< Previousshortly after taking over. I gave him an impossible list of tasks, which he completed in record time – and continued to do so with unwavering dedication, a no-nonsense attitude, and total commitment to perfection. That’s when I knew he was a keeper. 5 Pass the spoon, raise the bar Fast forward to 2016 at Myazu in Riyadh, where I was handling all the tastings by myself. I’d prepare 10 dishes for the CEO and chairman to taste, and the pressure was over- whelming. I found myself stressed, pulling my hair out and screaming at the staff. Then Barry turned to me and said “Let’s help you – what do you need?” That’s when it struck me: I had never considered asking for help. I let my team assist me, and the tastings improved signifi cantly. Innovative ideas began fl owing, which raised the quality of the food, boosted team morale and contributed to the restaurant’s success. Today, I have four restaurants and an incredible team of executive and head chefs. 6 Where locals eat, chefs learn I was raised in Asia and naturally learned to cook Japa- nese, Chinese, Vietnamese, Korean, and Thai cuisine. Through- out my career, I’ve made it a priority to visit Asia annually and explore vibrant dining scenes in places like California, New York, or Australia. When travelling, especially in Asia, it’s essen- tial to visit local markets, immerse yourself in the culture and eat where the locals eat. This provides a deeper understanding of the stories behind the food. I also treat my chefs to a restau- rant every week to foster inspiration. 7 From burnout to balance Thirty years ago, as a young chef, kitchen life was tough – 12-hour shifts, rare days off , abusive environments, and little daylight. It wasn’t a great lifestyle. Today, I’m proud to say that my kitchens are nothing like that. I prioritise work-life balance for my chefs, encouraging regu- lar time off , hobbies, gym sessions, proper meals, holidays and plenty of research and development trips. What I’ve discovered is that this approach creates a positive working environment. Happy kitchen, happy chefs, brilliant food. 1 The trickle eff ect Strong leadership is essential in the kitchen. I had a rule during my fi rst head chef role: First in, last out. I remember in 2015, when I was opening the House of Ho, I used to arrive at 8.30am, while the other chefs wouldn’t wake up until 9.30am. At 45, the team couldn’t believe the ‘old fella’ arrived before them and worked the entire day without a break, making them feel guilty enough to stay longer. I stood at the hot stove with aching knees and a sore back, yet kept going. This illustrates the trickle eff ect — your behaviour in the kitchen directly infl uences the team. If you slack off , they will too, but if you give 110 percent, they’ll follow your lead. 2 It’s a hustle life To grow, sacrifices are inevitable – missing days off, holidays and important events. As a young chef, I frequently had my days off cancelled, missing Christmas and other milestones. In my first head chef role, my inexperience as a leader – being too soft – caused my entire team of four to leave for their previous head chef. With no other option, I asked the kitchen porters to step up as chefs, and together, we worked tirelessly for three days straight to keep the restaurant running. That is what I call true commitment. 3 Don’t be held hostage There was a time when I managed fi ve busy, prestigious kitchens with motivated staff and dedicated head chefs. One senior chef often threatened to resign, citing pressure, so I supported him, listened to his concerns, and added staff to help. Despite my eff orts, his behaviour persisted, and I later discovered he was bad-mouthing the company. When he threatened to resign again, I let him go. To my surprise, the team felt relieved, and the atmosphere improved, teaching me the importance of addressing negativity and removing toxic infl uences from the kitchen. 4 A chef ’s secret weapon As a creative chef, I prefer creating everything myself, but this only works in small restaurants. The best decision I made was fi nding a strong second-in-command. In a small, smoky restaurant in Soho, London, I met Barry Andrews With over 30 years of Pan-Asian culinary experience, the chef director at Saudi Arabia’s MFC Group oversees its Asian dining brand SEVEN LESSONS I HAVE LEARNED CAT_2103_50_7 LESSONS_13523465.indd 50CAT_2103_50_7 LESSONS_13523465.indd 5028/02/2025 15:2128/02/2025 15:21Next >