Lawrence McFadden, CMC, ECM
Search & Consulting Executive
Lawrence McFadden has over thirty years of luxury hotel and club experience. His impressive career includes leadership roles with iconic brands such as The Ritz-Carlton, MGM Resorts and Casinos, The Greenbrier Hotel and Spa, The Waldorf Astoria, and Shangri La Hotels and Resorts of Hong Kong.
He held key corporate level positions that required keen partnership with various ownership groups, Boards of Trustee’s as well as celebrity chef brands. In these roles he was instrumental in the growth of both The Ritz-Carlton and Shangri-la Hotel groups’ global expansions. His division was responsible for over two hundred restaurant concepts opening over various continents.
Starting as an Executive Chef he was promoted to and assumed key food and beverage roles, eventually ascending to General Manager/COO of luxury club and resort properties. These roles position him as a strong partner for key stakeholders of ownership, guests/members, or operators.
Lawrence developed a great understanding of global hospitality habits when living in Hong Kong, Singapore, and various cities in the United States. His restaurant concepts stretch the globe touching on various cuisines, service styles, and business atmospheres.
An accomplished Certified Master Chef, as well an Honoree Doctorate from Johnson and Wales, allowed for culinary understanding and influence as a General Manager/COO. While in the role he was honored with the Excellence in Club Management Mel Rex Award as top General Manager Nationally in the non-country club category.
Email: lawrence@kkandw.com
Phone: 833-KKW-HIRE (559-4473) Ext. 715
Resources & Insights From Lawrence…
The perfectionist is never satisfied. The perfectionist never says, “This is pretty good, I think I’ll just keep going.” To the perfectionist, there is always room for improvement. The perfectionist calls this humility, but it is egotism. It is pride that drives the desire to write a perfect script, paint a flawless painting, or perform an impeccable monologue. Perfectionism is not a quest for the best; it is a pursuit of the worst in ourselves—the part that whispers that nothing we do will ever be good enough. It demands we try again. But no, we should not…
The idea of “work-life balance” can be tricky for chefs, especially when it comes to physical separation from family. I remember the early days in the kitchen—once you stepped through that back door, you were cut off from the outside world. Some of us even slept in the kitchen. Our brigade was like a fraternity, a source of energy and camaraderie. The discipline and military-like structure shaped our character, much like military service has done for generations…
He valued my eye for detail and was always focused on “finding proactive resolutions.” It was a perfect example of balancing our love for cooking with the less passionate aspects of the job. It resonated with Stephen Covey’s advice: “Focus on the twenty percent that will get you the eighty.” Prioritizing the most important tasks is essential because chefs love to be “hands-on,” yet there’s always more to juggle…
Two years later, the resort hired a new Executive Chef, Hartmut Handke. He arrived in a crisp chef’s jacket, checkered pants, neckerchief, apron, and no hat. What stood out most was that he wore an apron, signaling an active, hands-on approach to culinary education that quickly became our new normal. Sous Chefs soon followed his lead, adding hats while cooking alongside the staff…
Most members believe it rests in the hands of their chef, but General Managers understand it is more complex than just one person.
Mr. Bill Marriott knew this, so he entered through the loading docks during his hotel visits. He famously stepped behind cook lines and into coolers while engaging with the culinary staff. His parents grew up in the restaurant business, which explained these actions…
I have always promoted wine as a perfect complement to food. Wine elevates our perception of elegance, much like fine chinaware, crystal, and silver accoutrements. With more education, I delved into the intricate relationship between alcohol and our minds, often pondering the age-old question: “Does wine make food taste better?” Is this a theory passed down for generations or just an old wives’ tale?…
The focus on “diversity” prompts a deeper dialogue: Is the interest in diversity genuine or superficial?…
Today’s culinary landscape often sees such confusion, with kitchens adopting philosophies that prioritize personal expression over traditional favorites, potentially frustrating customers. The removal of classic dishes, like a club’s Caesar salad, from menus by chefs without the stature of culinary icons such as Daniel, Thomas, or Grant—who have earned customer trust to innovate—illustrates a disregard for customer expectations and the relational aspect of a menu…
To help close the gap and help clubs gain more culinary favor with their members, here are some emerging popular global movements that should be watched to see if they find their way to club menus…
Technology and employee benefits certainly play a part in culture, but other elements such as communication, acceptance of employees regardless of appearance, and adapting schedules have become even more important…
People often form opinions within the first five minutes of meeting you. Your body language and how you speak significantly affect their judgment…
Certified Master Chef and hospitality consultant Lawrence McFadden often asks club executives to compare kitchens to cars. “Think about the car you drove 40 years ago compared to the car you drive today. From technology to design to cup holder placement, they are very different vehicles. The same is true with kitchens and kitchen equipment.”
Here are five tried-and-true traits that will serve every club well if they are properly embedded in their food-and-beverage programs, to consistently meet and satisfy the range of preferences and expectations that exists within their memberships…
Most successful culinary cultures share similar norms. These elite clubs are aligned with strong visionary general managers, a membership base that understands their role in the club’s food and beverage success, and both possess transparent trust in the executive chef.
The general manager is often the most important partner for the executive chef, followed closely by culinary resources, a supportive board, and often written strategic plans around the importance of culinary value propositions…