In this dialogue, Andrew Wisnionski, Executive Chef of The Country Club at Castle Pines (Castle Rock, Colo.), and Geoffrey Lanez, MBA, CEC, Executive Chef of The Patterson Club (Fairfield, Conn.), dive into the realities of leading a club kitchen, discussing everything from managing stress and fostering team dynamics to implementing innovative practices and overcoming early-career challenges. Their conversation reveals the highs and lows of their culinary journeys, offering insights into the strategies that have shaped their success.
Geoffrey Lanez, MBA, CEC, Executive Chef, The Patterson Club
Geoffrey Lanez (GL): Chef, it’s nice to finally meet you. I’m looking forward to asking you a few questions. First, how do you deal with stress?
Andrew Wisnionski (AW): My general manager taught me to vent up—to keep the stress away from my team and go to those above me who can help. I also talk with my mentors, who’ve helped me manage the stress.
GL: That’s great advice. I have a 30-minute commute every day, so I call my industry friends before and after work just to connect. As chefs, it’s easy to forget everyone outside of work. This helps me manage stress and stay connected.
AW: Absolutely. So, what was one of the hardest challenges you faced as a chef in your first year?
GL: I came to the club at 28, and it was in disarray. They wanted immediate changes. I was also on the culinary Olympic team at the time. I was used to high standards and execution, but the team had a different level of understanding. I tried to tackle everything at once, putting in 120 hours a week, and then COVID hit. I was able to step back and focus on the details I was missing.
AW: For me, one of the biggest challenges was growing within my company. I started as a sous chef and worked my way up to executive chef. The hardest part was learning the financials. But it’s been a fun challenge, and I enjoy that kind of stuff.
GL: It wasn’t fun for me at all! I remember calling people on the team every day—my mentors, my coaches—and I was exhausted. Juggling that commitment along with a new job was overwhelming. I don’t miss it, but it did help me become who I am today—which leads to my next question: For those entering the industry, what advice would you give them?
AW: My advice to new cooks is to seek out mentors who connect with you and invest in your growth. Find someone who is approachable, willing to listen, and genuinely interested in your development. I always tell my new cooks that I’m here for them and that I want to work side by side with them. We’re a learning and training kitchen, and we approach struggles by acknowledging that we’re human. It’s okay to feel how you’re feeling. You don’t have to have all the answers, but you do have to manage the stress so it doesn’t overwhelm you. I make sure they know that we can fix whatever is broken together. And then we grow from there.
GL: That open-door policy really helps. In the past, I used to be afraid to ask for time off or help, but having that relationship with your team makes a big difference.
Andrew Wisnionski, Executive Chef, The Country Club at Castle Pines
AW: Absolutely. So, what was one of the most innovative things you’ve done as a chef in your first year?
GL: Bringing a fabrication program to our club was huge. We were bringing in whole fish and primal cuts, and I showed the team how to fabricate. Everyone got so excited, talking about it to the membership and explaining the process. That was a big moment.
AW: For me, one of the biggest things was just showing face—being the “celebrity chef” and walking around the dining room. The membership didn’t really know the chef before, so building that one-on-one bond was innovative. Another thing was creating a platform to handle big events more efficiently, which has been a huge help for our operation.
GL: That’s really cool. What’s something you did early in your culinary years that still haunts you but makes you laugh to this day?
AW: I asked my chef if he wanted the broccoli on the pan to look nice and even. He sarcastically said, “No, I want it to look bad and roast it poorly.” It was funny, but I learned a lesson from it. Now, when my cooks ask me similar questions, it takes me back to that moment.
GL: They still make fun of me for burning mushroom stock during my internship. I forgot about it, and when the chef found it, he asked, “How do you burn water?” Now, I stress the importance of setting timers with my team. It was a humbling moment.
AW: I have a similar story. One of our cooks drained a 48-hour stock right into the floor drain—wasted every drop. We had to go over the importance of inspecting before acting. It’s funny in hindsight, but it was a hard lesson.
GL: How do you balance your time with your sous chefs to ensure both you and they have a work-life balance?
AW: I meet with my sous chefs at least once a day, whether for 10-15 minutes or longer. We talk about how they’re doing, what we need for the day, and any struggles we might face. I check in with them several times a day, and it helps us stay connected and set expectations. I like to empower my sous chefs, and we discuss decisions after service to learn and grow together.
GL: We have daily and weekly meetings, and I recently created a “chef’s agenda” where we gather the management team to discuss what’s going on in the kitchen. We also talk about how we can ensure everyone gets their time off. It’s all about setting them up for success.
AW: That’s great. Having that relationship with your team is crucial. We spend so much time at work, so it’s important to push for that ownership and not bother them unless it’s an emergency when they’re off.
