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Costing a Menu

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Moley Robotics - the world's first fully robotic kitchen

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A game-changing step into the future of cooking at home, Moley brings you the world's first fully robotic kitchen.

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A menu is doing more work than you might think. It's got to sell, true, but it's representing your brand too. Diners discuss them, point things out to one another. And if you've ever been left waiting for a friend in a restaurant, you'll know just how much attention a menu can get. So how do you get your menu right?

Be consistent ​

If you've got a cosy restaurant by the seaside, don't write your menu like a fancy French restaurant in Mayfair. Make sure the tone of what you write fits with the tone of your brand.

Be tactical ​

When we rewrote the menu for The Real Greek, we talked about their business model before we tasted a thing. So think about: how many people order three courses? What do you make great money on but not sell much of? Do people know how many sharing dishes to get? Then write your menu to match.

Find the interest ​

When we wrote the Zizzi menu, we went through every item and asked the (patient) chefs ridiculous numbers of questions. Gather as much detail as you can and then decide what's going to interest your diners most.

It could be:

a fact​ - 'we slow roast our pork belly for exactly six hours and 27 minutes'

an opinion ​- 'we chose to work with this vineyard because they're every bit as fastidious as we are when it comes to wine'

a story​ - 'our chefs have a combined experience of 97 years, a love of all things veggie and a worrying obsession with giant jenga, which we have in the garden'

a metaphor​ - 'this pizza resembles a cooked kid's painting, the way we pile on the toppings'

Use unusual terms and words ​

Try using some unexpected words such as ' burly​​chunks of mozzarella', or 'Rough-edged spaghetti grips​ on to a tomato and white wine sauce." ​ This is especially good in those bits of writing most people forget about, like the lines about health and safety. You could say, "Can't/won't eat something? Tell someone."

Keep it simple ​

Retailer Marks & Spencer can get away with all that 'this is not just smoked salmon' stuff. On a menu it tends to sound pretentious. For Zizzi we really stripped back some of the descriptions. For their Margherita pizza, for example, we wrote: 'Tomato. Mozzarella. Olive oil. Basil. Nothing more.'

Picture a chef ​

If I'm stuck on where to start with a menu I picture a chef and think of their personality.

Pick a TV chef with a strong personality, someone like Jamie Oliver, Delia Smith, Nigella Lawson or Gordon Ramsay, and think about their style of presenting.

Oliver uses words like 'dollop, chuck or wodge' while Lawson is more likely to say something like 'exquisite, rambunctious and naughty'. ​Ramsay is all about short, sharp, straightforward statements.

Picture your chef when you write your menu and channel their style.

Use tricks in moderation ​

This is really important. Do any one of the things suggested previously too much and your menu will sound odd. Try reading it out loud. If you put on a funny voice, it's not working. You want to be able to sound natural and confident.

Think like a chef and try out different things ​

Your first attempt at writing, or rewriting, a menu doesn't have to be your only option. Ask diners or people you know for feedback and use their comments to improve your menu.

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What to consider when writing a menu for your restaurant, hotel or pub

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A menu is doing more work than you might think. It's got to sell, true, but it's representing your brand too. Diners discuss them, point things out to one another. And if you've ever been left waiting for a friend in a restaurant, you'll know just how much attention a menu can get.

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Success Secret To Bar & Restaurant Business

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Calculate Restaurant Food Cost Percentage

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Restaurant Start up Mistakes: How to open a Restaurant

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In order to open a restaurant, bar, café, nightclub or bakery business successfully, you must first select the right location. So many restaurant startups fail before they even get open. Sure a restaurant business plan is important, but the one factor I see missing from most plans is the 5 most important factors in their location.

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Calculate Restaurant Food Cost Percentage

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How to Plan a Menu | Restaurant Business

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Watch more How to Get into the Restaurant Business videos: http://www.howcast.com/videos/506567-How-to-Plan-a-Menu-Restaurant-Business A restaurant's menu is a very powerful brand statement. In fact, you are what you serve, when it comes to a restaurant menu. The question might be how do you plan a restaurant menu?

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A menu can make or break a dining establishment’s success

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A menu can make or break a dining establishment’s success

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A menu can make or break a dining establishment's success.

Your menu is a direct reflection of the restaurant itself. We want you to have the best menu, which is why we compiled a list of things you need to learn before you start planning.

You need to think about many things before creating the layout, including the colours, menu descriptions, and template. Think about your restaurant's concept. Is your establishment formal, casual or playful? What themes do you have? Is there something about your location that you want to incorporate?
Designing the Menu
One of the first things you need to do is check out your competitors' menu. See how it looks like, the colour motif, layout, and such. This will help you plan menu's concept and improvements. Think about how you can make your menu stand out from your competition. Is your menu to similar to what your competitors have? Is your pricing competitive with theirs? Other than the pricing, your menu should consist of more than a printed list of the food and drinks you offer; it should also present your offerings in such a way that would entice the customers to order more.
What Colours Work Best
The ideal colours to use for your menu depend on what kind of restaurant you run. For casual restaurants, stick with red, yellow, and purple colours and a large, loud font. Formal restaurants will benefit from plain, muted menu designs with matching script font.
How to Arrange Menu Sections
You cannot just list your food and drink items one after another. Look at any restaurant's menu, and you will see that their items are listed categorically. Mark each section with boxes, borders or headlines to make the distinction easier.
What Fonts Work Best
French restaurants are different from fast-food joints, and you need to make this distinction even more prominent with your use of font. Family restaurants and fine-dining establishments would benefit from elegant or simple, fonts, while a more casual place can have a playful and informal menu font. Make sure that you do not make your font too small or too difficult to read.
Making Room for Changes - Revisiting Your Menu
Give your menu a chance to adjust. Allow a couple of weeks after the opening to establish favourites and trends, or let the customers become familiar with your offerings. Study the results and start pulling poor-selling items off the menu. You can also get customer's feedback to help you improve your system.

Now that you've covered the basics, all you need to do is write short but intriguing descriptions and take attractive photos of the food. If you need any help with printing your awesome restaurant menu, call us on 020 8391 8022 or email enquiries@alphaset.co.uk to ask for assistance.

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A menu can make or break a dining establishment's success. Your menu is a direct reflection of the restaurant itself. We want you to have the best menu, which is why we compiled a list of things you need to learn before you start planning.

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The Average Profit Margin for a Restaurant

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The Average Profit Margin for a Restaurant

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Delicious food and a healthy profit margin equal restaurant success.

Thinkstock/Comstock/Getty Images

As with many statistics, there's no single agreed-upon profit margin for the restaurant industry; conclusions (or educated guesses) vary from source to source. What's clear though and is widely agreed upon, when you look at various estimates for restaurants of every kind, from fast food to fine dining, is that profits in the restaurant industry are unusually thin.

What's a Profit Margin?

There are two profit margins widely used by accounting professionals: gross profit margin and net profit margin. Confusingly, some restaurant journalists write about profit margins without specifying which. Worse, when you read these articles carefully, you see that some use "profit margin" to refer to the gross profit margin and some use the same phrase to refer to net profit margin. There's a huge difference!

Gross profit, is what is left after you deduct the direct costs of goods sold -- such as food costs and labor costs directly associated with preparation and serving. It's a useful statistic for professionals evaluating a restaurant's efficiency and profitability, but it's not at all the same thing as net profit -- which includes all costs -- among them are administrative expenses, building costs, taxes and interest. Net profit is what you put in your pocket.

Gross profit margin equals the revenue minus the cost of goods sold divided by revenue. Net profit margin equals revenue minus all costs, direct and indirect, divided by revenue.

When you want to know whether a restaurant is likely to succeed or go under, the best first place to look is at its net profit margin. If the net profit margin is 10 percent -- this means that out of every dollar the customer spends -- the restaurant pays 90 cents for all expenses, and retains ten cents in profit - which, incidentally, isn't at all bad. The average net profit margin for all S&P 500 companies is a little over 8 percent.

Fast Food Margins

The range of net margins in the fast food industry are quite wide. A few chains, preeminently McDonald's, have very healthy net margins. In 2017 , the average net profit margin for all McDonald's restaurants was over 22 percent. Among all franchises, however, net margins are drastically lower. In 2012, for example, when McDonald's had a net profit margin of just under 20 percent; Burger King's net margin was less than a third of that and another big chain; Wendy's, had a scary thin 0.3 percent. This is very bad, but the fast food industry average for 2012 was only somewhat better, at 2.4 percent, a very thin margin that leaves little room for error.

Fast Casual and Casual

Casual dining, as it used to be called, is now commonly divided into two categories: fast casual and casual, sometimes called "family style."

Fast Casual restaurants include Chipotle, Shake Shack and similar chains where you order at the counter, sometimes having the food brought to the table, sometimes carrying at least part of your meal to the table yourself. It's often said that fast casual restaurants are distinguished from fast food chains by their healthier menus, but that may be more an aspiration than an actual difference.

IN 2013, the fast casual segment of the restaurant industry had an average net profit margin of 6 percent. Overall, the fast-casual and casual segments together also averaged 6 percent net profit margins. To put this in context, this is a little more than 2 percent worse than the average of all S&P 500 companies, but nearly three times better than the fast food segment.

Full-Service Margins

Full-service restaurants are basically what's left after you subtract fast food, fast casual and casual restaurants. This market segment includes fine-dining restaurants, but it also includes less elegant places where, as in the fine dining segment of the industry, you're ushered to a table and handed a menu. The difference between fine-dining and other full-service restaurants isn't that the approaches are entirely different - both are "full-service" - but in the degree of refinement and, yes, how much it costs. The Houston's restaurant chain is probably right at about the dividing line between "full-service" and "fine-dining.

In 2017, full-service restaurants had average profit margins of 6.1 percent, essentially the same margin as fast-casual and casual restaurants.

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The Average Profit Margin for a Restaurant

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As with many statistics, there's no single agreed-upon profit margin for the restaurant industry; conclusions (or educated guesses) vary from source to source. What's clear though and is widely agreed upon, when you look at various estimates for restaurants of every kind, from fast food to fine dining, is that profits in the restaurant industry are unusually thin.

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Gross Profit Calculator - Calculate the Gross Profit of Your Foodservice Business | Brakes

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Use our gross profit calculator to work out wholesale food and drink prices and calculate the gross profit of your foodservice business.

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Four Parts: Sample Calculators Calculating Maximum Allowable Food Cost Calculating Your Actual Food Cost Calculating Potential Food Cost Community Q&A

Running a restaurant, catering service, or culinary school can be an expensive and complex undertaking. To make sure your business stays afloat, you must make regular and accurate calculations of your food costs. There are three main calculations you need to stay on top of: the maximum allowable food cost (which tells you how much you can afford to spend); the potential food cost (which tells you how much your menu costs); and your actual food cost (which tells you how much food you're ordering for your business). Comparing these three figures will help you make the adjustments and tweaks that ensure your business' long-term success.

Calculating Food Cost Slideshow

Calculating Maximum Allowable Food Cost

1. Understand why you need this calculation. The maximum tells you what percentage of your business's operating budget can be allotted to food cost for the operation to still turn a profit. Without knowing this number, you won't be able to tell whether your actual food cost (calculated in a later section) is on target to produce your desired profit margin.

2. Begin by calculating your operating budget. Your company's operating budget is the sum of your current and projected expenses, and your projected profit. To calculate the month-to-month operating budget, you need to keep the following amounts in mind:

Target profit

Hourly labor (servers, dishwashers, etc.)

Salaried labor (managers, owners, head chef, etc.)

Utilities (gas, electric, water, wifi, etc.)

Fixed costs (rent, mortgage payments, insurance, etc.)

Fees and licenses (taxes, liquor license, business license, food handling permits, etc.)

Supplies (cleaning supplies, non-food cooking supplies, plates, carryout packaging)

Marketing

Maintenance

3. Determine how much money you can afford to spend each month. Opening a small business is a big risk, even for experienced restaurateurs. To give your restaurant or catering company a fighting chance, you have to be willing to invest in it - but you also have to protect your own interests to make sure you don't bankrupt yourself. Take advantage of small businesses loans and grants, both from private banks and from federal programs. Consider taking on a business partner to increase your investment; a partner might actively work in the business with you or simply invest funds and collect profits.

Assess your personal finances: create a monthly household budget including rent/mortgage, vehicles, food, personal insurance, and all other personal considerations. Do not sacrifice your personal stability for the sake of your business.

Examine the repayment options on your loans. Beyond basic awareness of your interest rates, you should also know if you plan to make minimum payments, or begin paying off the loan as soon as possible. How much of your personal money and business income will be diverted to loan repayment? How much is left over?

After taking personal finances and loan repayment into consideration, determine how much money can be invested in the business on a monthly basis.

Compare this amount to your operating budget. If you cannot afford to meet it, you should adjust your operating budget instead of stretching your finances.

Consider enlisting the help of your accountant or banker to help you figure out how far you can safely stretch your finances.

4. Calculate a budget percentage for each of these costs. Once you've figured out how much you can spend every month, figure out what percentage of your monthly budget is allotted to each of the monthly costs calculated in Step 2.

For example, say you can afford to spend $70,000 per month on your restaurant.

You and your manager each draw salaried paychecks of $3,500 per month. Combined, salaried paychecks cost $7,000 a month, or 10% of your budget.

5. Figure out your maximum allowable food cost per month. Once you have a percentage for each of these amounts, add those amounts up. Whatever percentage is left over in your budget is the maximum amount you can spend on food in order to reach your target profit amount.

Salaries (10%) + Hourly wages (17%) + Supplies (5%) + Utilities (6%) + Marketing (4%) + Fees and Licenses (3%) + Maintenance (4%) + Fixed Costs (21%) + Target Profit (5%) = 75%

In this example, 75% of your maximum budget is devoted to everything but food cost.

To calculate your maximum allowable food cost, subtract that amount from 100%.

100% - 75% = 25%

If your monthly budget is $70,000, you can afford to spend up to $70,000 x 0.25 = $17,500 on food cost to reach the 5% profit ($70,000 x 0.05 = $3,500) every month.

Calculating Your Actual Food Cost

1. Choose a date that will begin each weekly assessment period for you. Just as you pay rent, utilities, etc. on the same date each month, you should calculate your food cost based on a regular time period. You should analyze your inventory at the same time every week - perhaps every Sunday, either before or after the kitchen opens.

Always take inventory outside of business hours, so no food is being delivered or being cooked.

2. Determine your "opening inventory." On the day that begins your "fiscal week" - Sunday, in our case - do a thorough inspection of all the food products in your kitchen. It's important that you're as accurate as possible, so look at your receipts to see how much you paid for each food item. For example, you may have paid $48 for 35 lbs. of frying oil, of which 5 lbs. are left at the beginning of the fiscal week. Calculate exactly how much that 5 lbs. of oil is worth at the opening of your inventory period: ($48 ÷ 35 lbs.) = (X ÷ 5 lbs.) When you solve for X, you see that you have about $6.86 worth of frying oil at the beginning of the fiscal week. Repeat this calculation procedure for every food item you have.

Add up all the sums to determine your opening inventory - the dollar amount for the food in your kitchen at the beginning of the fiscal week.

3. Calculate your actual food cost for the week. In Part 1 of this article, you calculated your maximum allowable food cost as a percentage of your total budget. Now, you need to calculate what percentage of your budget is actually being spent on food. When you compare those two percentages to each other, you can see whether you're spending too much money on food to keep your business afloat.

To calculate actual food cost, complete the following equation: Food Cost % = (Beginning Inventory + Purchases - Ending Inventory) ÷ Food Sales.

For our example, let's say Beginning Inventory = $10,000; Purchases = $2,000; Ending Inventory = $10,500; Food Sales = $5,000

(10,000 + 2,000 - 10,500) ÷ 5,000 = 0.30 = 30%

4. Compare your maximum allowable and actual food costs. In the example, there is a maximum allowable food cast of 25%, and an actual food cost of 30%. This indicates that the person is spending too much money on food cost to reach a target profit of 5%.

Adjust your purchasing every week to keep your inventory in check. You want to bring down your actual food cost to a percentage at or below your maximum allowable food cost.

Keep in mind that this calculation can go wrong if you counted items incorrectly during inventory, counted and input units differently than the inventory pricing (such as by counting 10 cans of tomatoes, but being charged by the case for that item), are missing the invoice for a product you counted in the inventory, or having an invoice processed for a product that you do not have (such as a returned item).

Calculating Potential Food Cost

1. Calculate your total cost. For each item on your menu, figure out how much it costs you to make the dish. For example, the breakdown for a cheeseburger might be as follows: $0.21 for the bun; $0.06 for 1 oz. mayonnaise; $0.06 for 1 onion slice; $0.14 for 2 tomato slices; $0.80 for 8 oz. burger meat; $0.02 for ¼ oz. ketchup and mustard; $0.04 for 4 pickle slices; $0.06 for 1 oz. lettuce; $0.18 for 2 slices American cheese; and $0.23 for a side of French fries. Your food cost for the cheeseburger on the menu is $1.83.

Multiply the food cost for each item by how many portions of that item is sold every week.

Add all of those sums together to find your total cost. For our example, let's say you have a total cost of $3,000. That's how much money you spent to make the food that went out of your kitchen this week.

Make sure that all of your items are carefully portion controlled. This will help to ensure that every chef serves the same meal at the same cost.

2. Figure out your total sales. Now that you've calculated how much money you spent to feed your customers, you need to figure out how much money you made off of each item in the process. For each menu item, multiply the sales price by how many portions of that items were sold in a week. Add the sale amounts for every item on your menu together to calculate your total sales.

In our example, let's say you took in $8,000 in total sales for the week.

3. Analyze your potential food cost. You now know how much money you can make off your menu items in a given week. Compare that against your maximum allowable food cost to figure out if your menu's prices need adjustment. In our case, the maximum allowable food cost from Part 1 is 25%, and our potential food cost is 37.5% We have a big problem! We need to bring up our total sales so that the potential food cost percentage comes down, reaching the 25% figure we're aiming for. We do that by raising the prices on our menu.

You might increase every item on your menu in price by a small amount - maybe 25 cents if your items are fairly inexpensive, maybe $2-3 if they cost a little bit more.

Look at your sales figures to see which menu items are most popular with your clientele. You can raise the price on popular items a little more than your less popular items - people will likely be willing to pay for it.

Consider getting rid of dishes that don't sell very well. They don't have much earning potential. Continually reassess your menu to make sure you're moving all of the product in your inventory.

You can have a sale and purchase activity at the same dates.

The most recent cost you paid for each item will be your inventory price.

You should not have any deliveries during inventory.

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Categories: Food and Drink Businesses | Business Finances | Restaurant and Cafe Management

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Four Parts: Sample Calculators Calculating Maximum Allowable Food Cost Calculating Your Actual Food Cost Calculating Potential Food Cost Community Q&A Running a restaurant, catering service, or culinary school can be an expensive and complex undertaking. To make sure your business stays afloat, you must make regular and accurate calculations of your food costs.

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As early as the mid-20th century, some restaurants have relied on "menu specialists" to design and print their menus. Prior to the emergence of digital printing, these niche printing companies printed full-color menus on offset presses. The economics of full-color offset made it impractical to print short press runs.

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* Where to find the best burgers

In Manchester, it's family-run Italian stalwarts that are being driven out, according to Thom Hetherington, CEO of the trade show Northern Restaurant & Bar. Yet it's not a David and Goliath scenario, he says. "It's just getting harder to sell a traditional restaurant - the three-course, sit-down, white-tablecloth model - via the digital era's version of the elevator pitch. It's the smaller, more fleet-footed, entrepreneurial restaurateurs who are more adept at connecting with the market, people like the guys behind Almost Famous (burgers) and Solita (BBQ), who have a massive social media following."

Russell Norman, who kickstarted Soho's fast-moving restaurant scene in 2009 when he launched Polpo (small plates, no reservations, lots of social media), pinpoints the sheer expansion of the market as one reason old favourites might lose out. "When we opened Polpo, you could count the decent restaurants in Soho on two hands. Now I struggle to count them all. It's like books by my bedside - a whole long list to get through." Russell isn't gloomy, though: he is certain that the quality of British restaurants is soaring as the scene gets busier and the stakes increase. "Restaurateurs know they can't rely purely on people wanting, say, Korean BBQ," he says. The other two elements - service and design/atmosphere - are vital."

All the rage: small plates at Polpo

Franco Sotgui, partner in Solita and consultant for Manchester "food rave" B.Eat Street, says that a convincing start-up is never just about a witty idea and a whopping Twitter following. "Take a new brand with amazing word-of-mouth among the cognoscenti on social media, then ask around the town centre to see who knows about it. Ninety-nine per cent of the public won't have a clue who they are. The reason that certain trendy brands or street-food stalls make it big is because they have a good product, pay attention to detail, and are super-professional."

* London's restaurants are being eaten up by chains

Bao, named for the pillowy steamed buns that won them such long queues (even in February) at Netil Market in Hackney, are new-restaurant royalty, backed by the Sethi family, who own Trishna and Gymkhana, and also invested in Lyle's and Bubbledogs. Shing Tat Chung, along with his girlfriend, Erchen Chang, and his sister, Wai Ting, says their branding (a wee cartoon man stuffing his face) and relaxed style are intended to appeal to a young, trend-hungry crowd but for them, there is nothing new or vogueish about their food. "Our street-food bar was inspired by the Golden Gai bars in Shinjuku, Tokyo, where six people at a time cram into a tiny outlet to eat a single dish. In Taiwan, our favourite places to go have been there for generations, and do just one or two things. Bao might seem like the latest thing here in London, yet our recipe for 12 hours braised pork is based on a classic."

Old-school style: Brasserie Zedel in London

The British dining scene has always reflected what is fashionable at any given time. French restaurants ruled for decades, until around the time that 'Allo 'Allo was discontinued and Eurostar was launched. Tapas bars were considered extremely cool in living memory. Fortunately, it's not over for old-school restaurants and the people who love them - there are lots left. Before everyone over 35 gives up on eating out, fearing they'll be compelled to cross the threshold of a "food rave", perhaps we should make the most of existing gems. As Adam Hyman, publisher of the Code Bulletin, points out, "There are still huge swathes of people who want to book a table for 12.30pm, and be seated politely far from other tables.

"A lot of new restaurants opening seem to be trend-driven, and that's a good thing. But some places are so trend-based that you wouldn't want to go back more than once." Adam commends the just-opened dining room at Bonhams auction house for "not trying to be cool", and mentions recent successful launches from Corbin & King and Caprice Holdings, seasoned operators who are too clever to rely on being modish. "It's all very well having a queue out of the door for six weeks, but do you get to the stage of needing repeat business," he notes.

"The trend at the moment is very anti classic French," says Jonathan Downey, partner in Street Feast, which puts on food events with top street food traders in disused lots such as Dalston Yard. "But I think the twentysomething generation would love a great French meal. Actually, Pascal Aussignac, the Michelin-starred chef/owner of Club Gascon, has set up a street food business called Duck 'n' Roll. He absolutely smashed it at Street Feast's Hawker House, bringing classical technique and Gascon influences into a street food environment." So don't abandon hope yet, francophiles.

And don't pour scorn on investors who get excited about tacos, kimchee and pulled pork. The world of street food, says Jonathan, allows would-be restaurateurs to prove themselves to would-be backers. "It's a bit like being in the reserve side before you get to play on the first team. It's a testing ground. You get time to improve and connect with customers." Add the internet generation's thirst for fast, flickering, ephemeral culture, and London's global demographic - plus the fact that eating out, once a luxury, has become a thing that many of us do regularly, as frequently as previous generations went to the pub - and you've got an inexorable move away from traditional dining.

All restaurants have a natural, usually brief life span. Trusted destinations such as St John in London, Rogano in Glasgow and Manchester's Chop Houses are wonderful exceptions and must be cherished. Take that as an enjoinder to book dinner at a fantastic oldie at least once this month.

Done roaming: six examples of street food winners who made it into bricks and mortar

7Bone Burger Co, Southampton

As featured on BBC2's The Restaurant Man with Russell Norman last year. One of their bestsellers is the Prince Charles Is Overrated, with smoked bacon and "dirty spread". Also in Bournemouth.

110 Portswood Road, SO17 2FW, 02380 584607, 7bone.co.uk

Bagel Boys, Bristol

Former pop-up truckers whose beloved "Winnebagel" is still in service for festivals and parties. The New York Boy is filled with hot salt beef and pickles; the Beet Boy with roasted beetroot and melted goat's cheese.

39-41 St Nicholas Street, Avon, BS1 1TP, 0117 922 0417, bagelboy.co.uk

Honest Crust, Cheshire

Sourdough stretching veterans of the B.Eat Street scene. Their super margherita is made with San Marzano tomatos, and mozzarella from Greens of Glastonbury.

26 Market Street, Altrincham, WA14 1SA, honestcrustpizza.co.uk

Rola Wala, Leeds

Fresh Indian flavours from Aussie Mark Wright, who kicked things off at Kerb on London, and took on a permanent site in Leeds at the end of last year. Hot favourites: the Goan pulled pork naan roll, and signature Keralan dal.

401 Trinity Leeds, Albion Street, LS1 5AY, rolawala.com

Pitt Cue Co, London

When these pioneering BBQ- and bourbon-loving youngsters made the leap from weekend food truck to thronged Soho basement, they starting giving other street foodies ideas.

1 Newburgh Street, W1F 7RB, 020 7287 5578, pittcue.co.uk

Got Beef, Cardiff

Gourmet burgers, first from a festival-roaming bus, then a pub residency, now an attractive year-old bar and kitchen in North Cardiff. Try the Heisen Burger, inspired by Breaking Bad.

83, 97-99 Whitchurch Road, CF14 3JP, 029 2061 7534, gotbeef.co.uk

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Why are we so obsessed with faddy street food?

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Where to find the best burgers In Manchester, it's family-run Italian stalwarts that are being driven out, according to Thom Hetherington, CEO of the trade show Northern Restaurant & Bar. Yet it's not a David and Goliath scenario, he says.

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Want to know how our temporary kitchens can be used, or looking for some inspiration? The short video below illustrates just some of the things that our customers typically use our temporary kitchens for. Our kitchens can be hired as single units or you can hire combinations of units to build a larger facility depending on your requirements. Our team of designers and project consultants will work with you to provide a temporary kitchen and catering equipment layout that's right for both your menu requirements, the number of people working within the kitchen and then number of people you're feeding.

PKL has over 600 portable kitchens in our hire fleet. Our production kitchens start with our smallest Field Kitchen and range to our Triton Kitchen, so whether you are feeding 50 or 5,000 people each day, you will be able to find a temporary solution to suit your requirements. We also supply different sized preparation kitchens, coldrooms / dry storage facilities and warewashing units all of which are available to hire as standalone units or part of a larger temporary complex.
A High Quality Solution
Our temporary kitchens are designed and manufactured to replicate a high quality commercial kitchen environment and are supplied with a range of health and safety features including a full length extraction canopy and fire suppression for production kitchens, gas interlocks, food safe wipe clean walls, non slip flooring and coved architraves for ease of cleaning. Our modular units are designed and built to be a commercial kitchen first and foremost, and not just a modular unit with catering equipment inside.
Designed to Your Requirements
We have a range of over 10,000 items of commercial catering equipment which is used within our portable kitchens. This ensures that we can design a facility that exactly matches your menu requirements. PKL employs a team of CAD designers who will work with you to design your temporary kitchen facility.
Flexible Hire Periods
Our temporary kitchens are available to hire from just a few days to many years. Whether you are holding a weekend event or are undertaking a major refurbishment project, you can hire a kitchen from us for as long as you need with the added flexibility that if your project should extend for any reason, you can easily extend the rental period to suit your requirements.
Proven Packages and Favoured Footprints
PKL Proven Packages and Favoured Footprints have been developed from our experience of delivering over 10,000 temporary kitchen facilities over the last 25 years. Proven Packages are combinations of our portable kitchens and ancillary units that have been linked together to form instant catering facilities capable of feeding anywhere from a few to a few thousand people each day. Similarly, our Favoured Footprints are pre-designed layouts of catering equipment combinations, designed to run along the production side of our temporary kitchens.

In both cases these pre-designed unit and equipment footprints can be used to provide an instant solution if required or can be used as a starting point for a more bespoke design to suit your requirements.
Open Plan Temporary Kitchens
For longer term or larger volume catering requirements open plan temporary kitchens provide an ideal solution. PKL is vastly experienced in designing and delivering open plan kitchens, having provided temporary catering facilities at the last four Olympic Games, capable of serving 50,000 meals per day, as well as facilities for the Prison Service, the NHS and the MOD.
Health and Safety Features

We have invested a large amount of time and resource to ensure that all of our portable kitchens meet the latest health and safety regulations. All of our temporary kitchens are supplied with automatic fire suppression (production kitchens), food safe wipe clean walls and non slip flooring.

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Temporary Solutions - Temporary Kitchens and Catering Equipment Hire

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Want to know how our temporary kitchens can be used, or looking for some inspiration? The short video below illustrates just some of the things that our customers typically use our temporary kitchens for. Our kitchens can be hired as single units or you can hire combinations of units to build a larger facility depending on your requirements.

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How to Run a Restauant

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Location ​

"I'd been to New York and eaten at loads of street vans there - the concept is really big in the States but it didn't exist in London. So we thought we'd take restaurant quality food and adapt it into street food. We have 30 years kitchen experience between us so we wanted to use our skills to serve food quickly out of a trailer but make the quality as good as a brasserie or bistro.

"We decided on Covent Garden for our first week because it's an iconic fruit and vegetable market and really central so anyone can get there easily. There's a pretty high footfall. We didn't think the tourists would necessarily buy food but we thought there'd be lots of people working in the area who would buy their lunch from us.

"In our second week we went to Spitalfields, again because it's an area where lots of people who work there would love our food offer. Also it's the location for the Real Food Festival and we had an opportunity to be a part of their food market.

Menu ​

"I'd been meeting farmers and building relationships with suppliers as part of my work with The Food Initiative, and that formed the basis of the supply chain for all the food in Street Kitchen. We found that producers loved our idea and by buying directly from them they gave us good prices.

"We wanted to take the fresh, seasonal and local ingredients and cook them really simply. We did Featherblade of Beef braised in Chapel Down Pinot Noir with Celeriac Puree and Roasted Carrots; Whisky barrel chip-smoked Loch Duart Salmon with Roasted Beetroot and Crushed Potatoes; and Roasted Squash Salad. They all sold for around £6.50 each.

"You need to design your menu so you can serve it quickly. We designed it using our experience knowing we could serve it quickly but I can imagine someone who doesn't have that experience trying to cook everything to order. That then becomes a limiting factor to how much you can make.

"We could serve one person per minute but any less than that and you're cutting your revenue down. Keep it simple. We did five really simple dishes and it worked. People don't need a huge menu to choose from they just need a few things done really well.

Logistics ​

"The Airstream we rented cost a fortune, about £2k per week. But it was fully fitted and perfect for what we needed it for. We'd found another which we were going to kit out ourselves but we had no experience of mobile catering and no understanding of how to kit it out. Unfortunately we'd already paid a £1500 deposit on that empty trailer, which we essentially lost.

"The high rental cost meant that over the two weeks we broke even rather than make anything. I think we've learned that it's no good renting a trailer. We weren't going to buy for a two week exercise but if we had bought a trailer then bearing in mind its reusability we would have made a few thousand pounds profit over those first couple of weeks.

"I'd suggest others be realistic about the kind of equipment you need. Talk to lots of people who do it already and take your time choosing a trailer. I went to look at everyone before we started.

"The van was manned by myself and Jun for the entire two weeks. We also had two volunteers at a time working the till and clearing tables (we had four that folded away into the van after use). Electricity was supplied by the location you park up in, and the gas and water was plumbed into the van via canisters.

Marketing ​

"The difficult thing about a pop-up is that unless you have a following already you'll struggle to get the word out there. It takes a few events to build up a reputation.

"We did more PR and less marketing and looking back we probably should have done more marketing, we just didn't have time. PR is a broad brush and it's exposing the brand to a maximum amount of people. We were on BBC news at lunch and in the evening on the first day, in the Evening Standard the day before and we had a Giles Coren review in The Times in the middle of the two weeks.

"But next time we do it in June we'll market the specific areas we're going to be and engage with the local crowd to get a following straight away. We'll do new locations which we'll announce later.

Final thought ​

"It was a brilliant experience and we were thrilled with the response, people loved what we did. It showed we got the product right to start with.

"I thought we'd make a little bit of money though - I spent weeks doing profit and loss projections and I thought we'd make £1k if we did well. But in hindsight, starting a business from scratch that no one knew about until the first day with super high costs, I thought it was amazing that we broke even.

"The important thing is to do something that's going to differentiate you from everyone else. I'd love to do a burger van and make the most kick ass burgers, but whatever you do, just make it the very best it can be."

Click here to see all the features in this series.​​

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How to run a pop-up restaurant: Street Kitchen

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Last October Mark Jankel and Jun Tanaka took to the streets of London in an Airstream van to serve fresh, British food inspired by Jankel's project The Food Initiative over the course of two weeks. Street Kitchen was run as part of the London Restaurant Festival, but is set to return this June after a successful first run.

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Lunch at the Fat Duck ***Star

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Lunch at The Fat Duck Restaurant by Jason Purcell

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The Fat Duck is a restaurant located in the village of Bray, Berkshire, about an hour's train ride from London. The restaurant is currently very popular for its success in creating unconventional, often playful food that also just happens to be delicious; so delicious that the restaurant was named "Best Restaurant in the World" by Restaurant magazine in 2005 (see http://www.50bestrestaurants.co.uk/).

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The Ritz | New kitchen | John Williams MBE

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The Ritz, London has reopened this month with a brand new kitchen that is more energy and space efficient. Read how John Williams is excited about this new

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Designing a Commerical Kitchen -The Caterer

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Designing a Commerical Kitchen -The Caterer

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Kitchen Design for Restaurants - Food Reference Website

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Restaurant Kitchen Design - Food Reference: Food Trivia, Facts, History, Tips, Recipes, Quotes, Food Art, Events, Books, Poems, Humor, Fresh Flowers, Crosswords

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If you're building your new restaurant from scratch, you get to design a commercial kitchen tailored to your needs. The decisions you make here will have lasting consequences for your business, so sweat the details -- and enjoy this opportunity. The restaurant industry publication "Total Food Service" recommends that your kitchen area, including storage, take up approximately 40 percent of your restaurant's floor space. With that in mind, you'll pick a layout scheme that works with both your business model and your creative preferences. The restaurant industry supplier Food Service Warehouse describes four common layouts for commercial kitchens.

The Assembly Line Kitchen

If your restaurant produces a few menu items in fairly large quantities using multiple steps of preparation, the assembly line is the kitchen design you want. This layout minimizes the distances that ingredients and employees have to travel when dishes are prepared, making the whole process faster and keeping your employees from bumping into one another. If you're opening a hamburger restaurant with this layout, for example, your employees will take beef patties from the freezer, move them onto a holding counter, put them on the griddle for cooking, set them aside on another counter to dress them with condiments and buns and wrap them up or serve them. It all goes in a neat, straight line down the kitchen, with each step in the process having its own dedicated workstation.

The Zoned Kitchen

The classic commercial kitchen arrangement is the zoned kitchen. Everything in the kitchen is organized into functional zones. You'll have one or two zones for doing prep work, such as measuring ingredients, kneading dough and washing and chopping vegetables. This zone needs plenty of counter space as well as all the necessary tools and containers. You'll have a zone for cooking, where your ovens, stovetops, grills and other heat sources go. You'll have a zone -- preferably away from the cooking zone -- for refrigeration, ice and all things cold. You'll have a zone for sanitation and dishwashing, a zone for dry storage and a zone for plating completed dishes for pickup by servers. With the zoned kitchen, you can assign employees to work specific zones. There they can stay, concentrating on their tasks rather than getting in one another's way.

The Island Kitchen

The "island" kitchen is a variation on the zoned kitchen. Here a kitchen has two main parts: the perimeter and an island in the middle. Usually the cooking stations go in the middle and everything else goes on the perimeter, although sometimes it's the other way around. This kind of kitchen arrangement allows foods to have easy transit to and from the cooking stage, and you can place workstations on the perimeter adjacent to one another -- in the assembly line style -- for maximal efficiency between the various preparation stages.

The Ergonomic or Artisanal Kitchen

The ergonomic kitchen strives to keep employees comfortable, on the assumption that comfortable employees can be more productive because they won't be hurting themselves and aching all the time. Bending, reaching, lifting, walking, squatting and carrying are all activities that bring a risk of injury, so the more you can do to minimize these activities, the more ergonomic your kitchen will be. Ergonomic designs often require a bigger upfront cost and may be considerably less energy efficient.

Other Considerations

Operational efficiency is another aspect of arranging a restaurant kitchen. Because kitchen space is limited, food service company Foodservice Equipment & Supplies suggests you use vertical space by storing utensils, plates and food containers above workstations and below prep counters. Kitchen energy usage constitutes a major cost, so identify and mitigate sources of energy waste: Place refrigerators and ovens next to each other, for example. For maximum efficiency, store prep equipment as close as possible to the workstations where it will be used.

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If you're building your new restaurant from scratch, you get to design a commercial kitchen tailored to your needs. The decisions you make here will have lasting consequences for your business, so sweat the details -- and enjoy this opportunity. The restaurant industry publication "Total Food Service" ...

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Commercial Kitchen Design - 3D Animation

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A Commercial Kitchen Design 3D walk-through brought to you by Prestige Catering Equipment. Animated modelling allows us to manage the optimum use of each kitchen workspace and helps clients visualize precisely the look and flow of the kitchen design. Our installation expertise then allows us to create each design exactly as it is seen.

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Sweep past the numerous bottles at M Wine Shop and down the stairs into the subterranean restaurant and it is immediately evident that M Victoria Street is yet another of those in your face restaurants that have opened up across the capital in recent months. This time with a wall of wine, a 10-metre marble sushi bar, a bullring inspired grill room, two private dining rooms and a members-only area that houses a six-seat cinema, Martin Williams' latest venture has the bling dial turned up to 11.

Coming from the former managing director of Gaucho, a restaurant group known for its extravagant style, and the man behind projects such as the Gaucho International Polo competition and the 'Gaucho of London' Sunseeker yacht on the River Thames, M Victoria seems par for the course.

But while it might share some similarities with the Argentine steak brand he once helmed, Williams is also quick to point out that his now two-strong restaurant group has many more differences, which he hopes will make it stand out in the crowded steak space.

"I can understand why people think it's a Gaucho guy doing another steak restaurant," he says. "When I opened the first M [in the City] people probably thought I was taking on Gaucho. What I was actually doing was taking a decade of operational ideas and putting them into one venue, and I couldn't fit it into a 2,000sq ft humble steak restaurant. From the outside, it seems more steak driven than it actually is. The grill element of it is a quarter of what the brand is about."

For a start, the first M - comprising M Grill and M Raw - a whopping 15,000sq ft restaurant that opened on Threadneedle Street in December 2014, and indeed its slightly smaller new Victorian sibling, are not steak restaurants.

Instead, Williams has created a multifaceted restaurant brand, designed to attract different diners for different occasions. At the original site, customers have a choice between two 100-cover areas; through the main doors they either turn right into M Raw, which majors on seafood and lighter bites such as sushi and tartare, or left into M Grill, the more meat-heavy side of the operation.

"I have always wanted to create something where there are different restaurants in one building," he says. "If you go to a hotel you can often choose between two or three different restaurants and bars, and you can also do that at Novikov [in Mayfair], and that's what I wanted to do at Threadneedle Street. People ask why I chose such an ambitious first project, but it was very easy for me to take this site because I could see how the venue could work.

"It's a playground where you can go to either restaurant, do wine tasting or finish in the private den drinking cognac and playing PlayStation. It can be whatever evening you want. But it's still new to people and it will take time for them to understand that you can come to one venue for different reasons. We have 70 to 100 guests who dine at least once a week with us and, every time they come, they use the restaurant in a different way."

A raw deal ​

This varied approach has helped M differentiate itself from the myriad of meat-led restaurants that swamp the capital, but it hasn't played out exactly as Williams planned. M Raw was devised as a nod to the raw food movement with a menu of light, protein-high dishes that could be served quickly and that would be more attractive to a female demographic than steaks, yet Williams admits that it has so far failed to achieve this in a meaningful way.

"It's probably a bit ahead of its time in the City, but it will come," he says. "The model was always that Raw would be twice as busy as Grill but with half the average spend. In reality, it's half as busy but Grill is 50 per cent busier than I thought it would be. We expected to do 100 covers in Grill and 200 in Raw each day, and we're actually doing 150 in Grill and 50 in Raw.

"Raw could be seen as a relative failure, but it shouldn't," he adds. "We are getting more regulars who just come to Raw and more people are coming across from Grill too. But, compared with other elements of the restaurant, it has not been an instant hit. People understand what Grill is, and more people want to eat that kind of food in the City. In the West End, Raw will be more popular."

Taking these lessons to Victoria, the raw element has been reduced and comprises only 60 covers while the grill part of the restaurant has been increased to 120 covers.

Williams has made other tweaks to Victoria Street, with around 50 per cent of the menu different at the new site. This is primarily to take into account the area's different demographic, he says.

While M Grill in the City does a Menu 28 (two courses plus coffee in 28 minutes for £28) for the time-pressed business luncher, this approach was deemed less suitable for Victoria. Instead, Williams intends to introduce a bento box on the lunch menu.

"Victoria is less masculine [than Threadneedle Street] and the menu will reflect that," he says. "I am excited about running a group of restaurants - albeit only two of them - because they feed each other. In Victoria, Friday and Saturday nights will be the busiest times of the week, but they have been the most challenging in the City. There, it's full Tuesday to Thursday with corporate diners, but harder to attract people at the weekends. Hopefully we can push some of that midweek business to Victoria."

After numerous attempts to attract people to Threadneedle Street for Saturday lunchtimes, including deals on OpenTable and a number of themed events, Williams has "finally stopped flogging that horse". As well as ditching Saturday lunch, he has also pulled back from his more scatter-gun approach to marketing, which he now realises was sending a confusing message to potential customers.

"Because I was almost doing three different brands, I was trying to a push different messages about each with what I thought was interesting content. People were hearing more about our dog-friendly brunches (last Easter it launched a 'pooch brunch party' on a Saturday for dog owners and their pets) than about the Grill. I underestimated how long it takes to get brand recognition. What we should have been telling people is simply that we are selling the best steaks in London."

This makes sense: Grill is where M's core strengths lie. While many steak restaurants stick to offering meat from just one or two countries - Boisdale's focus is on Scottish meat, Hawksmoor uses English animals and Goodman majors on USDA beef, for example - Grill has a truly international offer.

Williams has selected six locations he believes have both a strong wine and meat heritage, namely the US, Japan, Argentina, southern Africa, Australia and France, and serves steaks from each, whether it be Blackmore wagyu from Alexandra, onglet from Normandy or rib eye from Botswana. The menu is overseen by executive chef Michael Reid, who also worked under Williams at Gaucho.

"The grill restaurant was inspired by my time at Gaucho. When guests came and we asked them if they had ever tried Argentine beef and wine, the American guests would say 'yes, they're great but not as good as American' and the South Africans would say the same about South Africa. There is such national pride among customers. So we selected six countries that had amazing steak and built the grill around that."

M takes it meat seriously, too. Steaks range from onglet at £18.50 (200g) and Argentine Angus for £20 a rump (300g) and £32 sirloin (400g) to USDA prime Black Angus as a fillet for £49 and rib eye for two at £78. They top out at £150 per 150g for the highly prized 10+ grade Tajima-Gyu Kobe beef fillet. "I want people to come to M to try the best steak available," says Williams of thepriciest cuts on the menu. "It's expensive, but we can provide people with the rarest beef you can buy. There's an appetite for great steak restaurants in the capital. There's still not that many of them."

M for money ​

It is in the steak menu at M Grill and in the extra features at both restaurants where the true ambition of Williams and his attempt to create the UK's best meat-led restaurant group shines through. His approach thus far has been to aim M squarely at a moneyed clientele, whether it be City workers or nearby corporate clients - Jimmy Choo, Burberry, Tom Ford, Amex, Microsoft, Google and Rolls Royce all have offices in Victoria - although Victoria Street will also target tourists and local residents.

At Threadneedle Street, there's booze lockers and a den for diners looking for a bit of privacy, as well as Enomatic wine dispensers where guests can try different vintages, including Petrus 2005 for £130 a taste. Victoria, meanwhile, has a private members' club (£750 for personal membership, £1,200 for corporate) where members can get free breakfast every day and have the opportunity to hire the space for private functions.

"The average guy who buys Petrus has a case in store at London City Bond and will never drink it. They will most probably sell it again in a decade. With the Enomatic machines, customers can taste how that wine's developing at a relatively small cost."

This ambition to create what Williams calls 'heightened hospitality' in everything he does ultimately led to his departure from Gaucho after nine years as managing director. "I had tried to turn Gaucho into a luxury brand while I was there, with ideas like the polo and pushing for things like a hotel. That was very much my vision." He says his desire was for Gaucho to be a brand that happened to have 14 individual restaurants that shared the same name, but this ultimately sat at odds with how others saw the company being positioned.

"You could say that was the wrong route in this market. What [Gaucho] has done since I left is to create a really solid chain that's very accessible."

Three sites and beyond ​

Williams' experience with what was one of the most forward-thinking steakhouses during his early days at Gaucho has put him in good stead now that he's in charge of his own destiny. Gaucho, he says, taught him how to run a £2m turnover restaurant and an £11m one, whether it be a neighbourhood one in Hampstead or a behemoth in Piccadilly. "I know how they work up and down the scale. They were all profitable.
When I went it alone I had less of a worry of whether I'd be in profit or not than someone without that experience."

It also meant that when he came looking for backers for his solo project he wasn't short of takers. Initially needing to raise £2.3m, his main backer, who stumped up a third of this figure, is his father-in-law. Ten further investors, who knew his track record in the industry, have interests of up to a couple of hundred thousand pounds each.

These investors have signed up to a plan to open three restaurants in three years under the M brand, all of which will be slightly different to reflect the local area, with Williams then looking to refinance in year four. The plan is for each restaurant to have a turnover of at least £4m and an EBITDA (earnings before interest, tax, depreciation and amortisation) of £700,000, which he says Threadneedle Street will reach by
the end of the year. Victoria, meanwhile, will hit £6m turnover in year one, he predicts.

"Threadneedle Street is only a five-and-a-half day operation but Victoria is seven, so it will do bigger numbers. It will become easier as the brand becomes more recognised."

Restaurant three will be in the West End, either Soho or Mayfair ("I'm not going lower than Piccadilly") and Williams says that despite looking in this highly sought-after location, he isn't prepared to pay a premium.

"I didn't pay a premium at Threadneedle Street and I'm not going to pay it elsewhere," he says, "there's enough opportunities with new leases out there. It's not in my model to do so. Threadneedle was much less than people think. The capex was £2m. Most people would expect double that given the scale of it. I was up against some serious players, but the majority only wanted half the unit. It has a relatively attractive rent and space to be able to facilitate my vision - without trying to sound like a dick."

Not paying a premium and getting good deals on sites - although he did have to pay £100,000 to change the usage of the Victoria Street site from A1 to A3 in spite of it being a new build - has meant his restaurants are also less risky than they might first appear. The breakeven at the City restaurant is £40,000 a week, and Williams claims to have beaten this figure every month, except in January and in the summer when it only broke even. "July and August were horrible, and so are bank holidays," he recalls, adding that each Tube strike costs him about £20,000 in lost revenue.

Jumping ahead, Williams has already signed heads of terms on what he believes will be M's fifth site, in a new high-rise build in Canary Wharf. Located on the second floor, the planned 10,000sq ft restaurant is due to open in 2019.

Winning with wine ​

Once the first cycle of investment is complete, any new backers will have to consider the wine element of the M brand. Victoria Street is home to M Wine Store, which Williams had to put in to comply with the developer's demand for having a retail offer at street level. Rather than do it half-heartedly, however, he has embraced the idea and created what he describes as his "dream wine store".

With a range overseen by director of wine Zack Charilaou, recently crowned Best UK Sommelier 2015 in the Harpers Awards, the store is home to wines that are either exclusive to M or only available through fine wine merchants, according to Williams. Starting at just £8.50, the store can compete with supermarkets on price but also offer more specialist wines, with those at the top end hitting £3,250. "If you go to a supermarket and buy South African wine you usually get shit Chenin Blanc or Pinotage, but the country has some brilliant Sauvignon Blancs and that's what we are offering." As well as the Victoria shop, M also has a wine website where customers can order wine to be delivered.

As a format, it's still early days, but Williams believes the wine side of the business has potential for further growth in both new and existing locations. Should the Victoria store prove a smash, he would consider opening a second in the basement of Threadneedle Street, parts of which are currently vacant due to the size of the site, or even move Raw downstairs and put a wine store at the front of the restaurant.

"I am genuinely looking at it more closely. People are so interested in food and wine these days. Going back to the Gaucho days, people came in for steak and red wine, and for then Argentine beef and malbec, and then for Argentine sirloin and malbec from Mendoza. In the past decade, customers have become really knowledgeable about beef and wine."

Williams has set up M Wine Store as a separate company so that "if it goes mental", he can split it from the restaurants. "When the initial investors exit and the new ones come in they may or may not wish to buy mwinestore.co.uk. We shall have to see."

In the meantime, the man from Gaucho is concentrating on ensuring that Victoria is a success which, despite his chutzpah, he admits is not a foregone conclusion. "I'll either be the genius who first brought high-quality steaks to Victoria or the idiot who was there ahead of its time."

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Dial M for Meat: Martin Williams of M Restaurants on his growing business

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When Martin Williams left his post as managing director of Gaucho after nine years to launch M Restaurants, another steak restaurant in the capital seemed inevitable. Now with a second site just opened in Victoria, he's out to prove that there's more to his solo project than meets the eye.

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Experience 360 Degrees of Luxury on Jumeirah Inside, the world's most immersive hospitality platform.