I am risk-averse. I do not see myself as taking risks.

You are the original OG chef, pioneering personal branding before it became mainstream. You’ve achieved the Padma Shri, become a celebrity chef, and built a successful business empire. One standout aspect of your journey is your remarkable risk-taking appetite. You were thriving in your career when you chose to leave your job and venture out on your own. Then, one day you made the bold decision to launch a food channel at a time when television was still evolving. What inspired this daring move, and what drove you to embrace such a significant risk?

Regarding my so-called risk-taking, I always say I am risk-averse. When I quit my job to start my own venture, it was my brother, a finance expert, who encouraged me. He pointed out that I had little to lose since I was earning very little. So, I gave it a try. Even now, I don’t see myself as taking risks.

I believe in collaborations. In any business, we bring my brand recognition and expertise, which can range from cooking to consumer insights. We partner with others who bring their own strengths. For example, Wonderchef, our kitchen appliances brand, was founded with Ravi Saxena, and we raised money from investors. When launching my TV channel, we partnered with Astro from Malaysia for their expertise and funding.

Recently, we collaborated with BigBasket and Tata Group to launch a range of frozen foods for the Indian market, including single portions of Indian sweets like ras malai and gajar ka halwa, as well as green peas and dim sums. In each venture, I contribute my brand and expertise, and we build our businesses through strategic partnerships.

Collaboration is a key element of your success. Your social media reach is phenomenal, with around 9 million followers on Facebook and over 2 million each on Twitter and Instagram. Your YouTube channel has about 8 million followers. Beyond your celebrity chef status, what drives the growing popularity of your social media channels?

When people say ‘celebrity,’ I think the meaning has evolved. To me, anyone who creates a body of work worth celebrating can be a celebrity. It’s not just about reach; it’s about meaningful work. If you are sincere and your work benefits people — whether through products, services, knowledge, or experience — they will keep coming back. Like Mr Bachchan, who has a crowd outside his house every Sunday because of his consistent, impactful work. A great body of work creates reach and magnetism.

How do you align with growing consumer expectations across all your businesses, and especially with the demands of social media? From a leadership perspective, how do you constantly transform and adapt to meet these expectations?

Actually, I don’t actively try to stay relevant. I just live my life authentically. I wouldn’t do something that doesn’t make sense to me. Life naturally evolves; you grow and adapt. Sometimes you change the environment, and other times you adapt to it. It’s a natural progression, not a special effort. Life would be boring if we stayed stuck in the past. It’s simpler to evolve with the world than to let it pass you by.

How has the role of a chef evolved globally in the context of sustainability and health, which are key discussions today?

Globally, including in India, chefs have become influential figures in shaping food consumption, sustainability practices, and health awareness. Their impact extends to how food is sourced and presented in restaurants, influencing home cooking trends as well. Recognising their societal impact, chefs are increasingly adopting responsible practices.

For example, over 25 years ago, when I opened my first restaurant in Dubai, we stopped serving a popular fish called Hamour due to concerns about overfishing. The population of Hamour had declined significantly, prompting us to adopt more responsible practices. Initially met with scepticism, this decision eventually set a standard for responsible dining. Chefs understand their influence and strive to act responsibly. Those who haven’t yet will likely become more aware and adapt in time.

You’re right, it’s crucial today for chefs to address sustainability and health, given their growing importance. This is a vital aspect of their role…

Influential figures drive conversations. And conversations shape consumer behaviour and consumption. More responsible discussions will lead to more sustainable consumption.

I greatly respect chefs and their leadership, as I believe it mirrors leadership in the corporate world. The kitchen requires an agile team due to its high-stress, high-performance environment. What is your philosophy or approach to creating an agile team in the kitchen?

In French, ‘chef’ means chief, and it’s true — you can’t run a restaurant alone. A great chef depends on a great team. Leadership has evolved from ‘I, me, myself’, ‘my way or the highway’ to nurturing a team where everyone can contribute. To sustain excellence, leaders must create more leaders, not just followers. Agility is crucial, but so is fostering leadership among team members for long-term success.

Chef, could you share some communication strategies? You’re one of the finest communicators I’ve met. How important are these strategies in the kitchen, and how do they extend to connecting with consumers? What are two or three key strategies you recommend?

Oh, that’s a big topic; a whole session could be dedicated to communication. Even as children, we were taught communication skills. Let’s talk about non-verbal communication, as it’s often less structured than verbal communication. In our kitchen, I tell the team, even if you are not speaking to each other, when you are cooking, smile. Initially, they might think it’s silly, but I explain that positive energy results in better outcomes. When you cook with a positive mindset, the result on the plate will be excellent. This positivity extends beyond food; it creates an aura and opens doors for acceptance and communication.

People often say they always see me smiling. I joke that I even smile in my sleep. Smiling adds positivity, breaks barriers, and starts conversations. It’s the ultimate icebreaker. Making eye contact and smiling at someone can significantly impact both internal and external interactions.

In any communication, clarity of thought is crucial. Before speaking, think about what you mean. I hired a young, eager assistant who used to interrupt me because she was so keen. I advised her to pause and count to ten before responding. Initially, it frustrated her, but now her productivity has increased significantly. She weighs her words more carefully, and I can already see the improvement.

Chef, let’s discuss the thought process behind innovation. Today’s new-age chefs face constant pressure to innovate. When I visit a restaurant, I want to speak directly with the chef, not the server. How do chefs stay relevant in such a highly dynamic and competitive culinary industry, or any industry for that matter?

First and foremost, if innovation puts pressure on you, you’re in the wrong industry. In any creative field, innovation can never be a burden; it’s a source of excitement and motivation. Innovation should invigorate you. I was just talking about this with a friend from Australia last night. Back in 1992, I received a sample of black grape juice at our hotel. It was the first time I’d seen black grape juice in a tetra pack. In my sleep, I dreamt about creating a black grape juice pani puri. I woke up, made it, and excitedly woke my wife to try it. This excitement is what drives innovation.

Innovation is a scientific process that blends art, science, and mathematics. While you need artistic flair, it won’t work without a scientific approach. People might not realise they’re applying science, but there’s always a mathematical aspect. Innovation involves mastering the basics. Look at Sachin Tendulkar, Virat Kohli,
or Bismillah Khan Sahib — these artists have natural talent, but they also engage in rigorous riyaaz or practice. In culinary arts, this practice is akin to riyaaz — the continuous learning and refinement of skills. The key to innovation is excitement about learning, understanding the science and maths behind it, and practising. The more variables you understand, the more permutations and combinations you can create.

I like this thought because I believe innovation must flow through your veins. In any field, even in sales, if you don’t innovate, you become stagnant. People lose interest and don’t want to engage with you. Innovation is essential, no matter the industry; it’s human nature.

Absolutely, it is human. It’s like our cells. When people talk about rejuvenation, they’re essentially talking about innovation. Sometimes it happens in a good way, sometimes not so much. But it’s always happening. Newness is vital; without it, we wouldn’t survive.

How do you approach mentorship in the culinary field? Before the rise of culinary schools, many chefs earned their stripes by working under experienced professionals. Now, with established culinary schools, the approach has changed. What are your thoughts on mentorship, and how do you see this shift?

Mentorship is incredibly important because no learning can happen in isolation. Tools like books and sources of information are essential, but guidance from someone who has been there and done that is invaluable. It cuts the learning time significantly. Leaders love to mentor because they have either benefited from it
or understand its importance.

For instance, my daughter once asked about a friend who wanted to approach Harsha Bhogle for advice. She asked if I could help. I told her to write an email, find his address, and send it herself. I could say I’ll send it, but I don’t want to do that, right? She laughed because it was exactly what I told her when she needed an internship.

Mentorship happens every day, from the moment we are born. Parents, siblings, teachers, and society all mentor us. If we can’t give back, what are we here for?

In your busy schedule, do you find time to mentor chefs who seek your guidance?

Absolutely. WhatsApp is very popular, and if you look at my status, it says ‘never busy.’ That’s not conditional — I’m never too busy to help someone. Regarding the whole celebrity chef phenomenon, chances are nine out of 10 chefs have been mentored by me directly or indirectly when they started. I believe in passing on the skills I learned because no one was there to teach me.

When I started my TV channel, our partners at Astro asked how I planned to manage 24 hours of  programming and mentioned that it could get boring. I told them I wanted to create ten Sanjeev Kapoors. They asked if I was creating competition for myself. I explained it’s not about creating competition. If leaders won’t foster new talent, who will?

Today, with instant feedback and social media reviews, criticism is abundant. How should chefs, or anyone for that matter, handle criticism?

Criticism should always be received in the right spirit. If you’re sincere in your efforts, you can discern whether the criticism is constructive or not. Reflect on whether the feedback can help you improve. It’s important to remember that criticism can come from various sources, including those who genuinely want to see you succeed. The world is not made up of all critics; there are many who are supportive. So, if you receive feedback that seems critical but offers a chance for improvement, consider it a valuable lesson. They might have paid you with their feedback, so appreciate the opportunity to learn and grow.

It’s fabulous to see such a positive approach to criticism, especially from someone as creative as you. But I must disagree with the notion that many creative people take criticism well.

That’s an interesting point. All great individuals take criticism constructively, often thanks to their mentors and teachers. Imagine a scenario where coach Ramakant Achrekar criticises Sachin Tendulkar’s shot and dismisses it as rubbish. Sachin, instead of getting discouraged, learns from it. Today, everyone has the opportunity to teach and influence others, unlike before when influence was more limited. The key is to identify valuable lessons from anyone, not just traditional teachers. For instance, planting a tree can teach you patience and care. Learning comes from various sources, and criticism is part of the vast information we receive. Embrace it and use it as an opportunity to grow.

I’ve always been a promoter of women in leadership and believe their journeys should be shared. In the culinary field, a chef is a chef, regardless of gender. How are kitchens today promoting diversity, and how are you involved in pushing this front?

In our organisation, we have more women chefs, and that’s something we strongly believe in. We’re currently renovating our office to reflect our commitment to diversity boldly. Despite our efforts, the scales are often not in their favour, so we need to talk more about this issue and offer greater support and promotion. In kitchens, inherent talent often lies more with women, but they don’t stay long enough in professional kitchens due to other roles and responsibilities. The professional kitchen can be a tough environment, but it remains one of the few professions where gender doesn’t define your role.

The Army is trying to make changes to increase female representation, but the kitchen still seems to lack enough women.

That’s correct. Last year, I had the opportunity to witness the first batch of women at NDA, and it was remarkable. However, the pace of change is still very slow. It’s essential that we push for more progress. During our office renovation, I insisted on having more women’s toilets. While some argued for equal numbers, I felt that women’s facilities should be more generous. The rationale was simple: just as in airports, where women often face longer queues for smaller facilities, it’s important to accommodate demographics properly. You must promote and provide for these needs to drive real change.

Overall change can be challenging, but it’s a great point. You’ve been a brand ambassador for the Tatas for a long time, and I think Puneet Chhatwal’s decision to open an all-women hotel was commendable. Chhatwal, the CEO of Indian Hotels Company Limited (IHCL), a part of the Tata Group, has led various initiatives to promote gender diversity. I haven’t been there myself, but I understand that at Taj Wellington Mews in Chennai, the entire staff, including the kitchen and security, is female.

Yes, it was a significant achievement, though not without its challenges. I received many requests for recommendations, and it’s clear that creating such an environment isn’t easy. However, it’s important to note that even large hotels, like ITC Maurya, have dedicated floors managed by women. These examples show that progress is being made, but it requires effort and dedication.

Let’s take a trip down memory lane to the kitchen. Could you discuss a dish that was particularly challenging to perfect? And how did you overcome that challenge?

Actually, most dishes I have cooked have been very challenging initially. The challenge lies in the process — until you master it, it’s difficult. Once you know how to do it, it becomes peaceful. Even today, there are some things I find challenging. For instance, in our hotels, we have tandoors and we can easily make rumali roti  and regular roti. However, making a simple homestyle roti is not a skill typically taught in culinary schools. When I got married, despite being an executive chef, my wife’s rotis were better than mine. It’s all about practice. Another example is making gujiya — the way my mother-in-law creates the perfect pleats is something I continuously practice to perfect. Any dish, until you get it right, requires practice and perseverance. You just need to challenge yourself and keep at it.

Was there ever a moment during one of your live shows or events when something drastically went wrong? How do you turn that around?

Oh, that’s easy. If you have the presence of mind and you’re smart, you can handle it. Once, in Mumbai, we had an event at the first mall that opened in the city. It had an atrium lobby and there was a big public show with 800-1,000 people watching. The prime sponsor was a brand that made glass cookware. It was their first time making or importing it, and the MD of that brand was with me on stage.

I have this habit of chatting and talking during my shows, so I said, “Ask me any question or anything.” The MD and I were happily talking on stage as I started cooking a dish and introduced the new cookware. I put it on the gas, and at the same time, someone from the crowd was also talking to me. I was starting with a soup, so I poured stock into the cookware and it just went boom.

The biggest sponsor was there, and they were promoting their supposedly unbreakable cookware. The moment was tense, but I quickly turned it into a joke, saying, “This is a great product. Just make sure when you’re cooking, don’t invite the MD because he talks too much. Focus on cooking and don’t take questions from your friends and family.” Everyone laughed, including the MD.

There have been other times when the electricity goes out during a show. I would start miming the cooking process, and people would say they could not hear. When the power came back, I would continue miming — you make the act a part of the whole show. It’s all about having the presence of mind in those moments. In live shows, you need to be adaptable and ready to turn any such incident into part of the act.

Was there ever a time when cooking for a dignitary became particularly challenging? Any memorable moments?

Oh, quite a few, actually. A recent example was in Abu Dhabi, where I was invited by the rulers of the UAE to cook for Prime Minister Narendra Modi. Initially, it seemed straightforward. Mr Modi is a simple eater, so I thought there wouldn’t be any major issues. We were cooking at the hotel where we were staying, preparing just a dinner.

However, at around 4:30 in the afternoon, as Mr Modi was arriving at the hotel, I was suddenly asked if we could provide snacks as well. I explained that we were only prepared for dinner and had a specific menu planned. Despite my reservations, we agreed to prepare some snacks on short notice.

Then, someone from the PM’s team informed us that Mr Modi was fasting due to Navratri and would not eat. We were like, we’ve been preparing keeping him in mind. I said we should still be ready and prepare some fasting food, something suitable for him.

As we scrambled to adjust our preparations, we received another update: the royal family had special dietary restrictions. They did not consume dairy, gluten etc, which was an additional complication. We had to quickly adapt our menu within an hour.

Eventually, it turned out that Mr Modi decided to make an exception to his fast and would eat after all. Just as we transported the food to another hotel for the dinner event, we learned that the entire royal family had chosen to have a vegetarian meal because of Mr Modi’s presence. We had prepared a non-vegetarian meal for the royal family and carried our food to this place, which had nothing but a reheating facility.

This unexpected shift meant we had to adjust our food on-site, but we managed, and everyone was happy. How we managed — [he laughs] Woh daal mein paani ghar mein hi nahi padta, aur kahin bhi pad jata hai [the daal is diluted with water at times not only at our home, but elsewhere too] [laughs]! The dinner went off well, and I had a chance to meet Mr Modi the next day. He was pleased with the meal and had a remarkable knowledge of food.

When I mentioned that the entire meal had turned vegetarian, he said he hadn’t realised it and found it quite amusing. I referred to it as “food diplomacy,” a term he found fitting. It was a challenging experience, but ultimately, it was rewarding and showcased the importance of adaptability in such highstakes situations.

Your daughters, Rachita and Kriti, do they show interest in your business? Are they considering taking over, or are they exploring other paths?

I’m sure they are interested in the inheritance, but no, I’m actually very fortunate. See, it is not something I want to force on them because that’s how I was brought up. My parents never forced me into anything, and whatever I did, it was my choice. My wife and I have kept it like this. It’s their choice what they want to do. It’s a great platform, but if they want to make their own choices, we will give them that freedom and respect. I think that’s the only way. But, are they capable? Both of them are very sincere. They’ve studied with sincerity and have done well, so I’m sure if they want to take control, they can. We have a fairly large team, which is like family. Let’s not exclude them.

Who’s the funniest in your family, Chef? It can’t be you [laughs]…

I’m sure I can’t answer that if it is not me [laughs]. Naturally, you think that you are funny, but kids always say these are dad jokes, right? So, actually, when they say it’s dad jokes, I say it’s really dad bad.

Chef, what legacy is most important in your family?

Values. The values we were brought up with, such as the family bond and helping those around us — whether they are family, friends, or colleagues. These values reflect in everything we do, professionally as well. When I had my first employee, a chef, we worked from the guest room of my house with just one table and one computer. Even then, we provided medical insurance for both my family and that first employee. We’ve continued this practice, believing it’s our responsibility to look after the families of those who work with us as well. For example, one of my drivers had his wife admitted to Nanavati Hospital recently. I called the CEO to ensure she was well taken care of, beyond just the insurance coverage. Values like care, hard work, innovation, compassion, and passion are part of a long list that defines our legacy.