“When did you do your best work?” is a question I ask candidates while interviewing them for future positions. What makes this question intriguing is that the outcome may not have occurred yet—or could potentially never happen. The interplay of ideas holds the key to understanding it. Reflecting on these thoughts, and defining the mindset of a professional, is at the heart of this inquiry. Simply put, do they see themselves alone in their success, or do they recognize the role of others?
Throughout my 30-year career, I served as an Executive Chef for only seven years. I began my journey as a pot washer, gradually progressed to Executive Chef, and subsequently advanced to the role of Corporate Chef. Only a portion of my professional tenure was spent as the head chef overseeing my own kitchen. The preparation leading up to this leadership role was a significant undertaking. From the age of eighteen to thirty-two, I diligently worked across various stations and establishments, learning under esteemed mentors while developing the skills and expertise necessary for this position.
It might surprise some that I am answering my own question. My most notable achievements occurred during a brief three-year period, from 2000 to 2003, when I served as Executive Chef at the Naples Ritz-Carlton. During that time, the kitchen flourished under my leadership, excelling across all aspects of culinary guest service. However, the success was not solely due to my abilities; it was also shaped by the hotel’s leadership culture.
When I arrived at the hotel in 1999, it was already renowned within the brand and throughout the industry. My initial goal was simply to uphold the reputation established by my predecessor. By the end of that year, however, several changes had occurred that would ultimately define my accomplishments.
Most young leaders focus on themselves and the development of their skills, while traditionally, many factors outside of their control must also be in place to create excellence. This is often why superstars can move from one team to another and experience completely different careers. It is important for clubs hiring a new Executive Chef to understand where the club is on its journey toward success—and to recognize the reality that no one is “too talented” for the position. Even the most technically gifted professionals can struggle if the culture is not in place to support and utilize their abilities.
Three areas came together for me in 2000 that made the following three years the best work of my career.
First was the customer—or, more accurately, the business model of the hotel—along with its brand status. Naples was the premier location on the East Coast, and its reputation enabled optimal room rates while attracting the ideal customer profile. Profits in the hotel industry come primarily from rooms; without strong occupancy, food and beverage departments face significant challenges.
Many Executive Chefs may not fully understand how clubs or business models operate, believing that excellence is limited to preparing the best-tasting food. Membership dues drive revenue, and without a strong membership base, an Executive Chef cannot truly excel. A question we should ask General Managers is: are you hiring for the business model of the club?
Second, your direct boss is crucial to your success. By the autumn of 1999, the hotel appointed Ed Staros to this role. Ed brought extensive experience within the organization, as well as a deep understanding of brand standards, industry practices, and leadership principles. As reflected in the saying, “No one achieves success alone,” the importance of support cannot be overstated.
As an emerging leader, I initially perceived Ed and myself as individuals with contrasting perspectives who might struggle to relate to one another. However, we ultimately shared a commitment to service, hospitality, and the pursuit of excellence. Our differing personalities simply demonstrated that opposites attract. While Ed and I were fully aligned on quality—though not always on leadership or communication—our mutual understanding of the brand standards proved to be the most significant commonality between us.
Every club I recruit for, I remind the committee that the General Manager should be the number one value proposition for the success of a new Executive Chef. Their dedication to the success of the organization allows the Executive Chef to reach their full potential.
Third, the resources and tools necessary to do my job were essential in enabling me to deliver my best work. These included adequate staffing, capital investment in a high-quality environment, and consistent financial support for the business model. Every day, week, and month, I encouraged the team to maximize the resources we had while using them with both responsibility and excellence.
Owning a Porsche means nothing if you do not know how to drive all that horsepower. In fact, the more tools the hotel provided, the greater the pressure to excel in delivering an exceptional experience for members—or, in our case, guests.
While these factors were central to my achievements, it is important to recognize that every Executive Chef brings a unique approach to leadership. The organizational culture at the Ritz-Carlton was already well established, with its values, credo, and ethical standards firmly in place. In environments where these foundational elements are absent, individual chefs naturally define their own core principles.
Ultimately, success in this role is the result of collaboration; it cannot be achieved single-handedly.
Following my tenure at the Ritz-Carlton, I relocated three additional times in pursuit of these same foundational components that were essential to my success. That is why I can understand a résumé that reflects long tenure in one role followed by several shorter positions before seeking to remain longer in a future opportunity.
