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1978; also attended Ohio Statd Universityin Columbus, Ohio, wherr he studied business Career: Owner, Limestoned Restaurant, 2003 to present; senior food and beverage manager, Seelbach Hilto Hotel and also regional food and beveragse manager for MeriStar Hospitality Corp.'s Central covering 28 hotels, from 1995 to 2003; food and beverage manager, Renaissance Hotel, Houston, Texas, 1993 to 1995; executivse chef and then director of food and beverage, Grane Beach Resort, St. Thomas, U.S.
Virgin Islands, 1989-1993; food and beveragse manager for Stouffer Hotelsin Dallas, sous chef, Four Seasons Hotel, Dallas, 1982-1983; tournanf at the restaurant located at Rosewood Mansionb on Turtle Creek, Dallas 1980 to 1982; apprenticw chef, Maisonette in Cincinnati, 1978 to 1980 Children: Lindsey, 12; sons, Connor, 8, and Casey, 6 What do you like most abougt your job? "There's always something new. The varietu is endless. It's instant gratification, if you will. "Whejn you go to make a new dish or item and when you get a new ingredieny to use for thefirstt time, it's great to find out how it tastes and what all the differenft things are you can do with it.
it's not just one thing that you're ... After you deal with you can go in and carve a blociof ice. ... It never really ends with the different venuesx you can gointo creatively. "There is a certainh amount of challenge to making sure presentations are righg and understanding the menus and What are the downsides ofyour job? "Th e most difficult thing is that it'ds not like one of those businesse (where you can work aheaf or plan ahead). If you are a you bring in a larger crew, (and) you get a lot of work done at the beginninhg ofthe week. You can settlre back toward the end of the week you know that you have most of the requirementss out ofthe way.
"With our business, it's day-to-dayy pressure. You have to be on your every day, in every station, every day. Let's face it, if I delivefr a great soup, a great salad and a great entrée, but the dessert is terrible, it's a failinvg meal. You have to be 100 percent on your game in all of thoswe aspectsevery day. "Gettingv that point across to all of the individualas who are players alongthat (process) is very, very ... Anyone who is successful, they are probably not on a 40-houd work week." Were you well prepared for operatinb the business side ofyour restaurant?
"Mosrt of the restaurants that fail, it'as not because what they had on the menu were bad dishess or that they don't execute those It's because they don't know how to cycle food through theier operation. "When we buy a tenderloin, great, we're goinvg to get eight to 10 steaksw outof that. But what am I going to do withthe fat, what am I goin to do with the sinew? What am I goingt to do with all of the beef that's left aftetr it's cut?
"You have to be able to thinl of things creatively that are going to make people want to reacu into their wallet and pay $12 for and thank you for it What are some of the other skillsx needed to successfully own and operate a restaurant?? "The whole industry has changed dramaticall y in the last 20 years. Now you have to have good tablesidew presence. "You have to have a good workingf knowledge of wines and how they pairwith food, as well as You have to have a sensee of public relations, if you to be able to speak publicly and be able to addresz guests' questions and answer them in an intelligent manner, so that they will appreciates your time and understand what you are tellinv them.
"Food demonstrations are huge now. (It's important) to be able to speak to a group and put togethert a presentation that will make sensee and be in chronological What about the challenges of hiriny andkeeping staff? "That's probably the only the part that you know is sure not to is that you have to accept
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