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To be sure, many gifted chefs remain happy to focus their energies solely on the restaurants that made them famous, cooking for customers who expect to find them in the kitchen or greeting guests at the door.But as the reigning high priests of food, professional chefs are now free to express themselves in a variety of ways. In feet, so many avenues of opportunity are open to chefs, they need to weigh their options with great care. They can operate multiple restaurants, write cookbooks, star on a television show, consult for other foodservice or retail companies, produce their own line of branded products, or lend their name to return to tiffany company's product lines.

All of that is seen as possible now, as demonstrated by chefs like Bastianich, Puck, Todd English, Bobby Flay and Mario Batali, individuals who constantly are scanning the business horizon to find new culinary worlds to conquer. Puck alone has metamorphosed his long-popular flagship, Spago, into a sprawling business concern. With some 14 fine-clining restaurants, more than 80 grab-and-go concepts, widely distributed frozen pizzas, a line of canned soups and a full line of kitchenware, his companies are said to post annual sales in excess of $350 million."At the end of the day, there are endless possibilities," Feldman says. "At the root of it, it's about the opportunities you make for yourself and the team you build."But the key to such ambitious growth extends well beyond the vision - or even the capabilities - of a signal individual. As a result, chefs who have parlayed tiffany bangles on sale name into a powerfully recognized brand have done so through the creation of a business infrastructure."If you want to build restaurants, you need a great operational team, a publicity arm and chefs who understand your vision," Feldman says. "If you want to do cookbooks, you might need to work with an author. If you're doing TV, you need someone to do outreach for the media."

Todd English compares the business structure to ninning a restaurant."You have all different parts, different specialists," he says. "like in a restaurant where you have a pastry chef or banquet chef, in your business you have people who tiffany somerset the different dynamics. But you have to have competent people."

The foundation of the English empire was established when he opened his award-winning 55-seat restaurant, Olives, in Charlestown, Mass., in 1989. Today, he operates more than 20 locations around the country under such names as Figs, Bluezoo, and KingFish Hall. In addition, he appears on television cooking shows, writes cookbooks and places his brand on lines of cookware, dinnerware, food products and kitchen accessories sold on the Home Shopping Network.Future plans tiffany 1837 for the opening of the Bonfire concept in airports in Boston, New York and Las Vegas as well as a restaurant partnership with "Desperate Housewives" star Eva Longoria in Beso in Los Angeles. English also has a deal with Delta Air Lines, which introduced a line of menu selections English designed for in-flight customers.An early star of the chef-as-a-brand movement, the high-octane English also has acknowledged that his growth hit some rocky patches along the way. A law-suit filed against him several years ago by a former partner in the Olive Group Corp., James Cafarelli, resulted in the pair settling out of court and Cafarelli taking one of the company's Boston restaurants along with another operation in Florida. English also was embarrassed when the original Olives in Boston was shuttered twice in eight days for inspection violations.

Part of the problem, he explained at the time, was that he didn't have the necessary business team in place to help manage his burgeoning empire. These days he operates with several umbrellas - all of the restaurants line up under the Todd English Restaurants banner while cookware and other projects are handled by Todd English Worldwide. He also has started a television production company and is building a studio in New York to tiffany jewelry on sale shows for him and possibly others.English also cautions against taking every deal that comes down the pike, saying that a brand must have a consistent message."You can't be a label slapper," he says, noting that he recently turned down a request to do an infomercial for a tea company. "No matter how lucrative a deal it might be, if it looks like it might hurt the integrity of what you're trying to do, you need to turn it down."