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.

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.
​
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