september 2014

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2 • September 2014 • Total Food Service • www.totalfood.com

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Following a full day of con-

ference and networking

activities on Saturday,

Nov. 8, IHMRS will feature

three full days of exhibits

from Sunday, Nov. 9, through Tues-

day, Nov. 11. The market will present

650 exhibitors and attract more than

16,000 industry professionals.

But the highlight will be two “throw-

downs” one for culinary experts and

the other for college students.

The “throwdown” for professionals

will be held, Monday, November 10th.

Culinary school students will get

their chance at the “College Bowl”

Tuesday, November 11th.

Sponsored by BCA Global, a na-

tional non-profit organization pro-

viding culinary, foodservice, hospital-

Foodservice professionals

intrigued by the variety of

“throwdowns” now on TV will get

their chance to beat top chefs

themselves at the 99th annual

conference of the International

Hotel Motel + Restaurant Show

(IHMRS) November 8th through

11th at the Jacob K. Javits Center

in Manhattan.

Spotlight On The 2014 “Throwdowns” At The International Hotel, Motel & Restaurant Show (IHMRS)

// NEWS FOOD SHOWS

continued on page 99

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"For plates, cups, and

utensils, it is vital to

have a spray valve that

is less than 1.28 gallons

per minute. It is also important to

have a very energy and water efficient

dishwasher that utilizes the green-

est of dish chemicals. With the green

cleaning and reusables, you have a

recipe for sustainability," Oshman

continued.

But, what about that nice reusable

napkin? Or that elegant tablecloth?

Where do those get cleaned? Usu-

ally, a restaurant rents the linens and

has them cleaned by a company that

cleans them… and returns fresh and

clean laundered towels, napkins, and

tablecloths. What about all the energy,

water, and chemicals used in such a

process?

As of 2012, the Green Restaurant As-

sociation developed an environmen-

tal standard that would address the

importance of choosing a green linen

company. The standard is rigorous

and achievable:

• Company must be certified in

TRSA's Clean Green Program,

where the company meets

the 60 points of tier one BMP's,

and an additional 70 points

from tier one or tier two BMPs.

• Company must be audited by

TRSA and pass the audit

• Company must furnish the

TRSA audit to the GRA

"We are proud that one compa-

ny has emerged as the first Green

Restaurant Association Endorsed

Green Linen Company: W.H. Linen

Rental,” Oshman added. They are

part of a $5.4 billion per year busi-

ness servicing linens for the U.S. res-

taurant industry, but they are the only

company that is GRA-Endorsed… and

the only company that can earn a res-

taurant 6.25 GreenPoints™ towards

becoming a Certified Green Restau-

rant®. By using W.H. Linen Rental,

restaurants can earn GreenPoints™ in

energy, water, and waste.

The WH. Linen story reads like one

of the great movie scripts. Willy Her-

manns Sr. (the W.H. in W.H. Linen),

started his laundry by making deliver-

ies to bakeries and butcher shops in

his Model T truck. As Willy's business

outgrew its locations, it moved from

West New York to Lyndhurst and then

to Paterson into an old silk factory.

From the time that he was young,

Willy's son Bill Hermanns worked at

his father's linen company. After grad-

uating from Northwestern University

in 1967, Bill began working full time at

WH, and then took over the business

in 1971. In 2008, Bill's son Christopher

took the reigns of the company. The

visionary leader has become a nation-

ally known expert in predicting and

sourcing linen trends for many of the

Tri-State and nation's leading food

service operators.

As restaurant, food service, and

medical accounts were added (plus

a few acquisitions), a second build-

ing was added in 1987 to handle the

growth. Twelve years later these two

buildings couldn't keep up with the

growth and WH Linen had to move

again. The firm built a brand new

50,000 square foot state-of-the-art

plant in Clifton, NJ.

When restaurateurs think of envi-

ronmental sustainability, they tend

to think of recycling, sustainable

food, and energy efficiency. “It’s now

time that the restaurant industry

think about how they are cleaning

their most important items. With the

Green Restaurant Association’s new

endorsement standard… and W.H.

Linen Rental being the first company

to meet it, restaurants in the eastern

seaboard now have an option to have

a green linen company service their

restaurants,” Oshman concluded.

New Jersey Based WH Linen Becomes First In Nation Green Certified Linen Co

// NEWS

"Using an item many times before discarding it is a better choice than using an item once

before discarding it. Reusables tend to be a better environmental choice than disposables. But,

after a restaurant makes the choice to use reusable plates, utensils, and linens, it becomes an

important decision of how to wash those items."

GREEN DINING

As of 2012, the Green Restaurant Association developed an environmental standard that

would address the importance of choosing a green linen company.


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The event was attended by

about 50 retail and food-

service buyers, industry

thought leaders and edi-

tors from several of the in-

dustry’s top trade media outlets.

Billed as an assembly of industry

leaders brought together to exchange

viewpoints and perspectives on culi-

nary trends, product development and

packaged goods, the discussion agenda

was built around six key subject areas:

1. Trends in the Perishables Category

2. Marketing to Millennials

3. Sustainability in Seafood

4. Changes in Consumer Packaged

Goods

5. Trends + Innovations in Flavors/

Spices

6. Healthy Restaurant Trends

The morning session kicked off with

Blount President, Todd Blount, welcom-

ing attendees and panelists.

In his opening remarks, he told at-

tendees "as a powerful, privately-held

company, we answer only to our cus-

tomers and ourselves, without conflict.

We are not only empowered to keep the

customer first, we are expected to."

The Culinary Summit’s "host" was

Blount's EVP of sales & marketing Bob

Sewall, who offered some perspective

on just how honored Blount was to be

able to host a discussion that includes

the industry’s leading “brands, thinkers

and media.” On the heels of Sewall’s re-

marks, Blount VP of research & develop-

ment William Bigelow and corporate ex-

ecutive chef Jeff Wirtz introduced their

team of chefs and food scientists before

over viewing Blount's two-pronged ap-

proach to R&D.

The first expert of the day was Joan

Driggs, editorial director at Progressive

Grocer magazine, whose session on

"Trends in the Marketplace" not only

seemed to engage the room, but also

set the tone for the rest of the day. She

presented attendees with a bounty of

thought-provoking facts and statistics.

Some of Driggs' more room-moving

numbers included:

•Restaurantsremainathreattogro-

cers as the gap between grocery and

restaurant expenditures continues to

shrink (it used to be $50 billion, today it

is as little as $15 billion).

• After generations of growth in the

size of U.S. households, we are seeing

that trend not only slow, but reverse. To-

day, 57% of U.S. households have only

one or two people living in it.

•Grocersarecapitalizingontheop-

portunities presented by smaller house-

holds, where cooking for two can seem

like an unnecessarily daunting task, es-

pecially for the "millennial generation"

that has fully embraced well-made,

wholesome prepared foods.

Driggs then shared two statistics that

make it clear that opportunities in pre-

pared foods do not automatically repre-

sent low hanging fruit:

•27%ofconsumersreport thatthey

have gone to their grocery store spe-

cifically to purchase a prepared meal for

their household; but

•73%ofconsumersreporttheyhave

purchased prepared foods once inside

their regular grocery store.

The implication in these two statistics

is that well-made, well-presented and

provocatively merchandised prepared

foods can draw in consumers as they

pass.

From trends in consumer behavior,

Driggs turned her comments to trends

in consumer preference, where oppor-

tunities like gluten-free, clean labels, or-

ganic and even daypart were discussed

by the group. Consensus in the room

seemed to be that as boomers age and

become more predictable in their buy-

ing behavior, Millennials are becoming

the important force driving trends to-

day. Dissenters were quick to point out

that while millennials have abundant of

clout in the marketplace, a large subset

of the segment still lacks corresponding

purchasing power.

The “Trends” discussion closed with a

challenge to attendees, which many in

the audience have already begun to ad-

dress in their stores:

1. Deliver against need

2. Simplify lives

3. Differentiate... but keep it recogniz-

able

4. Nourish the spirit, as well as the

body

Doing these things for shoppers,

Driggs implored, is the basis for forming

connections that are simple, but power-

ful.

Next up was Blount partner and cel-

ebrated seafood restaurant brand Legal

Sea Foods' executive chef and executive

vice president Richard Vellante, whose

discussion on "sustainability" was a

fascinating discussion of how one very

well-respected, high-end restaurant

brand balances between what their res-

taurant guests are demanding, and the

constantly moving demands of various

and often competing "experts" who in-

fluence public discourse.

Because, argued Vellante, informa-

tion (and misinformation) are so read-

First-Ever Blount Culinary Summit A Success

// NEWS

Blount Fine Foods, a leading manufacturer of handcrafted artisan soups, sauces and

side dishes for retail and foodservice, hosted its first-ever Blount Culinary Summit in

Newport, R.I. on July 23rd & 24th.

EVENTS

To get the 2014 Blount Culinary Summit underway, Todd Blount welcomed at-tendees and panelists



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Give some of our newer read-ers a brief history of how the Ace Endico annual food show

began? We initially started having food shows

to educate our existing customers on

our ever-growing product line. We felt

it was a great way for our vendors to

showcase the products, food trends

and food applications of all the prod-

ucts Ace Endico stocks.

What is the mission of this event? The Mission of our Food Show is to in-

crease sales and product lines to our

existing customer base and introduce

our company to prospective clients.

Why are you continuing to hold the Ace Endico event at Yankee Stadium? Do you really need to ask? …. LOL!

Yankee Stadium is quite the venue.

Our client base looks forward to our

show at the stadium year after year.

As you will see from our Food show

events, we utilize all of The Stadium’s

areas - ex: Monument Park, Dug out

Tours and the show itself (all the ven-

dors) are spread across the concourse

from first base line to Third base line.

Your exhibitor participation has grown by double digits from last year's exhibition. What do you attri-bute to this growth? Ace Endico is an ever-growing compa-

ny. We have acquired new business as

well as companies: Ex: Farmers Pride

as our newest company acquisition.

What other things are you doing dif-ferently at this year's event? We have added more vendors and

more cooking demonstrations from

personalities.

What are some of the ongoing events that have stayed the same from year to year and why are they successful?In Legends club we have continued to

present Legends chefs cooking dem-

onstrations. The Dug Out Tours and

Monument Park Tours are back by

customer demand.

How will foodservice operators ben-efit by attending Ace Endico? The vendors have a captive audience

(Ace Endico customers and prospec-

tive customers) ready to buy!

What are your expectations in terms of attendance this year? Do you expect it to be up significantly? If so, why? We are definitely expecting a huge

turnout. Our customers have been

calling our Customer support staff

and Account Executives, asking for ad-

ditional food show tickets. Customers

who have attended in years past can't

wait for the next show. And the cus-

tomers, who were unable to come last

year, make sure they make it this year!

It is a great event!

What is the easiest way for attendees

to pre-register for the Ace Endico an-nual food show event? Anyone who attends our show, must

have an Ace Endico Food Show ticket.

The only way to get a ticket is to be an

Ace Endico Customer or to be a quali-

fied prospective customer. To become

a customer, visit: http://www.aceen-

dico.com/become-a-customer.asp or

simply call us at 914-347-3131 or 212-

517-3035

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 CatalanoLaurie ForsterMitchell SegalStaff Writers

Deborah HirschMarcy Bruch

InternAlexis Robinson

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 2014 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

Ace Endico's Annual Food Show

// NEWS FOOD SHOWS

Laura Endico-Verzello (R), Marketing Manager at Ace Endico discusses with Total Food Service Magazine the many happenings at this year's Ace Endico show at Yankee Stadium


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Culinary Entrepreneur-

ship (formerly Restau-

rant Management) is a

90-hour course featur-

ing entrepreneurs and

hospitality leaders who share their

expertise, successes, setbacks and

secrets. Their insights will help at-

tendees to consider the possibilities

and give them solid tools to achieve

their goals, while also aiding them to

see potential pitfalls that could cost

money, time and frustration.

Students will learn from the pros.

The course will be held in two ses-

sions, once from January 21 to May

29, 2015 from 6 p.m. to 9 p.m., and

again, January 24 to May 30, 2015

from 9 a.m. To 4 p.m.

Teachers include key players from

Danny Meyer's Union Square Hospi-

tality Group (which includes Union

Square Café and Gramercy Tavern),

International Culinary Center's own

Introducing ICC's Advanced Chef Training

// NEWS

Thinking of opening a restaurant or food business? The International Culinary Center (ICC) in Manhattan has a course that can help you do just that.

FOODSERVICE EDUCATION


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But Beaufurn has come up

with a way to allow those

customers to have their

intimate conversations,

even beside the babbling

brook, with its Beaufurn Accusta Pan-

els, according to president Bill Bon-

gaerts.

The company's name comes from

the combination of the words “beau-

tiful furniture,” originating when

Beaufurn originally started out selling

French bistro chairs.

“We started in 1998, with one per-

son, myself, specializing in hospital-

ity seating,” Bongaerts says. “Now we

have 36 people, 90,000 square feet in

North Carolina and 32 sales reps.”

Bongaerts says he happened to be

in Paris and noticed the attractive

rattan woven chairs at outdoor cafes.

“We thought it would be a great idea

to bring to the U.S. market,” he says.

Originally made in France, the com-

pany had import arrangements with

exclusive distribution for the U.S.

Now it sells its products through its in-

house sales teams.

“From then on, we grew up organi-

cally by adding more outdoor seat-

ing then went into indoor seating,”

says the company president. “Today

we've expanded to made-in-the-USA

finishing and assembly here in North

Carolina.” We’ve been selling to the

architecture and design community

and restaurants across the country

and we've been extremely successful

in sales,” says Bongaerts.

So the company decided to branch

out to solve a problem that foodser-

vice operators have had for years, with

very few solutions to bring to it. Noise.

“Today's design of open space in

a lot of restaurants – with kitchens

out in the open and lots of people in

wide open spaces – creates unpleas-

ant conditions in many restaurants.

It's also an issue in cafeterias, offices,

hotels, hospitals – anywhere you have

people and an open area. Having a lot

of people in a restaurant or an open

space, you have a lot of noise. Acous-

tic sound panels can be quite useful.

Noise ruins the ambiance the restau-

rant is trying to create.”

Beaufurn Accusta Panels stand out

because they can be configured in

several different ways, are attractive

additions to restaurants and other

places where people eat, and, best of

all, they can be installed in a matter

of minutes, Bongaerts says. They al-

ready come assembled, with strips of

frame in which nails are inserted into

pre-drilled holes. “With other panels,

it's much more complicated to put to-

gether,” he says. “We cut the costs of

labor quite a bit.”

In addition, panels can also be cus-

tomized with a restaurant's own fab-

ric.

“We have a broad market. We focus

on commercial dining areas, restau-

rants, cafeterias, universities, hospi-

tals, airports, private lounges of air-

ports, anywhere there's a lot of people

and a lot of noise,” he says.

The panels have a high noise reduc-

tion co-efficient (NRC), which refers

to a surface's ability to reduce noise

by absorbing sound. A higher score is

better. A ceiling with an NRC of 1.00

absorbs all sound. “Ours has an NRC

0.85,” Bongaerts points out.

The company ships the panels all

over the U.S., Canada, Mexico, and has

even taken orders from Japan, Shang-

hai, and Saudi Arabia, to name a few.

“Some of our U.S. customers are ex-

panding into other countries and they

require our products,” he says.

Beaufurn is looking into creating

panels in different shapes, such as

pyramids, and others.

“Our panels blend into the design of

a location. They give a very intimate

atmosphere to customers, and they're

a better use of space,” he says. “They

turn dining from a noisy, uncomfort-

able experience into one you want to

come back to.”

North Carolina Firm Creates Restaurant Design Solution To Maximize Guest Experience

// NEWS

The restaurant is perfect. The food is wonderful; the location – beside a babbling stream

– is breathtaking. But the noise. Many customers will never return.

NOISE SOLUTIONS

We’ve been selling to the architecture and design community and restaurants across the country and we've been extremely successful in sales,” says Bongaerts.

“We have a broad

market. We focus on

commercial dining areas,

restaurants, cafeterias,

universities, hospitals,

airports, private lounges

of airports, anywhere

there's a lot of people and

a lot of noise,” he says.


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The finalists for the 34th

Gold Key Award for Excel-

lence in Hospitality De-

sign, the industry’s most

prestigious honor, have

been announced by the International

Hotel, Motel + Restaurant Show®

(IHMRS). A panel of nine prominent

judges considered more than 280 en-

tries for these coveted awards, which

recognize outstanding design world-

wide for hospitality projects that were

completed or renovated from March

1, 2013 through March 1, 2014. “The

record number of entries and the

quality, creativity and functionality

of the submissions all reflect the dy-

namism of this industry,” said Mary

Scoviak, executive editor of Boutique

Design magazine, which co-sponsors

the Gold Key Awards alongside HO-

TELS magazine. “This year’s finalists

redefined what outstanding design is

all about.” The 2014 Gold Key judges

echoed that sentiment. “Just look-

ing at some of the photos, I thought,

‘This is design at its best. I want to live

in one of these projects,’” said judge

Dana Kalczak, Four Seasons Hotels

and Resorts’ vice president of design.

According to John McMullen, High-

gate Hotels’ senior vice president of

construction, “What these projects

proved again and again is that the right

design, the right detail makes a project

unforgettable.” Judge Ron Kollar, Tish-

man Hotel Corp.’s chief design officer,

added, “This year’s finalists show that

designers are writing and rewriting

concepts until they say something

new, and saying it with integrity. And,

they’re telling their stories in ways that

will still be relevant in years to come.”

Finalists will be recognized and win-

ners will be revealed in each of this

year’s 19 categories at the Gold Key

Awards Gala, now a cocktail reception

and dinner, from 6:30pm – 10:00pm

on Monday, Nov. 10, at the Mandarin

Oriental New York. Presented by Bou-

tique Design magazine and HOTELS

magazine, the ceremony will culmi-

nate with the naming of Designer of

the Year.

The 34th Gold Key Award finalists are:

Best Eco or Socially Conscious HotelCOMMUNE (Los Angeles): American

Trade Hotel & Hall, Casco Viejo, Pan-

ama

Natalie Sheedy Interiors (Chicago);

DelaRosa Studio (Chicago); Legat Ar-

chitects (Chicago): Hyatt Place Chica-

go-South/University Medical Center,

Chicago

Best Guest Room LuxuryHDC Interior Architecture + Design

(Los Angeles): St. Regis New York, New

York

Richmond International (London):

The Langham, Chicago

Best Guest Room Midscale/Budget/Focused ServiceBill Rooney Studio, Inc. (New York):

Residence Inn by Marriott Manhat-

tan/Central Park, New York

EoA, Inc. (Coral Gables, Fla.): Lord Bal-

four Hotel, Miami Beach

Daroff Design (Philadelphia): Univer-

sal’s Cabana Bay Beach Resort, Orlan-

do, Fla.

Best Guest Room UpscaleHBA/Hirsch Bedner Associates (Sin-

gapore): Grand Hyatt Shenyang, Lia-

oning, China

CBT Architects (Boston): Hotel

George, Washington, D.C.

Best Hotel Budget/Focused ServiceEster Bruzkus Architekten [Berlin]

with DesignAgency [Toronto] and

WAF Architects [Berlin]: Generator

Berlin Mitte

DesignAgency (Toronto): Generator

Venice

Best Hotel LuxuryHOK (New York): Rosewood Abu Dha-

bi

HBA/Hirsch Bedner Associates (Atlan-

ta): The St. Regis Abu Dhabi

Metex Design Group (Istanbul): Wal-

dorf Astoria Jerusalem

Best Hotel Midscale

2014 Gold Key Award Finalists Announced

// NEWS

Winners and finalists in 19 categories to be recognized at the 34th Gold Key Awards

Gala, Monday, Nov. 10, at the Mandarin Oriental New York.

EVENTS

“This year’s finalists show that designers are

writing and rewriting concepts until they say

something new, and saying it with integrity.

And, they’re telling their stories in ways that

will still be relevant in years to come.”



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#4254

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To begin, select craft

beers such as Water-

melon Wheat and Milk

Stout are being brewed

for customers in one

of the nation’s first completely vis-

ible and walk around electric mi-

cro-breweries as the Chess Masters

Blues tunes set rhythm to the mood.

A unique sampling of six delightful

ales and stouts arrives at the table

in a signature hand-made split lev-

el server (which takes up less room

while making for a wonderful dis-

play) is brought to the table with

each of its individual glasses glisten-

ing with cold condensation to start.

Details, details, details, a pleasant

The Gourmet Pizza Brew Pub Arrivesby Marc Cosentino, Co-Owner of The New York Brick Oven Company &

Co-Founder of Three Time World Champion Goodfella’s Brick Oven

// NEWS

Having recently visited the extremely well executed Radius Brew Pub in Emporia Kansas featuring

wood fired brick oven pizza from a revolving brick oven that is part of a wonderful open kitchen

design, I realize a new player/category is emerging -The Gourmet Pizza Brew Pub.

FOODSERVICE PROMOTION


Marc Cosentino visiting Radius Brew Pub in Emporia Kansas

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Flay, accompanied by his

wife actress Stephanie

March, was fêted by more

than 40 chefs at the Foun-

dation’s annual tasting

party and fundraiser at the Wölffer

Estate in Sagaponack, N.Y. Over 1,200

guests attended the sold-out benefit,

which featured flowing Champagne

Taittinger, wines and cider from

Wölffer Estate Vineyard, beer from

Stella Artois®, and culinary offerings

from a select group of chefs, many

from JBF Award–winning restaurants.

The James Beard Foundation’s

Chefs & Champagne is considered

the East End’s premiere culinary

summertime event. A silent auction

consisting of fine dining experienc-

es, wines and spirits, cookware, and

culinary travel packages raised over

Beard House Benefits With Annual Hamptons Event Chefs & Champagne Honoring Bobby Flay

On a beautiful summer day the James Beard Foundation toasted James Beard Award–winning chef,

restaurateur, cookbook author, and celebrity TV personality Bobby Flay at Chefs & Champagne.

// EYE METRO NEW YORK'S FOODSERVICE EVENT COVERAGE

continued on pg 84

Honoree Chef Bobby Flay speaks at the James Beard Foundation's Chefs & Champagne event at the Wolffer Estate, on Saturday, July 26, 2014 in Sagaponack, N.Y. (Photo by Mark VonHolden/Invision for James Beard Foundation/AP Images)

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The New York Cooking

Show is debuting at

Pier 36 in New York City

September 19-21 where

foodservice profession-

als as well as consumers can discover

all that is new in food trends. Frank

Mamley, founder of the event, says

the show was created in part because

of the public’s demand for eating

and cooking food that is nutritious,

delicious as well as fast and easy to

prepare. It is also an ideal venue for

foodservice operators to meet and

do business with more than 150 ven-

dors. “Since the advent of the Food

Network, there are segments of the

population that only eat vegan and

gluten-free food. There’s also more

people interested in food trends like

craft beers farm-to-table dining and

tweaking traditional ethnic recipes.

The New York Cooking Show brings

together vendors that are on the cut-

ting edge of all these food trends,”

states Mamley.

The first day of the show—Sep-

tember 19—is open to the food-

service trade only. “This day gives

foodservice professionals an op-

portunity to meet highly-qualified

vendors from every segment of the

foodservice industry. The event is a

cost effective way for them to learn

more about companies that can po-

tentially help differentiate their food

operation with trending products,”

says Mamley. The show even has a

pavilion on food trucks—which is a

growing foodservice segment in the

industry. Vendor booths will be ex-

hibiting in several pavilions at the

show. Pavilions include: Nutritional

Products, Hot Sauce, Baking, Cater-

ing, BBQ, Food Truck, Wine & Spirits,

Beer Garden, Farm-To- Table and

Snack Foods.

From September 20-21, the New

York Cooking Show opens to the

public where they will be able to ex-

perience food demonstrations and

tastings throughout all the pavilions.

“We have some interesting vendors,”

notes Mamely. And we will have tast-

ings and demos throughout all the

pavilions.” For example, in the Beer

Pavilion there’s a Peruvian beer com-

pany offering tastings, Chef Johnson

will demonstrate how to make craw-

fish pies. In addition, chef propri-

etors and co-authors Rich Landau

and Kate Jacoby will be doing book

signings of their popular vegan cook-

book Vedge as well as doing cooking

demonstrations. In the Wines & Spir-

its Pavilion, renowned New York City

mixologist, Warren Bobrow will un-

veil a new cocktail.

The New York Cooking Show will

be co-located with the New York

Party Show that offers products to

caterers, corporate meeting plan-

ners, wedding planners, event sites,

banquet facilities and golf/country

clubs. “The two shows running con-

currently side-by- side makes it easy

for foodservice operators to partake

in both events at once," points out

Mamley.

“The New York Cooking Show

brings foodservice operators a full

range of highly qualified buyers from

every segment of the cooking in-

dustry,” Mamley concludes. “If you

want to cost-effectively do business

with the trade marketplace with the

broadest range of buyers from across

all industry segments, The New York

Cooking Show is a fantastic opportu-

nity.” For more information on how

to exhibit or attend the New York

Cooking Show, go to the website,

www.newyorkcookingshow.com

The New York Cooking Show Kicks-Off on Pier 36 September 19-21

// NEWS

Event will feature more than 150 vendors, cooking demos, food tastings, themed pavilions and more.

COOKING SHOWS

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


Attendees will experi-

ence this one of a kind

culinary symposium

that gathers more than

100 of the world's most

innovative chefs, pastry chefs, mix-

ologists, and sommeliers to present

the latest techniques and culinary

concepts to their peers—all under

the umbrella of this year's theme,

Cooking Honest: The Power of Au-

thenticity in the Kitchen. For three

days, culinary professionals will

have the opportunity to attend Main

Stage Demonstrations, Hands-on

Savory, Pastry, and Mixology work-

shops, Wine Tasting Seminars, and

Business Panels.

Organizers Will Blunt and Antoi-

nette Bruno have once again created

a line-up of presenters that reads like

a who's who of the culinary world.

The Main Stage will feature Grant

Achatz (Alinea), Christophe Adam

(L'Éclair de Génie), Dan Barber (Blue

Hill at Stone Barns), Steve Jones and

Jonathan Bethony (The Bread Lab),

Jamie Bissonnette (Toro), Gun-

nar Gislason (Dill), Will Goldfarb

(Ku De Ta), George Mendes (Aldea),

Masaharu Morimoto (Japonais), Di-

ego Muñoz (Astrid y Gastón), Jaime

Pesaque (Mayta), Yoshihiro Narisawa

(Narisawa), Enrique Olvera (Cosme),

Joan Roca (El Celler de Can Roca),

Michael White, Gordon Finn and Jar-

ed Gadbaw (Altamarea Group).

The Savory presentations will

highlight Sean Baker (Verbena), Ka-

tie Button (Cúrate), César Saldaña

(Regulating Council DO Sherry), Joe

Cicala (Le Virtù), Alon Shaya (Do-

menica) Thomas McNaughton (flour

+ water), Nick Elmi (Laurel), Shaun

Hergatt (Juni), Mike Lata (The Or-

dinary), Paul Liebrandt (The Elm),

Fred Sabo (The Metropolitan Muse-

um of Art), Levon Wallace (Proof on

Main).

Noah Bernamoff and Dianna

Daoheung (Black Seed Bagel), Matt

Tinder (The Restaurant at Meado-

wood), William Werner (Craftsman &

Wolves) will anchor the ICC's annual

tribute to the pastry arts.

The ever evolving cocktail scene

will take center stage with presen-

tations from Scott Baird and Josh

Harris (Trick Dog), Jeff Bell (PDT),

Robert Bohr, Ryan Hardy, and Grant

Reynolds (Charlie Bird), Maxwell

Britten (Maison Premiere), Doug

Frost (DougFrost.com), Max Mc-

Calman (Maxvol, Inc.), and Rajat

Parr (Mina Group).

With a number of new confer-

ences debuting this year including

the much talked about Welcome

Conference in June, StarChefs has

moved to bolster its business curric-

ulum. This year's event will feature

presentations from Kevin Boehm

(Boka Restaurant Group), Mike Isa-

bella (Graffiato), Mark Stone (MM

Management), Antoinette Bruno

(StarChefs.com), Michael Cher-

now (The Meatball Shop), James

Mark (north), Marcus Samuelsson

(Red Rooster Harlem), Will Blunt

(StarChefs.com), Amanda Cohen

(Dirt Candy), Michael Lynn (Cornell

University), Bryan Dillon (Station

Casinos), David Morgan (Omni Ho-

tels), Brad Nelson (Marriott Interna-

tional), Daniel Krieger (Daniel Krieg-

er Photography), David LeFevre (MB

Post) and. Spike Gjerde (Woodberry

Kitchen).

The always popular Eat@ICC will

feature pop-up restaurants and more

than 20 food carts from the country's

most exciting restaurants.

Alvin Cailan (Eggslut), Brian Dun-

smoor (Ladies' Gunboat Society),

Robert Phalen (One Eared Stag),

Nicole Rucker (Gjelina Take Away),

Damian Sansonetti (Blue Rooster

Food Co.), Dan Sauer (7a Foods),

Kevin Sbraga (Fat Ham), Stuart Tracy

(Butcher & Bee and Ernesto Uchimu-

ra (Plan Check Kitchen + Bar) will all

share their latest menu innovations

at Eat@ICC.

According to Starchefs: Today’s

tastemakers aren’t cultivating style,

so much as looking within to find

and live by the code of honest, per-

sonal cooking. They’re searching for

authenticity in every corner of the

food business—from farms, butcher

shops, and chef counters to wine

bars and nonprofit bars—in every

corner of the world. Diners want sur-

prise and satisfaction, and it takes a

professional with vision to deliver it.

From fine-dining ateliers to hotdog

carts, the demand (and destination)

is authenticity. And the journey there

is personal, powerful, and, above all,

honest.

StarChefs International Chefs Congress Set For Inaugural Brooklyn Event

// NEWS

StarChefs.com is set to celebrate its 9th Annual StarChefs.com International Chefs

Congress in a new venue. After eight years in Manhattan, the event is slated for October

26– 28, 2014 in Brooklyn at the Brooklyn Expo Center.

FOOD SHOW

Experience this one of a kind culinary symposium that gathers more than 100 of the world's most innovative chefs, pastry chefs, mixologists, and sommeliers


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


Because at 46 I'm still trying

to figure it out!" But that's

not true at all. Capannola

is currently the outgoing

president of the Society

for Hospitality and Food Management

(SHFM). During her career she has

worked for IBM, Nation's Bank and has

been director of food services for Mer-

ck and is now senior project manager,

General Services Department – Sup-

port Services at World Bank Group,

where she oversees conference servic-

es, foodservices, and office hoteling for

World Bank Group’s 10,000 employees.

But the greatest gift she believes she

has given SHFM is the new "H" in the

organization's name.

When did you start your career?My first job in foodservice was when I

was five years old and would stand on

a milk crate at the end of the produce

aisle in my grandfather’s grocery store,

grinding Eight O’Clock coffee. I always

made sure to inhale the fresh ground

aroma before sealing the bag for a cus-

tomer. I went to college at Niagara Uni-

versity first as a pre-law student. Then

I switched over to the school for hotel

and restaurant management at the

university. But I didn't start my food-

service career until I got out of college.

I went abroad and went to school in

Switzerland.

How did you go from law to hospital-ity?I kept finding myself, during breaks,

working in restaurants, and in hotels

and thinking, I really like this, maybe

I should be doing this. I joke that it

wasn't a big stretch for me -- my gram

and parents owned grocery stores and

so I grew up around food. The joke is,

I went from raw food to cooked food.

It really wasn't too big a stretch for me

to end up in this. When I got married, I

moved to North Carolina. I was work-

ing for Marriott at the time. When I was

looking through all the Marriott oppor-

tunities in Charlotte, I came across this

one at IBM for a catering director. I said,

hmm, now what in the world could that

be? And here I am today. I really didn't

know that side of the world existed, and

I think some of that remains to this day.

It's all so amazing. Here's what's hap-

pening in my building today. We've got

a big event happening in our auditori-

um right now. At 3 o'clock we have the

President of Uruguay coming in. And

CNN and all the media. And then we're

turning the room for Hilary Clinton to

come at 5 o'clock. Boring? I don't think

so!

What do people think when they hear the words "foodservice"?The perception of our industry isn't

that exciting. But it's not the people be-

hind the cafeteria line with the hair net,

as some think. We get to do great, ex-

citing stuff. It's not what people might

think it is. And you get to have a broader

reach than when I was in hotels. Some

parts of my life were as a room service

manager, a restaurant manager, a ban-

quet manager. The diversity of experi-

ence keeps you challenged. It keeps

you sharp. So it's pretty fun.

What's changed over the years since

// Q&A

Sabrina CapannolaPresident, 2013-14 Society for Hospitality & Foodservice Management and Senior Project Manager at The World Bank

EXCLUSIVE FOODSERVICE INTERVIEWS

Capannola is currently the president of the Society for Hospitality and Food Manage-ment (SHFM). During her career she has worked for IBM, Nation's Bank and has been director of food services for Merck

Sabrina Capanola likes to tell this story. "If you find somebody who's 18 and knows what it is they

want to do with their life, could you please have them call me?


you started your career?In this segment of the industry what's

really great is there is now an apprecia-

tion for how valuable the services are

that we offer to the employees in our

environment, and not just with food

but with the breadth of workplace hos-

pitality, how that impacts the organiza-

tion, how that impacts them culturally,

how it increases productivity of em-

ployees and creates a desirable place

that helps them attract and retain good

people. Right now the big focus here

where I work is around creating spac-

es, around collaboration and creating

those informal places for meetings to

take place, what's going on in the or-

ganization. My organization's going

through a time of change. We're reorga-

nizing, so how can we reflect that back

and really speak to who the organiza-

tion is. You can tell a lot about a compa-

ny, not by just their financial situation,

but how they think about their employ-

ees. When you walk through the build-

ings, you can feel it and, and we have a

lot to do with that.

Tell me how.Well, it's in how we treat our employ-

ees and it's not just something that

you can say. You can have an employ-

ee handbook, this is our culture and

all that good stuff, and a vision state-

ment. But are you going to feel that

when you come into an organization?

For example, here at the World Bank,

we're a multicultural organization. If I

look down the corridor, the person next

door to me is from Malaysia. Across the

hall is someone from the Philippines,

next door, Ghana. It's a big melting pot.

And we can say that diversity is impor-

tant and all that, but when you go into

my cafeteria, you better see it. For ex-

ample, it's Singapore Day here. And the

authenticity with which we do these

things and we celebrate the cultural

heritage is all part of that. And my main

cafeteria has, instead of like a tradition-

al American one, where you're going to

have your deli and grill, here I've got

South Asian, and Pacific Rim, and Af-

rica and Indian. And we get in big talks

about northern Indian versus southern

Indian. We can say we're committed to

diversity, but do we live it?

We're a true mirror back on the orga-

nization. When you walk through the

halls, you can see these things that

they've celebrated, and it's important.

So, from that perspective, do you want

to create a vibrant space for people to

have those interactions? Of course you

do. And that's a big part of my job.

Do you see differences in what people like to eat?

I'll use myself as an example. What are

people 20 years younger than me look-

ing for? And not just with food, but in

space and from an employee culture.

They don't look at work as 9 to 5, and

sit in an office or a cubicle all day, and

just do this. It's a much more free-flow-

ing, interactive thing, and we have to

be able to foster that, and let them be

creative. And we're an important part

of that, because how you create those

spaces creates the opportunity for col-

laboration.

Actually, I've been a member since

the '90s. When I was at Bank of Amer-

ica, when I was with Nations Bank,

we had someone there who actually

encouraged me to join. And it's been

one of the best decisions I've ever

made, both personally and profes-

sionally. It is a fabulous network of

people. I am impressed when I go to

SHFM events about the minds that

are in those rooms. I've learned a lot

from the events, and not just from the

programming. Just interaction. And

what is so great about our membership

is it's a very nurturing group. They're a

very helpful group. I'll have a challenge

at work and I'll send an email out and

say, you know what? I'm being asked

to do x and I've never been asked to do

x before. What the heck do I do? And I

can send out an email to people and

the responses I get and the phone calls

help me figure it out.

As you look at your agenda as presi-dent, tell me a little about what the highlights were. What imprint would you like to leave on the organization?I feel a special responsibility that I'm

the first president of SHFM. And when

I look at our 35-year history, we're still

foodservice at our core. That's some-

thing we're never going to lose. My tag-

line has been, embrace the H. So that's

been a critical focus for me. But let's

not forget about the F word. Embrace

the H because we have to. But don't

forget what the F stands for.

What do you mean when you say, "em-brace the H"?The depth and breadth of workplace

hospitality. And reflect that in our

programming, that it was a thought-

ful choice to not only do critical issues

around space and hospitality and how

that feeds into the foodservice profes-

sionals sphere and the cafeteria en-

vironments and all that. A cafeteria

isn't just a cafeteria. Especially in these

times, everyone's trying to be smarter

with their space. That's a heck of a lot

of square feet to leave sitting there that

you're only going to use for a couple

of hours a day. So, what are the possi-

bilities, and so that sort of thing is chal-

lenging. What could we be? How can

we be? Giving our members the infor-

mation they need so they can use their

sphere of influence in their companies,

and really look to the future.

Hospitality means a lot of things, but

here's what workplace hospitality is,

the influence on an organization and

telling our members how they can

embrace that. From facilities to what-

ever, if we're just saying we're SFM, are

we the best organization for members?

Are we going to be able to give them the

resources they need? And as SHFM, we

better reflect back on who they are and

what they need.

What do you see as the value of SHFM?When I talk about the great community

of SHFM, and the networking oppor-

tunities, and the outreach, that's a lot

of the value of membership. Another

goal I had was to do more of what we

call our SHFM locals, not just have

meetings be about critical issues in

our national conference, but keep the

conversation going, and create oppor-

tunities for more valuable connections

with our members. We're going to have

almost 10 locals this year. We're doing

them in Charlotte, and Boston, and in

Chicago and out in San Francisco, and

Seattle. So again, we don't just want to

If I look down the corridor, the person

next door to me is from Malaysia. Across

the hall is someone from the Philippines,

next door, Ghana. It's a big melting

pot. And we can say that diversity is

important and all that, but when you go

into my cafeteria, you better see it.



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


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


If you're Atalanta Corporation,

you find specialty food products

from all over the world before

anyone else, educate your cus-

tomers about them, then show

them ways they can use these new prod-

ucts in multiple ways on their menus, all

while keeping costs down.

According to John Stephano, direc-

tor of marketing and training, when the

company started in 1945, it chose Ata-

lanta, the goddess of speed and hunt-

ing, to represent its prowess in securing

the most unique products from around

the globe and its ability to get them to

customers quickly and easily.

“What our product managers do real-

ly well is source products,” he says. “We

find unique products from throughout

the globe and we get them to our food-

service customers in the highest qual-

ity and the most competitive price. We

as an importing company go out to our

suppliers and find the most innovative

and trend setting specialty foods, the

products that are going to add value to

our operators and distributors in a very

competitive marketplace .”

Atalanta began importing Krakus Pol-

ish hams almost 70 years ago, he notes.

“We were an importer of goods from

Eastern European countries, behind the

Iron Curtain, and political maneuvering

was key. Atalanta needed to master the

uniqueness and process of importing

really well.”

“And our founders did that better

than anyone else in the industry.”

Stephano says the company, because

of our rich history and commitment to

their customers, believes no one else

can source, import and then get product

to its distributors faster than Atalanta

can. “It could be Parmigiano Reggiano

from Italy, Collier's Welsh Cheddar from

Wales. It could be saffron from Spain,

artichokes from Peru. Over the last 70

years, we've developed a logistics, im-

porting and product awareness process

that finds these unique foods, gets them

to customers first and helps them beat

their competition to the marketplace,

allowing them to see clearly the value

we add.”

Today, with competition so intense –

and margins so tight – to make yourself

stand out is paramount, Stephano says.

And the company, which serves every

foodservice sector from chain restau-

rants to institutions, white tablecloth

to quick-serve – does it through find-

ing the right food products no one has

or has ever heard of, then distributing

quicker and more cost effective than

anyone else.

He likes to cite the Sweety Drop pep-

per from Peru as an example. “We now

do a significant amount of market trend

analysis, so we get a chance to see trends

often before they hit the consumer. We

see them on two levels – either from an

increased category volume demand or

from our specialty stores focused prod-

uct selection. Right now, Peruvian and

South American cuisine is super hot.

Chefs all over the country are pressing

for this pepper. White tablecloth restau-

rants want to garnish it on premium flat

breads, or dress it on a specialty pizza,

or even drop it into a trendy cocktail.

We also are seeing an enormous volume

increase in the Piquillo pepper. Several

of our chain restaurants' customers are

currently in menu development with

many of these South American prod-

ucts feverishly trying to get them on

their menus. Our Chefs are just begging

for it. We can get it for them. We get to go

to market quicker and faster than oth-

ers,” he says.

Stephano loves to tell the story of how

Atalanta found the Sweety Drop pepper.

“It's a lagrima, teardrop shaped, pepper

and it was found in the Amazon rainfor-

est. One of our outstanding suppliers in

Peru discovered it a couple of years ago.

He brought it back to Peru and started

to cultivate it. Because of the strength

of our relationship, he reached out to

us immediately knowing we had the ca-

pability to get to customers' tables and

ultimately the ever demanding public

better than anyone else in the industry.

Our excellent sales team took over from

there they put feelers out into the US

market and began to create a market.

Our culinary team then brought it to

the Research Chefs Association Show in

Portland this past spring, and the Chefs

could not stop tasting and gazing at it.

The color is brilliant red. The crunchy

texture sweet flavor profile with just a

hint of heat is very sexy. Right there our

customers started a trend. We are just

glad to be a part of what is happening.

“Every time they put it in their

mouths, they came up with a new con-

cept or recipe. One Chef says, pepper

vodka cocktails. Another says a rustic

Spanish flat bread with baby arugula

and shaved Manchego cheese and

throw these Sweety Drop peppers on

top,” says Stephano. “A chef worked

with me to develop a goat cheese stuffed

Piquillo pepper recipe where we use an-

cient grain farro, crumbled Canadian

goat cheese, olive oil, lemon juice and

the Sweety Drop pepper and stuff it into

a beautiful red Peruvian Piquillo pep-

per.”

Stephano, a Chef himself, says their

Jersey Company Shops The World In Search Of Innovative Menu Solutions For Culinary Professionals

// NEWS

It's a dog-eat-dog world out there. So how do you differentiate your foodservice import

and distribution business from everyone else?

MENU SOLUTIONS

Sweety Drop peppers from Atalanta Corporation are a chef favorite



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Caribbean Chefs Bring The Heat To Fifth AvenueScoop notes that OCEAN Style was ex-

cited to present the best of Caribbean

cuisine to the Big Apple with culinary

treats from acclaimed chefs of the

Caribbean last month. The event took

place at the Penthouse at 267 Fifth

and benefits the Caribbean Tourism

Organization (CTO) Foundation and

The American Friends of Jamaica Inc.

Chefs of the Caribbean was a night of

culinary excellence that featured ac-

claimed Caribbean chefs from some

of the most highly regarded resorts

and restaurants in the Caribbean and

the New York area. This year’s chef

lineup included: Chef Purmessur of

Coconut Bay Resort in St. Lucia, Chef

Brian Lumley of 689 by Brian Lum-

ley in Kingston, Jamaica; Chef Sean

John of Spur Tree Lounge in New

York City; Chef Shorne Benjamin of

ShorCulinaire in New York City; and

Chef Tim Tibbitts of Flying Fish Mod-

ern Seafood Restaurant in Freeport,

Bahamas. “We are excited about the

chefs that participated,” says OCEAN

Style Editor-in-Chief, Douglas Gor-

don. “Each chef prepared and served

2-3 exquisite dishes and guests had

the opportunity to interact directly

with them. Our goal was to create

an enjoyable, dynamic and engaging

experience for the guests and chefs,”

he states. Guests were also treated to

an elegant evening of traditional and

modern Caribbean cocktails, enter-

tainment, and a silent auction. The

auction included luxury Caribbean

vacations, designer apparel, Brooklyn

Nets memorabilia and much more.

“For those with an appreciation for

fine cuisine and Caribbean talent,

we felt confident they left this event

highly satisfied which produced a su-

perb evening that was highly enjoy-

able, put a positive light on the Carib-

bean and its talented individuals and

is effective in raising funds for these

two important organizations,” Gor-

don concluded.

Christian Pratsch Has Been Appointed Executive Chef at Mandarin Oriental, New York Scoop sees that Chef Pratsch has over

18 years of experience in hospitality

and the culinary arts. Most recently,

he completed a two-year term as Ex-

ecutive Chef aboard The World – Resi-

dences at Sea overseeing its six food

and beverage outlets. Prior to this

position, he held executive posts at

InterContinental Miami, InterConti-

nental Mark Hopkins and Raffles Ho-

tel Vier Jahreszeiten Hamburg as well

as ships including Sea Cloud II and

MS Europa. Chef Pratsch began his

career with an apprenticeship at In-

terContinental Hamburg and is a cer-

tified Master Chef. A native of North

Germany, Chef Pratsch is fluent in

English and German. In his new role,

he will oversee Mandarin Oriental,

New York’s culinary program includ-

ing signature restaurant Asiate, casu-

al dining at Lobby Lounge and MO-

bar and in-room dining to 244 rooms

and suites as well as 64 Residences.

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

The event took place at

the Penthouse at 267

Fifth and benefits the

Caribbean Tourism

Organization (CTO)

Foundation and The

American Friends of

Jamaica Inc. Chef Pratsch will oversee Mandarin Oriental, New York’s culinary program including signature restaurant Asi-ate, casual dining at Lobby Lounge and MObar and in-room dining to 244 rooms and suites as well as 64 Residences.


Anthony Weiner Wants To Open New York City Restau-rantScoop says former congressman An-

thony Weiner wants to open a res-

taurant in New York City. The place

would be in the Rockaways, a coastal

Queens neighborhood that is still re-

covering from Superstorm Sandy in

2012. It would be named The Rocka-

way Restoration Kitchen and offer lo-

cally sourced food. Weiner is listed on

the restaurant's Idealist.org job list-

ing page, and The Rockaway Times

reports he's scouted locations.

"Large swaths of the peninsula are

lacking in quality, sustainable, nutri-

tious food. “It's also sadly true that

many Rockaway residents need help

developing skills to lift them out of

unemployment," Weiner said. "This

project is at the very earliest stages of

trying to tackle these challenges."

"AXED". . . a LIVE Culinary CompetitionOn Sunday, November 9th, 2014, at

11:00 a.m., IHMRS and Société Cu-

linaire Philanthropique, will present

“AXED” . . . . a LIVE culinary Competi-

tion.

Twenty applicants will have already

been reduced to the final four, hand

selected candidates (and one (1) al-

ternate in reserve), to compete LIVE !

The challenge begins with appetiz-

ers, titled: A Classic Revisited. Four,

identical baskets of ingredients will

be given to the contestants along with

a twenty minute deadline. Once, the

judges return, they will announce the

name of the first Chef to be “AXED”.

At 1:00 p.m., the three remaining

Chefs will gather, and the entrée in-

gredients will be revealed. Category:

a French Dish w/ four secret ingre-

dients. Thirty-five minutes later, the

judges again deliberate, and soon an-

nounce the name of the second Chef

to be “AXED”.

At 3:00 p.m., the final two Chefs get

their dessert ingredients. Category: A

Seasonal Dessert w/ fruit. Forty min-

utes later, the final candidate inter-

views will take place, as the judging

panel deliberates, before it announc-

es the final Chef to be AXED. Leaving

only the 2014 Salon Winner standing!

Mobile-Payments Firms Set Sites On NYC RestaurantsScoop says shoppers in stores have

so far shown little interest in smart-

phone apps to pay for purchases. So

some technology companies now are

focusing on restaurants.

Here’s the logic: Swiping a credit card

in a store is as easy, or easier, than

opening a “mobile-wallet” app. Pay-

ing by credit card in a restaurant,

however, often requires two trips –

one for the server to bring the check, a

second to return the card and receipt.

“For merchants and for consumers,

there really hasn’t been a compel-

ling reason yet to adopt mobile pay-

ments,” said Denee Carrington, a For-

rester Research FORR analyst. “With

dining there’s a real possibility of

speeding up the process for both din-

ers and the restaurant with just your

smartphone.”

Restaurants are attracting the likes of

eBay PayPal, Priceline Group, Grou-

pon GRPN and a host of startups.

Priceline’s OpenTable unit, which it

bought this year for $2.6 billion, is set

The challenge begins

with appetizers, titled: A

Classic Revisited. Four,

identical baskets of

ingredients will be given

to the contestants along

with a twenty minute

deadline.

Scoop says former congressman Anthony Weiner wants to open a res-taurant in New York City.

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CONNECTICUTNEW YORK

NEW JERSEY


to announce it will expand a restau-

rant-focused payment app nation-

wide, from a test in about 20 restau-

rants in San Francisco. “The promise

here is avoiding the hassle of leaving

a restaurant at the end of a meal,”

said Matt Roberts, CEO of OpenT-

able. “With this product you can

leave when you want, no more flag-

ging down the waiter, no more filing

out the check. You just leave.” The of-

ferings vary, but all rely on consumers

entering credit-card information into

an app before they arrive at the res-

taurant. When the meal is over, diners

can pay the tab and tip directly from

the app. The market is getting crowd-

ed with apps from PayPal and start-

ups like Cover, Dash and TabbedOut,

which aspire to be the Uber of dining.

Amazon.com has been working on

a tablet-based checkout and card-

reading system that could be used in

restaurants. Jon Whitehead, owner of

Radius restaurant in San Francisco,

says he was getting up to several calls

a week from tech vendors earlier this

year.

Radius was among the first to of-

fer OpenTable’s payments app, and

Whitehead says a couple of diners use

it a night, on average. But Whitehead

says he’d prefer an app that could

connect with other restaurant opera-

tions, “from ordering to cooking the

food to even monitoring inventory.”

OpenTable will announce 45 New

York restaurants accepting mobile

payments and expects to expand to

20 more U.S. cities including Seattle,

Atlanta and Philadelphia this year,

Roberts said.

He said OpenTable isn’t turning a

profit on the payments app, though

he hopes to eventually. Cover makes

money by negotiating discounts with

credit-card processors. It charges res-

taurants roughly the same fees they

would pay processors. The app works

at about 100 San Francisco and New

York area restaurants.

“PayPal’s Pay At Table mobile offering

is available at several hundred restau-

rants worldwide,” says Brad Brodigan,

a vice president who oversees the

program. Brodigan says he expects to

add functions like the ability to split

the check among several diners, or

ordering ahead, so that a meal can

be ready soon after a group is seated.

Some restaurants, like Brinker Inter-

national EAT Chili’s and Buffalo Wild

Wings, are deploying tableside tablets

for diners to order food and pay the

bill. Chili’s has installed Ziosk tablets,

from Tabletop Media, in more than

800 restaurants; Buffalo Wild Wings

is using NTN Buzztime’s tablets in

more than 150 locations. PayPal and

payments company Square also offer

mobile apps for quick checkout and

ordering ahead, primarily at fast-food

restaurants, giving consumers the

ability to skip the line at their coffee

shop and simply grab their drink and

go.

NORTH Food Festival Re-turns To New York With New EventsScoop is glad to hear that The Nordic

Food Festival NORTH is returning to

New York for the week of September

12 to 20, bringing exclusive Nordic

dinners and cooking classes to the

city.

Following last year’s success, the Nor-

dic Food Festival NORTH is return-

ing to New York for the week of Sep-

tember 12 to 20, bringing exclusive

Nordic dinners and cooking classes

to the city. Arranged by the online

culinary magazine Honest Cooking,

the festival will be even bigger than

before, with over 25 participating

chefs and new events, including a

nightly changing pop-up restaurant

and a Nordic Street Food Festival.

The prestigious list of chefs who will

be showcasing the best of Nordic cui-

sine include Frida Ronge of vRÅ in

Gothenburg, Sweden and Sasu Lauk-

konen of Chef & Sommelier in Helsin-

ki, Finland, as well as New York based

Fredrik Berselius of Aska and Mads

Refslund of ACME. Like last year, par-

ticipants of the festival will be able to

choose from a wide selection of cook-

ing classes and dinners, for which

He said OpenTable isn’t

turning a profit on the

payments app, though

he hopes to eventually.

Cover makes money by

negotiating discounts

with credit-card

processors.

“The promise here is avoiding the hassle of leaving a restaurant at the end of a meal,” said Matt Roberts, CEO of OpenTable.

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tickets are sold separately. Held at the

International Culinary Center, cook-

ing classes include anything from

“Nordic Grandma Cooking” with chef

Sasu Laukkonen, learning Maria Öst-

berg of FIKA’s secrets to making per-

fect Swedish cinnamon buns, to more

unusual themes, like learning how to

use your own foraged vegetables and

herbs in chef Sami Tällberg’s “Wild

Finnish Cuisine” class.

Foodshed Alliance Wine and Food Fest Set For Sept. 27-28 In JerseyScoop notes sponsored by Alba Vine-

yard in Finesville and Wegmans to

benefit the Foodshed Alliance, the

Garden State’s best wineries will join

forces with the state’s premium wine

wholesalers to pour their finest estate

wines at the first annual Foodshed Al-

liance Wine and Food Festival at Alba

Vineyard on Sept. 27 and 28.

The festival is the vineyard’s larg-

est charitable event of the year with

100% of the proceeds going to the

Foodshed Alliance, a nonprofit orga-

nization dedicated to strengthening

local food systems that nourish peo-

ple, sustain farmers, respect lands,

and build a resilient food economy.

In staying true to the Foodshed Alli-

ance’s mission, the festival will fea-

ture an impressive line-up of New

Jersey’s most reputable chefs who

will present cooking demonstrations,

lectures and samples. Local celebrity

cookbook authors as well as farmers

will also share tips and strategies on

how to best prepare, preserve and

enjoy food locally produced in New

Jersey.

Chef Jess Jones, chef to the stars;

Maureen Petrosky, lifestyle expert;

Tony Verdoni, author of “21 Wines;”

Chef George Mandakas, Blue Olive

Market in NYC; Chef John Sauchelli,

Maritime Parc; Chocolatier Diane

Pinder, Shop Donna Chocolates;

Jonathan and Nina White, Bobolink

Dairy; James Matar, Hummus Boss;

and Roman Osadca, farmer and garlic

expert, will all be on hand throughout

the weekend providing demos, lec-

tures, tastings and more. Tours of the

vineyard will be hourly starting at 1,

last one at 4 p.m. The festival invites

the best commercial wineries in the

state who produce wine from grapes

grown in the Garden State, as well as

some of the most storied wineries in

the world today. This year’s all-star

line-up includes Alba Vineyard, Cape

May Winery, Hopewell Valley Vine-

yard, Unionville Vineyard and Va-

lenzano Vineyard. World-renowned

featured wineries include; Robert

Mondavi Napa Valley, Jadot, Masi and

St Francis. “This will be an event like

no other. We are seeking to combine

the area’s best agricultural offerings

with premier wine, chefs and food,”

said Kendrya Close, executive direc-

tor of the Foodshed Alliance. “We are

most grateful to Alba Vineyards for

most generously agreeing to work

with us on this as a benefit to support

our work in promoting sustainable

agriculture and local food in New Jer-

sey.”

Arranged by the online

culinary magazine Honest

Cooking, the festival

will be even bigger than

before, with over 25

participating chefs and

new events, including a

nightly changing pop-up

restaurant and a Nordic

Street Food Festival.

The festival is the

vineyard’s largest

charitable event of the

year with 100% of the

proceeds going to the

Foodshed Alliance.

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While having a

strong love for

the South and ap-

preciation for his

Southern roots, he

also has had a lifelong fascination with

New York City.

Ken found his love for cooking at

age twenty while working aboard an

offshore tugboat. There he learned

hands-on from the boat’s cook and

developed a passion for the Cajun

style and food experimentation. Ken is

mostly self-taught and thinks that not

having been professionally trained as

a chef is an advantage. It gives him

credibility when he tells people who

say they can’t boil water that he’ll have

them cooking a true Southern down

home meal in no time. Fulfilling his

dream, Ken moved to New York City

from Biloxi Mississippi in 2004.

Changing cities didn’t change his pas-

sion for food. What began as an infor-

mal instruction for friends developed

into a series of cooking classes taught

and organized by Cajun Ken. Look-

ing to reach more people, Ken began

to develop and produce a network

cooking show. Cajun in the City now

airs to over 1 million New Yorkers each

week and is slated to air in Brooklyn,

Queens and The Bronx in Fall 2014.

Total Food Service had a chance to

catch up with Chef Ken in this month’s

Meet the Newsmaker.

You’re a self -taught chef with no for-mal training. Why do you feel that gives you an advantage? And do you have any mentors that led you to where you are today?Being able to go culinary school is an

awesome opportunity, don't get me

wrong. I started grilling at age seven

because I was hungry, and not for

any other reason. Cooking a T-bone

and not being able to see over the grill

has its challenges I guarantee. I come

from a long line of southern family

cooks so working in the kitchen was a

part of life and not playtime for me. I

learned True Cajun cooking down in

Port Foushon Louisiana on a offshore

tugboat. I was a young deckhand and

helped cook and catch fresh seafood

for the boats chef. Learning at this

level is a real advantage beyond any

school or cookbook. Real southern

and Cajun cooking comes from the

heart and not any other place. I'll bet

you a sack of Crawfish on that one!

What’s the goal of your new show Ca-jun in the City and what does it offer its viewers? And what can a chef take away from the show to put to use in their menu strategies? New York City one of the best places in

the world for food but one thing they

don't have is our way of cooking. Being

able to share my style of cooking with

the masses on TV is a dream come true

and they love it. I really mean it when

I say, "I'm bringing the bayou to the

big apple." My goal is to get you in the

kitchen and start cooking, If I have in-

spired you to cook southern food, then

I have done my job. I meet great chefs

all the time and most of them love

southern, Cajun style food but not be-

ing from the deep south or trained in

it, they shy away. I say don't let that

stop you. Great southern Cajun food is

allot about experimenting with ingre-

dients and good recipes until you get it

right. That's what I did. Any chef who

wants to add a traditional Cajun dish

Kenneth Conn, Host of Cajun in the City

Kenneth Conn, affectionately known to his friends as Cajun Ken, was born and raised

in the deep South, spending most of his formative years in the port cities of

Mississippi and Louisiana.

Ken found his love for cooking at age twenty while working aboard an offshore tugboat. There he learned hands-on from the boat’s cook and developed a passion for the Cajun style and food experimentation.

New York City one of the

best places in the world

for food but one thing

they don't have is our

way of cooking.


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


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But that all changed when he went

to sell imported pasta to retailers

in the New York City area and

tasted what passed for mozzarella in

this country. “I said, 'People call this

mozzarella?' I knew I could make it bet-

ter,” says the owner and president of Li-

oni Latticini Inc.

So Salzarulo started his own cheese-

making company in Brooklyn in 1981

with his nephew and partner Salvatore.

It grew from his garage making about

100 pounds of mozzarella per week to

a business that now produces 60,000

pounds of mozzarella every week (or

about 15 million pounds a year) in a

100,000 square foot facility in Union,

N.J. The company also has a 2,000

square foot wholesale warehouse in

Brooklyn.

“I used to make it at dinnertime, small

portions, to make the people taste,” he

says. “It was completely different from

anyone else's.”

That's because the company pays

such attention to detail in every step of

Award Winning NJ Cheesemaker Provides Artisan Solutions For Tri-State Operators

// NEWS

Guiseppe (Sal) Salzarulo left Lioni at the age of 18 for the U.S. and started working in his brother’s

local pork store in Brooklyn. Even though the mozzarella business had been in his family for five

generations, he didn’t come with the intention of making fresh mozzarella and selling it.

ARTISAN SOLUTIONS

(L to R) Salvatore Salzarulo, Teresa Salzarulo Conforte, Giovanni Salzarulo, Andrea Salzarulo Sears, Salvatore Sal-zarulo, Giuseppe (Sal) Salzarulo


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to their menu go right ahead as long as

you have three main ingredients, Love,

Passion and Time. Also let me swing

by and do a taste test.

Today, most restaurants serve dishes that consist of a blend of Cajun and Creole styles, which Chef Paul Prud-homme dubbed "Louisiana cook-ing." However, there are fewer people cooking the classic Cajun dishes. Why Cajun over Creole for you and is the difference the ingredients or the peo-ple behind these famous cuisines? I met Chef Paul Prudhomme down in

Biloxi MS and he leans more to Cre-

ole but he is right about them both

being Louisiana. Creole cooking was

once more French and used expen-

sive ingredients. Cajuns "Acadians"

from Canada moved down south and

settled in the Bayous and swamps of

Louisiana where they were forced to

live off the land. They merged their

style of French cooking with whatever

they caught. Being big on seasonings

it was easy to make alligator taste like

chicken and rabbit taste like steak. I

grew up cooking with a more Cajun

influence and I love Creole just the

same. For the most part Cajun and

Creole cooking has merged over the

years and people confuse them for the

same. There is some subtle differences

but not much anymore. Most chefs

think classic Cajun is pepper hot and

it's not. Cajun food is supposed to be

one thing, flavorful and delicious. If

you order a Cajun dish and it's so hot

you can't enjoy it, what is that good

for. Allot of people think adding a half

bottle of hot sauce makes it Cajun. I

call it wasting good hot sauce.

Talk about Famous Justin Wilson Brand and their involvement with the show. And does the show offer sponsorship or product placement opportunities?I grew up watching him on TV like

the rest of America in the 80s-90s. If it

wasn't for him, Cajun in the City prob-

ably wouldn't exist. He is the pioneer

Cajun chef and I feel like I owe it to him

to keep his cooking style and memory

alive. I think he would be pleased with

what we are doing. Cajun in the City

is the only cooking show in America

with the permission to use him in

our show. He is a part of Cajun in the

City and we’re very proud of that. Ca-

jun in the City is a self-funded public

network TV show. We currently have a

few great sponsors that help fund the

production and have many sponsor

levels available. We are the only Cajun,

southern cooking show airing in NYC

so the unique TV exposure is huge for

businesses. We offer product place-

ments for sponsors as well. We are

even in talks with a German cookware

line and a national seasonings com-

pany. Things are looking good.

Behind the scenes and before tapings,

explain the process of developing Ca-jun dishes and material for each epi-sode.The crew starts at 5 AM getting the set,

food and five cameras ready. It's a little

crazy with 14 people running around

in all directions. We just shot 13 full

episodes and most of the recipes were

created and designed by me. I like to

cook each dish 2-3 days prior so there

are no surprises on set during filming.

Each dish is fully cooked on camera

and it's about as real as it gets. Mis-

shapes do happen like the time when

we had a delay and my grease got too

hot waiting. When we went to shoot-

ing I dropped in my Cajun puppies

on camera they burned instantly. We

had to stop and reshoot the scene. I

won't go into what happened during

our Crawfish boil episode, I'm still not

over that one.

For the entire interview, visit www.totalfood.com

Kenneth, from page 44

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Saveily Arkhipenko ApproachI can't say enough about the vision

of the ownership and management

teams.

The author and the zealot of the idea

and the concept is Eugene Kadoms-

kiy, he monitored all processes and all

major stages of the project. Eugene’s

business partner/co-owner is Michael

Tevelev and Vlad Lipkin, URBO CEO,

the head of the project, is its engine,

its energy and the best guarantee of its

success.

Eugene and the ownership team made

it very clear the priority was entire

logistics and functionality (stairs, el-

URBO Kitchen, Times Square, New York, NY

Kitchen Design ConsultantEric McConnell, VP & Senior Project

Manager, Next Step Design

New York, NY

Equipment & Supply DealerDonovan Espeut, Project Manager,

H. Weiss

Armonk, NY

The OperatorBrian Young, Culinary Director

Urbo Kitchen

New York, NY

The ArchitectSaveily Arkhipenko, Architect

Urbo Kitchen

Manhattan, NY


The 1st floor is a rough-hewn industrial design with lots of wood to create a warm, natural Brooklyn feel

evators, open kitchens) first, and then

think of design, which will fit func-

tionality. I knew that I couldn't accom-

plish that from a computer in Russia

so I spent much of the time designing

on site in New York.

So when I first saw the space, my first

impression – and the first question to

myself – was how to connect the 1st

and the 2nd floor. I had designed a

cultural center in Russia – with exhi-

bition halls, cafes and shops – and it

required this kind of thinking, literally,

from A to Z. Once we decided that we

would connect the two floors with a

the spiral staircase and the glass eleva-

tor, we started thinking about building

open kitchens around them, laying

out seats, then the look with the right

mix of design, color and texture.

Among the design challenges were

creating kitchen designs that are semi-

circular, and could easily be fitted with

equipment. In addition, they had to

correspond to fire codes. As you can

well imagine with a fire pit with open

flame by the stairs, they had to have

complex ventilation. We designed

three unique kitchens to support our

"Real", "Un-Real" and "Sur-Real"

kitchens. The approach to all three

is – function and function again. We

wanted to create a solution to be able

to serve as much fresh food as pos-

sible. We see that balance as coming

from both our culinary team and their

professionalism and architectural de-

sign solutions. A main objective was

to create a feel of a real grub shop on

the 1st floor. We wanted our guests to

see that food is prepared right there

and that all products are fresh. Our

approach was to build a top design

team with Next Step and H. Weiss. We

then spent a lot of time discussing and

designing each unit with Eric McDon-

nell and his Next Step team. It is ex-

tremely important to actively involve

the culinary team and get them on

the same page with the kitchen equip-

ment design team.

We saw the 1st floor as a rough-hewn

industrial-style place; at the same

time we used lots of wood to create a

warm, natural feel. We worked with

a Brooklyn company: Hecho; they

helped us with tables, chairs and ta-

bletops; we think they even helped to

bring some Brooklyn air in the place.

As for lighting, we worked with Isome-

trix, a London-based company; it was

given a direction to highlight archi-

tectural features and create lighting

scenarios for the space throughout

the day. We of course had to deal with

the challenge of an open fire pit by the

circular stairs. According to codes, we

had to add a glass enclosure to sepa-

rate it from the stairs. Plus we had to

increase the size of canopies above

the open kitchens, which required

more structural support. We had a set

of drawings from our architect: HLW.

Everything was manufactured in ac-

cordance with these drawings, and

then we met with a subcontractor

and approved materials and textures

including the marble tabletops in the

open kitchen patterns and types of

matte/shiny surface that we wanted.

Our design includes many first ever

elements. This includes the 2nd floor

solariums, the water tank, the whole

circular stairs – all of them are unique.

The takeaway is that when assembling

and working with such a huge team,

with people and companies from all

around the world on projects of such

magnitude success is only possible if

the whole team works as one.

Eric McConnell ApproachThe management team was very pas-

sionate about capturing the New York

pizzazz. They also wanted the guest

experience to be interactive with the

kitchens. Next Step design special-

izes in exhibition and show kitchens.

Therefore, we were very excited to

have the opportunity to work on a

project that embraced this concept to

the fullest.

My first impression was just how great

a location we had to work with.

I thought it was perfect for the concept

and an ideal location for the team to

execute the requests set forth by the

ownership. Due to careful planning,

the specifications did not change

much during the project. At the begin-

ning, Next Step Design provided the

ownership with a budget and worked

on an equipment package based on

that budget.

My extensive hotel experience did play

a large role in my design direction.

With large properties, it is important

to be mindful of the properties needs

and the flow of goods and execution.

My approach was to create high qual-

ity and functional showpieces. For

example, the curved counters around

the first floor fire and water islands

are very much in the customer’s line

of sight. They had to be functional as

well as complementary to surround-

ings and overall look and feel of the

design intent.

So when I first saw the space, my first

impression – and the first question to

myself – was how to connect the 1st and

the 2nd floor. I had designed a cultural

center in Russia – with exhibition halls,

cafes and shops – and it required this

kind of thinking, literally, from A to Z.


The design challenges included a

round kitchen that required coor-

dinating the radius of all the inte-

grated materials and various trades/

craftsmen. My design approach was

to maintain positive functional flow

while preserving the design team and

ownership’s vision. This includes col-

laboration with ID team members, as

well as operations and ownership.

We located a large breakdown area,

dry storage, and cold bulk storage im-

mediately off of the main goods eleva-

tor. We also located additional prep

areas and cold holding stations at the

rear of the back of house prep kitchen

to ensure quality product and han-

dling.

An exciting design concept that the

owners presented was the idea of the

“guests feeling like they were in the

kitchens” at many areas of the res-

taurants. This idea especially holds

true at the glass feature elevator that

showcases the kitchen on the first and

second floors. This allowed us to “turn

the kitchens inside out” for this guest

experience. With the cooking lines we

were trying to accomplish sautéing,

broiling, as well as inserting pieces for

grilling, and a Beech hearth oven for

flatbreads and bake-off. The hoods to

support the project had to be low ve-

locity, low CFM’s, quiet, and of course

aesthetically on point. We had to ad-

just exhaust hoods and maximize the

cooking with the available CFM’s. Due

to obvious challenges of city location,

precipitators had to be used to clean

exhaust air prior to exiting the build-

ing. There was limited space available

for the necessary (3) precipitators

that this project utilized. Keeping the

CFM’s at the absolute minimum was

essential in pre-planning and execu-

tion. For the walk-in space I wanted

to maximize the storage and ensure

efficiency.

The dishwashing and dishware need-

ed to be strategically located on each

floor so that those working at the fa-

cility did not have to transport the

dishes to different levels. By providing

dishwashing on each level, it saves the

client time, labor cost, and minimizes

breakage. This is something that Next

Step Design takes pride in on every

project. We always want to be known

for specifying high quality equipment

that is intended to last and work day in

and day out. Equipment that is down

and not working, just puts certain

parts of your menu on the sidelines.

On this project we utilized Montague,

Beech, Traulsen, Glastender, Carbone

Metal Fabricators, Halton exhaust

hoods, just to name a few. One thing

I really learned on this project is just

how important the right contractor

can be. JRM was the general contrac-

tor on the project, and I cannot even

imagine having completed this proj-

ect without their involvement.

In short, my goal was to create an ex-

tremely functional, and interesting

restaurant kitchen space that would

not only keep up with the demands of

this rather large and unique multi-lev-

el restaurant, but also felt like you were

in a kitchen ride at Disney World®.

Brian Young ApproachI started as a cook at the Quilted Gi-

raffe and worked at Le Bernardin.

Later on I spent two years as execu-

tive chef at Tavern on the Green. So I

am very comfortable in putting some-

thing together of this magnitude. Our

goal is to create menus that will fea-

ture local ingredients that will even list

the purveyors.

The name is a mash-up of urban and

bohemians. The first floor features

a casual 150-seat area with three

glass-enclosed kitchens. There’s a

retail shop off to one side. A spiral

staircase and a circular elevator lead

upstairs for more-formal dining in a

300-seat room with latticework and

greenery, and to a big bar overlooking

42nd Street.

This project is about building out

26,000 square feet to be able to han-

dle hyper seasonal super creative

menus with a different menu of each

of our three floors. In a lot of ways

we’ve brought the reclaimed feel-

ing of Brooklyn to the first floor. Up-

stairs we’ve captured the best of roof

top dining. There are all these cool

elements like catwalks and festival

lighting. The first floor is walk-in only

with a more approachable price point

Brian Young, Culinary Director at URBO Kitchens utilizes Irinox’s Blast Chilling technology

URBO Kitchens took advantage of Montague’s numerous features to support their commit-ment to fresh local menus in a high volume setting

This project is about

building out 26,000

square feet to be able to

handle hyper seasonal

super creative menus

with a different menu

of each of our three

floors.


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


known as "Real". The second floor is

our fine dining concept: "Unreal" and

the third floor is a private dining room

with a much higher price point called:

"Sur-Real". To support that we have a

different type of kitchen for each one.

Each of them is entirely open and in-

teractive with the dining experience.

The second floor kitchen was de-

signed to handle the receiving loading

and prep area for the whole operation,

including potatoes and carrot prep.

Our goal is to put every thing in Lexan

plastic containers and then reverse

the empty boxes to the dumpster.

This gives us clear transport into the

phase two prep kitchen for processing

and more delicate knife work. From

the prep kitchen we can utilize roll-

ing racks to move between floors.

The second floor prep kitchen sup-

ports the Real and Unreal operations.

It has an Irinox blast chiller, kettles,

skillet, Unox ovens, ME wave bread

oven and Montague cooking lines.

We supported our custom cocktail

program with the special cubes that

a Kold-Draft produces. The equip-

ment package also helped us create

the unique look. It is the most unusual

design I have ever seen. The circular

Beech oven grill with its flames will

greet our guests when they enter. The

entire kitchen is custom. There isn’t

a standard dimension in the project.

There’s special glass for the sushi case

there’s very little air-cooled refrigera-

tion. It’s all water-cooled racks-using

chilled condenser water. We even

broke ground by creating a bracket

less shelving design.

This is a very complex machine that's

the equivalent of driving a magnifi-

cent sports car. We are lucky to have a

very generous prep space to support

an operation this large.

Keep in mind, when you have a triple

net building like this, there is a lot

of space chewed up with mechani-

cal requirements for HVAC that are

needed to meet the city’s stringent

code. Our goal in the build out was to

be able to support at least 12 menus a

year with a chance that it could grow

to two a month. In New York it’s all

about reading the micro changes in

taste and staying on top of your game.

We believe our customers will not be

the traditional Times Square tour-

ists; however there will of course be a

burger on our menu. The goal is great

prices on very creative items like fresh

ricotta and peaches that we’ve teamed

with olive oil, and a pesto mozzarella

parmacotta parmagania Panini. Our

approach to sourcing for these menus

will start with personal relationships

I have with companies. We will work

with many specialty farms and firms

in the meat market that have zero

inventories. I send them what I want

and then they get it for us fresh. After

working on the opening at Le Berna-

din and then running the kitchen at

Tavern as executive chef, I have a real-

ly solid understanding of what it takes

to accomplish high quality and high

volume menus. I’m looking to build

a team with DNA that combines tal-

ent and work ethic. In many ways I’m

looking for a younger version of my-

self, with very little ego and thought-

fulness towards others.

Donovan Espeut ApproachMy first impression was that the space

was like any other open space. Some

of the biggest challenges were down-

stairs, where they had most of the

features. This included smoke baffles

over the hoods, the fire grill and the

staircase. So those are really the most

time-intensive parts of the job. Match-

ing the radiuses with the millwork ra-

diuses with the stainless steel was in-

teresting.

The issues with the hoods proved to be

very challenging. This had to do with

the low floating ceiling and then trying

to line up the hood to match the ra-

dius of the counter so that the equip-

ment would be protected properly.

We had to tweak it a couple of times

to get that right. Our success with the

project came from our ability to get on

Next Step and H. Weiss collaborated on one of Manhattan's largest kitchen facilities to feed some 600 guests

Among the design challenges were creating kitchen designs that are semicircular

This is a very complex

machine that's the

equivalent of driving a

magnificent sports car.


http://issuu.com/action/openurl?url=http://www.kold-draft.com


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


the same page as the JRM, the general

contractor.

A project like this brings a lot more

pressure because they wanted to open

at a certain time and there were in-

evitable delays on the job. There re-

ally was not any code delays as most

of them had to do with coordination.

I think this is a great example of how

our restaurant portfolio of work is

growing. Many people in the industry

would be surprised to find out that

in addition to Urbo Kitchen, we've

recently finished the Nomad and Al-

londa restaurants. Many consultants

like Next Step who did the Urbo proj-

ect have worked with us in the past

on a variety of B&I projects, so they

are comfortable with our ability to

deliver quality on deadline. As with

many consultants’ Next Step is very

particular with the many design ele-

ments that are required in a project

of this magnitude. At Urbo that atten-

tion to detail focused on paying close

attention to the trimming finishes.

That's to be expected with an open

kitchen like this. Everything is so vis-

ible. You walk in and there's that piece

of curved glass with that Beech oven

and its wall of fire sitting in the middle

of it. It needs to be perfect because it's

the first thing that a guest will see.

Photography by Max Zagor

The second floor design features an expansive bar with a spectacular NYC view


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


http://issuu.com/action/openurl?url=http://[email protected]


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


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

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That would seem a fairly

benign type of waste but

the reality is that it's very

heavy, and when it sits in

landfills, it rots.

“Several years ago I read an article

about vineyards in Northern Califor-

nia having a problem with what to do

with the leftover organic grapes from

the wine they made,” says Jim Slanina,

president of EnviroPure Waste Disposal

Systems. “At that time it was considered

waste no one wanted, and getting rid of

it was very expensive.”

It piqued his interest, he says. “I saw

there was going to be a need to handle

the organic volume generated now

and in the future so I wanted to come

up with a technology to address that

need – on-site – without having to drive

trucks back and forth. If composting's

your thing, trucks are still needed.”

Getting rid of waste is very costly.

“There's pick-up, environmental sur-

charges, fuel surcharges, tipping fees.

It can be prohibitive,” says Slanina.

“Since food is so heavy, it's a pretty big

portion of waste.”

Jona Thomas, national sales man-

ager, notes that getting rid of waste can

cost foodservice operations between

$75 and $150 a trip.

EnviroPure came up with a organic

waste treatment system that converts

food waste to what ultimately becomes

what is called “gray water,” a liquid that

meets or exceeds all municipal stan-

dards for waste disposal.

The organic waste starts with a

grinding process-- either a sink-type

grinder for smaller operations or a

large grinder, and the grinding process

reduces the particle sizes to allow for

a greater absorption of the micro nu-

trient, which aids in quick digestion.

“The slurry is pumped into the diges-

tion vessel, which goes through a series

of settlings and stirrings, just like our

stomachs,” Thomas says. The slurry is

then mixed with the company's pro-

prietary EP-BioMix. This process takes

a few hours for fruits and vegetables,

and under 24 hours for meats, bones,

shells, and pits.

EnviroPure's EPW Food Waste Dis-

posal system is a self-contained, con-

tinual-feed, organic waste disposal

system that fits into any supermarket,

commercial or industrial kitchen op-

eration, allowing food waste to be dealt

with as it is generated at the source. “It

uses the EP-BioMix medium that pro-

vides the natural bacteria already pres-

ent in the food with the critical micro

nutrients required for rapid breakdown

of food,” Thomas points out.

“Organic waste is quickly reduced to

a harmless liquid that is odor-free and

can be safely disposed of into existing

municipal waste water systems,” says

Slanina. “EPW systems handle virtually

any kind of food waste, including veg-

etables, fruits, meat, fish, poultry, dairy

products, bones, shells and pits, with

complete decomposition typically oc-

curring within 24 hours.”

These units are particularly valu-

able in the foodservice industry, says

Slanina. “EnviroPure units are custom-

designed units that fit into a kitchen's

work flow. We not only provide a easy

solution, we design the systems to in-

crease productivity and capture the

organic waste in the dish-washing area

and the food prep area.”

The biggest difference between the

company and its competitors, Slanina

and Thomas say, is BioMix, the com-

plete, natural vitamin mix the compa-

ny uses to “digest” and treat the waste.

“Others use microbes or enzymes that

are chemically engineered, not a natu-

ral product,” says Thomas. Enzymes

tend to emulsify the food recycling in

a high contaminated byproduct. We

turn it into gray water, then treat our

gray water with our vitamin mix and it

comes in at a tenth of what's allowed in

most municipalities.”

This gray water can then be poured

into drains, or collected or used for ir-

rigation purposes. “It can even be recy-

cled back into our system and used as

our grinding water instead of potable

water,” says Thomas.

And the systems pay for themselves.

“It costs the end user $28 per ton for

our BioMix, well below the national av-

erage for waste removal in the US and

Canada,” she notes. And the machine

can save big money because it costs

less than $400 a year in utility costs, us-

ing the water extracted from the food

rather than having to buy additional

water.

In addition to everything else, the

company also provides customers with

a program where end users – tasked

with increasing diversion rates and

reducing their carbon footprints – can

now see visually what those rates are.

EnviroPure is sold through the food-

service distribution channel. Distribu-

tors can benefit from selling the sys-

tems because they can not only help

their customers save money, they also

aid foodservice operations in comply-

ing with the regulations that are now

EnviroPure Offers Cost Effective Solution With NYC Foodwaste Mandate On Horizon

// NEWS

When most people hear the word “garbage,” they usually think, newspapers and

plastic bags and paper plates and napkins. But what about food?

GREEN SOLUTIONS

EnviroPure came up with

a organic waste treatment

system that converts food

waste to what ultimately

becomes what is called “gray

water,” a liquid that meets

or exceeds all municipal

standards for waste disposal.

continued on pg 94


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


"Sam and I were friends

in college. We're both

from New Jersey, and

we had met at the

University of Wis-

consin," says Samuels. "During my

junior year, I was studying abroad in

Barcelona and these waffles were ev-

erywhere. At the same time, Sam was

skiing in Vermont, where they were

selling these same kind of waffles. The

one constant, regardless of location;

people were waiting 25 to 30 min-

utes in the freezing cold for them. The

thought that came to mind was 'Ei-

ther these people are crazy, or some-

thing really good is going on here'. We

leaned heavily towards the latter be-

ing the truth, and after trying them we

both agreed they were delicious, and

that it was a winning product we could

make the staple of our futures."

Now, of course, we're not talking

about your typical diner waffle, which

is really just pancake mix poured into

a waffle grid, but something called a

Liege-style waffle (also known as the

"sugar waffle"). Named after the re-

gion in Belgium - Liege - where it was

first created, a Liege waffle incorpo-

rates a unique blend of sugars in order

give its eaters the perfect balance of

crunch and caramelization in every

bite. This atypical sugar, known as

pearl sugar, is mixed in with a yeast-

raised dough in order to create an

amazing dining experience. The re-

sult is a waffle that is sweet enough to

enjoy without syrup, whipped cream,

or dressings of the like. As I'm sure

you can imagine, the final product is

golden and crispy on the surface, with

a flakey and tender crunch within, like

a baguette, only richer.

"We explored the idea that summer,

going into senior year" says Samuels.

"Once we fine-tuned a recipe, the ini-

tial plan was to open a mall kiosk, but

after taking a closer look at the over-

head and expenses, it didn't seem

feasible at the time. So we decided to

go the manufacturing/retail route.

There was a Dunkin' Donuts com-

missary in our neighborhood, and in

its downtime, from 5 to 11 a.m., they

let us come in and make waffles. We

had three waffle irons. Sam would cut

the butter. I would measure the flour.

We'd make everything by hand; wrap

it by hand, seal it by hand. Then Sam

would go right, I'd go left, and who-

ever sold the most waffles that day

was the self-proclaimed winner. It was

not a sustainable or profitable way of

doing business, but it did prove that

there was a demand for the product."

As their business continued to grow,

one day Sam went into Whole Foods,

where he happened to see an employ-

ee stocking the frozen shelves. "He

said, 'Would you like to try our waf-

fles?' The guy was curious, and after

tasting them he said 'Hey, these are re-

ally good, where can I buy them?" Sam

said, 'Well, that is why I am here. Our

waffles are not yet in the store.'"

A short time later, the guys were able

to get a meeting with corporate. "They

said, 'We're willing to try you as a local

vendor.' We were given a test-market

of two stores, and had three months to

get our ducks in a row. We didn't have

packaging. We had to scramble to get

something out there. But we were able

to do that, and slowly we went from

two stores to four stores to seven, and

in correlation, from three waffle irons,

to five, to seven to 10 doing our own

operations and assembly."

Jersey Firm Sets Sights On Enabling Foodservice Operators To Serve Signature Waffles

// NEWS

Co-founders of WaffleWaffle, a gourmet Belgian waffle manufacturing business that blasted off a year after the guys graduated from college, the company's products can now be found in almost every state in the Union - in supermarkets, specialty stores, restaurants and convenience stores.

SIGNATURE SOLUTIONS

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


Shortly after that, the business

moved to an incubator kitchen in the

Bronx. "It was pretty small but it gave

us a little more space to do what we

needed to do. After a six-month stint

in the Bronx, we then moved back over

to New Jersey with 25 waffle irons,"

Samuels remembers. "It was still lim-

ited capacity and profitability because

we were doing it all by hand. But after

we added more Whole Foods stores,

Sam and I went to Belgium. We had

proven the concept to ourselves; we

knew where we wanted to go. So we

were able to purchase larger equip-

ment to streamline the process, make

it slightly more automated, where we

now could make 1,000 waffles an hour.

We continued to hit the pavement and

add retailers, and in a correspond-

ing move, added more equipment in

order to churn out 4,000 waffles per

hour. We continued to make strides

towards legitimizing our business;

we were adding more chains, more

regions, and since we had the ears of

retailers, utilizing our products in a

foodservice application was a natural

next step."

In addition to packaging the waffles

in retail boxes and stocking the frozen

foods shelves, the business was able to

put out the larger quantities needed

for the foodservice markets starting in

2012. "Whole Foods offers waffles on

their hot bars, and packages them in-

store for sale in the bakery. Ice cream

shops serve them with ice cream and

toppings. In the colder months of win-

ter, our waffles make for a great com-

pliment to ice cream or frozen yogurt,

and serve as a great stand alone treat!

They drive customers into the stores

during a time that is usually consid-

ered 'quieter' for frozen dessert busi-

nesses," says Samuels.

There is one particular aspect of the

foodservice applications WaffleWaffle

has to offer that Samuels is particularly

excited about; their fresh dough pro-

gram. "We've put together a compre-

hensive program in which we procure

the waffle bakers needed to bake off

our products, and supply them along

with our dough to retailers. Ultimately

what we've done is created a unique

customer experience that engages all

five senses! Customers love having

the opportunity to watch the waffle

press at work, and hear the sizzle of

the dough as it bakes. Not to mention

the incredible smell our products give

off while they bake. And in my humble

opinion, it tastes great too," says Sam-

uels. He adds "The irons do not take

up much space - a little over a square

foot - so the program requires a very

minimal footprint in order to partici-

pate, and subsequently, allows retail-

ers to ensure that every single square

inch of their existing infrastructure

is income producing. And whether

it's at the bottom of a ski mountain,

at your local Whole Foods or grocery

store, or at a nearby froyo shop, they

make fresh waffles and waffle cones.

The fresh waffles and waffle cones are

dipped in sauces, enrobed in choco-

late, dressed with sprinkles, Nutella,

fresh fruit, or anyway the customer

wants it. Suddenly it's no longer just a

waffle. It's a customized WaffleWaffle.

It's John's waffle, Jill's waffle, Tommy's

waffle…what kind of waffle are you?"

Samuels says the fresh foodservice

program is the fastest-growing part of

the business. And in retail, it's become

so big that Whole Foods is now build-

ing waffle bars for which WaffleWaffle

supplies all equipment and prod-

ucts directly into the infrastructure

of brand new stores (Whole Foods of

Portchester, NY, and Whole Foods of

Hyannis, MA). The fresh dough pro-

gram is just one of the many things

WaffleWaffle has done to try and re-

main cutting edge, and ahead of the

curve.

"We had the frozen retail packages,

however, we also developed a shelf-

stable product line. We designed a

shipper-display unit, and began in-

dividually wrapping and labeling our

products so they could essentially be

grabbed 'on-the-go'. It allows us to

work with convenience stores now,

but also, makes it easier to approach

some of the supermarkets we want

to work with. Whereas a frozen foods

buyer may not have the shelf-space

available to stock our items, our ship-

per displays can be set-up in store

aisles without encroaching on the lim-

ited facings retailers can offer to their

consumers. They can be eaten directly

out of the packaging like a cookie or

a muffin as a snack, or heated up for

breakfast or dessert," explains Samu-

els.

While WaffleWaffle has worked hard

to develop its brand vertically (the dif-

ferent applications from frozen retail

to foodservice), it has allocated just

as much time, energy, and resources

to expanding horizontally (in terms

of the flavor it offers). Samuels says he

and his partner were concerned with

how much the American and Euro-

pean markets differ from one another.

"There's only one flavor in Europe.

It's very traditional; it's plain, and if

you dare to throw try any new flavors

you're a pariah. But American con-

sumers love variety. So we developed

an entire arsenal of flavors; red velvet,

cinnamon, chocolate chip, pumpkin,

maple, chocolate cocoa. We have even

fine-tuned tofu-based vegan prod-

ucts, and are currently R&Ding with

gluten-free".

WaffleWaffle also works with restau-

rants to come up with special one-of-

a-kind flavors. "We're working with a

restaurant in the North Carolina area;

we had started supplying them with

our original flavor, however, the res-

taurant was looking to do something

different during the summer months.

They wanted a Bananas Foster and a

Key Lime waffle. So we did it!"

Samuels notes that the company

works with a number of distributors,

including UNFI, C&S, U.S. Foods, Boz-

zutos, Mt. Pleasant Ice Cream, and

others, and services numerous mar-

kets, restaurants, and ice cream shops

in the New York and New Jersey area

directly.

"We love working directly with our

customers, so long as they are within

arms reach. We like to say we're part-

ners. Not vendors servicing clients.

Partners. It's not 'Here's your iron,

here's the dough, and good luck to

you.' We're constantly checking in and

touching base, and making sure that

everything is as it should be. If it's not,

then we are right there with them ev-

ery step of the way to troubleshoot any

issues and be better moving forward.

We're not in this to make sales, we're

in this to make customers. If they are

not happy, they are not coming back,"

he says.

And the name - WaffleWaffle? "If

you're hungry, you grab a waffle. If you

want an experience, you grab a Waffle-

Waffle," he says. "So nice we named it

twice."

(L to R) Co-Founders Justin Samuels and Samuel Rockwell along with VP of Sales Brian Samuels make up part of the WaffleWaffle Team


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Now, thanks to Como,

foodservice operators

can now develop their

own mobile apps.

Formerly known

as Conduit Mobile, Como was con-

ceived as a way to level the playing

field, allowing anyone to build and

maintain a mobile app, with low cost

and no coding, according to Gil Harel,

Como’s vice president of business de-

velopment. And you don't have to be

a computer genius to create one.

“Como provides a do-it-yourself

(DIY) app-creation platform that al-

lows small-to-midsize businesses

to compete in today’s mobile mar-

ket,” Harel says. The platform first

launched in 2010, when mobile app

development was still an emerging

industry. “At the time, only those who

could afford to hire a mobile develop-

er (often costing tens of thousands of

dollars) could benefit from a mobile

app,” he recalls.

Harel says Como has since grown

to become the world’s leading DIY

mobile app maker. “Just recently, it

was announced that more than one

million apps have been created via

the platform worldwide—with over

4,500 new apps created daily,” he

says proudly. With 20% of apps com-

ing from the food industry, Como en-

ables thousands of cafes, restaurants,

distributors, food bloggers, bars, and

more to reach their customers on

their most personal device.”

Como’s platform, the Como Con-

sole, uses an interface that makes it

easy to create beautiful mobile per-

sonalized apps, says Harel. “And these

apps are tailored to specific business-

es for all major mobile devices (An-

droid, iOS, and Amazon Kindle Fire),”

he notes.

But Como isn’t just for building

apps—it’s for maintaining and man-

aging them, too. “Our platform in-

cludes a business management dash-

board that allows business owners to

track customer activity, such as the

number of reservations, orders, de-

liveries, coupons, and promotions

made and used through the apps that

they create with Como,” says Harel.

“We also expand our offerings via

integrations and partnerships. For

example, we offer integrations with a

number of online ordering and pay-

ment systems, such as MyCheck, On-

lineOrdering, and Olo.”

Como also helps businesses pro-

mote their apps, get more downloads,

and attract new customers with the

Marketing Genie, a resource center

that provides on- and offline tools.

Though Como does not specifi-

cally target the food world, many of

the apps created from its platform

seem tailor-made for it. This includes

the ability for users to make reserva-

tions, allowing them to book a table

through the app with OpenTable, Ur-

banspoon, TopTable, and more; de-

vise menus, creating a custom menu

or importing an existing menu from

online menu guides such as Allmenus

or SinglePlatform, and food ordering,

grabbing content from GrubHub,

Seamless, Eat24Hours, OLO, Online

Ordering, and other online delivery

services to let users place an order

on- the-go.

In addition, the program allows

foodservice operations to design mo-

bile apps that develop loyalty pro-

grams, enhancing customer loyalty

by offering promotions and rewards,

as well as mobilizing a restaurant's

stamp card; provide in-app coupons

to promote products, services, and

special deals, and click-to-call, allow-

ing users to call restaurants directly

through the app in a single click.

The Como generated apps also give

foodservice outlets the opportunity

for customers to review the restau-

rant and then share their reviews by

adding Yelp, Citysearch, and other

guides, and even optimize workforce

management of orders, delivery as-

signments, and tracking via Bringg.

Push notification updates and in-app

real-time map tracking enable direct

communication between the delivery

person, the business, and the cus-

Como Offers Restaurants A New Way To Satisfy Diners With Mouthwatering App Creation Solution That’s Made To Order

// NEWS

Not that long ago, there was no such thing as an app. Then you could shop with them

and play games on them and even get prescriptions filled on them. But these apps were

always created by someone else and users pretty much had to take what they could get.

MOBILE SOLUTIONS

Como also helps businesses promote their apps, get more downloads, and at-tract new customers with the Marketing Genie, a resource center that provides on- and offline tools.


tomer.

Don't know where the restaurant

is? Directions and maps on the app

display the exact location of a busi-

ness so customers can easily find it.

And you can connect to Facebook,

Twitter, Instagram and other social

networks through the app; display

photos by connecting with Picasa,

Tumblr, Flickr, Facebook, TwitPic, Co-

mo’s unique LiveAlbum technology,

and collect feedback and information

about customers and their behav-

ior with reports, forms, and detailed

business analytics.

“These days, there are a number

of DIY app-creation platforms on

the market—but very few boast the

size, expertise, and wealth of features

Como offers,” Harel points out. “How-

ever, the real secret to our success lies

in our dedication to not only helping

businesses build, but also maintain,

their mobile app.”

To truly derive value from a mo-

bile app, users need to ensure that

the app provides value to customers.

“We believe that mobile technology

should serve as a core extension of

your business, and we’re dedicated

to helping you make that happen by

including key features, such as cou-

pons, promotions, and built-in loyal-

ty cards; providing a robust business

management system that allows you

to track (and tweak) your app’s activ-

ity; and offering promotional materi-

als such as printed stickers, automat-

ically generated QR codes, website

banners, and tools to help you create

targeted social media campaigns,” he

adds.

Distributors benefit, too. “Many

of the core restaurant-focused fea-

tures, such as delivery services, are

very useful. They also benefit from

our many e-commerce integrations,”

says Harel.

As for the future, the company is

currently working to automate res-

taurants’ entire marketing ecosys-

tems and investigating a number of

new partnership opportunities, in-

cluding the option to connect with

point-of-sales systems.

“Como aims to serve the future of

mobile, in which businesses will of-

fer a targeted and engaging experi-

ence for customers via mobile apps

created on our platform,” says Harel.

“Our streamlined, intuitive platform

allows businesses to create profes-

sional apps in order to integrate with

their customers’ mobile lifestyle.”

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production, says Lori Church, director

of sales and marketing. “From selecting

the freshest whole milk, to the process-

ing of the valuable curd, to the perfect

timing of the creation of the cheese and

the inspection and in-house packaging.

It's the attention to detail that continu-

ally guarantees consistency and qual-

ity.”

In the mid-'80s they opened a plant

in upstate New York, where he “worked”

the milk. “I made the curds the way I

want, the way we make it in Italy,” he

says. “People would taste it and I would

see their faces. 'Wow,' they said. When

my nephew came here, we got a place

in Brooklyn and started to make it in the

store. After that, we started to get more

and more customers, we worked really

hard to bring this business to where it is

today,” he says.

Today, Lioni’s successful team in-

cludes Sal’s wife, Michelina, and their

children, Giovanni and Teresa as well

as Giuseppe’s children, Salvatore and

Andrea, the sixth generation. Together,

they all continue to be fully involved in

the day to day operational and produc-

tion processes as well as sales, market-

ing and product development.

What makes his cheeses – he has 40

different varieties of mozzarella and

ricotta – so different, says Salzarulo, is

their consistency and quality.

The cheese is sold by size: 1 Gram:

Perline, 4 Grams: Perle, 9 Grams: Noc-

cioline, 13 Grams: Ciliegine, 1.5 Ounces

Bocconcini, 4 ounces: Ovoline.

The company has won many awards.

Lioni's Burrata Con Panna earned a gold

medal, World Cheese Awards, in 2012 at

the BBC Good Food Show at the NEC

Birmingham, run by the UK’s Guild of

Fine Food, one of the largest and most

esteemed competitions of its kind in the

world, according to Church; and this

year, a silver medal at the World Cham-

pion Cheese Contest, fresh mozzarella

class.

“We have distributors in every major

city and state in the country and the

mozzarella is made fresh to order” Sal-

zarulo says. He's very particular about

how distributors handle his product,”

Church says. “It's my reputation,” Sal-

zarulo adds.

Our fresh mozzarella scale starts with

one gram, and goes all the way up to

one pound in water. “It's specific to the

customer's needs,” says Church. “Res-

taurants particularly like that they can

order the exact size that they need so

there is no waste.”

One customer used to order cheese

sliced. “I tell them, 'You're making a

mistake. Once you cut it, all the juice

comes out, there's no taste,” says Salza-

rulo. “That's when I invented the Me-

dallion. It's pre-portioned, one ounce,

always consistent in size, the perfect

pairing for a sandwich or Caprese sal-

ad.”

To this day, nothing has changed, he

says. “We make it exactly the way we

made it in Italy. We got started in the

heart of Brooklyn, where there was a

large Italian-American community, and

through word of mouth, we took off.”

Bocconcini Fresh Mozzarella

Our fresh mozzarella scale

starts with one gram, and

goes all the way up to

one pound in water. “It's

specific to the customer's

needs,” says Church.

“Restaurants particularly

like that they can order the

exact size that they need so

there is no waste.”

Lioni, from page 46

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Practicing good credit man-

agement is the first step

to securing your business'

standing and protecting

yourself from catastrophic

risk. Begin with a formal credit policy

that includes:

• A layered credit approval process

that addresses new debtors and

creditworthiness

• Credit limits for customers, in-

cluding potentially lower limits

for new customers until they have

established a satisfactory payment

record.

• Credit terms, which should in-

clude the length of time the debtor

has to pay, with late payment fees

communicated up front

• Guidelines for monitoring debtors

regularly (quarterly, for example)

for new, adverse information

• A series of formal actions should

a debtor be consistently lax in its

payment obligations

• This formal policy should be clear-

ly communicated to all potential

business partners at the time of

each purchase or new contract.

• But, good credit management

practices alone will not elimi-

nate credit risk. The risk of sell-

ing goods or services to a third

party on open credit terms is

constant and will continue to

evolve as markets swing and

businesses grow and change.

Evaluating Your Need A few key questions are critical to de-

termining your need for trade credit

insurance. If you answer yes to one or

more of these questions, a trade credit

insurance policy may be right for you.

• Do you want your business to

grow?

• Are you looking to expand sales

to new customers or territories

where you're not familiar with do-

ing business?

• Are your exposures growing be-

cause of the current economic re-

bound?

• Are your customers exposed to ex-

ternal risks that could cause them

to default in their payment obliga-

tions?

Whether you sell locally, international-

ly or both, trade credit insurance helps

secure payment for goods or services

delivered to your customers. A trade

credit insurance policy protects cash

flow and profitability, within the terms

and conditions of the policy, for the

goods shipped or services rendered to

your customers in the event that they

cannot pay due to a financial default.

Trade credit insurance can strengthen

your company's balance sheet, en-

hance your borrowing capacity and

enable you to grow your business by

providing protection from: insolvency

(bankruptcy), protracted default (non-

payment) and political risk (interna-

tional risk). More specifically, these

risks include:

• Chapter 7, 11 and ad-

ministrative filings

Continued delinquency/non-pay-

ment

• Broad peril political risk exposures

• Government intervention causing

a non-payment

• Political violence/terrorism

• Currency inconvertibility

• Product confiscation post title

transfer

• An Ongoing Relationship

Because trade credit insurance carri-

ers are underwriting your risks, you

will also receive credit due diligence

on all current and future customers.

Leveraging their collective experience

and knowledge of business and in-

dustry data, trade credit brokers and

trade credit insurance carriers will de-

termine the risk levels for the specific

countries and industries, down to the

individual customers you sell to. This

ongoing analysis and evaluation of

both new and existing customer risk is

a value-add to current trade credit in-

surance policies.

Why Now? It is time to secure trade credit insur-

ance and position your business for

the next economic dip. With the mar-

ket gaining strength, coverage is more

widely available today than just a few

years ago and at more competitive

prices. Plus, insuring your receivables

now will protect your company's criti-

cal working capital and ensure you

maintain the cash flow required for the

success of your business.

Just as you insure your cash, property,

inventory and employees, it is wise to

insure all your assets against normal

and potential loss. Your broker can

help identify a tailored solution for

your business. Contact your broker to

learn more about how trade credit in-

surance can help you protect and grow

your business.

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

Securing Your Success with Trade Credit InsuranceEvery time you extend credit to your customers, your business incurs credit risk. While your

accounts receivable may be one of the most liquid and valuable assets your company has,

chances are it is also one of your least protected.

// INSURANCE FIORITO ON INSURANCE

Bob Fiorito,Vice President of Business Development at Hub International

[email protected]

A few key questions are

critical to determining

your need for trade credit

insurance. If you answer

yes to one or more of these

questions, a trade credit

insurance policy may be

right for you.


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$65,000, to support the James Beard

Foundation’s mission and educa-

tional programs, including culinary

student scholarships and the orga-

nization's annual food conference

on sustainability, public health, and

nutrition.

Carrying on its long tradition of

supporting culinary education, the

James Beard Foundation was proud

to announce Samantha Whitlam as

the recipient of the 2014 Christian

Wölffer Scholarship.

Established in 2006, the Christian

Wölffer Scholarship assists students

in their study of food and wine, and

with this honor Whitlam is enrolling

in the Intensive Sommelier Course

at the International Culinary Cen-

ter (ICC). Also in attendance were

2014 MY China Scholarship recipient

Alexis Sicklick, 2013 Christian Wölffer

Scholarship recipient Jhonel Faelnar,

and multiple James Beard Founda-

tion Scholarship recipient Christina

Cassel.

The Chefs & Champagne partici-

pating chefs read like a who's who

of the restaurant industry. New York

City's culinary community was rep-

resented by notable toques including:

Franklin Becker, Philippe Bertin-

eau, Chad Brauze, Stephen Collucci,

Coby Farrow, Yuhi Fujinaga, Alex

Guarnaschelli, Shane McBride, Pecko

Zantilaveevan and Dan Silverman.

A number of top Garden State Chefs

made the trek to the Hamptons led by

Ben Del Coro, Jean Paul Lourdes and

John Greeley.

Local Hamptons chefs included:

James Carpenter, and Todd Mitgang.

Flay joined the ranks of such gas-

tronomic giants as Julia Child, Dan-

iel Boulud, Thomas Keller, Wolfgang

Puck, and Emeril Lagasse, with this

honor. His career includes receiv-

ing the James Beard Rising Star Chef

of the Year Award at the start of his

career back in 1993 and being in-

ducted into the Who’s Who of Food &

Beverage in America in 2007. As Su-

san Ungaro, president of the James

Beard Foundation, has noted: “Not

only has he starred in over a dozen hit

national cooking shows, co-hosted

the James Beard Awards, and taught

President Obama how to grill on the

White House lawn, but the native

New Yorker also manages to maintain

the integrity of each and every one of

his projects along the way.”

Champagne, from page 24

B. Smith and President of the James Beard Foundation Susan Ungaro seen at the James Beard Foundation's Chefs & Champagne event at the Wolffer Estate, on Satur-day, July 26, 2014 in Sagaponack, N.Y. (Photo by Mark VonHolden/Invision for James Beard Foundation/AP Images)

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event team is actually working on using

these peppers in not only savory recipes

but sweet applications like panna cotta.

“You can use the Sweety Drop in side

dish applications, salads, garnishes, and

there's a very real possibility for some

unique sweet applications. There's this

big huge fusion of flavors now of sweet

and savory and this pepper fits ideally.”

Stephano is really excited about a new

demographic that's helping the com-

pany stretch and expand its networks

and customers. “We're talking about

the millennials,” he says. “Years ago, if

a food company wanted to launch a

product, you'd go to the international

food shows, study the demographics,

evaluate pricing metrics and packaging,

then after a long time hopefully release

it. Today a young couple goes on a date

in Portland at a hot new restaurant,

where we are seeing a lot of new trends

develop, and the Chef introduces an ap-

petizer special using our black flour in

a rustic pizza. They love it, they need to

know the passion of its origin, they take

a picture, post it instantaneously on

Facebook or Instagram and it goes viral

to their foodie friends. Next, one of their

friends from college, in let’s say Philly,

sees it and she's going on a date the next

day and she goes to the Chef and says, "I

WANT THIS can you make it?"

“In less than 24 hours your brand

new specialty food product just trav-

eled 4,000 miles and the Chefs of these

chain restaurants and menu develop-

ers of these white table cloth hot spots

just throw up their hands in disbelief.

Our industry now has no choice but to

quickly understand this new arena and

quickly adjust to the speed to which

our customers desire these products,”

he says. He adds that Atalanta is in a

unique position to capitalize on this.

“Because of our network of suppliers,

growers across the globe and aware-

ness of developing trends, we’re the

ones whose salespeople introduce it

through our distributors faster than you

can blink. We used to be able to launch

a product. Now millennials and today’s

foodies are discovering these foods and

simply demanding them. There is no

time any more to launch and release a

product. You have to be first to market,

offer specialty and high-end products

today and that's where we shine. Mil-

lennials are in control of the flavors,

trends and stories today and will be for

the forseeable future.”

Stephano says where his company

really differentiates itself from others

is in its ability to help Chefs and Buy-

ers use its products in many different

culinary applications. “If we sell a Chi-

may beer cheese, or a Danish crumbled

blue cheese, we provide our customers

with recipes and culinary ideas using

those products. We teach them how to

take it and develop an exceptional three

cheese soufflé as apposed to just show-

ing how it looks beautiful on a premium

cheese board – We need to offer and

share multiple ways to use this product

from the appetizer course through the

dessert course. By doing this, Chains

can drive down costs because they now

use these products through the entire

spectrum of the menu.”

It's particularly important for food-

service operations who may have to

order expensive cheeses, then throw

them out when they're not used in time

for other dishes. “Think Parmigiano

Reggiano. It's a gorgeous product, with

a rich Italian history of over 750 years,

probably the most well known spe-

cialty cheese on the planet. But here's

what happens in the back of the house.

They order a whole wheel of it, and it's

pricy, maybe around $1,600. They have

a wedding, a huge catering event or a

corporate conference, and they crack

the wheel and chunk it into beautiful

wedges. They pair it with fresh fruit and

fantastic wines on a banquette table. It

becomes the centerpiece of the catering

event.

“People get excited about it. 'Where

did you get this?' 'Ooh, this is so-oo

good!' They tell their friends, try this

cheese, it comes from this unique dairy

in Parma. Now, That's what everyone in

our industry has done really well. But

here's what happens next. The catering

event is over, the guys in the back of the

house take the cheese and wrap it and

then throw it in the walk-in. The sous-

chef comes back two weeks later, the

cheese is dried out or has mold all over

it, puts it on the prep table, then looks at

it and he gets upset because the product

wasn't taken care of and most impor-

tantly doesn’t know how else to use the

cheese other than grating it on top of

pasta, so he throws it away. The last ex-

perience the sous-chef has with one of

our specialty food products is throwing

it in the trash. There's no other industry

in the world where you could get away

with that.”

So what does Atalanta do about that?

“We introduce, teach, and offer culinary

applications. Meaning, we had a great

party, used this premium cheese, now

what do I do with it? We have to teach

them how to use this in soups, in baked

dishes, and how to use this in as many

culinary apps as we can,” Stephano

says. “Now we've truly provided value to

the product. We need to be able to take

our specialty products and power the

entire menu. And that's what we're do-

ing.” Stephano says that what Atalanta

is now bringing to the table is a teach-

ing-tool and a cost-saving product.

“We're teaching the passion behind

it, the story behind it, and the culinary

app behind it. We want to offer you an

artisanal aged Mahon from Spain and

we want to see that on all your specialty

cheese boards. But if we're not teaching

you how to use that cheese with small

plates and tapas or how to take the

cheese and put it in a high-end grilled

cheese sandwich or how to incorporate

that into a specialty salad, we've really

missed an opportunity, and then we're

just selling products.”

Stephano says the company's goals

are to offer culinary solutions to its cus-

tomers. “And the hottest way to do that

is to teach them what's happening from

a trend basis, offer them multiple uses

of a product and teach them the passion

and culinary apps behind it. Ultimately,

when we do that, we help our customers

increase their margins and ultimately

their profits.”

Atalanta, from page 34 NY, from page 22

Midwestern staff and a completely

unexpected menu are a welcome

surprise to see in this small town on

the prairie but when the Scotch eggs

with homemade Dijon mustard and

butter washed Pretzel bread featur-

ing a homemade cream cheese and

Cheddar spread arrived, I was sold.

Then the Mako Shark with adobe

spiced French potatoes was placed

in front of me I had visions of my

home town- New York, this was a

piece of paradise or an oasis on the

Great Plains (pinch me). As if all this

was not enough for this kid from

Brooklyn, the next dish was a broc-

coli pancetta pizza delight cooked in

a revolving wood burning brick oven

built by the New York Brick Oven

Company.

I had to hold back the tears. Radius

brew pub has raised the proverbial

bar on pizza and set a new standard

for brew pubs while homing in on

a new food trendsetting idea. This

long time restaurateur feels Gourmet

Pizza Brew Pubs will be of the impor-

tance and demand attention on par

with the fast casual trend for quick

eating. It is fantastic to see young en-

trepreneurs bringing their best game

and hitting it out of the park.

I had to hold back the

tears. Radius brew

pub has raised the

proverbial bar on pizza

and set a new standard

for brew pubs while

homing in on a new

food trendsetting idea.


be, oh, I'll go to national conferences,

I'll kind of touch the wall, but keep-

ing that community active, looking at

a theme of, okay, what are we hearing

from our members, what do they need,

and addressing that with a lot of pro-

gramming. How do we make sure we're

delivering on that commitment?

SHFM has always had a broad New York City base. What impact has New York and some of the members there had on the growth of the organization, the culture of the organization?Our tri-state area membership is re-

ally important to SHFM and I hope it

remains a strong part of SHFM. What's

great is, you have a concentrated area

that has the diversity of a lot of envi-

ronments, so it really stimulates the

organization. You get a lot of different

flavor and it helps you to keep your

perspective. SHFM does want to be

broader than just the tri-state area, and

we're doing things, as I talked about,

the locals, and Seattle, and San Fran-

cisco, and into Dallas, and Chicago and

all that. So, we want to have balance

there, but we never want to forget New

York. That's a very important thing and

those members -- it's kind of like that

old saying, if you can make it here, you

can make it anywhere. And working in

New York, look at how good their oper-

ations have to be because of the choic-

es you have on the street. My goodness,

you can walk out of the door and go to

the best this, the best that. You've got to

be on your toes.

At one point in my career I worked in

a very suburban/rural environment in

Ohio. And I had a somewhat captive

audience. But in New York, you don't

have that. People there have the oppor-

tunity to go to a lot of different places,

so they're really up there on the trends.

I think both coasts are. That's why I'm

glad to see our West Coast really com-

ing in. They're up there on the trends,

and they're on their game. They have to

be to compete there.

What's ahead?We talk so much about menus and

food safety and now, farm to fork. We'll

do a lot of programming around that,

but as I say, SHFM is food, food at our

core and our members, a lot of them,

like myself, are food at our core. So you

need those complementary schools

almost more than you need the food.

We're foodies at heart, and if I'm not

working, I'm going out to great restau-

rants or watching the Food Network.

Where am I getting the space stuff,

where am I getting the conference cen-

ter stuff, where am I getting those other

things. A little harder to come by some-

times, so that's what we're trying to de-

liver, those skills there so we can really

be part of the conversation with our fa-

cilities counterparts and our buildings

and, and things of that nature. So that's

what we're trying to do.

What was your biggest contribution to the organization?I would like SHFM members to really

get why we added the "H," that it's not

just talk, it's not just a letter we added

in there. But we've shown them why

we did it and it makes sense to them.

And they see value in it. Now we want

to make it, SHFM, our indispensable

industry resource. And serve every

category of our members. Not just the

corporate liaison, and the self operator,

but our contractors, our consultants,

and suppliers.

And here's what I really would like to

achieve. Increase the visibility of our

segment of the industry. And do more

school outreach, and let people know

we're not just talking a lot about the

schools, but also our foundation, the

military, people looking for a better

quality of life. We've all got a lot to offer.

Q&A, from page 31

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"Iactually have been in the

food business for what feels

like my whole life,” says the

partner and head of account

services at deep group, a leading food

marketing agency that promotes global

foodservice brands. “When I was a kid,

my mom owned a restaurant, and I was

exposed to a lot – as you might imag-

ine, a child in a family business trying

to 'help out' where I could.” She laughs.

“And watch and learn. At a very young

age, I actually remember going to my

first food show. Gosh, I was probably

about eight years old, which was just

incredible, being that age and running

around a food show, sampling food and

beverages at all these different booths.”

Lea says she remembers her excitement

about food shows “and all that wonder-

ful food,” to this day. “Even at such a

young age, I was completely drawn in.

After that first show, I was pretty certain

I wanted to work in the industry. I’m

happy to say I still get the same kind of

charge at food shows today,” she says.

Today she leads a team of foodservice

marketers at deep, which designs brand

identities, print advertisements, social

media campaigns, and package design

for some of the nation’s largest brands

such as, Nestle Professional, Tyson

Foods, and Lamb Weston.

Lea is proud of the family deep comes

from. It's part of the Marlin Network,

which is comprised of two companies

(Food IQ and Star Awards) and three

agencies (deep, Marlin Company and

The Alchemedia Project). “There is an

incredible amount of talent here and

each affiliate, as we call them, has a

special skill set. Marlin is our oldest

agency and has some really long-lasting

relationships with their clients. The Al-

chemedia Project is a digital branding

agency. FoodIQ is an innovation firm

that provides culinary, insights and in-

novation services. And Star Awards is a

College & University loyalty program.”

The Marlin Network offers STAR-

Awards®, a loyalty program for self-

operated college and universities.

Manufacturers are members of the

program. Operators are rewarded for

their purchases and use those rewards

for free attendance to the annual NA-

CUFS conference. “It’s a really benefi-

cial program that has grown tremen-

dously the last few years, proving that

the reward is of great value to those C/U

operators,”she says. Recently, Lea was

featured in Forbes’ “Women Business

Leaders” section, which focused on the

leadership role she has played since the

agency launched in 2005.

Lea took a brief segue from food when

she went to college and majored in

communications, with a minor in pub-

lic relations and promotions, but once

out of school her career went right back

to food.

“My first job out of college was at a com-

pany in St. Louis called Sunmark, which

was a division of Nestle. The job market

in the mid-90's was really, really tight,

much like today. I started out there in

a temporary position as a secretary for

the vice president of manufacturing,”

she says.

She remembers really flourishing and

thriving there. “Nestle is known for

placing a lot of value on its employees

and they invested a lot of training in

me. I got to know the vice president of

marketing and he took me under his

wing,” she recalls. “I was able to lever-

age my communications degree in the

marketing field there. And I've been in

foodservice ever since.”

Lea worked for Nestle for about five

years, and then relocated to Springfield,

Mo., where her mom was living at the

time. “I wanted to be closer to family,

get back to my roots again. I got a job at

an advertising agency in town and have

been working on the agency side ever

since. I've been doing agency work for

the last 15 years,” she says.

Not a career as a chef or restaurateur?

“While I loved that life of owning a

brand and having our name on the

door, I think the marketing agency

world suits me so much better. To me,

it’s so exciting to help other people grow

their brands and to be able to work on a

different one each and every day,” she

says.

Her agency's primary clients are in

foodservice, but also range across food

manufacturers to equipment manufac-

turers to ingredient companies, restau-

rants, hospitality, clubs, convenience

stores, delis, even brokers and distribu-

tors and contract managers.

Lea says her approach to business at

the agency can be put into just a few

words. “Service. The people we employ

at deep are required to be givers; to al-

ways put others first. We practice a true

spirit of servant-hood, not only with

our clients, but with one another as

well. What this truly means in regards to

how we service our client is that we put

their true needs first. We don’t sell them

services we have. We sell them services

they need; things that will be effective

in moving their business forward. Too

many times we’ve seen agencies push

ideas onto their clients that are 'cool,'

but ineffective. We’re not into that and

consider that a disservice to our clients.

We’ve actually had clients approach us

with a project that we’ve talked them

out of because we know it won’t work in

meeting their needs or their customers’

needs.”

When it comes to strategy, trade shows

are a critical part of agency business.

“Trade shows always offer a great forum

Valeri Lea, Partner at Deep Group

When you grow up around food, it often becomes your life, whether you want it to or not. But

for Valeri Lea, it was one of the best parts of her childhood. And she's continued on with it, in

a different way, but with food still the centerpiece of her life.

Lea was recently featured in Forbes’ “Women Business Leaders” section, which focused on Lea’s leadership role she has played since the agency launched in 2005.

// MEET THE NEWSMAKER


for showcasing innovative new prod-

ucts, so it gives us an opportunity to try

things first-hand, to witness live demos,

and see what trends are really taking

off,” Lea says. “Our favorite thing about

trade shows, however, is finding oppor-

tunities to overhear operators talk about

issues they’re facing in their businesses

or new things that they might be add-

ing to the menu or doing to drive traffic.

All of these things make us smarter and

help us do our job for our clients better.

We design a lot of booths for our clients,

help them get materials ready in time

for the shows and will even help serve

food in the booth if needed. We’re there

for them, whatever they need.”

A typical day for Lea might start with

planning to market a new brand. “It’s

always exciting for us to sink our teeth

into a new brand. At deep, we find it’s

important to get as immersed into the

client’s expectations of that brand as

possible, what competitive issues we

might face, operator needs and any

other marketplace condition that might

affect a launch,” she says. “The first rule

of marketing is to know your target au-

dience, so which tactics we deploy for

a product introduction or new brand

depends on who our operator target is

and how they like to receive new infor-

mation. Sometimes we focus more on

digital, sometimes it’s more of grass-

roots PR effort and other times we’ll just

work to arm the sales and broker teams

with what they need to have valuable

conversations with their operator cus-

tomers.”

Lea believes agencies are crucial for

businesses trying to grow a brand. "We

really like to work with clients that see

us as a partner versus a vendor. So we

act as an extension of their marketing

department bringing fresh thinking

to the table. A brand manager has a

lot of things under their responsibility

beyond just managing a communica-

tion plan or a marketing campaign, but

that’s our sole focus, so we can really be

a tremendous asset to them. Plus, our

eyes are constantly on the industry, we

attend nearly every industry event and

this isn’t something that an in-house

team is always able to do."

The Partner says deep is so successful

because everyone who works for the

agency is in love with what they do.

“Eating is a communal experience that

brings people together. What a great

thing to be a part of! And we’ve been

doing this collectively as a team for

several decades. Our experience, fresh

perspective, creative talent and ser-

vice mentality are what attract global

brands.”

deep practices what it preaches. It even

has a working kitchen with a full range,

grill, deep fryer, and convection oven,

space it shares with its affiliate, FoodIQ,

which supports the agency in culinary

development for its clients. Through

FoodIQ, deep can provide recipe ideas

and menu development and engineer-


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ing.

She notes that the foodservice in-

dustry is growing in new and exciting

ways. “Locally-sourced menu items are

something that consumers are looking

for. This includes both produce and

meats and seafood. There’s a vegan

movement, a gluten free movement,

and we’re seeing healthier kids’ meals

too. People are becoming more and

more concerned about what they put

in their bodies and they’re being more

vocal about it, which changes menus

more quickly. Consumers will want to

continue to experiment with new fla-

vors, like sriracha and snacking will

continue to occupy a lot of our time and

interest,” Lea says.

Demographics are another crucial

piece of the pie. “Baby Boomers be-

have a certain way of consumption and

they have common needs from a more

psycho-graphic perspective. We try to

really be observers of human behavior

versus just reading a bunch of statistics

and data,” she says. “We're trying to

make a good connection and apply that

information for clients to make good

decisions, because, as you know, what

a person says they do, and what a per-

son actually does, are two very different

things!”

When it comes to Millennials, they

won't spend as much money when

they eat out. “They are very tech-savvy,

they are much more social and lever-

age technology to do that, like tweeting

a meal they're about to eat. They are

looking to experiment a lot more with

their food, so experiential flavors, a res-

taurant concept, is often built with the

needs of a Millennial in mind. When

you're tracking that particular consum-

er, our clients want to make sure that

their menu items have sriracha and

other really extreme and bold flavors,”

she says.

As far as relationships with distributors,

all of the agency's clients have good re-

lationships with both large broad-line

distributors like Sysco and US Food

as well as smaller ones, and it does

not view distributors as competitors.

“We're collectively together growing the

food service industry, versus competing

with one another,” she says.

The agency supports its distributors

and operators in many ways. “For ex-

ample, we help them answer the ques-

tion, ‘what do I do with this product in

my restaurant?’ How do I create some

great dishes with it that will meet my

customers' needs, so recipe ideas are

part of that. How do I generate aware-

ness and attention that I've got this

item on my menu, so it could be mer-

chandising support, things like that. We

also arm the DSR with the information

they need, the story about the prod-

uct, and what makes it different, what

makes it better and how it's going to

meet their customer's needs. How it's

going to help to grow their business.

So it's not just about the operator and

helping them reach their customers

for the consumer, but also helping the

distributor sell the right product to the

right operator to meet the right need

and not just about rebates and making

discounts. It's about growing food ser-

vice in totality,” Lea says.

She believes the purpose behind bro-

ker consolidation is a good one. “Bro-

kers are trying to become much more

sophisticated consultants to operator

customers. And at deep group, we're all

about elevating service so that we can

grow foodservice collectively, together.

Does it necessarily concern me? Not as

long as the operator's needs are being

met, not as long as we're being respon-

sible and the foodservice offerings that

we're bringing to the market are meet-

ing consumer needs.”

Where do cash-and-carry outlets like

Restaurant Depot and Smart and Final

fit?

“They play a big role for us and our cli-

ents,” she says. “We love the small busi-

ness guy. Like I said, I grew up in that

world and that's where they shop. They

shop at Sam's Club and they shop at

Restaurant Depot. And so we're making

sure we've got applicable products for

Newsmaker, from page 89


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Enviropure, from page 70

going into effect in many cities, like

New York, to ensure that organic mat-

ter does not go into landfills.

Coming in the future is a closed

loop system, which takes the effluent

through an ozination – or purification

– process. ”Since our grinding pro-

cess allows us to use our own water,

this process also greatly reduces the

amount of gray water returned to the

environment,” says Thomas.

The company also offers a remote

monitoring program that trouble-

shoots systems in the field, from its

corporate office and supplies end users

with valuable information to increase

their diversion rate and decrease their

carbon footprint.

But probably what separates Enviro-

Pure from the rest of the field is, as com-

pliance becomes more mandated, its

ability to help businesses now in cities

that don't have strict sewer discharge

regulation and are therefore going to

be mandated foodservice operations

to cut back on waste. The EP machine

discharge is typically one tenth of most

municipal sewer discharge regulations.

“We fall way below anything that's

coming, where the new regulations are

now and where they're going, and you

can't say that about our competitors,”

says Thomas.

them in those outlets. A lot of our cli-

ents are very active in placing product

in cash-and-carry and we think it's an

important part of growing food service

and helping out those small business

people, because that's where they shop.

It's about knowing your target. Where

do they go? Not just how do they con-

sume media information, but where

do they go to get their product and just

making sure we're there so that we can

help them out.”

Right now the agency has several dif-

ferent product categories in which it

doesn't currently operate. “Our sights

are set on fresh produce and foodser-

vice seafood. We don't have seafood cli-

ents on our roster, but, with our knowl-

edge of some of those areas from our

past lives, we're ready to help people

out in those product categories,” she

says.

“Dairy is another area that is untapped

for us, so those are our immediate

short-term needs. Long-term, we'd

like to have some non-foodservice

manufacturers on our client list, as

well, whether they're distributors, or

contract managers, or brokers, or even

affiliations, such as councils or boards.

We'd love to help those folks out, be-

cause those are the guys who are really

getting the word out. They really have a

need for PR and we have a great public

relations and social media team here at

deep group, so that would be my more

immediate need, to focus, to expand

on those kinds of areas. We're still tied

to food but not necessarily food grow-

ers and manufacturers, if that makes

sense.”

Lea says what helps clients most to

make their brands stand out is very

simple. “Consistency is so key in both

Front of House and Back of House. Ev-

ery eating experience should be exactly

what the guest expects when they enter

an establishment. Or better. Keeping

it fresh. Know your audience. Get the

word out.”

Newsmaker, from page 91

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ICC, from page 10

distinguished faculty, including Dean

of Wine Studies Scott Carney, respect-

ed professors from the Cornell School

of Hotel Administration, and experts

in law, real estate, finance, architec-

ture and marketing.

Everything is reality-based. The

theory taught throughout this course

will be underscored by real-life case

studies. Students will learn to antici-

pate and conquer the wide range of

restaurant and retailing challenges

they are likely to face, beginning

with their original business concept

through opening day and beyond.

Topics will include: developing

your business concept, whether it's

a traditional restaurant or retailer or

an innovative mix of the two; legal is-

sues: raising capital, personnel, real

estate and more; choosing a location;

key factors in design, facility mainte-

nance, restaurant economics; menu

creation and yield management;

kitchen design and equipment; mar-

keting your restaurant, and leader-

ship skills in training staff.

Perhaps the most valuable part of

the class will come not in it, but after.

A dedicated online learning commu-

nity will allow attendees full access to

course materials as well as the ability

to network and communicate with

your classmates and your instructors

in real-time outside of class.

Tel: 888-324-2433

Web: CulinaryCenter.com

Everything is reality-

based. The theory taught

throughout this course will

be underscored by real-life

case studies. Students will

learn to anticipate and

conquer the wide range of

restaurant and retailing

challenges they are likely to

face, beginning with their

original business concept

through opening day and

beyond.

ICC students learn the equivalent of a two-year internship in as little as six months. Often imitated but never duplicated, our Total ImmersionSM teaching method offers intensive instruction and puts you in the kitchen from the very first day.

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


Call Vic Rose: 732-864-2220

ily available to consumers, pleasing

every person is nearly impossible. For

the Legal Sea Foods brand, navigating

this push/pull comes down to engaging

in what the company believes are envi-

ronmentally sound practices. Vellante

pointed out that where and how Legal

Sea Foods practices sustainability ulti-

mately becomes a decision that directly

impacts their brand.

After a break for lunch, it was time

for Craig Levitt, managing editor of

Grocery Headquarters to lead a deep

dive into the subject of "Marketing to

Millennials." After taking the attendees

through the demographic and psycho-

graphic profile of this hugely important

and massive market segment, Levitt

drilled down into the sources of this

group’s power and influence, which

come from not only buying power that

will dictate the landscape for manu-

facturers and retails for the next two or

three decades, but also because this is

the generation that has always known

about, had and harnessed the power

of social media and peer-to-peer influ-

ence.

Levitt’s discussion also unearthed

preferences and biases within milleni-

als that come from this group’s aware-

ness of and commitment to principles

of fairness and social justice, environ-

mental stewardship and acceptance of

global cultural differences. The last ele-

ment, more than the others, drives this

generation’s preferences for diverse cu-

linary influence, spicy foods and “ad-

venturous eating.”

Millennials, it was discussed, show

a higher interest in and preference for

“value” than other generations did at

similar points in their buying lifecycle.

This reality brought store brands to the

fore in the discussion, which it turned

out was also well supported by avail-

able data.

Millennials and their penchant for

spicy, world-inspired cuisine was the

perfect set-up for the next discus-

sion, which was led by Chris Warsow,

corporate executive chef at Bell Fla-

vors & Fragrances. Perhaps the day’s

most fascinating discussion, Warsow

mesmerized the attendees describing

the process and timeline involved in

identifying and staying ahead of culi-

nary and taste trends. To learn that Bell

Flavors is typically three or more years

out in their trend spotting and product

development seemed to blow away the

majority of those in the room.

Peter Romeo, VP of content & editori-

al director at both Restaurant Business

and Foodservice Director magazines,

led the final segment of the Summit.

He set up his discussion with a pre-

sentation that took a humorous look

at the push/pull that goes on between

consumers and consumer activists and

restaurant chains over healthful op-

tions like lower-calorie, lower-fat and

lower-sodium options on the menu.

The “conversation” as Romeo set it up,

goes something like this:

• Consumer activists: “You need

to offer more healthful options.”

• Consumers, chiming in: “Yeah,

that’s what I want!”

• Restaurant Chain: “Right away!

Here is our new super-healthy

menu!”

From here it was discussed, with

many anecdotal examples being

bandied about, how those healthful

menu items, and of course the inven-

tory required to make them a reality,

would then languish, unordered and

unappreciated, until the restaurant ac-

countants finally ask “What happened

here?”

This, it was explained by Romeo, is

how it used to be… Or so we think. The

reality, the ensuing discussion uncov-

ered, is that there are plenty of indica-

tions that consumers are embracing

healthier choices: the success of grilled

vs. “crispy” chicken, alternative sides

and smaller fry servings, and of course

the host of successful new healthy

restaurant concepts. But that, argued

Romeo, was only half the story. For ev-

ery success, there seems to be one or

more counter-indications that healthy

eating is where America’s dining pub-

lic is trending. As examples began to

fly around the room, it became clear

that one need look no further than the

hottest products in recent memory:

Taco Bell’s Doritos Taco, KFC’s Double

Down, which saw cheese and bacon

sandwiched between two fried chicken

filets, and Wendy’s 1850-calorie Ba-

conator. After a very lively discussion of

crazy menu ideas, Romeo brought the

group around to his thesis: the biggest

change in consumer preference is not

the desire for healthier food, it is the

desire for more wholesome food, which

means less-processed, fewer or no ad-

ditives, locally-sourced ingredients,

fresh baked, no preservatives, season-

al, etc. All of these terms, according to

Romeo, communicate “health” in the

eyes of consumers.

To celebrate a successful Summit,

at the conclusion of the day’s discus-

sion, Blount shuttled everyone by trol-

ley to nearby Castle Hill Inn, one of

Newport’s famous mansions that has

been converted into an luxurious inn,

and which offers breathtaking views of

Newport Harbor, for a traditional New

England lobster bake, which the group

learned comes from the local Native

American tradition of celebrating the

conclusion of any major success with

friends, neighbors and guests.

Blount Fine Foods is a family owned

company that has been processing

food since 1946. It is the largest manu-

facturer of lobster bisque in America

and produces more than 350 propri-

etary soup recipes, including 75 variet-

ies of clam chowder alone. Its product

lines include fresh and frozen gourmet

soups for food service and retail as

well as premium side dishes. Blount’s

gourmet soups and specialty foods

are made with the finest and freshest

ingredients, locally sourced whenever

possible, and handcrafted by a dedi-

cated team through unparalleled cus-

tomer collaboration.

Blount operates production facilities

at its Fall River, Massachusetts head-

quarters and in Warren, Rhode Island.

Customers include national restaurant

chains that have their custom soups

made for them in accordance with

their secret recipes. Similarly, the deli

departments of many large and small

supermarket chains offer Blount-cre-

ated hot-to-go soup selections as well

as fresh store-brand pre-packed soup

Blount, from page 6

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cups.

Blount also carries a full line of fresh

and frozen soups sold to Club Stores

and Retailers nationwide under the Le-

gal Sea Foods and Panera Bread brands.

Blount generates over 140 million

servings of handcrafted gourmet soups

each year.

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IHMRS, from page 18

COMMUNE (Los Angeles): Ace Hotel

Downtown Los Angeles

Stonehill & Taylor Architects (New

York): NYLO New York City

Group One Partners (Boston): Resi-

dence Inn Downtown/Seaport, Bos-

ton

Best Nightclub/LoungeYWS Design & Architecture (Las Ve-

gas): Hakkasan, Las Vegas

Jeffrey Beers International (New York):

Moon Club, Paradise Island, Bahamas

Ramsgard Architectural Design (Ska-

neateles, New York): The Gig, Verona,

New York

Rockwell Group (New York): TAO

Downtown, New York

Best Restaurant Casual DiningAvroKO [New York]: General Assembly,

New York

Rockwell Group (New York): Five50

Pizza Bar, Las Vegas

Aria Group Architects (Oak Park, Ill.):

Nando’s Flame-Grilled Chicken, To-

ronto

Schoos Design (West Hollywood, Ca-

lif.): Puesto, San Diego, Calif.

Best Restaurant Fine DiningMeyer Davis Studio (New York): St. Ce-

cilia, Atlanta

Studio Mapos (New York): Sopra, New

York

Meyer Davis Studio (New York): The

Wayfarer, New York

Judges’ “So Cool” AwardMeg Sharpe Interior Designs (New

York); Stonehill & Taylor Architects

(New York): Diamond Horseshoe at

the Paramount Hotel, New York

JOI-Design Interior Architects (Ham-

burg): Hotel-Kompetenz-Zentrum,

Oberschleißheim, Germany

Stonehill & Taylor Architects (New

York): The Nomad Hotel Rooftop

Event Spaces, New York

Marriott Global Design Strategies

(Bethesda, Md.): Marriott Hotels De-

sign Strategy, Marriott International,

Bethesda, Md.

Judges for the 2014 Gold Key Awards

were:

Alan Philips, Chief Marketing Officer,

Morgans Hotel Group

Dana Kalczak, Vice President of De-

sign, Four Seasons Hotels and Resorts

Danette Opaczewski, Chief Operating

Officer, Ian Schrager Co.

John D. McMullen, Senior Vice Presi-

dent of Construction, Highgate Hotels

Lora Spran, Interior Designer, Walt

Disney Imagineering (WDI)–Interiors

R. Tyler Morse, Chief Executive Officer

and Managing Partner, MCR Develop-

ment

Ron Kollar, Chief Design Officer, Tish-

man Hotel & Realty LP

Serena Rakhlin, Vice President, Hotel

Development and Acquisitions, Amer-

icas, Trump Hotel Collection

Trisha Wilson, Chairman, Trisha Wil-

son Global

Finalists were selected based on excel-

lence in: concept, execution, innova-

tion and “wow factor.”

The 34th Gold Key Awards coincide

with the fifth annual Boutique Design

New York (BDNY) trade fair, serving

hospitality design professionals, and

the 99th IHMRS, held concurrently at

New York’s Jacob K. Javits Convention

Center.

Tickets for the Gold Key Awards Gala

(cocktail reception and dinner) are

available now for $375 and can be pur-

chased as part of IHMRS/BDNY trade

fair registration or as an event ticket

only. More Gold Key information is

available at bdny.com and ihmrs.com.

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ity and networking skills to people of

color within the industry, the College

Bowl will present the same challenges

– unknown ingredients used to make

a premier meal within set time limits

– as the professional chefs' event.

"Our mission is to consistently

build a broader platform for diversity

within the culinary and hospitality

industries,” notes BCA co-chair Alex

Askew. “We want to endow our par-

ticipants with awareness, exposure

and educational opportunities. The

true value of our work is the invest-

ment we make in young people who

aspire to become professionals in the

fields of their choice.”

IHMRS' “throwdowns” will follow

the format shown on The Food Net-

work. Chefs will each be given the

same unusual set of ingredients to

create a dish and then a jury of pro-

fessional award-winning culinary

professionals will decide whose dish-

es are best.

The college competitors will follow

the same procedure as the profes-

sionals, except they'll be in teams.

Competitors do not get a recipe to

follow. Rather, they are told the man-

datory ingredients which must be in-

cluded in each dish, and each single

professional chef and college team

try to outwit the others with a sensa-

tional meal.

The College Bowl will start with

three teams for the first throwdown.

The winner of the first round will

then move on to the second throw-

down, competing against a new set

of teams. Finally, the winner of this

segment moves on to the “Ultimate

Throwdown,” as does the winner of

the first round, against another set of

teams, and a champion is crowned.

Each college challenge will be lim-

ited to 30-45 minutes of preparation

and plating time, and judging will

take place for 15 minutes.

“You'll be competing against other

BCA members with the opportunity

to move onto the next round and

compete for the top prize,” says Joelle

Mahoney, College Bowl originator.

Schools who typically compete in-

clude Johnson & Wales, Kingsboro

Community College, Monroe Col-

lege, CIA, City College of Technology,

Pennsylvania School of Culinary Arts,

The Culinary Education (ICE - NYC)

and the International Culinary Cen-

ter (formerly the French Culinary

Institute – NYC). All culinary schools

in the tri-state region are invited to

compete, as well.

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).

IHMRS, from page 3

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Over the years I have

heard many foodser-

vice operators state

that our industry’s

value and contribu-

tion to the country’s overall econ-

omy have never been fully appreci-

ated, and that motivated me to write

the following “What if …?” fantasy.

“Good evening, America. This is

Walter Rather. Let’s go right to the

news for June 16. The nation’s food-

service industry shutdown contin-

ues. You will recall that ten days ago,

the federal government announced

that, in trying to balance its fiscal

woes, it would slap a 20% tax on all

meals eaten away from the home. Af-

ter much lobbying by the foodservice

industry in opposition to this tax, the

government went ahead anyway. The

industry said enough is enough and

within days it was almost completely

shut down. For an in-depth look at

what this has meant to our econo-

my, let’s go to our various reporters

around the country. First, Tom Kuralt

in Kansas City.”

“Walter, the shutdown certainly

has had an impact on the stockyards.

Without all fast-food hamburger op-

erations and family steakhouses—to

say nothing of the atmosphere oper-

ations that are closed—the American

cattle industry is feeling the pinch.

As one longtime observer said, ‘I

guess no one ever realized what

foodservice meant to our industry.’

A few years ago there was a popular

television commercial where a little

old lady asked: ‘Where’s the beef?’

Well, Walter, if she were to ask that

today, the answer would be, ‘Here in

Kansas City.’ ”

“Now, to Ted Jennings in Madison,

Wisconsin.”

“Walter, the state of Wisconsin

is full of it! Dairy products, that is.

Cheeseburgers, milk shakes, ice

cream, coffee cream, milk, and doz-

ens of other dairy products that

daily find their way to thousands of

foodservice operations, are not mov-

ing. The governor here has said that

because dairy products are so per-

ishable, if this shutdown is not over

soon it could become an economic

nightmare for the state. It certainly

drives home how important the

foodservice industry is. Walter, the

cows in Wisconsin may be content-

ed, but the farmers are not.”

“Now, to Peter Koppel in San Di-

ego.”

“Thank you, Walter. California is

about to become the world’s largest

fruit and vegetable bin. Many farm-

ers are starting to lay off workers.

Thousands of trucks and their driv-

ers are idle, and refrigerated cars

by the hundreds sit motionless on

rail sidings. One longtime resident

told me: ‘We have had floods, mud-

slides, tremors, and blinding smog,

but I can’t remember anything af-

fecting the entire state the way this

shutdown has.’ Hard to believe that

all those mom-and-pop places could

have this kind of impact, Walter. In a

state where earthquakes are a way of

life, the foodservice industry shut-

down has registered an eight on the

economic scale. Back to you.”

“What you have heard is only the

tip of the iceberg. Millions of people

are out of work as a direct effect of

the shutdown, and millions more

will soon be laid off. Federal, state,

and local governments are con-

cerned about the dramatic decline

in tax receipts. Maine and Idaho re-

port large drops in potato consump-

tion. Florida is worried about a large

surplus of citrus products, and the

Maryland, Louisiana, and Texas sea-

food industries are operating with

skeleton crews.

“The Great White Way is not so

bright, due to the thousands of New

York City foodservice operations that

are closed. Countless numbers of

people who depend solely on food-

service operations for their meals are

going to government-sponsored ra-

tion centers. Hundreds of weddings,

retirement parties, dinner dances,

business luncheons, and other spe-

cial functions that take place around

a meal have been postponed. Much

of the nation’s social life has come to

a standstill. …

“I have just been handed this spe-

cial bulletin. The federal govern-

ment’s special tax on meals will ex-

pire at midnight. In a few hours, you

will be able to be served at your fa-

vorite eating place.

“To sum it up, I think we all have a

better understanding of how impor-

tant the foodservice industry is to

our everyday social, economic, and

nutritional lives. It is unfortunate

that it took a nationwide shutdown

to make that point.

“In New York, this is Walter Rather,

saying good night.” While the story is

a fantasy, the results would be real.

If you have driven on an interstate highway, you have probably seen the bumper sticker on

most tractor trailers that reads “Without Trucks – America Stops.” There is no question that

these four words make a compelling argument for the trucking industry.

// INDUSTRY PERSPECTIVE

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

[email protected]

WITH FRED SAMPSON

What If …? A Fantasy


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

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

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


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


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

http://issuu.com/action/openurl?url=http://www.kool-aire.com

september 2014

Documents

green linen company

audit company

green restaurant association

green cleaning

linen rental

motel restaurant

linen story

total food service