Like peanut butter and jelly, the chef and chief stew have to stick together. Both are HODs, and a healthy understanding of compromise is key. This requires an understanding of the program of the yacht as a whole, beyond one’s own department.
A quick introduction: we’re Nina and Jess, head chef and chief stew on a 229-foot motor yacht. Together, we’ve nailed down some key points that have helped us have a top-notch working relationship.
The chief stew and chef relationship is one of the most complex on board, and it is critical to charter success. One is the eyes and ears of the operation, the other is the hands and execution. It requires humility and a solid working relationship, the ability to listen, and a comprehension of the bigger picture.
Pre-charter: We go over the preference sheets and create our provisions order — making sure everything is coming and there are no overlaps. We put together a tentative service outline, incorporating meal themes and matching table décor — this helps with organization and expectations.We also use this time to check for birthdays or celebrations on the trip, so nothing comes as a surprise.
Daily alignment: hold a five-minute check-in, ideally with a quick galley visit (bonus points if there’s a coffee/breakfast exchange). A short morning chat can prevent an entire day of misunderstandings. Usually, Jess visits the galley and we talk through the day, and also touch on guest requests, mood from the night before, theme nights, service times, preference updates, and allergies.
Information sharing: Sending menus in a timely manner benefits both teams. The chef is organized, and guests have time to read the menu and adjust if they’re not happy with the proposed options. This also means the chief stew can ask the all-important question of “what time would you like your lunch/dinner today?”
Pre-service chats are key: what do you need from me — plates, bread baskets, service style, timing? Respect each department's time constraints and try not to make their day any harder.
Communication: share the why, not just the request. Instead of saying, “Can you do something special for the guests tonight,” try, “They just got engaged — can we make dessert feel like a celebration?” Context builds collaboration. As a chef, the why matters because we don’t always see the bigger picture. We rely heavily on the chief stew to be our eyes and ears.
Constant communication matters — listening on the radio for subtle cues. Cabin calls mean guests are moving, which means canapé service is likely approaching.
Equally, it's important for the chef to create a space where the stew feels comfortable saying things like, “The guests are picking something out of the salad.” This means not reacting dramatically or in an angry manner when some less-than-positive feedback surfaces.
Feedback goes both ways — not just problems, but wins too. “Guests absolutely loved the fish — I think that’s a winner.” “Service was super smooth tonight, thanks for the timings.”Celebrate victories together — after a busy service, saying, “That was a great team effort” reinforces that the guest experience is a shared success.
Respect sacred times. For the chef: no interruptions during plating or heavy prep. For the stew: no last-minute changes just before service.
Learn each other’s stress signals. Both roles can become overloaded quickly, and reading the room is a leadership skill. Check in with questions like, “How are we looking for timings tonight?” Tact is a skill! Recognize that both departments carry stresses that aren’t always visible.
Create a culture of curiosity, not blame: If something goes wrong, ask, “How can we make that smoother next time?” Whilst in some instances its important to ascertain what went wrong, we’ve found it's often better to focus on the solution rather than sit around pointing fingers.
Ultimately, this relationship is about sharing a collective vision of providing the best possible guest experience. Respect for each other’s department creates a strong foundation for a successful working relationship and sets a positive example for the crew.
Like most things on board a high-stress yacht environment, the crux of it comes down to communication. An open, positive communication channel sets the tone for the departments and the boat as a whole. Above all, remember we’re all working toward the same goal: keeping the boss happy, the charter guests jolly, and collecting that paycheck at the end of the day.
Nina Wilson is head chef on a 229ft motor yacht, and Jess Sandell is the chief stew on board. Follow them on Instagram @thecrewchef and @jesssandell_.