The Creators: Gabe McMackin's ingredients for success

The team at the restaurant at the Pink House in West Cornwall, Connecticut. Manager Michael Regan, left, Chef Gabe McMackin, center, and Chef Cedric Durand, right.
Jennifer Almquist
The team at the restaurant at the Pink House in West Cornwall, Connecticut. Manager Michael Regan, left, Chef Gabe McMackin, center, and Chef Cedric Durand, right.
The Creators series is about people with vision who have done the hard work to bring their dreams to life.
Michelin-award winning chef Gabe McMackin grew up in Woodbury, Connecticut next to a nature preserve and a sheep farm. Educated at the Washington Montessori School, Taft ‘94, and Skidmore College, McMackin notes that it was washing dishes as a teenager at local Hopkins Inn that galvanized his passion for food and hospitality into a career.
Working at Sperry’s in Saratoga, The Mayflower, Blue Hill at Stone Barns, Thomas Moran’s Petite Syrah, Roberta’s in Brooklyn, Gramercy Tavern, then becoming corporate chef for merchandising at Martha Stewart, McMackin learned the ropes from some of America’s greatest chefs. His own culinary jewel, The Finch, so named for the birds that Darwin believed illustrated natural selection through their diversity, opened in Brooklyn in 2014. Ten months later McMackin was awarded his first Michelin star. In March of 2017, The New Yorker reviewed The Finch favorably saying, “. . . it’s the intrepid eater who will be most rewarded.” After closing The Finch, due in part to the pressures of Covid, McMackin became Executive Chef at Troutbeck in Amenia.
This June, McMackin is coming home. He and his team are opening the Restaurant at The Pink House on Lower River Road in historic West Cornwall, just south of the covered bridge. Their opening date is to be announced. Their new space has a stone terrace filled with the sound of the nearby Housatonic River. Michael Regan from Sharon is the Manager. Chef Cedric Durand, a native of southern France will be the in charge of the kitchen. Most recently he was Executive Chef [EC] of Le Gratin, one of Daniel Bouloud’s restaurants in Manhattan. McMackin described his new endeavor:
Our style and techniques are informed by cuisines from around the world, but the lens is very much focused on West Cornwall. The food that will be served is seasonal American food. It’s what makes sense here and now, it’s what we’re able to get our hands on from people close by. It’s casual first and foremost, but it can also be a little dressed up. We want people to feel excited to be with us! The Pink House will be a place for everyone in the community to celebrate, a place to meet friends, a place to feel well taken care of and well fed. The food and drink will be delicious and magical without being precious. It’s a place to go for great food that’s about so much more than the food.
Gabe McMackin said cooking is like poetry: "It’s the best ingredients with the least amount done to them."Jennifer Almquist
Jennifer Almquist: Tell us more about you as a young person, as a child. What were some of the inspirations that began this passion for cooking food?
Gabe McMackin: So much about this time of year takes me to my origins. Springtime, to listen to new life happen around here, seeing different colors change. I loved seeing things come out of ground. As a little kid seeing what was happening in the garden, getting excited for those first things that I could eat like asparagus, or things that were wild. To make a salad out of wood sorrel and garlic chives, things that were not going to be super tasty, but I could make, was an exciting thing as a little person. Recognizing what different things tasted like felt natural. I liked this thing, I didn’t like that thing as much; this one was bitter, and I didn’t like it at all. I was not manipulating things as much as just tasting them, touching them, feeling them. Appreciating what a raspberry tasted like as opposed to a blueberry, or a wild grape.
As I got older, I seemed to appreciate things less, I stopped paying close attention. I was still sensitive to things and food, but I stopped as excited about it. There were things that came back to me in waves, allowing me to see things in a fresh light. I might think about that in terms of food or in terms of hospitality, and it would affect my perspective.
I got a job in a restaurant washing dishes at the Hopkins Inn in New Preston when I was 17 and learned about how to wash dishes well. That’s the foundation that every restaurant is built on. If you don’t have a happy dish washer, if you don’t take care of your plates well, you can’t really serve your guests well. The rhythm being in that place was infectious.
I liked making pancakes with my father. Making maple syrup was an incredible opportunity to manipulate something from the natural world in an authentic way. Growing something, harvesting something, felt immediate. Later I figured out what it meant to manipulate those things. What it meant to present them to other people. To have people say this is delicious was really satisfying. I felt there a special tool in my toolkit. Sometimes it is a joy, sometimes it’s a compulsion. I must tune this thing. I haven’t been able to make this thing as great as it could be. Does it taste right?
JA: From your elemental experience of a raspberry, do you still seek pure essence in your cooking?
GM: If it doesn’t taste like the raspberry you’re missing that spirit, you’re missing that essence of raspberry. If it’s not there, why is it on the plate? If you are not using something well, you show the ingredient disrespect, plus you’re not using all the magical things available. I love the idea of sticking to what is from here. The food that’s going to make the most impact is going to be the one most full of life.
JA: Is cooking like poetry to you?
GM: Yes, the best words and the best order; it’s the best ingredients with the least amount done to them.
JA: Did you have traditional training in a culinary school? Have you been able to remain yourself, not too influenced by another style or chef?
GM: I’ve been able to work for very talented people. My apprenticeships working with people informed my understanding of technique. Some chefs have palates that have amazed me. The way they think creatively about building flavors and dishes, telling stories in food has been very powerful. The education that I’ve gotten in food, or in hospitality, has not only been from restaurants, but it has also come from the world. I haven’t done culinary school, but I know how to learn. I can turn that magnifying lens on a peach for the essence of that peach. I want to study animal butchery, I want to learn how to fix problems, or build a vinaigrette tolerant of high temperatures.
JA: Tell us about your experience at Blue Hill at Stone Barns.
GM: Stone Barns does things the right way. They have a beautiful system, the practice of making food and caring for ingredients. They look deeply. They’ve created a formula that I don’t think could work anywhere else in the world. To achieve something that is satisfying on so many different levels, intellectually, practically, functionally - it’s something that you would struggle to replicate. The spirit of food being connected in every part of you, the ways that it was sourced, the ways that it was prepared, the ways that it’s been stored, the way that it’s been cooked. I learned to do things on a deep level as a form of respect.
JA: What was it like working for Thomas Moran at Le Petite Syrah in New Preston?
GM: I learned a lot from him about how to cook, how to think, how to move, how to work, both in his system and how to do my own thing. He gave me a lot of positive encouragement and some creative freedom to develop ideas.
JA: What do you find challenging working in a professional kitchen?
GM: There is a switch in my brain that lets me change my pattern when I’m in the restaurant mindset, especially in the kitchen as a cook mindset. I will go to the ends of the earth to make something happen, while in a different environment I have a hard time following instruction. The challenge of being a product of the Montessori education, a deeply ADD person, and somebody who has a problem with authority, it’s hard to have somebody say do it this way and just say yes. I can do that in a restaurant because of brute force. You need to be so clear about what you want, what you need, when you need it, as everything is happening at once. There is different language being used. The sense of urgency is vital and the navigating the forms of communication is intensely challenging.
JA: How do you handle tension in the kitchen?
GM: It is a pitfall that people working in restaurants, over many generations, have fallen into - they’re horrible to each other. We create this pressure for ourselves. Sometimes there is an imbalance between the guest and the host. There must be mutual respect for this type of environment to thrive, for me to do what I love.
JA: It has been said of you that you remain an oasis of calm. How do you maintain that in a busy kitchen?
GM: I ‘ve had good mentors that helped me see the dance for what it is. To know each table has its own rhythm. If you are choreographing the whole dance, each table can be perfectly in sync with the other tables, with the kitchen, with the bar.
JA: Has there been a downside, a dark moment when you were against the wall?
GM: All the time. Closing The Finch was a difficult decision. Covid forced me to make that choice. We did not want to pivot into being a different kind of a space, like a grocery store. Others chose that path to keep the lights on. I did not have the money to put into retooling, and didn’t have the appetite to fight with the landlord I was always in conflict with. Getting a restaurant open is tremendous success, telling the story is tremendous success, yet we hold ourselves to the standard of existing forever and making tons of money. I worked so hard to make that restaurant profitable, that when we shut down it was in some ways a relief. The opportunity to be there was magic.
JA: Were you sad that last moment closing the door to The Finch?
GM: I was one of many people doing that during Covid. Yeah, it’s still very hard.
JA: They say you made something great from nothing.
GM: I took a tattoo parlor and turned it into a restaurant.
JA: As your life moved from city to country, your personal life expanded with your wife FonLin Nyeu and your two sons, Jasper Fox Nyeu-McMackin and Blaise Tyger Nyeu-McMackin. Is it just a different set of pressures living in the country, or can you return to that original boy with the raspberry in his palm?
GM: I get to focus on different aspects of my life. Being in Litchfield County feels like home again. I’m with my family. My father is here, my mother is here, my sisters live nearby. I am renewing old relationships with people who had a big impact on my life. It is different type of kinetic energy I feed off here. I’m happy to have the knowledge and experience of spending 20 years of my life living in New York, but I am thrilled to have my kids go run around in the yard, thrilled to have a stream to wander along, or to just be with people at this pace now.
JA: Your clientele here in Litchfield County will be sophisticated group, but also a different mixture of people. How will your style adjust to not being in the city?
GM: Returning to this place is an incredible feeling and connecting deeply with this audience feels natural. Much of what I am inspired by is from this part of the world.
JA: For the average person, there has been a food renaissance which includes nutrition, the origins of your food, our microbiome, eating local foods, organic farming, composting food scraps, etc. Has your role as chef changed as well?
GM: I think a lot of what I do is teach. Not just how to follow a recipe, or how to build this dish. People come into the kitchen to learn as a part of their journey.
JA: Is it hard to create a team in the kitchen?
GM: You know that person you are training is not going to be with you forever. I would prefer to build a team, provide incentives for people to grow with the company, and commit to staying. It is hard to find cooks, servers, bartenders that want to stay together. I learned that valuable lesson at my first job at Hopkins Inn. To sit with everybody, no matter how deep in the weeds you are, to take the time to really be together as a team.
JA: What was it like to work for Martha Stewart?
As the Corporate Chef for merchandising, I built a line of retail food that we sold through Costco and did projects for the magazine. Martha is one of the magic creatures in the world of making food and lifestyle.
JA: How do you find balance with your personal and professional life?
GM: I took a period of family leave when my newest child Blaise was born. He is going to be two in in August, and Jasper will be 9. I had put a lower priority on making time to be with the kids, and be with my wife, and needed to change that.
JA: Tell us about creating The Finch. You said at the time, “The reason I made this place is not for the recognition. It’s to be a part of a conversation with our guests, with our staff, with all the cooks, with all the people who make or grow or produce the food we use.” Did you achieve those goals?
GM: The Finch was all my own doing, and it was magical. We opened in 2014 and it was everything all at once. Our success required me to apply brute force to what was going on. 8 1/2 months after The Finch opened, we had a baby. Just before that we found out we were getting a Michelin Star, then questioning what it means to get a Michelin Star? I see consistency as a part of why we were given the award. I don’t see it as the origins of our award. I see it as a vote of confidence and as an award for driving an exciting process. I was not trying to be fancy or formal, but because people are gravitating toward us, how do we make this thing make money? Is it impossible? OK, we can try and change these 17 things. It was all wonderful, it was all pressure, which that takes its toll over time.
JA: How did you balance working at The Finch and Troutbeck?
GM: I was doing both things seven days a week. That was hard on me, very hard on my wife and our baby. After closing The Finch, I joined Troutbeck fully. It was wonderful to work in that beautiful space, to be able to tell those kinds of stories, to practice the craft of doing things on a large scale.
JA: Please share with us your farewell to The Finch.
GM: I am overwhelmingly grateful. We have gone beyond what we thought was possible in making this restaurant live. It has been an honor, and we are full of the memories you helped us create. But it is time to close The Finch and find a new path.
Geer Village Senior Community in North Canaan announced its partnership with the Mass.-based Integritus Healthcare on Aug. 7. Geer will remain the operator of the facility’s programs and services but joins the umbrella of 19 entities at Integritus Healthcare.
NORTH CANAAN — For the first time in its more than 95-year history, the nonprofit Geer Village Senior Community will soon operate under a new management contract, although it will remain an independent organization.
A joint announcement of a “strategic partnership” between Geer Village and Integritus Healthcare, a 501 (c) 3 charitable organization and post-acute healthcare industry leader based out of Pittsfield, Mass., was made on Aug. 7.
According to Bill Jones, president and CEO of Integritus Healthcare, his organization will become the management company for the Geer Village campus of services and Geer will remain the owner/operator of the programs and services, with Integritus Healthcare providing oversight.
“This is the best possible scenario for the future of Geer,” said Shaun Powell, Geer CEO/CFO.
No layoffs are expected because of the partnership, and it will not impact Geer’s lease with the YMCA’s Canaan Family Branch located there, according to company officials.
In making the announcement, Powell said he anticipates a “bright future through strong collaboration and sharing of expertise as Geer Village aims to strengthen its market position and remain the cornerstone for high-quality care options and employment for consumers and the communities it has been serving for almost 100 years.”
In a joint statement, Powell and Jones noted that the “overarching goal of the partnership is to ensure and protect Geer’s longstanding legacy and commitment to high-quality care in northwestern Connecticut.”
Over the next several months, they noted, Integritus will work alongside the Geer leadership team to “support the goal of a seamless transition for residents, families and staff.”
Both nonprofits’ Board of Directors have unanimously approved a management agreement whereby Integritus Healthcare will become the management company for the Geer Village campus of services, according to a joint announcement to residents, families, friends and community members by Powell and Geer board chair Lance Leifert.
The Covid-19 pandemic, said Geer officials, changed the senior living industry “in ways no one could ever have imagined. As a result, Geer Village and Integritus Healthcare have been talking for a few years to determine how best to navigate these changes ad position the organizations for long-term strategic growth and stability.”
Integritus will be naming Powell, who has held dual roles as Geer’s CEO and CFO for several years, as permanent CFO of Integritus Healthcare.
“Shaun will move into this new role over the course of the next several months, while remaining active as the Geer CEO to ensure a smooth transition… and continue to be intimately involved in the financial operation of Geer,” according to the release.
“The Geer management team will remain essential to the success of the organization and work with the Integritus leaders to ensure a successful integration.”
Geer Village will remain the operator of the programs and services but joins the umbrella of 19 entities at Integritus Healthcare.
The nonprofit Geer Village Senior Community provides care and support to seniors and their families through all stages of aging. It has been serving the Northwest Corner for more than 95 years, first as a hospital then changing to a skilled nursing facility.
In the early 2000s, Geer added low-income senior housing and an assisted living facility to the campus.
Integritus Healthcare, formerly Berkshire Healthcare Systems, is a leading non-profit provider of post-acute care, long-term healthcare and senior housing in Massachusetts.
While the majority of Integritus’ 19 locations are in Berkshire County, it operates as far away as Cape Cod.
“The industry is not getting any easier,” said Powell. “This will ensure the long-term future of Geer. It is going to help us weather the tougher times that exist.”
AMENIA — Dutchess County Sheriff’s Deputies broke up a political dispute between two Amenia residents at Fountain Square in downtown Amenia on Tuesday, July 15.
Kimberly Travis of Amenia was conducting her daily “No Kings” anti-Trump administration protest at Fountain Square at 1:15 p.m. when Jamie Deines, of Amenia and candidate for Town Board in the Nov. 4 election, approached her.
Travis told responding deputies on the scene and The News she felt threatened by Deines. “She was very intimidating,” Travis said. “And I have not felt fear in the whole time I’ve been doing this.”
A man who asked to be identified only by his first name, Tom, stopped by the square on his lunch break to chat with Travis just before Deines’s arrival. He said he too was alarmed by Deines’s demeanor and called 911 shortly after the interaction began.
In an effort to de-escalate, Travis said, she turned away and started walking down the sidewalk along Route 343 away from Fountain Square. Deines followed close behind, Travis said, who then called 911 too.
The Millerton News received a letter to the editor from Travis on Monday, July 28, detailing the interaction and condemning Deines for her conduct. She sat down in The News’s office in Millerton for an interview on Wednesday, July 30; just over two weeks after the interaction.
Deines paints a different picture of the interaction. “I just countered some of her arguments about Trump,” Deines said. “And she apparently didn’t like that so she called the cops.”
Deines wouldn’t go into specifics about the conversation, but she denied being threatening or physically intimidating to Travis during the interaction. Deines said during a brief interview in the Freshtown parking lot in Amenia that responding deputies told her she wasn’t doing anything wrong.
“We were standing there, talking,” Deines said. “I was just walking and saying my piece and talking to her and asking her questions, that’s all. It’s loud. Cars are going by, so it’s loud.”
Police arrived and took statements from Deines and Travis, recorded in a redacted police report obtained by the Millerton News on July 25. According to the report, deputies told both parties they had a right to be in the square and participate in peaceful protest.
Deputies left the scene and Deines left shortly after. Travis packed up her signs and left as well, as she usually does at that time in the afternoon. There were no fines, charges or other enforcement action taken as a result of the dispute.
The Millerton News obtained a police report from the Dutchess County Sheriff’s Office with redacted names. A Freedom of Information Law appeal for the unredacted report was filed with the Dutchess County Attorney on Thursday, July 31, and is still pending.
Gregory Bugbee, associate scientist at the Connecticut Agricultural Experiment Station (CAES), where he heads the Office of Aquatic Invasive Species (OAIS), was a guest speaker at the Aug. 2 annual meeting of the Twin Lakes Association.
SALISBURY— A fierce and costly battle to halt the spread of hydrilla in East Twin Lake may have finally paid off.
All but three remaining small patches, one near the shoreline at O’Hara’s Landing Marina and two others in deeper water as boats exit the marina and head out, have been destroyed by this summer’s treatment with the aquatic herbicide fluridone, which began on May 20. None of the remaining plants are thriving.
“We hit 90 days in mid-August, and most of the hydrilla is dead,” reported Dominic Meringolo, an environmental engineer with SOLitude Lake Management, whose company was retained by the Twin Lakes Association (TLA) to apply the lake’s 2025 herbicide treatments.
The announcement was met with relief and applause from the approximately 100 members of the Twin Lakes Association who attended the group’s annual meeting Aug. 2 at Isola Bella.
“This is the first good news we’ve had in three years with hydrilla, but we’re far from being able to say that the coast is clear,” said TLA President Grant Bogle.
He stressed that vigilance is required and Northeast Aquatic Research (NEAR), the TLA’s limnologist, will continue to do detailed plant surveys throughout the lakes. “In East Twin, we supplement these with diver-assisted surveys in the deeper water, which are expected to take place in late August or September.”
Russ Conklin, vice president of lake management for the TLA concurred. “We are going to have to do this two, three more years, or maybe longer.”
According to TLA officials, experience from past eradication and control efforts is that this is a multi-year endeavor. Left untreated, hydrilla has returned in lakes like Coventry Lake, which took a year “off” from treatment.
“The fact is,” said Bogle, “We don’t know how long we will need to continue treating the East Bay, but by keeping it in control in this section of the lake, we are attempting to keep it from spreading further both within Twin Lakes and as boats exit Twin Lakes.”
Possibly spread by fishing boats
The battle to stop the spread of the robust Connecticut River variant of hydrilla in East Twin began in the fall of 2023, when it was discovered near the marina, and had since ventured further out into the lake.
At the time of its discovery, East Twin was the first lake in the state outside of the Connecticut River, where it had been wreaking havoc, to have identified the virulent strain in its waters.
Gregory Bugbee, associate scientist at the Connecticut Agricultural Experiment Station (CAES), where he heads the Office of Aquatic Invasive Species (OAIS), was the first environmental expert to visit East Twin after the TLA’s limnologist, George Knocklein, found the stringy, dark green plant, which looks similar to the native waterweed, elodea.
“We got out there within a week, got our boat out on the lake and sent out DNA analysis confirming the Connecticut River strain,” recalled Bugbee who, along with Meringolo, were guest speakers at the TLA meeting.
“How did it get from the river into East Twin? Fishing tournaments were in the river and some people went to O’Hara’s for a tournament here,” the CAES scientist noted.
He said the Connecticut River strain had likely been around for “many, many years” before hydrilla was detected and was thought to have been contained to the river.
“But that all changed with East Twin Lake in 2023, when George Knocklein found it floating around O’Hara’s Landing Marina,” said Bugbee.
Since then, he noted, nine additional lakes have been invaded by the rapidly growing water weed. To date, they have been met with limited success in knocking back hydrilla.
Among a few of the lakes’ attempted remedies to rid hydrilla include the introduction of sterile grass carp, hand-pulling or raking them.
“Pulling it is not effective,” said Bugbee, a certified diver, who tried the method. “We went back a month or so later and the hydrilla had all regrown.”
Another lake group sponsored a “Take a Rake to the Lake Day,” where a $500 prize was offered to the person who raked the largest haul of hydrilla out of the water.
“I said, I’ve got to see this, so I went out in my boat,” said Bugbee, who recounted with humor the vision of a woman raking hydrilla into a wagon. The winner, he recalled, removed 750 pounds of plant and muck.
While the event was unsuccessful in eradicating the invasive weed, he said it did bring the problem to the forefront of people’s attention and eventually was tackled with herbicide treatments.
The immediate impact of the herbicide on native plants is being assessed by NEAR.
“We know that outside the treatment area, the plants are doing fine,” said Bogle. “We will have more definitive information on the native, rare and invasive plants at our scientific coalition meeting in the fall.”
Meanwhile, the U.S. Army Corps of Engineers (USACE) has been working for 7 years now doing trials with herbicides, said Bugbee.
“USACE does the research then turns it over to the states. We are doing boat launch surveys on all the boat launches in the state looking for hydrilla. If we can find it by the boat ramps, we can suggest management, potentially.”
The good news is, it works
Conklin noted that other than the few surviving hydrilla, “there are no other plants that George has found in that bay” where herbicide was applied. “We were able to get there, and it only took us three years.”
Fluridone treatments were calculated based on the entire volume of the east basin of East Twin and slow-release pellets were applied to the littoral zone. The pellets release over a period of six to eight weeks, with peak release at two to three weeks after application.
Liquid fluridone was used during the first three applications to boost initial concentration, followed by slow-release pellets, according to Meringolo. The goal, he explained, was to use the herbicide at between three and five parts per billion for approximately 120 days.
Because by the 90-day mark most of the hydrilla had died, Meringolo said there are no plans to continue the last two treatments, as the slow-release pellets will remain in the water close to the 120-day target.
Conklin agreed. “Why should we be killing dead plants? Let’s see what happens this year. The good news is, it works. The bad news is, we’ve got to do it again.”
The TLA official noted that a dose of good fortune was also on the TLA’s side.
“We were fortunate that George found it over here in the bay,” where the water is relatively stagnant. If we found it out in the middle lake or third lake, we would be hard-pressed to be able to do this treatment.
LIME ROCK — Lisa Mae Keller of Lime Rock, Connecticut, passed away peacefully at her home on July 26, 2025, following a yearlong battle with cancer. Lisa remained at home between lengthy stays at Smilow Cancer Hospital – Yale New Haven. Throughout Lisa’s ordeal, the family home was a constant hub of love and support, with friends and relatives regularly dropping by. Their presence lifted Lisa’s spirits and helped her stay positive during even the toughest moments. The family remains deeply grateful to the community for their unwavering kindness and encouragement.
Born on June 2, 1958, in Bridgeport to Mae and Robert Schmidle, Lisa graduated from Newtown High School in 1976. Lisa first attended Ithica College to pursue a degree in fine arts concentrating on opera. Drawn to a more robust and challenging curriculum, Lisa transferred to Whittier College, Whittier, California earning a Bachelor of Science degree. It was in 1988 that Lisa met and married Robert (Rob) Keller in Newtown, Connecticut. Together, they embarked on a remarkable journey. The couple started small businesses, developed land in Litchfield County and welcomed in quick succession their sons Baxter and Clayton. The growing family discovered the long-abandoned historic Lime Rock Casino in 1993, while attending a race at Lime Rock Park. The couple found it difficult to commute for work while raising a family and restoring a vintage home. Lisa persuaded her husband that chimney sweeping was a noble profession, leading them to purchase the established business, Sultans of Soot Chimney Sweeps. She later leveraged her role into ownership of the largest U.S. importer of vintage Italian reproduction gun parts. Even as her entrepreneurial ventures expanded, Lisa continued managing the pick, pack, and ship operation for Kirst Konverter, though she sold the remainder of the business prior to her illness. Lisa will be remembered for her business acumen, community service, and being a trained vocalist with the Crescendo Coral Group of Lime Rock. Lisa tended the extensive gardens around the home and curated an art collection that adorns the walls within. Baking cookies was a passion. Countless cookie packages were sent world wide to each son and their military friends while deployed. It is still undetermined in the Keller house whether the Army or Marines leave less crumbs. At Christmas, the Lakeville Post Office staff would post over 80 packages of cookies to lucky recipients, while receiving a tray for their effort. Unable to bake cookies in her last year, Lisa selflessly compiled and self-published “ Pot Luck at The Casino”, a 160 page book of all of her favorite recipes, sent to everyone on her cookie list. It was a true labor of love.
A love of pearls and turquoise inspired Lisa to design and commission heirloom quality jewelry to be passed down thru the generations. Visitors were often gifted Tahitian pearl jewelry and knowledge gleaned from years of research. Travel plans for further pearl and gem study were cancelled when Lisa received her cancer diagnosis.
One of her most enduring passions—and a decades-long devotion—was embracing the role of American mother to the young German football players on scholarship at Salisbury School. Unable to return home during holidays and school breaks, the boys found a second family with the Kellers. Lisa did what any mother would do: baked endless batches of her legendary cookies, cooked countless home-made meals, and often counseled the young men through the trials and tribulations of young love. Years later, and with families of their own, they still make it a point to ‘swing by’ and visit ‘Momma Lisa’ whenever they’re back in the States.
Lisa is predeceased by her parents and is survived by husband, Rob, and two sons, Baxter (Elizabeth) and Clayton (Brette), two grandchildren, Isabel and Ezra, two brothers Robert, Jr. (Pam) Schmidle, Paul (Wendy) Schmidle, and multiple nieces and nephews. Grandson Ezra was born and met Mama Lisa just days before she passed.
A graveside ceremony will be held on Aug. 9 at 11 a.m. at the Lime Rock cemetery, with a reception at the Lime Rock Episcopal Church. A celebration of life will be held at the family home, The Historic Lime Rock Casino, on Oct.11, 2025 at 4 p.m.
All are welcome to both events. In lieu of flowers, donations can be made to SalvageUSA.org, a nonprofit organization dedicated to serving the special operations active duty and veterans community.