Albert and Michel Roux Jr plan two more UK restaurants

Planning has just been approved for the business in the Midlands, but Albert Roux told BigHospitality it is likely to be two years before it opens.

“We’ve just had our change of use accepted and have done a lot of work already, but it’s a listed building so it will probably take us two years to prepare it for opening,” he said.

“It will be three businesses all attached together – the charcuterie, the deli and a restaurant. The charcuterie and deli will be places where people can buy food to take home while the restaurant will be French, but quite simple, a place that won’t break the bank.”

Work is still in progress for the second planned restaurant which may open on the site of a former post office in Essex.

The business would be owned by a family friend and run by Roux and his son Michel Roux Jr.

“A friend of mine who is not a restaurateur, but has always wanted to have a restaurant came to see and asked if Michel and I would run it for it for him,” he said.

“It will depend on getting change of use and planning, but it could be an interesting project if it goes ahead.”

Consistency​

Speaking to BigHospitality at The Restaurant Show at Earls Court 2 earlier today following his Centre Stage demonstration ‘The versatility of bread – why it’s no longer a brown and white issue’ Roux, who has been in the in industry for 60 years, said the secret to a successful business was ‘consistency’.

He said it was one reason why he had been an ambassador for French bakery group Bridor for the last 25 years.

“I have always looked for products that can be consistent and are well-designed. I don’t endorse many products, but Bridor’s Arc en Ciel range is consistently good. We use it for afternoon tea in our restaurants.

“I’m not saying chefs shouldn’t make their own bread, some do and do it very well, but having this means you can be consistent and that is key to providing what the customer wants.”

Roux said many businesses, particularly large hotels had stopped running training academies for pastry chefs so now had to rely on sourcing products, such as bread, from outside their own kitchens to maintain consistency and quality while also keeping an eye on profit.

“We have stopped developing talent in the pastry section. Hotels used to have big training sections in pastry, but you have to live in your time. Now the biggest cost isn’t the product, it’s labour and sometimes it doesn’t pay to make everything in your kitchen.”