Teamwork

Bartender presenting cocktail
by David Klemt David Klemt No Comments

Top 10 2022 Spirited Award Finalists

Top 10 2022 Spirited Award Finalists

by David Klemt

Bartender presenting cocktail

With just six weeks to go until the 20th anniversary of Tales of the Cocktail, the foundation announces their Spirited Award finalists.

Unsurprisingly, a number of the nominees can also be found on the North America’s 50 Best Bars list.

However, the Spirited Awards honor more than bars. The awards span four categories: US, International, Global, and Writing & Media.

Along with bar nominees, you’ll find mentors, bar teams, brand ambassadors, spirits, cocktail ingredients, books, articles, podcasts, videos, and publications in the list below.

Congratulations to the Spirited Awards’ top ten nominees! We’ll see you in New Orleans.

Cheers!

US Categories

US Bartender of the Year presented by Del Maguey

  • Josh Davis (16th Street Bar, Chicago, IL)
  • Chris Elford (Trade Winds Tavern, Navy Strength, Rob Roy, Here Today Brewing, Seattle, WA)
  • Chris Hannah (Jewel of the South, New Orleans, LA)
  • Caer Maiko Ferguson (DrinkWell, Austin, TX)
  • Chris McMillian (Revel Bar & Cafe, New Orleans, LA)
  • Shauna O’Neil (Sweet Liberty, Miami, FL)
  • Kapri Robinson (Allegory, Washington, DC)
  • Christian Suzuki-Orellana (Wildhawk, San Francisco, CA)
  • Masahiro “Masa” Urushido (Katana Kitten, New York, NY)
  • Christine Wiseman (BarLab Hospitality Group, Miami, FL)

Best US Bar Mentor presented by BarSmarts

  • Colin Asare-Appiah
  • Julio Cabrera
  • Kevin Diedrich
  • Meaghan Dorman
  • Alba Huerta
  • Alex Jump
  • Sean Kenyon
  • ms franky marshall
  • Nectaly Mendoza
  • Jeffrey Morgenthaler

Best US Brand Ambassador presented by Libbey Glass

  • Kiowa Bryan (Spiribam)
  • Chris Cabrera (Bacardí USA)
  • Tad Carducci (Gruppo Montenegro)
  • Cameron George (Ardbeg)
  • Vance Henderson (Hendrick’s Gin)
  • Lynn House (Heaven Hill)
  • Jenna Murray (The Glenlivet)
  • Natasha Sofia Velez (Davos Brands)
  • Ryan Wainwright (Bombay Sapphire)
  • Daniel Warrilow (Campari America)

Best US Bar Team presented by William Grant & Sons

  • Attaboy (New York, NY)
  • Cleaver: Butchered Meats, Seafood & Classic Cocktails (Las Vegas, NV)
  • Half Step (Austin, TX)
  • Jaguar Sun (Miami, FL)
  • Jewel of the South (New Orleans, LA)
  • Katana Kitten (New York, NY)
  • The Long Island Bar (Brooklyn, NY)
  • The Roosevelt Room (Austin, TX)
  • The Snug (Sacramento, CA)
  • Thunderbolt (Los Angeles, CA)

Best US Cocktail Bar presented by Absolut Vodka

  • Bar Goto (New York, NY)
  • Beachbum Berry’s Latitude 29 (New Orleans, LA)
  • Bitter & Twisted Cocktail Parlour (Phoenix, AZ)
  • DrinkWell (Austin, TX)
  • Julep (Houston, TX)
  • Katana Kitten (New York, NY)
  • Occidental (Denver, CO)
  • Pearl Diver (Nashville, TN)
  • The Roosevelt Room (Austin, TX)
  • Thunderbolt (Los Angeles, CA)

Best US Hotel Bar presented by Grey Goose

  • Bar Marilou at Maison de la Luz (New Orleans, LA)
  • Champagne Bar at The Surf Club Miami (Miami, FL)
  • Dear Irving on Hudson at the Aliz Hotel (New York, NY)
  • Hey Love at The Jupiter (Portland, OR)
  • King Cole Bar at The St. Regis New York (New York, NY)
  • Libertine Social at the Mandalay Bay (Las Vegas, NV)
  • Little Rituals at the Residence Inn/Courtyard by Marriott (Phoenix, AZ)
  • Midnight Rambler at the Joule (Dallas, TX)
  • Mountaineering Club at the Graduate Seattle Hotel (Seattle, WA)
  • Silver Lyan at the Riggs Washington DC (Washington, DC)

Best US Restaurant Bar presented by Maison Ferrand

  • Café La Trova (Miami, FL
  • Cleaver: Butchered Meats, Seafood & Classic Cocktails (Las Vegas, NV)
  • Crown Shy (New York, NY)
  • Gramercy Tavern (New York, NY)
  • Jewel of the South (New Orleans, LA)
  • Kimball House (Decatur, GA)
  • Kumiko (Chicago, IL)
  • L’Oursin (Seattle, WA)
  • Republique (Los Angeles, CA)
  • Spoon and Stable (Minneapolis, MN)

Best New US Cocktail Bar presented by Aviation Gin

  • Double Chicken Please (New York, NY)
  • Happy Accidents (Albuquerque, NM)
  • Kona’s Street Market (San Francisco, CA)
  • Law Bird (Columbus, OH)
  • Overstory (New York, NY)
  • Palmetto (Oakland, CA)
  • Temple Bar (New York, NY)
  • Tiki Tatsu-Ya (Austin, TX)
  • Trade Winds Tavern (Seattle, WA)
  • Yacht Club (Denver, CO)

International Categories

International Bartender of the Year presented by Patrón

  • Moe Aljaff (Two Schmucks, Barcelona, Spain)
  • Lorenzo Antinori (ARGO / Four Seasons Hotel & Resorts, Hong Kong, China)
  • Giorgio Bargiani (The Connaught Bar, London, UK)
  • Kate Boushel (Atwater Cocktail Club / Milky Way Cocktail Bar, Montréal, Québec, Canada)
  • James Grant (Little HK, Edmonton, Canada)
  • Keith Motsi (Charles H. Seoul at the Four Seasons Hotel, Seoul, South Korea)
  • Rémy Savage (🔶🟥🔵 A Bar with Shapes for a Name, London, UK)
  • Daniel Schofield (SCHOFIELD’S BAR, Manchester, UK)
  • Ezra Star (Mostly Harmless, Hong Kong, China)
  • Luke Whearty (BYRDI, Melbourne, Australia)
  • Matt Whiley (RE, Sydney, Australia)

Best International Bar Mentor presented by Lyre’s Non-Alcoholic

  • Monica Berg
  • Arijit Bose
  • Simone Caporale
  • Renato “Tato” Giovannoni
  • Tim Etherington Judge
  • Trevor Kallies
  • Dre Masso
  • Lauren Mote
  • Danil Nevsky
  • Agostino Perrone
  • Christina Veira
  • Camille Vidal

*Includes 12 nominees due to a tie

Best International Brand Ambassador presented by Lyre’s Non-Alcoholic

  • Jenna Ba (Diageo)
  • Claudia Cabrera (Fratelli Branca)
  • Irene Díaz (Ron Diplomático)
  • Martin Hudák (Mr. Black Spirits)
  • Daniyel Jones (House of Angostura)
  • Ally Martin (Hendrick’s Gin)
  • Dave Mitton (Lot No. 40 / JP Wiser’s)
  • Ricardo Nava (Bacardí Latin America)
  • Tim Phillips-Johansson (Johnnie Walker)
  • Nicola Riske (The Macallan)

Best International Bar Team presented by House of Angostura

  • ALQUÍMICO (Cartagena, Colombia)
  • Atwater Cocktail Club (Montréal, Québec, Canada)
  • Jigger & Pony at the Amara Hotel (Singapore)
  • La Factoría (San Juan, Puerto Rico)
  • MAYBE SAMMY (Sydney, Australia)
  • Salmon Guru (Madrid, Spain)
  • Tayēr + Elementary (London, UK)
  • The Clumsies (Athens, Greece)
  • Tres Monos (Buenos Aires, Argentina)
  • Two Schmucks (Barcelona, Spain)

Best International Cocktail Bar presented by Tequila Fortaleza

  • ALQUIMICO (Cartagena, Colombia)
  • Atwater Cocktail Club (Montréal, Québec, Canada)
  • Cause Effect Cocktail Kitchen & Cape Brandy Bar (Cape Town, South Africa)
  • COA (Hong Kong, China)
  • Florería Atlántico (Buenos Aires, Argentina)
  • MAYBE SAMMY (Sydney, Australia)
  • Paradiso (Barcelona, Spain)
  • Salmon Guru (Madrid, Spain)
  • Satan’s Whiskers (London, UK)
  • Tayēr + Elementary (London, UK)
  • Three Sheets (London, UK)
  • Two Schmucks (Barcelona, Spain)

*Includes 12 nominees due to a tie

Best International Hotel Bar presented by Perrier

  • Bar Trigona at the Four Seasons Hotel (Kuala Lumpur, Malaysia)
  • Botanist at the Fairmont Pacific Rim Hotel (Vancouver, BC, Canada)
  • Bulgari Bar at The Bvlgari Resort (Dubai, UAE)
  • Charles H. Seoul at the Four Seasons Hotel (Seoul, South Korea)
  • Fifty Mils at the Four Seasons Hotel (Mexico City, Mexico)
  • Jigger & Pony at the Amara Hotel (Singapore)
  • Lyaness at Sea Containers London (London, UK)
  • MO BAR at the Mandarin Oriental (Singapore)
  • Origin Bar at The Shangri-La Hotel (Singapore)
  • The American Bar at The Stafford London (London, UK)
  • The Donovan Bar at the Brown’s Hotel (London, UK)

*Includes 11 nominees due to a tie

Best International Restaurant Bar presented by Tales of the Cocktail Foundation

  • Bar Kismet (Halifax, Nova Scotia, Canada)
  • Caffe Fernet (Singapore)
  • Danico (Paris, France)
  • Le Mary Celeste (Paris, France)
  • Locale Firenze (Florence, Italy)
  • LPM Restaurant & Bar (Dubai, UAE)
  • Pujol (Mexico City, Mexico)
  • Sexy Fish (London, UK)
  • The Continental Deli (Newtown, Australia)
  • Tjoget (Stockholm, Sweden)
  • Zuma Dubai — Dubai, UAE)

*Includes 11 nominees due to a tie

Best New International Cocktail Bar presented by Stranger & Sons

  • 🔶🟥🔵 A Bar with Shapes for a Name (London, UK)
  • Amaro Bar (London, UK)
  • ARGO (Hong Kong, China)
  • Dead End Paradise (Beirut, Lebanon)
  • DEAN & NANCY (Sydney, Australia)
  • RE (Sydney, Australia)
  • Schofield’s Bar (Manchester, UK)
  • Side Hustle at the NoMad (London, UK)
  • SIPS (Barcelona, Spain)
  • Wax On (Berlin, Germany)

Global Categories

Best New Spirit or Cocktail Ingredient presented by Tales of the Cocktail Foundation

  • Abasolo Ancestral Corn Whisky
  • ANGOSTURA® cocoa bitters
  • Citadelle Gin Jardin d’été
  • Del Maguey Single Village Mezcal Vida de Muertos
  • Equiano Light Rum
  • Fever-Tree Sparkling Lime & Yuzu
  • Fever-Tree Sparkling Pink Grapefruit
  • Hendrick’s Lunar Gin
  • Lyre’s Non-Alcoholic – Italian Orange
  • Nixta Licor de Elote
  • Lost Irish
  • Ojo de Tigre Mezcal Artesanal
  • SAVOIA Americano

*Includes 13 nominees due to a tie

World’s Best Cocktail Menu presented by Diageo Bar Academy

  • ALQUÍMICO (Cartagena de Indias, Colombia)
  • Dante NYC (New York, NY)
  • Himkok (Oslo, Norway)
  • Little Red Door (Paris, France)
  • Lyaness at Sea Containers London (London, UK)
  • Mace Bar (New York, NY)
  • Paradiso (Barcelona, Spain)
  • Scarfes Bar at the Rosewood London (London, UK)
  • Swift Soho (London, UK)
  • Tayēr + Elementary (London, UK)

World’s Best Spirits Selection presented by Beam Suntory

  • ATLA (New York, NY)
  • Brandy Library (New York, NY)
  • In-Situ Mezcaleria (Oaxaca City, Mexico)
  • Jack Rose Dining Saloon (Washington, DC)
  • Origin Bar at The Shangri-La Hotel (Singapore)
  • Rumba (Seattle, WA)
  • Sexy Fish (London, UK)
  • Swift Soho (London, UK)
  • The Bamboo Room at Three Dots and a Dash (Chicago, IL)
  • The Doctor’s Office (Seattle, WA)

Writing and Media Categories

Best Cocktail & Spirits Publication presented by Diageo Bar Academy

  • CLASS magazine
  • Difford’s Guide
  • Discard the Zine
  • DRiNK Magazine Asia
  • Drinks International
  • Liquor.com
  • The Cocktail Lovers magazine
  • The Spirits Business
  • VinePair
  • Whisky Magazine

Best Broadcast, Podcast, or Online Video Series presented by Diageo Bar Academy

  • A Life In Whisky: The Dennis Malcolm Story (A documentary by Whisky Magazine)
  • Behind the Bar with Cara Devine
  • El Club de los Cantineros (Documentary)
  • Freepour™
  • Happy Hour History
  • Hospitality Forward Podcast by Hanna Lee Communications
  • Radio Imbibe
  • Shōshin Art Club
  • The Cocktail Lovers Podcast
  • The Speakeasy Podcast

Best Cocktail & Spirits Writing presented by Diageo Bar Academy

  • “Get Real: The bar world looks beyond feel-good measures on sustainability and climate change” by Max Falkowitz, for Imbibe Magazine
  • “Getting high from a new supply: a revolutionary flavour extraction method for cocktails is being pioneered in South Africa” by Leah van Deventer, for TheWorlds50Best.com
  • “Has the Coronavirus Pandemic Destroyed American Bar Culture?” by Jeffrey Morgenthaler, for Daily Beast
  • “Making it Through: How a Bar’s Regulars Helped During a Pandemic,” by Rebecca Cate as told to Paul Clarke, Imbibe
  • “Marc Farrell Wants to Change the Way You Think About Rum” by Yolanda Evans, for Food & Wine
  • “Meet the Eco-Packaging Innovations Transforming the Drinks Industry” by Betsy Andrews, for SevenFifty Daily
  • “Mexican Terroir” by Liza Weisstuch, for Whisky Magazine
  • “The Greatest Drinking Contest in History” by David Wondrich, for Daily Beast
  • “The Hard Reset – Creating a New Hospitality Culture” by Anna Sebastian, for CLASS
  • “Turns Out Rye Whiskey Isn’t an American Creation After All” by Lew Bryson, for Daily Beast

Best New Cocktail or Bartending Book presented by Lyre’s Non-Alcoholic

  • Claridge’s The Cocktail Book by Denis Broci and Nathan McCarley-O’Neill
  • COCKTAIL DIVE BAR: Real Drinks, Fake History, and Questionable Advice from New Orleans’s Twelve Mile Limit by T. Cole Newton
  • Death & Co: Welcome Home by Alex Day, Nick Fauchald, and David Kaplan
  • Difford’s Guide to Cocktails Sixteenth Edition by Simon Difford
  • Mezcal and Tequila Cocktails by Robert Simonson
  • The Cocktail Seminars by Brian D. Hoefling
  • The Japanese Art of the Cocktail by Masahiro Urushido and Michael Anstendig
  • The Way of the Cocktail: Japanese Traditions, Techniques, and Recipes by Julia Momosé with Emma Janzen
  • Tokyo Cocktails by Nicholas Coldicott
  • Zero Proof: 90 Non-Alcoholic Recipes for Mindful Drinking by Elva Ramirez

Best New Book on Drinks Culture, History, or Spirits presented by Diageo Bar Academy

  • A Good Drink: In Pursuit of Sustainable Spirits by Shanna Farrell
  • Bourbon: The Story of Kentucky Whiskey by Clay Risen
  • Drunk: How We Sipped, Danced, and Stumbled Our Way to Civilization by Edward Slingerland
  • Girly Drinks: A World History of Women and Alcohol by Mallory O’Meara
  • L’Ora dell’Americano by Mauro Mahjoub & Lucio Tucci
  • Something & Tonic by Nick Kokonas
  • The Big Book of Amaro by Matteo Zed
  • The New Kindred Spirits by F. Paul Pacult
  • The Oxford Companion to Spirits and Cocktails edited by David Wondrich with Noah Rothbaum
  • The Spirit of Rye by Carlo DeVito

Image: Jia Jia Shum on Unsplash

Door with number 50 address
by David Klemt David Klemt No Comments

2022 50 Best Bars: North America

2022 50 Best Bars: North America

by David Klemt

Door with number 50 address

Probably a speakeasy.

The World’s 50 Best Bars ranking for North America is official and the bars are, of course, extraordinary.

Unsurprisingly, much of the list consists of “household” names in our industry. Now, where some people may see a list of the “cool kids,” I see something different.

In a word, consistency. Sure, the more cynical among us roll their eyes at rankings and awards.

However, I see approaches to operations, service, menu and design innovation, and guest experiences to learn from and emulate.

Would I like to see bars in markets outside of the usual suspects on these lists? Absolutely. As so-called secondary and tertiary markets develop their scenes that may start to happen more often.

So, congratulations to this year’s 50 Best Bars in North America! Cheers!

Canada

This year, the second-largest country in the world claims eight of North America’s 50 best bars. One bar is in the top ten.

As Ontario’s capital and Canada’s most-populous city, it should come as no surprise that Toronto takes four spots. Bar Mordecai is number 47, Bar Raval is 41, number 38 is Mother, and Civil Liberties is tenth.

It’s a bit surprising to see just one bar from Vancouver—number 25, The Keefer Bar—but Montréal has two venues on the list. The Cloakroom Bar is number 45 and 29 is El Pequeño Bar.

Bar Kismet, in Halifax, Nova Scotia, is sitting in the 49th spot on the 2022 North American list.

America

Impressively, the US boasts 30 of North America’s 50 Best Bars, six of which are in the top ten. Intriguingly, ten of the bars on this list were ranked on the World’s 50 Best Bars last year.

As one would assume, New York City dominates the 2022 rankings. Eleven bars are on the list, with the number one spot going to Attaboy. Congratulations to Michael McIlroy and Sam Ross, their teams, and their partners. Katana Kitten is number four, and Dante earns the eighth spot on the list.

Moving to the south, two bars on the list are in Miami: Broken Shaker (32) and Sweet Liberty (14). Heading northwest, Kumiko in Chicago is in the top ten at number five.

On the other side of the country, Los Angeles claims three spots, one in the top ten. Genever holds number 50, Death & Co. is 34, and Thunderbolt is ninth. The Bay Area has two bars on the list. ABV in San Francisco is number 39 and Oakland’s Friends and Family is in the 33 spot.

Somewhat surprisingly, Las Vegas and New Orleans each have just one bar in the rankings. One of my personal favorites, Herbs & Rye, is number 28 on the list. Jewel of the South in NOLA is in the top half of the list, holding number 24.

In San Juan, Puerto Rico, the beloved La Factoría is twelfth on the list.

Mexico

Achieving 11 spots—three in the top ten—Mexico is crushing it this year. Remarkably but not surprisingly, the three bars in the top ten are all in Mexico City.

Baltra Bar earns number nine, and Handshake Speakeasy and Licorería Limantour are second and third, respectively. Overall, Mexico City boasts six bars on this list.

Two spots are in Oaxaca: Selva, which is number 22, and Sabina Sabe, number twenty.

Arca, number 37, is in Tulum. Number 21, El Gallo Altanero, is in Guadalajara. And Zapote Bar in Playa del Carmen almost breaks the top 10, coming in eleventh.

Cuba

The legendary El Floridita grabs Cuba’s only entry on the 2022 list.

Impressively, El Floridita can trace its opening to the early 1800s. Originally, the space was La Piña de Plata. About a century later, a bartender, Constantino “Constante” Ribalaigua Vert, became the owner and changed the name.

Oh, and he just so happens to be the inventor of the frozen Daiquiri. Along with its impressive history, El Floridita also has an awesome statue with its own seat at the bar. Ernest Hemingway is immortalized in bronze.

50 Best Bars: North America

Below, the full list in ascending order.

  1. Genever (Los Angeles, CA)
  2. Bar Kismet (Halifax, Nova Scotia)
  3. Teardrop Lounge (Portland, OR)
  4. Bar Mordecai (Toronto, Ontario)
  5. Julep (Houston, TX)
  6. Cloakroom Bar (Montréal, Québec)
  7. Bitter & Twisted (Phoenix, AZ)
  8. Clover Club in (New York, NY)
  9. Bar Leather Apron (Honolulu, HI)
  10. Bar Raval (Toronto, Ontario)
  11. El Floridita (Havana)
  12. ABV (San Francisco, CA)
  13. Mother (Toronto, Ontario)
  14. Arca (Tulum, Quintana Roo)
  15. Death & Co (Denver, CO)
  16. Mace (New York, NY)
  17. Death & Co (Los Angeles, CA)
  18. Friends and Family (Oakland, CA)
  19. Broken Shaker (Miami, FL)
  20. The Dead Rabbit (New York, NY)
  21. Employees Only (New York, NY)
  22. El Pequeño Bar (Montréal, Québec)
  23. Herbs & Rye (Las Vegas, NV)
  24. Overstory (New York, NY)
  25. Dear Irving (New York, NY)
  26. The Keefer Bar (Vancouver, British Columbia)
  27. Jewel of the South (New Orleans, LA)
  28. Amor y Amargo (New York, NY)
  29. Selva (Oaxaca de Juárez, Oaxaca)
  30. El Gallo Altanero (Guadalajara, Jalisco)
  31. Sabina Sabe (Oaxaca de Juárez, Oaxaca)
  32. Raised by Wolves (San Diego, CA)
  33. Service Bar (Washington, DC)
  34. Double Chicken Please (New York, NY)
  35. Hanky Panky (Ciudad de México)
  36. Café de Nadie (Ciudad de México)
  37. Sweet Liberty (Miami, FL)
  38. Kaito del Valle (Ciudad de México)
  39. La Factoría (San Juan)
  40. Zapote Bar (Playa del Carmen, Quintana Roo)
  41. Civil Liberties (Toronto, Ontario)
  42. Thunderbolt (Los Angeles, CA)
  43. Dante (New York, NY)
  44. Baltra Bar (Ciudad de México)
  45. Café La Trova (Miami, FL)
  46. Kumiko (Chicago, IL)
  47. Katana Kitten (New York, NY)
  48. Licorería Limantour (Ciudad de México)
  49. Handshake Speakeasy (Ciudad de México)
  50. Attaboy (New York, NY)

Image: Hello I’m Nik on Unsplash

Tales of the Cocktail Red Coat apprentices
by David Klemt David Klemt No Comments

2022 Cocktail Apprentice Program Class

TOTC Announces 2022 Cocktail Apprentice Program Class

by David Klemt

 

Tales of the Cocktail Red Coat apprentices

The Tales of the Cocktail Foundation has announced the 32 members of this year’s Cocktail Apprentice Program, also known as CAP.

For 2022, the CAP apprentices come from seven countries, Washington, D.C., fourteen American states, and Puerto Rico. First launched in 2008, CAP has played host to over 400 apprentices.

These bar professionals are thrown into the organized chaos that is Tales of the Cocktail each year. Well, to be fair, the event likely only feels like chaos to Tales attendees. This gathering of hospitality pros is a precision machine behind the scenes.

Of course, CAP apprentices and veterans are one of the keys to Tales’ success. These bar pros work together to prepare cocktails for for Tales seminars. They also make the many tastings possible. CAP Red and Grey Coats also batch the Dame Hall of Fame and Spirited Awards drinks.

As you’ll see while reviewing the lists below, CAP Red Coats work at some of the world’s premier bars, restaurants, hotels, distilleries, portfolios and brands, and hospitality groups. Moreover, they gain an incredible amount of experience and mentorship from industry veteran Grey, Black, and White Coats.

Valuable Experience

This is, of course, great news for attendees. Many will recognize the names and venues below. And, hey, these apprentices keep the good times flowing at Tales.

But there’s another reason this news is important.

Operators should encourage their bar team stars to apply to be TOTC CAP apprentices each year. The program is open to bartenders, barbacks, and bar managers.

Considering who they’ll meet, work with, and learn from, operators can think of CAP as an investment in their bar team.

In addition to returning to work with a wealth of knowledge and new industry contacts, they’ll be eligible to apply for the Cocktail Apprentice Scholarship Program. Since 2022 CAP Red Coats can apply when applications open next year, it’s reasonable to assume that 2023 Red Coats will be eligible to apply in 2024 for the TOTCF Cocktail Apprentice Scholarship Program.

So, operators who are serious about furthering their bar team’s careers and helping to mentor them should help them apply for the 2023 Cocktail Apprentice Program.

2022 Red Coats

Below are this year’s 32 CAP Red Coat apprentices. You’ll also find their place of work.

  • Patience Adjei, Twist Night Club and Level Up Lounge (Accra, Ghana, West Africa)
  • Gerald Akins, Hamlet and Ghost (Saratoga Springs, NY)
  • Israel Baròn, Casa Prunes (Mexico City, Mexico)
  • Tammy Bouma, Bluebird Cocktail Room (Baltimore, MD)
  • Dylan Brentwood, Bar Kismet (Halifax, Nova Scotia, Canada)
  • Napier Bulanan, Viridian (Oakland, CA)
  • Yosue Cordero Badillo, Fairmont El San Juan Hotel (Carolina, Puerto Rico)
  • Chelsea DeMark, Thompson Hotel Savannah (Savannah, GA)
  • Milton Deya, Melinda’s Alley (Phoenix, AZ)
  • Linda Douglas, Curly Bartender (Los Angeles, CA)
  • Kai Duarte, Pacifico on the Beach and Down The Hatch (Wailuku, HI)
  • Cody Dunavan, Breakthru Beverage Virginia (Richmond, VA)
  • Glenn Eldridge, ROKA (Dubai, United Arab Emirates)
  • Tim Frandsen, Jane Jane (Washington, D.C.)
  • John Fry, Rumba / Inside Passage (Seattle, WA)
  • Delena Humble-Fischer, Golden Pineapple Craft Lounge (Tempe, AZ)
  • Princess Johnson, Allegory (Washington, D.C.)
  • Maria Kim, Southside Parlor (Seoul, South Korea)
  • Sungjoo Koo, Midnight Rambler (Dallas, TX)
  • Rylen Komeiji, Here Kitty Kitty / Zouk Group (Las Vegas, NV)
  • Lars Lunstrum, The Black Cypress (Pullman, WA)
  • Jacob Mentel, Polite Provisions (San Diego, CA)
  • Brian “Vito” Morales, Saso Bistro (Pasadena, CA)
  • Julian Bella Robins, Pursuing MS in Hospitality Management at FIU (Tel Aviv, Israel)
  • Jomar Santos, The Peacock Lounge Savannah (Savannah, GA)
  • Jeremiah Simmons, Seven Three Distillery (New Orleans, LA)
  • Colin Simpson, The Aviary (Chicago, IL)
  • Taylor Sweeney, Bar Shiru (Oakland, CA)
  • Vivi Szalavari, Uptown Cafe (Bloomington, IN)
  • Irlanda Vargas, Bacal (Mexico City, Mexico)
  • Noor Wafai, The Eddy & Durk’s Bar-B-Q (Providence, RI)
  • Tim Weigel, Vegas Vickie’s (Las Vegas, NV)

2022 Grey Coats

Identifiable by their grey chef coats, Grey Coats are CAP leaders.

  • Hagay I. Abramovitz, Imperial Craft Cocktail Bar (Tel Aviv, Israel)
  • Justine Bock, Gin & Juice (Bristol, UK)
  • Patrick Braga, Happy Accidents (Albuquerque, NM)
  • Fifi Bruce, Barrel Brothers (Berlin, Germany)
  • Richie Delahoyde, Lyre’s Non Alcoholic Spirits (Dublin, Ireland) 
  • Amy Dunki, Barr Hill and Caledonia Spirits (Los Angeles, CA)
  • Arianna Hone, High West Saloon, Post Office Place (Park City, UT)
  • Renson Malesi, House of Sage Cocktails (Nairobi, Kenya) 
  • Nicholas McCaslin, The Ritz-Carlton Nomad (New York City, NY)
  • Allie Phifer, Cayo Coco Rum Bar and Restaurante (Birmingham, AL)
  • Jessi Pollak, Spoon and Stable (Minneapolis, MN)
  • Eric Scott, Thyme X Table (Bay Village, OH) 
  • Britt Simons, The Eddy (Providence, RI)
  • Joey Smith, Chez Zou (New York City, NY)
  • Sarah Syman, The Dandy Crown (Chicago, IL)
  • Nigal Vann, The Berkshire Room (Chicago, IL)

2022 Black Coats

CAP assistant managers can be identified by their black chef coats.

  • Cam Brown, Self-employed (Vancouver, British Columbia, Canada)
  • Kaleena Goldsworthy-Warnock, The Bitter Bottle and Proof Bar and Incubator (Chattanooga, TN)
  • Alex Lerman, Pearl Street Hospitality (Denver, CO)
  • Samm McCulloch, Red Wall Distillery (Sedona, AZ)

2022 White Coats

The industry veterans are CAP managers and wear white chef coats.
  • Alexis Belton-Tinoco, Johnnie Walker/Proof Media Mix (Chicago, IL)
  • Cris Dehlavi, Diageo Hospitality Partnership (Columbus, OH)
  • John Deragon, Resy (Brooklyn, NY)
  • Trevor Kallies, Freehouse Collective (Vancouver, British Columbia, Canada)
  • Juyoung Kang, Zouk Group at Resorts World Las Vegas (Las Vegas, NV)

Whenever you come across a Red, Grey, Black or White Coat at Tales, be sure to thank them for all their work. Well, if they don’t have their hands incredibly full. In that case, please get out of their way—they’ve got our drinks!

Image: M.S. Meeuwesen on Unsplash

Chef plating greens on plates
by David Klemt David Klemt No Comments

Hiring Struggles? Engage These Age Groups

Hiring Struggles? Engage These Age Groups

by David Klemt

Chef plating greens on plates

Staff turnover rates are still above pre-pandemic levels and there’s no silver bullet solution. However, two companies have some helpful advice.

Both Service Management Group and Technomic shared their tips during Restaurant Leadership Conference. Interestingly, each company has a different approach to the current hospitality industry labor problem.

In short, both SMG and Technomic advise operators to engage with vastly different age groups. However, they each have information that supports their recommendations.

Service Management Group

Jennifer Grimes, senior vice president of client services for Service Management Group, co-presented a session with Jim Thompson, COO of Chicken Salad Chick.

SMG is a software-with-a-service platform that seeks to the employee, customer, and brand experience. One crucial element of the company’s mission is the reduction of staff turnover.

During the RLC session, Grimes shared several years of hospitality turnover rates:

  • 2017: 72%
  • 2018: 75%
  • 2019: 79%
  • 2020: 130%
  • 2021: 86%

First, some context. The general consensus is that the industry’s average turnover rate has been between 70 and 80 percent for close to a decade. However, in comparison to other industries—10 to 15 percent—that’s stratospherically high.

Secondly, the turnover rate has been on rise since before the pandemic. Per some sources, the rate jumped from 66 percent in 2014 to 72 percent in 2015, a trend that continues to this day.

For SMG, the age group operators should seek to engage—generally speaking, of course—is 25 to 34 years old. Per the SWaS platform, this group was the most engaged pre-pandemic.

One reason for SMG’s suggestion is that Boomers appear to opting out of the workforce.

During the presentation by Grimes and Thompson, the latter shared that Chicken Salad Chick predicts the 2022 turnover rate to be just slightly above the 2019 rate.

Technomic

Unsurprisingly, Technomic had some numbers to share during RLC 2022 in Scottsdale, Arizona.

Per data provided by Joe Pawlak and Richard Shank, 70 percent of operators are still struggling with labor. Recruiting, hiring, and retaining staff doesn’t appear to be getting any easier four months into 2022.

Technomic also pointed out that the US saw the lowest population growth in its history last year: 0.1 percent.

Additionally, almost 17 percent of the country’s population is now at least 65 years old. In 2019, 48 percent of people 55 or older retired. That number is now just over 50 percent for the same age group.

Nearly seven million American consumers turn 60 each year, while four million turn 70 or older.

Logically, one may assume that Technomic is saying a significant portion of the US population is leaving the workforce. So, it’s best to focus on the same age group as SMG recommends.

However, Technomic is recommending a different strategy. Per Pawlak and Shank, retirees (mostly ages 55 and up) tend to have valuable managerial skills and experience.

Obviously, those skills and all that experience can be of great benefit to operators and our industry.

Certainly, all groups should be engaged by operators seeking to recruit, hire, and develop their teams. So, as KRG Hospitality sees recruitment, operators should craft targeted, authentic messaging that appeals to each age group.

Image: Sebastian Coman Photography from Pexels

Server helping guest in restaurant
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This Simple Test Reveals Process Problems

This Simple Test Reveals Process Problems

by David Klemt

Server helping guest in restaurant

There’s an easy way to identify whether there are changes that need to be made to processes and practices that only requires observation and time.

Luckily, it doesn’t take much time, either. In less than a week, an operator can determine if there are issues relating to onboarding new hires.

This simple test was shared during the 2022 Restaurant Leadership Conference in Scottsdale.

Interviews are Just the Start

It should go without saying but here we go: The hiring process doesn’t end with the interview.

An operator or their leadership team found an amazing job candidate? Awesome! That’s no small feat these days.

However, that’s just the first step in hiring and building a rock star restaurant, bar or hotel team.

Step two is onboarding, step three is training, and step four is advancement.

For KRG Hospitality, onboarding goes far beyond filling out federal and state paperwork. There’s more to it than setting up direct deposit and getting a new hire on the schedule.

Rather, operators need to implement a fully developed onboarding process. The key word there is “process.”

True onboarding includes the review of an employee handbook and an introduction to the business. During this process new hires should become familiar with the brand’s history, vision, culture, mission, and core values.

By the end of this process, a new team member should understand what’s expected of them, both in their individual role and behaviorally. Additionally, they should be introduced to the entire team.

In reality, the onboarding process is the development of a professional relationship.

The Test

Technically, the actual test for operators is for them to have in-depth hiring, onboarding and training processes in place.

So, operators should take a moment to review whether they have those processes.

However, the test I’m talking about here relates to onboarding directly. It’s simple and it was shared during RLC 2022 by Jim Thompson, COO of Chicken Salad Chick.

The only requirement is a few days’ time and an observant operator and/or leadership team.

Let’s say a candidate nails the interview. In particular, their personality is perfect for the available role. As the the hospitality industry maxim goes, hire for personality, train for skills.

The new hire works their first shift but their personality doesn’t shine through. However, that could be first-day jitters. Unfortunately, that personality the leadership team hired for is nowhere to be seen during their next few shifts.

According to Thompson, if a new hire’s personality doesn’t shine through within four shifts, there’s likely a process and practices issue. The lack of personality is an indicator that the new team member doesn’t feel confident in their role.

The onboarding process—either too shallow or nonexistent—is a likely culprit. Operators can use this test, a simple four-shift observation of a new hire, to determine if there’s a problem.

Once identified, the operator and their leaders can put their heads together, review the issue, and implement effective, positive change.

Image: Caroline Attwood on Unsplash

Person using Uber app on phone
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The Uber Effect: Recruit and Retain

The Uber Effect: Recruit and Retain

by David Klemt

Person using Uber app on phone

To better understand how to recruit and retain top talent these days we can simply look at what’s known as the Uber Effect.

We just got back from the Restaurant Leadership Conference in Scottsdale, Arizona. The education was top-notch, featuring a wide range of restaurant industry experts.

One outstanding session illustrates the need for operators—chain and independent—to change their approach to recruiting and retaining staff.

Flexibility in the Workplace

According to Jennifer Grimes, senior vice president of client services for Service Management Group, people in the labor pool are after three things when seeking employment.

Generally speaking, they want better pay, better benefits, and better scheduling. Gone are the days of people focusing only on their paychecks.

And per Jim Thompson, chief operating officer of Chicken Salad Chick, the Uber Effect is largely responsible for this shift in focus. The Uber Effect refers to people realizing they can be much more in control of their careers.

In simplest terms, Uber drivers are in control of their workdays. They can work as often as they want, whatever hours they want, and wear what they want while working.

Of course, it’s not complete anarchy. There are rules, there are expectations, there are standards. However, there’s also flexibility.

Along with more flexibility in scheduling, people want the following:

  • workload balance;
  • ability to trade shifts;
  • better communication; and
  • paid vacations.

Today’s modern scheduling platforms make it simple for operators and their leadership teams to meet these expectations. With these apps, operators and leadership can:

  • assign specific roles to individual team members;
  • communicate clearly with staff;
  • allow staff to trade, drop, and pick up shifts; and
  • fill available shifts.

One Size Doesn’t Fit All

Thompson has an interesting anecdote about availability.

A Chicken Salad Chick manager conducting interviews didn’t proceed with a candidate. Asked by Thompson why they wouldn’t be moving forward, the manager pointed to the candidate’s availability.

During the interview, the candidate provided only a single day and the manager felt that wasn’t enough. However, Thompson disagreed with the manager’s assessment.

What if, Thompson posited Thompson, their availability filled a currently open shift? At least there would be one less shift for leadership to worry about.

But it went deeper than just that point. Good operators and leaders know that job interviews aren’t one-way streets. Candidates are also interviewing their potential employer.

What if this candidate provided limited availability because they’re unsure about a particular employer? They may not know the brand all that well, they likely don’t know the leadership team, and they don’t yet understand the workplace’s culture.

As Thompson says, “One size fits all is over.” Operators and their leadership teams need to be flexible.

It’s highly possible that just a few shifts in, if the narrow-availability team member is a good fit and finds the job engaging, they’ll broaden they’re availability.

Developing the Culture

Of course, the above scenario comes down to culture. And Thompson has an interesting thought on that operational element.

If an operator isn’t constantly developing their culture, it will grow stagnant. Maintaining the current culture isn’t good enough.

Failing to do so will ultimately lead to a decline in guest satisfaction. When that happens, a decline in traffic comes along with it.

It’s really rather simple: How an operator and the leadership team treats employees trickles down to guests. Unhappy and unsatisfied staff provide poor service. How long are guests going to tolerate negative guest experiences?

And no, simply offering competitive compensation doesn’t automatically equate to treating staff well.

“Competitive pay, to me, is the cost of entry,” says Thompson.

To this point, the COO, also the self-appointed chief smile officer, addresses how the restaurant chain respects personal time.

Chicken Salad Chick, founded in 2008, is closed on Sundays. This isn’t due to any religious influence. Rather, the founders, per Thompson, were influenced by what they perceived as a high divorce rate in the restaurant space.

So, the brand wants employees to have family time. That’s also why there stores are also closed by 8:00 PM. In some cases, they close at 5:00 or 7:00 PM. Again, personal and family time.

Could they generate more revenue if they opened earlier and closed later? Probably. However, their culture is crucial to their success.

Takeaway

If operators want to begin the process of truly developing a positive workplace culture, there are several questions Thompson suggests operators and their leaders should ask.

Is the brand purpose driven? Does focus on fun, family, and culture?

How can the business offer incremental value to staff? Are the pay and benefits competitive? Is the workplace safe and are their opportunities for staff to advance?

What’s the community like within the four walls? How’s the energy within those walls?

Are the processes and practices in place helping or hindering recruitment and retention? How can the processes be simplified so employees learn what they need to know quickly?

How flexible is the business, honestly? What’s being done to truly help leadership create better relationships with the team?

Finally, I’ll end on something interesting from Grimes. Analyzing employee engagement, SMG has found that isn’t just about compensation.

In fact, when it comes to what makes most people perceive their job as fulfilling, the top influencer is working with people they like. Second is salary and benefits. Third, rewarding work.

Operators need to adapt to employee expectations, just as they need to focus on those of guests. Sitting down with their leadership teams to discuss Thompson’s questions is a great first step toward developing a culture that works and rewards.

Image: Priscilla Du Preez on Unsplash

Close-up shot of person texting on phone in a restaurant
by David Klemt David Klemt No Comments

Leadership Facepalm: Don’t Do This

Leadership Facepalm: Don’t Do This

by David Klemt

Close-up shot of person texting on phone in a restaurant

Here’s a hot take on the employer-employee dynamic: Don’t text staff at 3:00 in the morning demanding they come in on their day off.

In fact, let’s compress this piece of advice. Don’t text staff at 3:00 in the morning.

Really, I shouldn’t have to explain the myriad reasons that doing so isn’t acceptable. However, a post on Reddit shows that this topic needs addressing.

Are You Serious?

Yes, I’m using a Reddit post as an example of what not to do. And yes, I’m going to assume the post is legitimate for the purposes of education.

Owners, operators, and members of leadership teams need to lead. Micromanaging, assuming staff is at their beck and call, and domineering behavior only lead to high turnover.

A high staff churn rate is costly, and not just financially. Yes, it costs thousands of dollars to replace a single member of staff. However, immediate financial costs shouldn’t be the only concern.

Churning through staff also damages a restaurant, bar, hotel, or owner’s reputation. Should they become known as a bad employer—word gets around quickly in this industry—and eventually an operator won’t be able to hire rock star talent.

Over time, they’ll only draw in workers that chase away their guests. After that, the operator will be closing the doors.

“You Need to Be a Team Player”

Interestingly, the Reddit post that’s inspiring this article isn’t brand new. The post in question is about six months old.

But these days, with the shift in the employee-employer dynamic that’s taking place, stories of “epic” or “savage” quitting garner attention.

Again, there are myriad reasons people are drawn to these stories. Rather than read through those, let’s take a look at this quitting story.

A bartender took to Reddit (again, I’m assuming this is a fact) to share texts from his (former) manager. The timestamp on the first text? 2:59 in the morning.

“I need you to come in from 11a-10p today,” starts the text. The reason? Only one bartender is on the schedule for an event that day.

In response, the bartender says, “No thank you,” stating it’s their day off. And then the manager makes a demand using a term that gets thrown around far too much when some people in a position of authority don’t get the response they want (in my opinion).

The bartender is told they need to be a “team player,” and that “it isn’t all about you.” On a positive note, the manager does then say “please” and asks the bartender to come in.

Putting their cards on the table, the bartender says they’ve had a few drinks and don’t want to work an eleven-hour shift with a hangover. Personally, I don’t think the manager was due that explanation but okay.

This doesn’t sit well with the manager, who now attempts to police the bartender’s personal time. According to the texts, the bartender needs “to stay ready for work.” This is apparently because “getting too drunk is not a good look if you can’t stay prepared.”

“Fed Up with You”

After a few more texts back and forth, the manager fast-tracks this situation’s escalation. The bartender is told that they’re going to talk about the bartender’s “attitude” when they “come in Sunday.”

Well, it’s highly unlikely that conversation ever took place. According to screengrabs of the texts, the bartender replies, “No we’re not.” They then proceed to remind the manager that “dozens” of places are hiring bartenders. They’re happy to go work for one of those businesses.

Unsurprisingly, the manager attempts to backpedal. They say that the bartender is making a rash decision “because you’re drunk” and will regret it the next day. That approach doesn’t work.

Now, there’s one sentence that suggests to me, if this situation is real, that the owner needs to address this manager. Or, if this manager is the owner of the business, that they need to work on developing leadership skills.

That line? “I’m fed up with you.”

Sure, they could mean they’re fed up with them in this instance. However, the line follows the bartender saying that their are several other places they can find work instead.

My interpretation is that at a minimum, these two have a problem with one another. Worst case, this manager isn’t doing the owner (or themselves) any favors with their “leadership” style.

Just…Don’t Do This

Please, please, please, don’t text or call staff at 3:00 in the morning. There are perhaps a tiny handful of reasons to ignore this advice. As I see it, those reasons all involve emergencies.

And no, being short-staffed for an event the following morning is not an emergency worthy of texting or calling an employee to cover a shift so late at night/early in the morning.

There are several leadership and scheduling solutions that can prevent this type of situation. In this particular instance, since the bartender was “fed up with” this manager, they were going to quit sooner or later.

Which brings me to my first point: Operators need to know what their leaders are doing. How are they treating staff? How does the staff perceive the leadership teams?

Secondly, how do the operator and other leaders perceive one another? Is everything running smoothly or is one “leader” not really leading?

And finally, scheduling technology. These days, there’s really no excuse for many kinds of scheduling problems. Several scheduling apps integrate well with popular restaurant, bar, and hotel POS systems.

For example, HotSchedules gives staff the ability to give away, swap, and pick up shifts. Another example is OpenSimSim, which provides an open shift invite feature. Staff can also set their profiles to auto-accept shifts as they become available.

7shifts and Schedulefly can also help fill shifts. And like HotSchedules and OpenSimSim, leaders can message groups and individuals, and vice versa.

Perhaps the biggest takeaway here is this: The maxim, “People don’t leave jobs, they leave managers,” is accurate. Leaders need to respect their team members and their personal time.

Image: Alex Ware on Unsplash

People toasting with a variety of cocktails
by David Klemt David Klemt No Comments

Prepare for the New Rules of Hospitality

Prepare for the New Rules of Hospitality

by David Klemt

People toasting with a variety of cocktails

Guests are returning to bars, restaurants, and hotels, so you need to prepare now for the new rules of hospitality.

If you’re wondering what those rules are, wonder no more. We have a number of articles addressing them, some of which are here, here, and here.

Phil Wills, owner and partner of the Spirits in Motion and Bar Rescue alum, also has some thoughts. In fact, Wills shared his approach to what he identifies as the new rules of hospitality last week.

 

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A post shared by Phil Wills (@phil_i_am11)

During Bar & Restaurant Expo 2022, Wills presented “The New Rules of Hospitality: What a Post-pandemic Consumer Wants.”

Below, you’ll find what Wills has to say about hospitality in 2022 and beyond in three categories.

Hospitality

Wills kicked off his session with a simple question: How do you define “hospitality”? And yes, he put attendees on the spot, asking them for their answers.

It’s always at least a bit amusing that even the most outgoing operator gets shy in a conference setting. I’ve never seen so many people suddenly need to check their phones, shoes, or the ceiling tiles as when they’re asked to participate in a class or education session.

For Wills, the definition is “making a guest feel welcome, as though they’re in your home.”

Obviously, the answer is different for everyone. As Wills says, the key is considering how you and your brand define hospitality. If that seems easier said than done, Wills has some tips, presented in the context of a guest visit.

First, guests take in the sights, sounds, and smells of your space. They also consume your menu items, and converse with your staff, their party, and other guests.

Look at your business through the eyes of your guests. Now, this can be a difficult exercise, particularly if you spend a lot of time in your restaurant, bar or hotel.

So, ask team members to do the same and provide feedback. We take for granted what our spaces, food, and drinks look like.

To improve the guest experience, pay attention to ticket times and F&B consistency. This will reduce recovery incidents and phrases.

Finally, Wills recommends engaging with guests (if that’s what they want). However, he also suggests facilitating connections between guests.

Interestingly, Wills also says, “Regulars are old money. You want to get that new money.” Then, you want to convert that new money into old money. Rinse, repeat.

Training

As relates to training, Wills categorizes new hires in two ways: toll takers and moneymakers.

Toll takers take a toll on your business. They cost you money, and if they don’t receive the proper training they can chase guests away.

So, you’ll need to spend time and money to convert toll takers into moneymakers.

Speaking strictly in a technical sense, training needs to provide team members with the knowledge and tools to become moneymakers. To accomplish this, Wills has three keys to making training stick:

  1. Don’t make training too easy. If training is easy, team members won’t retain what they’re taught. Challenge your staff.
  2. Vary your training. There are a number of training methods at your disposal. Use multiple methods to engage your staff. Wills suggests combining shift work, book work, and tests, at a minimum.
  3. Turn training into a competition. At this point, we’re gamifying just about anything. So, Wills recommends the platform 1Huddle to gamify your training.

Labor

Simply put, Wills says we need to find new ways to make this industry exciting to new hires.

According to the National Restaurant Association, we’re still seeing significant job losses in hospitality, foodservice, and lodging and accommodation.

In fact, we’re down 14 percent when it comes to full-service restaurant jobs. For bars and taverns, the number is 25 percent.

For Wills, offering incentives, mental health breaks, and even cash bonuses for staying in role for a number of months can draw the attention of new workers.

However, he also has another interesting idea: making people smile. On average, according to Will’s research, people smile 20 times each day. He wants to find ways to make people smile 20 times during a single visit to a restaurant or bar.

Now, Wills admits he’s still working on how to accomplish this lofty goal. I believe a key component is creating a working environment that inspires team members to smile 20 times per shift.

Image: Kelly Sikkema on Unsplash

Ukraine flag flying against blue sky, perspective shot
by David Klemt David Klemt No Comments

How Operators Can Support Ukraine

How Operators Can Support Ukraine

by David Klemt

Ukraine flag flying against blue sky, perspective shot

It’s normal to feel like there’s not much we can do as we watch in horror as Russia invades Ukraine, but there are ways to show support.

NATO alliance countries are struggling in their responses to Russia. A country with thousands of nuclear arms invaded a sovereign nation without such weapons. The response from NATO nations must be measured and de-escalate, not provoke. Consider that Russia seemingly threatened Sweden and Finland, and put its nuclear deterrence forces on “high alert.”

So, it’s understandable that the rest of us aren’t sure how much of a difference we can make.

However, restaurants, bars, hotels, and other hospitality businesses do have the power to help.

Zirkova Vodka

John and Katherine Vellinga founded Zirkova Vodka around 2016. Initially, the brand was named Slava Vodka.

The Vellingas are Canadians. However, they consider Ukraine their home country. In fact, the two worked in Ukraine for about five years.

During their time in Ukraine, the two worked with brewers and winemakers. Over the course of those five years, John and Katherine decided to create an ultra-premium Ukrainian vodka.

It’s important to note, however, that Zirkova’s mission isn’t simply to create world-class vodka. You can read their full mission statement here.

In part, the brand’s mission statement reads: “Built in the DNA of the brand is a deep-rooted belief in the goodness of humanity, an abiding commitment to freedom and human rights for all.”

Zirkova’s foundation One+Together has raised money for human rights and humanitarian throughout Canada, Ukraine, and New York City.

Now, the brand is donating 100 percent of profits generated from sales of Zirkova at the LCBO to Ukrainian humanitarian funds.

 

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A post shared by ZIRKOVA VODKA (@zirkovavodka)

It should also be noted that the province of British Columbia has banned the sale and import of Russian liquor products.

Donations

On the topic of donations, operators can support a number of charities that focus on helping the people of Ukraine.

For example, World Central Kitchen. WCK has already mobilized, setting up in Poland to help Ukrainians who have had to flea their homes.

The non-profit organization also has a relief team on the way to Romania as well. Donations to WCK can be made via this link.

If you have a question about the legitimacy of a charity, look it up on a site like Charity Navigator. Unfortunately, bad actors (scumbags) latch onto crises to scam people out of their money.

Rejecting Russian Vodka

Some restaurants and bars are making more assertive statements via the products they’re now willing to sell…or no longer sell.

There are restaurants and bars emptying their inventories of Russian vodkas by dumping them out.

 

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A post shared by Eric Gladstone (@ecgladstone)

The above post is just one example of operators, restaurant workers, and bar teams taking a stand.

In addition, there are operators seeking to add Ukrainian products to their menus. Will these businesses ever carry Russian products again? It’s far too early to tell, of course.

Individual operators will have to decide if refusing to sell Russian products is the right decision for them. If they choose that path, they’ll need to decide if doing so quietly or publicly is the best approach.

In simplistic terms, too many politicians and leaders are beholden to corporate money and influence. Realistically, as regards Putin, the opposite seems true.

Still, impacting the bottom lines of Russian companies, millionaires and billionaires may have some impact on Putin, though that’s unlikely to lead to peace any time soon.

Interestingly, reports indicate that at least two Russian billionaires have called for peace in Ukraine.

Safe Communities

It’s alarmingly easy for strong emotions to drive just about anyone to make harmful decisions. Fear, sorrow, frustration, and anger are powerful.

We must all remember something incredibly important: The Russian people are not to blame for Russia’s invasion of Ukraine.

One person—along with his inner circle of sycophants and enablers—is to blame: Russian president Vladimir Putin.

Feeling powerless to help the Ukrainian people can lead to feelings of anger. It’s crucial that we not allow violence or harassment of Russian people in our communities.

We can support Ukraine without harming Russian people. Restaurants and bars are pillars of their communities, and keeping people safe is non-negotiable.

Some of us may react to feelings of anger, fear, and frustration by lashing out. We can’t let that lead to violence in our streets.

Do not tolerate harassment or violence in or around your business, and make it clear your business is safe for all guests. The last thing we need now is more divisiveness, harm or fear.

Image: Daria Volkova on Unsplash

White and red neon restaurant sign that reads "Kitchen Open"
by David Klemt David Klemt No Comments

Independent Operators are Making Changes

Despite Challenges, Independent Operators are Making Changes for the Better

by David Klemt

White and red neon restaurant sign that reads "Kitchen Open"

Independent Restaurant Coalition survey results show our industry is still struggling but some operators are making positive changes.

The hospitality industry absolutely needs and deserves help. The Restaurant Revitalization Fund absolutely needs replenishing.

However, hospitality continues to prove its resiliency, adaptability, and innovation.

It must be said, though, that it’s exhausting for owners, operators, and workers to have to constantly be resilient. Sometimes, the industry needs help. It’s past time for help to come.

But, I digress. Back to the IRC and their recently released survey results.

Still Overwhelmed

The IRC surveyed close to 1,200 respondents who are part of the restaurant and bar community. Survey participants represented all 50 states in the US.

Some respondents received RRF grants, some did not. Of course, receiving a grant wasn’t a silver bullet for surviving the pandemic.

However, the grants certainly helped:

  • Nineteen percent of grant recipients took out personal loans since February 2020. In comparison, that number more than doubles to 41 percent for those who didn’t receive grants.
  • Since the beginning of the pandemic, five percent of grant recipients took on additional investors. Again, that number more than doubles for operators who received no RRF grants. Eleven percent took on more investors to survive.
  • Due to the omicron variant of Covid-19, grant recipients had to reduce staff by 21 percent on average. Their counterparts had to decrease staff, on average, by 30 percent.
  • When it comes to selling off a personal asset to help their business survive the pandemic, ten percent of grant recipients did so. For those who didn’t receive an RRF grant, that number increases more than two-and-a-half times to 26 percent.

The challenges—an inadequate word, truly—have led to industry-wide changes. Per the IRC’s survey:

  • Hiring challenges have impacted 91 percent of independent restaurants and bars.
  • Menu prices were hiked up by 89 percent of independent businesses.
  • Nearly half—42 percent—reported to the IRC that they had pivoted to alternate business models after ceasing indoor and outdoor service.
  • Six percent of independent restaurants and bars pivoted to offering outdoor dining only.

Progress Being Made

Operators have been facing hiring challenges for several months now. In response, some operators offer various incentives.

As examples: meals for honoring scheduled interviews; cash for showing up to interviews; large cash bonuses for remaining in position for 90 or more days.

However, none of the above really address longstanding, widespread issues hospitality workers have given as reasons for quitting jobs (and the industry entirely).

To name just two, livable wages and benefits. Despite the challenges operators are facing, they have made positive changes. We’re not talking a small percentage, either.

Per the IRC, independent businesses reported the following changes:

  • 84 percent of restaurants increased wages.
  • 37 percent of restaurants, bars and other independent hospitality businesses added paid sick leave to the benefits they provide.
  • 21 percent of employers have added paid vacation to their benefits.

These changes (and others) are a promising start, showing that operators are listening to workers. Bringing traffic and revenue back to pre-pandemic levels—and beyond—is a great goal. But how will the industry get there?

One answer is for operators to listen to the hospitality professionals they rely on for their businesses to thrive. Listening, and then acting in meaningful ways.

Image: Patrick Tomasso on Unsplash

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