The Future of F&B Lies in Innovation and Sustainability

Professional Journey and Key Experiences

 I studied and worked in different sectors before deciding to pursue a career change in a service-oriented field. After making this decision, I moved to Singapore and started my career as a Food and Beverage Attendant at Hilton Singapore, where I met my first mentor. He recognized my potential and entrusted me with handling operations and administrative tasks, gradually increasing my responsibilities.

I later secured a better opportunity at Regent Singapore, a Four Seasons hotel, where I took on greater responsibilities and began developing my leadership skills. Although I enjoyed my time at Regent Singapore, I was approached by Oakwood OUE Premier, where I started as a Senior Executive. Within a few months, I was promoted to Assistant Manager of F&B.

Due to the nature of the business at Oakwood Premier OUE Singapore I decided to return to the hotel industry. This transition happened after one of my guests, a senior management executive at Accor, recognized my potential and facilitated my move to SO/Singapore. There, I became the sole F&B leader, overseeing all day dining, the lobby bar, in-room dining and the rooftop bar. During my first six months, a management change occurred and the new leadership team acknowledged my potential, leading to my next promotion.

In Q1 2020, COVID-19 impacted the market significantly. As a corporate hotel, our rooms business was severely affected, requiring us to compensate through F&B. We had to think outside the box, implementing pop-up concepts and collaborations. After a year of intense activations, I was promoted to F&B Manager. Following COVID-19, the owning company decided to sell the property. I played a key role in the de-flagging process and as Accor recognized my contributions, I received a transfer letter appointing me as Cluster F&B Manager for both Novotel Singapore on Stevens and Mercure Singapore on Stevens.

Ten months later, I embarked on my first pre-opening hotel experience as an Assistant Director of F&B in charge. I oversaw the Signature Izakaya Bar, the hotel's main dining restaurant, the rooftop bar, in-room dining for 350 rooms and a boutique MICE facility, managing up to 45 colleagues. I coordinated with the culinary team and Executive Chef on monthly and quarterly promotions, working closely with the sales and finance departments to ensure the hotel’s market positioning was well-represented in Singapore.

Industry Trends, Challenges and Future Outlook

I believe IT and sustainability will be the two biggest factors shaping the future of the F&B industry. With advancements in IT, we are not only able to manage costs efficiently but also offer a seamless guest experience. There are programs that store guest details, analyze their preferences and automatically assess guest satisfaction. On top of this, these technologies enable upselling at the initial touchpoint or post-visit for future bookings. IT is also F&B marketing, from photography and animation to SEO and social media engagement.

The second key trend is sustainability. This is no longer just an outlet-level initiative but a priority at the group and national levels. Consumers today, especially the younger generation, are just as conscious of sustainability efforts as businesses. MICHELIN has introduced the Green Star award, which recognizes establishments that prioritize sustainable practices, considering factors such as ingredient sourcing, seasonal produce, waste management and communication with guests regarding sustainability.

Technology should not come at the expense of human interaction, which remains at the heart of hospitality.

Multiple challenges impact the F&B landscape. One major concern is that many businesses invest heavily in conceptualizing unique designs but neglect the core focus—food and beverage. Staffing is another significant issue. There is a notable difference between the old and new generations in the industry, with millennials prioritizing social media engagement over traditional hospitality skills.

In addition to this, global warming and other human-induced factors have reduced the availability of fresh produce, leading to higher costs. This increase in ingredient prices results in higher menu prices, creating a challenging cycle. However, despite these obstacles, we continue to see inspiring success stories. In Singapore, several hawker centers have earned MICHELIN recognition, while Korea has numerous traditional “No-Po” restaurants preserving culinary heritage. At the end of the day, success in F&B comes down to staying true to the basics and delivering quality meals with heart.

Operational Efficiency and Technology in F&B

 From the very beginning of conceptualizing F&B offerings in our hotel, we emphasized process efficiency. We were meticulous in selecting our POS system, menu engineering techniques, SOPs, policies and recruitment strategies to streamline operations while meeting ownership and management expectations.

For example, our POS system integrates seamlessly with our primary booking platform, consolidating multiple booking sources into one. This allows us to optimize pricing strategies from a market perspective. Internally, this system has also enabled us to digitize our in-room dining service, eliminating the need for printed menus—aligning with our sustainability initiatives. When recruiting team members, we encourage authenticity, allowing them to express their individuality and build genuine connections with guests. However, financial compliance and operational SOPs remain fundamental to our structure.

Finding the Right Balance Between Technology and Human Touch in F&B

As the F&B industry continues to evolve, embracing IT is essential for culinary and back-of-house management, particularly in cost control. However, technology should not come at the expense of human interaction, which remains at the heart of hospitality.

Guests dine out not just for food and drinks but for the overall experience. The industry must continue to find a balance between automation and personalized service, ensuring that while technology enhances operations, it does not replace the human touch that defines hospitality.