As someone who has both been to Watermark as well as worked for GM David Richards in the past (The Prow), I am amused at all the comments that I have seen here. The reason for this is very simple. The David Richards that I know doesn't care in the least what people say about his restaurant. As Jamie Maw said, David is one of the best destination restaurant GMs in the province. David is confident in what he is doing, and if he can't do them his way, he will walk away and give someone else the headache. He took the Prow from a money pit into a profitable operation. Unfortunately, the reality of the restaurant business is such that there are two very different opinions on how to do business. 1. Make money by volume and good costing, as a lot of people (tourists) aren't coming back anyway. Not to say that Watermark is taking that approach, but the negative reviews will only mildly hinder the business, as our words will never compete with that sunset, and the masochistic tendencies of people to always "find out for themselves", like renting Gigli just to say that you've seen the worst movie of all time. 2. Pamper your guests and charge through the nose for it to compensate for your small space. David is in his element taking on the Watermark project, similar to the Prow, which I can tell you was virtually empty in the non-tourist season, and come May as if someone flicked a switch - 400 covers on a late weeknight. Watermark has one thing - location - that will never go away. Personally, my experience with the bone-in chicken is something I don't wish to revisit, (tasted good, but way too hard to eat) but once they go through all the transitional changes that all new restaurants go through, the staff will learn that it is David Richards' way or the highway. I learned this over the course of around 6 years, and I am better for it. David will have all winter to address the problems, and by next summer, the place will be ready to take on the crowds once again. Imagine - It's mid-July, your restaurant project is behind and you have two choices: Take your time, get things right and open in 7 or 8 months (who would open that location in October?), or open ASAP, and spend the winter working out the kinks and COUNTING MONEY. What would you do?