Founder & President of Culinary Concepts AB

The best advice I have ever received came from my wife: “You’re not stuck; you’re just moving through it.” In this industry, and in building a business, there are seasons when progress feels impossible. Her words remind me that a hard moment is not a dead end. It is part of the process, and the only way out is through. I lean on that advice often, and I share it with my students and team whenever they feel stuck.

The most important skills in my work are listening, communication, and adaptability. I work with students, employers, government leaders, and entrepreneurs, and each one needs something different. Listening well lets me understand what people need, not just what they ask for. Communication lets me connect those groups and help them see how they can support one another. Adaptability matters because no two days look the same.

I find inspiration in our students. Many of them walk through our doors unsure of what they can achieve, and within weeks they are leading a station, supporting their teammates, and talking about their future with confidence. Watching someone discover their own potential never gets old.

For years, I treated burnout as part of the job. My breaking point came when my father passed away. Afterward, I realized I had been pouring from an empty cup for a long time, and the way I was living was no longer sustainable. I had to reprogram myself. Today, I make time for the things that refill my cup: fishing, mountain biking, and cheering on my boys at their games. Those moments slow everything down and remind me what matters most.

You are enough. I spent years feeling like I was not enough, so I gave 110 percent to everything, even when it meant sacrificing my health, my time, and my family. I believed my worth was measured by how much I could give. I now know that I was always enough, and that the best leaders lead from a place of confidence, not a fear of falling short. I wish I had learned that sooner.

Do not confuse a hard season with the wrong career. Find one person who will invest in you, and be honest with them about where you are. Then focus on one skill at a time. This industry rewards people who keep showing up and keep learning, and there are more paths in hospitality than most people ever see from behind the line.

Invest in your people before you need them. For years, other industries have raised starting pay and expanded growth opportunities while hospitality has fallen behind. Training is not a cost; it is how you stabilize your team, protect your bottom line, and keep your best people. Give your leaders room to lead, too. A chef cannot lead if they are working the line every night. The organizations that build a culture of growth will be the ones that still have a strong team five years from now.

My three-year apprenticeship at The Greenbrier made a significant impact on my career. Training under Master Chefs taught me discipline, classical technique, and what excellence looks like every day, not just on special occasions. It also showed me what was missing from traditional training: the leadership, communication, and emotional intelligence that keep people in this industry. That gap is a large part of why I founded Culinary Concepts AB.

This industry gave me a career, a purpose, and a way to see the world, and I want to leave it better than I found it. For too long, hospitality has fallen behind other industries in pay, training, and opportunities for growth. I see myself as a voice for culinary in the workforce conversation, and that responsibility keeps me pushing forward.

I need to be inspired to continue doing my job well. That means being in environments that energize me and surrounding myself with people whose values align with mine. Most importantly, I need to be able to use my skills to add value. When those three things come together, I do my best work, and the people around me do too.

At the St. Regis Princeville, our team took the resort’s signature restaurant to the number one brunch destination on Kauai, growing covers and sales by 60 percent. That success belonged to every cook, server, and manager who committed to the same vision.