Culinary

When hiring, committees are choosing a person first. Exceptional chefs, leaders, and mentors know how to attract talented individuals with diverse strengths. One of the greatest skills for Executive Chefs is keeping pace with the industry’s rapid changes and the wealth of information available to their members.

According to the Harvard Business Review, as information continues to double approximately every seven years, educational institutions are equipping graduates to retrain themselves multiple times throughout their careers. These considerations indicate that the hospitality industry will continue to push its boundaries. Our nation’s history has not seen a period more dynamic for professionals within this field. The public increasingly expects innovative culinary interpretations, distinctive entertainment concepts, and consistent energy when engaging in the art of dining.

Certain principles remain constant: mastering your craft, understanding cooking techniques, and knowing the science behind ingredient interactions. Additionally, fundamental human values such as ethics, morals, and interpersonal engagement are governed by established norms. As an Executive Chef, it is important to recognize that your team operates under your vision while also seeking personal satisfaction in their roles. Effective leadership involves supporting your staff, who, in turn, provide service to the members.

Executive Chefs frequently encounter a variety of complex challenges that invite them into broader discussions. These shifts often stem from political influences and the need to navigate global policies and leadership decisions at both the state and national levels within our democratic system. While maintaining member satisfaction remains a primary responsibility for chefs, it is essential to consider how these changes impact their roles and overall operations.

A professional commitment to respecting raw materials encompasses ethical harvesting from our oceans, careful management of growth cycles, consideration of organic practices, and adherence to responsible bio-genetic principles. As Auguste Escoffier wisely stated, “The handling and care of the raw product is 50% of the preparation.” Addressing biogenetics, genetically modified organisms (GMOs), and food safety requires expertise in proper supply labeling and transparent communication rather than political positioning.

The relentless curiosity for technology and methods will propel us professionally without compromising our culinary artisanal traditions. We need to discover innovative ways to showcase, produce, and deliver our craft. Many club kitchens struggle with consistency, often because Executive Chefs hesitate to allocate capital budgets for better solutions. This is evident when I tour new kitchens that do not have the most modern cooking systems because the existing chef would rather have traditional ovens. Escoffier himself was innovative, or he would not have placed recipes into a book.

Human forgiveness and an appreciation for political boundaries, emerging economies, and cultural diversity are crucial as we strive to meet the nutritional needs of global populations. As M.F.K. Fisher stated, “The world was discovered in our curiosity and search for foods.” In today’s workforce, diversity remains prevalent, and organizations that embrace it tend to achieve stronger staffing outcomes.

Your leadership will be challenged to inspire people to grow, secure a clear vision, initiate action in others, energize results, and maintain a commitment to common goals. This is the leadership that will take our culinary profession into the new millennium. Classic quotes such as, “Don’t ask—that’s how the Chef wants it,” or the even more traditional, “The Chef is always right,” are endearing comments to many, but they are, in fact, holding our profession back. We must move our kitchens forward with progressive communication and empathy.

Your dedication in the roles of educator, teacher, and mentor will significantly influence the methodologies applied in future years. As Food and Wine pioneer Robert Mondavi expressed, “Tell me and I will forget. Show me and I will remember. Teach me and I understand.”

It is essential to demonstrate a genuine passion for excellence within our profession while presenting your achievements with humility and acknowledging the successes of our industry. Strive to develop the next culinary innovation, as demonstrated by the leaders in this field. These demanding responsibilities characterize the role of an outstanding Executive Chef.

If this seems unreasonable, then you are in the right place. Every professional position must be overwhelming with change, or the industry to which you belong is not growing. If there is no growth, then it dissolves. Having challenges is the reward for success, and this propels the profession forward with a clear and healthy future.

Club + Resort Chef – May 2026

Lawrence T. McFadden, CMC, ECM is a food and beverage training consultant and search executive with KOPPLIN KUEBLER & WALLACE, a consulting firm providing executive search, strategic planning and data analysis services to the private club and hospitality industries.

What if our satisfaction with food quality is influenced by factors like atmosphere, noise level, dress code, and technology? Just as families have different preferences when choosing a restaurant, club members do, too. Around the dinner table, perceptions of quality—and even appetite—can vary from person to person. My dad used to say, “Can I just eat in peace?” whenever things got too noisy at dinner.

Successful organizations understand their customers and their preferences. Chefs recognize that consistency and popular menu items foster loyalty. The pandemic affected ingredient costs, staffing levels, and safety protocols through technology. Although conditions won’t return to how they were, some strategic changes have been overly drastic.

Society’s casual attitude began forming as early as 2000 for us at the Ritz. At a lobby table, an elderly couple in seersucker sat across from a young tech entrepreneur in a hoodie, while others entered wearing hip-hop-inspired baggy jeans and glittery sneakers. The shift in our restaurant was evident even then. Despite attempts to enforce dress codes, once seated, guests revealed their preferences and personalities.

Most club memberships average between 55 and 65 years old, spanning three-plus generations. Many are Baby Boomers, who hold the greatest wealth among members. Baby Boomers have voiced strong concerns over new restaurant practices like QR code menus and digital wine lists. When QR code menus swept through restaurants during the pandemic, the logic made sense: physical menus were a contact risk, smartphones were universal, and going digital seemed like a clean solution. Safety and comfort were priorities. Yet two-thirds of consumers aged 60-plus are uncomfortable using technology, according to industry surveys. The surprise today is how broadly that feeling has spread.

In 2024, even tech-savvy Gen Z showed a strong preference for tangible menus, with around 90% favoring print. Club locations such as pools or golf areas that are fully digital are now facing a member engagement problem. While staffing and service delivery times have improved with technology, not all members are happy navigating another device.

With technology comes digital devices such as TVs and other noise-producing elements in dining rooms. Walk into almost any trendy, remodeled club today, and the first thing you notice isn’t the smell of food—it’s the noise level. Hard floors, open ceilings, exposed brick, and display kitchens pushed into the center of dining rooms have turned dinner into something that can genuinely strain your hearing. Long gone are the sound-buffering elements of carpet, drapes, cloth-stuffed chairs, and the classic ’70s drop ceilings. Last week, I was in Florida at a beautifully designed new space, yet the GM mentioned they needed to add sound baffling.

While a higher noise level may feel more current and exciting for some members, it is more than an annoyance—it is a genuine barrier. I remember eating with my dad when he got his first set of hearing aids; he was so distracted in hard-surfaced spaces. The World Health Organization estimates that 60% of adults aged 60 and older will experience moderate or greater age-related hearing loss. If a member is distracted, how can they emotionally engage with the waiter’s description, fellow diners, or the comfort of the dining space?

Studies by dining guide Zagat reveal that noise levels are the top complaint among diners, ranking ahead of bad food, slow service, and high prices as the factor most likely to ruin a meal. Dress code violations are never as offensive as someone at the next table speaking loudly or having a cell phone conversation.

Boomers—my age group—are the least comfortable generation when it comes to restaurant technology and are the most skeptical about the use of AI. According to DoorDash’s 2025 Trends Report, only 34–40% of boomers are comfortable with AI recommendations, compared to much higher percentages among younger generations.

Millennials and Gen Z are more inclined to embrace digital tools for dining, loyalty programs, and real-time promotions, while boomers and Gen X prefer a more traditional approach mixed with modern conveniences. The frustration isn’t simply about not understanding technology—it’s about what gets lost when screens replace staff. Nearly 90% of survey respondents said their main reason for eating out was to spend time with family and friends, and a dining room full of people staring at phone screens or tablet kiosks works directly against that purpose.

Many clubs that initially adopted digital menus have returned to physical menus or now use a combination of both, especially in casual settings like pools or grab-and-go areas. Most members continue to favor a traditional, human-centered dining experience. Member interactions are also the primary reason employees remain at a particular club, making these connections valuable for everyone involved. As a relationship-oriented species, humans communicate a great deal through nonverbal cues.

As a Baby Boomer, I once thought getting older meant simply wanting more silence—until I read that in 2023, SoundPrint found that over half of dining spaces were so loud that it was difficult to have a conversation. These are not niche complaints from a resistant audience; they represent the dominant feedback shaping how the industry is adjusting heading into 2026. Designers of restaurant spaces need to create more zone-based environments because society isn’t going to start speaking more quietly.

Club + Resort Chef – May 2026

Lawrence T. McFadden, CMC, ECM is a food and beverage training consultant and search executive with KOPPLIN KUEBLER & WALLACE, a consulting firm providing executive search, strategic planning and data analysis services to the private club and hospitality industries.

Lawrence McFadden’s career reflects a rare combination of technical mastery, global influence, and executive leadership that has helped broaden the definition of what a chef can become.

As a Certified Master Chef through the American Culinary Federation, McFadden achieved one of the most demanding distinctions in the culinary profession. Fewer than one hundred chefs in American history have earned the title, which represents sustained excellence in technique, discipline, and performance under pressure. It is a designation that signals both mastery of the craft and a commitment to advancing its standards.

His professional foundation was built at The Greenbrier, where classical training and competitive rigor established the discipline that would define his career. During that time, he earned a place on the U.S. Culinary Olympic Team, representing the United States among the world’s leading culinarians.

Over more than four decades, McFadden held leadership roles across globally recognized hospitality organizations including The Ritz-Carlton Company, MGM Grand Hotel and Casino, Shangri-La Hotels, and the Waldorf Astoria. His appointment as the first American Corporate Chef for The Ritz-Carlton Company marked an important moment in the evolution of global culinary leadership, as he helped shape menu development, training systems, and operational standards across an international portfolio of luxury properties.

His work consistently bridged culinary excellence with organizational leadership. In corporate roles with MGM Resorts and Shangri-La Hotels, McFadden helped guide complex food and beverage programs across multiple properties and markets, influencing hospitality experiences on a global scale. His contributions extended beyond execution to include systems development, leadership training, and operational strategy.

Club + Resort Chef – April 2026

Lawrence T. McFadden, CMC, ECM is a food and beverage training consultant and search executive with KOPPLIN KUEBLER & WALLACE, a consulting firm providing executive search, strategic planning and data analysis services to the private club and hospitality industries.

Even after living in 12 different places and holding 15 different positions, I still found myself afraid of change. Yet what scares me even more is the idea of becoming institutionalized. I often wonder whether I am truly moving forward or simply running from something. In my first corporate job, before airplanes offered wifi, executives joked that staying in the air made you harder to hold accountable. This attitude reflected a lack of real ownership in understanding the company’s success.

Sous chefs face constant challenges and expectations to keep our careers moving forward. We refine our culinary and leadership skills under various chefs, collecting experiences and celebrity mentors like trophies. Committees that lack an understanding of strategic culinary career development often focus primarily on these well-known industry figures. Throughout my transitions, I frequently asked myself whether I was genuinely seeking improvement in my abilities or simply pursuing better outcomes. My journey took me through clubs, hotels, standalone restaurants, and different regions across the United States. Eventually, I found my niche in the luxury resort sector, where I spent most of my professional career.

Talent creates opportunities but can also produce professional insecurity. High-risk takers tend to focus on future possibilities, while risk-averse leaders prefer to remain grounded in the present, often solving problems themselves rather than delegating. At one point, we hired a Director of Food and Beverage who had held several roles at different organizations for less than two years each. On the surface, she appeared to be steadily advancing. Her mentor had advised her to spend only 18 to 24 in each role, gain experience, and then move on. I observed, however, that leaders who change positions too frequently rarely take full ownership of projects or see them through to completion. They also miss the confidence that comes from witnessing positive results over time. I encouraged this young leader to pause, evaluate, and commit to our club for a longer period. To our mutual benefit, she stayed for five years, grew professionally, and saw numerous projects completed. Her development centered on making meaningful contributions rather than simply holding titles within our small club.

This raises an important question: What is the right amount of time to stay with an organization, and how much loyalty is expected?

Large brands often allow employees to relocate without losing a sense of loyalty to the organization. Clubs, however, may view frequent moves as unreliable—especially for executive chefs compared to sous chefs. In China, kitchen staff often work together for long periods, with the head chef acting almost like a union representative and maintaining consistency in hiring. Committees frequently ask whether an executive chef will bring their own team. I always bring a trusted sous chef to ensure efficiency. Many committees want rapid change while retaining the entire existing staff, which can sometimes contradict the mission.

Clubs invest significantly in executive chefs, valuing both their expertise and their loyalty. It is important to consider what clubs expect in return for the salaries they offer. While people work for people, chefs should also recognize their professional responsibilities within the industry. Leaving a club too soon can negatively affect future candidates and undermine the commitments made at the start of employment.

Young executive chefs should expect to stay at least three years, with five years often considered ideal. Short tenures can raise doubts about decision-making, especially after two or three quick transitions. Large brands may request relocation to different properties, but higher compensation often comes with greater expectations of loyalty. Talent matters, but tenure matters as well. Hiring managers and general managers must carefully evaluate candidates who move too frequently, as repeated transitions affect operational stability.

Risk deserves recognition, particularly when changing roles or relocating. When a young chef resigned, I congratulated them out of respect for their courage. I never attempted to persuade them to stay or offered a promotion as a countermeasure. Leadership should recognize that a two-week notice primarily serves the employer, not the employee. Aside from retirement or long-term service, concluding the relationship efficiently can sometimes benefit everyone involved.

This philosophy differs from traditional succession planning or mentorship. In Florida, each season we evaluated and planned the next role or strategy for every kitchen leader. By taking a proactive approach, we prepared for the future alongside our chefs. When we developed growth plans for them, they recognized that we were investing in their careers—even before new opportunities appeared. Crafting these succession plans also strengthened my own commitment to staying. Taking calculated risks is often necessary for leaders to seize new opportunities, though some individuals are more comfortable with risk than others. The same applies to you.

Club + Resort Chef – April 2026

Lawrence T. McFadden, CMC, ECM is a food and beverage training consultant and search executive with KOPPLIN KUEBLER & WALLACE, a consulting firm providing executive search, strategic planning and data analysis services to the private club and hospitality industries.