Leading HIDE’s Next Chapter: A conversation with Chef-Director Josh Angus, HIDE
- James Massoud
- Sep 19
- 5 min read
Updated: Sep 23
From carving whole animals to crafting theatrical desserts, Josh Angus has spent nearly a decade helping to shape the heartbeat of HIDE in Green Park. Now as Chef-Director, Josh oversees HIDE, HideAway and The White Horse, managing 70 chefs and nine menus across three sites. In this exclusive interview with The Knife, he reveals how he’s balancing the restaurant’s Michelin-starred DNA with his own creative stamp, all while serving what many call London’s best breakfast.
Congratulations on becoming HIDE's Chef-Director after seven years under Ollie Dabbous. How are you making this role your own? What parts of your vision do you see as a new direction, and what will remain of the HIDE DNA founded by Ollie?
It’s an exciting step. I’ve been with HIDE since the beginning, so while the title is new, the systems and operations are very familiar. For years, Ollie focused on development and menus while I ensured everything worked in practice. Now I get to put my own stamp on things, involving the team more in development and bringing a little of my own northern character into the food. It feels like the restaurant is truly mine as well as the team’s.
As Chef-Director for HIDE, HideAway and The White Horse, and managing a team of 70 chefs, how do you maintain consistency and creativity across the group?
It’s a juggling act. Across three sites we run nine menus, and all the operational elements flow through me – everything from recruitment to payroll to maintenance. Creativity often comes in the quiet moments, like on the Tube or late at night. But the real key is training and trust. Many of my senior chefs have been with me five or six years, so they know the standards. Systems are in place, and we test dishes daily to ensure quality. None of this would be possible without the strength of the team.
Managing such a large operation – serving hundreds across breakfast, lunch, dinner, plus bar and private dining – requires intense coordination. How do you keep energy high in the kitchen and ensure steady quality during peak services?
Leadership and structure. My seniors average about 60 hours a week, juniors closer to 50, but we balance doubles with proper time off. Whoever is running the pass sets the tone, like a conductor. Every dish is checked before leaving the kitchen, and we have strict testing routines to prevent slip-ups. Energy comes from leading from the front, but also from making sure the team isn’t overworked.
How do you balance operational oversight with the creative aspects of your role?
It’s still something I’m learning. I rely heavily on trusted managers for operations, which frees me to think creatively. Often my best ideas come when I’m away from the kitchen: driving, travelling, or even drifting off to sleep. Importantly, I bring the team into the process; I want my sous chefs and seniors to pitch ideas. Five minds are better than one, and it makes everyone feel invested.
How do you approach passing on classical technical skills while nurturing creativity and ownership?
At HIDE we do everything from scratch: from butchering whole animals to baking, charcuterie, black pudding, even our own Nutella. It gives young chefs a grounding in classical techniques they won’t get everywhere. Creativity comes from ownership. Each head of department runs their section, develops dishes with me, and learns where refinement is needed. I guide them, but encourage their voice. Everyone’s flavour profile is different, but they find their feet by experimenting and learning within the framework of HIDE’s DNA.
Your menus prioritise seasonal, British-sourced produce. How do you identify and innovate around these ingredients to keep the cooking simple yet refined?
I’m led by my suppliers. Whether it’s lamb from Lake District Farmers, scallops from Scotland, or vegetables from local growers, I want the best of what’s in season. The cooking philosophy is simple: don’t overcomplicate, don’t overload the plate. Start with incredible produce and let it shine. That’s the skill: keeping it refined but not fussy. I also like weaving in fruit, from blackberries with beef tartare to cherries with fish.
How do you balance signature dishes that customers expect with pushing the boundaries and evolving the menu? Are there particular dishes you plan to retire or reinvent?
There are plenty of signatures across our breakfast, à la carte, and tasting menus. Some, like Ollie’s famous Nest Egg, I retired, but replaced with something new. Others, like my own staircase dessert – inspired by the restaurant’s iconic spiral staircase – are here to stay. It’s about balance: keeping crowd-pleasers like the beef for two, while evolving dishes with the seasons. If something doesn’t work, we’re not afraid to bring back an old favourite.
When it comes to Tasting Menus, how do you decide the best format for your guests, and what does that say about diners’ evolving expectations?
Our six-course tasting menu has a clear structure: canapés, a vegetarian dish, a signature course, fish, meat, pre-dessert, then dessert. I don’t want to overwhelm guests – too many snacks or 10+ courses can feel heavy. Six is the sweet spot: generous, celebratory, but still light. It also allows us to keep the price fair, which is important in today’s climate.
The iconic carved staircase, the vast wine list and theatrical presentation are almost as famous as the food itself. How much input do you have in shaping the theatre and visual identity of the entire guest experience?
The restaurant’s design was led by Tatiana Fokina [of Hedonism Wines], the owner’s wife, but the food theatrics are mine. Dishes like hay-infused strawberry dessert served with dry ice, or the flaming Baked Alaska, are about engaging all the senses. Presentation matters, whether it’s serving crab tarts on shells or crafting the staircase dessert. In today’s world, where diners love to share their experiences online, visuals are part of the value.
HIDE's breakfast has received wide acclaim, with you and the team often cited as serving London’s best breakfast. What does this meal service mean for the brand and how does it set the tone for the rest of the day’s dining?
Breakfast has become a phenomenon for us; we serve 220 to 300 covers daily, and it’s often the first point of contact with new guests. The recognition is fantastic, but for me it’s also a gateway. Guests might come in for breakfast, then return for lunch, dinner, or the tasting menu. It’s a point of pride for the team and a standard-setter for the whole day.
Your journey – from Sheffield apprenticeship to Le Manoir, and now Chef Director – has shaped a unique perspective. How do you draw on that mix when making high-level decisions at HIDE?
I’ve worked in Michelin kitchens for 16 years, starting with Le Manoir, which was a real shock to the system after running small wine-bar kitchens up north. From classical training with chefs like Phil Howard to development work at Belazu, I’ve picked up different skills: technical precision, bold flavours, and management systems. Eight years at HIDE have cemented all that. Now, I back myself, trust my instincts, and aim to lead by example for my team.
Sustainability, staff wellbeing, and long-term growth are more critical than ever. As you lead HIDE into its next era, how are you integrating those priorities into kitchen culture and the guest experience?
Sustainability starts with suppliers – farmers and producers committed to ethical methods. We compost food waste, use Evergrow systems for herbs, and work with local growers. Staff wellbeing is huge: structured training, mentorship, fair pay, proper breaks, and gestures like mid-week beers or staff meals. I want the kitchen to be a supportive place, where chefs know they can talk about challenges, personal or professional. Long-term growth comes from promotion within – many of my senior chefs have risen through the ranks. Creating that culture of development and trust is what will carry HIDE forward.
