Smiley's Cuisine Gh

26/04/2026

Steak cuts???

28/03/2026

A guy spent $1,500 on a fake commercial for a product that didn’t exist. That product is now valued at $1.4 billion. It’s water. Not vitamin water. Not hydrogen water. Not alkaline water with added electrolytes and a wellness story on the label. Water. In a can. With skulls on it.
Liquid Death doesn’t do anything special to the water. They put it in a tallboy can that looks like a beer, slapped a death metal logo on it, and told you to “murder your thirst".
That’s it.
And it worked better than anything Dasani, Aquafina, or Smartwater has done in decades.
Here’s how it happened.
Mike Cessario grew up playing in punk and metal bands.
He was the guy in the group who designed the flyers, made the album covers, and silk-screened the t-shirts in his basement.
That DIY creativity led him to study graphic design at ArtCenter College of Design in Pasadena.
After graduating, he went into advertising.
He worked at agencies on campaigns for brands like Netflix and others.
He was good at it.
But there was a problem.
His ideas were always the edgiest ones in the room.
And clients always picked the safer option.
The best ideas he ever had kept getting killed.
Then in 2008 or 2009, he was at the Vans Warped Tour and noticed something.
The band members on stage were holding energy drink cans.
Monster.
Red Bull.
All the usual sponsors.
But the cans were filled with water.
The artists had to represent the sponsors, but they were actually just staying hydrated.
Cessario looked at that and a thought hit him.
Why does every healthy drink look boring and every unhealthy drink look cool?
Energy drinks had the best branding in the beverage industry.
Skulls.
Black cans.
Aggressive fonts.
They looked like something you’d see on a concert poster.
Water brands looked like they were designed for a yoga retreat.
Nobody had ever marketed water the way alcohol and energy drinks were marketed.
Nobody had made water feel rebellious.
That idea sat in the back of his head for years.
In 2017, he trademarked the name Liquid Death.
He knew if someone saw that name on a shelf, they’d have to pick it up.
And once someone picks something up, you’ve already won.
But he had no money to manufacture anything.
No investors.
No product.
So he did something that made zero sense on paper.
He took a 3D rendering of his can design.
Created a page to make it look like a real product.
And spent $1,500 on a low budget commercial.
The video featured someone getting waterboarded with a can of Liquid Death.
Raunchy language.
Making fun of plastic water bottle brands.
Completely absurd.
It went viral.
3 million views in four months.
The page gained more followers than Aquafina.
For a product that didn’t exist yet.
That proof of concept let Cessario raise $1.6 million in seed funding to actually make his first cans.
Industry people told him it wouldn’t work.
The can looks too much like beer.
Retailers will never put something on the shelf that says “Death” on it.
Consumers will be confused.
He launched anyway.
January 2019.
Two products.
Still water and sparkling water.
By 2020, Liquid Death was in Whole Foods.
It became the fastest-selling water brand on their shelves.
Then 7-Eleven.
Then Target.
Then Walmart.
Then Publix.
As of 2024, Liquid Death is in over 133,000 retail locations across the United States.
But here’s what’s wild.
They barely spent anything on traditional advertising.
No massive TV campaigns.
No celebrity spokespeople at first.
No billboards on the highway.
The brand was the marketing.
Every single thing they did was designed to be shared.
They released an album of death metal songs written from actual hate comments people left about the brand online.
They sold a coffin shaped cooler.
They made a real horror film.
They sold people’s souls through their website as a membership gimmick for their “Country Club.”
None of this had anything to do with water.
All of it had everything to do with identity.
People didn’t buy Liquid Death because they were thirsty.
They bought it because holding that can said something about who they were.
It was the anti-wellness wellness brand.
Water for people who thought water brands were boring.
Their merch started selling out faster than their water.
Hoodies.
Hats.
Skateboard decks.
People were paying to advertise for them.
That’s not a water company.
That’s a lifestyle brand that happens to sell hydration.
The numbers are almost absurd for a company selling canned water.
$263 million in retail sales in 2023.
$333 million in 2024.
Projected to hit around $340 million in 2025.
Six year compound annual growth rate of roughly 122%.
Valued at $1.4 billion as of March 2024.
Live Nation signed an exclusive deal making Liquid Death the official water brand at their 120+ music festivals and concerts.
Celebrity investors lined up.
The co-founder of Dollar Shave Club.
A co-founder of Twitter.
Gary Vaynerchuk.
Multiple pro athletes.
They didn’t invest because the water was special.
They invested because the brand was unreplicable.
And that’s the point.
Cessario understood something that most founders still refuse to accept.
Dasani, Aquafina, and Smartwater are owned by Coca-Cola and PepsiCo.
They have billions in resources.
They could make any can they want.
Any branding they want.
Any marketing they want.
But they can’t make Liquid Death.
Because Liquid Death isn’t a product.
It’s a personality.
And you can’t manufacture personality with a corporate committee and a focus group.
The water inside the can is the same as the water inside every other can and bottle on the shelf.
The only difference is the story printed on the outside of it.
That story turned $1,500 in fake commercial budget into a $1.4 billion brand.
Your product doesn’t have to be different.
Your brand does.
What story is your packaging telling, and is anyone sharing it?
Think Big.

Credit To The Owner: Be Blessed.
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22/03/2026

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13/03/2026

The history of why chefs wear a tall hat, which came about as a toque blanche, is steeped in as much legend as it is in practical kitchen history.
While some stories date back to the Byzantine Empire (where chefs allegedly wore hats to distinguish themselves from monks while hiding in monasteries), the modern version we recognize today was solidified in 19th-century France.

​Here is how the iconic look came to be:
​The Vision of Marie-Antoine Carême
​Marie-Antoine Carême, known as the "Chef of Kings and King of Chefs," largely credited the modern design in the 1820s. Before Carême, cooks wore various styles of caps, often floppy or colorful. Carême believed:
​Stature: A tall hat literally made the chef the most visible and imposing figure in the kitchen.
​Professionalism: He insisted the hats be white to symbolize cleanliness, a radical idea in the soot-filled kitchens of the time.

​The Meaning of the Pleats
​You might have heard that a traditional toque has exactly 100 pleats. In the past, a master chef would proudly display these pleats as a symbol of their ability to prepare an egg in a variety of ways. While few modern hats hit exactly 100, the pleats remain a symbol of the wearer's experience and technical repertoire.
​Evolution by Auguste Escoffier
​Later in the 1800s, Auguste Escoffier, the man who created the "brigade system" we still use, codified the height of the hat as a tool for hierarchy.
​The Executive Chef: Wore the tallest, most rigid hat.
​The Commis and Station Cooks: Wore shorter hats or simple skullcaps (beanies).
​This allowed anyone entering a chaotic, high-volume kitchen to instantly identify who was in charge simply by looking at the height of the headwear.
​Modern Practicality
​Beyond the tradition, the toque serves three functional purposes that still matter today:
​Heat Management: The tall, hollow chimney allows heat from the chef’s head to rise and escape, providing a slight cooling effect in a 120°F kitchen.

​Hygiene: Its primary job is to keep hair and sweat out of the food.
​Absorbency: The thick band at the base acts as a sweatband during long shifts on the line. By Austen Murphy

07/03/2026

Something is cooking as they said.
"Every Smile Counts"

05/03/2026

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27/02/2026

Top Chef Interview Questions (With 5 Sample Answers)
1) Tell us about yourself and your culinary background.
Sample Answer:
“I am a professionally trained chef with over eight years of experience in high-volume kitchens and fine dining establishments. I began my career as a line cook, mastering fundamentals such as knife skills, sauces, and station management. Over time, I advanced to sous chef and now lead kitchen operations, including menu development, staff training, inventory control, and cost management. My cooking style blends classic techniques with modern presentation, and I prioritize consistency, hygiene, and teamwork.”
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2) How do you handle pressure during busy service hours?
Sample Answer:
“I stay organized, communicate clearly with my team, and focus on prioritization. During peak service, I break tasks into manageable steps and rely on prep systems we established beforehand. I also keep a calm mindset because panic spreads quickly in a kitchen. By maintaining discipline and supporting my team, we deliver quality dishes on time without compromising standards.”
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3) How do you ensure food quality and consistency?
Sample Answer:
“I use standardized recipes, precise measurements, and regular tasting throughout service. I also train staff thoroughly so every dish meets the same presentation and flavor profile. Daily quality checks for ingredients, proper storage, and strict hygiene practices are essential. Consistency is achieved through systems, not guesswork.”
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4) Describe your experience with menu planning and cost control.
Sample Answer:
“I design menus based on seasonality, target customers, and profitability. I calculate food costs for each dish and adjust portion sizes or ingredients to maintain margins without sacrificing quality. I also minimize waste by cross-utilizing ingredients across multiple menu items and monitoring inventory closely.”
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5) How do you manage and motivate kitchen staff?
Sample Answer:
“I lead by example, showing professionalism, punctuality, and respect. I provide clear instructions, constructive feedback, and recognize good performance. Training is important, especially for junior cooks. When staff feel valued and confident, productivity and morale improve, which reflects directly in food quality and service.

31/12/2025

I wish you a Happy New Year 🎊
Full of Grace 🙏🌟

゚viral

29/11/2025

Hello 👋 Fam. This for everyone. Watch till the end.

18/11/2025

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