very unique style that was very much part of my sole and get it on a plate. Some of it was very classically driven, but then how can you make a Parfait better? We worked out that if you cooked it lower and longer you don't get the grainy effect on the sides. Where as traditionally you cook a Parfait, the middle if beautiful. You would trim the sides and throw away those bits - what is the point in that! Just keep it at the temperature where it is never going to coagulate; so we learnt that and now we have a Parfait that takes an hour and a half to two hours, we never take it above 62. It's perfect. For me, it's one of those dishes that has evolved. That's what we do. We question everything. The first few years it was very hard to get the calibre of staff I was looking for. It was only when we won the star in 2003 that things started to change. We have been very fortunate but it has been very hard. Any business is very hard in this climate. I have talked to a number of chefs in the business, up and down the country, we are all finding it very difficult. But we are all still in business. Yes. "¦ And that is very promising. Sat, how big an influence were your parents to your cooking? Your parents are of an Asian background. How much has that influenced you as a chef? I don't think they influence me as a chef. I think they influence me in the way to eat. OK. Because eating at our home was a pinnacle point. It was a get together of the family. So what ever you were doing; regardless of your age; or your studying or what ever we did, you had to be at the table for 7. Right. We sat down as a family, which, as you know is missing these days. Yes, sadly missed. And what we have done from that is we have a Chef's table. Every night at 5 O'clock we all down tools and we sit together and eat. Lovely. So, it's a nice family feel. There is no hierarchy, so it allows everyone to be equal. The chefs put a menu together for the week; everyone knows what they are having. Everyone gets excited about food. We cook as good a food for them as we do for ourselves because it's important that we all share that passion. It's not cheap - I spend a lot of money on staff food. We look after them. I think it's important. As far as my family were concerned, food was a real big part of our culture; sitting around the table and enjoying the food. Sikhs are very passionate about food, they eat very well and that's what rubbed off on me. Yes, and that enthusiasm for food comes across when we are talking, now. You have been hugely successful and, I guess Great British Menu raised your profile even further. Yes, it was phenomenal. And we do sometimes hear Chefs saying "No, I don't want to do telly." But realistically it has got to be good for business, hasn't it? Yes, but I actually said no in the beginning to The Great British Menu. Why? Umm, I think it was the thought of stepping your toe into the unknown. You don't want to come across as a fool or a gimmick. You don't want to become a novelty. You want to be representing you trade and craft; you don't want to be ridiculed. But then, I remember speaking to my wife, and I said "They really are pestering me to do this now, what do you suggest?" And we couldn't see anything wrong with it - just be yourself. I think from my point of view, as a viewer, I think it's the best programme for Chefs to watch. Yes. And there are people like you on there, Nathan (Outlaw), Alan Murchison - some great names. No disrespect to Ready Steady Cook and things like that, but it is driven at a different market. I had a great time because I was myself. If I had tried to act a certain way it would have come across as contrived and I would have felt (and looked) uncomfortable. And getting through to the final was ultimately the goal. The Duck Egg is something that we still have on the menu now and we probably sell 70 or 80 a week. Have sales for that dish increased since The Great British Menu? We get people travelling from all over the country to come and try that dish. Really? Fantastic. I put it on the menu, originally, as part of the Tasting Menu. My wife, ever the business woman said "Sat what the f*** do you think you are doing? People are coming here to eat that - charge for it." So we now charge £15 for an extra course and we sell 70/80 a week. So there you go, business dictates. Yes. We took a massive hit of people coming to try us out - people are sitting in their living room and they see you on TV and they make a judgement as to whether they like you or not, probably within the first 10 minutes of seeing you. So as a follow on from the TV programme, we only got people travelling to us who actually liked what they saw; the others stayed at home. Television is the most powerful tool but you have got to make sure you get it right. Yes. So you can't bastardise yourself and that is why The Great British Menu is great for showing off Chefs that are unknown; it puts them on the radar and it puts customers on their seats. You can't knock it. A little bit about Sat Bains Restaurant. What is the concept of the food here? On the menu it's clearly marked: Taste Texture Temperature. Tell us about your philosophy behind that. I like texture, the Sweetcorn dish for example "¦ I tried that. Did you like it? Yes. But the whole dish has three elements to it: roast sweetcorn; popcorn power and popcorn sweetcorn ice cream and sweetcorn soup. So you have the temperature, taste and texture. So when you eat it your whole palate is given a "working over". But it makes so much sense because that is just one ingredient and you are showcasing all it's elements. And that is what true chefing is all about for me. For me, that is what the driving force is. I have always been interested in creativity; I don't want to do what somebody else has done. I have always wanted to give something that is quite unique but not just for the sake of it. I do it so that I can do some research; I don't want to be a lazy chef. Yes, it's fantastic having a Michelin star but you do need an identity. Yes, of course you do. I want to hear people say "Bloody Hell you need to see what Sat is doing with his team." I want to be known for being creative. So if someone has travelled, say from where you are in Dorset, I want to blow them away. Otherwise they have had a wasted journey and I hate that.Yes. I would hate the idea of someone coming all this way and being let down. It hurts. If someone has got the passion or the vision and they have gone away a little bit hollow it kills me because I've not delivered. And we have to take that on the chin. The driving force is that I want to give you something that tastes amazing. That's it. Yes. Regardless of accolades or hierarchy of who's done it. I want to give you something to remember. That's what people will remember. I love the fact that this restaurant is in a derelict area; under a pylon and flyover and you can hear the traffic "¦I love that because it makes us try harder. Yes, and it makes you quite unique as well. I like that; it's already a challenge before we open the door. Last question"¦ Yes. It's been a tough year, what do you want to achieve in the next twelve months? Well, I know it's not over. I think it's a lesson for all of us. It's the first recession that I've had a business in, so it's very hard. My business partner is my accountant. We are very strict. We have a great policy of letting all the staff know how the business is run. I give the kitchen a budget every week knowing what I have got booked. So I say I've got £1200; £1500 or £2000 or what ever it is, a week to spend and they deliver. Because that means the two most important people in your business: the one that is answering the phone and the one that buys the produce know what is expected. If you can control those two areas, because that is where money is coming in and going out, you're in a better position straight away. So my guys know that if they over spend it will have a knock on effect for purchasing the following week. They are going to be running their own business one day so lets teach them early how to manage it, then they are helping you run your business. I don't want them to get into a false sense of security; I want them to feel the pinch. If the KP's get to 59 hours and the budget is 60, then John sends them home and we do the washing up ourselves. Sat, thank you very much for your time today. It has been a privilege to meet you.