In Foodservice Consultant, The Sounding Board is where we share insights from our Allied partners in their own words, on key challenges, observations and trends arising in the industry. Over the past few weeks, we shared industry insights from key professionals in the foodservice industry on LinkedIn, with a corresponding question inviting perspectives from consultants and industry colleagues in the comments, prompting us to think about different approaches and perspectives with the aspiration of improving our industry for the better.
From aesthetics and efficiency to green energy and collaboration, the first instalments are now live and getting the conversation going. Below you can follow the conversations, that we hope inspire new ideas or ways of thinking.
Kicking off our first series of The Sounding Board, we have Raoul Cervantes, consultant services and sales manager at Hatco:
Question 1: Where in an operation do speed and simplicity break down, and how could the right equipment choices help reduce labor dependency without sacrificing food quality?
Karen Malody FCSI, founder and principal at Culinary Options Foodservice Consultancy:
“Great question, Raoul. Often these breakdowns occur because menu content has not been effectively aligned with the kitchen equipment and layout. To maintain a reasonable labor cost (hard enough these days), no amount of equipment can make up for a bloated menu that stresses the kitchen’s capacity during peak hours. Additionally, operators do not always account for station load balance when planning their menu; this leads to overtaxed saute stations, for example – or fryer stations. “Fat” menus also lead to larger inventory costs and higher food costs. As I am known for saying: menu drives everything. without methodically and strategically balancing a menu with equipment choice and space available, stress can be lightened, quality retained and labor controlled.”
Raoul Cervantes, consultant services and sales manager at Hatco:
“Karen, you are so right. Development of the menu and equipment choices should go hand in hand to maximize efficiency and flow. Often we see a gap or a change in the process such as not having the menu or chef on board, contributing to what you have described.”
Question 2: How does FCSI’s commitment to quality and accountability reinforce the importance of staying true to specification? with Steve Wright, senior director of strategic segments from Hoshizaki America.
Douglas Huber FCSI, principal at Foodservice Consultants Studio:
“As an FCSI member, I operate under a professional code of ethics that requires recommendations be made on the basis of client needs, operational performance, and product suitability — not commercial relationships. This independence is precisely what gives the specification its authority.
When a product or system is specified, it reflects a deliberate technical judgment: that particular performance criteria, standards, and outcomes have been evaluated and deemed appropriate for the project. Substitutions that fall outside those parameters — regardless of cost or availability arguments — undermine that judgment and shift risk onto the owner. Holding spec is not rigidity. It is accountability. The specification is the documented basis on which the consultant stands behind the design.
Contractors and dealers who understand this recognize that a well-defended specification protects everyone — it establishes clear expectations, reduces disputes, and ensures the installed system performs as designed.”
Robert Doland FCSI, principal at Jacobs:
“As design consultants, our most important role is to be able to take a clients idea or task and turn it into an efficient, thoughtful, and cohesive design.
Often, these solutions are a complex assortment of equipment, workspace, and circulation all of which needs to be worked through, stress tested, and coordinated to avoid failure, often under tight timelines and budget constraints.
Most of us have come to finding the best brands and models for the job the hard way. Underperforming equipment, non-stop service calls, factories that are slow to respond. All of these reflect badly on the specifier. The brands and models we specify are what we truly believe are in the best interest of the project.
And while we rely on those products we have specified, we need to always be open to new and emerging technologies and equipment evolution. When this happens, we typically start small and specify them on local projects that we can keep our eye on how they perform, how they respond to service calls, how quickly the rep responds to questions, how does the factory respond to inquiry, etc… all of these touch points are important to the relationship with the consultant and can only be proven out over time.”
Question 3: To what extent is design purely aesthetic, or the key player in how spaces function and connect people? with Giulia Spanio, general manager of Modbar.
Eric Norman FCSI, principal & vice president, Clevenger Associates:
“I would agree that it needs to be a mix of aesthetics and functionality. Guest perception of a space will be driven by the aesthetics of a space but effective design is fundamentally about how people, equipment, workflow, and experience come together to support a foodservice facility.
Our work designing the kitchen, serving areas, storage, and support spaces will determine how efficient a facility will be in regards to labor, food quality, energy consumption, and throughput. All of these factors ultimately impact how an operator intends to meet their operational goals and operate at a profitable level.”
Giulia Spanio, general manager at Modbar:
“Eric, I couldn’t agree more that effective design is where aesthetics and functionality converge. I would add that quality is the sine qua non of the entire equation -the baseline expectation upon which both operational success and guest perception are built. When workflow, equipment integration, and human interaction are thoughtfully designed, quality can be delivered more consistently and naturally. Aesthetic appeal may attract people, but design that supports quality, people, and operations is what creates lasting engagement and long-term success.”
Kristin Sedej FCSI, owner, S2O Consultants, Inc and Food & Beverages Consultant:
“Design should be a blend of function and aesthetics, especially in foodservice. While a beautifully designed space can be inviting, and is definitely a part of the experience, it alone cannot be the marker of a successful operation. Labor and food cost are the drivers for profitability. The selection and placement of equipment are critical to ensure the operation runs efficiently and meets the goals.
When customers “rate” their experience, the quality of the food, service, price point and aesthetics all factor in. You will not have long term success if you don’t hit all of these. Customers will order less if they cannot get service. If you miss on more than one of these goals, they probably won’t come back.
The bars/counters/serving stations/open kitchens, etc. need to be right sized and designed functionally to give the operators a chance for operational efficiency/profitability. It will improve turnover (experienced staff= labor efficiency) less food waste (experienced staff-less mistakes) and improved sales.
While aesthetics are very important in creating an environment and mood, without the backbone of good elemental functional design, long term success is unobtainable. It is a necessary marriage.”
Giulia Spanio, general manager at Modbar:
“Kristin, that’s a great point. In foodservice, aesthetics alone can never compensate for operational inefficiencies. I’d also argue that quality is the sine qua non ingredient -the non-negotiable foundation of any successful hospitality concept. Thoughtful design should make quality easier to deliver, whether through better workflows, equipment integration, or more meaningful guest interactions. The most successful spaces aren’t those that choose between beauty and function, but those that use both to consistently elevate quality and experience.”
Question 4: Do you believe sustainability means sacrificing guest experience? How can we better align the two? with Mathilde Perot, CMO, and international sales director at Adventys.
Kristin Sedej FCSI, owner, S2O Consultants, Inc and Food & Beverages Consultant:
“Sustainability, on its own, does not even have to touch the guest experience. There are many ways to make sustainable choices in a foodservice establishment; kitchen comfort, HVAC, water savings, Energy star equipment, etc. Much of which is not necessarily customer facing or changes the experience.
However, there is also the opportunity to embed sustainable practices into the story/identity of the operation. This would have much greater touchpoints with the guest.
I believe the introduction of sustainable choices has to be aligned with the target audience, programmatic goals and operational efficiencies. If the inclusion matches the story being told, and thought has been given on how it interacts with the customer experience, it can be a positive.”
Tarah Schroeder FCSI, managing principal and COO, Ricca Design Studios:
“Deep expertise in sustainable design, commercial kitchen planning, project management, stakeholder engagement, and hospitality operations—combined with a passion for mentorship and organizational development/growth
Sustainability enhances the guest experience. At its core, sustainable design requires a more intentional and thoughtful approach. It asks the questions: how can this design have a positive impact on the larger community for the long term? How can this design create a healthier and more equitable space for guests?
Successful sustainable designs are data-driven, tell a story, and work because there is a green champion making sure that everyone is walking the talk. This is the type of transparency that guests seek out and expect in today’s world.
There are misconceptions that sustainability is too expensive, not realistic, or could negatively impact foodservice operations or the guest experience. However, many sustainability conversations already happen on projects: waste handling, efficient equipment selection, health and wellness, etc. It is a disservice to ignore these topics as part of a broader approach to sustainability. Embracing sustainability and including it as part of an overall mission allows for a deeper exploration and ultimately more elevated design solutions. And better design = a better guest experience.”
Denis Daveine FCSI, president, Alma Consulting:
“Sustainability is reflected not only in equipment, but also in practices. While “sustainable” equipment can improve performance or working conditions, it is “sustainable practices” that have a real impact on the customer experience — for example, the type of products used, the type of preparation, the methods of service, and so on. Unfortunately, however, the sustainable practices of restaurant owners and chefs, which had been recognised since 2020 with a “Green Star” from the Michelin Guide, failed to find their audience. This distinction is to be discontinued.”
Further details:
Keen to have your say in the next instalment of The Sounding Board? There is also the opportunity to feature your business in the next issue of Foodservice Consultant, or on our socials, all for a low cost. Get in touch with your thoughts or enquire at thesoundingboard@1473media.com.
