How to record an executive chef video job ad

Step 1: Open with the Opportunity

Start your video by answering the question every executive chef candidate is asking: "Is this a role where I'll shape culinary strategy and build something significant, or is it a glorified head chef title with more meetings?" Executive chefs have moved beyond running a single kitchen. They want to lead at scale — setting culinary direction across an operation, developing other chefs, influencing at board level. Your job ad needs to show them you're offering genuine strategic leadership, not operational work with a bigger title.

This opening determines whether serious candidates engage or scroll past. Executive chefs who are worth hiring are already successful — they're in senior roles they could stay in, or being courted by multiple organisations. The standard job ad opening ("We're seeking an executive chef to oversee our culinary operations") sounds like every other posting. Within fifteen seconds, they'll decide whether your opportunity represents a meaningful step up or a lateral move with a fancier title.

The fundamental question executive chefs ask is: what's the real scope here? Will I be shaping culinary vision and building a leadership team, or will I be pulled into covering head chef gaps and running service myself? Genuine executive chef roles are about scale, strategy, and developing others. If your role is actually a working head chef with multi-outlet responsibilities, be honest about that — it's a valid role, but it's not what executive chefs are looking for.

Your goal is to make them think: "This is the scale and influence I'm ready for."

Use this 3-part approach:

1. Lead with what they'll gain

Executive chefs have typically proven themselves running successful kitchens. Now they're looking for something bigger — the chance to shape culinary direction at organisational level, to develop and mentor other chefs, to build something that extends beyond a single venue. The most compelling thing you can offer is genuine strategic scope: multiple outlets, significant team, real influence over the business's culinary identity.

Start with the scale of leadership. How many venues or outlets? How many covers across the operation? How many chefs in total? Executive chefs evaluate opportunities partly on scope. Leading culinary operations across eight venues is different from overseeing a hotel with two restaurants — both can be executive chef roles, but they're different propositions. Be specific about what yours involves.

Clarify the strategic versus operational balance. The defining characteristic of a true executive chef role is that it's more strategic than hands-on. They set direction, develop leaders, and maintain standards across the operation — rather than cooking service themselves. If your executive chef will genuinely focus on culinary strategy, chef development, and operational excellence at scale, lead with that. If they'll be pulled into running service regularly, that's a different role.

Emphasise team development as a core function. Executive chefs at their best are multipliers — they make head chefs and sous chefs better, they develop talent through the organisation, they build the next generation of culinary leaders. If your role involves genuine development responsibility — mentoring head chefs, building career paths, creating training structures — that's compelling for candidates who've moved past wanting to cook every dish themselves.

Consider board-level influence. Executive chefs in senior roles want a seat at the table where strategic decisions are made. Will they be involved in business planning, expansion decisions, concept development for new venues? Will their voice carry weight with ownership and the executive team? Or are they executing culinary decisions made elsewhere? Genuine strategic influence is valuable to candidates at this level.

2. Understand what matters to executive chefs

Executive chefs have different motivations than head chefs or sous chefs, and your job ad needs to speak to their specific concerns. Understanding what drives candidates at this level helps you frame your opportunity effectively.

Scale and scope are typically the primary draw. Executive chefs want to lead at a level that's beyond running a single kitchen. They're measuring opportunities partly on the size and complexity of the operation. Multi-site leadership, diverse outlet types, significant revenue responsibility, substantial team size — these signal a role worthy of executive chef level. If your scope is genuinely executive-level, lead with it.

Strategic influence matters enormously. Executive chefs want to shape direction, not just execute it. They want to develop concepts, influence menu strategies, participate in business decisions. They want to be in the room when strategic direction is set, not implementing decisions made without them. If your role offers genuine strategic authority — a voice in business planning, ownership of culinary direction — that's compelling. If culinary strategy is actually set by ownership or above, be clear about what role the executive chef plays.

Developing other leaders is a key motivation at this level. Many executive chefs are energised by building talented teams — hiring and developing head chefs, creating progression paths, seeing people they've mentored succeed in their own right. If your role involves genuine leadership development responsibility, emphasise it. The chance to shape multiple careers is more appealing to many executive chefs than cooking another tasting menu.

The relationship with ownership or the board defines the experience. At executive chef level, who you report to and how that relationship works matters as much as the operational scope. Are they reporting to a CEO who values culinary excellence? An ownership group with hospitality experience? An MD focused purely on margins? The quality of this relationship — respectful, collaborative, trusting — often determines whether executive chefs thrive or struggle.

Work-life balance is a legitimate consideration even at this level. Executive chef roles can be more sustainable than head chef roles — the work is strategic rather than service-bound, the hours can be more manageable, the physical demands are different. If your role genuinely offers better lifestyle than running a single kitchen, that's worth highlighting. But be honest — some executive roles involve constant travel and demanding hours. Candidates need accurate information.

Legacy and reputation are factors for many. At this stage of career, executive chefs think about what they're building and being known for. Is this an organisation where doing excellent work will be noticed? Is there potential for recognition — awards for the group, press coverage, industry standing? Will this role enhance their reputation or disappear into obscurity?

3. Differentiate from other opportunities

Executive chefs will be comparing your opportunity to others at similar level. They may be weighing your role against staying where they are, another executive chef opportunity they've been approached about, or potentially a smaller role with different appeal (like their own place). Your opening needs to give them a reason to put you at the top of the list.

Differentiation at executive level requires honesty about where you genuinely stand out. Every group claims "exciting growth plans" and "commitment to culinary excellence." What actually distinguishes your opportunity? Maybe it's the genuine strategic scope — more outlets, more complexity, more influence than competitors offer. Maybe it's the quality of the ownership relationship and how they work with their culinary leadership. Maybe it's the calibre of the existing head chef team. Maybe it's expansion plans that create genuine opportunity.

Be specific about what makes you different. "Join our growing group" doesn't differentiate. "We've grown from two venues to seven in four years, we're opening three more next year, and we need an executive chef who can build the culinary team and systems to support that growth" is concrete. Specific claims about scope, plans, and what you offer beat generic promises.

If you're competing with larger operations for talent, be honest about your advantages. Maybe you're smaller but offer more genuine influence. Maybe there's less bureaucracy and more entrepreneurial opportunity. Maybe the ownership relationship is closer and more collaborative than what's available in big groups. Know what you're actually offering and who it appeals to.

Tips if you're unsure what to say

If you're finding it hard to articulate why a strong executive chef should choose your organisation, work through these questions:

What's the genuine scope of this role? Be honest about the number of outlets, covers, chefs, and revenue the executive chef will oversee. If it's genuinely executive-level scope, that's your lead. If it's closer to a senior head chef role, reconsider the title.

What strategic influence will they actually have? Will they shape culinary direction or execute it? Will they be in strategic conversations or implementing decisions made elsewhere? Will their voice carry weight with ownership?

What's the growth trajectory? Are you stable, growing, or contracting? What opportunities does that create for an executive chef? Growth means building teams and systems; stability means optimising and developing; contraction means managing difficult changes. Each appeals to different candidates.

What's the honest story of how you work with culinary leadership? How did your last executive chef experience the relationship with ownership? What would they say about the role's scope and influence?

Example: Hotel Group

We're looking for an executive chef to lead culinary operations across our group of five hotels — three in London, one in Edinburgh, one in Bath. That's nine restaurant outlets, four banqueting operations, and room service across 340 rooms. You'll be overseeing a culinary team of 65, including five head chefs who run their individual properties.

This is a strategic role, not an operational one. You won't be running service — you'll be setting culinary direction, developing head chefs, maintaining standards across the group, and working with the board on business performance and expansion. We're opening two more properties in 2027, and we need someone who can build the culinary team and systems to support that growth.

You'll report directly to the CEO and sit on the operational board, with genuine influence over business decisions that affect our food and beverage operations. Our ownership has hospitality backgrounds — they understand what excellent food operations require and how to support them. If you want scope, influence, and the chance to build something significant across a growing group, this is the opportunity.

Step 2: Show Your Venue Personality

Now help candidates picture themselves leading your culinary operation. Executive chefs know that the same title can mean vastly different experiences. An executive chef in a luxury hotel group lives a different life from one in a casual dining chain. Both can be excellent opportunities — but candidates need to know which yours is, and whether it's the environment where they'll thrive.

At executive level, this section is less about the physical kitchens (though that matters) and more about how the organisation works — its culture, its values, how culinary leadership fits into the business. Executive chefs spend significant time in meetings, on calls, and travelling between sites. The organisational culture matters as much as any individual kitchen's culture.

Video is powerful here because it communicates how you operate beyond words. Your tone when describing the organisation, how you talk about culinary leadership's role, what you prioritise in your description — all signal what it would actually be like to work with you.

Your goal is to help them imagine themselves leading here and get excited about the opportunity.

Fit matters profoundly at executive level. A mismatch between an executive chef and organisational culture is expensive and disruptive — to business performance, to head chef teams, to the executive chef's career. Honest description of who you are helps candidates assess fit accurately.

Use this 3-part approach:

1. Describe what kind of operation this is

Give candidates a clear picture of your organisation so they can assess whether it's the right context for them. Different executive chefs thrive in different environments.

What's the nature of the business? A hotel group operates differently from a restaurant group. A luxury operation has different standards and margins than a casual dining concept. Owner-operated businesses feel different from PE-backed groups. Be clear about what yours is, because executive chefs have preferences based on their experience and strengths.

What's the scale and structure? How many properties? What types — hotels, restaurants, bars, events? How are they organised — individual brands with separate identities, or a consistent concept across sites? Is there a head chef at each property with genuine authority, or are they more site-level operators? This structure shapes the executive chef role significantly.

What's the business situation? Growing, stable, or in need of turnaround? Each creates different opportunities and challenges. A growing group needs an executive chef who can build teams and systems for expansion. A stable group needs someone focused on optimisation and development. A struggling operation needs someone who can drive change and improvement. Be honest about where you are.

What's the geographic spread? Executive chef roles often involve travel. Are properties all in one city, spread regionally, or national? How much travel is realistically required — a few site visits a week, or constant time on the road? This significantly affects lifestyle and appeals to different candidates.

2. Share your organisational culture

Culture at executive level is less about kitchen environment and more about how the business operates — how decisions get made, how leadership works, what gets valued.

Describe how culinary leadership fits into the business. Is food central to your identity, or one function among many? Does culinary have influence at board level, or is it subordinate to operations and finance? Is culinary excellence genuinely valued, or is it a cost centre to be managed? Executive chefs want to know whether they'll be respected partners in the business or managed expenses.

Explain the ownership or board relationship. Who owns the business, and what's their background? How involved are they in food and beverage decisions? What's the reporting relationship like — close collaboration, regular reviews, or hands-off oversight? How does culinary leadership work with other functions — operations, HR, finance? These dynamics shape the executive chef experience profoundly.

Be honest about how decisions get made. Some organisations operate with clear hierarchies and formal processes. Others are more fluid and entrepreneurial. Some value consensus and collaboration. Others expect leaders to make calls and be accountable. What's your style? Executive chefs need to know if it matches how they work best.

Address what gets valued and measured. What does success look like for culinary in your organisation? Is it purely financial — GP and labour cost? Guest satisfaction and feedback? Awards and recognition? Staff retention and development? The metrics you emphasise signal what the executive chef will be held accountable for and celebrated for.

3. Introduce who they'll work with

The executive chef role is heavily relational. They work with ownership or the board, lead a team of head chefs, and partner with other senior leaders. Candidates need to understand these relationships.

The reporting relationship defines the experience more than anything else. Who does the executive chef report to? What's that person like — their background, their style, their understanding of food operations? How does the relationship work in practice — frequent interaction or structured reviews? What authority does the executive chef have to make decisions without approval?

Describe the head chef team they'll be leading. How many? What's their experience level and capability? Are they strong leaders who need strategic direction, or developing chefs who need hands-on mentoring? What's the turnover like — stable team or constant recruitment? An executive chef stepping into a capable head chef team has a different job than one who needs to rebuild culinary leadership across the group.

Explain the peer relationships with other senior leaders. How does culinary work with operations, HR, marketing, finance? Are these genuine partnerships, or siloed functions that compete for resources? Is there respect for what culinary contributes, or constant pressure to cut corners? These peer dynamics significantly affect the executive chef experience.

If relevant, describe the ownership or board. At executive level, candidates want to know who ultimately makes decisions and what those people are like. Hospitality-experienced ownership feels different from financial investors. Engaged owners feel different from distant ones. Be as specific as you can about who they'd be working for.

Tips if you're unsure what to say

Ask people who've worked at senior level in your organisation: What's it really like to lead here? What's the relationship with the board or ownership like? What surprised you about the culture that you didn't expect?

Think about what executive leaders in your organisation value most. Speed and entrepreneurialism? Process and stability? Collaboration and consensus? Autonomy and accountability? The honest answer tells candidates something important.

Reflect on how your previous executive chef experienced the role. What would they say about the culture, the relationships, the support they received?

Example: Hotel Group

We're a privately-owned group of five boutique hotels, built over fifteen years by hospitality industry founders. Our properties range from 45 to 90 rooms, each with a distinct restaurant identity — from brasserie-style to fine dining. Food and beverage is central to our brand, not an afterthought; it's what differentiates us from the chains.

The ownership are former operators who understand food and respect culinary leadership. Our previous executive chef was here for eight years and described the working relationship as genuine partnership — disagreements happened, but they were resolved through discussion, not mandate. You'll report to the CEO (who came up through hotel operations) and sit on the operational board, with a real voice in business decisions.

Each property has a head chef with genuine authority over their kitchen. Your role is strategic leadership — setting direction, developing those head chefs, maintaining standards, and working on business performance — not running their kitchens for them. The head chef team is strong; three have been with us over four years, two are newer but capable. You're inheriting leadership talent, not rebuilding from scratch.

We're growing — two new properties opening in 2027 — which creates opportunity but also demands. This role involves real travel: realistically three to four days a week you'll be at properties rather than at a desk. If you want a leadership role in a food-focused group with genuine ownership partnership and growth trajectory, this is it.

Step 3: Paint a Picture of the Role

Give candidates a realistic preview of what life looks like as your executive chef. At this level, that's less about daily kitchen rhythm and more about how the strategic leadership role operates — the balance of responsibilities, the relationships to navigate, the demands of the position.

Realistic previews are especially important at executive level, where a mismatch is costly for everyone. Executive chef transitions disrupt head chef teams, affect business performance, and damage careers. Candidates who understand what they're actually signing up for make better decisions and start with accurate expectations.

The danger at executive level is that job descriptions can sound impressive while obscuring reality. "Oversees culinary operations across the group" could mean genuine strategic leadership or constantly covering head chef gaps. "Works with the board on business performance" could mean influential partnership or presenting figures to be criticized. Honesty about what the role actually involves helps candidates assess fit.

Your goal is to help them understand what this leadership role actually involves and decide if it's right for them.

Use this 4-part approach:

1. Describe what a typical week looks like

Walk candidates through how the executive chef role actually operates. At this level, it's less about shift patterns and more about how time divides between strategic work, site visits, meetings, and leadership responsibilities.

Address the site visit pattern honestly. How much time will the executive chef spend at properties versus central functions? Is there a structured rotation, or is it responsive to needs? What does a site visit involve — full service observation, head chef meetings, kitchen audits, training sessions? Executive chefs need to understand the travel and presence expectations.

Describe the meeting and strategic work load. Executive roles involve significant time in meetings — board meetings, head chef meetings, operational reviews, planning sessions. What's realistic for this role? What strategic projects will they lead? What planning and development work happens between site visits?

Explain the balance between strategic and operational. In an ideal executive chef role, most time goes to strategy, development, and standards — not covering operational gaps. But reality varies. How often does your executive chef get pulled into hands-on work? What happens when a head chef is off sick or resigns? Be honest about where the role sits on the strategic-operational spectrum.

Talk about the communication demands. Executive chefs spend significant time on calls and emails — coordinating with head chefs, responding to operational issues, liaising with other functions. What's the realistic communication load? Are evenings and weekends genuinely protected, or is the executive chef expected to be available?

2. Explain what they'll actually own

Executive chefs want to understand the genuine scope and limits of their authority. What do they control versus influence versus simply execute?

Clarify their authority over culinary direction. Does the executive chef set menu strategy across the group, or do head chefs have autonomy with the executive chef setting guardrails? How do new concepts get developed — executive chef-led, collaborative with head chefs, or directed from above? What decisions require board approval versus the executive chef's call?

Describe their team authority. Does the executive chef hire and manage head chefs directly, or recommend with others deciding? What authority do they have over performance issues — can they address underperformance or make termination decisions? What's their role in developing head chefs versus leaving that to property-level management?

Explain financial accountability. What figures does the executive chef own — culinary GP across the group, labour costs, F&B revenue? What level of scrutiny is there on these numbers? What autonomy do they have to invest in quality versus pressure to hit short-term margins? Are there bonuses tied to financial performance?

Address operational decisions. Does the executive chef control supplier relationships and purchasing across the group? What latitude do they have on equipment investment, kitchen renovation, staffing levels? What requires approval from above, and from whom?

3. Describe who they'll work with

The executive chef role involves complex relationships in multiple directions. Candidates need to understand these dynamics.

The board or ownership relationship is defining. Be specific about what it's actually like. How often do they meet? What's discussed? How much autonomy does the executive chef have between reviews? When there's disagreement, how is it resolved? What support is available when things go wrong? Is the relationship collaborative partnership or oversight and accountability?

The head chef relationships are where culinary leadership gets done. What's the dynamic with the head chef team? Does the executive chef genuinely lead and develop them, or just coordinate and review? How much time is spent with each head chef, and what does that interaction involve? What's the balance of challenge and support?

Peer relationships with other senior leaders affect the executive chef's effectiveness. How does culinary work with operations? With HR on recruitment and development? With marketing on guest experience? With finance on budgets and performance? Are these genuine partnerships with mutual respect, or competing functions?

4. Be honest about the demands

Every executive chef role has challenges. Being upfront about them builds trust and attracts candidates who can genuinely handle them.

Name the particular pressures of this role. Is it the growth pace and the demands of opening new properties? The performance pressure from ownership or investors? The travel load and its impact on lifestyle? The challenge of managing head chefs across different property types? The political complexity of a large organisation? Different candidates handle different pressures better.

Address what executive chefs have found hardest about this role. What's the challenging part that someone from outside wouldn't realise? What's caused previous executive chefs to struggle? What do current team members identify as the difficult aspects?

Be honest about the trade-offs. If the scope is exceptional but the travel is demanding, say both. If the ownership relationship is excellent but the financial pressure is real, acknowledge it. If the head chef team is strong but the systems need building, be clear. Candidates can evaluate trade-offs when they're transparent.

Tips if you're unsure what to say

Talk to your current or recent executive chef. Ask them to walk you through a typical week. What surprised them about the reality versus the job description? What's harder than it looks? What's better than expected?

Reflect on why executive chefs have succeeded or struggled in your organisation. What patterns emerge? What do people need to thrive here that isn't obvious from outside?

Be honest about the operational pull. Many executive chef roles claim to be strategic but actually involve significant time covering for head chefs or running service. If that's your reality, be honest — some candidates prefer more operational involvement, but they need to know.

Example: Hotel Group

As executive chef, your week will vary, but here's what's typical:

You'll spend about three days a week at properties — usually two London sites and one trip to Edinburgh or Bath. Site visits involve observing service, one-to-ones with head chefs, kitchen walk-throughs, and sometimes training sessions or menu development work. This isn't clipboard inspection; it's genuine time understanding each kitchen and developing each head chef.

One to two days a week is central work — board meetings, planning sessions, head chef team meetings, supplier negotiations. The balance shifts seasonally; opening a new property means heavy site presence, quiet periods allow more strategic focus.

You'll own the culinary P&L across the group — you're accountable for food cost (target 26-28%) and culinary labour. You'll see full figures monthly and present to the board quarterly. You have authority to make purchasing decisions and manage suppliers; major investments like kitchen equipment go through approval.

Your head chef relationships are where the leadership happens. You're responsible for their development, their standards, their careers. That means regular one-to-ones, honest feedback, coaching through challenges, and advocacy when they need support from the business. When head chef vacancies arise, you lead recruitment and make hiring decisions.

The demands are real. Travel is constant — three to four days a week away from home is realistic. The financial accountability means board scrutiny on performance. And when things go wrong at a property, you're accountable for the solution. The trade-off is genuine scope and influence. You're shaping culinary direction across a growing group, developing multiple leaders, and having real impact at organisational level.

Step 4: Be Honest About What You Need

This section tells candidates what you're looking for — clearly, specifically, and honestly. At executive level, this means being clear about the leadership capabilities, experience, and working style that will succeed in your particular context.

The goal isn't to describe an impossible ideal. It's to communicate your actual requirements so the right candidates recognise themselves and the wrong candidates recognise they're not suited. Both outcomes are good. Executive searches are expensive and time-consuming; accurate self-selection helps everyone.

The common mistake at executive level is listing requirements that sound impressive but don't reflect what actually predicts success. Demanding "Michelin-starred experience" when you run casual dining. Requiring "20+ years experience" when your best executive chef had fifteen. Listing every possible competency when you actually care about four or five core capabilities. Inflated requirements signal that you don't know what you need, putting off thoughtful candidates while attracting overconfident applicants.

Your goal is to help the right candidates think "that's me" and the wrong candidates think "that's not for me."

Use this 4-part approach:

1. Define essential experience and capabilities

Be honest about what an executive chef genuinely needs to succeed in your specific context. Essential means they cannot do the role without it — not "would be nice" but actually required.

Consider what leadership experience is genuinely necessary. Have they led at scale before — managing multiple kitchens or outlets? Have they been a head chef with genuine responsibility for team, standards, and business performance? Have they demonstrated they can lead other leaders, not just brigade members? The title matters less than what they've actually done.

Think about what scale of operation they need to understand. Your executive chef needs to operate at the level of your business. Someone who's only ever run a single kitchen may struggle with multi-site complexity. Someone from a much larger organisation might find your scale limiting. What experience level genuinely fits your context?

Be honest about commercial requirements. Executive chef roles typically involve significant financial responsibility. Do they need P&L experience from day one, or can you develop those skills? What commercial understanding is essential versus learnable?

Consider strategic capability. Executive roles require thinking beyond the kitchen — business planning, concept development, organisational leadership. Have they demonstrated strategic capability, or have they operated purely at operational level? What evidence do you need?

2. Describe what leadership style thrives

At executive level, leadership style and cultural fit determine success as much as experience. Different organisations need different types of leaders.

Think about how your organisation makes decisions. Do you need someone who builds consensus and collaboration, or someone who makes clear calls and drives accountability? Do you need a diplomat who navigates complex politics, or a direct leader who cuts through? What style actually succeeds here?

Consider the head chef relationship style. Some executive chefs lead head chefs through close involvement and hands-on mentoring. Others set direction and expect head chefs to deliver independently. Some are supportive developers; others are demanding standards-setters. What does your head chef team need, and what will work with your organisational culture?

Think about the ownership/board relationship. Some executive chefs thrive with engaged, hands-on ownership. Others prefer autonomy and accountability-based relationships. Some need to manage up effectively with demanding stakeholders. What does your context require?

Be specific about what you value. "Strong leader" and "strategic thinker" are meaningless. What specific behaviours distinguish executive chefs who succeed here from those who struggle? Maybe it's someone who develops head chefs into leaders rather than just managing them. Maybe it's someone who combines culinary excellence with commercial pragmatism. Maybe it's someone who builds relationships across functions. Name what actually matters.

3. Be clear about what you're flexible on

Explicitly stating flexibility helps good candidates who don't tick every box, and signals that you've thought carefully about what matters.

Common areas of flexibility at executive level: The exact scale of previous experience, if capability translates. Specific sector experience (hotels versus restaurants versus casual dining), if leadership skills transfer. Whether they've held the executive chef title versus done similar work with a different title. Formal qualifications, if practical ability is evident.

Be specific about trade-offs. "We'd consider someone who's been a strong head chef of a large operation if they've demonstrated multi-site capability through other means." "Hotel experience isn't required if you understand complex, multi-outlet operations."

4. Address deal-breakers directly

If certain things absolutely won't work, say so upfront. Executive searches are expensive to get wrong.

At executive level, deal-breakers typically include: Fundamental gaps in leadership capability that can't be addressed. Incompatibility with your ownership/board dynamic. Geographic constraints that don't work with travel requirements. Working style mismatches that would create constant friction.

Be careful about over-designating deal-breakers. But if something genuinely won't work, being direct prevents wasted time.

Tips if you're unsure what to say

Reflect on your executive chef history. What did successful ones have in common? What did people who struggled lack? What did you think was essential that turned out not to matter?

Ask ownership or the board: What would you never compromise on? What experience has proven genuinely valuable? What working style fits how you want to operate?

Think about failure modes. When executive chefs haven't worked out, what went wrong? Leadership style? Ownership relationship? Commercial capability? Scale of operation? These patterns reveal what you actually need.

Example: Hotel Group

Here's what we need:

Experience: You've led at scale — managing multiple outlets or properties, overseeing a team of senior chefs, being accountable for business performance across an operation. That might be as executive chef elsewhere, as head chef of a large hotel with multiple outlets, or as culinary director in a group environment. The title matters less than whether you've genuinely led beyond a single kitchen.

Strategic capability: You can think at business level, not just kitchen level. You understand how culinary fits into overall business strategy. You've been involved in planning, concept development, or operational improvement at organisational level. We need someone who can work with the board on business direction, not just execute culinary decisions made elsewhere.

Leadership ability: You've developed other leaders — mentored head chefs, built teams, created career paths. You can lead without being in the kitchen yourself. You set direction and standards, then develop people to deliver them. You give feedback that changes behaviour and have difficult conversations when needed.

Commercial acumen: You understand P&L, food cost, labour management. You can balance culinary excellence with commercial reality. You're comfortable with board-level accountability for financial performance. We're not looking for an accountant, but we need someone who cares about the business side.

What we're looking for in a person: You want to build something, not just run it. You're energised by developing other chefs and seeing them succeed. You work well as a partner with ownership — collaborative but with your own views, aligned but not a pushover. You're comfortable with travel and the demands of multi-site leadership. You're honest about what's working and what isn't.

What we're flexible on: Exact sector experience — we care about leadership capability, not whether it's been in hotels specifically. Whether you've held executive chef title versus done equivalent work. Scale of previous operation, if your capability is evident.

What won't work: If you want to be in a kitchen cooking every day, this isn't the role. If you can't work productively with engaged ownership who have opinions about the food, this dynamic won't suit you. If you're not genuinely comfortable with significant travel, the role will be a struggle.

Step 5: Make the Offer Compelling

Now sell the package. Executive chefs considering your role are comparing you to alternatives — other executive opportunities, staying where they are, perhaps scaling back to a head chef role with less travel. Your job is to make the total value of working for you clear enough that you come out on top.

At executive level, compensation is significant but rarely decisive on its own. Executive chefs evaluate the total opportunity: scope and scale, ownership relationship, growth trajectory, quality of the organisation, lifestyle implications. Your job is to communicate all of this clearly.

Transparency matters at this level too. Executive candidates have networks, they know market rates, and they're sceptical of vague packages. Being upfront about compensation signals respect and confidence.

Your goal is to make them think: "This is the opportunity I've been looking for."

Note that "best opportunity" doesn't just mean highest paid. Some executive chefs prioritise scope and scale. Others value quality of ownership relationship. Others want growth potential and equity participation. Others are optimising for lifestyle after years of demanding roles. Understand what you actually offer and communicate it clearly.

Use this 5-part approach:

1. Be transparent about compensation

State the package clearly. At executive level, this typically includes base salary, bonus structure, and potentially other elements.

Be specific about the structure. What's the base salary? What's the bonus potential, and what's it tied to? What's realistically achievable — not maximum possible, but what a good performer actually earns? If there's equity, profit share, or other participation, explain it.

Address the full picture. Are there car allowances for travel? Accommodation support if relocation is needed? Other elements that affect total compensation?

2. Detail the benefits package

List specifically what you offer beyond salary.

For executive roles, cover: Holiday allowance and whether it's actually usable given travel demands. Pension and employer contribution. Healthcare — often more substantial at this level. Any executive benefits — car allowance, expense account, club memberships.

Be specific about each element. "Executive benefits package" means nothing without details.

3. Address work-life balance honestly

This matters at executive level, though the considerations are different than for head chefs. Executive roles can be more flexible in some ways (less tied to service times) but more demanding in others (travel, always-on expectations).

Be honest about travel demands. How many nights away from home is realistic? Is travel concentrated or spread throughout the week? Is there flexibility in how travel is managed?

Address the always-on expectations honestly. Is the executive chef expected to be available evenings and weekends? What happens during crises — are they expected to drop everything? How protected is personal time?

If your role offers genuine work-life advantages over typical executive chef positions, highlight them. Some organisations have built structures that make executive roles more sustainable. If you have, say so.

4. Explain growth and development

Even at executive level, candidates want to know about growth. Some want to pursue recognition and build industry reputation. Others want equity participation or ownership paths. Others want to keep learning and expanding their scope.

Be specific about what the role offers. What will they learn or experience here that advances their career? What exposure to board-level work, business development, or strategic planning will they get?

Address progression paths if relevant. Is there potential for broader operational responsibility? Equity participation? A route toward ownership or partnership?

5. Differentiate from competitors

Pull together your unique selling points into a direct case for why this opportunity beats alternatives.

What genuinely distinguishes your opportunity at executive level? The scale and scope? The ownership relationship? The growth trajectory? The quality of the head chef team? The organisational culture? The reputation platform?

Be honest about what you offer. Don't claim what you can't deliver. Executive candidates will discover the truth quickly, and trust matters more than ever at this level.

Tips if you're unsure what to say

Ask yourself: Why would your ideal executive chef choose you? What would a competitor have to offer to attract them? The answers reveal your genuine selling points.

Talk to your current or former executive chef. What made them take the role? What kept them (or caused them to leave)? What would they tell a peer considering it?

Example: Hotel Group

The package:

Salary: £70,000-£85,000 depending on experience, plus performance bonus up to 30% of salary tied to group culinary KPIs (GP, guest satisfaction, food hygiene scores). Realistic total: £85,000-£110,000 in a good year.

Additional: Car allowance of £6,000 annually for travel between properties. Accommodation support for the first six months if relocating.

Benefits: 30 days holiday plus bank holidays. Private healthcare for you and immediate family. Pension with 6% employer contribution. Complimentary dining across our properties.

Growth: If your ambition is building something significant, this is the platform. We're opening two properties in 2027 and have plans for three more by 2030. You'll be building the culinary team and systems to support that growth. For the right person, there's a conversation to be had about equity participation as we scale.

Work-life: We won't pretend this is a 40-hour-a-week role. Travel is significant, and the demands are real. But we've structured the head chef team so you're not constantly covering operational gaps. Your time goes to strategic leadership, not crisis management.

Why us: Genuine scope in a food-focused group with hospitality-experienced ownership who understand and respect culinary leadership. A strong head chef team you'll develop, not rebuild. Real growth trajectory with expansion plans that create opportunity. Board-level influence over culinary direction. If you want to build something significant with genuine partnership and support, this is the opportunity.

Step 6: Tell Them How to Apply

End with a clear, simple call to action. Executive chef candidates have options, and a confusing or impersonal process can lose them. Make it easy to express interest.

At executive level, the application process particularly signals how you operate. These are senior leaders evaluating whether to trust you with their career. A process that feels corporate, impersonal, or bureaucratic raises questions about what working with you would be like. A process that's clear, respectful, and personal suggests competence.

Your goal is to make connecting easy and professional.

Use this 4-part approach:

1. Keep initial contact simple

At executive level, candidates often want a conversation before a formal application. Make it easy to express interest without extensive requirements.

A brief message with background is sufficient to start a conversation. Don't require formal cover letters or extensive documentation just to express interest.

2. Explain what happens next

Tell them who they'll be speaking with. At executive level, candidates expect to speak with decision-makers relatively quickly — ownership, CEO, board members. If there are multiple stages, explain them.

Give a realistic timeline. How long until they hear back? What does the full process typically take?

3. Make it personal

Provide a direct contact — ideally the person who will make the hiring decision. "Send your interest to james@group.com — I'm the CEO and I'll respond personally" creates connection.

Offer the opportunity for conversation before formal application. At executive level, candidates often have questions and want to assess fit before committing to a full process.

4. Create appropriate urgency if genuine

If there's a real timeline, share it. If you're open-ended, be honest about that too.

At executive level, don't manufacture artificial urgency. These candidates are experienced enough to recognise it, and it damages trust.

Tips for the process

Be responsive. Executive candidates have options. Slow responses signal how you operate.

Expect a conversation, not just an application. Executive searches work best when there's dialogue early — both sides assessing fit, asking questions, understanding the opportunity.

Respect confidentiality. Many executive candidates are currently employed and not publicly searching. Handle applications discreetly.

Example: Hotel Group

If this sounds like the right opportunity, I'd like to hear from you.

Send a brief note about your background and what interests you to james@group.com. I'm the CEO — I'll read it personally and respond directly.

Here's what happens next: If your background looks like a potential fit, I'll arrange a call — usually 45 minutes to an hour to discuss the role, answer questions, and get a sense of each other. If we both want to proceed, you'll meet with our Chairman and visit two of our properties to see the operations and meet head chefs.

For serious candidates, we'll arrange a working session — not a formal presentation, but a genuine conversation about how you'd approach the role, what you'd want to learn in the first months, and how we'd work together. This is as much for you to assess us as for us to assess you.

I understand that at this level, you may have questions before deciding whether to formally apply. If you'd like an informal conversation first — no commitment on either side — email me and we'll arrange it.

We're hoping to have someone in place by late spring, but this is an important hire. We'd rather take time to find the right person than rush into the wrong one.