#5: Staying the Course: Chef Jaime Pesaque’s Journey Through Challenges to the World’s 50 Best

Journey to Culinary Excellence: Jaime Pesaque's Road to the World's 50 Best

This episode of the Restaurant Leaders Unplugged Podcast features Jaime Pesaque, renowned Peruvian chef and restaurateur. Host Sebastian Stahl delves into Jaime's 25-year journey in the culinary world, beginning with his education at Le Cordon Bleu, his training in Europe, and the eventual founding of his flagship restaurant, Mayta. Jaime discusses the challenges he faced in the early years, the importance of patience and consistency, and the crucial balance between creativity and entrepreneurship. He also shares the significant milestone of Mayta being recognized among the World's 50 Best Restaurants. Emphasizing the preservation and promotion of Peruvian culture through his cuisine, Jaime highlights the role of PR and marketing in his success and the value of teamwork and leadership. He offers insights on family life, managing stress, and the importance of enjoying the journey. The episode concludes with his aspirations for the future, focusing on forming new chefs and continuing to elevate Peruvian cuisine on the global stage.

00:00 The Early Struggles and Determination

00:24 Introduction to the Podcast

01:05 Jaime's Culinary Journey

03:05 Opening Mayta and Other Ventures

06:38 The Unique Concept of Mayta

10:18 The Role of PR and Marketing

11:34 Partnerships and Collaborations

24:36 Balancing Family and Career

28:38 Handling Stress and Learning from Mistakes

33:12 Future Goals and Legacy

35:44 Final Thoughts and Contact Information

Restaurant Leaders Unplugged with Sebastian Stahl

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Transcript

 The first three years, I was thinking on closing, but there was something in me that I didn't want to do that. No, let's keep going. Let's keep going. Let's keep going. We have a market that is very traditional, but that's going to change a bit in the time. So let's do it. Let's do it. Let's do it. And after six years, um, everything changed a bit.

And after 10 years. The things change even more. Welcome to the Restaurant Leaders Unplugged Podcast, where real talks with restaurant leaders take center stage. Discover the challenges and victories that define success in the culinary world. Dive into essential strategies for marketing to operations and gain insights that will transform your approach to your restaurant business.

Don't just keep up. Lead the way. Join me, your host, Sebastian Stahl on this journey to excellence. Jaime, again, for being here. Thank you so much for being on the show. Uh, it's a pleasure. Of course, we've been following your track record and everything that you've been doing. Of course, we've known each other for a long time.

So anyways, it's really exciting to, to have this conversation with you.  No, thanks for the invitation. And it's my pleasure.  Thank you, Jaime. So let's get started. So can you start sharing a little bit about, you know, your journey in the early days? I know a little bit about your history, but would love for you to share and how you got started and what really guided you or what inspired you to follow this path that you're on? 

I think my background, it starts around 25 years ago because I started in the 99s. I study in Inat, then turns to Cordon Bleu. What inspires me to study or to enter to this gastronomic world? It's basically, uh, the food. I love to eat.  I love the food. Besides what I, how I eat at home when I was young or whatever, that, uh, any of my family didn't, didn't, uh, cook.

My mother doesn't cook at all. A bit my grandmother, but I born with this anxious to eat. I love the food. When I was young, when I woke up, even now, my first question is what I'm going to have for lunch. So, uh, so a little bit is that because it's a passion that I have since I was very little. Well, and I started 25 years ago, I studied in INAT that turns them to Le Cordon Bleu.

In the middle of the studies, I went to work, make some practices to Colorado, to Aspen. I work in Pinyon's restaurant and in a restaurant in the mountain, I was there. For a season. Then I came back,  keeping studying the, I, uh, practicing very good restaurants here in Peru. Then when I finished the studies, I went to Italy, to Europe to make a master and work there a couple of years. 

Then I returned. I was the chef at a restaurant in Barranco called Algrano for four years. Then I was going back to Europe.  Uh, it appeared the possibility to open Maita. So, uh, at first I have some doubts, but then I rethink  the opportunity and Sometimes you don't have that opportunity twice, so I took it. 

But when I took the opportunity, it was a year for constructions, permissions, etc. So I use that time to go back to Europe. So I went to Spain a bit there and I work at El Saler de Can Roca and then come back, open the restaurant. And that's how everything starts. Uh, 16 years ago.  I was nine years, uh, going around work for other chef or other people, but my own, um, startup was 16  years ago, uh, here in Lima.

Um, I never stopped because then, uh, appeared different opportunities to open different concepts. It's like 500 degrees, like Sapiens, Matt Burger. I have some, some, uh, restaurants outside Peru, not a lot, but some of them. And now, uh, five years ago, Maita do a great job. We make a great job in the concept part of, of Maita. 

We developed a very nice Peruvian tasting menu. Uh, we entered to the 50 best restaurants in the world, uh, three years ago.  That's what we do. We, we try to do a vanguard kitchen with the pantry of Peru. And we try not just to show.  Our, um, creativity, our, uh, proposal. We try to export culture, Peruvian culture through gastronomy.

That's that's the goal. That's the goal. So what we do obviously, but, uh, what we try to do best is to promote the culture to gastronomy, the Peruvian culture. I always say that our restaurant, it's a small. Embassy of our culture.  So let, let me back up a little bit here. And how did you, and I know you were at Cierica and Roca and all these things that you, you know, all of these experiences that you had in Europe, how did those experiences shape your culinary style and philosophy?

Did they have an impact in what you do today? Cause I know you do Peruvian food, but did that had an impact in the way? I think that, I think the style, I sharp the style in Peru.  Uh, because we have a very, uh, antique techniques that we try to put it, uh, in a sense now, but what, what you do to me, it's, uh,  shape me a little bit in, in a way of, uh, discipline, a little bit of how we think creativity, how you, you, you have to, to respect the products.

Things like that. But here in Peru, my kitchen was sharp here in Peru because of the Mm-Hmm. of, of the antiques techniques, our pantry and, uh, go around Peru, visit Peru and I think right. Uh, that exercise for me,  who I am now, no, but the discipline, the technique that working in, in, in,  as a team and the respect to the products, obviously.

Give me that, uh, Europe, how you have to love the product to respect them. And probably in the U S uh, the discipline. No,  right, right, right. And of course you mentioned that my tent is now in the 50 best, you know, and that's not a small feat. That's, that's quite an accomplishment. And, uh, could you describe, I mean, you know, you, I know you described the concept a little bit before, but could you describe the concept?

You know, behind it and what makes it so unique, you know, because there's a lot of Peruvian restaurants out there, but what makes Maita unique? I think what makes Maita unique is, uh, two things, two pillars. One is the pantry of Peru.  And then the creativity of how we use it in the concept  and the mix of these two, it born a new thing that it's different that, uh, what we try to do here is to be unique.

You can like, uh, another restaurant more than mine or mine more than the other one. But the thing is, what we want to create is a unique experience that you can compare to other ones. You can maybe like more the experience of the next restaurant, or more the flavor, or whatever. But the thing is, we must be unique, that the experience here, it's unique.

And that's what we always, uh, talk about. And we always want to do no,  because when you eat up the steps of the tasting menu, they are unique. You can compare with, uh, with the other restaurant tasting menu or dish, because we, we are unique. We respect the traditions, we respect that the basis, the flavor, but what we, what you see on the plates, it's something totally new for you. 

You know, of course, Maita is, you know, I think the staple for you, the flagship, I suppose, but tell me also about your other concepts. You mentioned Sapiens and, you know, all your other concepts, uh, Madburger. Tell me a little bit about your restaurants.  Well, the thing is, uh, at some point after 10 years of Maita,  The concept was aligned, all was  well structured, so because I'm a chef and I work with creativity, I was, even after that long time, born something in me as an entrepreneur. 

So I try to mix, uh, the creativity with entrepreneur and try to make some  healthy business. Uh, but always with the creativity, even if, if I make a casual brand, a new concept, it has to be different. It has to be, uh, creativity on there. It must be difficult for you to compare the concept with another restaurant.

And  besides, as I say before. It could be casual or whatever, but it has to be very creativity and different.  And that's how it burns 500 degrees and the open fire restaurant sapiens.  And Matt Burger. It was born in  a pandemic, was a necessity.  Mm-Hmm. . Mm-Hmm. . It was necessary to keep going on. And I love the burger.

So what, it's the different of Matt Burgers from the others. It's right. Uh, besides there is a chef there, al  also the,  the ingredients.  Right. It's, it's, uh, fast casual or, um, even a delivery brand. But the quality is there and it's impeccable. Right. Right. So besides that, of course, we know your reputation, Jaime, your restaurants and everything, and the concepts that are great.

How do you see, you know, the role of PR and marketing in the success of your restaurants? I know that operations is key and of course, everything that you do, but has that played a role also do you think in the success of your restaurants and your success?  It's very difficult to say that it's, uh,  we, we use PR and marketing for sure.

I don't know. Uh, I think it's, uh, the sum of many things, but obviously I think even now a PR and marketing area or you can like, uh, hire a company to do that. I think it's very important. Now it's very important. It's too much info. We have too much information in the head. You need a professionals to align that.

To help you, uh, how to communicate why it's very important. Why, why, why, why? And, uh, I think in these times it's, it's a must to have a marketing and PR company or area that support, uh, your thoughts. And to align your thoughts, because you are not good in everything. So you can have an idea, but you need a team to organize that idea and to show the best way. 

And I totally agree. And also, Jaime, I know that, you know, collaboration has been a big part of your journey, including our work together at Sovija Hospitality Group in Miami, you know, collaborate with different partners and people. But how do you choose the right partners? And what do you believe makes a successful partnership in the restaurant industry? 

For example, how I have, uh, uh, this, uh,  partnership in, in Miami, I think depends on people  besides what is your, your quality or what you can a port to, to the business that it's very, very important. It's, it's a lot of relationship. It's a lot of, of how you feel working with, with the other, uh, persons.  And as I say before, uh, besides your, uh, quality work or your skills, it's how you are as a person that it's very important.

And if I have to say something about working with another type of, of education, and I say occasion of probably another country, how things work, because every country, the things were kind of different. It's, it's very nice because you don't, you don't just apport something to them or to the market in general.

You learn a lot and that's very important. For example, what I learned  looking and going to Miami, to that structure, it's, it helped me a lot to rethink here, things here in Mima, and I put some of the things I learned there. So, so it's very important because it's very rich  back and forth.  No, definitely everything's a learning process.

You know, everything's a learning experience. And so when we're talking about your cuisine and of course, your work, I know that you're very creative and everything that you do. How do you continuously push the boundaries of what's possible in the kitchen? Because I mean, to stay at the level that you're at with your restaurants.

Where do you find inspiration? What do you do to keep pushing forward with this? I think the, the, the, the, the inspiration is the concept in, in C, in C, the concept, but the inspiration is the pantry of Peru and the culture,  the culture, the Peruvian culture, because we make, we make our dishes, not just the food we make the plate sometimes with a hand, how they do it, uh, 200 years ago.

So, so we inspire in the culture and in the pantry, but if you want to be In Vanguard at, at this level, the world level. Yeah. That you must be one of the tops in, in, in creativity in the world. There is at some point that you can begin by, by yourself alone. Hmm. But there is a point that you can stop and you have to work as a team.

So, uh, what, what I have now is a development team  that we call the Aroyo,  that is a space that have their own kitchen. With books, with, uh, computer machines and everything. And I have, uh,  three guys that work there 24 seven with me and with my right hand that it's called Santiago. So we work five people in creativity all the time, not just me now with five people, because if you want to go. 

and doesn't stop. I'm  showing, uh, mother and you have to work as a team  and align them for sure. No, right, right, right. That's fantastic. I mean, it, it requires collaboration. That's like, like, like imagine a fabric or whatever that makes juices.  They have to break flavors. There's no what people you have, there are probably five facts because it creates dynamics, you question things.

So you grow different and you propose things different and more compact and more, uh, well done.  Definitely. Definitely. Oh, yeah. And so, Jaime, just take us back a little bit because I, you know, we're talking about where you're at now, but also I know the beginnings of Maita was, was not easy. You shared your story with me, you know, and I think every restaurateur and entrepreneur has gone through these things, but can you take us back to those early days where you, you know, you kept going in spite of the difficulties.

I know that at some point that you were, you know, you were really struggling in the beginning with, with the restaurant. Tell us a little bit about that journey. The first five or six, six years was very hard.  Broke up  three or four times. I was lucky because.  I sold some things that I had to keep going always also what Gastón Acuro make a great job here in Peru to export the cuisine.

So I had some opportunities to make consultancy that I, some of them I didn't want to make it, but it was a necessity. So I took it and, and that helped to put some money to the restaurant to keep going. And it was very hard the first five years, probably. But, uh, then  things starting to happen the first three years, I was thinking on closing, but. 

There was something in me that I didn't want to do that. No, let's keep going. Let's keep going. Let's keep going. We have a market that is very traditional, but that's going to change a bit in the time. So let's do it. Let's do it. Let's do it. And after six years, um, everything changed a bit. And after 10 years, The things change even more for better.

So the past five years or six years was the best years of Maita, different opportunities. We make more creativity. Because we, we use our time to make other things. Now we have a team, now we have a structure. So now I'm more free to work in the creativity that I had before. And I was, and I now more relaxed  to do that before I have many problems that you think your creativity and you work on that as well.

But with the head with that on mind, that keeps you like and shoes or whatever. Now I feel more free than before.  Yep. Yep. I think that every, I guess, business owner, entrepreneur goes through this process that you're describing and a lot of people just see your success now. It was like, Oh, you got there like really quick, but they don't know the backstory and how hard it was at the beginning, how you got close to close, you know, to wanting to close and give up.

And, and so, yeah, I mean, that's how, uh, You know, a lot of businesses, you know, grow, it's, it takes time and continuous effort and you believe in yourself, which is, I think the most important part. And the truth is people see just the top of the iceberg, not as many people say, but, um, I don't know if I'm successful.

I don't know if my company is successful because what is a success for you? I'm in this 25 years and I think I just get into the place or the space I was dreaming on  25 years ago.  And now I think I I'm there,  but it's not, I think of mania.  Because if I want to feel success in a money as a business, I need more time to, but, uh, but in that,  but as a chef, as a, as a chef, that it's no for this, that the creativity, I think I just got there a couple of years ago, but it takes me 23 years to show what I do to evolve and many things.

Um,  Obviously, I think I'm still young, I have 45 years, I feel young, but I'm in 25 years doing this. So it's uh, kind of uh, some years, no?  Definitely, definitely. And that's the, the. Worrying for the new generations, even I try to  tell that to my daughters as well. It's, uh, now people is very anxious and people like things tomorrow or now, but good things take time and sometimes  takes more time than, than you thought.

So, uh,  for me, it took 25 years and I think I have to make more goals to be success as I want to be. But I worked for 25 years and it's a bunch of years, but success or things doesn't happen from a night to a day, to a morning, it takes time and takes a lot of, uh,  of hard work.  Yeah. Yep. Couldn't agree more Jaime.

You know me, it's, you know, also an entrepreneur and I know things take a lot of time. They take way more time than you could envision. And I think it's about what you're saying, right? Just kind of staying in the moment, staying in the present moment, doing what you're doing that day and yes, having a vision forward, but you can't get all angsty and think you're going to accomplish things super quick.

And that's something that with the generation now happens a lot. And advice I can say, it's, uh, the goal doesn't have to be the money  doesn't have to be the money. When the goal is the money,  everything  goes wrong. I don't know why, but the goal is not the money. And also, uh, Um, what I can say, it's, uh, besides that the goal doesn't have to be, uh, the money it's, you have, you have to, you have to enjoy the journey because when there is a time that you say, okay, I, now I'm in the position I always want to be,  then what you do,  the journey is the most exciting things because it's where you learn when you feel, I'm going  again. 

So that's, that's,  that's the important thing because that's why it makes you the man or the woman or the person you are later. No. So the journey is the most important thing and you have to enjoy that.  Yep. Yep. Definitely. And you have to believe in yourself. Hmm. Agreed. Agreed. So Jaime, now that we're talking about entrepreneurship and you know that this road and as I've experienced it, it can be lonely sometimes.

Have you ever felt isolated in your career and how do you manage or how did you manage like going through these, you know, feelings and you know, you've been doing this for 25 years. The thing is, when you work on your dreams and, uh, and you turn into entrepreneur and the most difficult thing you, for sure, a long time, you will feel alone,  but, uh, what is very important is to create  a team  that is better than you in some areas. 

To let them feel that your dream and your journey, it's, they must feel that it's  the journey and the route for them as well. That's the difficult thing because to do that, they must believe in you. And they must believe you, you don't know how much, and that's the difficult thing because in my part in what I do, it's I can cook well,  but many people can cook well,  but I'm making this structure and fight for a goal and everybody.

must fight together the same way with the same vision.  That's the difficult thing to be a leader. That's the most difficult thing. And that's not everybody have it with you. Even if you have a talent.  If you don't have this leadership, you don't go anywhere, never. I agree.  You're speaking. Yep. Yep. You're speaking the truth, man.

But that's, that's for sure. And so, you know, as part of this journey, I mean, I know that you also expanded into an international markets and bringing proven cuisine there. What were some of the most significant obstacles that you encounter while doing this? You know, I know that some of your projects Pacifica, like there's other projects that you've done in the past.

How's that experience been for you? You must study a little bit the markets because you have to show your concept or the concept your concept proven concept But uh, you have to study the market because some market doesn't like too much spicy For example or too much meat and you have to adapt a bit a bit because the soul must be there But you have to adapt a bit and also what is difficult, two more things.

One, if you must find  the minimum of ingredients  to, so, so you can develop a proper way, your concept and the other one, obviously it's the operator.  You must have a good operator. You have, you must have a good people that will, uh, Take care of, of your baby.  Yep. Yep. Of your concept, everything. Definitely.

And, uh, keeping in this, in this subject that we're talking about entrepreneurship and everything that it takes, I know that you have a family to I'm in like going through this process. Everything that you're doing, how do you find balance? Because I know you're also always, you know, traveling and doing all these projects.

How do you find balance between, you know, family and, and work? Because that's also, you know, something that I encounter as a business owner and everybody does. Because, because as a leader in the family, not, not me, because leader is my wife as well, but  you must have a great communication because they must understand  that you have a proposed in life  that the most important one is the family for sure. 

But as a person, as a ghost, you must  show them and make them be part  of yours  so they will understand. Your absence sometimes and when your head is in somewhere else, but still you have to be responsible because if you decide to be a father or a husband, you must be a good one as well as a worker, no? So it's a balance, but you learn about the balance during the journey.

Nobody knows at the be at the beginning and you think the wave it's gonna is gonna pass you, but at the end you learn everything.  True. True. As you learn to be a fathers well learn to be a husband  as as the work, as your career. Yeah. No, you learn. You learn the journey.  Yep. Thing is, I hear you. You have to be a leader and you have to communicate well.

Because it's the only way they understand that if you don't, you don't catch those goals, you are not going to be happy.  And the key, and the key in the family is your happiness.  When you are very happy, when you're happy, they will be happy. Your, your daughters or, or in my case, I'm going to, are going to be happy.

If I have a good relationship with my wife, they're going to be well.  I agree. I mean, that's been my experience too. Communication is so key, you know, and, uh, understanding from both parts. Right. Because if we want to get to this journey, like we know it's not easy, and especially in the restaurant industry, the hours are, Are crazy and that's just the way it is, you know, so accepting that and reflect back on your journey.

I mean, with a lot of lessons that you've learned, of course, what do you think is the most important lesson that you learn both professionally and personally? And, you know, how does that shape you today? You, you have to be patient and you have to be consistent  and leader. But if you have these two, probably you're a leader, but you have to be patient and consistent, consistently with those two things can,  can catch things. 

Right, right. And has there been anything in your career, like something that has happened that's something that really profoundly impacted you and changed you on a personal level? No, no, probably, probably having a family, probably having a family that I have something of mine and I have my baby that it was my time.

My only thing in life, but then appear a wife and a family that at the end turns more important that your work. So at the end, that, that is the journey that you have to work and put them in the right position, both of them in an important part of your life and make them. work together. Yeah, that's a part.

Well, I'm married 15 years ago, so I think I really learned about that and keep learning as well. But I think I position both things in my life that makes sense for me, makes sense for the restaurant, makes sense for my family. I agree. I think so.  I'm learning every day. I'm still learning every day. I'm also married.

I have kids, as you know, but, uh, it's always a challenge, but I continue to learn definitely is the most important thing. I agree. And so I know that also in your position and especially again, in the restaurant business, we deal with a lot of stress and as a business owner, that's just the given. So how do you deal with that?

You know, are there anything specific that you do to how to get that under control? Yeah. Stress. The thing is, sometimes I stress myself,  but I think, uh, It's difficult  to handle the stress at the beginning, but during the journey, you learn how to manage the stress because if you don't know how to manage stress and the stress gets you and you don't, you don't handle the stress at the end, you can't be a good entrepreneur.

I think so.  You can't be a good entrepreneur if you don't handle your stress,  because if you handle your stress, the stress kills you.  Yeah,  I agree. You have to be able to manage pressure. Yes, and because at the end, this is the game, no?  And your life, and it's more important than the game, but it's,  you have to focus the life, uh, like a game.

The work, it's like a game. You have to focus that way because then it's, when it's too serious, it's stressful and you can't handle that.  Yeah. Yeah. Agreed. And looking back, I'm, is there anything that you would have done differently in your career or personal life, given the wisdom that you have now, like everything that you learned? 

No, the thing is I don't have to regret because I think I have a lot of bad things that I do, bad things or wrong things, but that turns into what I am now as a father, as an entrepreneur, as a chef, as a leader. So obviously I, I look back and say, ah, I would.  I wouldn't do that now,  but that's what I am now.

So that's learning. No,  I have regrets, but like regrets, not a regret that I say, I don't kill anybody. You know,  I just, I just make mistakes that turns me in what I am now. No.  Yeah. Yup. And what's one of the hardest decisions that you've had to make in your career? Of course, going through this whole process, is there anything that stands out?

Yeah. Move, move. I make a move of my task six years ago, and I was very anxious, kind of scared  at the new thing, but I make it and I'm very happy now. And I think what's the best decision,  but I think one of the hardest decision was that what's moving after 10 years.  Yeah. Yeah, definitely. Okay. I mean, it's, it's been a success.

So that's, that's great. If you could go back, you know, and give your younger self one piece of advice. It's a high mid 25 years ago, or a little bit even before that, is there any advice that you actually would give yourself as a, as a younger person now with everything that you don't now?  Be focused, be disciplined and, uh,  and try to be a good father. 

But I think, I think I was before I was more anxious. But, uh, the journey show me that and, and, and  makes me mature in that way as well. So now I think I handle it. Obviously I am anxious many ways still because it's normal, but I think now I can handle it.  I could be very anxious, but I sleep at night. 

Right. And so would that be kind of the same advice that you would give other new restauranteurs, like people getting in the industry, getting into this business? It's important to say that I say that now because I learned because 12 years, I sleep no more than three hours per day, per night,  at least 12 years, 12 year, because I was very anxious, very stressed. 

And the years, uh, show me to handle that,  but it's a process and it's a learning,  right? We don't learn by other people's experiences or by reading about it. We learn by our own experience. That's the only way.  Yes. And when I say that the goal, it's not important to be the money, the goal,  even knowing the money is important because make you. 

More relaxed and more flexible to, to, to walk forward. But I always say that the money must not be the goal. The goal it's  must be different.  Agreed. Agreed. And looking ahead, Jaime, what excites you most about the future, you know, for your restaurants and what new progress you have going on? Keeping, keeping what we're doing.

Uh, showing the, the culture of Peru through gastronomy, because that makes me happy because I, I, I, I feel that I'm doing something for my country, uh, and try to export the Peruvian cuisine through the world. It's not easy, it's not fast, but we're in on that journey and we must do. A lot more of things, but we're on that journey.

We're not hurrying. Um, we just want to do it the proper way. Would that be the legacy you think that you would hope to leave in the culinary world? Just  continue to export all of these great things about Peruvian cuisine and its ingredients and its products, like everything you guys produce. Yes. I think that's the goal.

And the other goal that I have is to form people. Yeah. To form new chef, to form new entrepreneurs, to form people that will do the things that I do now with their view, but that makes me very, very happy.  Right, right. And just to wrap up Jaime, I just want to ask you a question that I think our audience would find inspiring.

In a world where success can often seem like an elusive destination. What does true success mean to you? And how do you know when you've achieved it? Because we've talked about those things, but can you define it now? For some people, it's the money that I think is wrong. For some people, it's,  it's being a success in what they do and know it, know it for that people know them for that. 

And  If you can combine both, that's excellent.  The thing is, uh, what was my mission and what was my goal is to be a leader  of vanguard Peruvian cuisine  in a country That it's known for their cuisine and it's a capital of a gastronomy in the world. And I think now I achieved that and that's the best goal for me, but I have more goals.

The other goals is to promote gastronomy or cultures through the work and that process.  And it's in that combination. Obviously I can make a little money. I will be, that will be great.  Yeah. Yeah. That's fantastic. I mean, well, thank you so much. And I'm for anybody that's listening in our audience that wants to get in touch with you for any projects, of course, within the U S or anywhere really in the world, how do they get in touch with you?

Well, Instagram.  Okay.  They look for your Instagram. Jaime Pesaca, Jaime Pesaca restaurants, they'll definitely find you at Maita restaurant if they look it up and they can send you a message and get in touch with you there. Yeah. Oh, and obviously they could come to Lima and try a little bit of what we do. 

Okay. Fantastic. Yeah, no, definitely. Jaime, well, thank you so much for your time. I really appreciate it. It was a great conversation, a lot of great things, and I definitely hope to speak to you soon and visit you soon in Lima. That's great. Thank you. My pleasure and Lima and Maita, you're home whenever you want. 

Thank you, Jaime. Thank you.