Business Lessons From Raymond Blanc
Let’s go back to the beginning, Raymond. How did you get started as a chef?
I grew up in Besançon, France, in a working-class family. My mother was a wonderful woman who taught me so much about food, while my father wanted me to become an architect or technical designer. But that wasn’t for me – I hated geometry and chemistry! From a young age, I knew I wanted to cook.
My parents taught us the importance of welcoming people into our home. We didn’t have much money, but there was always food on the table, and friends and family were always welcome. My father worked hard in the garden, growing fruit and vegetables, which my mother would transform into delicious meals. It was simple food, but it brought everyone together. That experience shaped my understanding of hospitality.
As a young man, I saw a restaurant called Le Palais de la Bière where the waiters were flambéing crêpes suzette. Everyone looked so happy and excited, and I wanted to be part of it. I started as a cleaner, then became a waiter and eventually got closer to the kitchen. I later moved to England in my 20s and opened Les Quat’Saisons in Oxford.
What were the biggest lessons you learned at the beginning of your career?
I had to work very hard. I am completely self-taught, and I learned by watching my parents, trying things myself, and working my way up from being a cleaner and waiter to helping in the kitchen. Those experiences taught me how every part of a restaurant works and how important every person is to its success.
I don’t think I was prepared for the long hours when I started. But, in any profession, if you want to be the very best, you have to put in the time and effort. You also have to be prepared to start at the bottom. You cannot expect to walk into a job and immediately achieve everything you want. You need to learn, observe and understand the business from every angle.
Where did you find the confidence to open Le Manoir aux Quat’Saisons?
I knew I wanted my own restaurant, and as soon as I saw the house in Oxfordshire, I fell in love with it. I didn’t have enough money to buy it myself, but I had friends who believed in me and helped make it possible. They knew I was dedicated and would work hard to make it a success.
I knew what I wanted to create in the kitchen, but the surroundings were just as important to me. I wanted the whole experience to be wonderful, from the food to the atmosphere. Opening a restaurant is a risk, of course, but you have to believe in your vision and be prepared to work tirelessly to bring it to life.
What does it take to build something that lasts?
You have to work hard and have patience. I have been fortunate to travel extensively over the years, meeting people and experiencing different cultures, and I have always tried to bring those ideas and knowledge back with me.
Having a team who share your vision is essential. Sometimes, they probably thought I was mad – creating the Japanese garden at Le Manoir, for example, was not easy, but we persevered and created something beautiful.
I have never wanted to do something simply because everyone else is doing it. I believe in following your own convictions. I wanted to create a style of gastronomy that was inclusive, in a restaurant that was completely classless. That was important to me then and it remains important now.
What has cooking taught you about creativity?
My mother taught me to use the freshest, seasonal ingredients available and to get the best out of them without overcomplicating things. When produce is fresh and full of flavour, you don’t need to do very much to it. Creativity is about understanding what you have and finding the best way to use it. You don’t need a list of expensive ingredients.
What makes a great leader?
Training is at the very heart of good leadership. At Le Manoir, Brasserie Blanc, Royal Ascot and in every partnership I have, we dedicate time to making sure our teams receive the best possible training. You have to share what you believe in, explain what you expect, and make sure people feel happy and valued.
I feel very fortunate to have worked with some people for nearly 40 years. That is something special. At Le Manoir, more than 30 chefs have gone on to achieve Michelin stars, while many others have opened their own restaurants. Wherever possible, I try to support them in their careers. When someone has worked with you, learned from you and is ready to take the next step, you should help them do that.
How have you learned to handle criticism?
It has never been easy. Restaurant critics can make or break a business, and criticism is difficult not to take personally. Of course, you want people to enjoy what you do, and you want to feel that your hard work has been recognised. But if you know you have done your best at every level, you cannot ask for more than that. You have to listen, learn where you can and continue doing what you believe in.
What role does failure play in becoming successful?
There will always be times when things do not turn out as you hoped, but those moments should make you more determined to do better. In the kitchen, we spend so much time trying to perfect what we create. We try different ingredients, ask others to taste a dish, and listen to their suggestions about how we might improve its flavour or texture. It is a team effort, and that is how we learn.
I do not believe in blaming other people when something goes wrong. Instead, we should use the experience to make things better. You will never improve if you are not prepared to look honestly at what went wrong.
If you could go back and give your younger self one piece of advice, what would it be?
I opened Les Quat’Saisons in the middle of a full recession. Inflation was at 15% and I had only £3,000 to my name. We opened with white tablecloths, cheap prints of Paris on the walls and a tiny kitchen. I had a small team of four young people, and we worked incredibly long hours. We were exhausted, but we succeeded and the restaurant became the number-one restaurant.
My advice would be to keep working hard, but get a little more sleep and spend more time at home. I worked very long hours throughout my career, and as I have got older, I have come to understand the importance of balancing work and life. Ambition is important, but so is making time for the people you love.
Is there anything you wish you had worried less about?
That is a difficult question. I always wanted to do the best I could, and I would not change that. I wanted to make my parents and my family proud, and I hope I did that.
What do you think young people starting their careers misunderstand about success?
I think some people imagine success means becoming famous quickly or achieving perfection straight away. But, in any job, you have to put in 100% effort and be prepared to work your way up. Starting at the bottom gives you an understanding of how a business operates and helps you appreciate the contribution every person makes.
You have to be patient. Success is not something that happens overnight, and there is always more to learn. You need to build your knowledge and experience, take pride in what you do, and respect the people around you.
Tell us about a lesson you have learned the hard way…
I did not get to spend as much time with my boys when they were young as I would have liked. That is something I missed as they were growing up, and I regret it. I am making up for lost time now, but you cannot get those years back. Work will always be there, and there will always be another challenge or opportunity. You have to make sure you are present for the important moments in life too.
Are you still trying to learn today?
I believe we never stop learning, whatever we do. There is always something new to discover or a different way of looking at things. Perhaps I need to learn to take more time off. I have rarely done that throughout my career, but I have promised myself I will make more time for it next year.
Finally, Raymond, after everything you have achieved, what does success mean for you now?
I am very proud of what I have achieved. This year, we celebrated 30 years of Brasserie Blanc, and I continued my work with the team at Royal Ascot and as chef director at Arsenal’s Diamond Club. I have also loved working with PAUL Bakery on our sandwich collection, which brings together their expertise in French artisan bread with my belief that simple, seasonal ingredients deserve the greatest care. Le Manoir aux Quat’Saisons will reopen in October 2027, with Arnaud Donckele taking on the role of culinary director as I become lifetime ambassador. I cannot think of anyone better than Arnaud to lead the restaurant and hotel into its next chapter.
For me, health and happiness are now the priorities. I want to find a balance between work and spending time with my family and friends. I am proud of what I have built, but a successful life is not only about professional achievements. It is also about the people you share it with.
Follow @RaymondBlanc & visit Paul-UK.com
DISCLAIMER: We endeavour to always credit the correct original source of every image we use. If you think a credit may be incorrect, please contact us at [email protected].
/https%3A%2F%2Fslman.com%2Fsites%2Fslman%2Ffiles%2Fwebsite-images%2F2026%2F10%2Fslman-full-bleed-reversed.jpg)
