Interview with the Restaurant Director of Araxi Restaurant + Oyster Bar

 

The hospitality industry is evolving rapidly, and staying ahead requires a deep understanding of both timeless principles and emerging trends. In this interview, we explore key insights with Jiri Duras, a seasoned food and beverage executive at one of Canada’s most renowned restaurants, covering everything from the unique value of culinary education to the essential skills of a successful food and beverage manager. We also discuss the psychology behind menu design, the latest industry trends, and how AI is reshaping restaurant operations. Whether you're a hospitality professional or an aspiring leader, this conversation offers valuable perspectives on the future of food and beverage management.

 

Tell us a little bit about yourself, your background and about Araxi Restaurant.

I’ve been fortunate to grow up in a family deeply rooted in the restaurant business. From an early age, I spent a lot of time in restaurants—not necessarily working but absorbing the atmosphere and dynamics of the industry. When the time came to choose a career path, hospitality management was a natural fit, and I’ve now been part of this industry for two decades.

My formal hospitality education started early. I attended a hotel school during high school, which was my first real exposure to the industry’s different facets—bartending, culinary arts, and service. We learned everything from classic bartending techniques to fine dining etiquette. One of the more amusing aspects was having to fully dress in uniform and learn how to properly press our shirts. However, the real learning happened during hands-on training in large hotels, where we polished thousands of pieces of cutlery for banquet settings. Some students drifted away from hospitality, but for those of us who stayed, it became the foundation of our careers.

At that time, I was also playing hockey, so I didn’t immediately start working. However, when I moved on to study hospitality management at the university, I truly stepped into the professional world. My first real job was as a barback at a cocktail bar, which quickly led me to an internship at the Four Seasons. Over three months, I rotated through all the hotel’s food and beverage departments before settling into a restaurant position for about a year and a half. Working in one of the most prestigious hotels in Prague exposed me to high-end service, VIP guests, and the importance of confidentiality and discretion. It was an incredible learning experience.

At a certain point, I felt ready to challenge myself further. With a solid foundation in English and a desire to work at a globally recognized establishment, I moved to London and joined Gordon Ramsay’s Savoy Grill at The Savoy Hotel. This was, without a doubt, the most intense and valuable hospitality training I could have received. The sole focus was guest satisfaction and running a seamless operation. The culture was demanding, prioritizing excellence above all else, and it shaped me into the professional I am today.

Eventually, I had the opportunity to move to Canada, fulfilling a lifelong dream. I landed in Banff, a stunning national park town with just 7,000 residents but over four million visitors annually. The combination of breathtaking nature and a thriving hospitality scene made it an incredible place to work and grow. I worked my way up from a supervisor role to becoming a hotel food and beverage manager, gaining experience in different leadership positions, including opening a new restaurant—which was an exciting and rewarding challenge. Later, I returned to the hotel industry with Fairmont Hotels, but I eventually felt a strong pull back to restaurants.

That’s when Araxi Restaurant came into the picture. I first heard about it during Hell’s Kitchen Season 7, when the winning chef was given the opportunity to cook there for the Winter Olympics in 2010. Having previously worked with Gordon Ramsay in London, I was familiar with the high standards associated with his name. Although Chef Ramsay wasn’t directly involved in the restaurant, Araxi’s culinary director has been leading the kitchen for over 26 years, maintaining an outstanding reputation.

When the opportunity to join Araxi came, I knew it was the right move. It’s one of the most acclaimed restaurants in Whistler—and arguably in Canada. Now, as part of this incredible team, I’m proud to push our standards even higher, ensuring we continue to deliver the best possible dining experience.

 

What knowledge does school provide that experience doesn’t teach?

That’s a great question. The biggest distinction between formal education and hands-on experience is that school provides a structured, big-picture understanding of hospitality operations. It gave us a broad foundation in all aspects of the industry, ensuring we understood not just one area, but the entire business.

We studied business planning, learning how to propose and structure a new venture, what investors look for, and the financial components required to launch a successful operation. Product knowledge was another key focus—while I could certainly teach someone about products in a restaurant setting, school instilled the awareness that deep product knowledge is essential to running a business effectively. We also had marketing classes, which introduced us to branding, positioning, and promotional strategies. Understanding how to market yourself and your business is crucial in hospitality, where guest perception and experience drive success. On top of that, we took basic accounting courses—not to become accountants, but to grasp the importance of financial balance and how to manage costs effectively. Then, of course, there were culinary and service classes. We learned the fundamentals of cooking and the standards of professional service—what it takes to deliver a high-quality guest experience.

While this four-year education wasn’t enough to immediately start a business, it did fast-track our understanding of the industry's many moving parts. Without it, someone entering hospitality from a completely different background would likely take much longer to piece everything together. They might start by mastering service, then gradually learn about product knowledge, and only later start paying attention to financials.

So, while hands-on experience is invaluable, hospitality school accelerates the learning curve by providing a structured, comprehensive view of how everything connects. It helps you see the bigger picture much sooner, which is crucial for long-term success in the industry.

 

What are the day-to-day responsibilities of a food and beverage director?

The daily responsibilities of a Food and Beverage Director can vary significantly depending on ownership expectations and the structure of the operation. However, one of the key reasons I joined the Araxi Restaurant is my belief that the real magic happens on the floor. While office work is essential for planning, compliance, and administration, I don’t believe you can successfully run a restaurant from behind a desk. This industry is about people—both the guests and the team—and being present is crucial.

My day typically starts earlier than the rest of the team, allowing me some quiet time to tackle administrative tasks. I review emails, ensure all necessary preparations are in place, and check in with key team members. This includes discussing the wine program with the wine director, going over the bar operations with the bar manager, and catching up with the chef about any menu changes or special events.

That said, I spend at least 60% of my time on the restaurant floor. Being actively involved in service is essential—not just as a manager overseeing operations but as a leader guiding the team in real-time. When you’re present and engaged, you notice small details that might otherwise go unnoticed. Whether it’s an opportunity to refine service, improve efficiency, or enhance the guest experience, these moments happen in the thick of service, not behind a desk.

Beyond operations, being on the floor allows me to stay connected with guests. Many managers risk losing touch with what’s actually happening in their restaurant when they become too focused on back-office work. For me, one of the best parts of the job is engaging with guests—not just addressing complaints but also celebrating their positive experiences. Those moments of genuine connection fuel my passion and motivation to come back every day and push for excellence.

 

Part of the responsibilities of the F&B manager, in collaboration with chefs and the management, is restaurant menu planning. What are the essential factors you have to consider when planning a new menu?

One of the most important aspects of menu planning is collaboration. Bringing together all the key teams—chefs, food and beverage managers, and marketing—right from the beginning ensures a smooth process. It’s crucial to establish a clear plan outlining responsibilities, deadlines, and workflows so that everyone is aligned.

The size and structure of the operation also determine how the process unfolds. In larger establishments, different departments may handle specific tasks—chefs focus on the menu items and ingredients, marketing handles the final design, and the food and beverage team ensures everything comes together seamlessly. In smaller businesses, however, the food and beverage manager may take on most of the responsibilities, aside from the actual menu creation, which remains the chef’s domain.

A key challenge in menu development is version control. When multiple people work on a menu, files can get misplaced or outdated versions may be edited by mistake. For instance, an F&B manager might send an updated version to the marketing team, but if they accidentally open and modify an older file, previous corrections might be lost. This back-and-forth leads to inefficiencies, repeated proofreading, and unnecessary delays.

After multiple revisions, attention to detail starts to slip. When a team has reviewed a document dozens of times, small errors—like misplaced punctuation, extra spaces, or formatting inconsistencies—can easily be overlooked. To avoid this, working in a shared, centralized system where all updates are made in real time can help streamline the process and reduce errors.

 

I am a big fan of psychology and how it influences buying decisions. Based on your opinion, how does psychology influence menu design and what are some tricks used by restaurants to stir customers into specific dishes?

Psychology plays a significant role in menu design, influencing how customers perceive and select dishes. While most diners may not realize it, subtle design choices can impact their decisions, often steering them toward higher-margin items or encouraging them to spend more.

I took a great course on restaurant revenue management at Cornell University, and it reinforced many strategies that restaurants use today—techniques that many of us in the industry apply instinctively but are backed by research. One of the biggest psychological factors in dining is pricing perception. Even when customers are out for a special evening and not actively focusing on costs, price still plays a role in decision-making.

1. Removing Currency Symbols

One of the most widely adopted strategies in recent years is removing currency signs from menus. Studies show that when a price is displayed as "$26," the dollar sign triggers a subconscious awareness of spending (there is a study which proves that currency symbols trigger the same receptors as pain in our brains), making customers more price-sensitive. However, when the same price is simply listed as "26," it is perceived as less significant, leading to more orders.

2. Staggering Prices to Avoid Comparisons

Traditionally, restaurant menus listed prices in a neat column on the right-hand side, making it easy for customers to scan down the list and choose a dish based on cost rather than description. A more modern approach is to integrate the price within the item description. Since dish names and descriptions vary in length, this placement disrupts the ability to make quick price comparisons. Additionally, using a smaller or lighter font for prices further shifts attention away from cost and toward the dish itself.

3. Strategic Item Placement

Menu layout is also carefully designed based on how people naturally read. Research suggests that customers tend to scan menus in a Z-pattern: starting at the top left, then moving to the top right, down to the bottom left, and finally to the bottom right. Restaurants use this pattern to their advantage by placing high-margin or signature dishes in the most visible spots. Side dishes, which customers are less likely to focus on, are typically placed in the lower right corner.

4. Emphasizing High-Profit Items

Beyond placement, restaurants highlight their most profitable dishes using bold fonts, boxes, or other visual cues. These items often have descriptive, enticing wording that enhances their appeal. Rather than just listing a “Grilled Steak,” a well-crafted menu will describe it as "Wood-Fired Ribeye with Garlic Herb Butter and Truffle Mashed Potatoes"—evoking a sensory experience that encourages the customer to choose it.

5. The Evolution of Menu Psychology

Fifty or sixty years ago, menus were simple—restaurants listed dishes, opened their doors and hoped customers would come. Today, data-driven analytical menu engineering is a key part of restaurant success. Every detail, from where items are placed to how prices are displayed, is carefully planned to enhance the guest experience while maximizing revenue.

 

Do you think that menus are changing? What trends have emerged over the last few years? I have definitely noticed that menus are getting smaller.

Absolutely. Menus are definitely getting smaller, and personally, I’m a big fan of this trend. You probably remember—or may still experience—walking into a restaurant, opening the menu, and feeling like you need a week-long vacation just to go through it. When a menu is excessively long, it can be overwhelming rather than helpful. Instead of making the dining experience smoother, it often leaves guests feeling indecisive and frustrated.

One of the key reasons for this shift is efficiency. A more concise menu helps streamline the decision-making process, allowing guests to order more quickly. From a business perspective, this means tables turn over faster, increasing revenue opportunities. At the same time, for diners, a well-curated menu makes it easier to navigate choices and focus on quality rather than quantity. While there are still a few restaurants that maintain extensive menus with 150 items or more, the industry is undeniably moving towards more refined, carefully curated selections.

Another notable trend over the past decade or so is the shift in menu descriptions. Previously, menus were filled with elaborate adjectives and lengthy explanations. Today, many menus have adopted a minimalist approach, listing only the key ingredients—often just three or four words. For example, instead of a detailed description, you might see something as simple as Duck, Orange, Coriander, Honey. This minimalist style not only streamlines the menu but also invites interaction. It shifts the focus onto the service team, who are trained to bring the dish to life through their descriptions and recommendations, engaging the guest in a more dynamic dining experience.

 

How are technology and AI changing restaurant operations? For example, I recently came across an AI tool that uses cameras to monitor leftovers from dishes and was actually very interesting.

Before I left Fairmont Hotels, we implemented a food waste tracking system that completely changed my perspective on AI-driven restaurant operations. The system consisted of a large scale where we placed food waste bins, along with a small camera that scanned each discarded item. Initially, I was sceptical. I wondered how much extra time it would take to scan every plate that came back from the dining floor, even if it only had a few leftover scraps. The thought of adding another step to our workflow seemed impractical.

However, I was completely wrong. The scanning process took, on average, only 1.5 to 1.8 seconds—virtually no time at all in the grand scheme of restaurant operations. The AI-powered system captured high-quality images of the waste and quickly learned to recognize different food items. For example, if it detected a pile of yellow mash, it identified it as mashed potatoes. It could distinguish between beans, chicken, and other ingredients with impressive accuracy.

The real impact came when the system started analyzing patterns. It provided insights into which foods were being wasted the most. If we noticed that a significant amount of corn was consistently left uneaten, we could reassess our menu choices. Perhaps corn wasn’t as popular as we assumed, and we could replace it with something diners enjoyed more.

This kind of technology offers a game-changing reality check for restaurants, allowing us to be more efficient and sustainable. It’s incredible to see how quickly AI is evolving and how much it can contribute to minimizing waste, optimizing menus, and ultimately improving the overall dining experience.

 

How are restaurants adapting their menus to accommodate food allergies and dietary preferences?

I personally appreciate how restaurants have evolved to accommodate food allergies and dietary preferences. Over the years, the number of guests with specific dietary needs has grown significantly. Some people follow restrictions due to medical conditions, while others make temporary lifestyle choices—eliminating gluten, avoiding meat, or cutting out dairy for a period of time. Regardless of the reason, restaurants have adapted to this shift, and what was once seen as an extra effort has now become a natural part of menu planning.

One of the biggest changes, at least in North America, has been the widespread removal of peanuts in kitchens due to their anaphylactic risk. Instead of working around allergens, many restaurants have simply eliminated them altogether, opting for safer, widely available substitutes. This ensures that guests can dine without worrying about severe allergic reactions.

Another significant trend is the increasing presence of dedicated menus for different dietary needs—such as vegetarian, vegan, and gluten-free options. What I find most impressive is that in many high-end restaurants, menus are now designed to be inherently flexible. Many dishes are created to be gluten-free or can be easily modified without major disruptions in the kitchen. This shift has made dietary accommodations seamless, eliminating the past frustrations of reworking dishes or using separate equipment.

In the early days, adapting to food allergies and preferences was often viewed as an inconvenience—requiring special preparation, different cooking methods, and extra effort. Today, it has become second nature. The industry has embraced this change, making dining more inclusive and ensuring that every guest, regardless of their dietary needs, has an enjoyable experience.

 

What are the essential skills and qualities of a successful food and beverage manager?

The role of a food and beverage manager has evolved significantly over the years. If you had asked me a decade ago, I would have emphasized technical knowledge, organization, and the ability to efficiently run operations. While these skills are still essential, my perspective has shifted. Today, the most critical aspect of the role is people—both the team you lead and the guests you serve.

Attracting and retaining talent in the hospitality industry is more challenging than ever. As leaders, we must create an environment built on trust, fairness, and approachability. Employees should feel comfortable coming to us with personal or professional concerns, knowing that we genuinely care. In the past, hospitality was about leaving personal problems at the door, putting on a “show,” and then resuming real life after a shift. That mindset is outdated. Today’s successful F&B managers understand that empathy and emotional intelligence are just as important as operational efficiency.

That being said, the traditional qualities of an F&B manager remain crucial. Organization, reliability, and follow-through are key. If I commit to something being done by Monday, it must be done by Monday—not Wednesday or next week. Accountability builds trust within a team. Additionally, experience on the floor is invaluable. Aspiring managers should spend time in various positions—serving, bartending, and running food—to fully understand the demands of each role. This hands-on experience allows managers to lead with credibility and effectively guide their teams.

Another quality that is making a comeback is the ability to connect with guests on a personal level. In the past, the maître d’ was the face of a restaurant—charming, well-dressed, and deeply knowledgeable about guests’ preferences. They remembered birthdays, anniversaries, and even a guest’s dog’s name. This level of personalized service creates lasting loyalty, and I believe today’s guests are craving that connection more than ever.

Ultimately, guests will forgive minor service mistakes if they feel valued and recognized. A slightly overcooked steak or a wrong cocktail order won’t deter them from returning if they have a meaningful, welcoming experience. However, if everything is technically perfect but lacks warmth and personal connection, guests have countless other options to choose from. A great F&B manager ensures that guests leave not just satisfied but genuinely cared for, making them eager to return.