CHEF JORDI – “THE CHEF’S JOURNEY NEVER ENDS” 0 1901

“Jordi Vila describes his journey from helping out in family restau- rants in Barcelona to becoming Executive Chef at Constance Le- muria, on the island of Praslin, Seychelles, where he has the free- dom to bring forth his experience and creativity to create unique dishes to tantalise the taste buds of the clientele.”

The position of Executive Chef at Constance Lemuria, on the north-western side of Praslin island, Seychelles, is one which Jordi Vila truly relishes. Constance Lemu- ria is one of two Constance Group luxury hotels in the Seychelles, which opened inDecember 1999. The five-star eco-friendly hotel is one of the Leading Hotels in theWorld, and it has five restaurants offering a range of different cuisines.

So what is it like working at the heart of the culinary operations of the hotel?

Jordi explains that “at Constance Lemuria the concept of “cooking” is about perfection and precise timing – everything has to be on time! Operating the timing of the restaurants, the time service of our restaurant and kitchen team, the timing of the dishes, how long does it take to prepare a dish and the pace of the guests according to their needs, therefore during the day I am busy with many timings! It is difficult to balance home and work as a Chef, considering as well that it is not easy in a small island like Praslin and I can say that my “normal” working day reflects many timings, many meetings and of course the passion for food.

PLANNING THE DAY

The life of an Executive Chef is certainly a busy one with many meetings and activities over the course of the day. “Every day I wake up at 7am! At 8am I have my first meeting over a coffee with my Executive Sous Chef, and at 8.30am I have my second meeting with all the heads of the departments where we all discuss the daily operations. At 11am, I have my third meeting with all the chefs de cuisine in my office and my last meeting is at 1pm, with the team from the ‘Diva’ restaurant where we always brainstorm new menus, new concepts and trends,” Jordi explains.

In terms of his evening routine, “at 6 pm I start to supervise all the restaurants: our main buffet restaurant ‘Legend’, our Creole restaurant ‘The Nest’, private and exclusive dinners and our fine dining ‘Diva’ restaurant, where I work until 10pm, and at 11.30pm I have my first glass of wine…”

DEVELOPING CREATIVE SKILLS

Jordi has been working for Constance Group for the last four years and at Lemuria since January 2018. Describing his move to the company, Jordi comments that “what attracted me mostly was the freedom that was given to me to run the culinary team. It has been a good opportunity for me as well because Constance Group is well known and popular for its passion for wine and culinary experience. I just knew, from the beginning, that the Constance Group was giving me the chance to develop my creative skills with high quality products. For a Chef it is priceless to work with the best products in the world! I can surely say that Constance Lemuria is an essential port of call for lovers of rejuvenated traditional gastronomy,” he adds.

He also highlights that Constance Lemuria has a focus on local products. “At ‘The Legend’ and ‘The Nest’ restaurants we offer a big variety of local cuisine using local products such as rice, fish, pork, pineapple, mango, okra, breadfruit, pumpkin, eggplant, cabbage, exotic fruits, watermelon, chili, curry leaves and, of course, a lot of coconut,” he says.

“The sea is a real source of inspiration which provides me power and creativity”

ROAD FROM BARCELONA

So how did Jordi end up as Executive Chef at Constance Lemuria? “Well, throughout my childhood and my teenage years, my family ran a few restaurants in Barcelona. I have always been very enthusiastic about the culinary arts, hence when I turned 15, I started helping out my family at the restaurants,” he explains.

From his early days, doing odd jobs around the kitchen, Jordi’s interest in the culinary field and Chefs continued to grow, which led him to undertake a traineeship as a pastry Chef. “However, with more maturity, I chose to develop my knowledge and get closer to the business area. Hence, I have diverted my skills from pastry to the hot kitchen side,” he comments.

At the age of 20, Jordi started travelling around the world as his ultimate goal was to attempt to learn more and broaden his horizons in this field, and finally he has worked all over the world.

PROJECTS IN THE PIPELINE

While Jordi has already come a long way from his starting point, he has a number of new projects in the pipeline. “I have in mind a first project at Constance Lemuria with our Sushi Bar. I am planning to elab- orate a very personal tasting menu called “By the Sea”. The idea is to combine Japanese and Spanish products and maximize the umami’s flavours by using only seasonal products. The concept is to create a different menu each morning which will be served at dinner time. Therefore, we will offer new dishes on the menu on a daily basis which means a lot of creativity, and there will be only 15 seats available,” he elaborates.
He has a second project in the offing which is to implement a special menu called “The Raw” which will be served at the counter of ‘Diva’ restaurant, which is the hotel’s fine dining restaurant. “This menu will be tailor-made with the best products and the concept will be simply based on applying less heat to the ingredients. By using this method, it will allow the product to be served in its purest form and to be the centre of the nutritious natural flavor,” he enthuses, with the seating capacity to be around 10 seats for this special experience.

SOURCES OF INSPIRATION

To sum up, what are the key sources of in- spiration for Jordi as he seeks to improve the experience for his customers? First of all, Jordi highlights that “the sea is a real source of inspiration which provides me power and creativity”.

Secondly, and more directly, Jordi ex-plains that his customers give him the drive towards constant improvement of his creativity, day by day. “I must admit that my way to cook is a real personal interpretation,” he admits. “Hence, with any comment or criticism a customer might mention to me, I usually take it to heart but always in a positive way. My only goal is their satisfaction and to make them happy with the dishes I create. When I receive any comment or encourage- ment from them, it provides me with the strength to do even better and try to go always higher.”

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HOW TO USE YOUR PERSONAL BRAND TO ALLEVIATE YOUR BUSINESS PROFILE Comments Off on HOW TO USE YOUR PERSONAL BRAND TO ALLEVIATE YOUR BUSINESS PROFILE 180

Whether we believe so or not it is in our DNA to sell both ourselves and any tangible product we can regain enough influence to promote, in the outcry for both attention and reiterated self-absorption, the tactical selling tools we use to advance our way into the hierarchy of society and manufacture relationships is the very tool we must interject into our career proposition. This leads to purposeful sales and trustworthy partnerships.

It dawned on me recently that the trajectory of my personal life lies effervescent in all notion of proprietary influence, from the recommendation of small purchases such as hula hoops, books and sun cream, to more permanent life changes with influence of recommended breakfasts, vitamins and health alleviating foods. Yet minor, these personal wins got me thinking about how to use the attributes of your vocal whims to succeed in business.

Firstly consistency, the closest people to you, family, friends, partners, may see you regularly enough to see whether you are upholding any kind conscience and impactful life plan, this could be turning vegan, cutting out alcohol or changing your sleeping pattern. Showing consistency is a sure-fire way to get you noticed for your strong will and desire for meaningful change, this goes hand in hand for any career and business endeavours, constantly being active, communicative and visible on a cross platform of social media will build your authority and express a clear narrative to your readership.

Secondly, stay within your remit, I don’t mean isolate yourself and pigeonhole your talents, I mean stay clear to your niche, a continuous stream of career changes and sector interest broadcasts a message of uncertainty and disorientation, ( I certainly speak from experience on this one ) trying to find your passion and enjoyment is one of life’s downfalls, but stick with a specific talent and explore the territory around it instead of moving on to the next.

From my personal experience I started out in fashion journalism and decided some years later I hated fashion, and decided to move into PR and marketing, however realising some months down the line, I loved journalism I was just located in the wrong sector, finally now finding my feet with specific concentration on the luxury market for female pioneers. 

Distinguish yourself from the sheep, it is harder now more than ever to create and imagine something that solves a problem and fills a void, with endless pop-ups of data driven ads and access to more content than we can ever consume, finding un explored territory is nigh on impossible.

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There are thousands of consultants, marketers and PR agencies vying for the same end client, but in the race for the chase ensure your voice differs from others, usually you will find, every imaginative topic or multi-million-dollar idea you dream up has already been traversed. Hence, identifying and honing in on a unique niche will get you noticed far more frequently than choosing a conventional topic. Once your passions and talents are in line, devise strategies, marketing and sales tools that will not only directly hit your end consumer but those of a wider audience, gaining industry recognition and viable sponsors will build a loyal audience, then you just need to deliver on discussing out of the box ideas and selling with credibility and authority.

If your pipeline is drying up and sales seem a thing of the past then look into changing up your tactics, direct sales door-to door, telephone and email stratagems are so 2018, building meaningful relationships that align with company values, generating industry credibility and showing consistent and out of the box ideas will keep your buyers and audiences desiring more.

For more luxury, consulting and business related articles, visit:https://www.thecblifestyle.com/ or contact me directly at thecblifestyle@gmail.com

POSSIBLE FUTURES FOR A POST PANDEMIC TRAVEL INDUSTRY, PART 2 Comments Off on POSSIBLE FUTURES FOR A POST PANDEMIC TRAVEL INDUSTRY, PART 2 264

The first part of this series outlined the background to the disastrous set of circumstances that the travel, tourism and hospitality industry finds itself in.

It also outlined the first of four scenarios: Travel swings back to normal in 2021.

We continue with the next theory…

Scenario 2:  The end of mass tourism as we know it

In this future, the economic recovery plays out in similar fashion to the scenario described before. However, the emotional and social impact this crisis has on humanity is too deep for people to get back to the old normal.

Months of lockdown and new patterns in social distancing, bio-surveillance and our digital consumption will change travel at its core. Spending more time at home, a higher focus on hygiene and health and shunning away from crowded places will be the new normal.

These attitudinal shifts will also be reflected in policy changes in our daily life, such as health and safety regulations, data privacy and border controls. All of these trends have huge consequences on the travel industry

Urban-based crowded tourism will decrease in favor of outdoor and natural environments and long-haul destinations will be perceived as high risk compared to closer-to-home locations.

Tourist destinations will experience different fates. Countries that have traditionally been net tourist flow senders (Northern Europe, U.S., Japan, etc.) will win, while countries that enjoyed positive inbound numbers (Southern Europe, Thailand, Mauritius, etc.) will be on the losing side.

Beyond washing hands

In a rush to build confidence among travelers, hygiene protocols and labels have started being implemented across all destinations and companies from the early days of the outbreak.

Singapore was a pioneer in its announcing of a nationwide hotel audit scheme branded as the “SG Clean” label, regulating measures like temperature screening intensity at hotel entrances and disinfection frequency rates in common areas and guest rooms. 

Hong Kong quickly turned its airport into its first line of COVID-19 defense by sending all incoming travelers to the AsiaWorld-Expo upon arrival for throat saliva samples, as well as providing tracking bracelets for visitors tied to a smartphone app.

Elsewhere, Emirates has launched on-site rapid coronavirus tests that take 10 minutes for passengers landing in Dubai. The city of Madrid, badly hit by the virus, has launched its own “Hotels COVID-Free” quality stamp.

In this scenario, this patchwork of protocols and certificates all over the world generates confusion and mistrust across travelers. In a coordinated effort by governments, international tourism organizations and major industry associations, a new universally accepted health certificate label will be established in 2021 for air transport and hotel accommodation ensuring consistent standards worldwide.

In aviation, discussions around the end of the loathed middle seat on aircraft will turn into reality, food services onboard becomes a distant souvenir of another era, indicators like cabin air recirculation rates will emerge and face masks will be a part of new standard safety measures on planes.
 
Hotels will focus marketing efforts away from the beautiful pool landscape towards features like disinfection standards, touchless technology for all types of physical interactions and larger spaces between sunbeds. Hotels will switch to room-only food services, transforming breakfast and other food-related spaces into spacious lounges.

What will hurt a hotel’s balance sheet is the need to keep hotel occupancy rates low, with a health buffer of over three nights between guest stays in the same room to eradicate any risk of contaminated surfaces. 

The alternative accommodation industry will enjoy the advantage of being perceived as a less-crowded lodging option but will have a harder time building travelers’ confidence around hygiene and health standards.

Industry leader Airbnb will push hard amongst its hosts to establish a new set of cleanliness and disinfection protocols, but certain travelers will steer away from private accommodation for good.

The travel industry faces a soul-searching moment 

All these measures will have a dramatic impact on the industry economy. In a world where maximizing occupancy rates or load factor has been turned upside down, travel companies will have to take a hard look at their cost structure and their pricing strategies.

Some companies will feel the punch more than others. Low-cost carriers will be forced to rethink their business model. Their strategy of squeezing as many passengers as possible on aircraft, which in turn stay as in the air as much as possible, will become unsustainable. 

Network mega-carriers relying mostly on long-haul flights channeled through massive hubs will also face a gloomy future. Fewer long-haul trips and travelers shunning crowded places will trigger a significant downsizing of airlines with sky-high airplane orders and iconic airport projects coming to a screeching halt.

Short-haul flights, already under attack pre-coronavirus from the flight-shaming movement, will see the shift of travelers towards lower-carbon-emitting transport means like high-speed trains. 

Corporate travel apocalypse

One of the most radical transformations in societal attitude will be around business travel, fueled by virtual meeting practices adopted during the lockdown period and new corporate travel policies implemented to curb expenses during the cash crunch.

The irreversible decrease in business travel, by any measure the most profitable clients of the travel industry, will hit the balance sheets of travel companies like a sledgehammer.

The implosion of meetings and events activity during the crisis was a watershed moment for the industry. The unstoppable rise of virtual conferences and webinars during the lockdown period and the perceived danger of large crowd gatherings will transform major convention centers into indoor leisure spaces or city landmarks of a past golden era. 

The rise of a new distribution landscape 

Two types of travel intermediaries will suffer a Darwinian process of natural selection.

  1. Traditional offline travel agencies that were behind the digital curve will slowly fade into extinction in this hyper-connected world.
  2. The few travel management company survivors will be the ones rapidly adapting to a significantly smaller market and to a change in paradigm in servicing and duty of care.

On the online travel agency front, there will also be major changes in play:

  • Servicing and connecting with customers during the darkest moments of the crisis will turn out to be the most powerful loyalty program any marketer could conceive. Speedy refunds for cancelled bookings, transport and lodging rebooking alternatives for clients stranded overseas and an ongoing and candid communication strategy will win the hearts and pockets of customers.
  • Deploying bots and machine-learning algorithms, allowing for automation of back-office processes and customer service interfaces, will make the most successful players future-proof for disruption in the years ahead.
  • Many will integrate a traveler’s health data across the entire industry’s service chain, in an ecosystem where health information will become a mandatory data field for all actors.

Faced with our rapidly increasing digital life, where tech giants try to keep users locked into their ecosystem, the most successful travel players will start to integrate daily users’ services like inter-urban mobility, local entertainment booking facilities and food delivery services, in order to remain relevant in the customer’s mind.
 
This trend towards Asia-like super apps in the Western World will spark a frenzy post-crisis, with merger activity between travel tech giants and mobility and food delivery tech players, whose valuations suffered a massive downward correction during the economic deadlock due to their weak balance sheet.

* Check scenario 1 here, then 3 and 4 when they are published next week.About the author…

Mario Gavira is a tech executive, angel investor and board adviserAirlineAirportGround TransportationHotelOnline Travel AgencyPrivate AccommodationTours and ActivitiesCoronavirus