Many Executive Chefs may never have the opportunity to build, open, or inherit a new kitchen during their careers. Most chefs work within the constraints of existing facilities, making incremental improvements and updating equipment as needed—often retaining older items until they become unserviceable. The American tendency toward leasing vehicles serves as a fitting analogy for how advancements in technology and evolving habits have transformed the member landscape over the past two decades. Nevertheless, most club kitchens remain over 30 years old, still occupying their original spaces.
Currently, there is an ongoing effort among clubs to enhance their facilities, as evidenced by the numerous renovations I have observed. This influx of capital has extended even to non-member areas, which are being revitalized. Recently, three out of the last five Executive Chef recruitment efforts we’ve supported have required candidates with prior opening experience. While most clubs still prioritize professionals with private club backgrounds, it remains uncommon for club chefs to be involved in more than one major renovation during their careers. As a result, the industry is increasingly attracting non-traditional chefs—particularly those with experience in concept development and ground-up project management.
Recently, I was invited to review a time and motion study related to service at a particular club. Over the course of the evening, I evaluated the kitchen’s setup, service execution, breakdown, and closing procedures. Discussions with staff addressed operational bottlenecks, member requests, and strategies that had led to improved business performance. During these conversations, their chef disclosed plans for a comprehensive kitchen renovation in the coming year—prompting a mix of anticipation and concern on my part.
It led me to reflect on my own kitchen line, which was tasked with serving three distinct outlets: room service, a steakhouse, and fine dining—each with unique demands, menus, and levels of equipment sophistication. An initial budget of $60,000 was allocated for targeted upgrades such as a pizza oven, enhanced wood-burning grill, and a dedicated dessert station. Ultimately, it became clear that a modernized system was required—necessitating extensive feedback from both front-of-house and sous chefs. The project spanned two years, encompassing the construction of the service line first, and the cooks’ back line a year later, with funding approved in phases. This delay ultimately resulted in a significantly improved project, as we took the time to study all possible solutions.
Following the club’s service, their Executive Chef invited me to share my observations and recommendations with him and the General Manager, who was seeking insight into expediting food delivery. Our discussion covered industry trends, past experiences, and specific observations. To illustrate my perspective, I recounted an anecdote about purchasing a sports car and not fully utilizing its capabilities—drawing a parallel to my concerns regarding sanitation, cleanliness, and execution amid plans for a new kitchen. While the team displayed enthusiasm and strong camaraderie, I noted that their current approach to kitchen maintenance and procedure raised some red flags.
In summary, the challenge lies in adapting to new resources when one is accustomed to operating within limited means. I ended the conversation by asking the chef, “Do you know what to do with a Ferrari when you’ve been driving a used Kia?”
I also shared another critical consideration: meeting member expectations following any renovation. Any future service shortcomings can prompt skepticism among members regarding the value of the kitchen’s investment. It is essential to foster a culture of discipline and pride—ensuring that the new kitchen is utilized and maintained to the highest standards. A renovation can, inadvertently, create an entirely new list of problems if it raises expectations that aren’t met.
In speaking with Charles Carroll, Executive Chef of River Oaks Country Club in Houston, Texas, whose club is investing in a multi-million-dollar kitchen, he admitted that member perceptions “keep him up at night.” Charles is a trusted, valued, 20-plus-year employee of the club—yet even he knows that, in this industry, you’re only as good as your last meal.
During my progression from apprentice to Executive Chef, my access to specialized equipment was carefully controlled, with certification-like supervision required. For example, only sous chefs operated certain machines, while line cooks prepared components for their use. Today, advanced equipment such as sous-vide systems, combi ovens, and high-end blenders are sometimes entrusted to less experienced staff—who may lack appreciation for their proper use and value. All you have to do is look at the pot sink: if a blender top is sitting in there, you know those conversations haven’t taken place.
While it’s encouraging to witness increased investment in kitchen facilities, such opportunities remain rare. Should you have the chance to oversee a kitchen renovation, ensure that the results leave no doubt as to the value of the improvement—preventing members from questioning the return on investment.
