Florida Restaurant & Lodging Magazine Dec/Jan 2011

Meet Ale House’s DAVID REIDFRLA’s 2011 Chair

REIDTAKES THEREINS

ROBIN SORENSEN, PETER BOS NAMED TO HALL OF FAMEFRLA Honors the Best Of Florida Hospitality

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O F F I C I A L P U B L I C AT I O N O F T H E F LO R I DA R E S TA U R A N T & LO D G I N G A S S O C I AT I O N

David ReidAle House Restaurants

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Rick Scott, Florida’s new Governor, relied on the Florida Restaurant & Lodging Association and his Inaugural Committee to coordinate local and statewide events with FRLA member hotels and restaurants. With an estimated $4.5 million in economic impact to the state’s economy as a

result of the activities surrounding the swearing in of Florida’s 45th Governor, FRLA played a significant role in driving hospitality dollars to local communities.

Dr. Mark Bonn of Florida State University’s Dedman School of Hospitality reported, “Activities related to the Gubernatorial Inauguration could bring $2 - $3 million in direct spending to the Tallahassee community.”

Andrew Reiss, who serves on the FRLA Executive Committee, said, “The Inauguration comes at a particularly good time of year for us that is typically slow. These events provided us a great boost in both our restaurant and catering business and we are proud to be a part of this celebration with Floridians from across the state.” Reiss is owner of the downtown Tallahassee staple, Andrew’s, and caterer for the Salute to Women in Leadership Breakfast.

Inaugural events included A Salute to Women in Leadership Breakfast; A Tribute to the First Lady: Honoring Ann Scott;

Military Appreciation: Honoring Those Who Serve; Forging a Path to Prosperity Reception; Celebrating Florida’s Future Youth Concert; and Friends of the Inaugural Candle Light Dinner.

Events following the next day were the Inaugural Prayer Breakfast; the Swearing-In Ceremony; The Governor’s Let’s Get to Work Leadership Luncheon; the Inaugural Parade; the Governor’s Mansion Open House; and concluding with Celebrating Florida’s 45th Governor Inaugural Ball.

For those unable to make the trip to the state capital, The Forging a Path to Prosperity Appreciation Tour was held across Florida on December 27 and 29 consisting of seven regional public events aimed at bringing the Inauguration of Florida’s 45th Governor to local cities. Governor-Elect and Mrs. Scott and Lt.

Governor-Elect Jennifer Carroll thanked supporters throughout the state who did not have the opportunity to travel to Tallahassee for the Inaugural activities. Events were held in Naples, Orlando, Clewiston, Ft Walton Beach, Panama City, Jacksonville, and Miami.

“There is much to celebrate with the election of Rick Scott, including an aggressive jobs plan to turn Florida’s economy around,” said Ambassador Francis Rooney, Chair of the 2011 Inaugural Committee. “We are grateful to our donors for their support and for the opportunity to present so many great free events at no cost to the taxpayers.”

Private donations were raised to pay for the Inaugural activities, with proceeds from the Inaugural Ball allocated toward The Wounded Warrior Project, a non-profit, national organization based in Jacksonville. The organization works to empower injured military members and their families, provide services, programs and raise public awareness.

Over $200,000 was raised for the organization.

Debbie and Bruce Craul at the Governor’s Inaugural Ball.

FOOD FOR T HOUGHT

FRLA Helps Coordinate Statewide, Local Inaugural Activities

These events provided us a great boost in both our restaurant and catering business and we are proud to be a part of this celebration with Floridians from across the state.

For More, See Florida InauguralPhotos on Page 9

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DECEMBER/JANUARY 2011 • WWW.RESTAURANTANDLODGING.COM

DEPARTMENTS3 Food for Thought FRLA Helps Coordinate Inaugural Events

6 Business Climate CDC Revises Foodborne Illness Estimates

25 Food Safety Tomatoes, Cut Greens Join List of FCS Foods

27 ProStart Cookies for the Community

29 Save the Dates FRLA Tallahassee Legislative Tourism Day March 22

30 CPFM Exam Schedule Register at www.SafeStaff.org

31 Social Media Marketing Summit Disney’s Coronado Springs, Orlando

contents11 Robin Sorensen: Feeding the Fire

The son of a fireman, Robin Sorensen’s parents taught their children how to take care of customers. That upbringing, coupled with a mother who was a great southern cook and loved to entertain, drew him to the idea of a restaurant at an early age. | By Camron Becker

15 David Reid, “Run It Like You Own It”David Reid’s mantra was part of a philosophy that helped open 52 Miller’s Ale House locations in 6 states and built an enviable $200 million+ company despite economic forecasts. Learn more about the 2011 FRLA Chair. | By Camron Becker

22 The Legendary Peter BosIf you don’t know Peter Bos by name, you are undoubtedly aware of his work. He is the visionary behind several real estate development masterpieces including Sandestin Golf and Beach Resort, Regatta Bay, and the Players Club at Sawgrass in Jacksonville. Now add FRLA Hotelier of the Year to the list. | By Camron Becker

25 Tomatoes, Cut Greens Join List of TCS Foods

The traditional standard, of potentially hazardous foods being primarily protein foods, has changed. | By Susie McKinley

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6 DECEMBER/JANUARY 2011

CHAIRMAN

Dave ReidMiller’s Ale House, Jupiter

CHAIRMAN-ELECT

Bruce CraulLegendary Hospitality Inc., Destin

SECRETARY-TREASURER

Andrew Reiss Andrews 228 and Andrews

Capital Grill & Bar, Tallahassee

Carlos MolinetHilton Ft. Lauderdale Marina, Ft. Lauderdale

Tony GalloMidtown Catering, Palmetto

Jim McManemon, Jr. Ritz-Carlton, Sarasota

IMMEDIATE PAST CHAIRMAN

Keith Overton TradeWinds Island Resorts, St. Pete Beach

PRESIDENT/CEO

Carol B. Dover, FMP

EDITOR

Camron BeckerEMAIL: [email protected]

PUBLICATION MANAGER

John M. [email protected]

ADVERTISING

Leslie L. Baker 850-545-5023 • [email protected]

PUBLISHED BY

Destination Commuications, Inc.1334 TIMBERLANE RD., TALLAHASSEE, FL 32312

Phone: 850-545-1362 • Fax: 850-907-8245

Florida Restaurant & Lodging magazine is the official publication of the Florida Restaurant & Lodging Association, Inc. (FRLA). FRLA reserves the right to accept, modify, or reject any and all content submitted for publication, whether paid or otherwise, solely at its discretion. Unless otherwise expressly indicated, FRLA does not endorse or warrant any products or services contained herein. In addition, unless otherwise expressly noted, the opinions expressed herein are those of the authors and not necessarily those of FRLA, its directors, officers, members, or staff. Content submissions may be made to the Publisher’s Office by regular mail or by e-mail. Please note that submitted materials will not be returned.

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Address changes may be sent to: FRLA, PO Box 1779, Tallahassee, FL 32302 or via email to [email protected]. Subscription address changes (digital or US Mail, can be made at www.RestaurantAndLodging.com, and click the Manage Subscription tab.

M AGA Z INE

It has been more than a decade since the Centers for Disease Control (CDC) revised its Estimates of Foodborne Illness in the United States. At that time the

CDC estimated that “… 76 million cases of foodborne illness occur in the United States each year.

Of those cases, approximately 325,000 result in hospitalization and as many as 5,000 deaths each year….” In mid-December 2010, these numbers changed. The CDC reported that “…about 48 million people (1 in 6 Americans) get sick, 128,000 are hospitalized, and 3,000 die each year from foodborne diseases…”

The CDC states these estimates are “more precise.” The CDC notes that “… of the total estimate of 48 million illnesses annually, CDC estimates that 9.4 million illnesses are due to 31 known foodborne pathogens. The remaining 38 million illnesses result from unspecified agents, which include known agents without enough data to make specific estimates, agents not yet recognized as causing foodborne illness, and agents not yet discovered.”

Among the additional CDC findings for foodborne illness due to known pathogens:

• Salmonella was the leading cause of estimated hospitalizations and deaths, responsible for about 28 percent of deaths and 35 percent of hospitalizations due to known pathogens transmitted by food.

• About 90 percent of estimated illnesses, hospitalizations, and deaths were due to seven pathogens: Salmonella, norovirus, Campylobacter, Toxoplasma, E.coli O157, Listeria and Clostridium perfringens.

The CDC claims these estimates are lower due to “better data and methods used.” While those claims are not disputed, I am hoping that in addition to “better data and methods used,” perhaps the numbers are lower, as well, due to improved education and training for public food service managers and employees and increased consumer knowledge in correct foodhandling and handwashing procedures for consumers.

For more information or to read the full report visit the CDC at: http://www.cdc.gov/ncidod/EID/index.htm.

Susan McKinley is a regular columnist and contributor to FR&L Magazine and is a former Director of the Florida Division of Hotels & Restaurants.

BUSINE SS CLIM ATE

CDC Revises Estimates of Foodborne Illness in the United States

LATEST RESEARCH REVEALS INDUSTRY TRENDS

Study: Suppliers Should Focus on Relationships Not Technology

Meeting and event professionals recognize the top industry trends in FutureWatch 2011, an annual research study conducted by Meeting Professionals International (MPI). Many top trends affect the hotel industry, including relevance of personal

relationships versus technology and increased collaboration between planners and suppliers.According to the Study, during the past two years, the global financial crisis has led to

meeting planners and suppliers to work together to address budgets, cancellations, attrition and staffing. Meeting professionals seek to continue and increase this collaboration between hoteliers and planners.

“Bonuses for hotels that meet set service levels in post-event surveys can help venues get the business and the bonus and planners get the events they need,” said a FutureWatch meeting planner respondent.

In addition to collaboration, professionals rated personal relationships equivalent to solving issues together. Twenty six percent of meeting professionals say that improved planner and supplier relationships are more important than ever before in order for both parties to achieve budget and performance goals.

“People aren’t willing to talk face-to-face, they just send me to websites,” said a FutureWatch respondent. “I need to find a venue, I make contact with the sales people and they send me to the RFP site. Suppliers who want to get ahead need to focus on personal relationships instead of technology.”

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stars to feed over 3,000 parade participants on Inauguration Day.

INAUGURATION

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January in Florida saw the swearing in of a new Governor, new cabinet and other newly-elected state office holders and rep-resentatives. It also marked a changing of the guard at the national level. The result is more of a shift in state government than Florida has seen in years.

While the new Governor pledges to “get to work,” our next issue will detail the new leadership’s background as well as their stances on employment, taxes, and other issues vital to the success of Florida’s hospi-tality industry.

For advertising information contact Leslie Baker,

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NEXT ISSUEMeet Our Newly-Elected Leaders as We “Get to Work”

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HONORS

Robin Sorensen Firehouse Subs

Robin Sorensen’s passion for restaurants began when he was only a teenager. The son of a fireman, his parents owned a successful television retail and repair business where they taught their children how to take

care of customers. That upbringing, coupled with a mother who was a great southern cook and loved to entertain, drew him to the idea of a restaurant at an early age. He recalls approaching customers at the TV shop

about backing his dream of opening a restaurant. As Robin explains with a laugh, “I was 16 years old with no experience. It’s probably a good thing they didn’t.”

2011 RESTAURATEUR HALL OF FAME

The Florida Restaurant & Lodging Association is pleased to welcome Robin Sorensen, co-founder of Firehouse Subs, as the 2011 inductee to the Restaurateur Hall of Fame. Qualifications for this prestigious award include having a personal record of industry achievement over a period of at least 20 years. Only those nominees who have attained career distinctions of the highest level and are held in high esteem for their distinguished service to their industry, community and charitable organizations are considered.

Robin has been married to his wife Tabitha for 19 years. They have four children, Indyana (16), Sanna (15), Sophie (8) and Emory (6).

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The decision to actually work in a restaurant and learn the business came later. He pur-sued a career

in firefighting like his dad. But when the idea for Firehouse started brewing (he and his brother Chris sketched the idea out on a napkin in a sub competitor’s parking lot), he took his first restaurant job at a Jacksonville-based bar-b-q chain. At the young age of 24, he left firefighting to learn the restaurant business. Even then, his thoughts were on the ultimate goal of own-ing his own place. “I knew how to cook, and how to serve people,” he says. “Everything else, I could learn. That is what’s so great about this business. If you have a passion, you can start today. Anyone, with-out years of college or training, can learn and work your way up. What a great industry! It’s noth-ing but opportunity.” And with that attitude, the rest is history. Two years after his first restaurant job, on October 10, 1994, Robin and brother Chris opened the first Firehouse Subs in Jacksonville, borrowing money from Robin’s mother-in-law, which she put on a credit card. They paid the first

store off in six months and opened two more within a year’s time.

Early efforts to franchise were soon put on hold as the brothers wisely decided to take a step back and spend more time refining the brand. Franchises were bought back by the company and for the next six years, Robin and Chris maintained strict control of the concept before reoffering franchises in 2001.

This decision offers real insight into Firehouse Subs’ core business philosophy. “Success comes from hundreds of critical decisions done right,” explains Robin. “And all of these decisions were based in frugality and placing the needs of the business ahead of our own. We would not be where we are today had we made bad financial deci-sions. In the beginning, decisions came down to pennies. At store one, we could not afford to make mistakes. Every choice mattered.”

Sorensen’s natural ability to lead, negotiate and make critical busi-ness decisions has been another key ingredient in the company’s suc-cess. That and a solid commitment by everyone involved to sticking to “the plan.” Robin and Chris made a detailed plan for growth and stuck with it. Even when it meant personal sacrifice. Though

Robin and Chris Sorensen, and Captain Robert Wronski of the Mount Pleasant Fire Department (far right) with Francisco Tuttle (center), whose life was saved by an auto pulse unit donated to the department by the Firehouse Subs Public Safety Foundation.

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it sounds simple, Robin insists few are willing to do what it takes.

Chris, who worked as a fireman in the early days, as well as their partner Stephen Joost, went with-out paychecks from Firehouse Subs from 1994 to 2000, even though they were contributing equally to the work. It was a sacrifice that allowed more money to go into building the concept. That level of frugality has been instrumental in allowing Firehouse to remain debt free since 2001.

In 1998, Robin took a course by Dave Ramsey, the personal money-management expert and nation-ally known radio personality and author. He was so inspired by the financial wisdom that Firehouse now has two Dave Ramsey-certi-fied instructors on staff and the company offers Ramsey’s Financial Peace University to its entire head-quarters staff. They strive to share the message of fiscal responsibility with everyone, especially their franchise owners. The Sorensen brothers preach patience, commit-ment to cost consciousness, and slow, controlled growth.

In choosing to open new stores, Robin says the decision to grow is based on only two factors, “People and location. These are the two things that dictate growth. If it’s not the right person, we won’t fran-

chise. You have to make the right decision even if it means turning money down. That wasn’t always easy to do back in the early days when we were hungry.”

Robin’s influence, creativity, love

for cooking, passion for serving others, and entrepreneurial spirit are felt throughout the restaurants. Weekly, he can be found in the kitchen trying new foods and he remains intimately involved in every decision about the menu and

the restaurant. “Not a single item goes into the restaurant without having approval from both Chris and me; not a straw or a cup, let alone a food item. We approve every single thing.” Quality is the highest priority. “If a switch is

made in product, the rule is that the replacement has to be as good or better,” Robin says. A focus on frugality does not mean that you take a less expensive product to save money. Such a mistake would surely cost in sales loss. Robin and Chris believe customers instinctive-ly view any change as a cost saving measure and insist that quality has to be the priority when altering anything on the menu so that the customer is not disappointed.

Robin’s keen instinct for what the customer wants is clear. Today, Firehouse Subs has more than 400 restaurants with 1,500 under agreement. Still a young company, Firehouse sits on the launch pad ready to take off. But despite tremendous growth and success, Robin insists that the next phase will be achieved by following the same basic formula. The right people, the right location, and fru-gality. Simple ideas, well executed.

In addition to serving on the Board of Directors for the Florida Restaurant & Lodging Association, Robin sits on the boards for the Police Athletic League of Jacksonville and the Baptist Health Foundation. His proudest accom-plishment is serving as chairman of the Firehouse Subs Public Safety Foundation, a non-profit orga-nization dedicated to providing

In March 2010, Robin was honored by the FBI for his work

in public safety when he was awarded the Director’s

Community Leadership Award. Sorensen’s father-in-law,

Perry Speevack, a decorated FBI special agent for 25 years,

sadly passed away from cancer in 2009. He had great respect

for Sorensen’s community-mindedness and vowed to submit

his son-in-law for the award until he won. The Director’s

Community Leadership Award is presented at FBI headquar-

ters in Washington, D.C. by the director of the F.B.I. to indi-

viduals whose achievements in the areas of crime prevention,

drug deterrence or similar educational programs have made

a positive difference in the community.

“When not working, Robin loves to travel and entertain. Very often Robin will visit foreign countries, only to return and repeat the trip so that he can share the experience with others. Friends can attest to this and jokingly refer to this generosity as “Sorensen Travel and Entertainment.”

The Firehouse Subs Public Safety Foundation Men’s Doubles Tennis Tournament, held in May, raised $250K.

Community Leadership

FRL_15-06.indd 13 1/14/11 3:22:48 PM


life-saving equipment to public safety entities in need. The 501 (c) 3 was founded in 2005 by the Sorensen brothers, and has raised $3.2 million since. In fact, in 2010, the foundation exceeded its ambitious goal of raising $1 million in a single year.

Robin is clearly passionate about the Firehouse Subs Public Safety Foundation and its impact on lives. The idea to start it grew from an inspirational trip to feed victims of the Hurricane Katrina disas-ter.

There, Robin saw the ability to drastically impact the lives of others. Since then, he has travelled to Haiti where Firehouse was able to circumvent red tape to deliver more than 90,000 pounds of beans and rice to areas cut off from traditional aid resources.

“We can do so many great things. It’s incredible. I never would have imagined that selling sand-wiches could give us the power to impact so many people.”

Today, more than 175 fire departments, police departments and public safety entities around the country have been the recipients of donations, mainly life saving equipment, from the Firehouse Subs Public Safety Foundation.

The foundation raises much of the money by selling its empty, five-gallon pickle buckets for $2. They have hundreds of uses and in 2010 alone, $85,000 buckets were sold.

They also collect donations via change canisters on the restaurant counters. Incredible results from simple ideas, well executed – just like the first store.

The company has received too many honors to name, but the one that stands out to Robin is when he and Chris received the 2001 Ernst & Young Entrepreneur of the Year.

He is, after all, the true definition of an Entrepreneur, having started in this business with no formal training; just a love of cooking and a belief that the restaurant business is open oppor-tunity for anyone with a strong work ethic and passion.

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CH A IR M A N PROFILE

David Reid Miller’s Ale House

The Florida Restaurant & Lodging Association (FRLA) has announced David Reid, Executive Vice President of Operations for Miller’s Ale House Restaurants, as its 2011 Chairman of the Board.

Dave has served on the FRLA Board of Directors for 10 years and has twice been elected to the Board’s Executive Committee. He was the 2010 Chairman for the FRLAEF Board of Trustees and

has served on numerous committees and councils including Government Relations, Nomination, Educational Foundation, Education and Training and the Marketing Council.

Dave has been with Miller’s Ale House for 17 years, first joining the restaurant group in 1993 just prior to the open-ing of the 5th location in Gainesville, Florida. As Executive Vice President of Operations, he oversees all operations

for the chain’s 52 units and is respon-sible for over 5,000 employees and 250 managers. He is directly responsible for food and beverage program develop-ment, internal management training and leadership programs, as well as all marketing and customer loyalty initia-tives. Dave created the video training programs and authored the staff and management handbooks used to train all Miller’s Ale House employees.

2011 CHAIR, FLORIDA RESTAURANT & LODGING ASSOCIATION

By CAMRON BECKER

FRL_15-06.indd 15 1/15/11 8:03:22 PM


CH A IR M A N PROFILE

O riginally from Atlanta, Georgia, Dave got his start in the hospitality industry at a young age. He began working as a busboy and dishwasher for Bonanza when he

was 15 years old and often talked managers into breaking the rules by giving him extra work hours. His drive was quickly rewarded and he was soon promoted to line cook. He held various jobs in Atlanta before becoming a bartender for Scooters, a country western bar, where he earned his first management position. From there he moved into the gener-al manager role at the popular Atlanta night-club, Limelight, which he ran for 6 years.

In the late 1980s Dave moved to Florida

where he was a manager with Pier 66 Hotel, before leaving to work as an associate general manager for T.G.I. Fridays.

It was while working for T.G.I. Fridays, that Dave first met current Miller’s Ale House President, Ray Holden, who was then the GM. The two were a great team and quickly formed a very successful working relationship and a lasting friendship. In fact, Dave describes Ray as not only his boss, but his best friend.

The respect is mutual. Ray says of Dave “I have known Dave for almost 20 years. Working with Dave makes it fun to go to work. He is one of my closest friends. I can’t say enough about him…he has so much integrity and passion and a work ethic like no other.

“Dave is a great teacher and an even better listener. Our company has really benefited from

having him train the employees. He is a natu-rally gifted speaker. His passion just shows and he is so credible and knowledgeable. He has a very precise understanding of the business and an innate ability to share that information with others.”

Their hard work and compatibility in working together was noticed by Jack Miller, Founder of Miller’s Ale House and the win-ner of the 2004 FRLA Lifetime Achievement Award. Jack recruited the pair to join the thriv-ing Miller’s Ale House just as the 5th store was underway. The partnership has been a remark-able success.

Together, Jack, Ray, Chris Frawley – who joined the team in 1992 – and Dave have gone on to open 52 Miller’s Ale House locations in 6 states and built an enviable $200 Million+ com-pany which defies the economic forecasts.

While other concepts are struggling in a down economy, Miller’s Ale House has thrived, continuing to beat all sales goals. One remark-able opening has followed another.

The Orlando International Drive store has posted a staggering $200k+ in sales each week for 5 weeks in a row. The newest store in Kissimmee is also posting near record sales and has quickly become the favorite restaurant of both locals and tourists alike in the high-traffic area near Disney World. Plans are under way to open at least 6 new stores in 2011.

Jack Miller, founder of Miller’s Ale House, recruited Dave. Together Jack, Dave, Ray and Chris Frawley went on to open 52 Miller’s Ale House locations in 6 states and built an

enviable $200 million+ company which defies the economic forecasts.

Dave Reid is flying high as 2011 FRLA Chairman-elect.

Ale House founder Jack Miller (left) with David Reid.

FRL_15-06.indd 16 1/14/11 12:05:53 PM

FRL_15-06.indd 17 1/14/11 11:34:40 AM


The chain is one of the strongest to come out of Florida and has been recognized with many awards including hav-ing been named one of Nation’s Restaurant News’ “Regional Powerhouse Chains.” The concept is on fire. An indisputable fact that those who have worked with them directly attribute to the outstanding team Jack Miller has put together.

The Ale House management team has a reputation in the industry for brilliant strategy and tough negotiation – a repu-tation earned in no small part by Reid’s negotiating skills. “Dave is a master negotiator,” says Holden. “I love having him on my side. I can say this… I sure wouldn’t want to go against him!”

Skills he no-doubt learned under his mentor, Jack Miller, who Dave admires with an obvious reverence, referring to him a “genius” with an innate gift for knowing what the customer wants.

Rounding out this outstanding team is Vice President, Chris Frawley. Chris had this to say about his friend and colleague “FRLA is going to be lucky to have Dave, the restaurant industry is lucky. Dave is a terrific boss and a great friend. He is an awesome leader, teacher and fantastic speaker. Dave is just a great role model. He sets the standard of being a great human being. He will change a stranger’s tire when he sees them in distress, he is always giving more than anyone I know. I just can’t say enough about him.”

It is relatively rare in the restaurant industry for a success-ful concept to be able to retain such a long-standing core group of employees. It is no accident that the company has held onto this team.

Miller’s Ale House takes recruitment and retention very seriously and encourages all employees to “Run It Like You Own It.” A catchy way to keep employees engaged in the success of the restaurants, but backed by a huge incentive. Miller’s Ale House general managers have the opportunity to earn a free Lexus if they meet specified sales goals. So far, the company has given away more than 25 of the luxury cars and Jack Miller is committed to continuing the tradition that has added to the concept’s record breaking sales.

Ale House Management instills a sense of empowerment and ownership into its store managers. In addition to coining the “Run It Like You Own It” phrase, Dave also came up with the company’s mission statement, “All Actions Create Raving Fans,” a motivational slogan that is installed in every restaurant to remind employees of the critical nature of every customer interaction.

Motivating employees, creating opportunity and reward-ing great work are passions of Dave’s. “My greatest joy has been in seeing others succeed,” he said. “We have so many wonderful employees from all walks of life, background and education that we are able to provide almost endless oppor-tunity for. For instance, we have a very successful Regional Manager named Brian Robb who started as a dishwasher. Brian now drives a Lexus, makes an excellent living and has a brilliant future ahead of him. What a treat for me to be able to witness this young man grow into such a success.”

Asked what it is like to work with Dave, Scott Miller of Ecolab had this to say, “Dave Reid is regarded by his company and industry associates as an innovator... he lives the example of seeking first to understand, and then to be understood. Those lucky to know Dave, understand that his passion for engaging problems always STARTS with his commitment to the research first. He has developed himself and Miller’s Ale House Restaurants to that discipline over many years of consistent success.

“As the new Chairman of the FRLA we are strongly represented in Dave’s tenacity and depth of knowledge. His discipline to finding the BEST solutions and connecting the BEST resources will serve the challenges and interests of the FRLA members in new ideas that we will all come to appre-ciate. In celebrating his election to this post, we have suc-ceeded in selecting one of our best to lead the FRLA moving forward.”

Despite a well-known intensity and focus on constant improvement, Dave is regarded by employees and suppliers alike for his approachable, fun-loving management style. “The fun aspect of working with Dave is that he has a rest-less dissatisfaction with the status quo. From the minute he wakes up in the morning he is on a mission to improve any-thing from good to great.

“Whether it be kitchen ticket times, his marathon time or where Ale House comes up on a Google search, Dave wants to be the model for best in class,” says Chester Kwasniewski of Boston Beer.

FRLA President and CEO, Carol Dover looks forward to Dave putting his tireless energy and enthusiasm to work for the benefit of the industry, “On behalf of the staff and Board of Directors of FRLA, I am so pleased to welcome Dave Reid as our 2011 Chairman. To take the role as Chairman shows a strong dedication to working toward the betterment of Florida’s hospitality industry.

“It is a commitment of time and talent that is no small undertaking for operators who daily face the challenges of running successful businesses in a difficult economy. That Dave is accepting this role while running 52 restaurants is a sacrifice of time and effort which is a testament to his com-mitment to this industry.

“Our members will be the beneficiaries of this dedica-tion. Dave and the team at Miller’s Ale House have set the standard of success for restaurants across the nation and we are fortunate to have this extraordinary talent leading our industry in the year ahead.”

“The whole Miller’s Ale House team is very proud of what Dave has done and continues to do for this industry. We wish him a very successful year as he leads the Florida Restaurant & Lodging Association,” says Ray Holden.

FRLA Chairman-Elect, Dave Reid of Miller’s Ale House, meets Newt Gingrich during the 2010 MUFSO Conference in Orlando.

Miller’s Ale House takes recruitment and retention very seriously and encourages all employees to “Run It Like You Own It,” … catchy way to keep employees engaged in the success of the restaurants.

FRL_15-06.indd 18 1/14/11 11:36:25 AM


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FRLA: What led you to join the Association and how have you benefited from your involvement?

DR: I was asked to join by our founder Jack Miller and by Doug Cone, a good friend who owns Cone Distributing, one of the largest Beer distributors in Florida. I have most benefited from my involvement with the FRLA by learn-ing how government can influence our business. Before joining, I was much like so many others who would rely on legislators to decide which issues would affect our businesses. The FRLA has taught me that if we are willing to partici-pate, we can have a real say in what does or does not happen to our restaurant. The FRLA has taught me that businesses and government can cooperate and work together to make smart decisions that are in the best interests of every-one. The FRLA bridges the gap.

FRLA: What do you believe to be the Association’s greatest value for your industry?

DR: The greatest value of the FRLA is simple: There is power in numbers. If you stand alone, you might speak for yourself. It makes more sense to me to work together and have the abil-ity to stand up within a group of tens of thou-sands of my peers. FRLA is a group of hard-working industry professionals representing over 900,000 employees and 20% of Florida’s economy. Let there be no doubt, the challenges that face businesses and the complexities of poli-tics makes for a noisy room. If you speak with a whisper, no one will hear you. A unified voice is a strong voice.

FRLA: Why do you believe non-members should join FRLA?

DR: I have trouble understanding why any-one within the lodging or restaurant industry wouldn’t join the FRLA. What is the downside? Are people afraid it will be too demanding on their time? The fact is that members can do as little or as much as they want to do within the FRLA. I promise you that no one is going to show up on your doorstep to twist your arm and coax you into doing anything that you don’t want to do. What the FRLA is offering is protection, help and support. I have witnessed this association representing the best interests of its members for the past 10 years. So, start by attending your local chapter meeting. It’s an hour or so of your time, so just TiVo that episode of CSI and show up, and it could really help you and your business, and I think they usually have some pretty good donuts. If you like it, then try and do a little more, then

consider serving on the board or a commit-tee. There are endless leadership opportunities available for those interested in participating. No one would question that opening and run-ning a business is very difficult. The best run businesses with the smartest operators are going to face problems. It’s not IF you will have prob-lems, it’s WHEN. And when trouble comes knocking, I like the idea of answering the door with the FRLA standing right beside me. With the FRLA, it’s like having a fortress of protec-tion that surrounds your business. The FRLA offers world class support with industry based education, professional discounts, government representation, the sourcing of new suppliers, business to business and peer networking, and its latest endeavor to provide education for online marketing and social media training hotels to and restaurants. Finally, someone to teach me what Twitter is.

FRLA: What would you most like to accomplish in your year as President?

DR: As most of you already know, my pri-mary goal is to bring the Winter Olympic Games to Destin during 2012. So, good luck to the 2012 Chairman Bruce Craul, I hope you get some snow buddy. Seriously, I simply aspire to play a positive role in helping the FRLA and its members to improve their businesses. I hope that I can play a role in getting restaurants and hotels to understand that the association is a great resource for just about anything that your business needs.

FRLA: What is your business philosophy? DR: I have never claimed to be a business

philosophy guru. I can only give advice based on my own experiences. So here it is. Do more than is expected and maintain a positive atti-tude. Work hard. Don’t just show up. Aim high, but just make sure you get results. Never lose sight of why we are all here. Remember if there is no margin, then there is no mission. Efforts without results might be worthless to the ones who sign your paycheck.

FRLA: What do you most enjoy about the restaurant business?

DR: I know it’s somewhat cliché to say this, but it’s the people. The Ale House sees over 300,000 raving fans a week through our front doors. We employ over 5,000 hard-working dedicated people with lives, hopes and dreams. I’m so lucky to be able to be a part of this. If I was selling widgets, I wouldn’t have this type of interpersonal opportunity (no offense to the widget sales people of the world).

FRLA: What advice would you offer those seeking to get into this business?

DR: There might be a dozen or so thoughts on this one but I will narrow it down to three. First, make sure you understand the work ethic that is required to succeed. I have never in my life been out on News Years Eve, St. Patty’s Day or Halloween. We work when the world plays. Second, I would say to never forget who is really running the restaurant. The first time your dishwasher and a few servers call in sick, then you will understand. So, treat them well. And the third suggestion is to never forget you can work on a hundred things in a restaurant, but when the day is done, it’s all about service, service, service. Don’t screw that one up.

FRLA: What do you predict will be the biggest issue affecting the industry in 2011?

DR: I think that having a better understand-ing of the upcoming Health Care legislation will be the biggest issue that will face our indus-try this year. But, after the oil spill of 2010, who could really guess what might be headed our way? We need to also fully understand menu labeling requirements and state level unemploy-ment rates which are resetting within the next year. Government issues aside, I also believe that social media and online marketing will continue to be the big player for both restaurants and hotels over the few years. Social media is quickly changing how we interact with our customers. Now, when someone has a complaint or a com-pliment about our restaurant, they aren’t just telling a few co-workers at a water cooler, they are telling the world.

FRLA: What do you see as the Association’s role in affecting that issue?

DR: I think that the FRLA will prove to be a valuable resource for restaurants and hotels to understand and navigate through all complex governmental issues. As to social media, the FRLA is taking a very aggressive approach in helping and training its members in under-standing how their business can best utilize social media to listen, engage and respond to their customers.

FRLA: What would you most like people to know about you?

DR: I am a very lucky guy who found a great company named Miller’s Ale House that is run by the most passionate and wonderful people. My bosses, Jack Miller and Ray Holden are the two best men that I have ever known. They have taught me to care about people first and everything else will fall into place.

Q&A with David ReidDavid Reid

FRL_15-06.indd 20 1/14/11 4:09:35 PM


NRN Names Fox, Firehouse Subs, Exec To Watch in 2011

Firehouse Subs is one of the fastest-growing

restaurant chains in the industry. Founded by Chris and Robin Sorensen, who togeth-er created a sandwich brand inspired by firefighters and offering large, toasted subs, the chain now boasts more than 400 locations in 17 states. Fox, its chief executive since January 2010, and chief operating officer before that, has been one of the driving factors behind its successful expansion at a time when many chains were unable to grow.

Fox holds more than 30 years of franchis-ing and restaurant management and seems to have found an equal partner at Firehouse Subs. Working through the economic downturn to garner franchise financing to help the chain expand, Fox developed unique partnerships with banks, helped the franchisor create a lending entity and restructured certain franchise agree-ments to better attract financing. See him at any restaurant conference and he will be surrounded by eager executives looking to tap his knowl-edge of franchising strategies. As the sandwich segment continues to grow, Firehouse Subs seems poised to secure additional market share. Its Firehouse Subs Public Safety foundation and efforts across social media platforms also have helped it gain traction with customers.

Brian Besanceney Named WDW Senior VP of Public Affairs

Walt Disney World named Brian Besanceney as senior vice president of Walt Disney World public affairs and

worldwide government and industry relations.Besanceney will oversee all media relations,

internal communications and community rela-tions for the resort and all government and industry relations for Walt Disney Parks and Resorts worldwide.

Besanceney has been with The Walt Disney Co. since February 2009 as vice president of public affairs for business development, and will retain those duties. Prior to joining Disney, he served as deputy chief of staff to former Secretary of State Condoleezza Rice and assistant secretary of public affairs for the U.S. Department of Homeland Security and deputy communications director at the White House.

Massey Services | AFM | National Fire & Security | Cheney Brothers

FRL_15-06.indd 21 1/14/11 4:47:31 PM


Peter Bos Legendary, Inc.

If you don’t know Peter Bos by name, you are undoubtedly aware of his work. He is the visionary behind several real estate development masterpieces including Sandestin Golf and Beach Resort, Regatta Bay, Destin Commons on the Emerald Coast, the Emerald Grande Hotel, HarborWalk Village, and the Players Club at Sawgrass in Jacksonville. Bos is Chairman, President and CEO of Bos Group, Inc. which was formed in 1976 and Legendary, Inc. and Legendary Holding, Inc. which he founded in 1991.

2011 HOTELIER HALL OF FAME

Consideration for the 2011 Hotelier Hall of Fame award is based upon a personal record of industry

achievement over a period of at least 20 years including a career representing the highest level of

distinguished service to the industry, community, charitable organizations and family.

HONORS

The Emerald Grande and HarborWalk (below) at the bridge on the Destin Pass

FRL_15-06.indd 22 1/14/11 11:46:29 AM


Peter Bos began his career in hospitality while attending Cornell School of Hotel Management where he worked summer jobs in the industry during his 4 years of college. Following graduation, he went to

work for Interstate United Inc. where he ran the Food & Beverage operation at Cedar Point, Sandusky, Ohio for the 1968 summer season, after which, he moved to Busch Gardens Tampa to oversee Food & Beverage operations at the park.

His career in development took off quickly when in his first month in Tampa, while hosting a dinner, he met Jerome Fletcher who con-vinced him to move to Jacksonville to become EVP of Fletcher Properties, Inc. The job included the construction of three country clubs, thousands of residential units and a free standing restaurant all located in the southeastern US and launched Bos into the world of hospitality develop-ment.

In 1975 he formed his first company, Bos Group, Inc. a diversified management and development company. Over time the Destin area continued to fuel Bos’ interest.

When a fledgling resort named Sandestin arrived on the scene Bos immediately noticed great potential.

After paying an airline attendant $50 to alert him when property owner Igo van Boheman arrived at the airport, Bos met Igo and created a business and personal relationship.

It wasn’t long before Bos owned Sandestin and ignited a development spree in the Destin area which has transformed the once-sleepy ocean town into the attractive tourist destina-tion it is today.

With Bos Group, Inc., Peter went on to develop and manage a myriad of residential and commercial developments including sev-eral mixed-use projects. Among the hospitality projects were Sea Palms on St. Simons Island,

Georgia; Sandestin, Destin Florida; Hyatt Hotel, Key West, Florida; Regatta Bay, Destin, Florida; The Plantation, Ponte Vedra Beach, Florida; St. Albans, St. Louis, Missouri, and numerous free standing restaurants.

The size and scope of the Bos Group and Legendary f lags is too great to enumerate. Suffice it to say that Peter Bos’ hand can be seen throughout Florida, with a pronounced impact in the Gulf Coast region.

Under the Legendary f lag, recent develop-ments include HarborWalk and the Emerald Grande, Regatta Bay Golf and residential community, and Destin Commons, a festi-val shopping center, all of which are located in Destin. Other business interests include Legendary Marine, and development and management of various investment properties.

The sheer volume and success of everything Bos touches is not the only thing that is

“legendary”, the man himself is a bit of a marvel to those who know him well.

FRLA Chairman-elect and Legendary COO, Bruce Craul says of Peter, “Everyone that knows what ‘Peter built’ knows that he never, ever completed anything that is not of the highest quality. He always sets the standard or raises the bar. He enjoys doing that and for him it is not so much about the money or the destination, it’s

the journey that he enjoys the most.”A fascinating article ran in a 2004

edition of Emerald Coast Magazine tells the story of a man who is so driven he swears off sleep as a waste of time and routinely works 14 hour days. The article describes a very young Bos with a remarkable talent for finding ways to make money. At age 12, he noticed change purses made by residents of a local home for the blind being sold at a department store for a dollar apiece.

The young entrepreneur discov-ered that he could buy the purses directly from the home for only 35 cents and sell them for less than the

department store at 75 cents. This little venture allowed Bos to bank several thousand dollars and foreshadowed his ability to see opportunity where others did not.

Asked if he could offer any predictions as to the likely changes in the industry in the next few years, Peter predicts that “Time share and fractional ownership will play a bigger part of the second home resort ownership market. Drive-in locations will be more stable and grow the most.” And there will be “more demand for service and amenities.”

These predictions can be seen in his most recent projects, the Emerald Grande and HarborWalk Village – home of the FRLA Wild & Crazy Fishing Tournament for the last four years. From the water, the Emerald Grande can be seen for miles. It is easily the most prominent and breathtakingly beautiful building in Destin. Offering one, two, three, and four bedroom accommodations the Emerald Grande is the premier place to vacation or live in area.

HarborWalk Village has taken Destin to the

the Food & Beverage operation at Cedar Point, Sandusky, Ohio for the 1968 summer season,

the southeastern US and launched Bos

impact in the Gulf Coast region.

Under the Legendary f lag, recent develop-

the journey that he enjoys the most.”A fascinating article ran in a 2004

edition of Emerald Coast Magazine tells the story of a man who is so driven he swears off sleep as a waste of time and routinely works 14 hour days. The article describes a very young Bos with a remarkable talent for finding ways to make money. At age 12, he noticed change purses made by residents of a local home for the blind being sold at a department store for a dollar apiece.

ered that he could buy the purses directly from the home for only 35 cents and sell them for less than the

department store at 75 cents. This little venture allowed Bos to bank several thousand dollars

Under the Legendary flag, Peter Bos’ recent developments include HarborWalk and the Emerald Grande, Regatta Bay Golf and residential community, and Destin Commons, a festival shopping center, all of which are located in Destin.

By CAMRON BECKER


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next level acting as the epicenter for dining, entertainment and recreation. Bos describes it as “the most beautiful piece of property I have ever seen.”

You can take a fishing trip on the Swoop Party Boat, shop for local goods, have an exceptional dinner, and enjoy cocktail hour all within a few steps along a charming boardwalk flanking the water.

With so many successes, one wonders what Peter Bos might have done differently. “I would have spent more time with family and friends and not as much time working. I would have traveled more, fished more, and danced more – all of which I intend to do more of going forward.” Ironic words from a man who played such a powerful role in developing the places the rest of the world visits for these very escapes!

The past few years have not been all work for Bos. One particularly memorable event in Peter’s life was a chance to fly in an F-15, “Destin is surrounded by military operations, including Eglin and Hurlburt

Field Air Force Bases which literally surround Destin, plus Naval Air Station Pensacola, Tyndall Air Force Base, and Naval Support Activity in Panama City. I have been very fortunate to be involved in several Honorary Commander Programs which have allowed me to fly numerous aircraft including the F-15, 130 Gunship and The Osprey. My flight in the F-15 was a dream come true and a memory for life.”

In his free time, Peter is involved in chari-table activities including the American Heart Association and Alaqua Animal Refuge. He is married to Terri Bos and has four children, two boys and two girls: Rik, Chris, Leah and Lindsey and two grandsons and two grand-daughters. He most enjoys boating and fishing with his wife, Terri.

About his remarkable success, Peter is hum-ble and says he has felt himself most fortunate to be surrounded by a great team. “It has been great to work with a team of people that func-tions like a close family company. That is what is most important to me. I have a deep voice and loud manner – those who know me know I am soft inside and care more about others than myself.”

Without a doubt Peter Bos and his Legendary team have written the book on developing a property to it’s full potential. Bos embodies the definition of a visionary by his uncanny ability to turn dreams into reality. His work has allowed countless people to enjoy the beauty of the Emerald Coast and to take full advantage of all it has to offer. The Florida Restaurant and Lodging Association believes that Peter Bos has hugely impacted the Florida hospitality industry with his innovation and foresight.

Peter and Terri Bos have four children (Rik, Chris, Leah and Lindsey) and two grandsons and two granddaughters and enjoy boating and fishing together.

FRL_15-06.indd 24 1/14/11 11:47:13 AM


F resh cut produce is a versatile and healthy addition to any menu. For maximum food safety, it must be washed, cut and stored correctly. In recent years, incorrectly

handled produce has been provided a vehicle for wide-spread microbial contamination.

The traditional standard of potentially hazardous foods being primarily protein foods, such as meat and poultry, food that supports anaerobic bacteria growth such as, garlic in oil or cooked baked potatoes in foil, or unpasteurized or raw foods such as cider or raw oysters, has changed.

It has become clear that ready-to-eat pro-duce, such as leafy greens or fresh herbs, can pose as much risk as the traditional “poten-tially hazardous” foods. In reflection of this evolution, the term “potentially hazardous” is being replaced by “temperature control for safety foods (TCS)” in the US FDA Food Code and the general food safety lexicon. As we have previously published, tempera-ture control for safety (TCS) more accurate-ly characterizes the potential for microbial contamination these foods represent.

The FDA recently expanded the defini-tion of TCS foods to include cut tomatoes and cut leafy greens joining cut melon as a TCS food. Among new US FDA recom-mendations for handling these foods are 1) maintain these items at 41ºF or below during storage and display, and 2) carefully wash these items before further prepara-tion and protect from contamination before service.

It’s important to note that FDA not only considers cut tomatoes as a TCS food, but also the addition of cut tomatoes to a recipe can then make the resulting food product

a TCS food unless it is altered to minimize the potential for microbial contamination.

The FDA has published a guidance docu-ment regarding storage and handling of cut tomatoes, which can accessed on the FDA web site, and also has published a docu-ment in its Program Information Manual for Industry recommending correct storage and handling for leafy greens. The FDA has long considered cut melon to be a TCS food, and in 2001 issued a document in the Program Information Manual for safe melon handling.

The FDA recognizes that storage, han-dling and service of fresh produce is not just a restaurant food safety issue, and has issued draft guidance to the produce industry for

tomatoes, leafy greens and melons. Anyone handling produce, from farm to

table, would benefit from understanding and ensuring integration of this information into their operations.

Additional food safety information has been developed by the produce industry for tomatoes, leafy greens and melons that complements FDA’s information. These “Best Management Practices,” or BMPs, provide another tool to safeguard customers and improve food safety for producers and processors.

The Florida and California citrus indus-tries are also working on new food safety standards for citrus products. Similar to

other produce industry guidelines, these will be based on proactive steps to improve and ensure food safety. Look for more on these in future FRLA publications.

As with most food safety systems, inte-grating these into operating procedures not only protects customers and improves food quality, but also creates huge potential cost savings. Review these guidance documents and train staff on them as well. A clear understanding will pay tangible dividends.

Susan McKinley is a regular columnist and contributor to FR&L Magazine and is a for-mer Director of the Florida Division of Hotels & Restaurants.

By SUSIE MCKILNEY

Temperature Control for Safety FoodsProduce

Tomatoes, Cut Greens Join List of TCS Foods

FOOD SA FET Y

The traditional standard, of potentially hazardous foods being primarily protein foods, has changed.

Food safety information has been developed by the FDA and the produce industry for tomatoes, leafy greens and melons. These “Best Management Practices,” are available at the www.FDA.gov and www.FloridaTomatoes.org websites.

FRL_15-06.indd 25 1/14/11 11:47:24 AM

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Florida’s ProStart stu-dents took out their cookie cutters and roll-

ing pins in an effort to bring some joy to those in need this holiday season. Students across Florida baked thousands of holiday cookies and deliv-ered the treats to local food pantries, children’s homes, high school alumni serving in the military, assisted living facilities, nursing homes, and elementary school students to name a few of the locations receiving cookies.

With many local restaurants participating in community programs around the holidays, the Florida’s ProStart educators thought this could be a great opportunity for students to become involved in a similar program that echoes this spirit of giving. ProStart is a nationwide restaurant management and culinary education program created to teach high school students the skills needed for a career in the restaurant and foodservice industry, the program is supported by the National Restaurant Association Educational Foundation (NRAEF) and our Florida Restaurant & Lodging Association.

FRL_15-06.indd 27 1/14/11 11:48:29 AM


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•• The latest economic, political and The latest economic, political and travel plaza industry forecaststravel plaza industry forecasts

Superior Products Outlet Center/Next Day Gourmet is a proud sponsor of the Florida Restaurant and Lodging Association Educational Foundation (FRLAEF). Superior Products Outlet Center/Next Day Gourmet now offers discounts on select products to those accessing the FRLA website.

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SAVE THE DATESFRLA TALLAHASSEELEGISLATIVE TOURISM DAYSMarch 22, 2011

Many critical issues will come before ourLegislature during the 2011 Legislative Session.

FRLA is your representative in Tallahassee– defending the needs of Florida businessesagainst taxation, fees and unnecessary regula-tion.

While we are continually working on yourbehalf, the most powerful voice we have is yours.Your State Senators and Representatives needto hear from those in the industry about thechanges that impact your business.

To give you the opportunity to make yourvoice heard, FRLA schedules two LegislativeDays in the States’ Capitol each year duringLegislative Session. Make plans to attend one orboth of these days.

Legislative Days are your opportunity to joinyour colleagues in Tallahassee to visit with yourelected representatives.

Meetings are scheduled to give you a face-to-face opportunity to express your opinion on theissues that impact your business.

11TH ANNUAL PROSTART CULINARYTEAM COMPETITIONSfeaturing the Governor’s CupMarch 12, 2011, Orange CountyConvention Center, Orlando, FL

NATIONAL RESTAURANT ASSOCIATIONPUBLIC AFFAIRS CONFERENCEMarch 22-23, 2011, Washington, D.C.

This event provides restaurateurs the opportu-nity to interact with members of Congress andshare their perspective on the challenges ofowning and operating restaurants.

The powerful two-day conference brings res-taurant leaders from across the country togetherwith decision-makers in Congress and theAdministration.

Attendees include a broad cross-section ofindustry leaders, including the NRA’s board ofdirectors, state restaurant association leaders,state and federal government affairs representa-tives from large chain restaurants, medium-sizedchains, independent restaurateurs, franchisees,suppliers, and other industry leaders.

Complete Statewide Coverage

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To register, call toll-free 1-866-372-SAFE (7233) or visit www.safestaff.org. Registration for training begins at 8:00 a.m. and for exam at 12:30 p.m. unless otherwise noted. Dates subject to change.

Food Manager Training & Testing Schedulewww.safestaff.org

Bradenton1/26, 2/23, 3/30Courtyard Marriott100 Riverfront Drive

Clearwater 1/10, 2/7, 3/7Holiday Inn Select3535 Ulmerton Rd.

Ocala 2/2, 3/9, 4/6 Homewood Suites4610 SW 49th Rd

Orlando (Spanish Dates*)1/31, 2/21, 3/21 2/7*, 3/14*, 4/11* Holiday Inn Resort Castle8629 International Drive

Panama City 2/10, 3/10, 4/7 Gulf Coast Comm CollegeGibson Lecture Hall5230 W. Hwy. 98

Pensacola 2/15, 3/15, 4/11Pensacola Civic Center201 E. Gregory St

Port Richey 2/14, 3/14, 4/18 Days Inn & Suites10826 US 19 North

Sanford2/8, 3/8, 4/19Springhill Suites Marriott301 North Towne Road

Sarasota 2/1, 3/2, 4/6Hampton Inn5995 Cattleridge Road

St. Augustine 1/26, 2/23, 3/30 Holiday Inn Express & Suites2300 State Road 16

Tallahassee 1/27, 2/19, 2/24, 3/31Day’s Inn Monroe Street Conf Cntr2714 Graves Road

Tampa (Spanish Dates*)1/27, 2/24, 3/10 1/24*, 2/28*, 3/28*Clarion Hotel2701 E Fowler Ave

West Palm Beach 2/8, 3/9, 4/11Holiday InnPalm Beach Airport1301 Belvedere Rd

Tampa ServSafe 7-Hour Course(No Examination)1/24, 2/26Clarion Hotel2701 E Fowler Ave

Daytona Beach1/25, 2/16, 3/16 Homewood Suites165 Bill France Blvd

Deerfield Beach1/10 , 2/16, 3/14Hilton100 Fairway Drive

Ft. Lauderdale 1/19, 2/23, 3/21Embassy Suites1100 SE 17th St Causeway

Ft. Myers1/20, 2/17, 3/17Holiday Inn Downtown2431 Cleveland Ave.

Ft. Pierce2/3, 3/3, 4/7UF Indian River Research2199 South Rock Rd.

Ft Walton2/8, 3/8, 4/5Holiday Inn Resort573 Sana Rosa Blvd

Gainesville 2/15, 3/15, 4/19 Best WesternGateway Grand4200 NW 97th Blvd.

Islamorada 1/25, 2/24, 3/21 The Islander ResortMM 82.1, US Hwy 1

Jacksonville 2/7, 3/7, 4/4 Wyndham Riverwalk1515 Prudential Drive

Jacksonville Beach 2/9, 3/16, 4/13 Quality Inn Oceanfront11 North 1st Street

Key West 2/7, 3/8, 4/6 Doubletree Grand Key Resort3990 S. Roosevelt Blvd

Kissimmee 1/27, 210, 3/17Seralago Hotel and Suites5678 Irlo Bronson Mem. Hwy

Lakeland2/24, 3/24, 4/14Lakeland Hotel & Conference Center3260 Hwy 98 North

Mandarin1/24, 2/16, 3/23 Ramada Inn Mandarin3130 Hartley Road

Melbourne 2/10, 3/10, 4/14 Holiday Inn8298 N Wickham Rd

Merritt Island1/20, 2/17, 3/17Clarion Hotel260 E Merritt Island Cswy

Miami (Spanish Dates*) 1/24, 2/28, 3/29 2/3*, 3/3*, 4/7* Hilton Miami Airport & Towers5101 Blue Lagoon Drive

Naples1/27, 2/24, 3/24Quality Inn and Suites4100 Golden Gate Pkwy

North MiamiJohnson & Wales University1/28, 2/25, 3/251701 NE 127th St

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www.FPL.com

FPL can help serve up significant savings through our free Business Energy Evaluation. More than 129,000 businesses have participated in our program since its inception. An FPL energy expert will do a complete review of your energy usage and you’ll receive specific recommendations on how to control your energy costs. Then, you can put a healthy portion of the savings back where it matters most: in creating a great dining experience. Call your FPL Customer Manager or the FPL Business Customer Care Center today at 1-800-375-5566.

These energy savings are no small potatoes

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Florida Restaurant & Lodging Magazine Dec/Jan 2011

Documents

Transcript of Florida Restaurant & Lodging Magazine Dec/Jan 2011