How Chef Partnerships Are Reshaping Airport Dining Strategy and Revenue Models

• Why chef-driven dining concepts are outperforming traditional quick-service models in airports

• How licensing partnerships with chefs are structured and maintained in terminal environments

• What operational realities impact menu design and execution in airport kitchens

• How local chef collaborations support placemaking and elevate the traveler experience

• What airport leaders should consider before introducing a chef-branded concept

As airports continue to prioritize non-aeronautical revenue and traveler satisfaction, food and beverage programs are evolving into strategic assets. One of the most impactful trends reshaping terminal dining is the rise of chef-driven partnerships—bringing local flavor and culinary credibility into high-traffic airport environments. Airport Business spoke with Alice Cheung, Senior Director of Brands & Concepts – Dining at Paradies Lagardère, to explore how these collaborations are structured, the operational realities behind them, and why they’re proving to be both commercially successful and experientially valuable for airports across the country.

Airport Business: What makes chef-driven dining concepts attractive to airports today from a commercial and experiential standpoint?

Alice Cheung: Chef-driven concepts make sense for everyone involved. From a business perspective, these restaurants typically perform above our expectations. We work with our chef partners to create menus that feel approachable while staying true to their brand, and travelers really respond to that balance.

From an experiential standpoint, chef partnerships provide airports with the authentic "sense of place" that travelers are increasingly seeking. Every city has incredible restaurants and chefs, and airports have been asking for more local partnerships because it allows them to showcase what makes their culinary scene special. Whether we're working with a celebrity chef or a local star who's making waves in their community, these partnerships create dining experiences that tell the story of the destination.

The key is that chef-driven doesn't have to mean complicated or intimidating. Our primary goal is to provide exceptional service to our guests, and guest satisfaction is our most important metric. We never forget that people aren't coming to the airport to eat - they're trying to catch a flight. We're just hoping to make that journey a little better along the way.

AB: How do airports and concessionaires typically structure partnerships with celebrity or local chefs? Are there unique lease terms or branding agreements involved?

AC: We typically structure these as licensing deals, but we work closely with the chef from day one on everything - design, kitchen layout, menu engineering and staff training. Although it's a licensing agreement, the chefs play an active role, as we don't make any decisions without their input and approval.

What sets Paradies Lagardère apart is our commitment to executing the brand as the chef would execute their own restaurant. The chefs are involved in selecting our General Manager, developing training programs, creating menus and providing ongoing feedback. Some chefs might be content just having their name on a sign, but we want an ongoing relationship because that's how we deliver the best experience for guests. Our chef partners appreciate that we're committed to staying true to their brand.

AB: What role does a chef's personal brand play in driving traffic and spend within the terminal environment? 

AC: It depends on the traveler. If someone's a foodie or from the city where the chef has their restaurant, they're more likely to recognize the name and seek us out. However, people often simply see the design, like what's on the menu, and choose to dine with us because we're conveniently located near their gate. Most travelers "stumble" upon restaurants because they're in whatever concourse they're flying out of. While airports have a captive audience, one of our challenges is that most people tend to go to the restaurants closest to their gate.

The chef's brand does create buzz through word of mouth and social media, which helps. However, the real value lies in the elevated food quality and experience. Whether someone recognizes the chef's name or not, they can taste the difference when there's genuine culinary vision behind the menu.

AB: How do you balance a chef's creative vision with the operational constraints of an airport kitchen and security environment?

AC: This is where we have some interesting reality-check moments. Sometimes, chefs want to include very high-end options on their airport menus, such as fried quail, lamb chops and seafood towers, but the majority of airport diners aren't looking for that experience. I've had to explain to chefs that no matter how excellent their food is, guests aren't coming to the airport for a multi-course fine dining experience.

Here's a perfect example: We had one chef who insisted that lamb chops had to be on the airport menu because they were his biggest seller on the street. We explained that airport guests usually aren't looking for such an indulgent meal, and without steak knives available due to TSA restrictions, it would be difficult to eat regardless of how tender we made it. But the chef wanted to try it, so we agreed to test it for 90 days. After those 90 days, we sold exactly zero orders of lamb chops while having to discard the inventory we had kept in stock. When the chef saw the data, he understood our perspective. We worked together and developed a lamb sandwich instead, which became a strong seller. It maintained his brand identity while catering to the needs of airport guests.

Another eye-opening moment for chefs is when they visit our spaces and see the operational constraints in place. They're accustomed to thinking their restaurant kitchens are small, but then they realize that we're producing significant volume in 2,500 square feet or less, including storage space. This often prompts them to reconsider the efficiency of their operations.

The key is collaboration and being willing to adapt based on real performance data. If a chef wants to test something, we'll usually accommodate that and then review the results together.

AB: Are chef-led concepts generating measurable differences in revenue or average transaction value compared to traditional quick-service models?

AC: Yes, chef-driven concepts typically generate higher average transaction values than traditional quick-service models. When you're offering elevated culinary experiences with quality ingredients and thoughtful preparation, it leads guests to be generally willing to pay more for that value.

The airport environment is unique - customers can only dine with us when they're traveling, so building awareness and establishing patterns takes time. We review our financials regularly and work closely with our chefs and teams to optimize both the guest experience and financial performance.

While revenue metrics are essential, guest satisfaction remains our primary focus because it drives long-term success. In the airport environment, when someone chooses to return to your restaurant on subsequent trips, that's a strong indicator that you're delivering real value, which justifies the premium positioning.

AB: How do local chef collaborations support an airport's placemaking and regional identity goals?

AC: Local chef partnerships are powerful tools for creating an authentic sense of place. Every city has incredible restaurants and chefs, and airports have been increasingly requesting local partnerships because they give travelers a genuine taste of the regional culinary scene.

When we partner with someone like Chef Karen Akunowicz for Fox & Flight—a concept inspired by her Boston restaurant, Fox & the Knife—or Chef Jonathon Stranger in Oklahoma City, we're not just licensing a local name for a generic concept. These chefs bring their distinctive culinary perspectives, which reflect the food culture of their communities.

This approach is suitable for various types of travelers. Some are specifically seeking local experiences, while others simply want quality food and discover something that represents the destination. Either way, it creates a connection between travelers and the place they're visiting.

AB: What are some common challenges or misconceptions airports have when launching a chef-partnered concept?

AC: One of the key challenges we face is matching the chef concept to the specific passenger demographics and travel patterns of each airport. Sometimes, there's enthusiasm for introducing a high-end chef concept without fully analyzing whether it aligns with what the traveling public at that particular airport is looking for. We always encourage airports to understand their passenger mix first - are they primarily business travelers, leisure travelers, international passengers or families? That analysis helps ensure we're creating concepts that will resonate with the actual customer base.

The most successful chef partnerships happen when there's alignment between the chef's style, the airport's goals and the passengers' preferences. We work closely with airports to study their market and recommend the most suitable type of chef partnership - whether that's a more approachable local concept or one with broader appeal.

On the chef side, the biggest surprise they typically have is just how complex airport operations can be. Between working in compact spaces and requiring TSA background checks for all employees, airport restaurants face unique challenges. We're fortunate that our chef partners stay engaged and visit regularly, allowing them to see these realities firsthand and work with us to create solutions.

AB: How has traveler behavior evolved when it comes to food choices in terminals, and how do chef-driven offerings reflect that?

AC: There's no longer a typical business or leisure traveler profile. Both segments include people who are discerning about food and want new experiences, as well as those who prefer familiar, comfortable options. What we're seeing is that travelers are more willing to explore different flavor profiles and creative approaches to familiar foods, but they still want approachable options. That's why working with chef partners to create menus that maintain their culinary vision while appealing to diverse passengers is so important.

Discovery patterns have evolved somewhat. Word of mouth through social media helps, but most travelers still encounter us because we're located in their departure concourse. This remains one of our challenges - despite airports having captive audiences, most people choose restaurants based on proximity to their gate.

Chef-driven offerings are effective because they provide elevated experiences without requiring extensive culinary knowledge or a significant commitment. Whether someone recognizes the chef or simply likes the menu, they can enjoy a quality dining experience that feels intentional and well-crafted.

AB: What technologies or systems help make these partnerships more scalable across different airport environments?

AC: We don't rely heavily on technology systems to maintain consistency across chef concepts. Instead, we focus on close relationships with our chef partners and dedicated management teams. Because we assign a dedicated General Manager and staff to each restaurant, which isn't standard practice for all concessionaires, our teams become genuine experts in each chef's brand and execution standards.

We require quarterly visits from all chef partners, but the relationship is typically much more intensive - daily communication about sales and operations, weekly check-ins and often monthly visits. While chefs aren't handling day-to-day operations, they maintain direct communication with the General Manager, allowing them to stay informed about their business. For chefs managing multiple street locations, this structure isn't dramatically different from their existing operations.

Our customers also provide valuable feedback through social media and review sites, which we monitor closely. We respond to all reviews within 24 hours, which helps us stay connected to guest experiences.

Scalability stems from having dedicated teams that understand each chef's brand, combined with maintaining close partnerships that ensure consistency and reliability. We achieve this through people and relationships rather than relying primarily on technology systems.

AB: Looking ahead, how do you see the role of chef collaborations evolving in the next five years as airports compete on experience?

The trend toward local partnerships is expected to continue growing. Every city has exceptional culinary talent, and airports are recognizing that authentic local collaborations create more meaningful experiences than relying solely on national chains.

I expect these collaborations to become even more integrated into the overall airport experience, rather than just being restaurants that happen to be located in terminals. The most successful chef partnerships occur when there's a genuine collaboration among the airport, concessionaire and chef to create something that authentically reflects the destination while working within operational realities.

The challenge will be maintaining the balance between innovation and accessibility. Travelers want elevated experiences, but they also value efficiency and familiarity. The most successful chef partnerships will deliver authentic culinary vision while understanding that airports require different approaches than street restaurants.

What won't change is the importance of genuine relationships and hands-on involvement. Technology can support operations, but these partnerships succeed because of personal commitment from all parties to execute the chef's vision properly. That human element—both in partnerships and guest service—will remain central to successful collaborations.