Medium Raw: A Bloody Valentine to the World of Food and the People Who Cook Read Online Free PDF

broad—and slightly sad—strokes the sheer size of the Beast that had to be fed every day in order for him to be Responsible Emeril—and do right by all the people who’d helped him along the way and who now relied on him, in one form or another, for their living. His success had become an organic, ever-expanding thing, growing naturally larger, as it had to, for to shrink—or even stay the same—would be to die.
    Mario has twelve restaurants and counting, watch and clog endorsements, the cookware, the books, the bobblehead doll, NASCAR affiliation, and God knows what else—nothing ever seems to be enough for the man. Above and beyond the fact that he raises millions of dollars for various charities—including his own—he’s clearly not in it for the money. Always expanding, always starting new partnerships, trying new concepts. In Mario’s case, I think, it’s about ego—and the fact that he’s got a restless mind. It’s not, and never was, enough—or even interesting—to Batali to make money. If that had been the case, he’d have never opened Babbo (or Casa Mono, or Del Posto, or Otto, or Esca); he’d have opened his version of Mario’s Old Spaghetti Factories, coast to coast—and been swimming in a sea of cash by now. No.
    Mario, I know for a fact, likes to swing by each of his New York restaurants at the end of the night and take a look at the receipts. He’s excited by the details. He gets off on successfully filling a restaurant that everyone said was doomed, of bringing the food cost below 20 percent. He likes to do the difficult thing, the dangerous thing—like take a gamble that what America needs and wants right now is ravioli filled with calf brains, or pizza topped with pork fat. For Mario, I’m quite certain, to be ten times richer—twenty times—and NOT take crazy-ass chances on restaurant concepts that no one ever expressed a desire for would mean to expire from boredom.
    All Mario enterprises are coproductions. Every restaurant begins with an alliance, a moment of truth, where Don Mario evaluates the creativity and character of another person, looks into their heart, and makes a very important decision. In this way, the success or failure of whatever venture he’s embarked on is already determined long before he opens the door. So it’s never just business. It’s always, always, personal.
    Thomas Keller and Daniel Boulud—both with successful, revered, and respected mother-ship restaurants, have talked at various times about the necessity of holding on to talented people; the need to grow with the talents, experience, and ambitions of loyal chefs de cuisine, sous-chefs, and other longtime employees who want and deserve to move up or to have “their own thing.” It becomes a simple matter of expand—or lose them.
    To some extent, I suspect, what is often the French Michelin star model might be at work here as well: the three-star chef ’s mother ship simply doesn’t and can’t ever make as much money as his more casual bistros or brasseries. (Those end up, in very real ways, subsidizing the more luxurious original—or, at the very least, offering a comfortable cushion should costs at the higher-end place rise or revenues decline. You can’t start laying off cooks at a three-star every time you have a bad week.)
    Gordon Ramsay is maybe the most classic example of the force that keeps well-known chefs constantly, even manically, expanding. In Ramsay’s case, multiple television shows on both sides of the Atlantic coincide with a huge worldwide expansion of hotel-based restaurants. He already has the most successful cooking-competition show on TV with Hell’s Kitchen . He is a millionaire many, many times over, and yet he keeps expanding—to his eventual peril (the twelve restaurants he opened in the last few years have yet to turn a profit). No matter what your opinion of Ramsay’s food, or his awful but wildly popular hit show, or his much better Kitchen Nightmares on the