2014 marked the 25th Anniversary of Gibsons first restaurant –Gibsons Steakhouse on Rush. Since then the Gibsons Restaurant Group (GRG) has grown to a family of six, with additional expansion plans in the works.
We sat down with GRG’s Top Chef, Randy Waidner, to talk about meeting the challenges and expectations of running and maintaining a successful restaurant operation today.
You’ve been an Executive Chef for over 20 years and GRG’s Corporate Chef for the last 8, what do you see as the biggest differences between these positions?
The corporate structure definitely has more to do with admin, managing the exec chefs, labor, cost of goods, menu development, global expansions, etc. Sometimes I miss the cooking every day, but this is an exciting part of the business. It’s very rewarding driving sales, controlling costs and so forth.
What’s your favorite part of your job right now?
Expanding the restaurant and providing opportunities for people. Cooking is my passion, and there’s still so much to it.
What have you found to be your biggest challenges in recent years?
That could be several different things depending on what aspect of the business you’re talking about. But, staffing, finding quality staff that are able to be trained, then cost of product and consistent supply of good product.
It’s tough to find really good quality people. Our business is very demanding, and it takes a special person who can adapt to our environment –it’s not hour by hour, it’s minute by minute here. You also absolutely need to have a culinary background to be in the kitchen.
Have you noticed any shifts in consumer behavior in recent years?
They are more educated and want to know the chefs. They’re into where the product is sourced ‘…is it from a farm?’ Just to say something is “organic” doesn’t mean as much anymore –is it sustainable? Our customers know where we get our produce from, and they like to frequent those places.
How do you get those messages across?
We train our staff to tell them, sometimes we put it in on the menu, but it requires a lot of staff education.
What type of marketing works best for you these days?
Now, social media has helped a lot. I truly believe an educated staff, both front and back, goes a long way – that’s more measurable than any ad anywhere. It’s hard to measure ads. Once customers are in the building, you take care of them – that’s what you do – that’s an immediate measure.
What is the key to a great steak?
It’s sourcing, not just “USDA Prime”. For us, it’s all about the source. We try to source the breed, the farm, the packers, etc. all along the chain. We actually go and see how the animals are being born, treated, fed, harvested… Then when we take delivery, we just add our seasoning salt and extremely hot heat to get a nice char. It takes anywhere from 14 to 20 months and sometimes longer before our cattle are ready –when the farmers say the animals are ready. What’s your favorite cut?
W.R.’s Chicago Cut [a 22 oz. bone-in rib eye], but it’s really tough to pick just one.
What first attracted you to culinary?
Apparently, when I was 3, I told my mom and aunt that I wanted to be a chef. I don’t know where that came from, but my first job was as a busboy at a country club. I was mesmerized at the orchestration going on in the kitchen. I’d watch them [the kitchen staff] sautéing, chopping, moving about without looking – they just knew when someone was behind them.
Where did you grow up?
In Northbrook [Illinois]. I took some cooking classes in high school; it was called “Home Economics” then, but I still took them. Then I went to J&W in Rhode Island and spent five years out there.
What advice would you offer to young chefs?
You want to say, ‘Are you crazy!?’, but TV has done an incredible amount for our industry. It’s gone from blue collar to white collar –taken us from the dungeon of the kitchen to the limelight. BUT, there’s only one Bobby Flay, just like there’s only one Tiger Woods.
I think culinary schools should also consider offering equipment care. Everyone looks to the Chef to get these things done. If you’re the Chef, you’re the general, when something goes wrong you need to know how to figure it out.
It’s a lot of hard work, dedication, time… you give up things. I know lots of people who are great chefs, but just don’t know how to make money, you have to have a balance of both.
Gibsons has expanded steadily; what new properties are on the horizon?
We’ve got a project in Manhattan, Orlando, and Philly; we’ll have some more in Chicago too, it’s exciting! Since I’ve been here, we’ve done four, and now we’re adding three more.
Let’s talk a moment about the current properties in the Group. How is the Montgomery Club doing?
We’ve had it about a year; we started with a soft open. We can do 2-300 plated, and we’ve done 1,000 for cocktails and hors d’ oeuvres. We’ve done Charles Tillman’s [Chicago Bear] charity event twice.
What made you open an event only venue?
We did it because there were times when we were limited to parties of 180 at our restaurants, and people started asking us about doing more.
How is Quartino Ristorante doing?
Quartino is doing great. Chef Colletta, the managing partner is wonderful. Everything is from scratch; it’s a fun place to go to and a fun place to eat. It is really casual, but the level of the food is very high. To keep increasing sales over the last 9-10 year time period, is amazing.
Then there’s ChiSox Bar & Grill…
We’ve had it four years now; it is right outside of Parking Lot B …and tied to how well the Sox are doing. It’s a great sports bar; there are 75 screens. We have a giant smoker in the back, and everything’s done fresh.
Will you do more sports venues?
I’d like to…
What was it like putting a restaurant inside a casino?
Yes, Hugo’s Frog Bar & Fish House in the Rivers Casino. They wanted a steakhouse, but we made it a chophouse with a blended menu – Gibsons [Rosemont] is so close to it. They sell a lot of fish too. We’ve heard a lot of people go to the casino for Hugo’s food without ever gambling!
The new Florida venue will be more like a Hugo’s; the NY location will be an American high end, and Philly will be a Hugo’s chophouse kind of a thing. How hard is it to keep the operational side up to speed with the growth?
That goes to the people. We really hold our employees in very high regard, without them we don’t have anything. We are always looking for great people; we are always training.
One thing that sets us apart is we don’t upsell. You don’t have to go through another series of questions before the order is finally taken. Unless you order Bombay, we’ll give you a gin and tonic. We want to make people feel they’re being taken care of versus being sold more.
It’s unusual to have a server talk you out of something too, but we want to make sure to let them know when they’re ordering too much food with portion sizes, etc.
What do you think is the #1 standout about GRG?
Whatever venue we’re talking about, it’s always about the quality of the product, service and the extreme value of what you get. These are the three things that stand out. Nobody beats us on product; nobody beats us on service; nobody beats us on value.
How did you feel about winning Eater Chicago’s Best Steakhouse contest this year?
That’s HUGE because that’s our customers saying so! (Who knows how all those “best steakhouse in the country” ads ever get into the magazines you see on airplanes.) Chicago is a force to be reckoned with! Over the last 24 years, there are always one to two Chicago chefs being recognized by James Beard…
Are you excited about the JB Awards coming to Chicago?
It’s SO huge the awards are coming here next year. It’s not about beating out New York; it’s about having a global view. We are coming together as a culinary nation.
From the desk of John Cecala || Website LinkedIn @BuedelFineMeats Facebook