I recently went one-on-one with Michael White, co-founder of Altamarea Group and BBianco Hospitality. Michael is a five-time James Beard Award nominee, and his restaurants have earned multiple Michelin stars.
Adam: Thanks again for taking the time to share your advice. First things first, though, I am sure readers would love to learn more about you. What would surprise people most about you? And what is the most surprising thing about life as a top chef?
Michael: I think people will be surprised to learn that I try to keep things cool and calm and always keep perspective on what we’re doing. Restaurant kitchens have a reputation as being pressure cookers, and oftentimes they are, but at the end of the day, we’re not saving lives; we’re cooking. When you’re leading a kitchen, you’re also mentoring the future. How I act in the kitchen directly reflects how the restaurant runs, and potentially how future restaurants will run when my current staff might be managing kitchens of their own one day. That’s something I take seriously, and it’s why I’m very calm while working.
The most surprising thing about life as a top chef, and something that people don’t realize, is that we often aren’t eating the food we cook. Of course, we’re tasting for quality control, but when I get home from work, I’m often starving. The truth is, we don’t really have proper sit-down meals in our own restaurants.
Adam: What is the most surprising thing about the restaurant business?
Michael: The most surprising thing about the restaurant business is that it never stops moving. It keeps you on your toes every single day. Things change one moment to the next, and if you want to stay relevant, you have to keep your foot on the gas and constantly reinvent yourself. I’m sure that rings true for anyone in business, but it’s really palpable in this industry because the physical things we’re creating go in and out of relevancy very quickly. And, of course, the hours are crazy!
Adam: How did you get here? What experiences, failures, setbacks, or challenges have been most instrumental to your growth?
Michael: It’s been a long road to BBianco Hospitality, the current restaurant group that I operate with my business partner, Bruce Bronster. There have been tons of setbacks along the way. In this business, they happen almost daily. Early on, it’s about getting opportunities, getting the chance to prove yourself, and sometimes not getting it right the first time. But those moments are what shape you.
When I opened Marea in New York with a previous group, it was during the financial crisis. That was a real test. Opening a restaurant at that time meant dealing with uncertainty, tight budgets, and people who weren’t spending like they used to. We had to rethink everything: menus, staffing, how the kitchen flowed, how we connected with guests. It was stressful, but it taught me how to make tough decisions and build a team that could stay calm under pressure.
Then, more recently, we had the pandemic. Overnight, everything changed. Restaurants closed, staff were furloughed, and the whole industry was turned upside down. We had to figure out takeout, delivery, safety protocols, and basically reinvent how we operated in real time.
Even now, running a restaurant in New York has its challenges like staffing shortages, rising costs, and unpredictable nights. Every day demands focus, quick thinking, and leadership. But that’s what keeps it exciting. Those challenges force you to stay sharp, adapt, and keep growing.
Adam: What do you believe are the defining qualities of an effective leader? How can leaders and aspiring leaders take their leadership skills to the next level?
Michael: As far as leadership goes, one of the most important qualities is taking a real interest in the people you work with and their continued growth. I learned that from my mentors. In professional kitchens, knowledge is always passed down. It’s a tradition. Everything you learn comes from someone who took the time to teach you, so it’s incredibly important to give back.
In a kitchen, cooks move through different stations and roles, and the ones who are inquisitive and eager tend to get the most out of the experience. But as a leader, you have to be patient and actively guide that process. You have to allow people to progress and develop. You can’t stifle them; rather, you need to create an environment where they can improve and find their own path by feeling comfortable and safe enough to explore.
For aspiring leaders, the most important thing is to stay a student of the craft. Keep pushing yourself, keep learning, travel, experience different cultures and cuisines (this is important regardless of your industry), and stay curious. Leadership isn’t about standing still; it’s about constantly evolving and making sure you’re continuing to grow alongside the people you’re mentoring.
Adam: What is your best advice on building, leading, and managing teams?
Michael: When you’re building a team, it’s important to remember that not everyone is the same, and that different team members can provide specialized value. I’m always looking for people who bring something different to the table. The best teams are made up of individuals with different skill sets, perspectives, and strengths that complement each other.
As for managing, especially in the kitchen, there needs to be a sense of equality and shared purpose. No matter the title, we’re all there to do the same thing: serve the guest and deliver the best possible experience. When everyone understands that the work is about the customer, it creates a stronger sense of teamwork and accountability. This applies to any company or team that is working with clients, catering to the public, or building a product.
Adam: What are your three best tips applicable to entrepreneurs, executives, and civic leaders?
Michael: 1. My advice is to really embrace technology and learn it to the fullest extent. Utilize every resource available to you. Years ago, a lot of these tools didn’t even exist. At BBianco Hospitality, in addition to running a restaurant group, we’re teaching people how to run a business. That includes everything from handling HR issues and back-of-house payroll to managing time systems and using software for inventory and purchasing. Entrepreneurs, executives, and leaders need to put in the backend research time to stay on top of emerging tech that can make processes smoother and help everyone work to their highest potential.
2. Stay constantly curious about the business and about life. The moment a chef thinks they know everything, that’s when they’re headed in the wrong direction.
3. Have empathy. In our restaurants, we have empathy for every diner. Everyone is a VIP. In a typical work scenario, have empathy for your boss, your employees, your clients, and anyone that you interact with. Also, it’s ok to have a healthy amount of paranoia, just enough to keep you on your toes.
Adam: How do you unlock your creativity? How can anyone unlock their creativity?
Michael: For me, unlocking creativity comes from going out to eat and from traveling. Travel is huge, not just for chefs, but for anyone, because experiencing new places, cultures, and flavors naturally sparks fresh ideas, plus being outside of your comfort zone stimulates growth.
I also take walks. Often, it’s just a scent or a sight that can trigger a memory or inspire a new idea.
Adam: What is the single best piece of advice you have ever received?
Michael: You’ve got two ears and one mouth, so you should be listening twice as much as you speak. Being a good listener is essential in any field of management because if you’re not listening, you can’t truly deliver bespoke leadership or help individuals reach their full potential.
