Hiring the right core leadership helps this chef thrive

From Michelin-starred kitchens in New York to San Diego’s coastal dining scene, chef Travis Swikard has built a career rooted in classical training, mentorship and thoughtful evolution. After honing his craft under chef Daniel Boulud, Swikard returned home to open the acclaimed Callie, earning national recognition for his Mediterranean-leaning, regionally grounded cooking. 

His newest project, Fleurette in La Jolla, draws inspiration from the French-Italian Riviera, pairing sun-drenched flavors with Southern California’s seasonal bounty in a polished, intimate setting. Just in time for Fleurette’s opening this week, we spoke with Swikard about translating fine-dining discipline into modern hospitality, scaling with intention and creating restaurants that balance creativity with consistency.

— Interview by Kelly Dobkin, edited by Lesley McKenzie

As you expand your portfolio, what systems or leadership structures have been most effective for you in running multiple concepts?

This is still a work in progress, but I have found that the most important thing is to hire and train the right people and allow them the space to do their job without being overbearing. It is a crucial part of the process to let go and expect that people will make mistakes, learn and grow from them. My role is to support and encourage them through that process.

Fleurette celebrates the French-Italian Riviera while sourcing heavily from Southern California producers. How do you manage the logistics—and the storytelling—of aligning local sourcing with a distinctly international flavor profile?

The core alignment between the French-Italian Riviera and San Diego is the climate and topography. This shared sensibility informs the style of food people want to eat and what is grown in each season. The process is pretty simple: we follow the seasons, cook what is being produced, remain flexible and make it delicious.

What’s your approach to hiring for a new restaurant to ensure you find the best people? 

It all starts with hiring a core leadership team that is aligned with the vision, making my vision our vision. Once that team was developed (after working three-plus months at Callie), we started the interview process. This is crucial for building a team that will buy into and help establish the restaurant’s culture. I think it is important to have realistic expectations. If you are expecting a team to be ready and polished on day one, you must commit to training them for a minimum of three to four weeks.

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The Prep is written by Kelly Dobkin and edited by Lesley McKenzie.