Marco Pierre White famously returned his three Michelin stars in 1999. Alamy
Marco Pierre White famously returned his three Michelin stars in 1999. Alamy
Marco Pierre White famously returned his three Michelin stars in 1999. Alamy
Marco Pierre White famously returned his three Michelin stars in 1999. Alamy

Marco Pierre White says the UAE has hit peak fine dining with ‘16 courses of little knick-knacks’


Saeed Saeed
  • English
  • Arabic

The UAE’s fine dining scene is at a crossroads, according to Marco Pierre White. Restaurants can either pursue exclusivity or reclaim some of the fundamentals increasingly lost amid the Michelin-fuelled glitz and glamour.

In an exclusive interview with The National, the British celebrity chef – who famously returned his three Michelin stars in 1999, stepping away from the relentless pressures of fine dining – is concerned that some of the UAE's well-heeled restaurants are approaching a state of peak haute cuisine.

"Sixteen courses of little knick-knacks? That’s not eating. That’s a canape party. I’d rather have my teeth pulled," he says. "The most important part of any restaurant isn’t just the food, it’s also the environment. People want to feel comfortable and relaxed. Give them good service, a proper plate of food at a reasonable price, and they’ll come back next week."

White doesn’t dismiss the thrilling complexities and possibilities of molecular gastronomy – after all, the menu at his former eponymous Michelin-starred London restaurant was renowned for its meticulous techniques, such as roasting up to 36 chickens each morning solely to extract juices for a signature in-house stock. However, he argues, the growing focus on such culinary intricacies is increasingly out of step with the concerns of today’s patrons.

Similar to residents of London and New York, those in the Gulf are not immune to rising costs of living, White adds. Coupled with the emotional strain some expatriates feel being away from home, he suggests many diners in the UAE should instead be drawn to well-made meals offering comfort rather than pure virtuosity.

Chef Marco Pierre White has teamed up with Dubai company Meals on Me. Photo: Meals on Me
Chef Marco Pierre White has teamed up with Dubai company Meals on Me. Photo: Meals on Me

It is partly for this reason that he teamed up with UAE food delivery service Meals on Me, where he will help curate select meal plans. While his input is yet to be revealed, he alludes to it being the kind of comfort food needed after a long day of work.

“I am talking about those classic dishes like lasagne, chicken parmigiana, gnocchi with ragu, that make you feel like home,” he says. “It’s not about trying to set the gastronomic world on fire but about feeding people at a price that makes sense. After a long day, they just want to take their shoes off, heat something up that’s hot, delicious and comforting. Bang. That’s it.”

An idealist, White attributes some of the perceived malaise in modern restaurant culture to the loss of values from what he refers to as "the old world". It was an era featuring French chefs such as Auguste Escoffier, considered the father of modern French cuisine, and Raymond Blanc, who championed the importance of quality ingredients. The lessons of pushing boundaries while respecting tradition have not only influenced White's own career but have also been passed on to his proteges Gordon Ramsay and Heston Blumenthal, both of whom have restaurants in Dubai.

“The old world of gastronomy was romantic," he says. "You smelled the food as soon as you walked into a restaurant. You saw the show with the waiters coming and bang – they carved and chopped things in front of you. You could smell the food, feel the anticipation, and by the end, you have a table of six, all eating something different. Now, it’s all sterile. It’s like walking into a wake and having the few little sandwiches that are left.”

Whether fine dining culture will return to that aspect of its rich heritage remains to be seen, but other timeless lessons, such as the importance of location, continue to endure.

White’s UAE restaurants are a testament to this principle: Marco Pierre White Steakhouse celebrates its 15th anniversary, while Marco's New York Italian marks its fifth anniversary this year, both at the Abu Dhabi beachfront property Fairmont Bab Al Bahr. In contrast, his modern European cuisine and art deco-inspired Titanic closed after less than 12 months in 2013 at the former Melia Dubai in Bur Dubai.

Marco Pierre White at his Abu Dhabi restaurant Marco’s New York Italian in 2019. Pawan Singh / The National
Marco Pierre White at his Abu Dhabi restaurant Marco’s New York Italian in 2019. Pawan Singh / The National

"Everything has a shelf life. In the UAE, many restaurants reinvent themselves by repositioning from one hotel to another," he says. "You see how things change because you have to keep it interesting. If you don’t, it dies on you. In this town, if you're slightly off pitch, you're done. You need to be in the right area otherwise, you're in serious trouble.

“What’s interesting about restaurants today, whether in the UAE or elsewhere, is that they often change after a year or so. Even if it’s the same owners, once the place starts to fade, they refurbish it, give it a new name and they’re off again. This is unless the restaurant is in a brilliant location, like one by the water, where it has a better chance of sustaining long-term success.”

But all that trade talk doesn’t matter, White says, if chefs lose track of why they’re in the business in the first place. While social media and the plethora of popular television cooking shows – many of which White starred in, such as various international versions of the MasterChef series – became a fast track to celebrity status, it’s what’s on the menu that will ultimately tell their story.

"Don't focus too much on the song and dance and let the plate do the talking," he says. "Because at the end of the day, all that other stuff is nonsense."

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Sri Lanka require another 75 runs with three wickets remaining

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On sale: Now, deliveries expected later in 2025

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Sunday, Sept 28 – Second ODI
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Number of Chinese people in International City: Almost 50,000

Daily visitors to Dragon Mart in 2018/19: 120,000

Daily visitors to Dragon Mart in 2010: 20,000

Percentage increase in visitors in eight years: 500 per cent

The alternatives

• Founded in 2014, Telr is a payment aggregator and gateway with an office in Silicon Oasis. It’s e-commerce entry plan costs Dh349 monthly (plus VAT). QR codes direct customers to an online payment page and merchants can generate payments through messaging apps.

• Business Bay’s Pallapay claims 40,000-plus active merchants who can invoice customers and receive payment by card. Fees range from 1.99 per cent plus Dh1 per transaction depending on payment method and location, such as online or via UAE mobile.

• Tap started in May 2013 in Kuwait, allowing Middle East businesses to bill, accept, receive and make payments online “easier, faster and smoother” via goSell and goCollect. It supports more than 10,000 merchants. Monthly fees range from US$65-100, plus card charges of 2.75-3.75 per cent and Dh1.2 per sale.

2checkout’s “all-in-one payment gateway and merchant account” accepts payments in 200-plus markets for 2.4-3.9 per cent, plus a Dh1.2-Dh1.8 currency conversion charge. The US provider processes online shop and mobile transactions and has 17,000-plus active digital commerce users.

• PayPal is probably the best-known online goods payment method - usually used for eBay purchases -  but can be used to receive funds, providing everyone’s signed up. Costs from 2.9 per cent plus Dh1.2 per transaction.

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  • Rational thinking: Breathe and avoid emotional decision-making; let logic and planning guide your actions.
  • Strategic patience: Understand why you’re investing and allow time for your strategies to unfold.
 
 
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%3Cp%3E%3Cstrong%3EJuly%205%2C%201994%3A%3C%2Fstrong%3E%20Jeff%20Bezos%20founds%20Cadabra%20Inc%2C%20which%20would%20later%20be%20renamed%20to%20Amazon.com%2C%20because%20his%20lawyer%20misheard%20the%20name%20as%20'cadaver'.%20In%20its%20earliest%20days%2C%20the%20bookstore%20operated%20out%20of%20a%20rented%20garage%20in%20Bellevue%2C%20Washington%3C%2Fp%3E%0A%3Cp%3E%3Cstrong%3EJuly%2016%2C%201995%3A%3C%2Fstrong%3E%20Amazon%20formally%20opens%20as%20an%20online%20bookseller.%20%3Cem%3EFluid%20Concepts%20and%20Creative%20Analogies%3A%20Computer%20Models%20of%20the%20Fundamental%20Mechanisms%20of%20Thought%3C%2Fem%3E%20becomes%20the%20first%20item%20sold%20on%20Amazon%3C%2Fp%3E%0A%3Cp%3E%3Cstrong%3E1997%3A%3C%2Fstrong%3E%20Amazon%20goes%20public%20at%20%2418%20a%20share%2C%20which%20has%20grown%20about%201%2C000%20per%20cent%20at%20present.%20Its%20highest%20closing%20price%20was%20%24197.85%20on%20June%2027%2C%202024%3C%2Fp%3E%0A%3Cp%3E%3Cstrong%3E1998%3A%3C%2Fstrong%3E%20Amazon%20acquires%20IMDb%2C%20its%20first%20major%20acquisition.%20It%20also%20starts%20selling%20CDs%20and%20DVDs%3C%2Fp%3E%0A%3Cp%3E%3Cstrong%3E2000%3A%3C%2Fstrong%3E%20Amazon%20Marketplace%20opens%2C%20allowing%20people%20to%20sell%20items%20on%20the%20website%3C%2Fp%3E%0A%3Cp%3E%3Cstrong%3E2002%3A%3C%2Fstrong%3E%20Amazon%20forms%20what%20would%20become%20Amazon%20Web%20Services%2C%20opening%20the%20Amazon.com%20platform%20to%20all%20developers.%20The%20cloud%20unit%20would%20follow%20in%202006%3C%2Fp%3E%0A%3Cp%3E%3Cstrong%3E2003%3A%3C%2Fstrong%3E%20Amazon%20turns%20in%20an%20annual%20profit%20of%20%2475%20million%2C%20the%20first%20time%20it%20ended%20a%20year%20in%20the%20black%3C%2Fp%3E%0A%3Cp%3E%3Cstrong%3E2005%3A%3C%2Fstrong%3E%20Amazon%20Prime%20is%20introduced%2C%20its%20first-ever%20subscription%20service%20that%20offered%20US%20customers%20free%20two-day%20shipping%20for%20%2479%20a%20year%3C%2Fp%3E%0A%3Cp%3E%3Cstrong%3E2006%3A%3C%2Fstrong%3E%20Amazon%20Unbox%20is%20unveiled%2C%20the%20company's%20video%20service%20that%20would%20later%20morph%20into%20Amazon%20Instant%20Video%20and%2C%20ultimately%2C%20Amazon%20Video%3C%2Fp%3E%0A%3Cp%3E%3Cstrong%3E2007%3A%3C%2Fstrong%3E%20Amazon's%20first%20hardware%20product%2C%20the%20Kindle%20e-reader%2C%20is%20introduced%3B%20the%20Fire%20TV%20and%20Fire%20Phone%20would%20come%20in%202014.%20Grocery%20service%20Amazon%20Fresh%20is%20also%20started%3C%2Fp%3E%0A%3Cp%3E%3Cstrong%3E2009%3A%3C%2Fstrong%3E%20Amazon%20introduces%20Amazon%20Basics%2C%20its%20in-house%20label%20for%20a%20variety%20of%20products%3C%2Fp%3E%0A%3Cp%3E%3Cstrong%3E2010%3A%3C%2Fstrong%3E%20The%20foundations%20for%20Amazon%20Studios%20were%20laid.%20Its%20first%20original%20streaming%20content%20debuted%20in%202013%3C%2Fp%3E%0A%3Cp%3E%3Cstrong%3E2011%3A%3C%2Fstrong%3E%20The%20Amazon%20Appstore%20for%20Google's%20Android%20is%20launched.%20It%20is%20still%20unavailable%20on%20Apple's%20iOS%3C%2Fp%3E%0A%3Cp%3E%3Cstrong%3E2014%3A%3C%2Fstrong%3E%20The%20Amazon%20Echo%20is%20launched%2C%20a%20speaker%20that%20acts%20as%20a%20personal%20digital%20assistant%20powered%20by%20Alexa%3C%2Fp%3E%0A%3Cp%3E%3Cstrong%3E2017%3A%3C%2Fstrong%3E%20Amazon%20acquires%20Whole%20Foods%20for%20%2413.7%20billion%2C%20its%20biggest%20acquisition%3C%2Fp%3E%0A%3Cp%3E%3Cstrong%3E2018%3A%3C%2Fstrong%3E%20Amazon's%20market%20cap%20briefly%20crosses%20the%20%241%20trillion%20mark%2C%20making%20it%2C%20at%20the%20time%2C%20only%20the%20third%20company%20to%20achieve%20that%20milestone%3C%2Fp%3E%0A
Profile of Bitex UAE

Date of launch: November 2018

Founder: Monark Modi

Based: Business Bay, Dubai

Sector: Financial services

Size: Eight employees

Investors: Self-funded to date with $1m of personal savings

Email sent to Uber team from chief executive Dara Khosrowshahi

From: Dara

To: Team@

Date: March 25, 2019 at 11:45pm PT

Subj: Accelerating in the Middle East

Five years ago, Uber launched in the Middle East. It was the start of an incredible journey, with millions of riders and drivers finding new ways to move and work in a dynamic region that’s become so important to Uber. Now Pakistan is one of our fastest-growing markets in the world, women are driving with Uber across Saudi Arabia, and we chose Cairo to launch our first Uber Bus product late last year.

Today we are taking the next step in this journey—well, it’s more like a leap, and a big one: in a few minutes, we’ll announce that we’ve agreed to acquire Careem. Importantly, we intend to operate Careem independently, under the leadership of co-founder and current CEO Mudassir Sheikha. I’ve gotten to know both co-founders, Mudassir and Magnus Olsson, and what they have built is truly extraordinary. They are first-class entrepreneurs who share our platform vision and, like us, have launched a wide range of products—from digital payments to food delivery—to serve consumers.

I expect many of you will ask how we arrived at this structure, meaning allowing Careem to maintain an independent brand and operate separately. After careful consideration, we decided that this framework has the advantage of letting us build new products and try new ideas across not one, but two, strong brands, with strong operators within each. Over time, by integrating parts of our networks, we can operate more efficiently, achieve even lower wait times, expand new products like high-capacity vehicles and payments, and quicken the already remarkable pace of innovation in the region.

This acquisition is subject to regulatory approval in various countries, which we don’t expect before Q1 2020. Until then, nothing changes. And since both companies will continue to largely operate separately after the acquisition, very little will change in either teams’ day-to-day operations post-close. Today’s news is a testament to the incredible business our team has worked so hard to build.

It’s a great day for the Middle East, for the region’s thriving tech sector, for Careem, and for Uber.

Uber on,

Dara

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UAE currency: the story behind the money in your pockets
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Engine: 2-litre TSI petrol

Power: 190hp

Torque: 320Nm

Price: From Dh147,000

Available: Now

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Updated: February 28, 2025, 1:15 PM