HOSPITALITY SECTOR

Compiled by Allaam Ousman

THE CULINARY PLAYBOOK

Tony Bohoran urges chefs to master business – not merely the art of cooking

Understanding the financial fundamentals of how a business operates is a key competency for the modern chef. Areas such as material cost management, pricing, margins and labour cost control are just as important as skills in the kitchen.

In today’s tech landscape, individuals are more aware of global industry trends. Brand awareness and personal reputation now travel faster than the taste of the food itself – and therefore, chefs must learn how to represent themselves publicly and digitally.

Adaptability is also critical: the ability to learn, unlearn and respond to change promptly is what ensures professionals remain relevant over time.

Q: What distinguishes successful culinary leaders from talented chefs who struggle to scale or sustain their careers?

A: The difference lies in mindset.Talented chefs often tie their identity too closely to being on the stove. Many talented chefs struggle because they try to control everything personally.

Culinary leaders design processes, empower teams and build cultures that do not depend on one individual’s presence. They understand that success is not only about perfection but consistency too. They also accept that growth requires discomfort – i.e. letting go, trusting others and making strategic rather than emotional decisions.

Dining is no longer simply about the plate; it is about the complete experience – today’s consumers are more multicultural, well-travelled and digitally connected

Q: What are the main operational challenges facing the culinary and hospitality sector today?

A: The sector is currently operating under constant macroeconomic pressure. Labour remains the greatest challenge.

Recruitment, retention, and training in a sector that demands long hours and high standards are among the toughest issues we face. Staffing shortages have forced businesses to rethink training, scheduling and workplace culture.

Rising food costs and supply chain instability continue to pressure margins. At the same time, customers expect higher quality service, often at lower prices.

Operators must balance quality with affordability in a market where customers are more informed and less forgiving than ever. Managing these competing demands while protecting margins is one of the sector’s greatest challenges.

Q: What lessons from the kitchen – such as discipline, timing or teamwork – translate most effectively into business leadership?

A: The kitchen teaches us that success is decided long before service begins. It is one of the most demanding leadership training environments and its lessons translate powerfully into business.

Serving a guest requires extensive preparation and when something goes wrong during service, it is immediately visible. Decision making therefore happens under pressure, teaching us when to act quickly and when to hold back.

Teamwork is perhaps the most powerful lesson. No dish leaves the kitchen because of one person alone – in business leadership, the same applies. Leaders who plan in advance and remain calm under pressure create environments where people perform at their best. A well led team will outperform any individual star.

Q: How are changing consumer expectations reshaping menus, dining experiences and business models?

A: Dining is no longer simply about the plate; it is about the complete experience – today’s consumers are more multicultural, well-travelled and digitally connected, which has expanded their culinary knowledge, and raised expectations around quality, authenticity and variety.

Expectations of dining experiences are also evolving, as consumers now value more than just food. Atmosphere, storytelling, personalisation and seamless digital touchpoints – such as online booking, contactless payment and delivery platforms – play a crucial role in consumer satisfaction.

Evolving consumer expectations have fundamentally shifted how menus are designed and dining experiences are deli­vered. Menus are increasingly influenced by international flavours and digitalisation is widely adopted in food businesses.

Companies are investing in staff training, technology and design to create consistent, memorable experiences across multiple touchpoints.

Q: So what role does technology play in the future of kitchens – from operations to customer engagement?

A: The kitchens of the future will not be defined by automation alone; they will be led by human creativity, supported by technology. Technology is quietly redefining how modern kitchens operate – no longer merely as a support tool; it has become the backbone of efficient, scalable operations.

From demand forecasting and inventory management, to workforce scheduling and cost management, technology allows food businesses to make smarter, data driven decisions, while reducing waste and operational friction. It enables kitchens to move from reactive problem solving to proactive planning.

On the customer’s side, digital ordering platforms, CRM systems and social media have transformed how brands engage with guests. When applied thoughtfully, technology enhances hospitality by removing barriers and simplifying interactions, rather than replacing human connection.

Hospitality remains deeply personal and the most successful operations will be those that use technology quietly in the background – i.e. by amplifying people, strengthening culture, and delivering experiences that feel both modern and genuinely human.

The interviewee is the Managing Director of Raffles Consolidated.