Après the pandemic: restaurants going full steam ahead

With the worst of the COVID-19 pandemic now in the rearview mirror, it’s hard to believe the hospitality industry was once in the midst of a mandated health and safety shutdown. However, with this a now-distant memory, restaurants—and the hospitality industry as a whole—are experiencing a resurgence of customers eager and more comfortable to be out and about.

“The restaurant industry has for the most part come back really strong,” said Michael Ross, executive chef of The Northport Hotel Restaurant. “Especially restaurants like this, that are high profile and people want to be seen at.”

After four decades in the restaurant business, Ross has helmed the kitchen of The Northport Hotel Restaurant since its October 2023 opening. The 170-seat eatery, which serves both hotel guests and the general public, was recently cited by OpenTable as one of the top 100 most romantic restaurants in the country and top 10 most booked restaurants in Suffolk County.

One thing that has changed since the pandemic, Ross notes, is that people are dining earlier.

“Most restaurants have shifted their hours to closing their kitchen an hour earlier, since after the pandemic,” Ross noted. “People were dining earlier and that still seems to be the situation.”

Because of its location—across from the John W. Engeman Theater—the Northport Hotel Restaurant opens at 4:30 p.m. for pre-theater dining. It’s also a popular weekend brunch spot.

Ross said they’d tried to stay open later, but people weren’t showing up.

“So, it was just wasting payroll, having guys stand around hopefully for that late hit that never happens. My job is to make sure we’re here when the people are here,” said Ross, adding that they would adjust their hours to accommodate late diners if necessary.

He shared that the restaurant is fully booked every Friday and Saturday.

“We try to accommodate as many people as we possibly can without making them feel uncomfortable or rushed,” Ross said. “And it’s a really delicate balance to do that.”

Digital is key to success

The restaurants owned by Lessing’s Hospitality Group, a sixth-generation, family-owned company with over 20 restaurants and more than 100 venues across the northeast and Florida, including  Hatch in Huntington, Bayberry in Islip and Mirabelle in Stony Brook, have fully rebounded to pre-COVID levels.

“Guests are dining out with confidence again, and we’re seeing strong numbers across the board,” said Chief Operating Officer Lawrence Lessing. “The demand for in-person dining experiences is back, and our teams have done an exceptional job ensuring that every visit meets and exceeds expectations.”

During the pandemic, online ordering and delivery through Uber Eats and DoorDash platforms surged, and the trend has stuck.

“We handle far more digital orders now than we did pre-pandemic, and it’s become a key part of our business,” Lessing said. “We’ve also introduced value-driven happy hours and specials to give guests a reason to dine out without feeling the full impact of inflation. It’s about making sure people still get the experience they’re looking for at a price that makes sense.”

With inflation hitting wholesale prices, Lessing’s has tried to be strategic with menu pricing to ensure they’re still delivering great value.

“Menu engineering has become more dynamic; we are constantly evaluating costs, adjusting where needed and making smart decisions to keep prices reasonable without compromising quality,” Lessing said. “Supply chain disruptions hit different products at different times, so we stay ahead of it by monitoring trends and making calculated adjustments.”

One trend that Lessing has noticed is the growing appeal of non-alcoholic beers and mocktails.

“At Bayberry, Hatch Huntington and Mirabelle, our mocktail menus have become just as popular as our traditional cocktail offerings,” he said.

Another trend they’re seeing: Restaurants are turning into true community hubs where people can gather, not just to have a meal.

“As guests continue to seek out meaningful experiences, we expect this shift to grow, further strengthening the connection between restaurants and the communities they serve,” Lessing said.

Adjust, adapt, repeat

A 13-year East Islip institution, Jackson Hall American Bar & Grille is pretty much full every night, notes Executive Chef/Owner Michael Landesberg, who always makes a point of giving personalized service.

“Anyone who knows me knows: I am out on the dining room floor every single day,” Landesberg said. ”And I talk to every single guest.”

With inflation rising and salaries staying flat, dining out is considered a luxury, which means restaurants need to adapt and adjust to fill seats every day.

“My philosophy is that I never nickel and dime customers,” Landesberg said. “I’ll never charge you for bread. I’m not going to charge you to substitute a sauce, a vegetable.”

Many restaurateurs are preoccupied with their percentages and food costs, but Landesberg believes in turning a profit via volume.

“At the end of the day, you don’t bank percentages,” he said. “You don’t bank your food costs: You bank dollars.”

The profit margins at Jackson Hall are less than at other restaurants, Landesberg said, “but my restaurant is packed every single night, even for lunch. When you give them good service and good food at a fair price, people are going to return.”

Changing around the menu keeps customers interested and Landesberg often tries different specials and makes them regular menu items when they prove successful.

“I listen to my guests: what they want,” Landesberg said.

Keep the menu simple and not intimidating.

“What I’ve noticed is the restaurants that are around for a long time, they’re not trendy,” Landesberg. “Keep it simple. Keep to the basics.”

Since patrons love to snap photos of their meals, Landesberg always tries to make the dishes camera-ready.

“I come up with things that are picture worthy, that are impressive looking,” he said. “Because I know people are taking photos.”