Spotlight Archive
Member Spotlight - March
What is the biggest challenge you face as a client liaison?
I think that our biggest challenge is maintaining consistent quality at a fair price. The customer’s perception of the value proposition has to be there in order to grow sales. As a liaison you are the conduit between the kitchen and the cash register. It’s not a place for the faint of heart.
What do you see as the most important trend in the industry?
Certainly dealing with the constant escalation of the cost of food is a huge issue, but putting that aside I think that the growing interest in health management will continue to put more pressure on us to integrate food service with health and wellness in more than just a cursory way. Do we increase the price of a cheeseburger and lower the price of a veggie burger? I don’t believe that we can legislate healthy behavior, but I can see a time when we may have tangible incentives to encourage people to seek more healthy options.
What advice do you have for new client liaisons?
Run! Just kidding. If you are new to the business, the best way to figure out what is going on is by immersing yourself in the operation. Attach yourself to your GM or operations manager. Learn how things work from the kitchen to the dish room. Be on site when the chef does his pre meal menu review with the staff. Be in the dining room during meal times. Talk to your customers. Don’t be afraid to ask a frowning customer if you can help them. You’ll be surprised what you will learn. Nothing is more satisfying than turning a bad experience into a good one. Learn how the financials work. I don’t mean just crunching the numbers; understand the ratios and percentages that drive the numbers.
How has your membership with SFM help you in your role as a client liaison?
This is a great follow up to the last question. When I first got into a liaison role in 1986, I called an old friend of mine who was in the food service business at a large bank. The first thing that he told me to do was join SFM. I took his advice, and when I went to my first national conference, I met people, many of whom are now great friends, who immediately took me under their wing and helped me understand what it meant to be a “foodie” and how to be a good liaison. I would define that as an educated customer who understands the business and works with his or her food service provider in a partnership. Honesty, trust and a commitment to excellence are required elements. Having a thick skin and a sense of humor helps too. Be a sponge. Ask questions. SFM is full of folks who are willing to help and share their experiences.
What and where was the best meal you ever had?
Wow that’s a tough one, but I guess I will go with the dinner that I had with my wife and children last year at Perla in the LaConcha Renaissance Resort in San Juan. The food, atmosphere and service were perfect.
Member Spotlight - February
This month's Member Spotlight features Jane Kees of HBO. Jane answered several questions about customer satisfaction and industry trends.
What is the biggest challenge you face as a client liaison?
The biggest challenge of being a liaison is finding that balance between your company and your provider. Trying to meet the wants and needs of your company along with the pressure that this places on your provider from a cost and a service point is not always easy to manage.
How has your membership with SFM helped you in your role as a client liaison?
SFM has been very useful tool for me because I have been able to meet other client liaisons and find out what they are doing at their locations. As an SFM member, I have also been able to learn more about critical issues and keep up with the trends in the industry.
What do you see as the most important trend in the industry?
There has been a very big push for Health and Wellness. Customers are looking at what they eat and how much calories or nutrition they are in taking. They also want to know where the food is coming from. (If it is local or organic) Our customers are more knowledgeable when it comes to food now days. So they want more information on what they are consuming.
How do you keep your customers happy?
I feel the best way to keep them happy is by communicating and building relationships with customers. Letting them know that I am available to listen and take care of their needs. Making sure that our provider also gives them the best quality food for the money while getting great customer service.
What advice do you have for new client liaisons?
It is important to learn your company culture and their customers’ needs and don’t be afraid to make changes. Be willing to listen and learn from you provider.
What and where was the best meal you ever had?
My husband and I were in Barcelona, Spain and we ate at 41º, Chef Ferran Adrià Restaurant. This by far, had to be the best meal ever. It would be so difficult to say what dish was the best because one was better than the other. The one that stands out would be the caramelized foie gras on a homemade marshmallow.
Membership Spotlight - January
This month's Member Spotlight features Victoria Vega of CulinArt, Inc. Victoria answered several questions about customer satisfaction and industry trends.
What is the biggest challenge you face on the contractor side of the business?
After more than 20 years in operations, transitioning to business development brought to light a challenge that will continue to impact our industry – the commoditizing of food service. Onsite dining is no longer a segment in which decision-making is impacted by the senses. We are being governed by price and evaluated by purchasing or procurement departments without benefit of the multidimensional relationships we foster with our clients and customers.
As culinary service professionals we all strive to deliver a unique dining experience to the discerning populations we serve. The sensory impact of sight, sound, touch, smell and undeniably taste cannot be sold on the basis of price alone. There is no accounting line item for passion on a balance sheet. It is our responsibility to differentiate our products and services by highlighting the strategic value hospitality programs bring to corporate culture and the unique selling points that differentiate our organizations in the competitive onsite arena.
What do you see as the most important trend in the industry?
Glocalization, thinking globally while acting locally, will become part of the foodservice lexicon and continue to impact our industry. From ingredient origin to carbon footprint considerations, food service managers will need to balance universal operating standards with local considerations. By getting involved in our communities and adapting to the conditions of the local environment, we can continue to positively impact the guests we serve.
The “average” customer no longer exists and homogenized menus will not translate to increased participation. We need to deliver customized solutions to match the demographic preferences in each market. Our sensitivity to understanding diversity in the corporate workforce can infuse our culinary concepts with local flair. By researching lifestyle nuances within regions, operators can deliver authenticity while respecting the integrity of the source and honoring the heritage of our guests by providing the food choices our customers enjoy.
How do you maintain balance between keeping your client’s customers happy, your client happy, and your parent organization happy?
I attribute much of my career success to a simple, but critical, action when discussing customer satisfaction, client retention or career longevity. My primary objective is to listen with purpose. Every few years I tend to sharpen the saw and re-read Stephen Covey’s “The Seven Habits of Highly Effective People.” It is always Chapter 5 on empathic communication that hits home with the Zen-like recommendation to “seek first to understand; then to be understood.” Being a good listener is akin to harnessing power and is essential to creating positive relationships. When you have good information and accurate data, you can respond, resolve, refute or influence others through effective communication.
What advice do you have for young foodservice professionals considering entering the on-site/non-commercial foodservice realm?
The best advice I ever received was from my executive coach, former SFM President Debi Benedetti. Her transformational recommendation was to always have your own personal board of directors. By creating a network of a half-dozen or more powerful people who provide candid feedback and constructive criticism, I was able to see my success and failures from an objective vantage point.
When casting that net, I didn’t recruit people who were all “like me” to my circle. I sought out mentors at different organizational levels internally and externally to my position as well as industry leaders whose careers and executive charisma inspired me. I talked to clients, vendors, subordinates and peers to find my own executive board. In the end, this exercise served as a personal 360-degree appraisal, providing first-hand knowledge of how others perceived me. It was truly an unofficial validation of my capabilities and a great tool for anyone growing up in our industry.
You’ve been a member of SFM for quite a while. How has the Association changed since you first joined?
I joined SFM in 1992 and what a difference 20 years makes! The biggest change impacting our association and industry is consolidation. Mergers and acquisitions have reduced the number of competitive food service management companies. Corporate downsizing has impacted the role of the client liaison, as other ancillary services are combined with general and facility-related administration. And in our personal and professional lives we are all doing more with reduced funding, fewer resources and less time.
I find it ironic that consolidation can be defined positively as combining or unifying, but also negatively as in discarding unused items. As members of SFM, we all need to be sensitive to the fact that consolidation breeds change and if we fail to react to the evolution of our industry, then we will find ourselves defined by the negative connotation. I prefer my glass half-full. We need to face the challenges brought on from consolidation by solidifying and strengthening our position as the pre-eminent national association serving the needs and interests of the onsite foodservice industry. I encourage all fellow members to volunteer, give back and get involved with SFM.
Membership Spotlight - December
This month’s Member Spotlight focuses on SFM’s 2012 Hennessey Traveler for 2012, Ted Mayer.
Ted is currently Vice President at The Rochelle Group, Ltd. and held the position of Assistant Vice President, Campus Services, Hospitality and Dining Services at Harvard University. Ted also won the IFMA Silver Plate Award in 2006 representing Colleges and Universities.
We are honored to have Ted representing SFM in January as he tours military facilities around the world. Bon Voyage!
1. First, on behalf of all SFM members we’d like to thank you for representing our Association as a Hennessey traveler. What is the one thing you are looking most forward to as a Traveler?
Since all of us in hospitality want to serve (it’s the way we’re built) and it’s what usually gives us the greatest satisfaction, I’m looking forward to using my experience for the benefit of those in the Air Force. Hopefully, it will help in some way. Also, every Traveler I have spoken with has said that visiting the bases is one of the most moving and extraordinary experiences they ever had. Given their comments, I look forward to learning a number of things as well.
2. You’ve been in the onsite foodservice industry most of your career, what are the most important trends you see currently in the industry?
I think the two biggest trends are the purchasing of local foods and developing sustainable operations. As these trends continue, the challenge will be to find the appropriate balance between customer expectations and what is possible, especially when dealing with large scale, onsite foodservices. Local purchasing by itself can’t fully support customer demands. Yet, at the same time, to rely only on large agribusiness undercuts local farming, crop diversity and an ecological balance which is necessary for the health of the planet. With regards to sustainable operations, the definition is still evolving, but includes energy efficient kitchens and serveries, transportation, growing techniques, use of fertilizers, manufacturing, waste and recycling, along with fair labor practices. These definitions are often very subjective leaving much to interpretation. If it were simply the physical aspect of the kitchens and serveries with a focus on energy, then, of course there are measurements that most people agree upon.
But when we try to label something sustainable then there are a wide range of views that have yet to be consolidated. Despite these challenges and the confusion around these labels, customers continue to want more “local foods” and “sustainable operations.”
3. In 2012 SFM is focusing on Leadership. As an Industry Leader (and Silver Plate winner) what is the most important trait leaders need to be successful?
Leaders should inspire. Leaders need to remember that they have enormous influence on those that report to them. The influence they have is often subtle and can create either a good outcome or a bad one. Too often leaders get bogged down in the task portion of their job, forgetting how their actions, demeanor, ability to praise, and think objectively and strategically, can affect the individuals and team they oversee. Leaders should also take advantage of associations like SFM where sharing and learning will help them continue to grow as leaders. Like so many areas of hospitality, leadership is both science and art. As such, one must remain open to new ideas, continue to learn and reflect, while creating a work environment that is healthy and productive. It is a never ending quest. Good leaders understand this and find great satisfaction in the constant challenge of striking the right balance.
4. What advice do you have for new client liaisons?
Be clear about your objectives and know yourself. In other words, you must fully understand the institution you are working for. This is necessary in order to articulate what you expect from your foodservice provider. It is first and foremost a business relationship and as such, there is the potential for misunderstandings, the possibility of differing expectations, and sometimes competing goals. It’s best to be as clear as possible so that both you and your contractor can operate with shared goals that benefit both parties, rather than those that might be at odds with each other. A good liaison continually monitors their operation and communicates with their contractor. They continue to make expectations clear, especially those that are assumed. In other words, make the implicit explicit. And don’t be afraid to seek help and advice from peers. Chances are they have experienced the same or similar challenges, whatever they may be.
5. What and where was the best meal you ever had?
I’ve been very fortunate to have eaten in some of the finest restaurants in the world. But those that rise to the very top have also been special occasions or included others that inspired great conversation with colleagues and friends. A few that come to mind are Taillevent in Paris; Rialto in Cambridge, MA; Everest in Chicago, and Bouchon in Yountville, CA, not to mention a number of special functions at some of the best onsite operations throughout the country. But perhaps the most memorable was with my father, who was a European trained baker. Shortly after I graduated from culinary school in Boston many years ago, he took my wife and me to a German restaurant called Lechtner’s in Boston. I believe the chef/owner was a man named Werner Lechtner. I was amazed at how knowledgeable my father was about the foods and wines we ordered, which all seemed exquisite at the time. It was a long time ago and still stands out as the best meal I ever had.
Membership Spotlight - November
This month's Member Spotlight features Bernadette Ventura of Cini-LIttle International. Bernadette, Chair of the SFM Program Committee, answered several questions about customer satisfaction and industry trends.
1. What is the biggest challenge you face as a foodservice supplier?
From an industry perspective, I think we all face the challenge of multi-generational workforces and virtual workforces. Onsite dining today requires more creativity in both balancing menu and operation breadth.
2. What do you see as the most important trend in the industry?
Quality food and service are always the most important trends in our industry. It’s what we do. We’ve gotten back to basics with fresh foods, local foods and healthier foods. Consumers are smarter and I see these demands growing. And, call me crazy, but I think there will be a place for the gourmet food truck in the future of our industry. As traditional workforces continue to shrink, gourmet food trucks might provide part of the answer.
3. How do you keep your customers happy?
I pay attention to the details and strive to build long term relationships by 1-keeping commitments, which builds trust; 2-staying updated, which builds credibility; and 3-I stay in touch.
4. What advice do you have for young foodservice professionals considering entering the onsite/non-commercial foodservice realm?
Study food and business. Recognize that foodservice is an ever-evolving business. Pay attention to what’s going on in your neighborhood and across the globe, and don’t be afraid of new ideas; be part of the evolution. Get involved with SFM. The organization will provide ongoing educational tools, resources and colleague support, so sign up early!
5. What and where was the best meal you ever had?
Arctic Char at Craft in New York. It was the first time I ever had Char.
Membership Spotlight - October
This month's Member Spotlight features Carolyn Milea of The Blackstone Group. Carolyn is the Chair of the 2012 SFM Critical Issues Conference and answered several questions about customer satisfaction and industry trends.
1. What is the biggest challenge you face as a self-operator?
The model at The Blackstone Group is very different than your traditional food service operation. We cater to a few select departments serving them a free hot and cold lunch buffet each day. What makes it even more challenging is that we do not have a working kitchen. Instead we cater from local restaurants and caterers in order to offer a variety of meals. We offer an extensive salad bar each day and rotate the hot menu selection daily. It is challenging because there is a limited menu, but the opinions on the menu choices are unlimited.
2. What do you see as the most important trend in the industry?
I think health and wellness is the most important trend in the industry right now and I don’t think it’s going away. We’ve all seen so many fads over the years, but basic good nutrition will always been important.
3. How do you keep your customers happy?
At The Blackstone Group, we try to keep our customers happy by giving them a variety of different ethnic menus.
4. What advice do you have for new self-operator?
I’m sure it sounds cliché especially just coming off the SFM board, but getting involved in SFM and the industry is the key to success. I don’t just mean becoming a member (that alone doesn’t do anything). You have to get involved in the organization. The networking opportunity is wonderful and it helps you grow and learn. It can be difficult at first, but worth the effort. There are so many wonderful people in the industry that you may also gain a few lifelong friends. This cannot be stressed enough.
5. What and where was the best meal you ever had?
The best meal I ever had was/is any Italian Sunday afternoon dinner cooked at home by my husband with a good bottle of wine. There’s no better meal than when it’s made with love.
Membership Spotlight - August
This month's Member Spotlight features Debbie Reimer of Compass Group. Debbie was asked several questions regarding the industry and maintaining customer satisfaction.
1. What is the biggest challenge you face as a contractor district manager?
My biggest challenge is delivering customer service and financial expectations at a time when costs continue to rise. Food costs have increased steadily over the past few years, but the economy is impacting our clients and their customers. Our goal is to help our clients serve quality food at a cost competitive to either local restaurants or bag lunch.
2. What do you see as the most important trend in the industry?
Wellness is huge. In many of our businesses, upper management and our clients are asking us to provide healthy menu options to meet their wellness goals. There is sometimes a disconnect in what our guests are looking for and what upper management is asking us to deliver. Our guests want to make choices, this is where we have an opportunity is to educate our guests, help them understand portion control and sample, sample, sample to let them know healthy does taste good.
3. How do you maintain balance between keeping your customers happy, your client happy, and your parent organization happy?
Keeping close relationship with client and open 2 way communication is crucial. Sometimes a client may not always know what customers want; it is our job to help educate them. There are times when parent organization and client requests are different, but at the end of the day, we are there for the customer. Communicating their needs and wants to our executive team helps them understand the changing needs of the client.
4. What advice do you have for young foodservice professionals considering entering the onsite/non-commercial foodservice realm?
There are 3 pieces of advice I have for young foodservice professionals. The first would be to understand the importance of starting at an entry level position. This allows you to learn the basics to build your foundation and understand what your employees do on a day to day basis. My second piece of advice is to take business classes or review a class you took during college to truly understand how to manage the financials and reduce costs. They are critical to becoming an effective manager. And lastly, get involved in a professional association like SFM. I have made some great connections through SFM that have helped in my career development.
5. What and where was the best meal you ever had?
Petite Filet and Shrimp Dinner from Ruth’s Chris Steak House (and I am not a big beef eater).
Membership Spotlight - July
In the first installment of SFM's Member Spotlight, we highlight Damian Monticello of BlueCross BlueShield of Florida. Damian was asked several questions regarding the industry.
1. What is the biggest challenge you face as a client liaison?
In my opinion, the biggest challenge of being a liaison is keeping that balance between meeting the wants and needs of your company and the pressure that places on your provider from a cost and a service delivery standpoint (depending upon your financial model). This is true regardless of the service (café, catering, vending, c-store, etc.)
2. What do you see as the most important trend in the industry?
Health and Wellness. The role of foodservice is no longer simply to make sure we offer a “healthy” entrée choice. The switch from “healthy” to “health and wellness” requires that we consider not only the nutritional content of what we serve, but also how we engage the other areas that have an interest in our employee’s well being (Fitness Centers, HR, etc.) in order to achieve the goal of improving overall health.
3. How do you keep your customers happy?
Listen to them. Comments from our customers have lead directly to some of the most successful things we have tried.
4. What advice do you have for new client liaisons?
Two things:
- Never stop learning, and,
- Be willing to try new things
Take the time to understand your provider’s business. I am fortunate to have spent several years as a hotel F&B Manager and a restaurant GM, so I understand the challenges my providers encounter because I have faced those challenges myself. This also allows me a little more credibility when I am pushing them to try something new.
As an industry, I feel that we sometimes become too comfortable with the things we have done that work well and don’t always embrace change the way we should. I am always looking for a new station concept, service delivery method, or technology that I feel will enhance the overall guest experience. Some work, some don’t, but I am always willing to try. It goes along with my favorite saying; “Even if you fall flat on your face at least you are moving forward”.
5. What and where was the best meal you ever had?
Any meal I ever had at either my grandmother or great-grandmother’s houses. Especially the spread great-grandma put out for St. Joseph’s Feast Day.
