You’ve worked as a consultant chef for a range of restaurants. Is it different working in the corporate hospitality sector?
I think it’s different; part of my role is to make sure it isn’t. My aim is to drag it to a new level, move it forward. A lot of corporate hospitality catering is yesteryear. It’s been run in a certain fashion, by certain standards for many, many years.

Do you think it’s been secondary to corporate entertainment, venue, etc?
Yes I do. But look at what’s happening on trains, shopping centres and other areas, they’re exciting and vibrant. Football stadiums have got to get to that level. It seems that a lot of stadiums have a standardised look with the same naff carpets and furniture! I’m joking, but I’m not if you know what I mean. It’s a re-education process. It’s about caring, warmth, smiling and making people feel welcome. You’ve got to make it exciting. Why shouldn’t a football stadium have a lovely restaurant?

How long have you been involved in corporate hospitality and do you think it’s evolved?
Twelve years and it’s been slow and painful. But I can see a shift. Stadiums are now looking to open seven days a week and offer a good banquet service. To work, it’s got to be exciting and creative. We put a lot of time and effort into thinking and planning the catering. You’ve got to have the drive, the enthusiasm and the belief. It’s easy to do a nasty melon that’s not right; it’s difficult and expensive to produce something better. You’ve got to challenge convention. I’m know as something of a Mr. Chaos and Controversial because I question what’s always been done.

It’s also about chefs taking the time and effort to train and mentor young people. You know, the food could be great but it doesn’t matter if the service is appalling. Coaching and inspiring people to be proud to be caterers; it’s important. Attitude and energy make a big difference.

What would you say are some of the dos and don’ts of organising the catering for a special event?
If it was me that was holding an event I would want to talk to the person who was going to be on duty that evening and have a tasting of the food and wine together; I’d also take photos of the food. I’d want to know how many customers per waiter. I’d want to get some kind of guarantee that the food and service was going to be right.

Yorkshire’s got a history of great chefs, including yourself, why do you think this is?
I don’t know - got little else to do other than look at the fields and sheep and be grumpy! I suppose a lot of Yorkshire people are known to be down to earth, honest and speak from the heart, but really I’m not sure. All I know is that my mother’s a good cook!

You’ve been a judge on the BBC’s Masterchef. What do you think is the secret to a successful menu?
If I write a menu, it’s what I want it to be. I don’t compromise. Of course, you’ve got to consider the nature of the event, the season, the needs of the client, understand what you’re trying to achieve. Don’t be boring. Melon, chicken, gateau, that’s boring. But at the same time, it’s what you do with it, it’s about the detail. A menu is words on a page and means nothing. The main thing is whether you can get it out day in and day out, without compromising on quality. For a football match or pop concert, the stadium will cater for 4,000 plus diners in 11 different restaurants. It’s easy to bash it out on a plate and pray its ok but to keep that quality it’s all about logistics.

What’s been your greatest achievement?
I’ve cooked for the Queen and prime ministers, but when Walker Sensation’s crisps came out, that was quite something (he was the consultant flavour designer behind the range). I worked on 60 or so flavours for two years before the final product came out. When I first saw my crisps on the shelf of a supermarket I told the check-out girl: ‘I invented these!’ She called security. She thought I was off my trolley!

For more details, visit www.johnbenson-smith.com.