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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Things to consider:

Define the mission.  

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

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

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

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

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

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

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

The Thing Business vs The People Business. 

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Service + Humanity = Hospitality. 

"Where do I fit in?"

You fit in right here.

~ Matthew Gilbert
Culinary Director
Medinah Country Club

The Zagat Guide That Changed Everything

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

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

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

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

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

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

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

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

The number one listing was Bouley.

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

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

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

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

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

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

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

After service, he called Michael over and said:

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

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

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

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

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

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

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

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

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

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

It was a detour that changed everything.

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

He took the job.

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

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

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

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

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

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

​He believes young chefs should consider clubs because:

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

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

The Swiss Army Knife

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

We'll examine:

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

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

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

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

Everything else follows from there.

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

About the Author

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

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

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

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

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

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

See the full article in the Winter 2026 Edition. 

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

Redefining Kitchen Culture: From Grit to Grace

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

But at what cost?

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

But has it?

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

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

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

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

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

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

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

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

The Hidden Hunger: Mental Health Challenges in Our Industry

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

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

Creating Psychological Safety: Normalizing the Conversation

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

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

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

The Role of Quiet and Caring Leadership

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

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

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

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

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

Mental Health and the Future of Food

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

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

Serves: 4

Ingredients

Goat Cheese Panna Cotta

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

Melon Soup (Top Layer)

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

Compressed Melon Garnish

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

Final Garnishes

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

Preparation

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

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

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

Assembly

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

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

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

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

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

GK: What makes Casa de Campo unique beyond golf? 

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

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

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

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

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

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

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

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

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

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

GK: What family-friendly services do you offer? 

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

GK: How have you enhanced accommodation and wellness offerings? 

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

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

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

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

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

GK: What are your strategies for talent retention? 

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

GK: How do you approach sustainability? 

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

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

GK: What marketing channels are most effective? 

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

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

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

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

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

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

GK: How do you support staff through personal challenges? 

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

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

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

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

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

Yield: 6 portions
Prep time 2 hours

Ingredients

Basil Ice Cream

• 14 ounces Milk
• 3 1/2 ounces Cream
• 4 Egg Yolks
• 4 1/2 ounces Sugar
• 1/4 # Basil (freshly picked)

Strawberry Earl Grey Consommé

• 1 pint Strawberries (cleaned)
• 1 cup Granulated Sugar
• 3 Orange Peels
• 2 Tablespoons Earl Grey Loose-leaf Tea

Fennel and Rose Marshmallow

• 400 grams Granulated Sugar
• 1/2 teaspoon White Vinegar
• 100 grams Light Corn Syrup
• 120 milliliters Water (for gelatin)
• 120 milliliters Water (for sugar)
• 18 grams Knox Gelatin Powder
• 2 teaspoons Rose Extract
• 1 teaspoon Fennel Powder
• 1/2 teaspoon Vanilla Extract
• 1/2 cup Cornstarch
• 1/2 cup Powdered Sugar

Earl Grey Meringue Ash

• 1 cup Granulated Sugar
• 1 Tablespoon Water
• 2 teaspoons Corn Syrup
• 4 ea Egg Whites

Garnishes

• Strawberries (sliced)
• Pineberries (sliced)
• Basil and Mint Leaves
• Balsamic Pearls

Preparation

Basil Ice Cream
In a saucepot over medium to low heat, simmer the milk and cream.  In a separate bowl, gently whip egg yolks and sugar. When the milk and cream are to a light simmer, remove from heat and slowly incorporate into eggs and sugar- avoid curdling. When the mixture is combined, return it to the sauce pot and turn the heat to low. Mix until the texture is smooth.  Strain, and cool. Place in a freezer container (paco jet canister) and let the mixture freeze overnight. The next day, spin to a soft scoopable consistency.

Strawberry Earl Grey Consommé
In a double boiler, place all ingredients and cover. Let it steam for 20 minutes—strain and reserve liquid. 

Fennel and Rose Marshmallow
In a saucepan, combine the sugar and 120 milliliters of water. With a candy thermometer, bring the temperature to 245°F. Once the bubbles slow down and the color turns pale amber, remove from the heat.
In a separate bowl, combine 120 milliliters of water and gelatin powder. Whip until frothy. Gently pour the sugar and water mixture from the stove, then whip until stiff peaks form. Add the rose, vanilla, and fennel.
Pour into a cornstarch-lined pan and set aside until the mixture cools. When ready, cut into desired shapes and toss in a mixture of powdered sugar and cornstarch.

Earl Grey Meringue Ash
In a sauce pot, add the sugar and water. Boil on low until the bubbles slow and a medium amber color develops. Chef Note: Do not stir to avoid crystallization. In a mixing bowl, whip the egg whites until soft peaks form. Remove the sugar from the stove and, in a slow stream, whip it into the egg whites. Whip for about 10 minutes, until stiff peaks form. Transfer to a piping bag and squeeze onto a Silpat or parchment paper. Spread evenly on a pan, sprinkle Earl Grey loose-leaf tea, and set the oven to 150°F. Let dry for 3 hours or until crisp.

Assembly

Sprinkle the bottom of the dish with Earl Grey meringue ash. Using a small ice cream scoop, scoop 2-3 spheres of basil ice cream onto the meringue. Pour strawberry consommé around ice cream. Garnish with sliced strawberries, pineberries, and fresh herbs. Drizzle with basil oil.

​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 a sense of art and design 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 her on Instagram: @chefhannahflora

"Where do I fit into an unsure future that extends beyond a horizon I can’t quite yet see?"

“What path through life should I take when so many careers now seem unstable?”

“What happens to me as a cook in the oncoming age of AI disruption?”

Inside of every cook there is, in one form or another, a desire to care for other human beings with food. Having the will and motivation to spend countless hours each week in a hot, chaotic environment of loosely controlled chaos to create a thing of beauty that lasts for only a few short minutes before being devoured. Making the act of trust and care to painstakingly craft edible art that brings excitement and energy to another human being. 

In the realm of the professional kitchen, we put together some of the most motley crews under the sun. By far. While some other career paths try, none come close to the disparate range of humanity that end up together in the trenches of the world’s professional kitchens.

In my 33 years in various high level kitchens, I have worked on teams alongside ex-cons, vagabonds, ski bums, single moms, soccer moms, devoted dads, dead beat dads, career changers, coke heads, Dead Heads, deeply devoted Muslims, penitent Christians, smiling Buddhists, angsty anarchists, atheists, nihilists and even some people who claimed to worship the devil – ha! But that barely scratches the surface. 

The kitchen is a lively world with never a dull moment, and yet the core of what brings these diverse and varied people together to put in long hours in hot, stressful environments all grows out of a distinctly human, similar place. Even some of the most misanthropic people that find their way into the kitchen, “skeptical of society,” “averse to authority,” and distrustful of so-called Humanity, ironically spend the majority of their waking hours putting love and concerted effort into creating something so intimate that another human being will ultimately put it inside their body.  

I have found that even the most devoted kitchen grouch, when approached in the right light, will admit that one of the fundamental reasons they got into cooking was a deep desire to be creative and to see the positive effect of their work on the contented faces of those eating their food.  It gives cooks happiness to know they did something that was good for someone else.

Yes, some of that fulfillment is for us as chefs, but without doubt, it is equally about the other; that giving of life energy, returning to strength, bringing back from hunger, and even evoking joy in a set of flavors, ingredients, and techniques that are entirely unique to that chef or restaurant.  Food and cooking provide an occasion to be together with people we care about, and at heart, we are social beings; we need to be in the presence of others at least some of the time.

We see the love of community and coming together in America around backyard grills and smokers, in parking lots before football games, on picnic tables covered in boiled shrimp and lemons, in breweries and gastro-pubs, Kalua pig and poke at a luau and in millions of Thanksgiving dinners happening every autumn across our great nation.

Around the world we see versions of it in every culture: communal Hot Pot in Hong Kong during the winter months, overflowing family style dishes on the tables of Italy, seated cross-legged on the floors of humble homes breaking handmade bread across the Middle East, savoring beef asado around a live fire in Argentina, throwing some shrimp on the barbie in Australia; the list is endless.

In Latin American nothing is truer than the statement, “comida es amor” – food is love. There, you put your heart into your cooking for the people you love because everyone can feel it and taste it. You may not tell people you love them every day with words, but you do with what you cook for them. Cooking is not just a chore or a pastime; it is an act of love to ensure that your people are well cared for.

So, no matter how much skepticism or disdain for society we chefs may feel, in our actions and travails to feed, nourish, sustain, and lift up other individuals each day, we demonstrate the key characteristic on which all of hospitality depends: Humanity.

Hold that thought for a moment.
The beginning of the industrial age set off an increase in the rate and frequency of change across our planet that hasn’t slowed since and continues to accelerate with every year, month, week, and day that passes. Looking at the evening news, we see, among other troubling themes, ominous changes in the labor market as these incredible technological advances take shape in the digital workplace, displacing human workers and quickly rendering whole educational paths that just years ago were seen as a guarantee of long-term professional wealth and glory less relevant.

If machines took our muscle back in the Industrial Revolution with the development of motors and assembly lines, and artificial intelligence threatens to displace our minds in the data, digital, and “thought work” mediums in the short-term future, just where does that leave us as humans in this turbulent world?

The answers can feel discouraging, and even the early fathers and pioneers of AI are living in a state of suspended disbelief when asked what career advice they would give their children and grandchildren. “Study to become a plumber.” Was the answer given by Geoffrey Hinton, Nobel Prize winner and widely monikered “Godfather of AI.” Pursue a non-digital field of expertise that won't be AI-replaced as fast.

As a forty-something kitchen “old guy,” I spend a lot of time talking with our younger cooks here at the Club to gain perspective on how they view their futures and our profession. They are next up in the long line of the world’s great chefs. The baton is being passed to them.  We need them to be feeling it, but are they? 

Their thoughts and comments on this topic range from optimistic to pessimistic. 

Concerns from those with more active anxiety include: 

• AI displacement is unavoidable and somewhat terrifying.
  
• Money controls the world, and the motivation for rapid AI development does not have Humanity’s best interests at heart.
  
• Many of my friends in tech/data fields either cannot get a job or realize that their jobs are in danger of displacement sooner or later.

On the optimistic side: 

• If AI is calibrated to human values, then it has the potential to do incredible good in the world.
  
• If used correctly, humans could have a better quality of life.

Humans will always find a way.

On my team, one of the biggest concerns of 30+ year old chefs from a slightly older generation is about the concept of “living in a cell phone bubble. 

I agree, as the kitchen grey beard, one major strand of this fraying community rope that I see so clearly is the growing tendency not to interact directly with other human beings. I showed my age a couple of years back by being astounded that some folks just entering the workforce felt immediate anxiety when their cell phone screens lit up with a call. “It’s rude to call someone without texting them first.”  Damn, just call me boomer, and oh, how things have changed. The anxiety that now comes when interacting with actual human people IRL instead of inside of a more controllable online world is a real thing.

Certainly, the Industrial and Information Revolutions brought us much in the way of the convenience that we all (including me!) enjoy, and many of those modern efficiencies have now resulted in us being able to get almost everything we need in life without needing to see, hear, smell, or talk to another person. For sure, we all want that option sometimes, but all the time? 

To some, that might feel preferable, but it omits essential elements of our fundamental human nature, and that can become problematic, as evidenced by the growing “loneliness epidemic” that contrasts starkly with how we humans are a social species and even introverts like me are, at some point, forced to concede that positive interaction with others is the fuel that makes the existential rockets go. 

In the West, we judge wealth in dollars and physical possessions, while other cultures would define it as quality time spent in good health, enjoying the passing of life with people that they love. Even if we don't have abundant possessions, we have our family and our friends to help us get through. Our need for community is undeniable.

So, if, in this wild and seemingly inevitable future that is materializing in front of us all, machines are stronger than me and AI agents are smarter than me, then what can I do? 

If I am more connected to the world than ever before but also feel lonelier, what is the path forward? If more and more industries are tilting away from employing humans, as a chef?

By Matthew Gilbert, Culinary Director, Executive Chef at Medinah Country Club.

The answers for chefs of the future, especially in the private club world, will be found in part two of “Food Is Humanity in the Age of AI,” running in the Winter/February 2026 edition of Golf Kitchen.

By Javier Burgos, Creator of Veggy Cocktails

The creation of Veggy Cocktails may appear simple at first glance, but behind every recipe lies a sophisticated balance of science, nature, and culinary intuition. At the heart of this new cocktail category are three essential components:

• Premium and Plant-based spirits
• Quality water
• Signature ingredients

​
Each plays an equal role in shaping the flavor, energy, and experience of Veggy Cocktails. Below, I'll take you deeper into the philosophy and craft behind each element.

Spirits: A New Way of Thinking About Alcohol
The world of spirits is evolving. With the help of technology and science, more alcohol brands are committing to cleaner production methods and environmentally responsible practices. This shift opens the door for Veggy Cocktails to explore new recipes and flavor profiles that were previously impossible.

When selecting spirits, I look beyond the label. I consider:

• Spirits free of artificial colors or flavors
• Certified organic processes
• Environmental impact and sustainability

​As I often say:
"Less harmful cocktails, for better and longer drinking."

If your favorite brand includes ingredients you'd rather avoid, the solution is simple: choose premium spirits. Quality matters, especially when your goal is to enjoy cocktails without compromising your well‑being.

What are Plant-Based Spirits?
All spirits—bourbon, vodka, rum, tequila, whiskey, and gin—originate from plants. However, plant-based spirits go a step further by directly incorporating plant compounds into the spirit, enhancing its complexity and depth. In Veggy Cocktails, alcohol is not the star of the show. It's one ingredient among equals. The goal is always the same: To find the perfect point of flavor. Some say I use very little alcohol, but I only use what the other ingredients allow. Balance is everything.

A New Category for a New Kind of Customer
Many people avoid cocktails because they fear they'll be too strong. I've met countless guests who stick to wine for this reason. Veggy Cocktails change that dynamic. They offer a refined, balanced experience where flavor—not alcohol intensity—leads the way.

Water: The Heart of Every Cocktail
My fascination with water began years ago through my love of whiskey-making. Distilleries around the world rely on specific types of water to shape their signature flavors:

• Hard water (high minerals) Kentucky & Tennessee bourbon
• Soft water (low minerals) Speyside, Scotland
• Purified water (no minerals) Kyoto, Japan

Just as water defines a whiskey, it also defines a Veggy Cocktail. The wrong water can ruin a drink; the right water can elevate it beyond expectation.

Water as an Active Flavor Component
In Veggy Cocktails, water is not a neutral filler. It's a functional ingredient that interacts with spirits and vegetables to create new flavor combinations.
Minerals such as:

• Calcium (Ca²⁺)
• Magnesium (Mg²⁺)
• Low sodium content

These influence acidity, sweetness, and even the expression of certain plant flavors.

My experiments with European water, especially Perlage, with its pH of 5.5, have shown how mineral structure can unlock flavors that pure water cannot. That slight acidity, similar to that of high-quality wines, harmonizes with alkaline ingredients and adaptogens.

Choosing the Right Water for Each Recipe
Depending on the cocktail, I may use hard, soft, or purified water. The goal is always the same: To create a chemical marriage between minerals and flavor molecules. Japanese mixology uses pure water to let spirits shine. Veggy Cocktails use water to control spirits, allowing every ingredient to be tasted equally. When alcohol sits at the same level as the other components, the entire flavor spectrum becomes visible.

Signature Ingredients: Vegetables as Energy and Flavor
Vegetables are often underestimated in Western cuisine, yet they are one of the purest sources of clean energy for the body and mind. Inspired by Eastern philosophies, I categorize vegetables according to the four natural elements, each with its own mineral properties, textures, and energetic qualities.

The Four Elements of Veggy Cocktails Ingredients Catalogue
Fire — Spicy or Pungent Vegetables
Examples: jalapeños, hot peppers, spices
Water — High-Moisture Vegetables
Examples: tomatoes, celery, cucumber
Air — Vine or Leafy Vegetables
Examples: olives, Bok choy, spinach
Earth — Root Vegetables
Examples: beets, cocktail onions

These ingredients already appear in classic and modern cocktails, but Veggy Cocktails elevate them from garnish to core component.

A New Ingredient Catalog for Bars and Restaurants
As a restaurant manager, I know that vegetables are present in nearly every kitchen—often in abundance. Veggy Cocktails transform these everyday ingredients into a new, high-quality product that attracts curious, health-conscious, and flavor-driven customers.
Each vegetable carries its own energy and purpose. When combined thoughtfully, they create cocktails that are not only delicious but meaningful.

A New Era of Cocktail Craft
Veggy Cocktails represent a shift in how we think about drinking. They are balanced, intentional, and rooted in nature. They invite customers to explore flavor without fear of excess, and they give bars and restaurants a new way to innovate using ingredients they already have.
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Veggy Cocktails is more than a trend. It's a new category for a new generation of drinkers—one that honors plants, respects the palate, and celebrates the art of balance.