JAMES BEARD AWARD WINNER • An illustrated collection of nearly 300 cocktail recipes from the award-winning NoMad Bar, with locations in New York, Los Angeles, and Las Vegas. Originally published as a separate book packaged inside The NoMad Cookbook , this revised and stand-alone edition of The NoMad Cocktail Book features more than 100 brand-new recipes (for a total of more than 300 recipes), a service manual explaining the art of drink-making according to the NoMad, and 30 new full-color cocktail illustrations (for a total of more than 80 color and black-and-white illustrations). Organized by type of beverage from aperitifs and classics to light, dark, and soft cocktails and syrups/infusions, this comprehensive guide shares the secrets of bar director Leo Robitschek's award-winning cocktail program. The NoMad Bar celebrates classically focused cocktails, while delving into new arenas such as festive, large-format drinks and a selection of reserve cocktails crafted with rare spirits.

**Praise for the NoMad Bar: 

**"When the NoMad Hotel opened in 2012 in New York City, cocktail veteran Leo Robitschek--who devised the drinks menu at acclaimed restaurant Eleven Madison Park--was behind the gorgeous mahogany bar, serving his own creations...alongside classic quaffs. The hotel bar soon became so popular with both guests and those seeking a happy-hour fix that Robitschek and his EMP partners Daniel Humm and Will Guidara decided to open a larger drinking den to satisfy demand. The NoMad Bar debuted in the summer of 2014, and quickly became one of the city's hottest destinations." *--Conde Naste Traveler
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"This elegant saloon inside the NoMad hotel [is] teeming with lofty pub grub, digs worthy of 007...[and], with a mob-movie masculinity, is the most boisterous of the hotel's bunch, a dazzling anomaly of a pub." --Time Out New York

Autorentext

LEO ROBITSCHEK is the bar director for Make It Nice, which runs Eleven Madison Park; The NoMad in New York, Los Angeles, and Las Vegas; and Davies and Brook, opening in London in summer 2019. A native of Venezuela, Leo and his team have been the recipients of numerous Tales of the Cocktail Spirited Awards and the James Beard Award for Outstanding Bar Program, and the NoMad Bar has twice been named best bar in North America on the World's 50 Best Bars list.

ANTOINE RICARDOU is the founder of Studio Be-Poles, a boutique design studio based in Paris and New York. Antoine is responsible for the graphic identity of the NoMad hotels and the bespoke art program for each of the hotels' guest rooms and dining rooms.

Leseprobe
INTRODUCTION

It’s three o’clock in the morning and I’m sitting in New York City at our local bar with a few members of my team, reflecting over a few pints on that night’s service. My day began seventeen hours earlier, at ten o’clock the previous morning—which alternately feels like it was moments ago and weeks in the past. When I walked through the door of The NoMad yesterday morning, the prep team had already been at it for hours, producing more than one hundred quarts of juice and the four hundred hand-cut citrus twists we would need for service that day. Bartenders and barbacks arrived next to ready the Elephant Bar and its sibling next door; there were infusions and syrups to prepare and inventory, tools to gather and work stations to set, cases and cases of liquor to receive and catalog.

It’s a mad dash to prepare for service; over the course of a day, hundreds of guests will come through our doors. Some will dine in the restaurant, some will lounge in the library, some will pull up a stool to sit with us at the bars. Nearly all of them will have a cocktail. Our team consists of fifteen people per night, and everyone works their asses off during their ten-hour shifts—stirring, mixing, and serving nonstop. Now that it’s 3 a.m. we should, admittedly, call it a night—because tomorrow, we do it all over again.

I began bartending at Eleven Madison Park (EMP) in the spring of 2005. At that time, the restaurant was a busy brasserie known for its warm service and accessible fare. The bar was a meeting place for local businesspeople and a holding area for guests waiting for a table. The cocktail menu comprised eight proprietary drinks unchanged since the restaurant’s opening in 1998. The bartenders were all friendly and efficient; they were as thrilled to pour you a glass of wine or fashion you a gin and tonic as to mix one of the drinks from the menu. But, as with most dining destinations in New York in 2005, the restaurant had no real cocktail culture.

In 2006, EMP began to evolve. A rising chef, Daniel Humm, took the helm of the kitchen, and a young dining room guy, Will Guidara, joined the team as our general manager. They were determined to make radical changes to the restaurant—to elevate the experience to a level worthy of the luxurious grandeur of its dining room.

As always, with change came resistance. Many of the staff had worked there for years. There were some who embraced this new direction—but for those who did not, well, their tenure at the restaurant was drawing to a close. So I was scared shitless when Will and Daniel called me into their office for a talk. I was anxiously expecting the boot, but I was wrong. They had very high aspirations for the bar at EMP, and they felt that I, acting as head bartender, was the person to take it there. They made their goal explicit: They wanted our bar—in spite of the fact that it was a “restaurant bar”—to be one of the best in the world.

In 2006, good cocktails were not associated with restaurants, let alone fine dining restaurants. There were a few pioneering cocktail bars, like Pegu Club and Milk and Honey, that were bringing back the craft of the cocktail and devoting themselves to techniques and ingredients just as chefs did. But for the most part, you would be hard-pressed to find innovative and well-made cocktails at many other bars, let alone restaurant bars.

Essentially, Will and Chef were asking me to do something that had never been done before: create a cocktail program that maintained the rigorous standards of a top-tier fine dining restaurant—drinks that weren’t just an afterthought, but expressed the spirit and philosophy of the restaurant in which they were served. It might have been my lack of confidence, or maybe my shock that I was still gainfully employed, but my first reaction was to laugh out loud. This was not the response they’d wanted to hear. That’s when I received the first of many “Will Guidara” looks. (Years later, Will admitted that he thought about letting me go, right there and then.)

I not only survived the rest of the meeting, but I also started to become very, very excited by the ideas Will and Chef were sharing. Over the course of the next two hours, we ironed out our goals. We wanted to create a four-star restaurant for our generation, one that didn’t focus solely on food and wine, but rather approached everything we served—beer, coffee, tea, and what was to become the focus of my life, cocktails—with the same intensity of purpose.

When I left their office and stepped back behind the bar at EMP, I looked at it in a way that I never had before. I couldn’t help but think about where I was four years earlier: sitting behind a desk at an investment bank. It was a good job, I was making decent money, and above all else, my mom was proud. But I hated it. After a year of trying to convince myself that this was what I wanted to do, I finally quit, officially beginning my quarter-life crisis. A friend of mine was an investor at the very popular restaurant Sushi Samba, and suggested I work there. So a few weeks later, I traded in my s…