Well, what is a restaurant, really?

Restaurant is a creative outlet.

Being a chef, I talk to other chefs quite often. Having our work stations close to each others for hours allows for just that. Through those conversations, I've noticed something. Chef's ideal restaurant is a extension of the their own creativity. I'm no different. Statements like 'this could be this way', 'that looks interesting, I will adopt it as my own with a few changes' , 'why are we doing it this way?' are very common. The nature of the creative person is to absorb, reflect, reject and refine the ideas they have picked up along the way. Whether those ideas come from nature or fellow humans.

One of my professional goals is to open and run a successful restaurant. Maybe two or three down the line but I have to nail the first one. I have to get it right.

I dedicate this website for documenting this very achievement. To observe and reflect on what I notice. Also to share and connect with like minded chefs, restauranteurs and creative professionals. When I look at a restaurant, I see the creativity of the individual behind the restaurant. The decision to paint the walls a certain colour, to bring fresh bouquet of spring flowers to greet the incoming guests. The decision to cook the carrots a certain way, the way the chef sees fit. All of these are creative decisions that make the restaurant stand out. You could argue that the individual tastes of the owner could be identified just by being in their restaurant. The idea that you get to share your creative process through textures, tastes, smells, colours and lights with the world is a welcome challenge to me. I find this kind of work very exciting.

Restaurant is a band of people.

Full service restaurant is always ran by a group of people, the staff. They make the dreams of the restauranteur come alive. The bonus here is that as a staff member, you get to learn how to create, refine and share your own vision. Hopefully you get to define it and then go on to share your own version of the kind of restaurant you want to see. That is an essence of an apprenticeship. In the meanwhile we all have to find a way to work together. To get the best of each other, to communicate and strive towards the common goal. What is that goal? Ask your chef. The goal is largely defined by the vision of the owner, the creative director, if you will.

The restaurant is broken down into the hierarchical structure. There are commis chefs and server assistants. Chefs de parties and servers. Sous chefs and front of house leaders and captains. Maitre d's and Chefs de cuisine. Ideally, each is responsible for their portion of delivering the most clear version of the creative vision. As I witnessed so far, this is only possible when the goals and roles are clearly defined and individual is held responsible. This is the essence of a well functioning team. This is the essence of operations, a chain link of events and tasks that make the everyday function of the restaurant possible.

Restaurant is an amenity to the community.

Of course, the restaurant, the staff and the visionary, would not exist if the community was not there to respond to their vision of a restaurant. The guest, which is can be called collectively as a community play a vital role, as it is them who get to decide whether or not to spend money at your restaurant. They are the very important. It is then doubly important to understand what the community wants. Another way is to ask what do humans want out of the restaurant? Are they here to eat and go? Are they to experience something beautiful and profound? Are they here to connect with people who also chose to dine there tonight? Maybe it's a date night and they want to sit some where quietly as they bond with a loved one? What is it that the guest craves? Align your creative vision, the operations of the team and the guests needs. That is the way I see it.

Restaurant is business.

Creativity is variant by nature, operations of the team are subject to ever evolving methods. Business and the economics of the restaurant are to stay consistent. That is the way I see it, for now. The restaurant has to make a profit to survive, to invest back into the business. You simply must add value and sell for profit to make a go at running a successful restaurant. The cost of goods sold, labour costs and all of the expenses must be tracked, known to everyone in the company and regulated. This way of seeing the restaurant is the least exciting to many chefs but we have to fall in love with the administrative part. Every carrot, steak, labour hour has to be accounted for and maintained to the chefs standard. This is something I'm currently experiencing as a junior sous chef at my current place of employment. I'm learning how to make the numbers work to ensure your restaurant stay profitable.

Conclusion

It seems to me that the success of the restaurant lies in the getting the four pillars just right. The place has to be personal, authentic reflection of the owner. It is then important that the team works to support each other, almost to looking after one another. This is, I believe, a successful team. Then, the guest has to be excited by your offerings, they have to want to be there. Lastly, but not any less important, is the finances. The numbers have to make sense. The restaurant has to make a healthy profit to prosper. All four have to come together to build up the restaurant. That is my current statement.

I've made the decision to start this blog to help me outline the vision of my future restaurant. I cannot wait to refine, collect and share my findings. The world is complex, the markets and their preferences shift. It is my great desire to grasp the fundamentals of restaurant business and look to the future with confidence of success. Many more posts, reflections and progress reports will be shared. I hope to connect with like minded individuals to help each other refine our visions together.

Thank you for reading.

Andrey.