Chefs, philosophers, visionaries: What MAD Symposium 2025 was like

Platform MAD (Danish for "food", but also English for "madness") was born out of a desire to change the world through food. This year, after a seven-year hiatus, the MAD team has prepared a MAD Symposium under the theme Build to Last - how to create gastronomy, businesses and communities that survive crises and be sustainable in the long term. Twenty speakers took turns on stage, sharing their approach to running a business, building a team, a meaningful project or collaboration.

In his opening remarks, project founder and chef René Redzepi recalled that this year marks 15 years since the first MAD Symposium - and also drew attention to the pause since the last meeting, during which time the world has changed: the arrival of covid, the advent of artificial intelligence and fundamental social and gastronomic changes.

MAD, he said, was created to educate the leaders of today and the future. Just as bread is passed at the table, MAD passes on ideas. "How do you run a business while constantly adapting to a world that is changing every moment?" Redzepi asked himself a fundamental question. He sees the search for balance as one of today's biggest challenges.

He sums it up by saying, "We strive to be excellent at work and present at home." He also reminds us that the goal is not just to survive, but to thrive - "Thrive, not just survive". He sees creativity as a cure for burnout and the key to retaining a love of cooking.

Day One: Where we come from

Roman Krznaric, philosopher and author of the book The Good Ancestor, conceived his lecture as an introduction to how we can become good ancestors. He reminded us that when we make decisions, we usually consider only the short term - as if we are "colonizing the future" without considering those who will come after us. He presented three approaches to long-term thinking that will help us change our perspective:

• Cathedral thinking: the thinking of cathedral builders who knew they would not see the completion of their work, yet built it with faith in the future. Or the Suez Canal - it is several times bigger than it needed to be at the time it was built, which means we can still use it decades later.
• Legacy mindset: with every important decision, we should ask ourselves: Will it be good for the seventh generation after us?
• Empathetic imagination: The ability to empathise with other people and their perspectives.

Krznaric's message was clear: If we want to build a world that will endure, we must go far beyond the horizon of our own lives in our deliberations.

Sobriety is an opportunity

Mickey Bakst gave a very candid talk. He spoke about a topic that is still overlooked in the field - addiction. Bakst described how he was drawn to the world of foodservice by acceptance, belonging and community. At the same time, he realized that this very world often naturally accepted his addiction to alcohol. "The hospitality industry accepted my addiction as much as I accepted myself," he admitted.

After years of living in a self-destructive cycle, he ended up in the hospital with a clear diagnosis and prognosis: One more drink and you die. And that was the turning point. Back made it through - and decided to help other people. In 2016, he co-founded the organization Ben's Friends, named after the tragically deceased chef Ben Murray. Today, this community offers a space for hundreds of foodservice employees across the United States - a safe environment for sharing, support, and a path to sobriety without stigma.

Bakst encourages the entire industry to take greater care of its own people - just as we lovingly prepare food for guests, we should also care for those who serve it. Instead of the traditional "beer after shift," he suggests a staff dinner. Instead of alcohol, joint leisure activities. Instead of silence, open conversation. Because, as he says, "we can't go on working without our employees."

He also stresses that sobriety is not a limitation - it's an opportunity. An opportunity to create an environment in which to build a career and a life of self-respect. If gastronomy is to be truly "built to last", it must be sustainable not only for the planet but also for the human soul.

The profession is about people

An interview between Rene Redzepi and Thomas Keller, the legendary chef of The French Laundry, delivered a powerful message about leadership, humility and long-term responsibility. Keller, one of the early proponents of the farm-to-table approach, spoke of a legacy that transcends the kitchen. He reminded us that perfect food doesn't exist - but it's worth striving for.

Keller advocates that we shouldn't talk about the industry as a "catering industry" but as a profession.Hospitality is a profession, not an industry."Hospitality is an industry, not an industry. That is why it emphasises the three pillars of daily self-care: exercise, diet and sleep. Even in the kitchen, he says, there should be a culture that develops everyone involved instead of exhausting them.

As a mentor, he believes that mistakes are a necessary part of growth. If everyone is just praising you, you're not moving forward. A true mentor, he believes, should to raise someone who will one day surpass them. When you bring a new person into the team, it's not just a moment of selection - you need to shape them, guide them and give them ideas to carry forward.

Keller himself used to be a big introvert and communication was not his strong point - he had to consciously transform himself to do what he does today. He did, and he now inspires hundreds of others. And he likes to remind us of a simple rule: "If you're not having fun, your guests aren't having fun."

The ocean as a resource

Ángel León, nicknamed "Chef del Mar" (Chef of the Sea), is a visionary who has turned the ocean into a source of culinary and ecological inspiration. At MAD7, he showed that the future of food may lie beneath the surface. But he also pointed out that we are still eating only a small part of what the sea has to offer. In his three-star restaurant Aponiente in Spain, he therefore also serves species of fish that are not normally considered attractive.

Together with his team members, he works with marine planktonwhich he uses as a seasoning, colouring and nutritional supplement. León is also one of the few to grow and serve sea rice (Zoster Maria) - a plant rich in omega-3 fatty acids that needs no fresh water, soil or pesticides. It is also testing other crops such as Cannavalia maritima, the sea "soybean", symbolically linking ocean and land.

Values form the basis of the business

Bérangère and Blanche Loiseau - daughters of Bernard Loiseau, one of the founders of the new French cuisine - told how a deep understanding of their father's values kept the restaurant three Michelin stars after his tragic death. Bernard Loiseau voluntarily ended his life in 2003 for fear of losing his Michelin stars, although there was no sign of that happening.

Bérangère spent months poring over her father's notes, diaries and interviews with him to extract the most important things from them - the values that today form the solid foundation of the business. The team consciously reminds itself of these principles every day. It is thanks to this leadership and continuity that the restaurant retains its three stars to this day.

The message is clear: Sustainability is not just about raw materials or the planet. It is also about caring for people, psychological hygiene in the kitchen and consciously maintaining a cultural legacy. This does not mean repeating the past. It means understanding it deeply enough to move into the future with integrity.

Taking over the family business

Justin Pichetrungsi, formerly art director at The Walt Disney Company, took over the family restaurant Anajak Thai in 2019 after his father suddenly fell ill. There was no pressure on Justin to continue the family business - but when the decisive moment came, he didn't hesitate. He left his current career and moved into the kitchen he'd known all his life - even if only from the outside.

He brought creativity and experience from the art world to the restaurant: systems thinking, working with emotions and storytelling. He says: "Creativity is like money. You can transfer it from one account to another." It is this that has allowed him to modernise the business without losing its authenticity - holding on to Thai traditions but developing them at the same time.

His advice on how to take over a family business? Argue with your parents - and then take their advice. Combining roots and a new perspective is the key to long-term sustainability, he says. "The kitchen is just another canvas," he sums up.

The farmer as role model

Pablo Usobiaga brought a powerful message about the land, the soil and who we value in society. He presented his Arca Tierra project, which is dedicated to the restoration of chinampas - traditional Aztec water gardens on the outskirts of Mexico City.

These floating beds, made up of organic material and interwoven with a network of canals, once supplied the entire city with food, while being an ecological and self-sufficient system. They were largely destroyed after the arrival of the Spanish conquistadors, and only a tenth of them survive today. And Pablo is convinced that their restoration is the way to the futurethat is both sustainable and just.

In his eyes, farmers are not only food producers, but also guardians of ecosystems and bearers of important knowledge that the modern world needs more than ever. At the same time, Pablo called for a rethinking of our models: "Why do we look up to billionaires when we are fed by farmers?" His dream is a world where the social but people who care about the land and the community.

Day Two: Where are we going

When something doesn't work, increase quality

Yvon Chouinard, founder of the Patagonia brand, talked about a business that rejects conventional rules. It refuses to grow at any cost, it refuses the consumer mentality - instead it builds on a simple but radical idea: fewer things, but better.

More than half a century ago, Chouinard founded a company that uses 100% organic cotton, promotes repairs instead of sales, and actively discourages customers from unnecessary consumption. Money has never been a goal for him - he has always put people and nature first. That's why Patagonia is consciously limiting its growth and invests all surplus profits in environmental protection.

He draws inspiration from Japan: when a company encounters a problem, the solution is to improve quality. Quality of products, relationships and decisions. And a truly sustainable company, he says, is one that its employees believe in.People leave companies they don't trust." That's why Patagonia is building a company culture based on real values - not marketing slogans.

And what would he do if he opened a restaurant? "I would just cook beans and rice. The best varieties, with the best technique. One single dish - but perfectly." That sentence sums up his philosophy. Do less, but with the utmost care. And above all: to feel responsible for every part of what we create.

The truth about farmed salmon

Four Icelandic fishing guides (Alexandra and Andrea Hermóðsdóttir, Áslaug and Arndís Árnadóttir) have opened up a crucial topic - the dark side of farmed salmon. Their presentation began with a shocking fact: For every one wild salmon there are 225 farmed ones today. They described the reality of marine farms - huge overcrowded cages in the ocean where salmon live in permanent stress. The fish lose their natural instincts, and when they do manage to escape from the farm (as they routinely do), they interbreed with wild salmon, disrupting their genetic lineage and reducing their chances of survival.

In addition, farmed salmon are often given pesticides, antibiotics and artificial colours. Residues of these substances remain in the meat - which is why farmed salmon is not recommended for children or pregnant women. At the same time, fishermen have pointed out that although the demand for salmon is enormous, there are more sustainable alternatives - such as closed land-based farms where there is no risk of contamination of the surrounding countryside. And the main message? The sea is not a factory. And the health of our oceans starts with what we put on our plates.

The future is rosy

Rob Hopkins, author of How to Fall in Love with the Futurebegan his lecture with a message of hope that relies on the power of imagination. He argues that climate change is not complicated - just complex and that solutions already exist. We don't need new ideas, but a fairer distribution of what already works.

According to Hopkins, we have "colonized the future" - leaving it to future generations to deal with the consequences of our behavior. But instead of passivity, we need practical imaginationthe ability to imagine a world where positive change has already happened. Such a vision creates desirable "memories of the future" that motivate us to action.

He gave concrete examples: cities for people instead of cars, less concrete, more green spaces, dishes made from the fruits of urban gardens in school canteens. He reminded us that even small steps - like a company garden whose produce employees take home - can affect where we want to work and live. The conclusion was powerful and encouraging: "I was in the future - and we won."Because the stories we tell today create tomorrow.

How to recognize the qualities of employees

Josh Niland, known as the "Fish Butcher"offered an inspiring perspective on how to lead a kitchen and a team. His approach is based not only on culinary precision (for example, in making the most of the whole fish), but also on a deep understanding of people and their natural strengths. An important lesson he took away from Heston Blumenthal's kitchen - Josh was impressed there that a true leader is not afraid to admit that his team members are better at something than he is.

Today, Niland uses an innovative tool Working Genius (a concept of Patrick Lencioni's, an American author of books on business management, and in particular team leadership), which helps to divide the team according to the types of work energy - from those who challenge the established order, to creatives and motivators, to those who see tasks and projects through to the end. With each new team member, they first work together to find out: what they find fulfilling, what they can do but don't enjoy, and what they should avoid because it's draining.

The key, according to Niland, is not to cast roles based on performance, but on internal energy. This creates a team that is sustainable in the long term - not only is it efficient, but there is a sense of satisfaction. The message is clear: Successful business is not just about raw materials or technology, but about understanding people.

Power is a privilege.

Asma Khan, chef and owner of London restaurant Darjeeling Expressshared a message of leadership that is not about power but about responsibility. She stressed that leadership is not only about performance and profit, but also about what we owe each other - to the people on the team, to the guests, to the company and to future generations.

Gastronomy, she said, is a joyful discipline but also a powerful tool for social change. Khan mentioned with exaggeration that if you ask, who cooks the best, most people will say their mom or their grandmother. But when you look around kitchens, no chef looks like a grandmother or a mom. So in her restaurant she employs only women - mostly migrants with no previous experience - and gives them a chance to learn to cook and stand on their own two feet.

"Power is a privilege - and those who have it should use it to open doors for others," she said. And she added a powerful simile:"In the kitchen, we learn that when we burn something, we start over. In life, it's the same - but not everyone has the same opportunity to start over. The job of leaders is to give that opportunity." Her own cooking is based on the tradition of Indian women - Asma learned from her mother and grandmother. Just the respect for ancestry, history and tradition is the foundation of true authenticity, she says.

Collective success and benefit for all

Erin Wade, the founder of the California restaurant Home Room, left the legal profession and moved into the kitchen with the goal of creating a fair and safe work environment. Her main idea is that collective success is worth more than individual performance. "The missing source of success is often the collective approach," she stresses. Yet collective solutions can bring the greatest and most lasting value - not only to the company, but also to the people who work there.

In her restaurant, she therefore follows the rule that every decision, every change should benefit all parties: the team, the guests and the business. As a result, Home Room achieves extraordinary results - employees stay on average ten times longer than the norm in American dining.

An important tool is open-book approach - All team members know the numbers and are involved in decision-making. However, Wade also warns. One wrong person can destroy the entire company culture."That's why she doesn't hesitate to fire even a capable employee if he or she doesn't respect the team's values.

An example of a collective solution is a system colour-coding desks for better communication and staff safety: yellow = tense atmosphere, orange = need assistance, red = guest annoying staff. This simple system has reduced the number of incidents by 50% and has been adopted by other restaurants.

Long-term and meaningful

The theme of "Build to Last" was reflected in all the presentations - from philosophical reflections on legacy for future generations, to a personal story of overcoming addiction, to concrete examples of leadership and caring for the team.

The common denominator was the desire to do everything in a meaningful way, with respect for people and the planet, and the search for a balance between quality, care, responsibility and innovation. The future is not just about technology or raw materials, but also about people, relationships, empathy and the ability to create an environment that is sustainable economically, environmentally and humanly. Building gastronomy in a way that makes sense. Long term. For everyone.