Restaurant owner

by David Klemt David Klemt No Comments

Why You Should Invest in Strategy

Why You Should Invest in Strategy and Foresight

by Doug Radkey

A surprising trend is emerging: Many aspiring entrepreneurs, restaurateurs, hoteliers, and seasoned business owners are hesitant to invest in two key elements.

Those elements? Strategy and foresight.

Despite understanding the importance of strategic direction, they often prioritize more immediate needs such as hiring talent, refining processes, and other operational aspects. However, these efforts, while crucial, can lack cohesion and effectiveness without a well-defined strategy guiding them.

Financing can be tight but that’s not often the issue. I’ve witnessed business owners eagerly spend $25,000 on new tables and chairs—when they weren’t necessary—while hesitating to invest the same amount in strategic planning that could yield a much higher return on investment.

It’s even more surprising to see new entrepreneurs pour over $1 million into launching a new bar or restaurant, only to balk at a $25,000, comprehensive strategy package.

This package, which includes a feasibility study, concept development playbook, brand strategy, marketing playbook, tech-stack playbook, financial playbook, and business strategy playbook, is often dismissed as “not in the budget.”

Yet, this investment in strategy is crucial for setting a strong foundation, and ensuring both short-term and long-term success. It’s like navigating without a map, or building a house without a blueprint; there may be some progress, but without a clear vision and destination, there’s a much greater risk of veering off course.

In terms of restaurants, bars, or hotels, a lack of strategy and foresight leads an owner to crumble their business to the ground.

This article explores the reasons why investing in strategy and foresight is not just a wise choice but an essential one for ensuring success and stability in an increasingly unpredictable industry.

What are Strategy and Foresight?

To overcome the laundry list of potential obstacles in this industry, you must prioritize strategic thinking, invest in the necessary resources and expertise, and cultivate a culture that values long-term planning.

No matter whether you’re starting, stabilizing, or scaling your brand, you need both strategy and foresight on your side.

Foresight

Foresight is the process of anticipating and envisioning potential future scenarios, trends, and developments. It involves analyzing emerging patterns, uncertainties, and possible disruptions to understand what the future might hold for you and your bar, restaurant, or hotel.

Foresight is not about predicting the future with certainty but about exploring a range of possibilities, and preparing for each of those scenarios.

Key Characteristics:

  • Explorative: Foresight explores multiple potential futures rather than focusing on a single expected outcome.
  • Long Term: Typically, a focus on the long-term implications of current trends and decisions.
  • Proactive: Foresight encourages proactive thinking and planning to anticipate changes, and prepare for various possibilities.
  • Qualitative and Quantitative Analysis: A combination of qualitative insights and quantitative data to create comprehensive future scenarios.

Strategy

Strategy, on the other hand, is the formulation and implementation of a plan to achieve specific goals and objectives. It involves making deliberate choices and decisions to allocate resources, navigate challenges, and capitalize on opportunities.

Strategy is focused on setting a clear direction, and determining the actions needed to reach desired outcomes.

Key Characteristics:

  • Directive: Strategy provides a clear roadmap and actionable steps to achieve goals.
  • Focused on Execution: The practical aspects of how to achieve desired outcomes, including resource allocation, prioritization, and performance measurement.
  • Short to Medium-Term: Strategy often addresses short to medium-term objectives, aligning current actions with long-term vision.
  • Decision Making: Strategic decisions based on the current understanding of the environment, resources, and capabilities.

Why You Should Integrate Strategy and Foresight

When you combine strategy with foresight you and your business can make more informed decisions. An informed decision is the consideration of both the present context and potential future developments.

Foresight provides valuable insights into emerging trends and uncertainties, helping your brand anticipate challenges and opportunities. This integration ensures that strategic decisions are based on a comprehensive understanding of possible future scenarios. Strategic decision reduce the risk of being caught off guard by unexpected changes.

Integrating foresight into the strategic planning process enhances your businesses adaptability and resilience. Foresight allows you to explore a range of possible futures, and develop contingency plans for different scenarios.

This proactive approach enables you and your team to respond quickly and effectively to changes in the external environment. Whether technological advancements, market shifts, or sociographic adjustments, you’ll be prepared to adapt quickly.

Innovation and Risk Management

Foresight provides a long-term vision, while strategy focuses on short-term actions. By integrating the two, your hospitality business can align its immediate goals and actions with its long-term vision. Doing so ensures consistency and coherence in decision-making, and helps you stay on track toward achieving your long-term objectives. It also helps bridge the gap between future aspirations and current realities, creating a more cohesive and actionable playbook.

When you act with foresight, you encourage the exploration of new ideas and potential innovations by identifying emerging trends and disruptions. Integrating foresight with strategy enables your business to pursue innovative solutions proactively, and capitalize on emerging opportunities. This combination fosters a culture of innovation, and encourages you and your team to think beyond the present, seeking ways to stay ahead of the competition continually.

Foresight helps identify potential risks and uncertainties that may impact your business in the future. Incorporate these insights into the strategic planning process so you can develop strategies for your business that mitigate or manage risks.

A proactive approach to risk management reduces vulnerability, and enhances organizational stability.

Foresight and Strategy Sample for Starting a Hospitality Brand

Strategy

Feasibility Study: Assess market demand, demographics, competition, and potential profitability. This foundational step provides a realistic view of the business opportunity and potential challenges.

Brand and Concept Development: Define the unique selling proposition (USP), story, target market, and brand identity. Develop a detailed playbook outlining the concept, including menu/room design, service style, and intended ambiance.

Site Selection and Design: Choose a location based on the completed feasibility study. Design the space to reflect the brand’s identity and concept with a reputable designer who follows the vision.

Foresight

Market Trends Analysis: Identify emerging food and beverage trends, changes in consumer preferences, and demographic shifts. Use this information to shape the concept and offerings.

Regulatory Landscape: Anticipate potential changes in regulations related to health, safety, and licensing. Prepare to adapt to these changes to ensure compliance and minimize disruptions.

Technological Integration: Explore advancements in restaurant and hotel technology. Plan for their implementation by developing a tech-stack that enhances the guest experience, and operational efficiency.

Foresight and Strategy Sample for Stabilizing a Hospitality Brand

Strategy

Operational Efficiency: Streamline processes, optimize inventory management, and implement cost-control measures. Review financial performance regularly to identify areas for improvement.

Marketing and Branding: Develop a cohesive marketing strategy to build brand awareness and loyalty. Leverage social media, local events, and partnerships to attract and retain guests.

Guest Experience: Standardize service protocols, and enhance staff training. Focus on delivering consistent and high-quality experiences to build a loyal guest base.

Foresight

Scenario Planning: Develop contingency plans for potential disruptions, such as economic downturns, supply chain issues, or changes in consumer behavior. This preparedness helps the business remain resilient in the face of uncertainty.

Competitive Analysis: Monitor competitors’ strategies and market positioning continuously. Adapt and differentiate the brand’s offerings to maintain a competitive edge.

Guest Feedback and Data Analysis: Collect and analyze guest feedback to identify emerging preferences, and areas for improvement. Use this data to refine offerings and enhance guest satisfaction.

Foresight and Strategy Sample for Scaling a Hospitality Brand

Strategy

Expansion Planning: Evaluate potential markets for expansion, considering factors such as demographics, market demand, and competition with a feasibility study. Develop a scalable business model and expansion strategy.

Brand Consistency: Develop and maintain brand standards, and ensure consistency across all locations. Implement standardized operating procedures and quality control measures.

Partnerships and Collaborations: Explore strategic partnerships with suppliers, local businesses and community partners, or other brands to enhance offerings and expand reach.

Foresight

Future Market Opportunities: Identify emerging markets and growth opportunities, such as new geographic regions, niche markets, or evolving guest segments. Plan to enter these markets with tailored offerings.

Innovation and Adaptation: Foster a culture of innovation by encouraging the exploration of new ideas, products, and services. Stay ahead of industry trends and incorporate innovative solutions to differentiate the brand.

Risk Management: Assess potential risks associated with scaling, such as supply chain complexities, cultural differences, or operational challenges. Develop an outlook to mitigate these risks and ensure smooth expansion.

In Summary

The integration of strategy and foresight into your hospitality business is not a luxury but a non-negotiable.

Investing in these areas will provide your business with the tools and insights needed to navigate uncertainties, anticipate market shifts, and make informed decisions that align with your goals. Far from being mere expense lines, strategy and foresight are foundational elements that drive growth, innovation, and resilience.

Prioritize strategic planning and future-oriented thinking so your business can create a cohesive and actionable roadmap that bridges the gap between current realities and future aspirations. This investment enables you to address potential challenges, capitalize on emerging opportunities, and maintain a competitive edge in a proactive manner.

Whether starting a new venture, stabilizing your operations, or scaling your business to new heights, the integration of strategy and foresight empowers you to outperform the competition in this ever-changing environment.

Ultimately, the value of investing in strategy and foresight goes beyond immediate financial returns. This integration cultivates a culture of continuous improvement, adaptability, and forward thinking, ensuring that your business is not only prepared for the future but also positioned to shape it.

As such, you should view these investments not as costs but as crucial assets that contribute to the success and sustainability of your brand.

Image: Canva

KRG Hospitality. Restaurant. Bar. Hotel. Feasibility Study. Business Plan.

An AI-generated image of a business plan on one side, versus a playbook on the other side
by David Klemt David Klemt No Comments

Difference Between a Plan and Playbook

The Difference Between a Plan and a Playbook

by Doug Radkey

An AI-generated image of a business plan on one side, versus a playbook on the other side

Sometimes AI comes up with impressive images. This is one of them.

You’ve likely heard that 80 percent of hospitality businesses fail within the first five years.

When you ask those in the industry the question of why there is such a high rate of failure, they reply with a fairly predictable list of factors. These tend to be location, concept or brand confusion, lack of service standards, toxic workplace culture, sub-par marketing efforts, and mismanaged funds.

Many operators who fail try to quickly blame external factors, such as the economy.

When you ask the next question—what are the other 20 percent of operators doing differently to surpass five years in business—you get one simple answer. The difference between those who drive a sustainable profit of 12, 15 or 20 percent (or more) and those who don’t boils down to one thing and one thing only: they have strategic clarity.

It’s not that the successful 20 percent did not battle challenges or the same tough economy or labor struggles. What they had was clarity, and a playbook detailing how to overcome a multitude of challenges.

So how do you achieve strategic clarity? Well, it’s much more than just writing—or filling out a template for—a business plan.

What is Strategic Clarity?

Strategic clarity is the comprehensive understanding and alignment within your hospitality business regarding its identity, direction, purpose, and the means to achieve its goals.

It involves clear communication and consensus on key aspects of the business, ensuring that everyone is working towards the same objectives. Below, the key components that define strategic clarity.

1. Understanding Who We Are

  • Core Identity: This includes the mission, vision, and core values of your business. It defines what the business stands for, and its fundamental purpose.
  • Strengths and Weaknesses: Recognizing the business’ strengths, weaknesses, opportunities, and threats (SWOT) aids in identifying the core competencies and areas for improvement.
  • Culture: The shared beliefs and practices that characterize the business’ internal environment, and how it interacts with both staff and guest perceptions.

2. Knowing Where We are Going

  • Vision: A clear and compelling picture of what the business aspires to become in the future. It serves as a guide for choosing current and future courses of action.
  • Long-term Goals: Specific, measurable, achievable, relevant, and time-bound (SMART) goals that outline the desired outcomes over an extended period.
  • Milestones: Intermediate targets that mark progress towards the long-term goals.

3. Understanding Why We are Doing This

  • Purpose: The fundamental reason for the business’ existence beyond making a profit. It encompasses the broader impact the business aims to have on its community.
  • Motivation: The driving force behind the business’ actions and strategies. This includes the values and principles that guide decision-making, as well as behavior.
  • Stakeholder Alignment: Ensuring that the goals and activities of the business align with the interests and needs of its stakeholders: guests, employees, investors, and the community.

4. How We are Going to Get There

  • Strategy: The overarching plan that outlines how the business will achieve its vision and long-term goals. It includes the allocation of resources and the selection of strategic initiatives.
  • Tactics: The specific actions and steps that will be taken to implement the strategy. This involves detailed planning, delegation, resources, and execution.
  • Performance Metrics: The criteria and tools used to measure progress and success. Key Performance Indicators (KPIs) and other metrics help track the effectiveness of strategies and tactics.
  • Continuous Improvement: The process of regularly reviewing and refining strategies and tactics based on performance data and changing circumstances.

Strategic clarity is essential for the cohesive and effective functionality of your bar, restaurant, or hotel business. This leadership approach ensures that all members understand and are aligned with the business’ identity, direction, purpose, and methods.

By achieving strategic clarity, organizations can navigate challenges, seize opportunities, and build upon sustainable long-term success. What we have found over the years that attributes to long-term clarity and success is a series of playbooks.

Understanding Plans and Playbooks

Let’s first dive into the critical distinction between a plan and a playbook, and why this matters for your bar, restaurant, or hotel. Understanding and utilizing both can significantly impact your business’ ability to start strong, stabilize effectively, and ultimately position you to scale successfully.

A traditional business plan, as you may know it, is a document that outlines your goals, and the steps you will take to achieve them. It’s often the number one consideration to secure funding and to set strategic direction.

However, it is, more often than not, missing plenty of crucial information, strategies, and guidance that end up planting a false sense of security.

A playbook, on the other hand, is a more comprehensive guide filled with detailed processes, best practices, and adaptable strategies tailored to your specific operations. Within this dynamic industry, you need more than a standard business plan if you want to be successful.

In fact, you should have eight different playbooks in place to position yourself within the top echelon of this industry.

The Power of Playbooks in Hospitality

While plans are often static or rigid (and often forgotten about shortly after they’re written), playbooks are designed to be flexible and adaptable.

Playbooks provide a step-by-step guide, ensure consistency and efficiency, and offer adaptable strategies and best practices to start, manage, and grow effectively.

Playbooks go into more granular details, and provide actionable steps. In this way, they’re notably different from a singular business plan.

The Eight Playbooks

No matter if you are operating a coffee shop, bar, restaurant or hotel (or any other concept within the hospitality industry), the following eight playbooks should be looked at as non-negotiables.

  1. Feasibility Study/Playbook: The foundational guide for assessing the viability of your hospitality business idea. It involves a comprehensive analysis of the market, competitive landscape, financial projections, and operational requirements. This playbook helps you determine whether your concept is realistic and profitable before committing significant resources.
  2. Concept Playbook: Focuses on refining your hospitality business idea into a clear and compelling concept. This playbook guides you through creating a unique value proposition, defining your target market, and outlining the core elements of your business, including service style, interior design, and internal programming.
  3. Prototype Playbook: A step-by-step guide to developing a tangible representation of your hospitality concept. This playbook helps you create a prototype that can be tested and refined before a full-scale launch. This playbook covers design specifications, operational workflows, fixtures/furniture/equipment, and detailed budgets.
  4. Brand Strategy & Identity Playbook: Defines the strategic approach to building and maintaining a strong brand. This playbook covers the creation of your brand identity, messaging, and positioning to ensure consistent and impactful brand communication. It involves color psychology, core values, mission statements, brand experiences, and more.
  5. Marketing Playbook: Outlines the strategies and tactics to attract, build, and retain your target guests. This playbook provides a roadmap for creating and executing effective marketing campaigns across various channels. It provides a step-by-step guide on content, social media management, database building, email marketing, partnerships, and community activations, along with detailed guest journey maps.
  6. Tech-stack Playbook: Provides guidance on selecting and implementing the correct technology solutions to enhance your hospitality operations. This playbook ensures that your technology infrastructure supports your business goals and improves efficiency. This playbook identifies technology gaps, software solutions, hardware requirements, and integration plans, plus training and support on technology.
  7. Financial Playbook: A comprehensive guide to manage your hospitality business’ finances. This playbook covers budgeting, financial forecasting, accounting practices, and financial performance analysis. It should highlight financial contingency plans, mock labor schedules, daily/weekly/monthly/seasonal traffic reports that align with the business, and financial objectives.
  8. Operational Playbook (a.k.a. Business Plan): Outlines the day-to-day operations in great detail, along with long-term strategies. This playbook ensures that all aspects of your operations are well-coordinated and aligned with your overall business goals, and the other seven playbooks. It should highlight standard operating procedures, labor plans, supply chain management, guest services, and measurable operational metrics.

You’ll notice there are seven other playbooks written before the business plan. Far too often, this is where people start. Without the other seven playbooks, it will be nearly impossible to craft a winning playbook for your day-to-day operations.

When Should You Use Playbooks

  • To Start: These eight playbooks are crucial to craft your success story right from the beginning. Build the foundations before signing a lease or purchasing a property.
  • To Stabilize: If you’re currently underperforming (profit margins under 12 percent for bars and restaurants, and under 15 percent for hotels), use playbooks to generate impactful results.
  • To Scale: These playbooks will help ensure that both your first location—and the next location—are prepared for consistent operations without diminishing your brand equity.

Strategic planning within detailed playbooks is essential for your hospitality business’ success.

Regardless of your current position, evaluate your use of business plans, and consider developing comprehensive playbooks instead. Make the time and commitment to achieving true clarity in your business, and position yourself to be on the correct side of this industry’s statistics.

AI image generator: DALL-E

KRG Hospitality Start-Up Restaurant Bar Hotel Consulting Consultant Solutions Plans Services

Black-and-gray, AI-generated image of a ram's skull covered partially by a shroud, with the word "death" underneath it
by David Klemt David Klemt No Comments

Entrepreneurship with Purpose

Entrepreneurship with Purpose: Your Why, How & What

by David Klemt

Black-and-gray, AI-generated image of a ram's skull covered partially by a shroud, with the word "death" underneath it

Don’t freak out! This is subtext, and a nod to the Death & Co. brand and their Big Horn Sheep cocktail mug.

Not every operator can transform their vision for owning a bar into building a hotel, so when someone who does just that wants to talk, it’s wise to listen.

I can’t be sure if the Death & Co. team knew they were building an empire when they opened their first cocktail bar. After listening to David Kaplan’s keynote at the 2024 Flyover Conference, I do believe the team laid the foundation to ensure their success before ever greeting their first guests.

Further, I like to think that opening in NYC on NYE and ushering in 2007 with a brand-new concept embodies the Death & Co. ethos. Literally, the bar and its first patrons marked the passage of time from one year to the next. Figuratively, death symbolizes change, and Death & Co. as a brand is certainly a metaphor for revolution and metamorphosis.

As a bar, Death & Co. is noteworthy for the significant contributions it made to the modern Cocktail Revival. Among the craft cocktail bar’s New York scene peers were Pegu Club, Milk & Honey, and Employees Only.

According to Kaplan, six years went by before the team even considered taking on a new location. In 2018, Death & Co. Denver opened inside The Ramble Hotel. A year later came Death & Co. Los Angeles. Four years after opening in LA, in 2023, the craft cocktail brand entered the Washington, DC, market. Announced a couple of weeks ago, there will be a fifth outpost in Seattle.

And those are just the Death & Co. locations.

Why, How & What

The type of unrelenting success achieved by the Death & Co. team doesn’t happen overnight. It takes drive and clarity, and a ruthless dedication to understanding purpose, process, and outcome.

Expanding on the point of clarity, Death & Co. falls under the Gin & Luck umbrella, of which Kaplan is the CEO.

During his keynote, titled “Crafting Success: The Journey of Purpose-Driven Entrepreneurship,” he shared his personal and professional approaches to business. Along with being engaging and informative, Kaplan is also transparent.

For example, he shared his personal core values and those of the Death & Co. brand. Kaplan’s are the pursuit of excellence, meaningful work, relationships, challenges, and creativity. As a brand, Death & Co. core values are curiosity, pursuit of excellence, Always Be Knowing (ABK), contagious joy, and connection.

But, I get ahead of myself. To start his keynote, Kaplan explained a few key terms and how they relate to one another. A person’s why, personal or professional, is their purpose for doing something. On a grander scale, their why can be the purpose that drives their entire life.

How is process, the systems and procedures that will move one forward. What, in this context, is outcome, or the result that a person is working to achieve.

As Kaplan explained, when one comes to understand their purpose, that leads them down the path of understanding and developing their process. Ultimately, understanding the why and how leads to an understanding of their what.

Do the Work

Among the excellent points made by Kaplan was this: None of us are born with an understanding of entrepreneurship (including those who make being an entrepreneur look so easy).

Rather, in Kaplan’s opinion, we’re all faking it until we make it. This goes for business partners and investors, as well. Basically, people who are faking it until they make it are walking into rooms with people who are doing the same, or have done so to get into a particular room themselves.

That doesn’t mean that every new business owner is being disingenuous. Nor does it mean that every partner is being deceitful about what they bring to the table.

In my interpretation of what Kaplan shared during his keynote, every entrepreneur—until they’ve achieved their desired outcome—is an unknown quantity. They need to develop the confidence to share their vision clearly to their future leadership team, front- and back-of-house teams, partners, investors, and guests.

So, how does an entrepreneur develop an optimistic view of the challenges they’re about to face? And how do they gain the confidence to inspire others to buy into their ideas?

There are a number of exercises that will help a person understand their identity, path, and another “why.” Another way to state this is that one can find their true calling, take psychological ownership of their journey, and develop the entrepreneurial passion to make their dream a reality.

However, to gain this understanding, people need to put in the work.

Effective Exercises

If one works hard now, they can develop the psychological capital necessary to take on difficult challenges in the future.

In the context of Kaplan’s keynote, this means if a person works toward self-awareness today, they’ll put themselves in a better position to be a successful operator before they open their doors for the first time.

There are all manner of self-defining activities and questions that can help a person understand who they are. As importantly, they can give a person an idea of their true aspirations. A few examples are completing the University of Pennsylvania’s Values in Action Strength Test, practicing mindfulness (being present in the moment), journaling, and meditation.

As far as self-defining questions, here are a few examples:

  • What are my dreams and goals?
  • What’s my biggest strength?
  • What’s my biggest weakness?
  • Am I the type of person who makes decisions based on intuition or logic?

Again, that’s barely a handful of the questions one can ask themselves to gain self-awareness.

Another important exercise is to identify personal and professional core values. Kaplan recommends people do this in a setting outside of their normal routine. So, not at home, their current workplace, a cafe one frequents regularly, etc.

Core Values

When a client signs on with KRG Hospitality, part of the process includes identifying core values, as well as creating a mission statement. This important exercise is known as Napkinomics.

Questions and prompts include:

  • How important is growth to you, professionally and personally?
  • Where do you want to see the brand within the next five years?
  • Describe a similar brand, and why you’re drawn to it.

Helpfully, Kaplan shared his approach to identifying core values during his Flyover keynote.

First, he considers peak experiences. Then, crucially, he flips that on its head and recalls negative experiences. Another key step is considering important aspects to experiencing fulfillment. Ask yourself what feels essential, adding context to each answer. At the end of this exercise, one should have a list of personal core values. (As a reminder, Kaplan’s and Death & Co.’s core values are shared at the top of this article.)

There is, however, another step that Kaplan shared during his presentation: Revisiting core values.

As he said, a person can—and I’ll add absolutely should—revisit their personal core values. They’ll likely change throughout the years. So, a person should update them from time to time.

Also, Kaplan advises people to give themselves grace; one should realize that they may not live their core values every day of the week. That’s perfectly acceptable. However, if someone finds that they’re routinely not living their core values, it’s time to revisit and update them.

The Mission

During his keynote Kaplan explained that a mission statement should encompass several key components. These are one’s skills and abilities, personality traits (a.k.a. how they operate), values, dreams, and passions.

A mission statement is a declaration of purpose, which is why it’s such a powerful tool. Again, we walk KRG Hospitality clients through this process utilizing Napkinomics.

During his keynote, Kaplan shared the following fill-in-the blanks-style sentence. It should provide someone with an idea of how to identify a personal or brand mission statement.

“I will [action] for [audience] by [skills] to [desired result].”

From there, one can polish and restructure the sentence to craft a non-negotiable declaration of purpose that fits them or their brand. For example, Kaplan shared Death & Co.’s mission statement:

“Creating experiences and connecting people through cocktail-anchored hospitality.”

Providing context, Kaplan shared a long-form version of the above: “We create experiences to foster and allow for deeper human connection through cocktail anchored hospitality.”

With the mission statement in place, Kaplan, his partners, and the Death & Co. team have been able to identify and work toward a key goal:

“To become the most established cocktail-anchored hospitality company in the world by December 31, 2028.” For the eagle-eyed, that’s a deadline of 20 years after the NYC bar’s grand opening.

Now, “most established” can be seen as somewhat nebulous. So, the Death & Co. team has identified metrics to ensure their lofty goal is SMART (specific, measurable, achievable, relevant, and time-bound):

  • A great place to work.
  • The thought leader in the space (being part of the overall hospitality conversation, and helping lead others).
  • A healthy, profitable business.
  • Regionally and globally recognized.

Tie it Together

Considering the symbolism of death as change, you and your team are undergoing a metamorphosis.

Taking the steps to pull your concept out of your imagination and bring it to life involves change. Changing your personal relationships, your position within the hospitality industry, your relationship with risk… Changing your life, and significantly so.

Further—no pressure—you’re also transforming the lives of everyone who buys into your dream and decides to work with you. You’re asking people to bet on you as a leader, and buy into your vision. Whoever accepts that challenge is risking a lot, and this cannot be overstated.

Keeping your business alive and moving forward also requires change. It will have to evolve with the times and guest expectations. And should you scale your business you’ll once again face significant changes.

Becoming an entrepreneur requires the “death” of your previous life. In the infancy of this process, you’re going to feel discomfort. You may feel fear, and you’ll feel uncertainty. A deep understanding of why, how, and what are crucial to navigate the process and work through those feelings.

After all, if you don’t know what you’re working toward, why would you endure this challenge? How will you achieve your “what” if you haven’t developed the process to get there? And without a “why,” no entrepreneur’s vision becomes reality.

There’s no reason to fear the death of your life prior to the beginning of your journey as an entrepreneur and operator. The only things to fear are never taking the first step, and not starting off in the strongest position possible.

Sit down today to identify your why, your how, and your what. If you need help, we’re here for you.

Image: Shutterstock. Disclaimer: This image was generated by an Artificial Intelligence (AI) system.

Interested in checking out the Death & Co. Big Horn Sheep cocktail mug? Click here.

Bar Pub Brewery Nightclub Club Nightlife Concept Development

Interior of Saint Peter restaurant in Sydney, Australia
by David Klemt David Klemt No Comments

’24 World’s 50 Best Restaurants: 51 to 100

2024 World’s 50 Best Restaurants: 51 to 100

by David Klemt

Interior of Saint Peter restaurant in Sydney, Australia

Saint Peter restaurant in Sydney, New South Wales, Australia, number 98 on the 2024 World’s 50 Best Restaurants list, numbers 51 through 100.

The World’s 50 Best Restaurants is excited to announce numbers 51 through 100 on this year’s list ahead of the awards ceremony in Las Vegas on June 5.

Those who are curious or in need of a refresher can click here for last year’s 51 through 100. Our coverage on numbers 1 through 50 from 2023 is here.

More than 1,000 independent voters—consisting of chefs, journalists, and foodies on the go—helped to form this year’s list. These same experts cast their votes to create the 2024 World’s 50 Best Restaurant ranking, numbers one through fifty.

But let’s get back to restaurants 51 through 100. Twelve of the extended list are new entries to the list. That means that a quarter of the back 50 restaurant are new to the World’s 50 Best Restaurants.

Along those lines, three are re-entries. These restaurants are Mil in Cusco, Peru; Willem Hiele in Oudenburg, West Flanders, Belgium; and Indian Accent in New Delhi, India.

Just three of the restaurants on the extended list are in the US, with one in Chicago and two in New York City. Unfortunately, none are located in Canada. Hopefully, at least one restaurant in the Great White North will find itself ranked somewhere among the top fifty.

Now, I don’t often defer to a press release to provide you with more information. However, everything you could want to know about not just this half of the list but also the awards ceremony on June 5 in Las Vegas is included in the official press release below. This includes how to watch the awards live as each restaurant and their position is revealed.

Congratulations to restaurants 51 through 100 for 2024! And cheers and good luck to numbers one through fifty!

A landscape-orientation chart of the 2024 World's 50 Best Restaurants, numbers 51 through 100

THE WORLD’S 50 BEST RESTAURANTS ANNOUNCES THE 51-100 LIST FOR 2024

The extended list is unveiled ahead of The World’s 50 Best Restaurants 2024 awards ceremony in Las Vegas on 5 June

22 May 2024 – The World’s 50 Best Restaurants 2024, sponsored by S.Pellegrino & Acqua Panna, today reveals the list of restaurants ranked from No.51 to No.100, ahead of this year’s awards ceremony, which takes place in Las Vegas on 5 June. The extended 51-100 list features restaurants across six continents and is compiled from the votes of 1,080 independent experts from the world of gastronomy, from food journalists and globally renowned chefs to travelling gastronomes. Each has contributed their votes to The World’s 50 Best Restaurants 2024, with the full list to be revealed two weeks from today, live on stage.

The 51-100 List in Numbers

  • The 51-100 list includes 12 new entries from 11 different cities, ranging from Berlin and Mumbai to Seoul and Sydney
  • The 51-100 list includes restaurants in 23 territories across six continents
  • 13 entries are from Asia, 23 from Europe, six from North America, five from South America, one from the Middle East, one from Africa and one from Oceania
  • The highest new entry in the 51-100 list is Atelier Moessmer Norbert Niederkofler in Brunico, Italy, at No.52

Europe gains six new entries to the list this year, including Atelier Moessmer Norbert Niederkofler (No.52) in Brunico; Coda (No.62) in Berlin; Bozar (No.63) in Brussels; Le Doyenné (No.70) in Saint-Vrain; Restaurant Jan (No.84) in Munich and Mountain (No.94) in London.

France leads the way with four further restaurants, including: Flocons de Sel (No.76) in Megève; La Grenouillère (No.77) in La Madelaine-sous-Montreuil; Alléno Paris Au Pavillon Ledoyen (No.79) in Paris and Ceto (No.85) in Roquebrune-Cap-Martin also represented. Four further restaurants in the UK are represented on the extended list, with Brat (No.65), The Clove Club (No.80), Lyle’s (No.87) and Core by Clare Smyth (No.97) all claiming a spot.

Germany boasts a total of four entries in the ranking, with Ernst (No.75) in Berlin and Tantris (No.88) in Munich, also placing. Three restaurants from Spain are voted into the extended list: Enigma
(No.59) in Barcelona, Aponiente (No.72) in El Puerto de Santa María and Mugaritz (No.81) in San Sebastián. Italy is also represented by Le Calandre (No.51) in Rubano, while Belgium’s Willem Hiele, in Oudenburg, returns to the list at No.83. One restaurant from Denmark and Turkey each place in the ranking, in the form of Kadeau (No.54) in Copenhagen and Neolokal (No.91) in Istanbul, respectively.

Asia welcomes new entries from Masque in Mumbai (No.78), as well as Mosu (No.86) and Onjium (No.96), both in Seoul, alongside a return for New Delhi’s Indian Accent (No.89). Three Japanese
restaurants feature on the list: Narisawa, Tokyo (No.56), La Cime, Osaka (No.66) and Sazenka, Tokyo (No.93). Mainland China is represented by Fu He Hui, Shanghai at No.69, while Singapore has three placements, including Burnt Ends at No.68, Labyrinth at No.92 and Meta at No.95. Two Thai restaurants place in the ranking with Potong at No.57 and Nusara at No.74, both located in Bangkok.

The World’s 50 Best Restaurants continues to recognise North America’s flourishing gastronomy with new entries Smyth, in Chicago, at No.90 and Fauna, in Valle de Guadalupe, Mexico, at No.100. Two further restaurants from Mexico feature: Guadalajara’s Alcalde at No.67 and Mexico City’s Sud 777 at No.82. From the US, Le Bernadin in New York is at No.71 while Cosme, also in New York, is at No.99.

South America claims five entries on the extended list. Bogotá’s Leo – from The World’s Best Female Chef 2022, Leonor Espinosa – places at No.53. Mérito, Lima comes in at No.55, while Cusco’s Mil is at No.73. Lasai in Rio de Janeiro is at No.58 and Nuema, Quito – home to The World’s Best Pastry Chef 2023, Pía Salazar – is voted No.61.

Cape Town’s Fyn, winner of the Sustainable Restaurant Award 2023, places at No.60, while Dubai’s Orfali Bros Bistro is at No.64. Australia is represented in the extended ranking by Sydney’s Saint Peter, led by chef Josh Niland, which places at No.98.

William Drew, Director of Content for The World’s 50 Best Restaurants, comments: “This year’s extended list is a true representation of global gastronomy. With restaurants located across six
continents, we’re thrilled to see so many new entries from exciting names that are making their mark on the dining world. Huge congratulations to all the restaurants and teams on this year’s
extended list; we look forward to celebrating their successes together at next month’s awards ceremony in Las Vegas.”

The Voting Process

The World’s 50 Best Restaurants 2024 list is voted for by 1,080 international restaurant industry experts and well-travelled gourmets who make up The World’s 50 Best Restaurants Academy. The
gender-balanced Academy comprises 27 separate regions around the world, each of which has 40 members including a chairperson. No sponsor from the event has any influence over the voting process.

Professional services consultancy Deloitte independently adjudicates The World’s 50 Best Restaurants list, including the ranking from 51-100. This adjudication ensures that the integrity and authenticity of the voting process and the resulting lists are protected.

Results

The awards ceremony for The World’s 50 Best Restaurants 2024 is being held in Las Vegas on Wednesday 5 June and will also be streamed live on the 50 Best Facebook channel via the link here
and the YouTube channel via the link here. The announcement of the list and individual awards can be followed via the 50 Best social media channels, with the livestream beginning at 20:25 (Las Vegas time) and 04:25 UK time.

50 Best Social Media

Follow on Instagram: @TheWorlds50Best #Worlds50Best

Follow on X: @TheWorlds50Best

Like on Facebook: https://www.facebook.com/50BestRestaurants

Subscribe to the YouTube channel: 50 Best Restaurants TV

About The World’s 50 Best Restaurants

Since 2002, The World’s 50 Best Restaurants has reflected the diversity of the world’s culinary landscape. The annual list of the world’s most prestigious restaurants provides a snapshot of some of the best destinations for unique culinary experiences, in addition to being a barometer for and a pioneer of global gastronomic trends. The 50 Best family also includes Latin America’s 50 Best Restaurants, Asia’s 50 Best Restaurants, Middle East & North Africa’s 50 Best Restaurants, The World’s 50 Best Hotels, The World’s 50 Best Bars, Asia’s 50 Best Bars, North America’s 50 Best Bars, 50 Best Discovery and the #50BestTalks series, all of which are owned and run by William Reed. 50 Best aims to bring together communities across the hospitality sector to foster collaboration,
inclusivity, diversity and discovery and help drive positive change.

About the host city: The Las Vegas Convention and Visitors Authority (LVCVA)

The Las Vegas Convention and Visitors Authority (LVCVA) is charged with marketing Southern Nevada as a tourism and convention destination worldwide and with operating the 4.6 million square-foot Las Vegas Convention Center (LVCC). With nearly 155,000 hotel rooms and more than 15 million square feet of meeting and exhibit space in Las Vegas alone, the LVCVA’s mission centres on attracting leisure and business visitors to the area. The LVCVA also owns the Las Vegas Convention Center Loop designed and operated by The Boring Company, and also owns the Las Vegas Monorail, an elevated 3.9-mile system with seven stops throughout the resort corridor. For more information, go to www.lvcva.com, www.visitlasvegas.com or www.vegasmeansbusiness.com.

About the main sponsor: S.Pellegrino & Acqua Panna

S.Pellegrino and Acqua Panna are the main partners of The World’s 50 Best Restaurants. S.Pellegrino and Acqua Panna are the leading natural mineral waters in the fine dining world. Together they interpret Italian style worldwide as a synthesis of excellence, pleasure and well-being.

Our partners:

  • The Las Vegas Convention and Visitor Authority (LVCVA) – Official Host City
  • Wynn Las Vegas – Official Host Hotel Partner
  • S.Pellegrino & Acqua Panna – Main Partner & Official Water Partner; sponsor of The World’s Best Restaurant Award
  • Estrella Damm – Official Beer Partner; sponsor of the Estrella Damm Chefs’ Choice Award
  • Resy & American Express – Official Booking Platform and Credit Card Partner; sponsor of Resy One To Watch Award; presenting partner of 50 Best Signature Sessions
  • Gin Mare – Official Gin Partner; sponsor of Gin Mare Art of Hospitality Award
  • Woodford Reserve – Official American Whiskey Partner, sponsor of the Woodford Reserve Icon Award
  • Sosa – Official Ingredients Partner; sponsor of The World’s Best Pastry Chef Award
  • Beronia – Official Wine Partner; sponsor of the Beronia World’s Best Sommelier Award
  • Aspire Lifestyles – Official Concierge Partner
  • Lee Kum Kee – Official Sauce and Condiment Partner
  • Dassai Sake – Official Sake Partner
  • Kaviari – Official Caviar Partner
  • Hwayo – Official Soju Partner
  • illycaffè – Official Coffee Partner
  • Champagne Nicolas Feuillatte – Official Champagne Partner
  • Tequila Ocho – Official Tequila Partner
  • The Craft Irish Whiskey Co. – Official Whiskey of the World Partner
  • Cinco Jotas – Official Iberico Ham Partner
  • Ancho Reyes Chile Liqueur – Official Mexican Liqueur Partner
  • Three Cents – Official Mixers Partner
  • Highstreet World – Official Metaverse Partner, sponsor of the Highest Climber Award
  • Nude Glass – Official Glassware Partner
  • Jaén Selección – Official Olive Oil Partner
  • Resorts World Las Vegas – Official Welcome Dinner & Closing Party Partner
  • The Venetian Resort Las Vegas – Official Partner

Image: Saint Peter in Sydney, NSW, Australia

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3 Operators Address Surviving a Downturn

3 Wise Operators Share Tips for Surviving a Downturn

by David Klemt

AI-generated diorama-style image of woman behind bar using a tablet

I have to say, AI-generated, diorama-style images look rad.

During a standout session from the 2024 Bar & Restaurant Expo, a panel of three successful and highly respected bar operators answered an important question.

This year, BRE brought together an operator supergroup: Erick Castro, Nectaly Mendoza, and Travis Tober. The trio drove home the importance of becoming a student of the industry; being curious about business; understanding the need to nail the fundamentals; and operators knowing their numbers.

Castro summed up the path to becoming a successful operator rather succinctly: “You need to follow the fundamentals to make money.”

Of course, making money is just part of the success equation. Banking that money so it can work for an operator is another. Again, Castro put it simply, urging operators to live within their means when their bar or restaurant starts making money.

Taking it further, Mendoza pointed out that trying to project an image of success is foolish. As he explained, some operators and bartenders are projecting an image of prosperity and expertise, but it’s nothing more than an illusion.

Tober, who understands this business like few others, drove home the need to understand that really, operators are in the entertainment and relationship business. He, his business partners, and his teams are committed to giving guests a reason to visit their concepts and spend their money.

Toward the end of this incredible session, an audience member, to the benefit of every attendee, asked the trio for advice everyone could take back home to improve their operations.

Tighten Up

When it comes to appealing topics of discussion, most people want to shy away from economic downturn. However, ignoring the possibility of a recession doesn’t prevent it from becoming reality.

In fact, Tober said operators need to prepare now for things “to get rough for the next two or three years.” So, he advised the roomful of operators to tighten up their P&Ls.

For future operators this means making it non-negotiable to understand every aspect of their business. Systems must be in place and standards developed before the first guest ever steps through the doors.

According to Tober, operators who are aggressive and savvy can set themselves up “for life” in the next five or six years. We all know what that means, and it’s one of the reasons an operator need to re-invest in their business.

Adding to Tober’s thoughts on the next few years, Mendoza advised the audience to be prepared to attack opportunities when they present themselves.

On the topic of becoming a sharp and successful operator, Mendoza said to “overkill” the books. “Put the same attention into your books as you do your bar team and menus.”

Put simply, operators who know their numbers and the importance of reinvesting funds have chosen the path toward success. This also relates to hopeful operators. They’ll have the opportunity, if they follow their instincts and wait for the right location to become available, for a strong start over the next few years.

Fortuitously, that fits with Castro’s advice: Make sure you’re actually starting a business, not creating a job for yourself. Also, ensure pour costs, food costs, and labor costs are dialed in because they’re the variables over which operators have the most control. Lastly, aim for low turnover.

Takeaway

If we at KRG Hospitality didn’t agree with Castro, Mendoza, or Tober, we wouldn’t share their advice or insight.

The naked truth is that bars and restaurants are going to close. It happens every day.

Mendoza addressed this reality directly. Looking around the room, he said, “Look, some of you motherfuckers ain’t gonna make it.”

While it got a laugh, it was also true. However, one can improve their odds of success by putting the right systems in place; being curious enough to want to know everything about their business and the industry; hiring people for passion, and committing to mentoring and treating them well; and hiring people who will, as Mendoza said, make stress and pain points irrelevant.

It has been said plenty of times that we can hire for passion in this industry, and train for skills. What I hadn’t really heard until Mendoza said it is that we should also hire people who won’t cause an operator’s headaches. About midway through their session, Mendoza advised the room to ask themselves if the person they’re interviewing is going to be a problem or a good fit.

Another truth is that one operator’s failure represents another operator’s future success. However, that’s not possible without a high-level understanding of one’s business specifically and the hospitality business in general.

Image: Shutterstock. Disclaimer: This image was generated by an Artificial Intelligence (AI) system.

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2024 James Beard Foundation Nominees

Cheers to the 2024 James Beard Foundation Nominees

by David Klemt

AI-generated image of a culinary award

One of these days, AI platforms are going to learn to spell, and then we’re all in trouble.

If there’s any question as to whether we’re in F&B and hospitality award season, we can safely say that the answer is an emphatic “yes.”

Our look at the 2024 Bar & Restaurant Expo award winners is here. This year’s TAG Global Spirits Awards have been revealed. And, of course, we eagerly anticipate the 2024 North America’s 50 Best Bars ceremony (along with the rest of the World’s 50 Best announcements). There are also the 2024 Spirited Awards this July.

On June 10, winners of the 2024 James Beard Awards will be revealed. Below, you’ll find the nominees spanning 22 awards categories. Additionally, you’ll find the honorees of a number of awards, including Lifetime Achievement and Humanitarian of the Year.

Interestingly, the specific chefs awards are split into a dozen categories, by region: California, Great Lakes, Mid-Atlantic, Midwest, Mountain, New York State, Northeast, Northwest and Pacific, Southeast, South, Southwest, and Texas.

This is how I learned that I in fact grew up in the Great Lakes area and not, apparently, the Midwest as I’ve believed for decades. Reality, shattered.

As far as the Outstanding Bar award goes, these are the nominees:

  • Barr Hill Cocktail Bar, Montpelier, VT
  • Clavel Mezcaleria, Baltimore, MD
  • Jewel of the South, New Orleans, LA
  • Las Ramblas, Brownsville, TX
  • Pacific Cocktail Haven, San Francisco, CA

The nominees for Best New Restaurant are:

  • Bar Bacetto, Waitsburg, WA
  • Barbs-B-Q, Lockhart, TX
  • Chez Noir, Carmel-by-the-Sea, CA
  • Comfort Kitchen, Dorchester, MA
  • Dakar NOLA, New Orleans, LA
  • Hayward, McMinnville, OR
  • Kaya, Orlando, FL
  • Kisser, Nashville, TN
  • Oro by Nixta, Minneapolis, MN
  • Shan, Bozeman, MT

Cheers to this year’s honorees and nominees!

JAMES BEARD FOUNDATION® ANNOUNCES THE 2024 RESTAURANT AND CHEF AWARDS NOMINEES AND LEADERSHIP AWARDS, HUMANITARIAN OF THE YEAR, AND LIFETIME ACHIEVEMENT AWARD HONOREES

NEW YORK (APRIL 3, 2024) – The James Beard Foundation® announced today its 2024 Lifetime Achievement, Humanitarian of the Year, and Leadership Awards honorees, and Restaurant and Chef Awards nominees in advance of the James Beard Awards® ceremonies presented by Capital One. The full list of honorees and nominees can be found below and on the James Beard Foundation website.

The honorees and nominees were announced today during a live ceremony at Waldorf Astoria Washington DC, co-hosted by Clare Reichenbach, Chief Executive Officer, James Beard Foundation; Rich Gamble, Interim President & CEO, Choose Chicago; Kris Moon, President and Chief Operating Officer, James Beard Foundation; Dawn Padmore, Vice President of Awards, James Beard Foundation; Nina Albert, Deputy Mayor for Planning and Economic Development (DMPED); Adam Crocini, SVP and Global Head of Food & Beverage Brands, Hilton; and Monica Weaver, Head of Branded Card Partnerships and Experiences, Capital One. At the ceremony, Reichenbach made opening remarks highlighting how the Foundation is excited to celebrate outstanding achievement, while continuing to build on its mission of “Good Food for Good®” in support of the independent restaurant industry and broader food culture.

“Congratulations to all of our esteemed honorees and nominees on this remarkable achievement,” said Clare Reichenbach, CEO, James Beard Foundation. “Your vision, and continued dedication to excellence—both on and beyond the plate—make you true leaders of American culinary. Thank you for all you are doing to set a better standard for our industry and broader food system.”

“Despite so many ongoing challenges, this list is a positive reminder of the exceptional talent and dynamism of our industry—it gives me hope for the future of independent restaurants,” said Tanya
Holland, Chair of the James Beard Awards Committee and member of the James Beard Foundation Board of Trustees. “As Awards Committee Chair, I am honored to congratulate each of you
and look forward to celebrating together in Chicago this June.”

“It’s been wonderful to hear how Awards recognition has already benefited restaurants and businesses around the country. We look forward to continuing to use the Awards platform to highlight their impressive accomplishments and work in our industry.” said Dawn Padmore, VP of Awards, James Beard Foundation. “Thank you to our committee members and judges for their work, and congratulations to all honorees and nominees.”

The James Beard Awards, among the nation’s most prestigious honors in the culinary and food media industries, recognize exceptional talent as well as a demonstrated commitment to racial and gender equity, community, sustainability, and a culture where all can thrive. James Beard Awards policies and procedures can be viewed at jamesbeard.org/awards/policies.

Achievement Awards

The James Beard Awards comprise three Achievement Awards: Leadership Awards, which awards five candidates and has a dedicated subcommittee and voting body, as well as the Lifetime Achievement and Humanitarian of the Year Awards, both of which are administered by the Awards Committee.

Leadership Awards

The Leadership Awards program recognizes achievement by individuals and/or organizations who are actively working to set standards that create more equitable, just, sustainable, and economically viable food systems for producers, workers, and consumers alike.

The 2024 Leadership Awards categories were created by the James Beard Foundation, with input from the Leadership Subcommittee, as a reflection of the Foundation’s policy agenda and its impact priorities for 2023-2024.

The Leadership Awards honorees will be celebrated at an invite-only ceremony in Chicago on Sunday, June 9 and recognized on stage at the Restaurant and Chef Awards ceremony on Monday, June 10 at the Lyric Opera of Chicago.

“In recognizing the myriad challenges of the independent restaurant industry and our broader food landscape, the James Beard Leadership Awards honorees stand as a beacon and inspiration for all of us who are committed to a more equitable and sustainable future,” said Lakisha May, Chair of the Leadership Awards Subcommittee. “We are proud to recognize the diligent efforts and dedication of this year’s honorees.”

The 2024 Leadership Awards honorees are:

Sustainability

Leaders who are advancing environmental sustainability in support of a better supply chain for restaurants. Their efforts may focus on healthy soil, clean oceans, sustainable fisheries, reducing food
waste, or regenerative agriculture.

  • Mai Nguyen, Farmer, Farmer Mai: Mai Nguyen is a first-generation Vietnamese-American farmer who began their career as a research assistant studying the effects of carbon on the atmosphere and soil. Wanting to make more of an impact, they focused their efforts on disaster relief and water sanitation projects for refugee camps in Southeast Asia, which opened their eyes to the broader implications of food security and sustainability. The child of Vietnamese refugees, Nguyen returned to their roots in California to support the diaspora community and advocate for equitable ecological food systems through environmentally beneficial farming practices. Nguyen specializes in site-appropriate and soil-enriching approaches to growing organic heirloom grains and Southeast Asian crops in Upper Lake, California. Through their leadership as co-director of Minnow, which works to secure land tenure for California’s farmers of color and Indigenous communities, Nguyen helps facilitate democratic organization for land justice. In 2017, in response to systemic discrimination faced by farmers of color, Nguyen helped pass the Farmer Equity Act in California, which acknowledges socially disadvantaged producers within the agricultural system and has created policies to advance equity.

Policy Advocacy

Policymakers or advocates who are advancing a Farm Bill and/or federal legislation or regulations that prioritize climate change mitigation, racial and gender equity, or industry practices that foster a more sustainable and equitable restaurant industry.

  • Niaz Dorry, Coordinating Director, North American Marine Alliance (NAMA): Niaz Dorry has played a pivotal role in steering federal legislation towards recognizing and supporting small-scale, traditional, and Indigenous fishing communities through her leadership in the North American Marine Alliance (NAMA) and collaboration with the National Family Farm Coalition. By advocating for policies that prioritize ecological sustainability and equity, she has helped to bridge the gap between land and sea food systems, emphasizing the importance of including seafood in comprehensive food system discussions. Her efforts to raise awareness about the critical role of small-scale, values-based fisheries in mitigating climate change and advancing gender and racial equity have inspired more sustainable practices within the restaurant industry. Dorry has been recognized as a “Hero for the Planet” by Time magazine.

Industry Culture and Practices

Leaders who have made a significant impact and are acknowledged and recognized as setting industry standards, with a commitment to transforming the industry into one that is sustainable and equitable. These leaders have put in place systems and policies that prioritize the physical and mental health of employees and themselves and have proven to make for a sound financial model for staff and owners alike that foster longevity in the restaurant industry. They are modeling how to make independent restaurants more equitable both within and beyond one’s own businesses.

  • Muhammad Abdul-Hadi, Founder/Owner, Down North Pizza and Down North Foundation: Muhammad Abdul-Hadi is the founder of Down North Pizza, a mission-driven restaurant that
    exclusively hires previously incarcerated employees. As an entrepreneur in property management, retail, and real estate development, Abdul-Hadi focuses on creating business models that offer both employment and housing to formerly incarcerated individuals. In 2015, Abdul-Hadi bought property in the Strawberry Mansion neighborhood—a predominantly Black and historically underserved area of Philadelphia marked by high recidivism rates. Abdul-Hadi’s aim was to use the property to offer subsidized housing to individuals negatively impacted by the criminal justice system but has expanded the building’s use with the opening of Down North Pizza. Abdul-Hadi’s philosophy of meeting people where they are—recognizing and valuing their
    experiences and skills often overlooked in traditional hiring practices—has not only contributed to the success of Down North Pizza but has also set a precedent for future enterprises that seek to combine profit with purpose.

Food Security and Access

Leaders who have advanced nutrition security, an issue that has directly impacted many independent chefs and restaurants, most notably through SNAP and SNAP expansion, community engagement, and beyond.

  • Helga Garcia-Garza, Executive Director, Agri-Cultura Network: Helga Garcia-Garza is the executive director of Agri-Cultura Network—a farmer-owned cooperative providing access to local and sustainably grown produce—and of their community supported agricultural program, La Cosecha CSA. For over 50 years, Garcia-Garza has been a driving force for food justice and a dedicated community organizer, working on both sides of the U.S./Mexico border. The daughter of an activist and a member of a marginalized Native Indigenous community, Garcia-Garza’s efforts are driven by her deep commitment to building an equitable and sustainable food system, empowering communities through education, and making healthy food accessible to low-income households. After spending 20 years as an organic farmer, Garcia-Garza now advocates for farmers’ rights on environmental contamination issues. Her work has enabled hundreds of families to access fresh, local produce using SNAP funds. Beyond SNAP expansion, her efforts in community engagement and education around sustainable agriculture practices have empowered both urban and rural farmers, contributing to a more resilient and nutrition-secure food system. Garcia-Garza is based in Albuquerque, New Mexico and is currently focused on building a multi-million dollar solar-powered “Eco-Wellness” clinic that aims to bridge the gap between sustainable agricultural practices and nutritional wellbeing.

Emerging Leadership

The Leadership Committee may select an additional honoree to highlight a person or collective who is at the beginning of their career but already doing significant work.

  • Christa Barfield, Founder and Chief Executive Officer, FarmerJawn: Christa Barfield is the founder and chief executive officer of FarmerJawn—a 128-acre working farm providing access to regenerative organic food production through a community supported agriculture (CSA) program, storefronts, and educational programs—and Viva Leaf Tea Co., a farm-to-cup tea brand. Barfield’s initiatives are designed not just to provide organic foods in areas of food apartheid, but also to educate on the importance of sustainable agriculture and healthy eating through on-farm and in-school programming. Her latest venture, CornerJawn, is a redefined corner store experience that makes fresh produce more accessible to underserved communities. With CornerJawn, Barfield is nurturing a movement towards sustainable living and conscious eating for all. Barfield’s work is making a significant impact on Philadelphia’s food system and offering a model for urban food justice and entrepreneurship. Barfield is a Generation Change fellow, Philadelphia’s Community Wellness Leader, and is recognized as a “Food is Medicine” and nutrition security champion by the USDA.

Leadership Awards categories may vary annually. More information on the voting process for the Leadership Awards can be viewed here.

Lifetime Achievement Award

The Lifetime Achievement Award honors an individual whose life’s work has profoundly and enduringly influenced how America cooks, eats, and perceives food.

The 2024 Lifetime Achievement Award honoree is the inimitable writer, editor, novelist, and television personality Ruth Reichl. In 1971, at the age of 23, Reichl wrote her first cookbook, MMMMM: A Feastiary. This set her on a path to prominence as a “make or break” food critic for esteemed publications like the Los Angeles Times and the New York Times. In 1999, she took over as editor-in-chief of Gourmet magazine, commissioning pieces from legendary writers like David Foster Wallace. Reichl’s captivating memoirs offer an intimate glimpse into five decades of her culinary adventures. Her first memoir, Tender at the Bone, helped readers to understand “that food could be a way of making sense of the world.” Reichl’s appearances as a judge on Bravo TV’s Top Chef and Top Chef Masters endeared her to a new generation of food enthusiasts, reinforcing her reputation as a culinary and food media icon. Reichl’s impact on the food industry has been recognized with seven James Beard Awards and the Who’s Who of Food & Beverage in America award, cementing her legacy in the food world as a leading voice and trailblazer for women.

“I’m so thrilled by this honor,” said Reichl. “Looking back, I can’t help thinking how much the world has changed in my lifetime. When I started writing about food, Americans paid so little attention to what and how we eat that the very notion of honoring someone for a career like mine would have seemed absurd.” More information on the voting process for the Lifetime Achievement Award can be viewed here.

Humanitarian of the Year Award

The Humanitarian of the Year Award honors an individual or organization within the food industry who has demonstrated exceptional selflessness and unwavering dedication to improving the lives of others and society as a whole.

The 2024 Humanitarian of the Year Award honoree is The LEE Initiative, an organization that promotes diversity, equity, and empowerment for employees within the restaurant industry. Founded in 2017 by chef Edward Lee and Lindsey Ofcacek, The LEE Initiative—an acronym for Let’s Empower Employment—is responsible for creating programs that advance women, amplify Black voices, and explore sustainable policies for restaurants. Known for its relief work, The LEE Initiative has raised over $5 million in direct aid and investments for small farms, Black-owned food businesses, COVID-19 support, and more. In 2021, Ofcacek and chef Lee were honored with the Muhammad Ali Humanitarian Award for their work through The LEE Initiative.

“The Lee Initiative is honored to receive the JBF Humanitarian [of the Year] Award and we accept it on behalf of every single restaurant worker who has gone above and beyond to ensure that the best of our restaurant culture stays alive and relevant for the next generation,” said Ofcacek. “Our work is rooted in community, collaboration, and a common goal to create a kinder more equitable future for the hospitality industry. We are honored to work alongside you,” added Lee.

The Humanitarian of the Year and Lifetime Achievement Honorees will be recognized at the Restaurant and Chef Awards ceremony on Monday, June 10 at the Lyric Opera of Chicago. More information on the voting process for Lifetime Achievement and Humanitarian of the Year Awards can be viewed here.

Restaurant and Chef Awards Nominees

The James Beard Foundation’s Restaurant and Chef Awards—established in 1990 and first awarded in 1991—is one of five separate recognition programs of the Awards. This Awards program celebrates excellence across a range of experiences, from fine-dining establishments to casual gems, and emerging talents to established luminaries.

The 2024 Restaurant and Chef Awards nominees are recognized across 22 categories. Winners will be celebrated at the James Beard Restaurant and Chef Awards ceremony on Monday, June 10 at the Lyric Opera of Chicago.

“The Restaurant and Chef Awards Committee extends its heartfelt congratulations to the 2024 nominees—an exceptional list of culinary leaders and teams whose unique contributions greatly enrich
our industry and broader food culture,” said Restaurant and Chef Committee Co-Chairs, Lauren Saria and Allecia Vermillion.

The 2024 Restaurant and Chef Awards nominees are:

Outstanding Restaurateur:

A restaurateur who uses their establishment(s) as a vehicle for building community, demonstrates creativity in entrepreneurship, integrity in restaurant operations, and is making efforts to create a sustainable work culture, while contributing positively to their broader community.

  • Mamba Hamissi and Nadia Nijimbere, Baobab Fare, Detroit, MI
  • Quynh-Vy and Yenvy Pham, Phở Bắc Súp Shop, Phởcific Standard Time, and The Boat, Seattle, WA
  • Chris Viaud, Greenleaf, Ansanm, and Pavilion, Milford and Wolfeboro, NH
  • Hollis Wells Silverman, Eastern Point Collective (The Duck & The Peach, La Collina, The Wells, and others), Washington, D.C.
  • Erika Whitaker and Kelly Whitaker, ID EST (The Wolf’s Tailor, BRUTØ, Basta, and others), Boulder, CO

Outstanding Chef presented by Hilton:

A chef who sets high culinary standards and has served as a positive example for other food professionals, while contributing positively to their broader community.

  • Sarah Minnick, Lovely’s Fifty Fifty, Portland, OR
  • Dean Neff, Seabird, Wilmington, NC
  • Michael Rafidi, Albi, Washington, D.C.
  • Renee Touponce, The Port of Call, Mystic, CT
  • David Uygur, Lucia, Dallas, TX

Outstanding Restaurant presented by Acqua Panna® Natural Spring Water:

A restaurant that demonstrates consistent excellence in food, atmosphere, hospitality, and operations, while contributing positively to its broader community

  • The Compound, Santa Fe, NM
  • Convenience West, Marfa, TX
  • Langbaan, Portland, OR
  • Mixtli, San Antonio, TX
  • Vestige, Ocean Springs, MS

Emerging Chef presented by S.Pellegrino® Sparkling Natural Mineral Water:

A chef who displays exceptional talent, character, and leadership ability, and who is likely to make a significant impact in years to come, while contributing positively to their broader community.

  • Fariyal Abdullahi, Hav & Mar, New York, NY
  • Janet Becerra, Pancita, Seattle, WA
  • Nikko Cagalanan, Kultura, Charleston, SC
  • Ryan Fernandez, Southern Junction, Buffalo, NY
  • Masako Morishita, Perry’s, Washington, D.C.

Best New Restaurant:

A restaurant opened between October 1, 2022, through September 30, 2023, that already demonstrates excellence in cuisine, seems likely to make a significant impact in years to come, and demonstrates consistent excellence in food, atmosphere, hospitality, and operations, while contributing positively to its broader community.

  • Bar Bacetto, Waitsburg, WA
  • Barbs-B-Q, Lockhart, TX
  • Chez Noir, Carmel-by-the-Sea, CA
  • Comfort Kitchen, Dorchester, MA
  • Dakar NOLA, New Orleans, LA
  • Hayward, McMinnville, OR
  • Kaya, Orlando, FL
  • Kisser, Nashville, TN
  • Oro by Nixta, Minneapolis, MN
  • Shan, Bozeman, MT

Outstanding Bakery:

A baker of breads, pastries, or desserts that demonstrates consistent excellence in food, atmosphere, hospitality, and operations while contributing positively to its broader community.

  • The Burque Bakehouse, Albuquerque, NM
  • Gusto Bread, Long Beach, CA
  • JinJu Patisserie, Portland, OR
  • Mel the Bakery, Hudson, NY
  • ZU Bakery, Portland, ME

Outstanding Pastry Chef or Baker:

A pastry chef or baker who makes desserts, pastries, or breads. Candidate demonstrates exceptional skills and can be affiliated with any food business and does not need a brick-and-mortar presence. Candidates contribute positively to their broader community.

  • Susan Bae, Moon Rabbit, Washington, D.C.
  • Jesus Brazon and Manuel Brazon, Caracas Bakery, Doral and Miami, FL
  • Atsuko Fujimoto, Norimoto Bakery, Portland, ME
  • Crystal Kass, Valentine, Phoenix, AZ
  • Anna Posey, Elske, Chicago, I

Outstanding Hospitality presented by American Airlines:

A restaurant, bar or other food and drinking establishment that fosters a sense of hospitality among its customers and staff that serves as a beacon for the community and demonstrates consistent excellence in food, atmosphere, hospitality, and operations while contributing positively to its broader community.

  • Crawford and Son, Raleigh, NC
  • Gemma, Dallas, TX
  • Lula Cafe, Chicago, IL
  • Melba’s, New York, NY
  • Woodford Food & Beverage, Portland, ME

Outstanding Wine and Other Beverages Program:

This Award is presented to a restaurant that demonstrates exceptional care and skill in the pairing of wine and other beverages with food while contributing positively to its broader community. This includes the selection, preparation, and serving of wine, cocktails, spirits, coffee, tea, beer or any other beverage with outstanding hospitality and service that help inform and enhance a customer’s appreciation of the beverage(s). Ethical sourcing and positive contributions to the broader community will also be considered.

  • Lula Drake Wine Parlour, Columbia, SC
  • The Morris, San Francisco, CA
  • Strong Water Anaheim, Anaheim, CA
  • Tail Up Goat, Washington, D.C.
  • Waxlight Bar à Vin, Buffalo, NY

Outstanding Bar:

This award is presented to a wine bar, beer bar, cocktail bar, coffee bar, or any other business whose primary offering is beverage and that demonstrates consistent excellence in curating a selection or in the preparation of drinks, along with outstanding atmosphere, hospitality, and operations while contributing positively to its broader community.

  • Barr Hill Cocktail Bar, Montpelier, VT
  • Clavel Mezcaleria, Baltimore, MD
  • Jewel of the South, New Orleans, LA
  • Las Ramblas, Brownsville, TX
  • Pacific Cocktail Haven, San Francisco, CA

Best Chefs presented by Capital One (by region):

Chefs who set high standards in their culinary skills and leadership abilities, and who are making efforts to help create a sustainable work culture in their respective regions while contributing positively to their broader community.

Best Chef: California

  • Geoff Davis, Burdell, Oakland, CA
  • Rogelio Garcia, Auro, Calistoga, CA
  • Lord Maynard Llera, Kuya Lord, Los Angeles, CA
  • Tara Monsod, Animae, San Diego, CA
  • Buu “Billy” Ngo, Kru, Sacramento, CA

Best Chef: Great Lakes (IL, IN, MI, OH)

  • Vinnie Cimino, Cordelia, Cleveland, OH
  • Jose Salazar, Mita’s, Cincinnati, OH
  • Sujan Sarkar, Indienne, Chicago, IL
  • Hajime Sato, Sozai, Clawson, MI
  • Jenner Tomaska, Esmé, Chicago, IL

Best Chef: Mid-Atlantic (DC, DE, MD, NJ, PA, VA)

  • Tony Conte, Inferno Pizzeria Napoletana, Darnestown, MD
  • Jesse Ito, Royal Sushi & Izakaya, Philadelphia, PA
  • Matt Kern, One Coastal, Fenwick Island, DE
  • Harley Peet, Bas Rouge, Easton, MD
  • Kevin Tien, Moon Rabbit, Washington, D.C.

Best Chef: Midwest (IA, KS, MN, MO, NE, ND, SD, WI)

  • Ann Ahmed, Khâluna, Minneapolis, MN
  • Rob Connoley, Bulrush, St. Louis, MO
  • Dan Jacobs and Dan Van Rite, EsterEv, Milwaukee, WI
  • Christina Nguyen, Hai Hai, Minneapolis, MN
  • Tim Nicholson, The Boiler Room, Omaha, NE

Best Chef: Mountain (CO, ID, MT, UT, WY)

  • Brandon Cunningham, Social Haus, Greenough, MT
  • Ali Sabbah, Mazza Cafe, Salt Lake City, UT
  • Matt Vawter, Rootstalk, Breckenridge, CO
  • Penelope Wong, Yuan Wonton, Denver, CO
  • Nick Zocco, Urban Hill, Salt Lake City, UT

Best Chef: New York State

  • Nasim Alikhani, Sofreh, Brooklyn, NY
  • Atsushi Kono, Kono, New York, NY
  • Chris Mauricio, Harana Market, Accord, NY
  • Charlie Mitchell, Clover Hill, Brooklyn, NY
  • Jeremy Salamon, Agi’s Counter, Brooklyn, NY

Best Chef: Northeast (CT, MA, ME, NH, RI, VT)

  • Conor Dennehy, Talulla, Cambridge, MA
  • Maria Meza, Dolores, Providence, RI
  • David Standridge, The Shipwright’s Daughter, Mystic, CT
  • Jake Stevens, Leeward, Portland, ME
  • Cara Tobin, Honey Road, Burlington, VT

Best Chef: Northwest and Pacific (AK, HI, OR, WA)

  • Avery Adams, Matia Kitchen, Orcas Island, WA
  • Kristi Brown, Communion, Seattle, WA
  • Josh Dorcak, MÄS, Ashland, OR
  • Gregory Gourdet, kann, Portland, OR
  • Melissa Miranda, Musang, Seattle, WA

Best Chef: Southeast (GA, KY, NC, SC, TN, WV)

  • Jamie Davis, The Hackney, Washington, NC
  • Rod Lassiter and Parnass Savang, Talat Market, Atlanta, GA
  • James London, Chubby Fish, Charleston, SC
  • Robbie Robinson, City Limits Barbeque, West Columbia, SC
  • Paul Smith, 1010 Bridge, Charleston, WV

Best Chef: South (AL, AR, FL, LA, MS, PR)

  • Valerie Chang, Maty’s, Miami, FL
  • Hunter Evans, Elvie’s, Jackson, MS
  • Gabriel Hernandez, Verde Mesa, San Juan, PR
  • Carlos Portela, Orujo, San Juan, PR
  • Arvinder Vilkhu, Saffron, New Orleans, LA

Best Chef: Southwest (AZ, NM, NV, OK)

  • Rene Andrade, Bacanora, Phoenix, AZ
  • Jeff Chanchaleune, Ma Der Lao Kitchen, Oklahoma City, OK
  • Steve Kestler, Aroma Latin American Cocina, Henderson, NV
  • Steve Riley, Mesa Provisions, Albuquerque, NM
  • Eduardo Rodriguez, Zacatlán, Santa Fe, NM

Best Chef: Texas

  • Emmanuel Chavez, Tatemó, Houston, TX
  • Christopher Cullum, Cullum’s Attaboy, San Antonio, TX
  • Tracy Malechek-Ezekiel, Birdie’s, Austin, TX
  • Misti Norris, Petra & the Beast, Dallas, TX
  • Ana Liz Pulido, Ana Liz Taqueria, Mission, TX

*As of the 2023 Awards cycle, the Restaurant and Chef Awards defines the annual eligibility time frame as October through September (formerly January through December) to allow the voting body more time to consider businesses opening later in the calendar year.

More information on the voting process for the Restaurant and Chef Awards can be viewed here.

Upcoming Awards Announcements

  • April 30, 2024: James Beard Media Awards nominees are announced
  • The 2024 Awards ceremonies will be held in our proud host city of Chicago on the following dates:
    • Saturday, June 8, 2024: Media Awards at Columbia College Chicago Student Center
    • Sunday, June 9, 2024: Leadership Awards at The Dalcy
    • Monday, June 10, 2024: Restaurant and Chef Awards at Lyric Opera of Chicago

Tickets for the 33rd annual James Beard Restaurant and Chef Awards in Chicago go on sale April 9 and can be purchased on the James Beard Foundation website. The Awards will be livestreamed Monday, June 10 on Eater.com.

“Our ongoing partnership with the James Beard Foundation is special in that not only does it allow us to provide our cardholders access to incredible culinary experiences, but it also gives us the chance to honor the best in the industry through the James Beard ceremonies,” said Monica Weaver, Head of Branded Card Partnerships and Experiences at Capital One. “It’s an extra special honor this year to welcome the nomination ceremony to our hometown in the Washington, D.C. area. We look forward to celebrating all of the nominees later this year and congratulate them on their contributions to the culinary industry.”

“Chicagoans know how special the restaurant scene is here, so it is an honor for the James Beard Foundation to continue to recognize that as well,” said Rich Gamble, Interim President and CEO,
Choose Chicago. “We look forward to hosting the James Beard Awards for another year in our great city with an impressive group of nominees, winners, and honorees.”

The 2024 James Beard Awards are presented by Capital One, the official credit card and banking partner of the James Beard Foundation. The James Beard Awards are proudly hosted by Choose Chicago and the Illinois Restaurant Association, and presented in association with Hilton, as well as with the following partners: Premier Sponsors: Acqua Panna® Natural Spring Water, American Airlines, the official airline of the James Beard Foundation, HEINZ, HMSHost, S.Pellegrino® Sparkling Natural Mineral Water, Stella Artois; Supporting Sponsors: HexClad Cookware, Skuna Bay Salmon; Reception Sponsors: Ecolab, Kendall College at National Louis University, Windstar Cruises, the official cruise line of the James Beard Foundation; Additional Support Sponsors: Cristaux, Paperchase, Plugrà® Premium European Style Butter, VerTerra Dinnerware. Intersport is the Official Broadcast Partner of the 2024 James Beard Awards.

For more information about the James Beard Awards, visit jamesbeard.org/awards. For up-to-the-minute news about the Awards, follow @beardfoundation on X (Twitter) and Instagram, and keep an eye out for posts using #JBFA

ABOUT THE JAMES BEARD AWARDS

The James Beard Awards recognizes exceptional talent and achievement in the culinary arts, hospitality, media, and broader food system, as well as a demonstrated commitment to racial and gender equity, community, sustainability, and a culture where all can thrive. Established in 1990, the James Beard Awards are among the nation’s most prestigious honors recognizing leaders in the culinary and food media industries. The Awards are overseen by the Awards Committee. Each Awards program (Books, Broadcast Media, Journalism, Leadership, and Restaurant and Chef) has its own subcommittee members who volunteer their time to oversee the policies, procedures, and selection of judges for their respective program. All James Beard Award winners receive a certificate and a medallion engraved with the James Beard Foundation Awards insignia. For more information, subscribe to the Awards digital newsletter.

ABOUT THE JAMES BEARD FOUNDATION

The James Beard Foundation (JBF) is a 501(c)3 nonprofit organization that celebrates and supports the people behind America’s food culture, while pushing for new standards in the restaurant industry to create a future where all have the opportunity to thrive. Established over 30 years ago, the Foundation has highlighted the centrality of food culture in our daily lives and is committed to supporting a resilient and flourishing industry that honors its diverse communities. By amplifying new voices, celebrating those leading the way, and supporting those on the path to do so, the Foundation is working to create a more equitable and sustainable future—what we call Good Food for Good®. JBF brings its mission to life through the annual Awards, industry and community-focused programs, advocacy, partnerships, and events across the country. For the first time in the Foundation’s history, exceptional culinary talent, industry leaders, and visitors from NYC and beyond can experience unforgettable dining and educational programming at Platform by JBF—inspiring food and beverage devotees for decades to come. Learn more at jamesbeard.org, sign up for our newsletter, and follow @beardfoundation on social media.

ABOUT CAPITAL ONE

At Capital One, we’re on a mission for our customers – bringing them best-in-class products, rewards, service, and experiences. Capital One is a diversified bank that offers products and services to
individuals, small businesses, and commercial clients. We use technology, innovation, and interaction to provide consumers with products and services to meet their needs. Through Capital One Dining and Capital One Entertainment, we provide our rewards cardholders with access to unforgettable experiences in the areas they’re passionate about, including dining, music, and sports. Learn more at capitalone.com/dining and capitalone.com/entertainment.

Image: Shutterstock. Disclaimer: This image was generated by an Artificial Intelligence (AI) system.

KRG Hospitality. Restaurant Business Plan. Feasibility Study. Concept. Branding. Consultant. Start-Up.

by David Klemt David Klemt No Comments

BRE Reveals 2024 Award Winners

BRE Reveals 2024 Award Winners

by David Klemt

Join us in toasting the fourteen recipients of the 2024 Bar & Restaurant Expo industry awards, which span three separate categories.

As you’ll see below, the BRE award categories are as follows:

  • One individual receives the Industry Impact Award. From BRE: “This award recognizes an individual who has displayed an immense passion for their craft and has helped make significant advancements in the field.”
  • Seven individuals or venues receive one of the Industry Excellence Awards. These awards focus on independent bars and restaurants.
  • Six brands take home on of the Supplier Awards. This category is new to BRE in 2024. Further, BRE attendees choose the winners after suppliers submit products for consideration.

Interestingly, Austin, Texas, and Atlanta, Georgia, take home the most Industry Excellence Awards this year. In fact, Austin is home to three of the seven Industry Excellence Award winners.

WATERTRADE is the winner of Best Cocktail Program, OTOKO is Restaurant of the Year, and Iliana de la Vega is Chef of the Year.

One individual and one venue in Atlanta claim Industry Excellence Awards as well. Best Hospitality Training Program goes to Your 3rd Spot, while the Ebony Austin of Nouveau Bar & Grill wins the Community Leadership Award.

There are, of course, two outliers. For 2024, Dominique Jackson of Realm of the 52 Remedies in San Diego, California, is Bartender of the Year. And Happy Accidents in Albuquerque, New Mexico, is Bar of the Year. This awesome bar is the 2023 winner of the Spirited Award for Best US Bar Team.

Congratulations to this year’s Bar & Restaurant Expo award winners! You can see the full list of winners below, organized by category. To learn more about the awards, please click here.

Industry Impact Award

  • Derek Brown (Positive Damage, Inc.)

Industry Excellence Awards

  • Bar of the Year: Happy Accidents (Albuquerque, New Mexico)
  • Best Cocktail Program: WATERTRADE (Austin, Texas)
  • Bartender of the Year: Dominique Jackson, Realm of 52 Remedies (San Diego, California)
  • Restaurant of the Year: OTOKO (Austin, Texas)
  • Chef of the Year: Iliana de la Vega, El Naranjo (Austin, Texas)
  • Best Hospitality Training Program: Your 3rd Spot (Atlanta, Georgia)
  • Community Leadership Award: Ebony Austin, Nouveau Bar & Grill (Atlanta, Georgia)

Supplier Awards

  • Best Alcoholic Beverage: Don Julio Alma Miel Joven Tequila
  • Best Non-alcoholic Product or Mixer: Ritual Zero Proof Spirits
  • Best Food Product/Producer: Oh Snap! Dilly Bites
  • Best Equipment, Tool, or Bar Supply: True Manufacturing
  • Best Technology Product: Draft Top PRO
  • Best Entertainment Product: Team Trivia

Image: Mathias Reding on Pexels

KRG Hospitality Start-Up Restaurant Bar Hotel Consulting Consultant Solutions Plans Services

Black and orange question marks
by David Klemt David Klemt No Comments

Questions Future Operators Need to Ask

Questions Future Operators Need to Ask Before Opening

by Jennifer Radkey

Black and orange question marks

Taking your dream bar or restaurant from vision to reality can be an exciting journey but too many people get ahead of themselves during the process.

What are some of the first actions a future operator takes when deciding to open a new restaurant or bar? Well, many will dive right into deciding on a concept, looking at locations, or figuring out costs. Some may take the time to wisely invest in feasibility, concept, and business plans.

Very few will ask themselves the crucial questions that will help them figure out if they are truly ready to take on this huge endeavor—and be successful at it.

Before designing menus, hiring a real estate agent, or looking for investments, you need to sit down and gain a clear understanding of the state of your mindset. Successfully opening a restaurant or bar can be mentally and physically exhausting. Well before you open your doors you need to have acquired a mindset that is built on resilience, growth, leadership, and positivity.

Below are several questions to consider—and answer truthfully—before diving in.

Mindset Questions

  1. What is the purpose behind wanting to open a restaurant or bar? Why is this goal significant to you?
  2. How do you currently stay motivated and do you have a system in place to turn to when you lose motivation?
  3. Do you feel capable of handling the day to day pressures of starting and operating a business? Why or why not?
  4. Have you been in a leadership position before? On a scale of one to 10 (one being not successful at all and 10 being very successful), how successful of a leader were you?
  5. What kind of leader do you want to be and Is there someone in a leadership position you admire and can learn from?
  6. If you feel that you can not be the leader your business needs to succeed is there a partner you can rely on for this?
  7. Are you currently in a good position to be able to devote the time, energy, resources, and focus needed to undertake this endeavor?
  8. What non-negotiables do you have in your life? What are you willing to sacrifice for this dream and what are you not?
  9. How comfortable are you with meeting people and being open to others’ ideas?
  10. What are three key strengths you possess? How will they help you succeed?
  11. What are three weaknesses you possess? How might they hinder your success?
  12. Are you comfortable with delegating to others when you are not the best person for a task?
  13. Do you have a strong support system in place of people you can turn to when needed?
  14. Why are you choosing to open a business in the hospitality industry? How do you plan to leave your mark in it?
  15. Do you possess the knowledge to run the day to day operations of a restaurant or bar? If not, how do you plan to gain that knowledge?
  16. How open are you to continuous education and learning for yourself and your future team?
  17. How will you balance opening a new restaurant/bar with your personal life?
  18. Are you willing to adapt and pivot when needed, even if it means an entirely new concept?
  19. How do you currently deal with failure?
  20. How will opening a restaurant/bar impact other areas of your life?

Once you have answered these questions you will have a better understanding of where your mindset stands right now, what areas you may need to improve upon, and if you are truly ready to open your own restaurant or bar. There is a saying that knowledge is power, and self-knowledge is the most powerful kind!

Cheers to professional and personal well-being!

Image: Laurin Steffens on Unsplash

KRG Hospitality. Business Coach. Restaurant Coach. Hotel Coach. Hospitality Coach. Mindset Coach.

Chef in commercial kitchen handling a pan on fire
by David Klemt David Klemt No Comments

Hospitality Mindset: Restaurant Edition

Hospitality Mindset: Restaurant Edition

by Jennifer Radkey

Chef in commercial kitchen handling a pan on fire

Have you ever wondered why you just can’t seem to get ahead regardless of what you do, or why you appear to be developing a negative team culture?

Maybe you wake up with a sense of dread or anxiety about what lies ahead of you each day, or maybe no matter how hard you try and how much money you pour into your restaurant it never seems to be enough to get you where you want to be.

The cause of these problems may stem from your—and your team’s—mindset.

But what is mindset exactly?

Simply stated, mindset is an individual’s usual attitude or mental state. It reflects someone’s way of thinking and motivates their actions. So, why is it important to be aware of your mindset?

Well, if your mindset dictates how you show up in your life each and every day, then it will influence all parts of your life. Your thoughts about yourself, others, your business, your opportunities, and your challenges are all influenced by your mindset.

Your mindset can either hinder or promote your overall well-being and success in life.

The good news about mindset is that you can change it – if you want to. It can also be contagious—in a positive way.

These facts led me to question if the different sectors of the hospitality industry face unique mindset challenges and what can be done to overcome them.

To find answers and gain further insight I decided to turn to our team at KRG Hospitality for their thoughts. In turn, I’ve written a series of hospitality mindset articles, including one for bar operators and one for hotel operators.

In this article I’ll explore the restaurant industry, with thoughts from chef consultant Nathen Dubé.

Let’s dive in!

The Restaurant Industry

The restaurant industry is massive, employing 12.5 million in the US and 1.2 million in Canada.

Ranging from quick service to fine dining and offering every type of cuisine imaginable, the industry is a staple in any community. And while many enjoy being guests at these establishments, the same can’t always be said for working in them.

The restaurant industry faces constant challenges, ranging from mental health issues to labor shortages and rising costs.

So, what makes a restaurant succeed despite these challenges? While there are many ingredients involved in running a successful restaurant, arguably one of the most important is a strong operator.

Successful Operators

Operating a successful restaurant takes a certain mindset. You need to be organized, open-minded to growth strategies, resilient, and responsive to the needs of your team.

Interested in what makes a restaurant operator stand out, I asked Nathen what contributes to operator success:

“The key strength for a restaurant owner, first and foremost, is resiliency. You need to stay even keeled during the good and bad times. Things will fluctuate between busy and slow. You will experience great staff, not-so-great staff, shortages, bad reviews, good reviews, equipment breaking, orders delivered late, plumbing issues, electrical issues… The list goes on and on.

“But at the end of the day, when you say you’re open at noon or 5:00 PM or whichever, you better be ready on time, every time. That can give the strongest characters stress and anxiety over the long term. I think being resilient and able to do what is in your control and let go of the rest will help an owner maintain one’s sanity.

“The second strength needed is empathy. Without empathy for your staff, your customers, the many other people in the food and alcohol chain, the risk of becoming a tyrant no one wants to work for or associate with is real, and I’ve seen it happen. Your staff are people too, who have doctor’s appointments, family gatherings, and trouble at home. Some may suffer from addiction and mental illness, and some live in borderline poverty, which is a truly sad reality for many hospitality workers.

“The third characteristic is good business sense. As much as restaurants and bars are about hospitality, engaging customers, and providing great service, if you can’t run a business properly, that is all for naught. Money management, accounting, marketing, the whole lot is important to your success and longevity.”

Operator Challenges

Operators need a positive, strategic, growth mindset to be successful in the restaurant industry. Maintaining this kind of mindset takes self-awareness and consistent cultivating. There will be challenges every day that will test you and if you aren’t checking in with your thought patterns, it can be easy to fall into a negative mindset.

When asked what specific challenges hotel operators face that may affect their mindset, Nathen shared some insights.

Financial Risk

Opening and operating a restaurant comes with inherent financial risks. Sometimes it may feel as if more money is going out than coming in.

“When dealing with perishable food items in a time-sensitive environment, there will be plenty of challenges,” says Nathen. “Some are temporary, some are constant, and some are one-offs, but they all need careful attention. There is obvious financial risk and stress that comes with that. Labor costs, food, and alcohol are the main culprits of financial strain for the back of house. The kitchen setup costs (equipment, construction, etc.) are also in this category. Money can be a great source of stress for anyone, and more so for those who are risk averse.”

The Human Element: Guests

As a restaurant operator you rely on guests. Your efforts are almost always focused on how you can get more guests through the door and how you can get them to return.

Besides the stress of keeping them happy, sharing, and returning, guests can create another level of stress.

“Dealing with customer feedback can affect well-being,” Nathen says. “Not everyone who comes into your establishment will love everything. There will be complaints, there will be disagreements, poor online reviews, and there will be outright rude guests. This causes stress to staff, as well as the owner’s state of mind. Keeping staff motivated, calm, and on the same page when dealing with these guests and reviews is a lot of emotional work. It takes a strong-willed individual to let it roll off their back while still learning from it.”

The Human Element: Staff

Without your team there would be no restaurant. Your team is key to your success and can also be a cause of stress to your overall well-being.

“Issues can and will arise in dealing with the human element of labor,” explains Nathen. “Concern and care for staff is a full-time job in itself, and that’s in a best-case scenario. In a worst-case scenario you can experience shortages, theft, drama, and the like that will need to be dealt with or it can drag down a good establishment and create an exodus of good staff. Not to create a bleak picture, but management can take a toll.”

Employee Challenges

Your team experiences their own unique set of challenges that can affect their well-being and mindset as well. Being aware of these challenges is important if you are hoping to create a culture of respect, collaboration, and trust.

When asked what specific challenges restaurant staff face, Nathen had some insights:

“It’s well documented that working in a professional kitchen is difficult work when things go perfectly well. Long hours standing, hot kitchens, short time constraints, and difficult customers can be draining on a person. Mix in stress, poor health habits, and skipped meals, you get the perfect recipe for very hard work. Managing stress and employee wellness within the kitchen team is important to an overall successful business. Not paying attention or implementing ways to help will lead to a difficulty hiring and retaining staff.”

A Living Wage and Safe Environment

The restaurant industry has faced criticism for low pay, unsafe working environments, and an unsupportive culture.

While this is not the case in all establishments, it occurs enough in the industry to make potential employees wary.

“Pay in the industry is notoriously low for entry level positions,” Nathen says. “There is typically limited room to grow on the pay grade, and a lack of insurance, health, and dental care can compound the issues.

“Workplace standards including safety and culture are another common pain point for restaurants. Dirty, unsafe conditions create a dangerous work environment. It will also make it difficult to pass health inspections. Allowing a toxic culture to develop creates an environment that no good staff wants to work at. All of these issues can drain the pride from a good, well run, happy environment that employees want to stay and thrive at.”

Harmful Beliefs in the Restaurant Industry

Your belief system directly impacts your mindset. If you have negative beliefs regarding your team, your guests, or your community, it’s time to sit down and recognize where those beliefs are coming from and how to change them.

The restaurant industry has a few specific common, harmful beliefs that are prevalent in many establishments. Being aware and knowing how to acknowledge and combat these beliefs is crucial to creating a more positive work environment.

Stigma

When I asked Nathen what one of the most prevalent harmful beliefs operators have about their team, he discussed the stigma restaurant employees often face:

“Unfortunately, there is still a stigma around restaurant staff being uneducated, working in this industry only because they can’t do anything else in society. Often, they are seen as doing this job until something better comes along. Why should they invest in their staff’s well-being if they will vanish in a moment’s notice?

“The next stigma is that all workers are just lazy drunks, addicts, and thieves out for a paycheque to drink away at the bar. While there is a prevalent issue of substance abuse in the industry, it can be a tough challenge to address, and unfair if everyone is painted with the same brush.”

Selfish/Uncaring

Operators are not the only people in the industry who harbor negative or false beliefs.

Staff can do so as well. One primary negative belief is that management and/or ownership doesn’t care about them.

“In terms of ownership, kitchen staff can feel ripped off, or that they are doing all the work while the owner gets rich,” explains Nathen. “Staff will make accusations behind closed doors that they do all the work while the owner does nothing.”

To overcome negative beliefs, says Nathen, “[a]n engaged owner can eliminate the walls between staff, customers, community, and themselves. Talking to those in your business circle and including everyone squashes resentment, misunderstandings, and most complaints will be solved immediately, eliminating potentially bad situations.”

Toxic Culture

The last thing that any hospitality business needs is a toxic culture. A toxic workplace culture encourages and breeds negative mindsets on all levels.

I asked Nathen what creates toxic culture in a restaurant and he shared his thoughts and experiences:

“It starts with ownership. Defining a clear set of core values and standards in the workplace—and adhering to them from the hiring process all the way to daily operations—will dictate the type of people you hire and attract. Toxic environments can be created by just one employee. My experience with toxic kitchens was based on there being no consequences; there wasn’t even a lack of standards enforcement because there were no standards to begin with.

“Things like bullying, harassment, poor attitudes, low morale, lack of leadership, and poor working conditions—whether physical, emotional or both—are the typical causes of toxic culture. To blame is also the negative actions of others, and equally the lack of action from management. Bad eggs are left to rot and quickly poison the whole omelet, so to speak.

“Define a concept clearly, every step of the way, and then find the people to fit that vision. But also deal with problem employees immediately; there is nothing worse than losing good employees to bad ones.”

Moving Forward

Understanding the challenges that operators and staff are currently facing, and acknowledging the importance of growth mindset and the need for change, I asked Nathen what positive changes have been occurring in the industry as a whole?

“Restaurant work environments have improved over the last few decades but still have a long way to go. When I started in the mid ‘90s, belittling, yelling, and screaming—general abusive treatment of anyone and everyone—was commonplace. There was no compassion for the environment that staff worked in. The culture, the workload, pay… Literally everything was just ‘take it or leave it.’ ‘If you don’t like it, leave,’ was repeated everywhere to any staff who raised concerns.

“Over time, a stand has been made in response to a mass exodus, tales of burnout, and at the worst end of the spectrum, severe addiction, and even suicide. It was time to look from within at where the actual problems were, and what could be changed. The veil of toughness finally came down, and an honest conversation has led to slow changes.

“One of the more prevalent changes is an overall less-abusive environment. No longer is it tolerated to show anything less than human decency to staff and guests. Genuine care for staff well-being is starting to be seen almost everywhere. It’s leading to a new excitement among hospitality professionals and can hopefully attract new individuals to the field.”

Room for Improvement

Although awareness of the well-being of those working in this industry is increasing, there are still changes that need to happen.

Nathen believes that improvement lies in focusing on balance and respect:

“There is no way around the fact that cooking and serving is hard, long work, regardless of concept. This is unfortunately the entry point for all those who claim to want to change the industry or make it better. In my opinion, this is the wrong approach. Enhancing the whole experience of the employee, leadership team, and guest will make everyone happier and, hopefully, healthier.

“Balancing the workload for everyone, finding creative ways to increase pay, and offering benefits leads to a strong sense of job safety. Rotating schedules, for example: four nine-hour days; or two on, three off; or something away from the traditional 10-, 12-, or 14-hour days and five- to six-day work weeks, reduces burnout, gives employees a chance at a social and family life, and still allows everyone to earn enough income to live. Throw in benefits and some sort of bonus pay, and you will have a brand everyone wants to work for.

“Another big contributor to improving the industry—and we have made big strides already—is the respect for people and creating an environment or culture void of bullying, harassment, intimidation, and general mistreatment of the people who make this the best industry to work in.”

Final Thoughts

In a highly competitive industry facing consistent challenges and harmful beliefs, it will come down to developing and maintaining the right mindset to truly succeed both professionally and personally. It starts from the top with a positive, resilient, growth mindset.

I’ll leave you with a few last words of wisdom from Nathen:

“Hopefully, there is a sense of urgency in the fight to change the industry for the better. It’s important to recognize and praise positive contributions and not just positive people because everyone needs encouragement. It’s equally important to handle negative contributions quickly and correctly.

“A positive attitude can go a long way toward creating a strong team player who can make the best of stressful times and have a coachable attitude. A positive person can help change the culture of a workplace and pick up other teammates who may need a boost. They share their optimism and passion for the job and can make management’s life easier.

“A negative person will contribute to a toxic environment. Resentment begins to build on both sides as a negative person sees things not being done their way, contributes less to the success of the kitchen, and spreads their toxic beliefs to other employees who may start to feel similarly.

“I recently heard a saying, and I don’t recall by who so I can’t quote it, but it goes, ‘It’s important to get the right people on the bus, but it’s just as important to get them in the right seats.’”

Cheers to personal and professional well-being!

Image: Helmy Zairy on Pexels

KRG Hospitality. Restaurant Business Plan. Feasibility Study. Concept. Branding. Consultant. Start-Up.

Flipping through an open book
by David Klemt David Klemt No Comments

5 Books to Read this Month: May 2023

5 Books to Read this Month: May 2023

by David Klemt

Flipping through an open book

Our engaging and informative May book selections will take your front and back of house to the next level, and help develop your leadership skills.

To review the book recommendations from April 2023, click here.

Let’s jump in!

Contagious You: Unlock Your Power to Influence, Lead, and Create the Impact You Want

This is one of three books KRG Hospitality’s Jennifer Radkey read in February. It’s the sequel to a book titled Contagious Culture, which we featured last month.

From Amazon: “For anyone who’s sought to create change, or felt sucked into the drama and chaos of a toxic work environment, this book will advance the notion that everyone at an organization is a leader—for good or for bad—and that leaders have tremendous power to influence those who follow their example. The quality of our leadership is based upon our intentions, energy, and presence. By emphasizing authorship, self-care, and response-ability (not responsibility) as leadership skills and therefore cultural amplifiers, Contagious You shows you how to walk the path of more effective leadership while navigating the road blocks in your way. Whether these road blocks are working with negative co-workers with secret agendas and unrealistic expectations, or just the general ‘busyness’ of life and its excessive demands, this book will take you on a journey to create more space, more courageous leadership, and stronger collaboration to influence others and create the impact you desire.”

Grab this book today: click here.

Chef’s PSA: Culinary Leadership Fundamentals

If Chef’s PSA sounds familiar, that’s probably because it’s a series of four books. We included another book in the series, How Not to be the Biggest Idiot in the Kitchen, last December in our last book roundup of 2022.

Culinary Leadership Fundamentals is intended to prepare chefs to lead a brigade. It’s one thing to know how to prepare food; it’s another to know how to be the leader in the kitchen. Of course, this book is also full of valuable information for owners and operators. After all, they should know how their chef is approaching their role.

From Amazon: “When you become a Chef for the first time you may be put in a position where you know how to cook but not how to lead and manage. This book will teach you everything you need to know to become a Chef Leader in the kitchen. From how to manage costs, build a team, market yourself and overcome adversity. This is the book every Chef needs if they want a competitive edge in running a successful kitchen.”

Pick it up today!

Southern Cooking, Global Flavors

Chef Kenny Gilbert’s journey through the culinary world is epic. By the age of seven he had shown such an interest in the art of BBQ that his father bought him his first grill, a small Weber. After high school he moved from his hometown to Cleveland to attend the Pennsylvania Culinary Institute. After graduation, Chef Gilbert entered into an apprenticeship at the Ritz-Carlton, Amelia Island, in Florida. By age 23, Chef Gilbert earned the role of Chef de Cuisine. He has also opened restaurants and led the culinary programs at restaurants and hotel properties not only throughout Florida but also Colorado, Georgia, throughout the Caribbean, France, Japan, and Spain. Oh, and there was Chef Gilbert’s Top Chef season seven appearance, plus the development of his own line of spices and rubs.

His newly released book features 100 recipes that put international spins on southern classics. Pick up Southern Cooking, Global Flavors today!

The Ice Book: Cool Cubes, Clear Spheres, and Other Chill Cocktail Crafts

We’ve addressed the need to compliment your cocktail menu with a dedicated ice program. This book, available now for pre-order, is from world-renowned cocktail and spirits writer Camper English. Not only does it include easy-to-follow instructions for you and your bar team to elevate your cocktail program, from full-proof to zero-ABV drinks. The Ice Book, then, is aptly titled—it’s everything you need to introduce a memorable drinking experience.

From Amazon: “In The Ice Book, internationally renowned cocktail icepert Camper English details how to use directional freezing to make perfectly pure ice in a home freezer, carve it up into giant diamonds and other shapes, and embed it with garnishes, including edible orchids and olives. You’ll learn how to create a frozen bowl for Negroni punch, serve a Manhattan inside an ice sphere, and infuse cubes with colors and flavors to create cranberry cobblers, a color-changing Gin and Tonic, and other awesome drinks.”

The Book of Cocktail Ratios: The Surprising Simplicity of Classic Cocktails

Long-time subscribers to KRG Hospitality’s newsletters and readers of our articles know that I love a controversial take on cocktails. Take, for instance, the origin of the Margarita. Well, the opening sentence from the description for The Book of Cocktail Ratios certainly got my attention.

From Amazon: “Did you know that a Gimlet, a Daiquiri, and a Bee’s Knees are the same cocktail? As are a Cosmopolitan, a Margarita, and a Sidecar. When hosting a party wouldn’t you enjoy saying to your guests, ‘Would you care for a Boulevardier, perhaps, or a Negroni?’ These, too, are the same cocktail, substituting one ingredient for another. Or if you’d like to be able to shake up a batch of whiskey sours for a party of eight in fewer than two minutes, then read on.

“As Michael Ruhlman explains, our most popular cocktails are really ratios—proportions of one ingredient relative to the others. Organized around five of our best-known, beloved, classic families of cocktails, each category follows a simple ratio from which myriad variations can be built: The Manhattan, The Gimlet, The Margarita, The Negroni, and the most debated cocktail ever, The Martini.”

This book should provide you and your bar team with a totally different perspective when it comes to drink ratios. Pre-order your copy today!

Image: Mikołaj on Unsplash

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