-

tomer service people and often have

showrooms and test kitchens to assist

customers in project planning. It is

not uncommon for MAFSI reps to also

have on staff chefs to assist the custom-

ers´ culinary team with menu planning

and preparation and cooking proce-

dures unique to specialized equipment

such as blast chillers and combi ovens.

MAFSI members’ broad range of

services are available to customers at

no expense. Our members’ field reps,

their customer service staff, their fa-

cilities and their years of specialized

experience are available to customers

at no charge because they are paid by

the manufacturers. Over 80% of food-

service manufacturers utilize the pro-

fessional sales and marketing services

of independent manufacturers’ repre-

sentatives. Manufacturers have found

that hiring independent, commission

based, sales professionals provide bet-

ter results for themselves and their cus-

tomers.

Mafsi, from page 58

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tom-made Italian furniture, including

leather sofas with red piping.

“Polo Steakhouse will honor the tra-

dition of great steakhouses and will be

a defining addition to a new era of our

hotel’s history. We are putting forth a

modern classic,” says Garden City Ho-

tel General Manager Grady Colin. “Ex-

pect a sophisticated yet approachable

restaurant experience with superlative

steaks, seafood and a few surprises-

complemented by the attentive and

gracious service expected of our icon-

ic property.”

When the new restaurant opens,

Rein, the hotel’s current restaurant,

will be renamed Polo Lounge to serve

breakfast and a light menu through-

out the day, followed by cocktails and

evening entertainment.

Since 1874, The Garden City Hotel

has welcomed guests with spacious

guest rooms, luxurious suites and

genuine hospitality. Their historic

Long Island hotel has been a preferred

destination of dignitaries and celeb-

rities including the Kennedys, Sarah

Palin, the cast of Sex and The City as

well as business travelers, New York

locals and visitors from around the

globe. From post-Civil War beginnings

to our present-day grandeur, The Gar-

den City Hotel has proudly hosted

the city's finest meetings and special

events. Their award-winning service

is enhanced by timeless elegance and

modern comforts including a state-of-

the-art Health and Fitness Center, a

highly acclaimed restaurant, versatile

function space and much more.

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

Garden City, from page 76

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GrubHub may sound like a

good idea for your restau-

rant – they promise expo-

sure to hungry customers

that you may not reach otherwise. And

it’s free to list your restaurant on the

GrubHub site. Just remember, noth-

ing is free – you are charged on average

15.5% per order that GrubHub brings

to you (some people are paying 25 %

per order). In Chicago where GrubHub

headquarters is located I was trying to

help a popular pizzeria get off losing

over $22,000 to GrubHub. Wouldn’t you

like to Keep that 15.5% - 25% in your

own pocket! With a little extra work

you can reach those hungry custom-

ers yourself, and turn them into repeat

customers. Here’s your strategy to ac-

complish this: drive customers directly

to your website (bypass GrubHub), and

once they’re on your site, capture their

email addresses so you can continue

to build the relationship. There are

companies like imenu.com, (lets add 2

other ones) that will sell you simple ap-

plications that you can use online and

do these things yourself. Here are four

easy ways to drive customers directly to

your restaurant website:

Offer a deal for people to order their

next meal directly from your web-

site. Promote the deal on your web-

site, on the backs of receipts, on

your carryout menu, and on any

direct mail pieces you send out.

List your restaurant on Google Places

(now Google + local). According to

Google, 97% of consumers search on-

line for local businesses. Google Places

is free, and allows you to add photos,

post your hours, address and even vid-

eos. Google Places helps ensure cus-

tomers can find you when they type in

your name or do a general food search.

Take the time to add your restaurant

website to relevant directories. This

only takes a few minutes, and is one

of the ways tech-savvy customers are

finding local businesses. Make sure

you include all relevant details when

you list your restaurant – the more in-

formation to help customers choose

you the better. Your restaurant should

be listed on Urbanspoon, Zagat, Yelp

Menupages.com and Opentable.com.

Encourage and promote customer re-

views. Ask customers to post positive

reviews of your restaurant (you may

want to provide an incentive for this,

such as a free appetizer or dessert on

the next visit). Reviews on sites such as

Yelp link back to your website. Think

people aren’t reading online restaurant

reviews? Think again – 89% of con-

sumers say they research a restaurant

online before dining there. Looking at

menus and other restaurant informa-

tion is most common among consum-

ers age 25-45. Hook this audience with

a positive review and they’ll be sure

to visit your website to check you out!

Once customers are on your website,

always place a box with some sort of

an incentive for people to add their

email address, name, last name even

birthday (without year). Most people

will not give you their year anyway. At

least their email addresses! Encourage

first time visitors to order online with

a deal they can’t resist. Buy now and

get 25% off your next order. While they

order, they have to provide some per-

sonal information like email addresses.

That is a great way to invite them back.

You should also have a simple form on

your site to collect email addresses as

I mentioned before. Ask customers to

sign up to receive future deals, advance

notice of events you are hosting, birth-

day coupons, etc.

GrubHub claims that 91% of its diners

tried out a new restaurant. That’s great

news, but your goal should be to turn

those first time customers into loyal

customers. Sending emails is one of

the most effective ways to build loy-

alty. If you use GrubHub, you are not

collecting email addresses. GrubHub

collects the addresses, and does not

share them with you. Take the time to

capture new customers yourself, and

your long-term goal of building loyalty

will be reached.

Ola Ayeni is the Chief Idea Officer at

Dining Dialog and myeateria.com,

through eateria restaurant, food and

hospitality business owners can man-

age their email marketing, Facebook,

twitter, and text messages all in one

place saving time and money while

also using its unique coupon and gift

certificate validation system which pre-

vents reprints of offers. Sign up for a free

trial account at myeateria.com/pricing .

For restaurant marketing tips, visit our

eateria™blog at eateria.org/blog/.

Think You Need GrubHub? Think Again!

// RESTAURANT MARKETING

Ola Ayeni, Founder of Dining Dialog & myeateria.com

[email protected]

WITH OLA AYENI


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"When select-

ing locations

for our food

show, we look

to be different from the rest of the in-

dustry. We do not like the feel of a mas-

sive hall, we look for a location with

character and personality." noted Ace

Endico Vice President Laura Endico

Verzullo.

Our past location was a beautiful

club on the water, which we loved. As

Ace Endico has grown over the years,

it just became too small to handle the

volume of customers and vendors.

After much discussion, we chose a lo-

cation of prestige, and greatness - the

"New" Yankee Stadium. What a venue.

In our eyes we chose a venue to be

proud of.

For Ace Endico, growth has come

from presenting an array of new solu-

tions for their diverse customer base

throughout the year. Once again they

brought that something special with

a first ever Ace Endico appearance by

Mr. October: Reggie Jackson.

Once again show guests were treat-

ed to over 200 vendor booths offering

special pricing, new and exciting food

demonstrations. Yankee Stadium's

Legends Hospitality chefs brought a

bevy of new menu ideas. Ace Endico

customers got the opportunity to be

photographed with World Series Tro-

phies and visits to the Dugout and

Monument Park.

The show also gave Ace Endico an

opportunity to introduce the newest

members of their lineup with the re-

cent acquisitions of Farmers Pride and

Cannillo.

EYE visited with many local food

and beverage regional managers in-

cluding:

Admiration's Beverly Barcelo-

na, Heinz’s Mike Henneborn, and

Craig Hayner, John Santangelo of Con

Agra, Primo Crust's Kirtus Westhaver,

Dan Martin of Lucky’s, Original Philly

Cheesesteak's Brian Bauman, James

Burkly of Hormel and the Unilever

duo of Tracey Minor and Elizabeth

Kirtland.

Founded in 1982, by William A.

Endico and Murray Hertzberg, Ace

Endico is the largest distributor in

Westchester and Putnam Counties

servicing the tri-state area. Ace Endi-

co’s state-of-the-art facility houses an

all-encompassing inventory featuring

dairy, produce, meats, seafood, fine

imported specialty products, paper,

canned goods and everything in be-

tween.

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


Admiration's Northeast Regional Sales Manager, Beverly Barcelona

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

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

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


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traction, and a negative guest experi-

ence.

Attract the LocalsIn seasonal communities, the local pop-

ulation becomes the core of your cus-

tomer base in the off-season. Cater to

them and actively attract them to your

restaurant. A good way to increase off-

season sales is to offer locals discounts:

deeply discounted wedding receptions,

special weekday prix fixe menus and/ or

corporate meetings and events. An ap-

propriately engineered menu will allow

you to do this without severely eroding

your profit margin. It is important to

curry favor with the locals, because their

great experiences at your restaurant will

turn them into your best marketing tool,

as we wrote in our blog Attracting Cus-

tomers. They are likely to recommend

you to other locals in the off-season, as

well as the in-season visitors who may

not know about you.

Maintaining a seasonal business has

unique challenges beyond those faced

by other restaurants and food service

operations. By properly planning ahead

to ride out the slower season, which

you know is coming, you will be able to

make it through to the next busy season

in good financial shape.

Don’t know where to begin? 4Q Consult-

ing can develop customized operational

guidelines to help you grow your busi-

ness. Email us today for a free business

consultation at www.4qconsult.com.

Noelle, from page 29Rutgers, from page 46

University Press. “Diners are cool in so

many ways,’’ Genovese added. “There

is something about that neon sign that

beckons.’’

Genovese is not surprised Rutgers

students wanted a diner. For people

from New Jersey it’s a taste of home.

And for students from out of state, it’s

a hallmark of life in the state they want

to experience. There are more diners

than towns in New Jersey – about 600

Genovese said – and they are special,

because unlike chain restaurants each

one is different.

The chefs working to launch the

diner have the credentials and experi-

ence to turn it into something special.

Emanuel studied at the Culinary Insti-

tute of America after graduating from

Rutgers. He built an extensive resume

in the food industry that included

working with an expert at launching

New Jersey diners before returning to

his alma mater.

The manager of the diner, Sebas-

tian Nieto, studied in Argentina and

worked in kitchens in Spain and Paris.

He served as the university’s catering

chef, chef to the university president

and won a national dining services

championship since coming to the

university. Barry Squier, who will take

on the role of chef at the diner, is the

former chef-owner of the acclaimed

and Zagat-rated Giraffe restaurant in

Basking Ridge.

Even before opening its doors, Hen-

ry’s created a stir on campus. Several

people walked in on a recent after-

noon in hopes of being the first to get

a taste as chefs tested the preparation

of items on the menu. “Diners have

this homey and friendly feeling about

them,’’ said Nieto, the manager. “It’s

a place in town where everyone gets

together – they go to the diner, have

breakfast and talk about things,’’ Nieto

said. “The university is a community.

There is no reason why it shouldn’t be

the same here.’’

http://issuu.com/action/openurl?url=http://www.ice.edu/icetfs




Stonehill & Taylor (New York, NY): The

Refinery Hotel (New York, NY)

Best Lobby — Luxury/Upscale Rottet Studio (Houston, TX): The

James Royal Palm (Miami Beach, FL)

TAL Studio (Las Vegas, NV): Hotel

Jerome (Aspen, CO)

HBA Design (Singapore): Four Sea-

sons Hotel Guangzhou (Guangzhou,

China)

Best Lobby — Midscale/Budget/Focused ServiceHOK (Toronto, ON): Delta Ottawa

City Centre (Ottawa, ON)

Simeone Deary (Chicago, IL): Hilton

Dallas Park Cities (Dallas, TX)

Simeone Deary (Chicago, IL): Hilton

Columbus Downtown (Columbus,

OH)

Best Resort

J Banks Design (Hilton Head Island,

SC): Hotel Castello di Casole (Casole

D'elsa, Italy)

BLINK Design Group Pvt Ltd (Bang-

kok, Thailand): Regent Phuket Cape

Panwa (Phuket, Thailand)

HKS (Dallas, TX): Mukul Resort (Rivas,

Nicaragua)

DPOVinteriors (Knoxville, TN): Club

La Pension Resort, Bluegreen Vaca-

tions (New Orleans, LA)

Best Restaurant — Casual DiningRottet Studio (Houston, TX): Florida

Cookery at The James Royal Palm

(Miami Beach, FL)

Kinney Chan & Asscociates (Hong

Kong): Café Bord de Mer (Hong Kong)

Munge Leung (Toronto, ON): Wes-

lodge (Toronto, ON)

GrizForm Design Architects (Wash-

ington, DC): Farmers Fishers Bakers

(Washington, DC)

Best Restaurant — Fine DiningThomas Schoos Design (West Hol-

lywood, CA): Herringbone Restaurant

(La Jolla, CA)

CORE (Washington, DC): minibar

(Washington, DC)

Thomas Schoos Design (West Hol-

lywood, CA): Figue Restaurant (La

Quinta, CA)

Best SpaICRAVE (New York, NY): BASK Spa by

Exhale (Atlantic City, NJ)

HBA (Singapore): Four Seasons Hotel

Guangzhou (Guangzhou, China)

Best SuiteThe Gallery HBA London (London,

UK): St Regis Rome (Rome, Italy)

The Gallery HBA London (London,

UK): The Alpina Gstaad (Gstaad,

Switzerland)

Rockwell Group (New York, NY): W

Singapore Sentosa Cove (Singapore)

TonyChi and Associates (New York,

NY): Rosewood London | Lord Chan-

cellor's Suite (London, UK)

Judges So Cool Nikolas Weinstein Studios, Inc. (San

Francisco, CA): Glass Sculpture for

Courtyard by Marriott Hong Kong Sha

Tin (Shanghai, China)

Jeffrey Beers (New York, NY): Toy

(New York, NY)

Josh Held Design (New York, NY):

Marquee New York Redesign (New

York, NY)

Judges for the 2013 Gold Key Awards

were: Caroline Baumann (Director,

Cooper-Hewitt, National Design

Museum); Ong Chih Ching (Founder

and CEO, KOP Group); Carlos Coutu-

rier (Managing Partner and Creative

IHMRS, from page 14

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Force, GRUPO HABITA); Ted Jacobs

(VP of Global Design, W | Le Méridien

| St. Regis | The Luxury Collection,

Starwood Hotels & Resorts); Richard

Millard (Chairman and CEO, Trust

Hospitality); Priya Paul (Chairperson,

Apeejay Surrendra Park Hotels); Ian

Schrager (Founder and Chairman, Ian

Schrager Company); Claus Sendlinger

(Founder and CEO, Design Hotels

AG); Petter A. Stordalen (Owner and

CEO, Nordic Choice Hotels, The

Thief Hotel, Home Invest, Home

Capital and Home Properties); Larry

Traxler (SVP — Global Design, Hilton

Worldwide); Glenn Wilson (VP, In-

ternational Interior Design, Marriott

International, Inc.).

Finalists were selected based on

aesthetic appeal, practicality and

functionality of design.


Motel + Restaurant Show will run

Saturday, November 9, through

Tuesday, November 12, 2013, at New

York City's Jacob K. Javits Conven-

tion Center. Following a full day of

conference and networking activities

on Saturday, November 9, the IHMRS

will feature three full days of exhibits

from Sunday, November 10, through

Tuesday, November 12. The market

will present nearly 700 exhibitors

and attract nearly 18,000 industry

professionals. It is co-located with

the 4th annual Boutique Design New

York (BDNY), which will run Sun-

day, November 10 through Monday,

November 11, presenting 400 interior

product manufacturers and attracting

more than 5,000 hospitality designers,

architects and purchasing executives.

BDNY will feature two full days of ex-

pert panel presentations and interac-

tive workshops.

IHMRS is sponsored by the Ameri-

can Hotel & Lodging Association

(AH&LA), the Hotel Association of

New York City, Inc. (HANYC), and the

New York State Hospitality & Tour-

ism Association (NYSH&TA), and is

managed by Hospitality Media Group

(HMG).

Additional information is available

online, at www.ihmrs.com or www.

bdny.com. Tickets for the Gold Key

Awards gala are available for $175 and

can be purchased as part of IHMRS/

BDNY trade fair registration or as an

event ticket only.

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http://issuu.com/action/openurl?url=http://www.wincous.com


your performance has to be at its best.

And the only way to get to that point is

through practice.

There’s been a move to farm to table, and to making foods healthier. What kind of an impact has that had on you?We’ll look at recipes, and say, how are

we going to make this gluten-free?

What can we do to substitute different

things? And the students will actually

make those things and see what the

results are. So it's maybe like a bakery

science. Regards to the farm to table

movement, we are very fortunate. I

live in Lancaster, Pennsylvania, which

is in the middle of Amish country. So

we're very fortunate to have a lot of

local produce, and a lot of local sup-

pliers that we can use and get great

products. Our curriculum goes year-

round so we have to be a little adapt-

able as to what is in season. It’s a little

tricky because we plan out ahead of

time what we're going be making. And

there's a purpose and a reason why we

have things in a certain order. So it's

not like in a regular small restaurant

where you can walk in at night and

say, oh, I just got this from the market,

I'm going to make this. We have to be

able to plan a little bit more, and have

a structure to what we're teaching.

So is there a move away from deca-dence in the dessert course, towards more healthy desserts?I think it's a mix. We use tried and test-

ed recipes, a lot of European-based

recipes, which use very little high-

fructose corn syrup. We use real sugars

and things. Anything in moderation,

you know? It’s all a balance between

healthy eating and exercise, which we

all should be following.

What are some of the trends that you're seeing in terms of pastry and baking? Are you seeing more choco-late? More fruit? More things on the

savory side? Yes, we’re seeing cheeses, maybe

squash purees, butternut squash pu-

rees, being combined with sweeter

items, kind of an organic feel to things.

Not so structured.

Some of your students have moved on to nice jobs.We've had students hired at Norman

Love Chocolates in Florida, the Swan

and Dolphin in Orlando, where we've

had two or three externs now, and

they've also been hired. Williamsburg

Inn. Sagamore Resort. We have a stu-

dent going for the first time now to the

Inn at Little Washington, which is one

of the top inns in the country. So we

are getting them going. We just had

two students enter a chocolate com-

petition and we came in 2nd and 4th

place. We do American Culinary Foun-

dation (ACF) competitions against

other schools, and I like to push them

to do that. It’s a lot of work on my

part, because I do a lot of extra coach-

ing with them. But I think it's great to

have them see that, experience is what

it takes.

Tell me a little about your experience.I was practicing for a competition

called the Queen of Pastry, a competi-

tion in Italy. Ten countries were com-

peting. It was basically an eight-hour

day in which we do plated desserts,

assemble a showpiece. They send you

a list of equipment, and, of course,

there's blast freezers on the list. I

didn't have one. But a colleague lent

me one, beforehand. I wouldn’t have

been able to practice for the compe-

tition without it. When we actually

competed, there were a lot of teams

who had never used one, and every-

thing they served was really rock-solid

and too frozen. So, I was really grate-

ful, because the only way I could really

successfully practice for this compe-

tition was to have the correct equip-

ment. I'm coaching the pastry chef

from Hotel Hershey for the competi-

tion in 2014. And I’m going to judge as

well. Then in November I'm going to

Dubai in the Middle East to compete

with a team of chefs as ACF. And we're

competing for the US against 12 other

countries.

What's the role of TV today, for you as an educator? And how has it af-fected the expectation levels of your students?It’s another way of becoming visible

and getting your name out there in

the industry. But it’s not the only way.

That’s why I still do professional com-

petitions to be judged by my peers,

and do certifications. It’s dangerous

to only do TV and it's not always the

reality of the industry, obviously. But it

is a great way to get publicity, get your

name out there, have other people

see what you do, because now people

are aware of show pieces and com-

petitions, and these incredible cakes,

which, a few years ago, they wouldn't

have had a clue. So, I think, in some

ways, it is really good. In other ways,

though, we'll have students come,

and say, oh, I want to graduate and

go on The Food Network. And it's just

not going to happen. The chefs that

you see on the Food Network, people

like Emeril, they've paid their dues.

They’ve worked hard. They’ve found

their niche and they’ve been recog-

nized.

What do you think it takes to get your own show on a place like The Food Network?Sometimes it's luck. The right time at

the right place. Having the right per-

sonality. What happens now is it's

more of a personality profiling than

it is a skill profiling. When they're

throwing teams together, you don't

know each other. They're looking for

certain personality types, something

going beautifully, smoothly, through-

out the TV show. It’s not always at-

tractive. It can be extremely stressful.

I had the opportunity to work on Hal-

loween Wars on The Food Network,

and through that, to work on some

amazing showpieces. I wish they

would sometimes just let us do amaz-

ing showpieces. And not have to throw

them away. The networks are looking

for the drama and the twists and the

turns. But I don't know, it'd be nice

to see us do an educational show a

little bit about pastry, to maybe have

somebody who's a professional and

somebody who's not and do a teach-

ing kind of show a little bit, with the

things that can go wrong, and every-

thing else. There was a show overseas,

The American Baker, where they were

all amateurs, but they really took them

through all the different levels of pas-

try, from breads and custards, and

viewers really liked it.

Do you enjoy being on TV?People come to the school sometimes

because they’ve seen me on TV. It’s a

great way to get the word out about

what we do. And hey, it’s job security!

Notter, from page 30

We’ll look at recipes, and

say, how are we going

to make this gluten-

free? What can we do

to substitute different

things? And the students

will actually make those

things and see what the

results are.


In order for a restaurant to

be successful the first must

is that there is a lot of traffic

surrounding your location.

It’s good to be around places

where people shop because people

want to eat when they shop! Look for

community shopping centers, shop-

ping districts and even regional malls.

Entertainment districts are also good –

movies, theaters, concert halls – what

are called destination areas.

For example, if you’re opening up a

breakfast-lunch business, you prob-

ably don’t want to be located near an

all-night bookstore that only thrives in

the evening (though some might like

an early breakfast!). The same goes

for a restaurant that serves lunch. You

want to be in a business setting so ur-

ban districts or business districts are

great. If you’re a restaurant that caters

to a dinner crowd you do not want to

be near business districts that empty

out at 5:00 p.m. but rather it’s best to

be near a residential area.

When choosing a location, an oper-

ator needs to do a financial projection

of what that particular location would

do in gross revenues less projected

expenses including but not limited

to rental or real estate expense, food

cost, and labor costs. You want a spot

that’s going to allow you to do the vol-

ume you project to make a profit. As a

rule of thumb, most restaurant opera-

tors want their real estate cost to be a

maximum of 10% of gross sales.

Now, a lot goes into that, and, of

course, it’s different if you’re talking

about a sit/down restaurant or a deli/

takeout establishment. You have to

crunch the numbers and project how

many people you think you’ll be serv-

ing. You have to figure out how many

covers you’ll do a day multiplied by

what your average check is to equate

into your gross sales. If you’re project-

ing a thousand customers a day, and

the average ticket is $8, that’s $240,000

a month for a 30-day month, which

is approximately $2.9 million a year.

You’ll want your real estate costs to be

$290,000 annually or less. Actually if

you’re doing that kind of volume your

real estate costs will probably be a lot

less, however, it depends upon the size

of the location, where it is located and

the real estate costs for that location.

Now, let’s talk about lease terms. As

mentioned you will be putting a lot of

dollars into construction, build-out,

fixtures, etc., and you’ll need a lease

long enough to amortize your costs,

get your investment back and collect

profits. Remember the shorter the

lease, the greater the risk.

Most restaurant operators desire

a 10-year initial term with one or

two 5-year options. In New York City,

though, landlords don’t like to give

that long a tenure. If you can, go for a

15-year lease, including options.

The legal aspects of opening a res-

taurant are some of the most complex

parts of the opening puzzle. Here’s

where the pieces really begin to move.

We’re talking permits, licenses, and all

kinds of requirements to get both. In

New York City for instance you have

to get approval from four municipal

organizations -- Department of Build-

ings, Department of Mental Health

and Hygiene, Department of Environ-

mental Protection and the Fire De-

partment.

The Department of Buildings will

provide a plan review of construction

drawings and conduct inspections.

The Department of Health and Mental

Hygiene will provide pre-operational

health inspections. The Department

of Environmental Protection will con-

duct a grease interceptor inspection.

The Fire Department will provide

commercial cooking rangehood in-

spections in addition to general safety

inspections.

Additionally, there are many ongo-

ing inspections including those by the

Department of Health and Mental Hy-

giene, which provide various grades

of cleanliness to food service estab-

lishments. In New York City, they’re

now giving grades once you’re open. I

would speak to a lawyer to make sure

you’re doing everything you need.

Prior to opening, the health depart-

ment will come in and check a lot of

things, like whether your thermom-

eters are where they’re supposed to be

and whether you have enough hand

sinks and if they are located in the

proper locations. They will also check

your grease trap along with the envi-

// LEGAL WITH MITCHELL SEGAL

Location, Location, LocationFinding a site for a new restaurant or before purchasing a

restaurant with an existing location demands that one looks

into the demographics of that particular location.

Mitchell Segal

Segal Law PLLC assists clients with all

legal matters relating to establishing and

running a restaurant, bar or franchise

throughout New York, including Manhat-

tan, Queens, Brooklyn and Long Island.

Most restaurant

operators desire a

10-year initial term

with one or two 5-year

options. In New York

City, though, landlords

don’t like to give that

long a tenure. If you

can, go for a 15-year

lease, including options.


ronmental protection department to

see if it works and whether its size is

sufficient, and they will check your

refrigeration units to make sure your

restaurant runs in the proper fashion.

In New York City new restaurants

can be pre-approved before they open.

That means you have comfort before

you open that they won’t come down

on you! It’s a totally new program put

in place by Mayor Michael Bloomberg

to make restaurants 100% compliant

prior to opening and thus avoid po-

tential shut downs and/or fines.

Now, if you have a hood, you’ll need

a certified fire compression special-

ist to certify it, and you’ll have to file

the proper permits with the building

and fire departments. To get the gas

hooked up, plumbers and gas con-

tractors can help. Your fire extinguish-

ers have to be stamped and permitted

properly.

Some restaurants may need addi-

tional permits, like place of assembly

permits, sidewalk café permits, and

signage permits to name a few. If there

is going to be dancing a cabaret li-

cense will be needed.

Finally, let’s talk about liquor li-

censes. In New York, when opening a

new restaurant, all you need is a lease

showing that you have control of the

space in order to initially start the ap-

plication process ( i.e. the establish-

ment does not have to be ready for

business to initially file). Two very im-

portant requirements are concerned

with your location. In order to obtain

a full on premises liquor license an es-

tablishment cannot be located within

200 feet of a church, temple or other

religious setting, or school. That will

throw you out of the box immediately

and prevent you from getting a full

liquor license. (Beer and wine are dif-

ferent.)

The second rule has to do with es-

tablishments already located near

you. It is more difficult to obtain a

license if there are already three or

more establishments that have a full

liquor license within a 500-foot radius

of each other, however it is not a deal

breaker.

My advice: Start the application pro-

cess before your place is completed

and operational. As long as you have

the lease showing you have control of

the property, you can do that.

Some other requirements are that

the operating entity would have to

have a bond, notify the Community

Board where the restaurant is located

in the 5 boroughs or the town or village

if located outside of the 5 boroughs 30

days before filing the application, pro-

vide detailed diagrams of the space,

show a copy of the lease, and explain

your finances. The N.Y.S. Liquor Au-

thority always wants to know where

the money came from!

Remember time is money. Most

people opening a restaurant don’t

have an unlimited amount of mon-

ey. The longer the construction and

opening process takes increasing ones

investment the longer it will take to

earn your investment back. The key

to opening a restaurant in any city

is to have all your ducks in a row, so

you can get through the acquisition,

construction and opening process as

quickly as possible and you can start

achieving revenue.

The bottom line? It’s like going to a

cardiologist to get your feet fixed. You

want the right guy. Planning and the

right guidance are imperative in this

process. Seriously consider talking to

a lawyer or an accountant, someone

who has been there before. Good luck!

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The 25th anniversary edi-

tion of the world’s largest

and most attended ko-

sher trade show will fea-

ture special events and

programs to mark its 25th anniversary,

including a Keynote session highlight-

ing the growth of the kosher industry

in the last 25 years. More than 6,000

industry professionals are expected to

attend, and more than 325 exhibitors

will feature kosher-certified products

and services for the kosher market.

Kosherfest is the world’s largest

kosher-certified products trade show

and annual meeting place for the

industry's top kosher supermarket,

restaurant and foodservice buyers.

According to Menachem Lubinsky,

co-producer and show founder, “In

the last 25 years we have seen the

number of kosher-certified items

grow from a few thousand to almost

200,000. Major food companies have

changed their ingredients and equip-

ment in order to get kosher certifica-

tion, and consumers, both Jewish

and non-Jewish, seek the kosher

symbol on the food products they buy

more than ever before. Today, Kosher-

fest hosts exhibitors from countries

around the world, from Israel and

Argentina to New Zealand and Africa.

“The growth of kosher wines and

spirits has skyrocketed. There is a

multitude of award-winning kosher

wine from companies large and small,

produced at vineyards around the

world. These have come a long way

from the traditional notion of kosher.

Kosher has truly become a worldwide

phenomenon.”

Products at Kosherfest encompass

kosher certified foods and beverages

for retail sale and ingredients and pre-

pared foods for foodservice, including

wine and spirits. “No doubt, this is

a show not to be missed by anyone

looking to grow their kosher busi-

ness,” said Yakov M. Yarmove, Ethnic

Marketing and Specialty Foods, NAI/

JEWEL-OSCO, who sources kosher

product for one of the largest retail

chains in the United States.

Kosherfest gives manufacturers,

distributors and suppliers of ko-

sher certified products and services

the opportunity to reach thousands of

mainstream and independent kosher

trade buyers from across the globe.

Kosherfest exhibitors receive expo-

sure to high volume buyers via the

Key Buyer Program, access to educa-

tion sessions covering the industry’s

most relevant topics, media exposure,

sponsorship and advertising oppor-

tunities, exhibitor-only entries to the

Kosherfest New Product Competi-

tion, a New Product Showcase (at

show) and promotion of at-show-only

exhibitor specials.

Among the highlights will be The

2013 “Kosher Supervisor of the Year”

award, presented by KASHRUS

Magazine. The award, sponsored by

the producers of Kosherfest, Estihana

Restaurant (with Brooklyn and Man-

hattan locations) and Chai KoTapas

Restaurant (Teaneck, NJ), will be

presented on Wednesday, October

30 prior to the 6th annual Kosherfest

Culinary Competition.

For a long time kosher supervi-

sors (Mashgiach) were the “unsung

heroes” of the kosher food business.

Now, they are recognized for the im-

portant role they play with this spe-

cial “Kosher Supervisor of the Year”

annual award. The recipient, chosen

from nominations submitted by lead-

ing certifying agencies, will receive an

award and $1000 cash gift.

Kosherfest will sponsor the 2013

award in conjunction with two ko-

sher restaurants. In previous years,

KASHRUS Magazine presented the

award to Gedalya Silverstein of At-

lanta, GA (2011) and Moshe Stander

of Boynton Beach, FL.

The kosher supervisor (mashgi-

ach) is the vital link in the chain that

ensures that a food product is actually

kosher. A Mashgiach is a Jew who

supervises the kashrut status of a ko-

sher establishment. A mashgiah may

supervise any type of food service

establishment, including slaughter-

houses, food manufacturers, hotels,

caterers, nursing homes, restaurants,

butchers, groceries, or cooperatives.

The mashgiach usually works as the

on-site supervisor and inspector, rep-

resenting the kashrut organization or

a local rabbi, who actually makes the

policy decisions for what is or is not

acceptably kosher.

KASHRUS Magazine, the peri-

odical for the kosher consumer and

trade, has participated in Kosherfest

since its inception in 1988. Kosher

trade manufacturers, merchants and

marketers subscribe to KASHRUS

Magazine for valuable information for

their business and personal life.

// EVENTS

Kosherfest Set To Celebrate 25th Anniversary In JerseyThe 2013 Kosherfest show, the world’s largest kosher-certified products trade show and

annual meeting place for the industry's top kosher supermarket, restaurant and foodservice

buyers is set for October 29-30, 2013, Meadowlands Exposition Center, Secaucus, NJ.

METRO NEW YORK FOODSERVICE EVENTS

Products at Kosherfest

encompass kosher

certified foods and

beverages for retail

sale and ingredients

and prepared foods for

foodservice, including

wine and spirits.


1996 Olympics in Atlanta and was

Chef of the Turner Trumpet Awards.

Palm is also the recipient of nu-

merous First Place medals for ice

carvings and tallow sculptures at the

International Food Show in New York

City. He has been awarded two gold

medals and two grand prizes from

the Caribbean Culinary Federation,

and was the featured Chef at the In-

ternational Culinary Festival in Can-

cun Mexico where he was awarded

first place. He is a graduate of Bergen

Community College. Chef Palm is re-

locating to the Glen Cove area.

The award winning Glen Cove

Mansion Hotel and Conference Cen-

ter is situated on 55 secluded and

landscaped acres on Long Island's

historic Gold Coast.

The spacious Georgian style man-

sion features stunning vistas of Long

Island Sound and was once part of

a prestigious collection of gracious

country estates, later becoming one

of the nation's first dedicated con-

ference center hotels.

Today the elegant property fea-

tures 187 richly appointed guest-

rooms, including four suites, the

Garden Room Restaurant with mag-

nificent views of the terraces, a large

and comfortable Pub 1910, private

dining rooms ideal for social and

corporate occasions, as well as vast

outdoor reception areas overlooking

the mansion's Gilded Age gardens.

Are you using sustainable sources for your dishes?Whenever we can we do. We use Ni-

man Ranch for all of our Pork prod-

ucts.

What advice would you give to young chefs just getting started?Biggest thing is to make sure they love

the business. It’ll never be a 9-5 job. I

feel like I work 24 hours a day. If you

don’t love it, you won’t make it.

Do you change your menu seasonally at Tao? What’s the process in devel-oping new menu entrées? We change it a few times a year, not

necessarily seasonally. When we feel

it’s time to change a dish we do it, but

we have a lot of menu items that are

Tao classics. We mostly improve cur-

rent dishes. We take ideas from ev-

erywhere and roll with it – it’s a team

effort.

On the equipment side, do you have a piece of equipment that you can’t live without that makes your job easier preparing dishes?A well sharpened knife.

The restaurant industry has a very broad range of foods…what’s your buying approach? Do you go out to bid on a regular basis or do you look for loyalty from vendors?We do a little bit of both. Bid out ev-

erything, but do enjoy some loyalty

and trust with vendors. Some items

we buy based on pricing, others are

based on quality – it depends.

What role does the vendor commu-nity on both the equipment and food supply side play?A big role – a really good vendor can

get you stuff really fast, or get us stuff

no one else has. Having a good rela-

tionship with them is really impor-

tant.

There’s always talk of healthier eat-ing, are your customers looking for that at Tao, and if so, how do you ca-ter to the growing demand?We are very sensitive to allergies and

have added a lot of gluten free dishes.

We do what we can.

Do you feel that the restaurant in-dustry suffers too much from Zagat, Yelp, and other consumer review sights? Are consumers depending too much on review?They’re good, but some people rely

on it too much. I think people should

read through all of them, not base

their opinion on one review.

Whether good, bad or a mix of both, what are some of the biggest chang-es you’ve seen in our industry since your career started? The biggest change is the way it’s got-

ten so big. The industry used to be so

small. Social media really spearhead-

ed the industry growth. Everyone’s a

critic now.

Biggest thing is to

make sure they love the

business. It’ll never be

a 9-5 job. I feel like I

work 24 hours a day.

If you don’t love it, you

won’t make it.

Chefcetera, from page 40 Long Island, from page 24

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said. As far as compensation? No one

would divulge exact numbers, but

Donna Marie Fico, director of mar-

keting and education for Eva’s Vil-

lage, said, “It’s executive-level pay,

competitive for the industry.”

In their six-month search for a chef

to head their school, Eva’s Village’s

board of directors sought a candi-

date who had not only top-notch

culinary credentials but the compas-

sion and the humility to work with

a struggling population. “It wasn’t

so much that we wanted the four-

star chef de cuisine,” Fico said. “We

wanted someone with the heart and

passion to help turn people’s lives

around.”

Eva’s Village received around 300

applications for the position and

narrowed down the selection to

three finalists.

After stumbling upon a video on-

line of Dela Cruz being honored for

his Educator of the Year award he

modestly left it out of his application

Fico had a hunch he was their candi-

date. “His résumé had everything we

were looking for,” she said.

Born in Maui, Dela Cruz stumbled

upon his love of cooking as a busi-

ness major at the University of Ha-

waii, preparing Hawaiian comfort

foods like fried rice with Spam for his

dorm mates.

“I discovered I was most happy

when I was cooking,” said the dark-

haired Dela Cruz, who punctuates

his sentences with gentle laughter.

He plans to expose his new pupils to

Hawaiian classics like roasted pig (in

the oven, not in a ditch as it’s tradi-

tionally cooked), poke (raw fish) and

lomi lomi (fresh salted salmon and

tomato salad). “I have to bring in

some culture,” he said.

At the Maui Culinary Academy,

where Dela Cruz earned his culi-

nary certificate and later returned

to teach, he was a student favorite.

“Darryl just had a wonderful de-

meanor with students,” said former

colleague Chris Speere. “He was very

nurturing and had a great sense of

humor. Darryl lets his actions speak

for him,” Speere said. “He tends to

stay in the background.”

He also is not one to boast of his

achievements: In 2002, he received

the Hawaii Board of Regents Excel-

lence in Teaching award. He also led

a team of his students to the Ameri-

can Culinary Federation’s national

cooking competition.

Wearing a white chef’s coat with

his name and title inscribed in blue

letters, Dela Cruz was at Eva’s Village

on a recent afternoon preparing the

school’s 20-week curriculum, which

will include classes in knife skills,

the seven cooking techniques (that

is, roasting, sautéing, pan frying,

deep frying, braising, poaching and

grilling), butchery and basic pastry

baking.

The curriculum will be submitted

in the fall for state accreditation, and

the school is scheduled to open in

March. If all goes according to plan,

some of the students and graduates

of the school will also be cooking the

800 meals served to Eva’s Village’s

residents and Paterson’s hungry ev-

ery day in the large dining room of

its soup kitchen. Dela Cruz plans to

make those meals healthier.

“There are not a lot of executive

chefs running soup kitchens,” Fico

said. “But by integrating the school

into the kitchen, we’ll have the re-

sources to make more fresh food.

We’re going to have the manpower

to cut up fresh vegetables instead of

purchasing frozen.”

Dela Cruz, from page 42

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business is not of selling food. Alcohol

also would be exempt. Supermarkets

and convenience stores are looking for

the same exemption in the final rules.

Representatives from the supermarket

industry say it would cost them up to a

billion dollars to put the rules in place,

and that cost would have to be passed

on to consumers. Convenience stores

say they will have the same problems.

It would seem to this observer that

the simple solution would be stop

selling these same profitable items

that food service outlets sell, if you

don’t want to play by the same rules.

(A plausible but totally unacceptable

solution, I would think.)

Nutrition lobbyist Margo Wootan,

of the Center for Science in the Public

Interest, said, “Consumer advocates

heard the same kind of complaining

from the packaged food industry be-

fore they were required to put nutri-

tion information on the backs of food

items. Supermarkets and convenience

stores should be included because

they are breaking more and more into

the prepared food business. The su-

permarket industry is positioning it-

self as a place for prepared food items

so that you don’t have to go out to eat

or cook.” She stated that a rotisserie

chicken labeled with a calorie count

at a takeout restaurant should also

be labeled at a grocery store. “It is the

National Restaurant Association’s po-

sition that supermarkets and conve-

nience stores should be included. It’s

about the food, not the format; they,

supermarkets and convenience stores,

are selling the same thing.”

A final observation: Many super-

markets in numerous parts of the

country now have full-service restau-

rants under the same roof as a store, as

well as full-blown catering divisions.

How long will it be before your favorite

supermarket has someone answering

the phone in this fashion? “Welcome

to Smith’s Super Store. For groceries,

press 1; for Dining Room, press 2; for

Catering, press 3.”

Sampson, from page 10

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dients this fresh and of this quality, it

makes our jobs as chefs not only that

much easier, but that much more en-

joyable.”

“I’ve worked in top restaurants all

over the country, but I’ve found some

of the best products at farms right here

in Connecticut,” added Chef Morton.

Farm-to-Chef Week was started in

2010 by the Connecticut Department

of Agriculture as part of its Farm-to-

Chef Program. According to Commis-

sioner Reviczky, it is a way for culinary

professionals to tap into their creativ-

ity. It also provides an opportunity for

residents and visitors to learn more

about the vast array of items grown

and raised in Connecticut and to enjoy

some of those items prepared in new

and unusual ways.

“With so many types of foodservice

venues participating, there are choices

for every taste and budget,” he said.

“Vegans, vegetarians, pescetarians, and

carnivores alike all have a multitude of

options during Farm-to-Chef Week,

whether they want a formal, multi-

course dinner or a quick lunch on the

go. The variety is one of the things that

makes this week-long event special.”

While the popular restaurant-week

concept often follows a fixed-price,

dinner-menu structure, Farm-to-Chef

Week’s guidelines encourage diversity

and creativity in menu development.

Participants must offer a minimum

of four items, with each featuring one or

more Connecticut Grown items. Ven-

ues that normally serve alcohol must

also offer at least one Connecticut

wine. Beyond that, the menu is limited

only by the chef’s imagination.

The result is a plethora of offerings

ranging from traditional fare such as

stews, soups, burgers, sandwiches, and

salads, to more unusual dishes such

as the ice cream flavors and chocolate

confections made with Connecticut

Grown fruits and herbs that were fea-

tured in previous years.

The Connecticut Department of Ag-

riculture launched the Farm-to-Chef

Program in 2006 to help connect food-

service professionals with Connecticut

Grown farm products. There is no cost

to either farmers or chefs to join.

The agency has conducted a variety

of farm tours, meetings and confer-

ences, trade shows, and other activities

as part of the program to help foster

relationships between farmers and

chefs. The program has received wide-

spread acclaim from both participants

and observers, and has served as a

model for programs in other states.

Over the past six years, the Farm-to-

Chef Program has grown significantly

primarily by word of mouth and ad-

justed its programming to better serve

members, based on input from all in-

volved.

As the Governor’s Council for Ag-

ricultural Development has worked

these past 18 months on developing

a holistic strategic plan for Connecti-

cut agriculture, it has prioritized the

strengthening of farm-to-institution

pathways. As a result, the Farm-to-

Chef Program is looking to the council

for additional stakeholder input and

guidance to further shape and enhance

its offerings.

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JFK, from page 2

as well as fun Japanese small plates.

Croque Madame brings a playful

sandwich shop to JFK that offers tra-

ditional French sandwiches, tartines

(open faced sandwiches), mouth-

watering crepes, and a selection

of made-to-order salads. Chef An-

drew Carmellini's menu at Croque

Madame highlights fresh ingredi-

ents and classic flavors. This eatery

features a full breakfast and fresh

breads and pastries from some of

New York’s best bakeries including

Pain D'Avignon. The vibrant design

adds a whimsical element to the ter-

minal with its exuberant, feminine

patterns. It is a celebration of excess

much like French design and cuisine.

Cibo Express' Gourmet Markets

feature a wide assortment of freshly

prepared products and bottled bev-

erages, including more than 1,000

different products. The markets fea-

ture not only 57 varieties of sand-

wiches, wraps, sides and salads ro-

tated through the offerings, but also

an expansive assortment of nuts,

fruits, dried fruits, sweets, choco-

lates, cookies, health bars, granolas,

veggies, cheese, crackers, side salads

and pastas, spreads and dips, chips,

pretzels and pastries.

In addition, Tagliare will bring

classic New York-style pizza by the

slice or the pie, baked fresh all day

using local ingredients to the airport.

WorldBean features fresh roasted

coffee and espresso drinks. Fair-

trade beans are sourced seasonally

from small farmers throughout the

world. Roasted in small batches to

ensure freshness, the coffee selec-

tion will rotate depending on which

coffee crops are in season. Balthazar

pastries will be served at World Bean.

OTG is an award-winning air-

port food & beverage operator with

more than 175 restaurants and retail

boutiques in 10 airports, including

Minneapolis-St. Paul, John F. Ken-

nedy, LaGuardia, Toronto Pearson,

Boston Logan, Tucson, Washington

National, Orlando, Chicago O'Hare

and Philadelphia. Since its entry into

airports in 1996, OTG has been rec-

ognized throughout the industry for

its exceptional customer focus and

groundbreaking innovation; grow-

ing to become the second largest

privately held airport food operator

in the United States in just over a de-

cade.

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lotushko and Nina Barba, Toni Lehr of

Lehr-McKeown for Glissen Nu-Foam

products,

Conrad Bennet of McDonald Paper

& Restaurant Supply, Modern Line

Furniture’s Vlad Spivak, Rabbi Yaakov

Spivak of United Kosher Supervision,

Inc., Mitchell Segal of Segal Law, PLLC

and Electro Freeze's Anthony Lana.

Finally, the show showcased Share

Our Strength’s Dine Out For No Kid

Hungry™, a national fundraising event

that helps ensure no child in America

grows up hungry. During the show

month, participating restaurants raise

funds in a variety of ways to support

the No Kid Hungry® campaign to end

childhood hunger in America.

Call Vic Rose: 732-864-2220

Holiday, from page 44

BOOTH #218

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Documents

October 2013