What is unique about the hotel’s F&B?
Albert Ettinger, EAM answers: we have the vision of being Kuwait’s number one food & beverage operation — through quality, product and service that we have. Not in terms of the price. We are going to place an F&B landmark in the country.
Christopher Curtis, executive chef answers: The concepts are pretty solid. The opening was very smooth; it’s my fourth opening and the smoothest one I’ve done. The team is very good. We are very particular about making sure we have the best quality ingredients.
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How do front-of-house and back-of-house support each other?
Albert Ettinger, EAM answers: I made sure there is a team especially for F&B. In the old days, there were two areas — the kitchen and service. Things are changing for the better. I implemented a system called Food & Beverage Connection from day one. That is our daily communication briefing, which starts every morning with the head chef, me, my assistant and other key members.
Christopher Curtis, executive chef answers: We are really on the same page. The most important thing is the communication between the front and back-of-house. We just really promote the philosophy that it’s one team — it’s not kitchen versus service. The main thing that I am really very passionate about is making the team one, where people understand each other’s role. And that seems to really work well.
How is the pricing strategy justified?
Albert Ettinger, EAM answers: We had a clear strategy not to be over-priced. What we are charging is the same that the market charges, but we have the better product. And it’s not me who is saying that, but that’s the feedback of the guests.
Christopher Curtis, executive chef answers: I work very closely with the F&B director and Albert on this, and for every menu we do a pricing survey in the market, and costing for recipes. We set the prices together. It’s always a communication between both parties.
How do you ensure the outlets are profitable?
Albert Ettinger, EAM answers: We need to make sure they are attractive, that the revenue is coming in. Then is the cost aspect. There is a transparency throughout the team. I make sure they know revenue doesn’t mean profit.
Christopher Curtis, executive chef answers: We came in quite conservative and then did a solid market survey. If I want to charge a certain amount for a dish, I need to be confident it’s worth the money. We are on par, if not below the market, in some of our pricing.
What are the biggest challenges you face?
Albert Ettinger, EAM answers: I think the biggest challenge in general is getting the talent. As we open new outlets and develop the business, we always need new colleagues, new talents and this is challenging, especially in Kuwait because it is a destination with a certain lifestyle and not everybody appreciates that lifestyle. Once we have them, it’s no problem. But to attract them, it’s an ongoing work.
Christopher Curtis, executive chef answers: I think the main thing is suppliers — the constant follow-up with suppliers. We have a very good supportive purchasing team and we’re working very hard with that. But it is a constant challenge, just being on top of products not coming in. It’s one challenge that’s ongoing, but it’s pretty normal for pre-opening. But it is getting better.
What does the future for the hotel’s F&B look like?
Albert Ettinger, EAM answers: In 12 months, the outlets will have settled down and then it’s the time to build on that. We are going to be active in food promotions and new ideas. The first year you build up, and in the second year, start activities.
Christopher Curtis, executive chef answers: If we continue the trend, the hotel F&B will be well-known in town. We are here to be the best F&B in Kuwait. There are a lot of restaurants, but we want our guests to walk away with an experience they really enjoy.
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