I start my day by checking my emails, because that is where the day’s reality shows up first. Before I even think about prep, service timing, or what station I will be on, I open my inbox to see what changed overnight. In events and banquet work, one message can shift the entire plan, so I treat email like my first station check. I am not reading casually. I am looking for anything that will affect execution, like last-minute function updates, revised headcounts, timing changes, VIP notes, dietary restrictions, and menu adjustments. If a client has made changes, I need to understand exactly what items are impacted and what mise en place needs to be updated. If the timeline shifts, I adjust priorities immediately, because time is the one thing you cannot recover later. If purchasing flags a supplier issue, I plan substitutions early instead of trying to fix it in the middle of service. If an allergy note comes in, I make sure it is clearly communicated so there is no confusion on the pass.

Once I have the emails under control, I walk into the kitchen and read the room. I check cleanliness, labels, storage, and how the station was left from the previous shift. A kitchen tells the truth quickly, and I do not believe in rushing into prep if the foundation is messy. When the basics are stable, I move into receiving and quality control. I check temperatures, packaging, smell, texture, and counts, because signing off on ingredients is signing off on the standard. After that, I settle into prep mode and build my service through discipline. I portion proteins evenly, reduce sauces properly, skim stocks with patience, pick herbs clean, and set up garnishes so they stay fresh. I stay strict with mise en place because I know what happens when mise is weak: service slows down, stress rises, and mistakes multiply.

Throughout the day, I taste constantly. I taste because seasoning shifts as reductions concentrate, and ingredients behave differently depending on the day. Salt is never finished in one step, and acid needs to be corrected depending on the produce. I keep flavour consistent because consistency is what guests remember, especially when you are cooking for volume. At the same time, I am always managing the gap between plan and reality. Deliveries run late, manpower changes, VIP requests appear without warning, and suddenly the day asks you to adapt. I adjust, I simplify where I need to, and I protect the quality where it matters most. I do not like drama in the kitchen. I prefer calm decisions and clear communication, because a steady chef creates a steady team.

As service approaches, my focus tightens. I check mise en place again, confirm backups, and make sure sauces are held correctly and tools are ready. I prepare the pass like I am preparing a stage. When service begins, time compresses. Tickets come in, plates move out, and the pass becomes the centre of everything. I watch rhythm and standards at the same time. If a station struggles, I support it before it collapses. If a plate is not right, I fix it before it leaves, because once it is out, it is no longer ours to correct. Pressure is part of the job, but I do not use pressure as an excuse to lower standards. Something will always go wrong at some point, a sauce breaks, a plate needs to be remade, an allergy note comes in late, someone drops a tray, and my job is to recover quickly and keep the kitchen moving without losing control.

When service ends, the work changes but it does not stop. I break down my station, label and cool items properly, store everything safely, and reset the kitchen so the next day starts clean. I track wastage because waste is not just money, it is a sign of weak planning. I clean like tomorrow matters, because it does. Then I reflect on the day, what sold fast, what slowed the pass, what was inconsistent, what I can improve, because I do not rely on mood or talent. I rely on systems, and systems keep quality alive even when you are tired. That is my day in the kitchen. It is not glamorous, but it is honest work, and even if guests never see me, they feel the result on the plate.

From 3pm to 5pm, several important meetings take place, including the Chefs’ meeting, Events and Sales meeting, Food Waste meeting, and Banquet Orders meeting. It is crucial to manage these effectively so that my team clearly understands the preparations needed for the following day and the next two days.