New jewel in the Cape

I've just recently returned from a trip to the southern hemisphere, the first in a while and my first to Cape Town, South Africa. I had been told by many how beautiful it is as a place and the outstanding quality of food and wine.... and I wasn't disappointed. As usual I sought out the little gems the cape had to offer - from cafes to bars and restaurants.... and struck gold (or semi-precious stone as it were) with the Opal Lounge on Kloof in Gardens, Cape Town. The restaurant and bar was re-opened in its new incarnation in November 2008, after an overhaul and from its origins as 'Manolos'.  It was luck and intuition that led us to the Opal Lounge, a chance glance at the striking logo on the canopy on the terrace and following one's nose.  A quick web search later and we found a promising review, of beautiful surroundings and original fusion cuisine. 

My fellow diner (the Guy) and I went on spec rather than make a booking; it was a Monday evening, my last in Cape Town as it was, so we thought we would go and take a look at the menu over a cocktail before committing. First impressions as we walked in were impressive. Set in a victorian double bay fronted building, the decor was sumptuous, dark (in an exotic way) and intimate. The individual rooms of the property's ground floor had been retained, each with its own 'theme' and function. The main bar and lounge area to the back offers informal seating and tables where you can sip cocktails and aperitifs as you peruse the menus. Opposite the bar is a separate smoking room - a refreshing change - even as a non-smoker I can appreciate the comfort of such a facility opposed to having to stand out on the street. And this was a particularly comfortable one, with oversized leather corner sofa to sink into - reminiscent of one of those cuban cigar lounges. My fellow diner being the smoker certainly enjoyed his panama moment in any case. So, to the dining experience. It only took a few minutes to get a feel for the service, menu and style of place and decide to stay for dinner. The mojito was spot on - not too sweet and plenty of fresh mint. The menu was exciting - a good selection, not too extensive, using locally sourced produce in innovative fusion dishes. We went all out for the seafood. The Guy went for the asian trio of toro of tuna sashimi with chilli and black caviar, prawn ceviche on salmon cake and tempura shitaki mushrooms. For main, rare seared tuna in a sesame crust, with wasabi, avocado salsa, black bean rice and a sweet chilli sauce. I opted for the pan seared scallops,  served on a chorizo puree, with soya 'bubbles', chives, pea mouse, crispy scallop roe and guava role. For main I chose a persian seafood trio of black pepper prawns with lentils stewed with preserved lemon, a mussel ravioli on sweet mustard cucumber and line fish (king clip) pan fried and served with basil cream and sweet onion marmalade.  The presentation was immaculate and flavors, although quite strong, combined beautifully. We finished with a shared Catalan custard served with white chocolate ice cream in wafer thin filo pastry, strawberry compote, pistachio paste and ripped basil - divine, as was the desert wine to accompany. All in all a fabulous experience. If you're lucky  enough to find yourself in Cape Town, put the Opal Lounge on your list of must do's. There is no website as yet, but watch this space. The Opal Lounge, 30 Kloof in Gardens, Cape Town, Tel: +27(0)21 422 4747.

when is enough, enough?

In the midst of the current sea of economic opinion and discussions I've been reflecting on both my business studies and experiences.  My reflections turned to the question of growth, economic, profit, revenue, turnover - the usual suspects in the business and financial worlds. During many years working with large, fairly mature organisations though numerous sales, flotations and growth cycles the messages were always about continuing, stable, double digit growth. However it got to a point when, I  began to wonder whether continuation of growth at this level and stage in the organisation's life-cycle was either realistic or healthy for its long-term future profitability and success. As I witnessed management teams struggling each year to achieve these growth targets to please the investors and secure bonus or buy-out payments, I also witnessed capital investment in valuable and soon to be essential, infrastructure development and update get sidelined. Whilst this enabled short term goals to be achieved, the long term effect on productivity, competitiveness and moral was obvious, at least to me; but then I wasn't blinded by a vested interest in stockholdings. The most lethal of combinations in mature organisations is a mature management team, tied into sizeable shareholdings, hanging in until the next buy-out and get-out option. Morale also suffered as ideas on how to improve the business and its offering, contributed by the people in the business were often quashed owing to cost; and how de-moralising is it to hear that, despite having made millions in profit, increasing every year, targets weren't met and its not enough.  I hold the view that there comes a point in the life-cycle of an economic entity when the vested interest has to change for the long term health and profitability of the company.  Goals need to turn to re-investment in infrastructures that will improve productivity, efficiency and innovation to keep up the market rather than getting ever bigger. 

This is true for economies at every level as well as businesses. Our economy is currently shrinking, because growth has been forced to its limits and the distribution of wealth has become distorted. I have to agree with the thought that it was inevitable and there now needs to be a period of readjustment and realignment, especially in terms of the value equation across various professions in the economy. The price tag on many jobs in the city has been grossly over-valued for some time now and its good that the millions earned by some are being called to question. How is it that someone with little education but a gift of the gab can earn six or seven figure salaries - several times the amount of those who are saving people's lives whist risking their own or educating the future of our countries (not to mention counseling, comforting and taking abuse). I hope and believe that in the coming months and years we will see true value being recognised across industries and markets and bring our expectations on growth to a realistic and sustainable level.