For more than three decades, Chef John Krall has been a steady force in Westchester's private club culinary world — a chef whose path was shaped not only by skill and opportunity, but by a deep, persistent desire to serve others. His journey to the executive chef role at the Manursing Island Club is a story of talent meeting purpose, but it’s his work beyond the club walls that reveals the heart of his leadership.

Inspired by the late Father Ned Murphy and the mission of POTS — Part of the Solution — Chef Krall helped ignite a partnership that united the Club Chefs of Westchester, transformed a simple idea into a beloved annual tradition, and has raised nearly half a million dollars for neighbors in need. In this conversation, he reflects on the winding path that led him to the kitchen, the mentors who shaped him, and the moment he realized that cooking could be a powerful act of dignity, community, and hope. ~Diana DeLucia

GK: Tell us how you started your career, the path you took, and how that eventually led to your work with the Westchester Club Chefs and POTS.

JK: After high school, I went straight into college, but I really didn't know what I wanted to do. I ended up earning three degrees — an associate's in criminal justice from SUNY Farmingdale, a bachelor's in psychology from SUNY Albany, and a second associate's in math and science from Westchester Community College. Through all of that, the one constant was cooking. Even during college, I always had a job in a restaurant.

By the time I was 20, I had become a banquet chef, handling major events — turning people's backyards into full kitchens and catering bar mitzvahs for 150 guests. I'll never forget one colleague who told me, "Kid, I don't know why you're going to college, but this is your calling.” Cooking came naturally. My mother was a great cook, and my three brothers and I grew up in a home where food was always part of our lives.

I also played college baseball, so every spring I'd leave whatever restaurant job I had, then pick up another one in the fall. In my fifth year, I worked full-time in a pizza place because I wanted to learn how to make pizza — that was one of my dreams.

After college, I spent two years working as a Physical Therapy Aide at Burke Rehabilitation in White Plains. I wanted to become a PT, so I went back to WCC to complete the prerequisites for grad school. But I never stopped cooking — summers, weekends, whenever I was home.

Around that time, my twin brother was working part-time at the Manursing Island Club. My older brother had worked there too, but I never had. I told him, "Get me a job in the snack bar — I need more hours while I'm going to grad school." I went in, and the chef liked me immediately. He said, "You seem to know what you're doing. Can you stay past the summer?" I told him I wasn't sure because I was also tutoring science at WCC, and he said, "Can you try to do both?" So, I did. That was 1993 — June at Manursing, September at WCC — and to this day, I still get a paycheck from both places.

In 2002, I became an adjunct professor at WCC. I teach one anatomy and physiology lab a week, and I've been doing that ever since. Most of my students have no idea I'm a chef. They ask if I'm teaching more classes next semester, and I tell them, "If you fail my class, you can come back. Otherwise, this is the only one I teach." Education is never wasted, and I'm grateful for that part of my career too.

After my first year, I worked under the chef for about three years. We needed a sous chef, and he didn't think I was ready, so he hired someone else. That person lasted two months. Then he asked if I wanted to go for the job. At that point, I was still on the graduate school waiting list. I said I'd think about it, but ultimately, I went for it. I had to cook for the position, and I got it. I didn't get into grad school, and I took that as a sign. At 28, it was time to commit to a career, and this was clearly the right path.

About a year and a half later, I went to talk to the chef about my future. He said, “Good, I want to talk to you too." Then he told me he had given his six-week notice and had recommended me for the executive chef position. I had to compete again — another cooking test, another board evaluation — but I got the job. I became Executive Chef of the Manursing Island Club in January 1998, and I've been there ever since.

The Club Chefs of Westchester

GK: When did you join the Club Chefs of Westchester?

JK: I joined in 1999. From 2002 to 2006, I served on the board as treasurer, president, and later vice president. I also ran the educational trips for five or six years. We traveled all over the world, continuing our education through seminars and classes. Even before becoming a sous chef, I took several courses at the Culinary Institute of America to make sense of everything I had learned on the job.

Discovering POTS: A Calling Beyond the Kitchen

GK: You mentioned earlier that your connection to POTS began long before the Club Chefs became involved. Tell us how that relationship started.

JK: Before I got married and moved to Manhattan, I lived at Manursing Island Club in Rye, and during that time, I was a very active parishioner at Resurrection Parish. One of the founders of POTS, Father Ned Murphy, had a tremendous influence on me. Every year, he would come to the parish to speak about POTS, and he had this way of talking about service that stirred something inside you — like he was speaking directly to that part of you that wants to help and do more.

Father Murphy passed away in 2012, but after I joined the POTS board, I had the privilege of stepping into his role at one of the Masses — as recently as this past November. Father Ned used to preach once a year at all the Masses, emphasizing that POTS is a place built on respect and dignity. It's not just about providing a meal; it's about offering true dining experiences — tablecloths, a centerpiece, servers, and a sense of being cared for.

He would also highlight the many services POTS provided: free haircuts, a mailing address for people living on the street, showers, clothing, and a pantry. At one point, they even had doctors on-site. The organization kept expanding, and hearing all of that really tugs at your heart. It makes you ask yourself, what can I do to help more?

Volunteering and the Road to Board Membership

GK: Is that when you started volunteering?

JK: Yes. I was single at the time, so I began volunteering on Thanksgiving and Christmas. I'd arrive at seven in the morning to carve turkeys and help in the kitchen. They quickly realized I knew what I was doing, so I taught other volunteers how to break down the turkeys properly, I helped with the stuffing and mashed potatoes, set the ovens to the right temperatures — the whole operation.

I did that for years. Another chef from our Club Chefs group, Mike Dolan — a very good friend — was also single then. He said, "I'd love to come help you." So, I brought him along. We could still spend the holidays with our families because we'd leave by 9:30 or 10. Volunteering in the morning became my way of giving back. I've always believed that, as human beings, we all have a desire to do more for those in need. For me, POTS was that "more.

Joining the POTS Board

GK: How did that lead to your joining the board?

JK: The Chairman of the POTS Board, Donn Dolce — who was also a member of Manursing Island Club — approached me and said, "I want to make you a board member of POTS." I wasn't sure what that involved, but I met with him and the executive director at the time, Sister Mary Alice, for breakfast. His vision was to have a chef on the board who could help with dinners in the new building they were planning, organize events for major donors, support the staff, and bring real kitchen expertise as the organization expanded.

I joined the board in 2011 and have been a member ever since. I'll be stepping down this April, marking 15 years of service. It's been a wonderful experience.

The First Club Chefs x POTS Event (2012)

GK: When the Club Chefs of Westchester embraced the idea, how did that very first POTS event actually come together?

JK: In 2012, I pitched the idea in early summer, and our first official meeting took place in June. It was Maureen Sheehan, Development Director at POTS; Chef Mike Dolan; Chef Eddie Loayza; and me. Eddie offered to host the event at Hampshire Country Club, where he was the executive chef. We looked at our schedules and chose November.

Before that meeting, I had already presented the idea to the Club Chefs in May. The president at the time, Peter Haering, responded immediately: "Great idea — let's do it." All the chefs embraced it right away. We set the event for November 13, 2012. I reached out to all the chefs to confirm their dishes, brought in wine vendors, Longford's Ice Cream, and even arranged an ice carving. I still have all the records from that first event.

Hurricane Sandy: A Test of Commitment

GK: That was the year Hurricane Sandy hit. How did you overcome that challenge?

JK: Two weeks before the event, Manursing Island Club was without power. Many clubs were in the same situation. Businesses were struggling. I had to go into an apartment on the club property and use a landline — the only thing that worked. No cell service, no electricity, I sat there calling chefs one by one: "We're still doing this. What's your dish? Here's the meeting time. What do you need from me?" Despite everything, we pulled it off. Two weeks after Sandy, we held the event — and it was a success. We raised close to $10,000, which was remarkable for a first-year event under those circumstances.

Board members like Mark Miller and Donn Dolce helped fill the room by reaching out to their contacts. The support from POTS and the Club Chefs was tremendous. From that moment on, we were off and running.

Growth, COVID, and the Return of the Event

GK: What happened in 2020?

JK: COVID shut us down that year. In 2021, people still weren't ready for a dine-around format, so we canceled again. But we came back in 2022 and continued through 2025. This year, we netted $50,000. Overall, we're approaching the half-million dollar mark across all the years.

Honorees Who Shaped the Event

GK: You've had some notable honorees over the years.

JK: One of the most special was Rusty Staub from the New York Mets. He ran his own food-related charity and was deeply committed to feeding the hungry. He was also very involved with POTS. Rusty was a hero of mine growing up — I'm a big Mets fan — so getting the chance to meet him, sit with him, discuss the menu, and cook alongside him was incredible.

When POTS opened the new building — I believe it was in 2011 — I did a donor dinner with Rusty and my friend Jerry Bourkney. That dinner was actually the original vision behind the idea of having a chef on the POTS board. Rusty later became an honoree at one of our events and helped raise even more money. Over the years, we've also honored Chef Peter Kelly, the Club Chefs of Westchester, and Baldor.

Baldor and the Power of Community Support

GK: Baldor has been a very active supporter; can you tell us more about that?

JK: From the very beginning, Baldor has been extraordinary. Sophie Bishop — now Sophie Grinnell — came to my office, saw the flyer for our first event, and asked if Baldor might help subsidize the food. She paused for a moment and said, "Would you consider making Baldor your only sponsor?" I had already reached out to others and hadn't heard back, so I agreed immediately. Since then, Baldor has been our primary food sponsor.

I'm extremely grateful to Hampshire Country Club owners and staff, the POTS team and the Baldor ownership and their employees- (Michele Barriceli-also an original and current Dine-Around organizer from Baldor)- and to all our original supporters and Chefs that have attended or supported the event every single year — Longford's Ice Cream, Pascal Coffee, Mary Grescak from Opici Family Distributing-(Wines), Bill McPharlin from CK. Mondavi & Family Wines and Executive Chefs like Lenny Phillips from Shenorock Shore Club, Lorcan O'Connell from Sunningdale Golf Club, Anibal Romero from Siwanoy Country Club, Austin Braswell from Blind Brook Country Club, Peter Haering from North Shore Country Club, Executive Sous Chef Nicole McGee from Old Oaks Country Club, and Dan Neuroth from the Bronxville Field Club. Most of the current Club Chefs of Westchester members volunteer every single year, and I am grateful to each one of them. 

It's remarkable to see that level of commitment to POTS and to the work we're doing together as an organization. “I am also grateful to the Club Managers and the Club Managers Foundation who have supported this event.” "Most importantly, thank you to my dear wife Kathleen for being at my side from the very first Club Chef's Dine- Around, and to both Kathleen and my daughter Annie for at times, sacrificing our family time together for our charity work, and for supporting and participating in the great work of POTS.”

In every chapter of Chef John's story, there is a thread of generosity — to his club, to his colleagues, and to the people served by POTS. His work reminds us that culinary excellence is not only measured in technique, but in compassion and commitment. The partnership he helped build has strengthened an entire community, and it's a privilege to help document that legacy for Golf Kitchen.
~Diana DeLucia.

"I have been so honored to work with John at POTS. He is always ready to help those around him with such kindness and grace. The Dine-Around is a wonderful event that exemplifies POTS' spirit: people coming together over a meal to create community and support one another. John, the Club Chefs of Westchester, Baldor, and the Hampshire Club have been so supportive over the years."

Christina Hanson
Executive Director
POTS 

"Along with my colleague at Baldor, Sophie Grinell, we embraced the idea of partnering with John and the Westchester Club Chefs to support POTS in 2012 and haven't looked back!  We have nurtured the relationship with POTS and the Club Chefs to make the Dine-Around a highlight of the year.  John's passion is infectious, and we were lucky to have our vendors' support in supplying the chefs and the event with wonderful ingredients.  I am lucky to work with John for the POTS event, as well as his club and other club-related events.  It is an honor to know him and to work alongside him."


Michele Barricelli
Business Development Manager
Baldor Specialty Foods

"John has been the catalyzing force behind our annual Dine-Around event, bringing together the area's finest club chefs to support and raise money for our mission.  He leads the effort in the same manner that he has contributed to POTS as a board member - with high degrees of warmth, compassion, grace, humility, and effectiveness."  

Keith Pagnani, 
Board Chair of POTS

Meeting the Needs of Young Professionals

Today's workforce, especially younger generations, is seeking meaningful careers that provide personal fulfillment and long-term security. Job seekers increasingly weigh a living wage, comprehensive health insurance, and additional benefits when evaluating career paths. Over the past 15 years, covering food and beverage operations at private clubs, I've heard countless stories about critical staffing shortages and clubs' reliance on international visas.

Below are some ideas I've learned from club leaders and staff, as well as ideas I have generated to help address those challenges and more. ~ Diana DeLucia

Challenges Facing the Private Club Industry
Despite the rapid growth of the private club industry, many young food and beverage professionals outside the sector still hold outdated views. Clubs are often seen as places where chefs go before retirement, catering primarily to members who are retirees rather than being centers for culinary innovation. This perception persists, with many believing that club menus are limited to basic offerings like hamburgers and hot dogs rather than offering diverse, creative cuisine. We all know that is no longer the case.

The Need for Change
To attract younger talent and develop a robust pipeline for the future, the industry must take active steps to shift these misconceptions. We need a catalyst to show the opportunities in private clubs and to highlight the rewarding careers in this sector. (Golf Kitchen TV series?)

Immediate Strategies for Changing Perceptions
To begin shifting outdated views and building stronger career pathways in the private club industry, consider the following three strategies you can implement right away.

1. Promote Success Stories of Young Professionals
Share real-life examples of young professionals who have found success within the private club sector. Highlight their achievements, career progression, and personal fulfillment to demonstrate the rewarding opportunities available. These stories help counter the misconception that clubs are only for retirees and showcase the industry's vibrant professional community. Check out Chef Hannah Flora's career progress here: https://chefhannahflora.com/
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Chef Hannah was the Executive Chef at Mizner Country Club when I first met her. She was 28! She followed up as the Executive Sous Chef at Addison Reserve, and last year she came second on Hell's Kitchen, which really gave the club industry a boost among younger culinarians outside the industry.

2. Highlight Unique Career Growth and Benefits
Emphasize the distinct advantages of working in private clubs, such as career advancement opportunities, competitive wages, comprehensive health insurance, and additional perks. By drawing attention to these benefits, young professionals can better understand how this sector supports long-term growth and personal development.

3. Develop Mentorship and Training Programs
Establish mentorship and training initiatives designed to support new talent entering the industry. These programs foster skill  development, provide guidance, and help young professionals navigate their career paths. By investing in mentorship and training, clubs can cultivate a dynamic workforce and ensure continued success for future generations.

Rebranding the Industry as a Career, not a Stopgap 
Working in private clubs isn't just a temporary position or a stepping stone. The industry offers meaningful career opportunities, not just shifts. Within this environment, individuals gain critical skills such as leadership, operational expertise, and entrepreneurial abilities that extend far beyond the kitchen or dining room.

To reinforce this message, clubs should share compelling stories of young managers who have successfully advanced in their careers. Highlighting real-life examples of staff members who started in junior roles and moved into salaried positions with attractive benefits can serve as powerful inspiration. Additionally, providing clear guides that show how entry-level positions lead to long-term career paths clarifies advancement opportunities and professional growth.

When young people can see the tangible steps and pathways to a rewarding career, they are less likely to view work in the private club sector as just a temporary job. Instead, they can recognize the value and potential for long-term fulfillment and success within the industry.

Show Benefits Upfront and Make Them Real
To attract and retain young professionals, private clubs must be transparent about compensation and benefits. Young workers carefully evaluate total compensation, which includes not only base pay but also healthcare coverage, tuition assistance, flexible scheduling, and other practical perks that align with their priorities. By clearly listing these benefits in job postings and on social media platforms, clubs can effectively communicate the value of their employment packages.

It is important to offer perks that resonate with Gen Z, such as mental wellness support, paid training programs, opportunities for career advancement, and credentials, including certifications and college credit. Making these benefits tangible and accessible helps demonstrate the club's commitment to employee wellbeing and professional growth.

Meet Candidates Where They Live Digitally
To effectively connect with young talent, private clubs should focus recruitment efforts on platforms where prospective candidates spend their time, primarily mobile devices and social media. By moving away from traditional paper applications and embracing digital tools such as mobile-friendly hiring platforms and engaging in short videos that highlight daily work experiences and opportunities for growth, clubs modernize the hiring process and make it more accessible.

Enabling candidates to apply and schedule interviews directly from their phones streamlines the process, making it convenient and appealing for digital natives. This approach demonstrates a commitment to innovation and responsiveness, helping clubs attract young professionals who value efficiency and technology in their job search.

Build Clear, Fast Career Pathways
Private clubs can support young professionals by creating structured development programs that clearly outline career progression from the very beginning. For example, new hires can master the basics in their first week, then move on to cross-training in different roles by the third month. By the end of the first year, employees should have the opportunity to join a leadership track. Offering micro-certifications along the way, along with transparent promotion steps, illustrates the concrete paths available. Sharing data such as "X% of supervisors started as servers" further demonstrates that advancement is not only possible but expected.

Use Storytelling to Change Perception
Personal stories are a powerful way to reshape how young people view careers in private clubs. By sharing authentic accounts of young staff members who overcome challenges, step into leadership roles, and successfully balance their work and personal lives, clubs can humanize the industry and make it more appealing. Posting engaging videos that feature these journeys shifts the narrative from outdated stereotypes to one that spotlights young leaders making a real impact. This approach builds connections with prospective candidates seeking relatable role models and clear growth opportunities.

Modernize Work Design for Work-Life Balance
Providing predictable schedules and user-friendly shift-swap tools gives staff greater control over their work hours. This approach allows employees to transition smoothly from part-time to full-time roles as their needs evolve.

Emphasizing flexibility is especially appealing to Gen Z, who often need to balance work with school or family commitments. By making work schedules more consistent and adaptable, clubs demonstrate their commitment to supporting employees' personal lives as well as their professional responsibilities.

Invest in Apprenticeships and School Partnerships
Building strong connections with high schools and culinary programs opens doors for clubs to offer paid internships, co-op credits, and summer leadership programs. Hosting career days enables students to experience real club operations firsthand. By positioning themselves as learning hubs, clubs become more attractive to young people considering hospitality careers, reinforcing their reputation as places where education and hands-on experience go hand in hand. Please see my collaborative article in Club Director magazine, where we discuss how Clubs Can Become Culinary Career Incubators. https://www.clubdirectormagazine.com/clubdirector/library/item/winter_2026/4320687/
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Pay for Skill Development and Leadership
Recognizing employees for their learning achievements and leadership efforts, rather than just hours worked, encourages professional growth. Clubs can provide pay raises to staff who complete training programs or take on mentoring responsibilities. This practice highlights a culture of investment in employee development, signaling that advancement and skill-building are valued and rewarded.

Technology is a Selling Point
Modern technology plays a key role in shaping the workplace experience for staff members at private clubs. By emphasizing the use of advanced tools such as point-of-sale (POS) systems, inventory management apps, and social media platforms for marketing, clubs can demonstrate their commitment to efficiency and innovation. In addition, providing digital skills training not only helps employees excel in their current roles but also equips them with valuable abilities for broader career advancement.

Creating a Culture That Connects
Building a workplace culture that is rooted in respect, inclusion, and purpose is essential for attracting and retaining young professionals.

Many young workers are drawn to organizations that reflect their values, such as diversity, sustainability, and a sense of community. Clubs can foster this environment by offering opportunities for employees to lead projects, source locally produced food, or organize charity events. These roles not only support staff members' personal values but also provide meaningful ways to develop leadership and organizational skills.

Measure What Matters
Tracking key metrics such as the origins of new hires, employee retention rates, and individual career progression enables clubs to evaluate the effectiveness of their recruitment and development strategies. Sharing these results with staff and board members helps build support for continued investment in programs that promote growth and engagement, reinforcing a culture of transparency and continuous improvement.

Board Awareness of Operational Challenges
It is essential for club board members to understand the pressures on the food and beverage operations, ensuring their decisions are guided by the needs of the club rather than personal egos.

When board leaders remain aware of the unique challenges these departments face, they are better equipped to make choices that support staff, drive operational success, and align with the club's overall mission. This focus on organizational priorities over individual interests promotes a healthier workplace culture and ultimately benefits both employees and members.

Unfortunately, when board groups act out of self-interest, they can rapidly drive staff away, undermining the club’s overall success and member satisfaction.

A Call for Action for Club Leaders 
Club leaders are encouraged to take strategic steps to enhance recruitment, training, and engagement among staff. The following actions outline a practical approach to achieving these goals:

1. Implement a Mobile-Friendly Hiring Process
Launch a hiring process accessible on mobile devices, making it easier for potential applicants to apply. Set a clear target for the number of new applicants and monitor the conversion rates to evaluate the effectiveness of this initiative.

2. Share a Clear Training Roadmap with Paid Micro-Certification
Communicate a transparent training plan to staff members, including the opportunity to earn paid micro-certifications. Aim to have at least three employees complete this certification within the current quarter.

3. Start a Social Media Campaign Highlighting Young Staff
Initiate a weekly social media campaign that features stories about young staff members. Establish a goal to increase the number of job applicants by 20% because of these efforts.

4. Monitor and Review Results
Monitor outcomes and review progress every 30 days. Focus resources and energy on strategies that yield the most positive results, reinforcing continuous improvement throughout the season.

In future articles, I will break down each point with club examples!

If your club has launched programs, benefits, or creative staffing solutions that are helping recruit and retain younger team members, I want to hear about them. Email [email protected] with a summary of what you tried and the results. I'll draft a full article for Golf Kitchen Magazine showcasing international examples and best practices.

Please include:

• Club name and country
• Initiative or program title
• What you changed and why
• Early results or metrics (staff retention, applicant numbers, satisfaction)
• One or two short quotes from staff or managers
• Photos or links if available

Your experience could inspire clubs everywhere. Thank you for helping build better workplaces across the globe.

Jeff Perez built a career defined by mentorship, community, and purpose. His influence extends far beyond the kitchen; through his leadership in the Club Chefs of Connecticut and his decades-long commitment to David's Treasure Chest, he has helped transform a local charity event into a beloved tradition that unites clubs, honors cherished memories, and supports children in need. In this conversation, he reflects on the path that shaped him—and the cause that continues to inspire him. 
~ Diana DeLucia

GK: Can you share your journey to becoming a chef?
JP: It all began in high school. I'd finish classes around two o'clock and biked over to a local hospital where I had a part-time job. I peeled potatoes, mopped floors—typical tasks for a kid just trying to earn some spending money. One day, a chef approached me and said, "If you're interested in learning more about cooking, a friend of mine is opening a restaurant in Stony Brook, Long Island.” I was intrigued, so I took the opportunity. Like many of us in this industry, I started as a dishwasher. Before long, I moved to the salad station. One day, the grill cook didn't show up. The next day, he didn't show up again. The chef looked at me and said, "Guess what? You're the grill man now."

Sometimes you stumble into opportunities like that. I love telling this story because, believe it or not, I burned nearly everything in those first weeks. They called me “the overcook.” But it was an invaluable experience. Over time, I learned, improved, and grew to love the pace and heat of the kitchen.

I entered the culinary world a bit later than most. After working in a few restaurants, I hit a point around age 28 where I realized I wanted to commit to this craft fully. I loved the creativity, the energy, the challenge. So, I emptied my bank account and enrolled at the Culinary Institute of America in Hyde Park, New York. After graduating, I found my way into the world of country clubs.

GK: How did you find the Club industry? It is an important topic, especially since we need more young people entering this field. 
JP: You're right. Many CIA graduates dream of working in high-profile restaurants like Daniel—and that's wonderful for those who do. But my path was different. I was married while attending CIA, and I had my wedding right before diving back into patisserie class. No honeymoon until after graduation.

As I neared the end of the program, I needed a job. I found a country club in Greenwich looking for a sous chef. It intrigued me. After a few interviews, I accepted the position. I had sworn I'd never move back to Long Island because of the cost of living, and yet there I was—married, starting a new chapter, and moving to Greenwich, Connecticut, realizing it was just as costly!

I spent some time in the club industry, then took a break to work at a busy Fairfield County restaurant called Boxing Cat Grill. I even ventured into healthcare, managing food services at Greenwich Hospital. As you know, the restaurant world can be harsh when you're balancing family life.

Eventually, I heard the chef position at the Milbrook Club was opening—the same club where I'd worked after culinary school. I interviewed and was thrilled to get the job. I spent seven wonderful years there before moving to Fairview Country Club, where I'm now entering my 25th year—knock on wood.

GK: That's impressive. You've built a tremendous amount of experience in the club world.
JP: Thank you. Mentoring young chefs has been one of the most rewarding parts of my career. William Carroll, who worked for me, is now the general manager at Gramercy Tavern. Gregory Gordet, who used to drive down from the CIA on weekends to work at the Milbrook Club, has made a name for himself in the Pacific Northwest and just opened a restaurant in Manhattan's financial district.

Mentorship is part of our responsibility as chefs. Watching people grow and succeed is incredibly fulfilling.

GK: It's incredible how connected the industry is.
JP: It really is like a family tree. In the club world, news, good or bad, travels fast. If someone makes a mistake in California, the East Coast will know by morning. 

But that's what makes it feel like one big family, supportive, interconnected, constantly learning from one another.

Our son, David (above), was ten years old when he was diagnosed with leukemia. What followed was an arduous two-year chemotherapy journey, with long treatment days at a doctor's office an hour's drive from our home. Those days were exhausting for all of us—especially for David, both physically and emotionally.

After treatment, David was always hungry and often asked to go to the Milbrook Club in Greenwich, where we were members. There, he would order his favorite comfort food—chicken nuggets, French fries, and mozzarella sticks—from Chef Jeff Perez. While I could have made the same meal at home, what David truly cherished was spending time with Jeff. He loved Jeff's warmth, kindness, and infectious smile, and those moments brought him comfort during an incredibly difficult time.

In 2003, the toy closet opened on the pediatric unit of Stamford Hospital and provided every child with a donated toy from the community. For many frightened children, opening those doors instantly transformed fear into joy.

Chef Jeff Perez has poured his heart into this remarkable annual event in the name of his friend, David. The generosity and dedication of the Club Chefs deeply touch me. It is a truly special event and one not to be missed.

Robin Kanarek

*The toy closet was initially called David's Treasure Tree (2003-2017) and later changed to David's Treasure Chest when the pediatric  unit was redesigned (2017 to present).

The Heart of the Event: David's Treasure Chest

GK: Can you tell us about the name "David's Treasure Chest" and where it comes from?
JP: It's named after David Bennett Kanarek, who lost his battle with leukemia. Many years ago, when I was the Executive Chef at the Milbrook Club in Greenwich, the Kanarek family were members. Young David used to come into the kitchen and help me. He was a wonderful kid—curious, bright, full of life. I became very close to the family. Eventually, they moved to London, and I lost touch with them. This was after David had passed away. Around that same time, in 1995, we started this charity event, and in the early years, we donated the proceeds to Stamford Hospital.

When the Kanareks moved back to Greenwich, things evolved. David's grandfather was a major donor to Stamford Hospital. He essentially built the new hospital lobby. There's a bit of history there—back in the '60s and '70s, there was a major department store chain called Caldor's. David's grandfather founded it. The family was very successful and has always been incredibly philanthropic.

When they returned, they proposed creating a "treasure chest" at Stamford Hospital—a place where any child spending the night could choose a toy to brighten their stay. Since 2004, our event has donated directly to David's Treasure Chest.

How the Charity Event Began

GK: Were you involved from the very beginning?
JP: I've been involved since day one. I wasn't running it at the time—I was still new to the club world. The first event was in 1995 at Brooklawn Country Club in Fairfield. We donated directly to Stamford Hospital, and it was an immediate success. Three or four hundred people showed up.

We used to hold the event on the first Monday after Thanksgiving, but we moved it to January due to an early-season snowstorm.  We all preferred January as it gave us all a chance to reconnect after the busy season in the Northeast. 

Over the years, clubs like Wee Burn Country Club, Woodway Country Club, and Fairview Country Club have hosted multiple times. Hosting is a significant undertaking. In the early days, it was strictly country club chefs. Then, purveyors started asking if they could donate products and set up tables. Eventually, we allowed a few in. Now the event is so significant that we must cap participation. We've got major supporters, Chefs' Warehouse, Chris Pappas, Sysco, and several major wine importers.

This year marks the 30th anniversary. (2026)

The Meaning of the Event

GK: What does this event mean to you personally?
JP: First, the memory of David Kanarek. I knew him personally. And I want to be clear—we don't donate to David's Treasure Chest because of my personal connection. That alignment just happened naturally. But it means a great deal to the Kanarek family, who have done so much for Stamford Hospital and the community.
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And beyond that, it's the camaraderie. All the local clubs come together to support children who are ill. Holding the event in January is perfect—we've all survived the holiday season, we haven't seen each other in a while, and it becomes an excellent way to reconnect and celebrate after a long year of hard work.

Honoring Chef Mark LeMoult

JP: The event also honors the memory of Chef Mark LeMoult (above), who passed away almost four years ago. He was the chef at the Field Club of Greenwich and had worked with Waldy Malouf at Beacon in Manhattan. Mark, like me, served as president of the Club Chefs of Connecticut.

In his honor, we created the Mark LeMoult Memorial Scholarship. Each year, we award $5,000 to a young culinarian from one of the Connecticut Club Managers Association clubs. The funds may be utilized for culinary school, national conferences, Chef to Chef programs, and ACF events, or any other opportunities that support their professional development.

Hosting the Event

GK: How do you decide which club hosts the event each year?
JP: Years ago, it was sometimes a challenge. But over the last decade, clubs have been coming to us asking to host. That really shows how highly regarded this event is. It doesn't get better than this—you're giving back to the community, supporting a meaningful cause, and helping children.

What resonates most with me after speaking with Chef Jeff is the quiet, unwavering compassion at the heart of David's Treasure Chest. It's easy to talk about community, but it’s another thing entirely to show up for families in their most vulnerable moments — and that’s exactly what this program does. The care, the dignity, the Humanity behind every gesture is a reminder of why our culinary community matters far beyond the kitchen. I’m grateful to help share this story, and even more grateful for the people who continue to carry David’s legacy forward with such purpose and heart.~Diana DeLucia.

Vendor Comments

My support of the CTCMAA / Stamford Hospital / David's Treasure Chest event has always come from a deeply personal place. As the former Executive Chef of Burning Tree Country Club, he understood that food and hospitality are about far more than excellence on the plate—they are about caring for people. 

Supporting this event each year allowed me to give back to a cause that brings hope, comfort, and joy to children and families during some of their most challenging moments, aligning closely with the values that guided my career in the kitchen.

Today, as the owner of the company distributing award-winning Perlage water, that commitment remains just as strong. While my role has evolved, my heart for service has not. By supporting the event through Perlage, I can continue to contribute to something bigger than myself—celebrating life, generosity, and community. Throughout my career, I have reflected my belief that true success is measured not only by professional achievements but also by the positive impact one has on others.

Mariusz Pawlak, COO
www.Perlage-USA.com

***

I have a long history with David's Treasure Chest, and it holds a truly special place in my heart. Having spent 53 fulfilling years in this industry with Hafsco, I have been involved for over 25 years. Traditionally, this cherished event took place on the Monday after Thanksgiving, and after a brief hiatus due to COVID, its return felt like a remarkable revival of a beloved tradition.

For my family and me, this gathering is invaluable. It offers us an excellent opportunity to relax and reconnect with countless colleagues I've had the pleasure of working alongside throughout the decades. These individuals are much more than just clients; they are dear friends I've cherished for over 50 years. Sharing a room filled with familiar faces, all united in support of such a meaningful cause, is an experience I eagerly anticipate every year.

I was thrilled to learn that over $40,000 was raised for the Pediatrics Division this year – what an extraordinary achievement! It truly fills me with gratitude to be part of a family and a company dedicated to making a significant impact. Here's to many more years of friendship and making a difference together! 

Thomas Capobianco, President
HAFSCO

Napa Valley is not merely a wine region; it is a living composition where landscape, light, and human vision converge. While vines were first planted here in the mid-19th century, Napa's true identity emerged after Prohibition, when a new generation of growers rebuilt with an uncompromising focus on quality and site expression. That ambition reached a defining crescendo in 1976, when blind tastings in Paris elevated Napa Cabernet Sauvignon and Chardonnay to global prominence, permanently reshaping the fine-wine conversation.

What distinguishes Napa for today's luxury traveler and collector is its rare combination of intimacy and diversity. A narrow valley framed by the Mayacamas and Vaca ranges yields dramatic variations in elevation, exposure, and soil—ranging from alluvial valley floors to volcanic and sedimentary hillsides. This geological mosaic allows Cabernet Sauvignon to speak in multiple dialects: generous and velvety from warmer sites, taut and mineral-driven from cooler, fog-influenced districts such as Coombsville and Oak Knoll. Precision viticulture, clonal refinement, and disciplined oak élevage have honed these expressions into wines of clarity and depth.

Modern Napa is defined by restraint as much as power. The valley's leading estates pursue phenolic ripeness balanced by natural acidity, crafting wines with layered aromatics, fine-grained tannin architecture, and undeniable longevity. Beyond the glass, Napa offers a complete sensory journey—private tastings at sunset, architectural wineries nestled into the hills, and a rhythm of hospitality that feels both curated and effortless. Here, wine becomes more than a beverage; it becomes an experience of place, culture, and time—one of the world's most compelling expressions of contemporary luxury.

The appellation spans eleven communes in Cuneo, from the elegance of La Morra to the power of Serralunga D’Alba and the balance of Castiglione Falletto. Since 2009, 181 Menzioni Geografiche Aggiuntive (MGAs) have further defined its intricate terroir, from the storied slopes of Cannubi to the structured vineyards of Bussia.

Yet, as with all great art, Barolo’s story did not end with its aristocratic birth. In the late 20th century, a new generation—the Barolo Boys—led by Elio Altare and Chiara Boschis —brought a modern sensibility to tradition. Their work bridged old-world rigor with contemporary elegance, propelling Barolo onto the global stage as both timeless and forward-looking.

Today, Barolo endures as a dialogue between centuries—a living expression of heritage, craft, and vision. To taste it is to experience the essence of Italy itself: structure and soul, austerity and beauty, strength and grace. It is, in every sense, a vino da meditazione—a wine to contemplate, and a poetic testament to the enduring artistry of the hills that gave it life. 

​Here are five places to visit in Napa, each of which delivers not just great wine but a sense of place, discretion, and refinement.

1. Harlan Estate
The ultimate collector experience. Tastings are rare, private, and cerebral—focused on precision, power, and longevity. This is Napa at its most serious and revered.

2. Bond Winery
A masterclass in terroir. Each tasting highlights single-vineyard Cabernet expressions, presented with quiet elegance and architectural beauty. Ideal for guests who value nuance over spectacle.

3. Promontory Winery
Wild, dramatic, and intellectual. High-elevation tastings paired with cave and vineyard immersion reveal a deep, mineral-driven style that speaks to Napa’s future.

4. Blankiet Estate
Grand and theatrical luxury. Cave tours, elevated vistas, and impeccably polished Cabernet blends create a memorable, visually stunning tasting journey.

5. Fantesca Estate Winery
Intimate and refined. A boutique experience where hospitality feels personal and wines emphasize balance, elegance, and food-friendliness.

by Fernando Silva,
Artist, Wine Critic, and Sommelier.
@BacchusbySilva on Instagram.

The knives chopped on the boards. The peelers whisked back and forth. There was sizzling from the griddles, bubbling gravy in the cauldrons, and an ocean of cranberries slowly stewing in the tilt skillet. Still, there was something to be heard among all the other sounds making up the cacophony of a busy kitchen, and that sound was laughter.  Dozens of cooks, all working overtime at one of the most stressful times of the year, and they were laughing? Yes, they absolutely were, and that's how we know we are on the right track.

This was just a few weeks ago, during our run-up to Medinah's epic 1,900-meal Thanksgiving Day. Still, really, it could have been any year and any place in the world where I have participated in Thanksgiving preparations over the past 33 years. 

When working with chefs Mark Gallaudet and Josh Goetz in Hong Kong, we marveled at how similar the vibe was in all the Chinese kitchens preparing the same Thanksgiving foods we love here in America for our American Club membership. 

The struggle against the ever-ticking clock, the camaraderie of knowing the only way we make it is together, of knowing this food would make other people feel comfortable and happy, and of undertaking a giant process of creation for the wellbeing of people we did not even know.  The sense of unity and mission in preparing food for such a large audience in Asia is the same as it is here in Chicago, Illinois, and I love that.

In preparing to write part two of this article, I spent time observing our cooks, stewards, servers, bussers, members, and their guests in the heart of the holiday season dance here at the Club. I find myself more convinced of what I’ve felt for many years now: that hospitality life is strong in the Private Club world. 

We ended the last blog entry with a few heavy-duty questions that we owe answers for, so let's get started. ~Matthew Gilbert, Culinary Director, Medinah Country Club. 

If machines are stronger than I am and AI agents are more intelligent than I am, then what can I do? 

This answer will unfold over the next couple of thousand words, but the short version is: put down the phone, be present, and push yourself to make connections with other people In Real Life. (IRL)

If I am more connected to the world than ever before, but also lonelier, what is the path forward? 

It is not too late to find genuine human connections that help you feel less lonely (or not at all, for a start). But it will take some effort. 

Friends and romantic partners are not as automatic as DoorDash and Amazon Prime; we must put in time and care. (A Japanese woman recently married her chatbot, ditching her real-life fiancé for “someone who truly understood her” (her algorithm), so we know that will soon be a thing. Door Dash as a life partner, talk about historical societal shifts!)  

As leaders, we are but one person, needing to do the work of hundreds, so we must accomplish this as a team. To transcend in hospitality is to understand that mastery of "the things" is essential, but is also naturally paired with the necessity of the people part.

Also, having a personal meaning and purpose at work helps us feel more connected and less lonely, especially if part of that arc is giving to others.  Luckily for chefs, we must be crazy enough to stay in the business long term.

As more industries shift away from human employment, where will I find my career?

The good news for chefs is that, like the resurgently popular careers of plumbers and electricians, we have hands-on expertise in something that, for the moment, is difficult for a bot to replicate. While those career trajectories promise a longer lifespan than, say, coding or data entry jobs, the cooking and serving of food remain so humanly intimate that their arc could last even longer, with at least a subset of the masses still preferring something made by hand and from the heart.​

​While these existential problems seem like large ones, as chefs, we face a constant and never-ending stream of issues every day, so no big deal, right?

My chef team often jokes that when we wake up in the morning, it’s not a question of whether things will go wrong later today, but which things will. It can be fun, as the day goes by, to see which shit hits which fan! (speaks in sarcasm, ha-ha) 

A good chef understands that problems are part of the natural terrain on which we tread and prepares accordingly.

One mindset I fervently push in the kitchen leadership world is acknowledging the problems we face without becoming victims of them. 

For sure, we should be realistic about these challenges; life is full of problems, and we need to acknowledge that. But as leaders and future leaders, we should focus on preparing, strategizing, and overcoming them rather than just complaining about them. 

As chefs, we need to be resourceful, proactive, and optimistic every hour of every day. Our profession demands immediate results, with no option but to “make it happen.” The problems aren't going to go away magically, so we can’t just lie down to wait for someone else to handle them for us. With AI, we have identified potential challenges. Let’s start thinking about solutions.

An excellent team purpose for us chefs is to refocus on our shared, basic Humanity for our cooks and for our members: different income brackets, but all just human beings. 

Spend real effort and energy on creating and supporting a united, talented, and passionate team that will consistently put their hearts into the plate. Then unleash your team’s passion and creativity on the diners you serve. It takes a lot of energy to build and maintain a high-performing team, but once you get it going, the potential is sky high.

Things to consider:

Define the mission.  

Put it into words. Sometimes we assume that the people on our teams already "get it," and they likely do to some extent, but we should make it crystal clear that we are in the Humanity business first and foremost, and that our actions grow from that desired outcome. 

There is a power in putting something into words, whether written or spoken. It gives clarity.  One can either be for or against, but at least they understand what is expected. Say it to your team and say it often, and it will begin to take shape.

In Will Guidara's indispensable read Unreasonable Hospitality, he refers to the pre-shift meeting as "a lever," and it truly is. This is the platform on which we can lift our entire team.

We all know what pre-shift briefings often look and feel like: going through the motions, rote, corporate, stiff, 
mechanical, the ticking of boxes. I've been witness to more than enough embarrassing and soul-destroying briefings to fill a lifetime, but that is not what I am talking about.
​
Spending years each in free-standing fine dining restaurants, international luxury hotels, and private clubs, I can say with conviction that, while in all three of those worlds chefs strive to create superlative and transformative offerings for the diners who seek them out, the best environment to care for the Humanity and wellbeing of a whole community is undoubtedly in Private Clubs, and by a mile.

It really is essential to put passion before the group. A leader vs. a manager. Someone with charisma who clearly cares about those they serve and about what we are all here, thousands of hours per month, to do. A person with a sense of humor but with equal parts competence, someone with the EQ to read the room but also the gravitas to get things done.

Those 15-20 minutes each day can make a bigger difference than the hundreds of hours spent in the trenches setting direction, clarifying goals, and breathing life into the team's mission. 

At Medinah, the mission is to send every member, family member, and guest out of the gates feeling better than when they arrived. Feeling happy, valued, listened to, cared for, and thought of: deeply human emotions. But if we roll the dice on the GUESS that our staff somehow “get it” naturally, we will most certainly fail. We need to speak it first and then work to build and fortify it. Once the team understands and agrees to their roles, the mission begins. Focus on clarity in your message.

The Thing Business vs The People Business. 

At the crux of what we are here to do, and when things are not working very well, it helps us to understand where we are going wrong.

As a young cook and chef, I thought that food and beverages were only about things. Objects. The best ingredients, the sharpest knives, burners with the highest BTUs, mise en place efficiency, and station ergonomics.  Like a blind fanatic, I was so obsessed with these factors that I often ignored what guests said they wanted because, as chefs, we knew better than they did. I sharpened my knives maniacally every day, read about ingredients fervently, and was frustrated by any cooks in my periphery who seemed not to care about these details as much as I did. 

For sure, I was not a good teammate and was a pain in the ass to more than one of my patient, chef mentors. But I was a good cook and driven, and The Thing Business took me a long way until it didn't.

At a certain point, I began bonking my head on a ceiling that no one told me about. By then, I had gone from small, fine-dining restaurants to international luxury hotel chains, and then into the Club sector in Hong Kong. On that level, of course, you must have mastered “the things,” but your success and upward movement at that point have much more to do with relationships and your ability to motivate and mobilize large groups of people.

As so many high-level leaders know, how you work with others (things are so much easier to manage than people, ha-ha) determines your success more than any ‘hard skill’ ever could. And who works with more types of people than chefs? 

The cooks, servers, stewards, communications team, event sales team, front desk, concierge, human resources, finance, purchasing, vendors, salespeople, technicians, media, diners, members, guests, and the list goes on. Difficult to imagine success in a high-level role in which relations with all these factions were not positive and proactive. 

So, at this point, what do you do if you are like I was, waking up to this blunt reality? Burn like the phoenix to rise from your own ashes? Start to learn new things. A whole new set of skills, maybe ones you used to make fun of. 

For me, it will sound cliché, but it was Simon Sinek and that first TED Talk about The Power of Why. That began a rabbit hole of people learning that I went down and still have not come out. 

But the only success I have had has been through productive relationships with others. As leaders, we are but one person, needing to do the work of hundreds, so we must accomplish this as a team. To transcend in hospitality is to understand that mastery of "the things" is essential, but is also naturally paired with the necessity of the people part. 

To get our members to feel the wonderful things we want them to feel, the TEAM must touch them first, and that is in our hands. After getting ‘the things' locked down, focus on The People Business!

As the world becomes more digital, discerning people with the means to acquire what they seek will place greater value on food produced by humans. Warm service that a human gives. Music that is written and played by a human. A piece of art painted by a human. And a feeling of being important and cared for, as a human.
​
The beauty of the societal situation we find ourselves in, at least in the short term, is that we as cooks and chefs are already good at one of the most important art forms this world has ever seen: the conversion of raw ingredients, with the assistance of heat, fire, and technique, into momentary creations of beauty that diners not only enjoy with their eyes, but with their noses, taste buds, bellies and minds as well. They don't call it soul food for nothing!

We have the immediate opportunity to realize that we absolutely can “make an impact” as creative and inspired people. There is great value in giving something of value to others, and with the skills we acquire as chefs, we are well-positioned to deliver meaning to our diners on a deep and lasting level. 

Spending years each in free-standing fine dining restaurants, international luxury hotels, and private clubs, I can say with conviction that, while in all three of those worlds, chefs strive to create superlative and transformative offerings for the diners who seek them out, the best environment to care for the Humanity and wellbeing of a whole community is undoubtedly in Private Clubs, and by a mile. 

In a world that increasingly features automation, loneliness, isolation, and a lack of real connection, the Club space offers the perfect environment for creative human cooks of all ages and backgrounds to do what they love best!

With each passing day, month, and year, I increasingly see the immense value of what we, as chefs, do with and for our membership. We are speaking here in a golf magazine, but one commonly repeated phrase at Medinah is that "while only some people golf, everybody eats." With over 1,000 members and a dining community of more than 3,000, there are plenty of opportunities for creativity!

For sure, world-renowned golf is what the wider populace knows about our Club and hundreds of others like it. 

Still, inside that sphere, there is a whole community that spends their lives in our eateries, shares their essential family, business, and friendship meals in our dining rooms, and celebrates their most cherished life milestones in our ballrooms.

In clubs, we have the opportunity to get to know members and their families deeply. Their diets, the dishes they love, the ingredients they hate, what matters deeply to them. If we remember these things and act on them without needing to be reminded, the result is a deep level of contentment at the human level. We are not here to be right; we are here to create experiences that our members value.

Welcome people onto your team. Be imperfect. Have a personality. Have a sense of humor. Human emotional qualities like laughter, enthusiasm, anticipation, surprise, empathy, gratitude, and contentment are all readily available in the Club space, and AI doesn't do these things!

As the world becomes more digital, discerning people with the means to acquire what they seek will place greater value on food produced by humans. Warm service that a human gives. Music that is written and played by a human. A piece of art painted by a human. And a feeling of being important and cared for, as a human.

So, in conclusion, what should we do? While, of course, we need to always look after ourselves, our families, friends, and interests, we should realize the power we have to make a positive impact on others right now; we don't have to wait. 

We can always improve the lives of others. With our cooking skills, we are perfectly positioned to focus on one of the main factors that still binds us together in this increasingly bot-driven age: our shared Humanity. Do these things for others, and guess what, we win too.

Even in uncertain times, there is a future in our industry.

Service + Humanity = Hospitality. 

"Where do I fit in?"

You fit in right here.

~ Matthew Gilbert
Culinary Director
Medinah Country Club

The Zagat Guide That Changed Everything

Some culinary careers begin with culinary school. Michael Mignano started with a Zagat Guide, a mother's tough love, and a cold call to the best restaurant in New York City.

What followed is a story that spans the golden era of Manhattan fine dining, the chaos of Balthazar, the precision of Gray Kunz, the luxury of Four Seasons, the heartbreak of COVID, and the rebirth of a chef who rediscovered joy in the private club world.

Today, as Executive Chef of Wee Burn Country Club, Mignano stands at the intersection of tradition and transformation — a chef shaped by the masters, now shaping the future of club cuisine. 

The Early Spark:
Queens, Sicily, and a Grill on the high school Track and Field team. 

Growing up in a Sicilian household in Queens meant one thing: everything was made from scratch. Nothing came from a box. Nothing was ordered in. If you wanted something, you made it.

But the first time anyone called him "Chef" wasn't in a kitchen — it was on the track field. His coach asked who could grill the hot dogs and hamburgers for the team. Sixteen‑year‑old Michael raised his hand. He didn't think much of it. But his teammates started calling him "Chef," and the nickname stuck. He had no idea how prophetic it would become.

The Cold Call to Bouley:
"My mom told me to call the best restaurant in New York."

In 1994, Michael's mother, worried about his career plans, advised him that if he was determined to become a chef, he should take the Zagat Guide and call the best restaurant in New York City. She firmly said, "If you don't do that, you're wasting both my time and yours."

The number one listing was Bouley.

Michael dialed the number as if making a reservation. "Can I speak to the chef or manager?" he asked.

A moment later, David Bouley himself picked up. Michael introduced himself as a college cafeteria cook who wanted to learn. Bouley said they weren't hiring — but told him to come down anyway.

Michael showed up. Bouley handed him a jacket. He started working. No one said he was hired. He staged for two months without pay. His mother finally asked, "Are they paying you?"

When he said no, she told him to ask. Bouley smirked and said, "Fine. You start Monday."

Michael's first paycheck for 85 hours of work was $240. He didn't care. He was learning from one of America's greatest chefs.

The Passionfruit Soufflé that Changed Everything: 
"Never be held hostage in your own business."

One night, Bouley walked over to the pastry station, grabbed a passion fruit, whipped egg whites by hand, and made a soufflé inside the fruit shell — without a recipe. Michael said, "Chef, you know everything."
Bouley stopped him.

After service, he called Michael over and said:

"If I fire you tomorrow, I do your job. If I fire the dishwasher, I do his job. Never be held hostage in your own business. Be the Swiss Army Knife."

It was the lesson that shaped Michael's entire career.

Aureole and the American Renaissance:
Charlie Palmer, Dan Rundell, and the Architecture of Flavor

After a year at Bouley, Michael reopened the Zagat Guide. Number two was Aureole, under Charlie Palmer.

He joined the pastry team, working under Dan Rundell, who created the dessert legacy at Aureole.

Michael didn't stay in pastry alone. He asked Palmer if he could come in early to learn butchery, sauces, and pasta. Palmer said yes — as long as he didn't burn himself or kill anyone.

Michael worked every station he could. He was building the Swiss Army Knife that Bouley told him to become.

Balthazar: Organized Chaos:
600 Covers, No Sleep, and the Birth of a Baker.

When Aureole sous chef Lee Hanson left to open Balthazar, he invited Michael to join. Balthazar was unlike anything he had ever seen —500 to 600 covers a night, nonstop, every day.

He worked in pastry and the boulangerie, learning bread from the ground up. He was so exhausted that he once fell asleep in the barber's chair. But he kept going. He was learning. He was sharpening the knife.

It was a detour that changed everything.

The Pierre Hotel: The Youngest Executive Pastry Chef at The Pierre, a Four Seasons Hotel, NYC.
Leadership at 22.

At 22, Michael became the youngest Executive Pastry Chef in the Four Seasons Hotel company.  His boss, Executive Chef Franz Klampfer — a towering Austrian — was harsh, loud, and brilliant. Michael had to earn the respect of a seasoned, unionized team. He did.

He stayed until 2005, then moved to the Four Seasons Hotel New York on 57th and 5th Avenue. 

The Mignano Bar, Oprah Winfrey, and Hershey's:
A Candy Bar Goes Viral.

Inspired by a Seinfeld episode, Michael invented a luxury candy bar — the Mignano Bar — served with a knife and fork.

Oprah Winfrey was staying at the Four Seasons Hotel while launching The Color Purple. Michael created a chocolate sculpture for her suite, including the Mignano Bar. Her assistant called, "She wants to meet the chef."

Michael walked into her suite to find Oprah in a purple dress, Gayle zipping her up, Stedman shaking his head, and two poodles running wild. Oprah hugged him. She talked about the candy bar on her show.

A month later, Hershey's called. They offered him a corporate pastry role. He moved to Pennsylvania. It wasn't the right fit — but it taught him the business side of food.

The Main Street Bakery, Farine Baking Company, and the reality of ownership:
Entrepreneurship, Success, and Hard Lessons.

Michael opened The Main Street Bakery, a café-bakery in Port Washington, in 2008. In 2013, he sold the Main Street Bakery and returned to The Pierre Hotel for a second time. 

 In 2019, he launched Farine Baking Company in Jackson Heights, Queens, which rapidly became successful, generating $5.5 million in sales during its first year. Michael subsequently opened an additional location in 2019 and had planned a third. However, when COVID-19 hit, he faced significant challenges and nearly lost everything. Instead of shutting down, he partnered with Queens Together to provide meals for frontline workers at Elmhurst Hospital, the epicenter of the pandemic. This experience was both humbling and exhausting, embodying service in its purest form.

Returning to The Pierre Hotel - and Burnout:
"The craft doesn't fail you; the environment surrounding it slowly drains your passion.”

In 2022, he returned to The Pierre Hotel as Executive Banquet Chef and, shortly after, became the Executive Chef and Culinary Director. Eventually, the hotel was for sale. Pressure mounted. Responsibilities multiplied. He was burning out. And then the phone rang.

Wee Burn: The Best Accident of His Career:
A Gentleman Named Warren — and a Chef Reborn.

His headhunter, Lawrence McFadden, insisted he speak to Wee Burn. Michael said no. Twice. Finally, he agreed to meet Warren Burdock, the longtime General Manager. 

"I thought, This man is a gentleman. A true custodian of the club."

He saw the members — smiling, relaxed, happy. He did his tasting. He felt something he hadn't felt in years: Joy.

He took the job.

"It's one of the best decisions of my life," he says.

The Future of Private Club Cuisine:
A Culinary Gold Rush.

Michael believes private clubs are entering a culinary gold rush. The membership is changing. families want global flavors — Thai, Indian, Jamaican, Japanese. They want the dishes they see online. They want the quality of Manhattan without the drive. And clubs are realizing they need chefs who can deliver it.

"I'm literally the private chef of hundreds of members," he says. "And I love it."

The Servant's Heart:
No Ego. No Barriers. Just Hospitality.

Michael has no ego. He never says no. He offers alternatives. He listens. "If a member asks for Salmon Coulibiac, I make Salmon Coulibiac. And I tell them, 'I made this because of you.' That's hospitality."

​He believes young chefs should consider clubs because:

• The quality of life is real.
• The creativity is limitless.
• The relationships are meaningful.
• The future is bright.

"You have to love this," he says. "Hospitality has to be in you. But if it is — this is the best place to be."

The Swiss Army Knife

Michael often thinks back to two moments: His mother handing him the Zagat Guide. And David Bouley is telling him to become the Swiss Army Knife.

He did. And now, at Wee Burn, he's using every blade.

In the end, Michael Mignano's story is not just about kitchens, accolades, or the chefs who shaped him. It is about reinvention — the courage to evolve, the humility to learn, and the heart to serve. From Bouley to Balthazar, from The Pierre to Wee Burn, he has carried the same lesson with him: mastery is not a destination but a lifelong practice. And now, in the private club world, he has found a place where mastery meets meaning — where food becomes connection, where members become family, and where a chef can rediscover the joy that started it all. ~ Diana DeLucia

For years, the Private Club kitchen has been celebrated as a place where precision, creativity, and discipline converge to craft dining experiences that define a Club's identity. However, behind this artistry lies an unspoken truth: many chefs have felt pressured to sacrifice their wellbeing in the pursuit of excellence. At Golf Kitchen, we believe the industry has reached a pivotal moment—where the old narrative of the “suffering chef” is being replaced by a more enlightened, sustainable approach to culinary leadership.

Across the country, a quiet but powerful change is taking place. Clubs are beginning to recognize that the most memorable cuisine arises not from burnout, but from environments where chefs feel supported, respected, and empowered to thrive. This evolution is not just a trend; it is a necessary recalibration of what true excellence means in the modern Private Club.

In the inaugural article of our new series, “Excellence and Health Are Not Mutually Exclusive,” Vincent J.C. Tracy, CCM, CCE, and Board-Certified Mental Health Coach, explores the emerging movement that is redefining success in Club kitchens. This movement is grounded in research, bolstered by personal experiences, and championed by leaders who understand that culinary brilliance and chef wellbeing are inseparable.

As members' expectations evolve and the competition for top talent intensifies, Clubs that embrace this philosophy will establish the standard for the next generation of hospitality.

It is time to reimagine what is possible—to create kitchens where creativity is nurtured, psychological safety is prioritized, and a commitment to human sustainability aligns with the pursuit of excellence. The conversation begins here. ~ Diana DeLucia

Reimagining Success in Private Club Kitchens
The romantic notion that true chefs must suffer for their art is not only false but dangerous. Excellence and health are not mutually exclusive. In Private Club kitchens across the country, a quiet transformation is beginning—one that recognizes that the best culinary experiences come not from exhausted, depleted chefs, but from professionals who are supported, rested, and mentally well.

The professional kitchen has long been romanticized in popular culture as a place of artistry, passion, and culinary excellence. And it can be all of those things. But we're learning that sustainable excellence requires a fundamental shift in how we think about what makes a great chef and a successful culinary program.

Understanding the Landscape
Private Club chefs navigate a unique professional landscape. Unlike commercial restaurant chefs who primarily answer to general managers and owners, Club chefs work within complex organizational structures that vary by Club type. At equity clubs, where members own the property, chefs face direct accountability to member-owners. At developer-owned clubs, different governance structures pose distinct challenges.

This complexity doesn't have to be a source of chronic stress. Many clubs are discovering that clear communication, well-defined roles, and mutual respect between culinary leadership and governance create environments where both excellence and wellbeing thrive.

The concept of psychological capital—which encompasses hope, confidence, resilience, and optimism—provides a valuable framework for understanding how chefs maintain their effectiveness and satisfaction over time. Research shows that individuals with higher psychological capital perform better and experience greater job satisfaction. The question facing private clubs is: How do we build and maintain this psychological capital in our culinary teams?

Why This Matters Now
The hospitality industry is at a crossroads. Recent studies indicate concerning levels of mental health challenges among culinary professionals, with chefs experiencing stress, burnout, and related conditions at rates that demand attention. In the private Club environment, these challenges take on unique characteristics shaped by the intimate, member-focused nature of Club operations.

But here's what's changing: Forward-thinking clubs are recognizing that addressing mental health isn't just the right thing to do—it's strategically essential. 

Clubs that genuinely support chef wellbeing are finding they can attract and retain top talent in an increasingly competitive labor market. They're seeing better performance, more creative menus, stronger team cohesion, and improved member satisfaction. The path forward requires understanding the specific challenges Club chefs face, but equally important is knowing that proven solutions exist. These solutions don't require choosing between high standards and healthy teams. In fact, the evidence shows they work together.

A Vision for the Future
Imagine a Private Club where the executive chef arrives energized, not exhausted. In this environment, seasonal peaks are managed with sufficient staffing and reasonable schedules. Chefs feel comfortable discussing their challenges with leadership, without fear of being perceived as weak. Member feedback is constructive and shows respect for professional expertise. It’s a place where culinary teams can build careers rather than face burnout.
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It is not just a fantasy; it’s becoming a reality at clubs that prioritize mental health support alongside operational excellence. 

What's Coming
In this series, we'll explore the specific challenges facing Private Club chefs and, more importantly, the evidence-based solutions that are transforming Club kitchens. 

We'll examine:

• The unique stressors in Club culinary operations and how they differ from commercial restaurants.
• The cumulative effects of seasonal demands and how to manage them sustainably.  
• Proven interventions, such as Mental Health First Aid training, are available to equip managers to support their teams.
• Practical strategies for creating cultures of psychological safety and professional respect.
• The financial and operational case for prioritizing chef wellbeing.

By acknowledging that mental health support and culinary excellence go hand in hand, the Private Club industry can lead the way in creating workplaces where talented professionals thrive. 

The question is not whether change is needed, but how quickly Club leadership will act to implement solutions that benefit everyone—chefs, staff, members, and the long-term health of the Club itself.

The journey begins with a simple recognition: Our chefs' wellbeing is inseparable from our Clubs' success. 

Everything else follows from there.

Next in this series: Understanding the Unique Pressures of Private Club Culinary Leadership.

About the Author

Vincent J.C. Tracy, CCM, CCE, is a Certified Club Manager and Board-Certified Mental Health Coach with more than thirty-five years of leadership in the Private Club industry.

Currently serving as General Manager and Chief Operating Officer of Mt. Hawley Country Club, Vincent is pursuing a doctorate in Global Hospitality Leadership while serving as CEO of Tracy Resource Group. His unique perspective brings together frontline operational expertise and evidence-based mental health advocacy to address the challenges facing today's culinary professionals.

Vincent's distinguished career includes senior management roles at prestigious clubs such as Town and Country Club in St. Paul and The Saturn Club in Buffalo, earning accolades including Three- and Four-Star Certified Green Restaurant ratings and Healthiest Club honors.

He holds a master's degree from Conrad N. Hilton College of Global Hospitality Leadership and a culinary-focused associate degree from Paul Smith's College. His service on the Super Bowl LII Cuisine Committee alongside Andrew Zimmern, along with his work on multiple culinary advisory boards, has further sharpened his understanding of the pressure's chefs navigate at every level.

Believing that excellence and wellbeing must rise together, Vincent blends deep operational expertise with evidence-based mental-health advocacy to elevate culinary teams and strengthen Club culture.

Contact: [email protected]
LinkedIn: linkedin.com/in/vincentjctracy

See the full article in the Winter 2026 Edition. 

Something that’s been simmering on my mind for quite some time, something crucial for the very soul of our industry: mental health. It's not just a buzzword; it’s the bedrock upon which the future of food, in all its delicious glory, will be built. For too long, the culinary world has romanticized the grueling hours, the high-pressure environment, and the “burnout as a badge of honor" mentality. We've pushed ourselves to the brink, sacrificing personal wellbeing for the pursuit of perfection on a plate. But I'm here to tell you that narrative is stale. It's time to redefine our culture, and, as with any good recipe, the change must start from the top.

Redefining Kitchen Culture: From Grit to Grace

The top leadership defines positive mental health as starting with the culture. Senior leadership, as well as Board Members, are the primary architects of a kitchen's culture, bearing the responsibility to move away from historical "tough it out" mentalities. While many leaders “nod and agree” with the need for a more humane system or post about it on social media, the actual culture is defined by whether they “put into practice what they preach”. For decades, the kitchen has been known for its intense moments, chaotic energy, and rush of service. Don't get me wrong, this is all why I started in this field...for the thrill. It’s a personal challenge and extremely rewarding in the short term to make it through a successful service. 

But at what cost?

Putting our nervous systems through this up-and-down roller coaster of emotions for 12+ hours a day isn’t necessarily healthy in the long run. It will take a toll on your person and change how you view your personal life. For example, you have to act with such intensity when doing simple tasks at home, such as grocery shopping or cleaning the house. Recently, there has been a rise in redefining the kitchen culture to be more
calm, caring, and inclusive. 

But has it?

We read across social media platforms and personal blogs about leaders taking ownership of the chaos and reworking the system to be more humane for employees. Still, I do not believe that this stands true in most cases. It's up to the leaders in charge to set the boundaries, to make the changes, and put them into practice.

​To truly listen to your team, not just nod and agree, then continue with the same poor behavior, is crucial. I am a huge advocate of a healthy kitchen atmosphere because it helps you achieve better results. Discipline will always be there.

Standards are always a priority. Yet inclusiveness, efficiency, and the avoidance of employee burnout must be the true stars of the show for this culture to change.

Kitchens that foster respect, communication, and teamwork create safer spaces for staff to thrive and grow. Move away from fear-based leadership and work toward simple shifts, such as calm communication, encouraging growth and skill development, leaving room for questions, and recognizing effort. This signals to your team that not only does their performance matter, but also their wellbeing. It's time to hang up the ego.

The Power of Work-Life Balance: A Recipe for Longevity

A fever dream? Something only seen in movies? A wish that all chefs had at least once while in this industry. The demands of the hospitality industry are very real.

Balance is still possible. In my experience, thoughtful scheduling, realistic expectations, and respecting time off help avoid resentment and exhaustion. Disconnect when off the clock. This applies not only to hourly staff but also to salaried positions. Your personal time is extremely important to reset. If you're constantly being "pinged" and called on your time off to answer a simple question, are you really off? Guess what? The place won't burn down if you don't respond immediately. This will also give others a chance to step up and use their professional judgement to assess and manage the situation. Can it wait? Do they already know the answer to this? Or are they just afraid to make the decision because of the culture?

Think of it as a perfectly balanced dish, with each ingredient playing its part and complementing the others. That's what work-life balance should be for us. It's not a luxury; it's an essential ingredient for longevity in a demanding field. We need to actively encourage time off, prioritize reasonable hours, and clearly distinguish between work and personal life. When our minds are refreshed and our bodies are well-rested, we bring renewed passion and creativity to the kitchen. 

The Hidden Hunger: Mental Health Challenges in Our Industry

The statistics are sobering, and they paint a stark picture of the silent struggles many in our industry face. Research consistently shows a higher prevalence of mental health issues and substance use disorders (SUD) within the culinary and food and beverage sectors compared to the general population.

The pressure to perform, the extended shifts, constant feedback, and discipline can heighten anxiety and self-doubt. Kitchens have always operated under a "tough it out" mentality, where emotional struggles are ignored. This culture can discourage individuals from asking for help, leading to burnout, depression, substance abuse, and extremely high turnover. That being said, not all healthcare benefits within the food and beverage industry are offered or created equally. While clubs offer great benefits to local employees, their seasonal employees, who help the business the most, are not receiving the same level of care. Restaurants? Forget about it. In a world of questioning and crippling anxiety, why isn’t health and mental health a focus for all businesses? Acknowledging these challenges is the first step toward change.

Creating Psychological Safety: Normalizing the Conversation

One of the most impactful changes in the industry I have witnessed, and one I have put into practice myself, is the openness around mental health. Talking openly and being an ear for your team helps dismantle the stigma and reminds them that they are not alone.

Believe it or not, many suffer alone and quietly, yet still show up every day and put their best foot forward for as long as they can. Informal check-ins create a sense of connection and trust. On a personal level, I have had many of my team members write me letters or send simple texts to thank me for positively impacting them by simply listening with compassion and assisting them in working through struggles to perform at their best.

The first step to addressing this is creating psychological safety, an environment where individuals feel safe to speak up without fear of judgment or reprisal. We need to normalize conversations around mental health, making it as acceptable to discuss as a difficult prep list. Your team reflects your leadership style and how you navigate conflict. Do you like what you see in the mirror? I am proud enough to say that I do.

The Role of Quiet and Caring Leadership

The era of the screaming, tyrannical chef is fading. The future belongs to leaders who understand that true power lies in support, not fear. Caring leadership involves:

* Bush, D. M., & Lipari, R. N. (2015). The CBHSQ Report: Substance Use and Substance Use Disorder by Industry. Rockville, MD: Substance Abuse and Mental Health Services Administration (SAMHSA), Center for Behavioral Health Statistics and Quality.

Informal Check-ins: Creating a sense of connection and trust through simple, regular dialogue.

Compassionate Listening: Listening to assist team members in working through struggles so they can perform as their highest selves.

Leading by Example: Setting the tone from the top by valuing wellbeing as much as performance.

Mental Health and the Future of Food

As the culinary industry evolves, sustainability must extend beyond sourcing products and creating menus to include the real assets behind the work. A healthier industry is one where passion is nurtured, not exploited, and success is measured by the wellbeing of those who make it all possible—not just giving out gold stars and high fives.

Positive mental health directly impacts the quality of food, service, and leadership. Chefs who feel supported are more creative. Teams who feel valued are more engaged. Restaurants and clubs that prioritize people build stronger reputations and experience lower turnover.

Serves: 4

Ingredients

Goat Cheese Panna Cotta

• 250 grams Goat Cheese (fresh)
• 200 grams Heavy Cream
• 100 grams Whole Milk
• 15 grams Pronto Powder (1% of total liquid weight)
• 6 grams Mr. Frank's Kitchen Garden Sriracha Seasoning
• 1/2 teaspoon Kosher Salt

Melon Soup (Top Layer)

• 400 grams Cantaloupe or Honeydew (ripe)
• 100 grams Orange Blossom Water
• 1 teaspoon Lime Juice
  
• 1 teaspoon Lime Zest
  
• 1 teaspoon Ginger (freshly chopped)
  
• Pinch of Salt
  
• 3 Mint Leaves

Compressed Melon Garnish

• Diced Melon (watermelon, cantaloupe, or honeydew)
  
• Mr. Frank's Kitchen Tropical Sriracha Seasoning
  
• Agave 

Final Garnishes

• Compressed Melon
  
• Goat Cheese Crumbles
  
• Pumpkin Seeds (toasted)
  
• Microgreens (shiso, basil, or mint)

Preparation

Goat Cheese Panna Cotta
Gently warm the cream and milk. Whisk in goat cheese until smooth and entirely melted. Blend the Pronto powder, Mr. Frank’s Kitchen Garden Sriracha Seasoning, and salt. Strain and pour into bowls. Chill for 2-4 hours, or until fully set.

Melon Soup (Top Layer)
Blend all the ingredients until smooth, then strain through a fine-mesh sieve. Chill thoroughly. Once the goat cheese base is set, pour the soup gently on top just before plating.

Compressed Melon Garnish
Vacuum-seal the diced melon with Mr. Frank's Kitchen Tropical Sriracha Seasoning and Agave syrup. Chill for 30-60 minutes before use.

Assembly

Float the soup on top of the goat cheese. Garnish with three cubed melon pieces spread out. Sprinkle gently with the goat cheese crumbles, pumpkin seeds, and the microgreens.

In the world of luxury golf resorts, few destinations have achieved the iconic status of Casa de Campo Resort & Villas. Nestled on 7,000 acres of pristine Caribbean coastline, this legendary property has become synonymous with excellence, innovation, and community. As it celebrates over 50 years of history, Casa de Campo continues to set the standard for what a golf resort can be—not just a place to play, but a vibrant, multifaceted destination that evolves with the times.  

I sat down with Jason Kycek, Chief Marketing Officer and Senior Vice President of Sales and Marketing, to discuss the strategies, stories, and philosophies that keep Casa de Campo at the forefront of the industry. This interview offers a blueprint for Marketing Officers everywhere, blending tradition, transformation, and the human touch. ~ Diana DeLucia 

GK: Casa de Campo has become synonymous with luxury and golf excellence. How do you ensure the brand remains fresh and relevant in a competitive global market?

JK: We're incredibly fortunate to steward a property with such a strong foundation. Last year marked our 50th anniversary, and that legacy is a powerful asset. Casa de Campo first gained international recognition for its four Pete Dye-designed golf courses, especially the legendary Teeth of the Dog. But as we reposition ourselves in the global market, we're much more than a golf destination. Our community offers something for everyone— whether you're here for golf, family, wellness, or the arts. The key is to innovate while continually honoring our history. We’re always asking: How can we add value, surprise our guests, and remain relevant?  

GK: What makes Casa de Campo unique beyond golf? 

JK: The scale and diversity of our amenities are unmatched. We're a 7,000-acre private gated community, essentially a small city. Once guests visit, they often become part of our community, discovering activities that go far beyond golf. Our equestrian center, with over 200 horses, offers trail riding and a petting zoo that's a hit with families. We host professional polo tournaments and have a shooting center for trap and skeet that's regarded as one of the world's best. Our Racquet Center features tennis, pickleball, and Padel courts, catering to international tastes. We've rebranded it to reflect the growing interest in these sports and host tournaments that attract players globally.  

GK: Can you elaborate on the phenomenon of racquet sports?

JK: Pickleball and Padel are both paddle sports, but they have distinct followings. Pickleball is like mini-tennis and is especially popular in American retiree communities because it's accessible and fosters camaraderie. Padel, pronounced "Padel" not "Paddle," is huge in Europe and growing fast. We've added Padel courts to our tennis center, which is the largest in the Caribbean. By embracing these trends, we can serve a diverse international community and keep our offerings fresh.  

"The key is to innovate while continually honoring our history. We're always asking: How can we add value, surprise our guests, and remain relevant?"

GK: The marina is often cited as one of the best in the world. What sets it apart? 

JK: Our marina is more than a docking area—it's a vibrant community modeled after Portofino, with residents, shops, restaurants, a movie theater, grocery store, hardware store, and golf cart dealerships. We focus on the luxury megayacht industry but also have a storied history in deep-sea fishing, especially blue marlin. What truly sets us apart is our shipyard, which can service yachts up to 250 feet in length. This capability is rare in the region and makes us a prime destination for repairs, attracting visitors who might otherwise have to travel to Miami or Fort Lauderdale.

GK: Tell us about the transformation of the Beach Club. 

JK: The Minitas Beach Club was one of our first major projects. We noticed that homeowners weren't dining at the restaurant or visiting the beach as much as we expected. So, we completely renovated the restaurant and added an adults-only infinity pool surrounded by cabanas, which are always booked. The bar by the pool is the best spot to watch the sunset—geographically, it's perfect. After the success of the adult pool, we created a family pool area with a kiddie pool, a larger pool for older kids, a playground, an ice cream shop, a juice bar, shopping, and several bars. The beach is now a highly sought-after destination, especially on weekends and during peak season. It's rewarding to see the area transform from underutilized to beloved.

GK: How does Casa de Campo foster arts and culture? 

JK: Altos de Chavón is our 16th-century Mediterranean-style village, built about 40 years ago to evoke the feeling of Italy. It's home to an artist community and an art school focused on art history and culture. We have a museum comparable to a Smithsonian institution, featuring Taíno artifacts and unique historical items. Admission is free, and we host art gallery exhibitions by international artists and students. We regularly organize cocktail receptions for artists, promoting their work to our 2,525 homeowners and resort guests. This vibrant artistic environment adds a rich cultural dimension to our property.  

GK: What family-friendly services do you offer? 

JK: Families are our largest guest segment. We offer full-time nanny services and a kids' program. Many guests discover that Casa de Campo is a fantastic destination for families and return year after year. Chavón also features a real church, restaurants, shops, and a 5,000-seat amphitheater. Frank Sinatra was the first artist to perform there, and we've hosted Ricky Martin, Elton John, Michael Bublé, Sting, Jennifer Lopez, and Rod Stewart. Concerts are a significant draw, and the quality of life, safety, and minimal traffic make people want to buy homes here. 

GK: How have you enhanced accommodation and wellness offerings? 

JK: We've added Premier Suites in our Premier Club, a luxury boutique hotel within the hotel, offering experiences on par with Four Seasons. Our new spa, called “The Spa,” has been a game-changer. It’s the first and only spa in the Dominican Republic to achieve a Forbes Four-Star rating within a year and a half of opening, and we're aiming for Five-Star. The spa attracts guests specifically for wellness, and our homeowners use it regularly. For couples, it's perfect—one can play golf while the other enjoys the spa. We also offer beautiful rental villas with private staff, ideal for families, golf groups, or friends. Villas range from three to twelve bedrooms, with prices from affordable to $25,000–$30,000 per night. Each villa includes a maid and butler, breakfast, golf carts, and cars. Privacy and convenience are unparalleled.  

GK: How do you balance tradition and transformation in marketing? 

JK: Leveraging our 50-year legacy adds integrity to our marketing. You can't fabricate a narrative when opening something new, but here we have a rich history to draw from. Teeth of the Dog is ranked 26th in the world among top golf courses, and that's based on genuine guest experiences. We highlight true stories—like Frank Sinatra's performance—to create emotional connections. Our staff, including third-generation caddies and long-serving singers, is integral to our story. Guests often form deep connections with our employees, which helps our marketing efforts. It’s the people who make Casa de Campo truly special.  

GK: Can you share a story of staff enhancing the guest experience? 

JK: Anticipatory service is key. Staff often overhear special occasions and make the effort to surprise guests, like sending something special to their table or room. Some waitstaff have been here for decades and remember guests' names and preferences. I've had guests tell me, "I was here 15 years ago, and the waiter remembered my name!" Anthony, for example, has been here for over 40 years and remembers how guests take their coffee. Our bellhops are equally impressive, recalling faces and details even after a decade. These stories are familiar and create lasting impressions.  

GK: What are your strategies for talent retention? 

JK: Our "Great Place to Work Here" program focuses on training and retention. Attracting and retaining young talent are crucial. Many employees have been with us for 30–40 years. We celebrate achievements, run contests, and offer incentives like TVs and gift cards. Maintaining a family-oriented culture is essential for morale and loyalty. We have a K-12 school in town for the staff's children. Our HR department is dedicated to fostering a staff-friendly atmosphere, and we've implemented many initiatives to rebuild morale following challenging periods. We are organizing celebrations and recognizing employees more than ever before. These incentives boost morale, promote teamwork, and motivate our associates.  

GK: How do you approach sustainability? 

JK: Sustainability is a significant focus. We've earned a Blue Flag award for ocean conservation and reef protection. Internally, we've transitioned to more recycling and biodegradable materials, like bamboo containers instead of Styrofoam. We're also partnering with companies that emphasize sustainability. In hotel-room amenities, there's a trend toward refillable containers, but preferences vary. In the luxury segment, some brands prefer smaller bottles, which guests take home—great marketing for us. Communicating ecological benefits can be tricky, as luxury consumers have specific preferences. Ultimately, it comes down to company values and objectives.  

"Frank Sinatra was the first artist to perform there, and we've hosted Ricky Martin, Elton John, Michael Bublé, Sting, Jennifer Lopez, and Rod Stewart. Concerts are a significant draw, and the quality of life, safety, and minimal traffic make people want to buy homes here." 

GK: What marketing channels are most effective? 

JK: Direct-to-consumer marketing is our primary focus, primarily through our website and digital media. The ability to collect data and measure effectiveness is invaluable. For example, investing $20,000 in digital campaigns can yield a 12-to-1 return on investment, generating $400,000 in room revenue. We also engage with travel agents, tour operators, and specific initiatives, such as partnerships with golf organizations. Our messaging varies by audience, including weddings and corporate meetings. Flexibility and data-driven strategies are crucial.  

GK: What advice do you have for other CMOs navigating post-pandemic consumer behavior? 

JK: Consumer behavior has changed dramatically. Every business is unique, so it’s vital to monitor industry and market trends. As an international destination, we rely on air travel. If airports shut down, we're affected. Understanding global shifts and customer origins is essential. For example, when travel patterns changed, our wedding segment grew from 50 to nearly 200 events annually. You need to be ready to pivot and conduct your own analysis to determine the right marketing plan.  

GK: How do you foster creativity and resilience in your team? 

JK: Making work fun and engaging is essential. I encourage creativity and support new initiatives, such as our Food and Wine Festival. My team often jokes about the number of ideas I bring, but it's all about creating new experiences. When your team is passionate and engaged, everything comes together. Success here means creating jobs and improving lives, which is deeply rewarding.  

The Minitas Beach Club offers Caribbean Sea views, two swimming pools, a protected ocean swimming area, and beachside dining.  

GK: How do you support staff through personal challenges? 

JK: We maintain a family ethos and support employees through difficult times. If someone is going through a tough period, the company is highly supportive. Celebrations and camaraderie are part of our culture. Positive experiences among staff spread throughout the community, making our employees our best ambassadors. If they go home and share positive stories, more people will join us.  

GK: What operational challenges come with managing such a large property? 

JK: With 2,000 employees and a 7,000-acre property, it's a real corporate setup. Our food and beverage team manages a variety of restaurants across the property, from the Minitas Beach Club to Chavón to the marina. Catering and logistics are complex, but our team is incredible. You're not confined to a single building; you need to drive to access all the facilities. It's a unique challenge, but it's also what makes Casa de Campo special. 

GK: Any final thoughts on the future of resort marketing? 

JK: The future is about blending tradition with innovation, staying flexible, and keeping the human touch at the center. Our legacy gives us a wealth of stories and content, but it’s the people—guests and staff—who make the difference. By focusing on community, creativity, and continuous improvement, we can ensure that Casa de Campo remains one of the world's most remarkable destinations for generations to come.  For Marketing Officers at large golf resorts, the story of Casa de Campo is a masterclass in balancing legacy and innovation, operational complexity and personal connection. From world-class amenities and cultural programming to sustainability and talent retention, every aspect is thoughtfully curated. The lessons here are clear: honor your history, embrace change, invest in people, and never stop telling your story.