The Convenience Trap 

Across the Club industry and beyond, robotics companies promise faster prep, fewer labor shortages, and perfectly repeatable tasks. Automated fryers, robotic arms that plate salads, AI‑driven mise en place stations — they all claim to “free chefs for creativity.”
But there's a truth we're not discussing loudly enough.

Every menial task a robot takes over is one less opportunity for a young cook to learn the craft.
And in culinary, the craft is everything. 

Where and How Executive Chefs Are Made. 

Executive chefs aren't born in leadership seminars or management courses. They're forged in the slow, repetitive, unglamorous work:

• Breaking down cases of vegetables
• Cleaning fish
• Learning heat, timing, and discipline at the sauté station
• Understanding the rhythm of service
• Building muscle memory through repetition

​
These tasks are not "menial." They are foundational. They teach judgment, speed, humility, and the ability to think under pressure — qualities no robot can pass on.

If robots do the peeling, chopping, stirring, sorting, and portioning, then tomorrow's cooks will miss the basics. And if they miss the basics, they will never become executive chefs.

This is how a labor-saving trend becomes a leadership crisis. 

The Club Industry's Vulnerability

Clubs are already facing:

• A wave of retirements
• A shortage of qualified successors
• A generation of cooks who want mentorship, not shortcuts
• Rising expectations from younger members who demand elevated dining

Now imagine layering automation on top of that.

If clubs adopt robotics too aggressively, they risk erasing the pipeline they depend on. The next generation may not have the skills, stamina, or lived experience to lead multimillion-dollar culinary programs.

Automation doesn't just change workflow — it changes who can lead the kitchen in 10–20 years.

The Illusion of Efficiency: 

Robots can execute tasks.
But they cannot:

• Teach a young cook how to taste.
• Instill discipline
• Model leadership
• Pass down institutional knowledge.
• Build culture
• Inspire a brigade
• Mentor the next generation.
  

​When you remove the human teacher, you reduce the human student.
And when you remove the human student, you weaken the future chef. 

The Long-Term Cost

The danger isn't that robots will replace chefs.
The danger is that robots will replace learning.

If clubs automate too much, they may wake up in 2036 with beautiful kitchens and expensive equipment, but no one qualified to run them. The executive chef shortage will not be a mystery — it will be the predictable result of removing the ladder young cooks need to climb.

A Smarter Path Forward. 

The solution isn't rejecting technology. It's using it responsibly.

Robotics should support chefs, not replace the tasks that build them.
Clubs should:

• Use automation for volume, not for training moments.
• Protect stations where cooks learn fundamentals.
• Invest in mentorship programs.
• Document culinary history and technique.
• Build kitchens that encourage human growth, not human absence.

Technology should elevate the craft — not erase the craftspeople.

The Call to Action

If the Club industry wants strong executive chefs in the future, it must protect the apprenticeship pipeline today.

Robots can help with efficiency.
But they cannot build leaders.
Only humans can do that.

And if we forget this, we risk creating a future where the greatest danger in the kitchen isn't automation — it's the absence of chefs who know how to cook. Protect the apprenticeship pipeline now, before that future arrives.

by Diana DeLucia

Pelham Country Club is not a place that hides its quirks. In fact, it celebrates them. The Club's most defining visual—an interstate highway and an Amtrak rail line cutting directly through the golf course—would be a liability anywhere else. At Pelham, it's a signature. Members walk beneath I-95 and the Northeast Corridor as they play, and once a year, during the member guest known as The Railroad, the underpass becomes a culinary stage. Lights, food stations, music, and unexpected touches transform the concrete tunnel into something theatrical. It's the kind of moment that makes people stop, pull out their phones, and say, "Only at Pelham."

Pelham's membership is young by Club standards—average join age around 38—and many work in Manhattan, where dining at Le Bernardin or 11 Madison Park is not a special occasion but a Tuesday. For Giannetti, that proximity to world-class dining isn't intimidating. It's motivating. His goal is not to replicate the city’s fine dining scene, but to create a Club experience that feels equally intentional, equally memorable, and uniquely Pelham.

GK: Pelham has such a distinctive footprint. How does that shape your approach?

MG:  Pelham is bold. We have a 56,000 square foot clubhouse across three towns, tennis under a winter bubble, pickleball, paddle, Padel coming soon, two pools, a splash pad, bowling lanes—you name it. Members are used to world-class dining in the city, so the Club must feel just as compelling. That's the challenge I love.

Giannetti's path to Pelham began long before he stepped into a professional kitchen. Raised in an Italian household on Long Island, he grew up in a home where food was more than sustenance—it was identity, ritual, and connection. His father worked in restaurants, so kitchens were familiar territory. But it was his parents' health challenges—his mother's lupus and his father's multiple sclerosis—that pushed him to understand food as something deeper. Cooking became a way to care for them, to bring comfort, and to feel useful during a difficult time.

He didn't initially plan to become a chef. Law school was the goal. He imagined himself as a criminal prosecutor until a professor quoted Confucius: Do what you love, and you'll never work a day in your life. The line landed with unexpected force. The next day, he applied to the Culinary Institute of America.

GK: How did you end up in the Club world?

MG: Total accident. I had an externship lined up with the New York Yankees, and it fell through. Crystal Springs Golf Resort had an opening, so I took it. And I realized immediately: this is where I belong. In a club, it’s never just one restaurant. It's like ten businesses in a trench coat operating as one country Club.

"We're not in the food business or the golf business—we're in the experience business."

That early Club experience revealed something important: Giannetti thrives in complexity. A la carte service blends into banquets; halfway houses roll into staff meals for 150 employees twice a day in season. The pace is relentless, the variety endless, and the stakes high. But for him, that's the appeal. Clubs are ecosystems. They require creativity, adaptability, and a willingness to serve not just a plate of food, but a community.

After CIA, he cooked at Triomphe in Manhattan's Iroquois Hotel, then trained under the Master Cuisinier of France, Guy Reuge, at Sandbar in Cold Spring Harbor. Reuge’s influence—precision, discipline, respect for ingredients—still shapes his cooking. From there, Giannetti moved fully into clubs, first at American Yacht Club and then at Old Oaks Country Club, before Pelham came calling. At Pelham, he found not just a kitchen, but a canvas.

GK: You're known for a “never say no” philosophy. What does that look like day to day?

MG: I refuse to say no unless something is truly impossible. If a member remembers a dish from two years ago and we don't have the ingredient, someone goes to get it. The dish isn't the point—the memory is. I get to be part of their memory now. That's the best part of this job.

That philosophy has produced some of Pelham's most beloved moments. One year, Giannetti built a roaming raw bar on an old golf cart—oysters, shrimp, clams, ice, and a few celebratory pours—rolling up mid-round to surprise golfers. It was whimsical, unexpected, and instantly iconic. Moments like that are not accidents. They're the result of a chef who sees hospitality as theater, memory, and connection.

GK: You're one of the youngest executive chefs in the region, yet the youngest on your own team. How do you lead?

MG: By investing in people. Training, wine education, support, and treating employees like long-term partners. If we don't put our staff first, we can't take care of our members. That's the heart of enlightened hospitality.

"If we don't put our staff first, we can't take care of our members."

Many of Pelham's cooks and leaders have been at the Club for decades. Giannetti sees longevity as both a strength and a responsibility. He's piloting an H-2 B program to support seasonal staffing, expand training opportunities, and build a culture where employees feel valued and supported. His leadership style is rooted in humility and service, shaped in part by earning his Eagle Scout Award as a teenager.

That mindset is a major reason Pelham's board expanded his responsibilities. When the club’s General Manager departed, Pablo Reyes moved into the GM role, and Giannetti was asked to evaluate operations across the entire clubhouse. His impact was immediate. Shortly afterward, he was appointed Assistant General Manager and Director of Food & Beverage, while continuing to lead the culinary program. It's an uncommon dual role, but one that fits him naturally.

GK: What dishes are inspiring you right now?

MG: A Chilean sea bass with hibiscus Beurre Blanc and sea beans—my favorite vegetable in the world. And a bright yellow tomato purée that feels like a spring version of caprese. A lot of my inspiration comes from the raw ingredient itself. When the ingredient is beautiful, I want the dish to highlight it.

"A lot of my inspiration comes from the raw ingredient itself."

Giannetti gardens at home on Long Island, feeding his family from the land through the growing season. He brings that same ingredient-driven philosophy into Pelham's kitchen, where the menu changes daily but the mission stays constant: create hospitality that feels personal, intentional, and alive.

GK: What makes Pelham feel like home for you?

MG: Freedom. I'm allowed to be the chef I want to be here. If I wake up and want to make sushi, I can order the fish and put together a sushi special. The menu changes, but the goal never does: create experiences that become memories.

“I'm allowed to be the chef that I want to be here."

Pelham Country Club is a place of contrasts; it is both historic yet youthful, traditional yet bold, grounded yet willing to reinvent itself. In many ways, it mirrors the chef who now helps lead it. 

Giannetti's story is one of discipline and creativity, of family and resilience, of a chef who sees food not just as craft, but as a connection. And at Pelham, connection is everything. The wow factor isn't a gimmick. It's philosophy. A promise. A way of turning a country Club into a home.  

Yield: 2 servings 
​Prep Time: 45 minutes 
Cook Time: 40 minutes

Ingredients

Sous Vide Honeynut Squash

• 2 cups Honeynut Squash (peeled, seeded, cut into wedges)
• 2 Tablespoons European-style Unsalted Butter
• 1 Tablespoon Raw Wildflower Honey
• Kosher Salt (to taste)
• 2 sprigs Fresh Thyme

Fresh Lavender Honey Vinaigrette

• 2 Tablespoons Raw Lavender or Wildflower Honey
• 1/4–1/2 teaspoon Fresh Culinary Lavender Buds
• 2 Tablespoons Champagne Vinegar
• 1 teaspoon Dijon Mustard
• 1/4 cup Extra Virgin Olive Oil
• Kosher Salt (to taste)

Garnishes

• 2 cups Mizuna
• 3–4 ounces Humboldt Fog Cheese
• 4–6 Squash Blossoms
• Herb Flowers (as needed)

Preparation

Sous Vide Honeynut Squash
Preheat the water bath to 185°F. Vacuum-seal the squash with butter, honey, thyme, and salt. Cook for30–35 minutes until tender. Reserve the liquid and, if desired, lightly glaze the squash before plating.

Fresh Lavender HoneyVinaigrette
Warm the honey gently, then steep in fresh lavender for 3–5 minutes.Strain immediately. Whisk in the vinegar and Dijon, then whisk in  the olive oil to emulsify. Season and adjust acidity.

Assembly 

Dress the Mizuna lightly. Arrange the squash as a base. Add greens, cheese, blossoms, and flowers.Finish with the vinaigrette.

Chef Notes:

• Use restraint with fresh lavender.
• Keep the squash structured, not soft.
• Do not overdress the greens.
• Balance the sweetness with acidity and cheese.

Wine Pairing

Joh.Jos. Prüm Wehlener Sonnenuhr Riesling Kabinett 2022 Mosel, Germany.

Fine dining is far more than menu presentation, premium beverage brands, elegant wines, attentive service, waterfront views, sophisticated décor, or Michelin stars. All could be considered luxurious, but the true essence of excellence lies in the subtle elements that shape the entire sensory journey.

Natural waters contain balanced mineral content and a neutral flavor profile, serving as an invisible barrier between food and beverages. This balance influences how intensely flavors are perceived and how harmoniously they interact on the palate. When paired thoughtfully, natural water cleanses the palate, enhances flavor, and elevates the overall dining experience.

Fundamental flavors originate from minerals , which play a role in enhancing our taste during meals. The term "minerality" is also used in wine to indicate the presence of ideal water minerals that can be detected by the palate.

Water guides the progression of the meal, clearing lingering flavors from food, wine, and cocktails before the next course. Refreshing the palate ensures that delicate nuances are fully appreciated in their purest form.

This modest article prepares you for what truly matters at a fine dining dinner. Our limited perception often prevents us from fully appreciating the artistry of nature showcased by chefs, bartenders, and restaurants.

Ingredients in natural water directly affect how we perceive food and drink. Minerals create subtle barriers that either enhance or limit flavor intensity, influencing satisfaction. After all, natural ingredients deserve a natural water source.

Every second, millions of glasses of water are served in restaurants worldwide. I’ve sampled more than 100 bottled water brands and countless tap waters across the U.S. and abroad. Europe enforces higher quality standards for bottled water, and each bottle has distinct characteristics. Although water is considered neutral, this neutrality does not apply universally, just as vodka, often described as neutral, varies significantly from brand to brand.

The flavor of natural water comes from its mineral balance at the source. Even the term smooth—often used in spirits— originated from the characteristics of naturally balanced water.

The most exclusive distilleries and wine houses agree that water must possess optimal characteristics to produce exceptional spirits. Water is carefully selected to elevate bourbon, whisky, and wine. And we all know that Michelin inspectors begin their dinner with a bottle of water.

From this principle, I conclude That Water must be carefully chosen for a high-end dining experience. Selecting the right natural water bottle becomes an expert skill—a true luxury.

It was through this interplay of natural water, intense flavors, and subtle notes of exotic vegetables and fruits that Veggy Cocktails was born.

I may be among the few who bring their own natural water to special dinners—and I’ve never been charged extra for it. Unlike wine, which often incurs a corkage fee, water is rarely questioned. I don’t judge dishes; I enjoy them. But I always choose my water first to eliminate unwanted flavors and set the tone for the evening. As a mixologist, I began studying the water used by distilleries and uncovered fascinating details. After long shifts, I would stay for hours more to pursue these discoveries. 

I noticed that fine dining tables always featured two bottles: wine and water. Why do mineral water bottles resemble wine bottles?

In many cases, the bottle design reflects its territory. French or Italian water sources may use a bottle shape inspired by the region's classic wine bottles, reinforcing a sense of luxury and origin. Water can contain anything—or nothing—depending on its journey before bottling. The market offers every type of water: some that can elevate a meal, others that can ruin it.

Gourmet waters enhance the palate and the flavors of ingredients, adding depth to the tasting experience. As with wine, bottled water now comes with labels that indicate its taste, but much of this information is still lost in translation.

I will discuss the fine dining experience with water in future editions of Golf Kitchen. It is becoming a valuable tool for fully decoding the palate, helping make better choices for an improved dining experience.

If restaurants stock 50 spirits and 50 wines, why do they offer only one brand of bottled water—still or sparkling? 

Water has no expiration date and poses no financial risk. Premium beverages offer quality and entertainment. Vegetables and water provide minerals that enhance flavor and recovery. Together, they create consistent blends that build continuity within cocktails. Dining and beverage choices should align with wellness. For me, the goal is to create experiences that reinforce beauty, health, and vitality—shielding us from anything that may harm us —while also fostering new discoveries. Natural water protects us if we choose water that has been protected.

Understanding Vegetable Flavors

Before incorporating vegetables into mixology, I noticed something: every cocktail at every restaurant tasted the same. Despite unique ingredients, the final flavor always reverted to the classics. Premium spirits alone don't make a cocktail better.

As a mixologist, I realized that tap water disrupted my recipes. It created flavor imbalances and even altered appearance. When I replaced tap water with premium natural water from around the world, everything changed. Water became the central medium—carrying nutrients, minerals, hydration, and flavor.

With more vegetarian and vegan guests requesting custom dishes and drinking less alcohol, I adjusted my cocktails. I used smaller amounts of high-quality spirits that harmonized with the water and ingredients rather than overpowering them. The goal wasn’t to justify a higher price; it was to unlock the cocktail’s true value as a holistic, wellness-driven experience.

I recall a phrase I learned at country clubs—one that managers would repeat time and again during team meetings before dinner service: “This country club belongs to the members; it is an extension of their home. This kitchen is an extension of their kitchen, and the same applies to the bar.”

I felt there was a great deal of meaning in those words. Little by little, I began to get to know the members, and in doing so—almost without realizing it—I started offering cocktails and desserts that were off the menu, creating a new shared experience for them and me to help compensate for the limited variety of options available during their dinners.

The idea for Veggy Dessert Cocktails came from my own frustration as a guest—never wanting a classic dessert, yet rarely finding something truly unique to enjoy after a meal.

Many members already choose cocktails like the Brandy Alexander, White Russian, Irish Cream, or Espresso Martini instead of dessert. And we all know someone who doesn't really drink but still loves a sweet, boozy finish to dinner.

That's why, for years, I've been creating liqueur‑based desserts specifically for those moments. Now, Veggy Cocktails includes sweet, dessert‑style creations held to the same standards as the rest of the collection.

Yield: 4
Prep: 20 minutes
Total: 30-45 minutes

Ingredients

• 1 Venison Rack  
• 1 Lemon  
• 1 ea Navel Orange (segmented)
• 1 ea large Beetroot 
• 1 cup Heavy Cream 
• 3 Tablespoons Unsalted Butter 
• 2 ea fresh Peaches
  
• 1 bunch Thyme 
  
• 1 bunch Parsley 
  
• 1 bunch Oregano 
  
• 1 bunch Basil 
  
• Ground Cumin (to taste)
  
• 1/4 cup Dijon Mustard
  
• 4 Tablespoons Mustard Seeds 
  
• 4 Tablespoons Apple Cider Vinegar 
  
• 3 Tablespoons Granulated Sugar 

Garnish

• 1-2 Peaches (sliced- fresh- toss in lemon juice, salt, and white pepper to taste) 
  
• 1 ea Navel Orange (segmented) 

Preparation

Venison Rack
Clean venison rack and season with salt and pepper. In a cast-iron pan, sear the venison on all sides until golden brown, about 5 minutes per side. Remove from heat and rest. 

Herb Crust 
Take one bunch of basil, thyme, oregano, and parsley. Chop fine and season with salt, pepper, and cumin. Brush venison with Dijon and roll in herb crust. Slice venison into double chops and hold for the plate. 

Beetroot Purée 
Set oven to 350°F. Wash the beetroot and toss it in olive oil, salt, and pepper. Wrap in aluminum foil and roast in the oven until tender- about 30 minutes. Remove from foil, peel off the skin, and dice. In a Vitamix or blender, combine beets and butter. Blend until smooth. Slowly pour in cream and blend until smooth. Transfer to a saucepot, and adjust seasoning with salt, pepper, and lemon juice. Hold warm for the plate. 

Pickled Mustard Seed
In a small saucepot, combine mustard seeds, sugar, and apple cider vinegar. Bring to a boil, then reduce to a simmer for 5 minutes. Remove from heat and cool to room temperature. 

Assembly

Lay the venison chops on a plate, using negative space. Using a spoon, pour the beet puree around the protein. Garnish with peaches and orange segments. Dot pickled mustard seeds around- keeping tight to the protein. 

Inspiration

This dish is inspired by my time spent in the wild- gathering, foraging, and reconnecting with the raw simplicity of food at its source. From harvesting fresh herbs and vegetables to working with wild game, it reflects a deeper respect for the ingredients and the earth that provides them. Stepping outside and breathing in that open air re-centered my connection to cooking and reignited a more instinctive, grounded approach to the kitchen. 

The earthy depth of beetroot forms the foundation of the dish, enhanced by the bright acidity of pickled mustard seed, which lifts and complements the natural richness of the venison. Layers of citrus and stone fruit- orange and peach- bring freshness, balance, and subtle sweetness that elevate the dish while maintaining its wild, rustic character.   

About Chef Hannah Flora

Chef Hannah Flora, CC, is an award-winning, skilled, and technically trained Executive Chef, Culinary Thought Leader, Culinary Consultant, and highly sought-after Celebrity Chef working in the Private Club, Resort, and Fine Dining Industry. 

Known as the "Queen of Clubhouse Cuisine," she brings an artistic and design-driven approach to every aspect of the culinary experience. Always eager to learn more, continues to push the envelope with new and exciting flavor profiles. 

"Culinary is an ever-changing ocean, and I want to make the first waves". 

Contact: 
[email protected]
www.chefhannahflora.com
Follow Hannah on Instagram: @chefhannahflora

In my previous reflection, Savoring Serenity, I received a tremendous outpouring of support, as this topic resonates with all of us across the culinary industry. In the article, we explored the delicate art of finding stillness within the high-octane environment of the professional kitchen. We discussed how mental clarity and emotional grounding are not just luxuries but the very foundation of a sustainable career in hospitality. However, once you have found that center—once you have achieved that baseline of serenity—a new question emerges: What do you do with that peace?

If we remain in a state of perpetual "serenity" without motion, it quickly morphs into a plateau. In the culinary world, a plateau is a dangerous place to live. It is where creativity hibernates and where the "way we've always done it" becomes a cage. To truly evolve, we must be willing to shatter our own status quo. We must get out of our comfort zones and, more importantly, get out of our own way.

The most effective vehicle for this transformation is a concept often discussed but rarely executed in our industry: The Chef's Sabbatical.

The Comfort Zone: A Beautiful Place Where Nothing Grows
​
As chefs, we are conditioned to seek mastery through repetition. We take pride in the consistency of our sear, the precision of our knife work, and the unwavering rhythm of a well-oiled line. There is a deep, psychological comfort in that mastery. But comfort is a double-edged sword. When the environment becomes too predictable, the brain shifts into autopilot. We stop tasting with intention; we stop questioning the "why" behind our plating; we stop noticing the subtle shifts in the seasons.

Getting out of your comfort zone isn't about reckless risk or changing your menu every forty-eight hours just for the sake of novelty. It's about intentional friction. It is the realization that your current skills, while impressive, are only a fraction of your potential. To "get out of your own way" means identifying the internal barriers—fear of failure, ego, or the exhaustion of the daily grind—that prevent you from seeking new perspectives. We often tell ourselves we are too busy to learn a new technique or that we are too essential to the operation to step away. In reality, these are often the very excuses we use to stay within the boundaries of what we already know.

The Anatomy of the Chef's Sabbatical: Investment vs. Escape

A sabbatical is not a vacation. This is the first and most vital distinction to make. A vacation is an escape; a sabbatical is an investment. While a vacation seeks to “turn off” the brain, a sabbatical seeks to “rewire” it.

For a culinary professional, the sabbatical is a dedicated period—ranging from a few weeks to several months—spent away from the daily demands of their home kitchen. It is an organized pursuit of growth that balances three distinct pillars:

1. Personal Restoration: Reclaiming your identity outside of the white coat.

2. Skill Expansion: Immersing yourself in techniques, cultures, or disciplines that are foreign to your current repertoire.

3. Knowledge Accumulation: Studying the "why" behind the "how," moving from the tactical to the theoretical.

Part I: The Positives of Challenging Yourself

Challenging yourself is the only way to build "creative callouses." When we step into a new environment—perhaps a stage in a kitchen that specializes in a cuisine we've never touched, or a farm-to-table internship where we spend more time in the dirt than at the pass—we trigger neuroplasticity. We force our brains to forge new pathways.

1. Shattering the Ego through the "Beginner's Mind."
In our own kitchens, we are the ultimate authority. Our word is law, and our palate is the final arbiter of truth. On a sabbatical, you might find yourself as the student again. You are the one asking where the tasting spoons are kept; you are the one learning a new way to break down a primal cut.

This humility is a superpower. It allows you to see flaws in your own systems that you were previously blind to. When you return to your brigade, you do so not just as a leader, but as a more empathetic mentor. You remember what it feels like to struggle with a new concept, which makes you infinitely more effective at teaching it to your team.

2. Case Study: The Ultimate Discomfort Zone – Chopped Castaways
If a sabbatical is an intentional departure from routine, my experience on Food Network's Chopped Castaways was a radical exile from it. Imagine being one of twelve elite chefs dropped onto a remote island. There are no convection ovens, no immersion circulators, and no prep cooks to peel your shallots.

When you are tasked with spear-fishing for your own protein and coaxing flavor out of a mystery basket using only live fire and the rudimentary tools at hand, you are forced to confront your rawest culinary instincts. In that environment, "getting out of your own way" isn't just a metaphor; it's a survival strategy.

On that island, I realized how much we rely on the "crutches" of modern technology. When those are stripped away, you are left with the fundamental truth of cooking: heat, salt, and intuition.

Diving into the ocean to secure ingredients for a panel of judges brings a visceral reality to the concept of "sourcing" that you cannot find in a climate-controlled kitchen. This level of challenge doesn't just expand your skills; it recalibrates your entire definition of what is possible under pressure.

3. Purpose-Driven Fire: The Bear & Burton Invitational
Sometimes, getting out of your comfort zone looks like trading the controlled environment of a high-end country club kitchen for the unpredictable elements of the Florida Keys. My recent time at the Bear & Burton Invitational was a masterclass in this kind of intentional friction.

While Castaway was a battle of survival and skill, my time at the Bear & Burton Invitational in Key West was a battle of spirit. Taking my craft into the Florida Keys for charity—again, embracing the unpredictability of the water and the primal nature of live fire—reinforced the idea that our skills are meant to be shared.

When you are out on the water, the variables change. You aren't just cooking; you are hunting, gathering, and adapting. Fishing for the very product you intend to serve brings an ancestral connection back to the craft. There is no walk-in cooler to fall back on—only the catch of the day and the heat of the live fire.

​Cooking over open flames in a charity setting adds a layer of purpose that transcends the menu. You are dealing with wind, humidity, and the raw physics of wood and smoke. It forces a chef to “get out of their own way” because the fire doesn’t care about your titles or your previous accolades. It only cares about your attention at the moment. This experience reminded me that the best food isn’t always born in a lab-perfect kitchen; often, it’s born from the grit of the elements and the spirit of giving back.

Cooking for a cause while battling the elements (wind, rising tides, humidity, and the temperament of burning wood) requires a different kind of mental toughness. It reminds us that we are part of a larger ecosystem. Whether it’s for a televised title or a local charity, stepping outside the “comfort” of the club or the restaurant forces a chef to adapt, innovate, and ultimately grow.

Part II: Taking Time for Yourself (The Restoration)

The industry often views “time off” as a sign of weakness or a lack of commitment. We wear our 80-hour work weeks like badges of honor, failing to realize that a tired mind cannot innovate. Taking time for yourself is a strategic necessity for high-level performance.

1. The "Burnout" Fallacy and Proactive Recovery
We often wait until we are on the verge of a physical or mental breakdown to take a break. By then, the damage is done, and "recovery" is merely survival. A sabbatical is a proactive measure. By stepping away when you are still "in the game," you allow your passion to breathe. You remember why you fell in love with fire and flour in the first place, stripping away the layers of administrative stress and labor shortages that often cloud the joy of cooking.

2. Sensory Recalibration
In the kitchen, our senses are constantly bombarded. Over time, our sensory threshold rises. We need more salt, more acid, more volume to "feel" the food. Taking time away—spending time in nature, practicing silence, or eating food prepared by others without a critical eye—recalibrates our senses. You return with a “fresher” palate, capable of detecting the nuances that make a dish truly extraordinary.

Part III: Expanding Skills and Knowledge

The transition from a "cook" to a "visionary" happens when you stop looking at the plate and start looking at the world. A sabbatical provides the bandwidth to explore the intersections of food and other disciplines and to better respect the sourcing of our product.

1. The Cross-Pollination of Disciplines
Use your sabbatical to learn a skill adjacent to cooking.

The Sommelier's Lens: Spend two weeks in a vineyard during harvest. Understand the soil and the chemistry of fermentation. It will change how you approach deglazing and sauce reduction forever.

The Architect's Eye: Study ergonomics or industrial design. How does the flow of a room affect the mood of a guest? How can the physical weight of a plate change the perception of the food on it?

The Psychologist's Insight: Study organizational culture or behavioral economics. Learn how to motivate a team during a “refreeze” phase of organizational change.

2. Deep-Dive Research and Ancestral Knowledge
We often use ingredients without knowing their history. A sabbatical allows for the luxury of deep-dive research. Visit the salt pans of Guerande, follow the heirloom grain from the field to the stone mill, or spend a week learning the ancestral fermentation techniques of a specific region. This isn't just about adding recipes to a notebook; it’s about adding depth to your culinary voice. 

Getting Out of Your Own Way: The Return
The most profound impact of a sabbatical isn't what happens while you are away—it's what happens when you return. When you get out of your own way, you stop being the bottleneck of your own operation. You return with a "sustainably restless" spirit. You bring back new systems, fresh flavors, and a renewed sense of purpose that trickles down to every member of your staff.

The Ripple Effect on Culture
By taking a sabbatical, you allow your second-in-command to step in and lead. You prove that the culture you've built is strong enough to survive—and thrive—in your absence. This builds trust and empowers your team. They see that growth is valued at every level, and they begin to seek their own "comfort zone exits."

Chef Hannah's recipe for a Successful Sabbatical

The Architect of Absence: A Guide to Stepping Away
Stepping away from a high-volume kitchen is a logistical feat comparable to moving a small army. To do it successfully, you must transition from a “Manager” to an “Architect of Absence.”

In my work leading and consulting with Culinary Teams, here is what I have found to be the successful ingredients to prepare your operation for your sabbatical:

1. The Six-Month Runway
Do not announce a sabbatical and leave two weeks later. Start six months out. Use this time to identify “single points of failure”—tasks only you can perform. Your goal is to democratize that knowledge.

2. The “Living Documentation” Phase
Create a comprehensive “Operations Bible.” I have created many of these. This shouldn’t just be recipes; it should be the “if-then” scenarios. If the walk-in fails on a Sunday, who is the contact? If a VIP arrives unannounced, what is the protocol? If a vendor is short on product, what is the approved substitution?

3. The Gradual Hand-Off (The 75/50/25 Rule)
Three months before your sabbatical, start delegating.
Month 3: You handle 75% of decisions.
Month 2: You handle 50%.
Month 1: You handle 25%. By the time you leave, your team is already accustomed to the autonomy.

4. Set the “Blackout” Parameters
Define what constitutes an emergency. A broken dishwasher is not an emergency. A total power failure or a structural issue is. Give your team the authority to solve 99% of problems without having to call you. If they can’t solve it, they aren’t ready for your departure, and you haven’t finished your job as a leader.

5. Curate Your Return
Plan your “re-entry” with the same care you put into your departure. Schedule two days of “observation only” upon your return. Don’t touch a knife. Just watch. See how the team adapted. You will likely find they discovered efficiencies you never thought of.

Conclusion: The Call to the Unknown
​
To my fellow chefs and hospitality leaders: the walls of your kitchen are not there to keep the world out; they are there to hold the space while you prepare to meet the world.

The “Savoring Serenity” we found was the preparation. Now comes the execution. Don’t wait for the “perfect time” to challenge yourself. There is no perfect time to be uncomfortable. There is no perfect time to leave your station. 

The sound called out, almost bestial, cutting through the tense kitchen air like a freshly sharpened blade. It was a cry of pain but also panicked surprise. “Do not look." Said the cook next to me in an iron tone. His French was always terse and to the point, but this time especially so. "You keep your eyes on your work."

But the brutal noises which continued across the pass beckoned me and overcame my will to stay on task. Across the kitchen, movement and spraying water. The shrieking intensified. The chef had the dishwasher by the back of his shirt and had physically stuffed him into the dishwashing machine that was still running. The hot water scalded the man's face, hands, and neck as he was forced in, then the door was repeatedly slammed down onto his ribs and torso as he screamed.

"Plus Vite! Plus Vite! Putain!" Bellowed our chef. That was the daily constant refrain that we all heard. Speed up or face the pain.

In this case, we were all at work on the Seventh Day for a private party. The restaurant was closed on Sundays, but we were there. A five-course tasting menu that required us to "flip" the same plates from one course to the next, with the dishwasher needing to wash and cool them all in a very short time. He had not done it fast enough, and now we all listened as he suffered.

But this was not unexpected in the Michelin world in France. At that time, and decades before, the chef was like the king and the kitchen his castle, the cooks his vassals, his peasants, his serfs. We were lucky to be there, and we knew it. Just getting in requires an incredible series of luck, skill, and connections. Staying in required intense dedication to learning, as well as the quick development of armor-thick skin.

You just hoped today was not your day. Many times, it was my day, but those are stories for another episode; this day, the chef’s rage was dedicated only to Ali, and it was something that he, and obviously I too, would never forget. Imagine that happening in 2026 in America—lawsuit, terrible press, business closure, etc. Luckily, so many things have changed from “how things used to be” in that kind of kitchen, and obviously, this is an extreme example of the cooks serving at the pleasure of their king.

While not everyone will subscribe to today's more modern approach to leadership, and some still long for the autocratic days of boss-hood, this stands as a great example of the opposite of what I now fully believe to be the most productive approach to not only cheffing, but also leadership in general: Servant Leadership. By embodying this incredible approach, we can consistently align a team for buy-in, engagement, and high performance, as well as tenure.

For sure, Servant Leadership is at odds with the historical model of kitchen leadership. In many cases, skills and a strong personality lead to a cook's ascension through the ranks, from chef de partie to sous chef, chef de cuisine, executive sous chef, and executive chef. But one of my favorite "keeper lines” from the journey is “not every good sous chef does a great line cook make." In other words, cooking skills and leadership skills can literally have nothing to do with each other.

High-level cooking skills, whether natural or learned, often come with a personal intensity that is conducive to self-development and success in the fires of the kitchen (Mordor), but often not in favor of the wellbeing of other cooks and peripheral service staff. Due to those superlative skills, personality politics, battlefield promotions, and all the other reasons that exist for advancement in our relatively chaotic work milieu, those who end up on top are not often built for a leadership style in which the group's wellbeing is prioritized.

​That is all said to underscore the challenges involved in implementing and maintaining a team-first operating model. Yes, it is hard, but it is doable. And while it can take a while to build, once in place, the benefits are incredibly fulfilling for all involved.

For those who read the second part of the Food Is Humanity in the Age Of AI  blog, this directly addresses the importance of creating a powerful, skillful, and passionate team that can infect your membership with the incredible club "amenity" of food of the highest caliber.

Whether that is a shot towards Michelin-level cuisine in fine dining, or an incredible and creative burger special in all-day dining, or the best damned chicken nuggets in the world out by the pool, all of these are opportunities to provide value, happiness, and, yes, Humanity, to your members everywhere they go across your property.

In A Better World

As a cook in the American kitchen, you are only as good as your last foie gras, lobster, filet mignon, hamburger, or order of chicken nuggets. So, when it is 'fend for yourself,' the kitchen can feel like a lonely and hostile place. You mess up, you get yelled at. Work too slowly and get yelled at. Your intelligence feels constantly in question, as does your overall ability level. The mood of your boss determines what kind of day it is, and you are always thinking about how to placate and please that person to get through.

Imagine the situation being flipped. Not only did you feel like you had a powerful asset on your side, but you could also explain the nuanced challenges you faced at your station and receive coaching, communication, assistance, new and better equipment, etc. Imagine your chef’s ego not being the deciding factor in almost every decision. 

Imagine conflict with coworkers being addressed and resolved in a calm, professional way, and having someone there to remove obstacles from your path and to bring glory to the members you serve—empathy working in your favor.

I certainly remember my experiences, and they are not so different from those of today's young cooks. But for some, this comes across as trite. “They are just employees; we pay them to work.”

Sounds lame, you say. I hear you. So, let’s look at the benefits of servant leadership through a couple of different naysayer lenses: 

First one. "This is all just hippy-dippy, free love bull crap. As a theory, it might be nice, but in practice, it has no backbone and yields no real results. When we sit around fussing over the workers' feelings, we will get nothing done."

To that somewhat common point of view, consider this. "Officers eat last" is a phrase belonging to the United States Marines. The theory behind it is that officers will make sure all their soldiers are fed before they take a plate of their own. It is the sacrifice of personal comfort for the group's wellbeing. Despite my rank, my goal is that you are safe before I am. Selfless leadership, focused on the wellbeing of the troops, builds a culture of trust in what are sometimes life-and-death circumstances. Trust that ends up being everything when the bullets start flying.

Mark Gallaudet, a lifelong Executive Chef and current General Manager of the Plantation Country Club in Ponte Vedra, Florida, is one of my best friends and a person with whom I spent 12 years in the food and beverage trenches, both in Asia and in America. He is also a Marine. On a recent call, I asked him for his take on this philosophy, and he said: "Having managed everything from Marine Corps Chow Halls to Elite Private Member Clubs and Communities around the world, the one thing that has always stayed with me and shaped me as a leader is the following: Accomplish the Mission and Take Care of the Troops."

Although simple in verse, it takes a true leader to recognize and follow through on such a basic statement. These are two fundamental and inseparable responsibilities of leadership, placing the care and welfare of your team ahead of your own, while ensuring mission-critical success.

This is absolutely servant leadership, and Mark is one of the best leaders I've ever been around. I've never met a person who thought the Marines were soft. So, if servant leadership is worthy of their choosing, aren't they worthy of ours?

Second one. "I don't have time to deal with everyone's needs and emotions. I run a busy ship, and while this sounds nice, I don't have the time to get it to work.”

This model indeed takes time to implement. Especially if it is not in the chef's fundamental nature to act and think in this way about their people. Learning to deal with others' emotions is not simple. It is exhausting in a way that is not physical but mental. Even with the effort required, though, these skills are SO worth investing in.

On a recent trip, I interviewed high-performing service leaders at one of Asia's top five-star hotels and one dining room manager, Jerome, who said something that really resonated with me. "To get the best out of your team, it's all about knowing them closely, you have to know them, know them, know them.

What moves them, what bothers them, what are their challenges at work and outside work? If you listen with care, they will tell you. Then you must remember. Not in-one-ear-out-the-other.

It takes effort, but if the outcome is a high-functioning team that pays attention to the details of doing what is right for the group and its members, then is this not the most important work you will do as a leader? If putting this first brought your culinary operation closer to the goal by miles, wouldn't you make it a priority?

Yes, we are all busy, but focusing on serving your team is absolutely worth the time spent.

For a moment, let's look at it another way: what it costs you and your club to not focus on this:

• Turnover as a dollar value. Much has been made of this. The time and cost of the talent search, interview time on the kitchen and HR sides, background check, drug test, onboarding, orientation, and weeks of training. Oof. When good people leave because they feel unrespected, unappreciated, unsupported, or undervalued in their work for you, then bummer. Costly bummer.
• Turnover as an inhibitor to member satisfaction. Those same invaluable long-term staff who know the club lore and way of life better than the last three GMs combined have a value even greater than dollar signs; they understand and deliver what the members are there for. That is almost inexplicable with words, the feeling of being cared for.
• When you lose those girls and guys for the reasons mentioned above, the greatest loss is to the membership. Just like growing your hair back after a bad haircut, there is no speeding up time. New hires will not need months, but years, to figure out the ways of your club. Losing employees like that is starting over on trust for the members being served. And just like that haircut, you can't speed up the earning of trust either.
• Employee engagement metrics. Many companies and clubs highly value the metrics involved in employee engagement. From an operator's point of view, reviewing the data from staff surveys really highlights what they already know: which teams have bought in, and which have not.

Buy-in can't be manufactured on the level of passion, and it certainly isn’t created at the point of a bayonet. Teams that are bought in feel safe, respected, listened to, and cared for by the business. And who represents the business in their eyes? You!

If you have ever watched a team with no buy-in while working, it is truly a horror to behold. From the members' perspective, it is palpable and greatly detracts from their experience, no matter how good the golf is.
Ask your board members how they would feel about having a dead service culture and see what they say. 
Unacceptable.

Employee emotional buy-in results in significantly higher member satisfaction scores. The ownership and investment in oneself are incredibly valuable to both membership and the team. When we are cared for and operate with high personal morale, we give of our true selves more freely. We laugh, we smile, we provide an intangible service quality that is hard to measure but easy to feel.

Now let's weigh some of the upsides:

Increased Engagement and Motivation: When cared for and listened to, team members are more likely to bring new ideas, connect more positively with coworkers, and put their heart into their work.

Increased Accountability: A team in which everyone pulls their own weight and proactively holds each other accountable produces significantly higher quality work. High performers will quickly abandon an environment when coworkers are not held accountable for the quality of their work.

Stronger Collaboration: When your team works in unison and sings from the same songbook, anything is possible in creating food and beverage experiences that your members will feel on a deeper level.

The Value of Loyalty: What is the cost of loyalty? In life, in marriage, in friendship, in business, in hospitality? Hard to even discuss the price. When team members are loyal, they are not employees; they are ambassadors. Ambassadors of more than just a brand, they willingly and happily embody the culture's values.

The Disproportionate Value of Longevity: Longevity is weird in clubs. In all aspects of our industry, long tenure has value, but in a club it has value apart from, and above, position, title, income, etc. Being present in the creation of the club lore, the social fabric, and the trust is what places certain staff members in the 'sacred' category. Almost all clubs have them. This cannot be sped up, and the status will not be granted to a newcomer, no matter how well-known they are in another club.

In conclusion, servant leadership is a style of leadership that requires focus and time to develop and implement in a club's kitchens, but is clearly worth the effort. Certainly, better than getting jammed into a working dishwashing machine! Despite seeming soft and overly time-consuming, this is a modus operandi that yields incredible results and high-performing F&B teams for clubs. And after all, if servant leadership is good enough for our greatest heroes in uniform out there fighting the good fight, it could very well be good enough for us, too.

by Matthew Gilbert,
Culinary Director,
Medinah Country Club.

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/
​
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/
​
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.