Leadership Interview Series: Jean-Baptiste Requien

Our CORE Leadership Series captures the thinking and experiences of standout leaders through in-depth interviews.

We are here speaking to Jean-Baptiste Requien, Chief Operating Officer at Thesleff Group. 

What motivates you in your work and what do you find most fulfilling about being a business leader? 

What motivates me most is building something that lasts, not just successful venues, but strong teams, systems, and cultures that people are proud to be part of. The most fulfilling part of leadership is seeing others grow watching a junior team member step into leadership, or a venue find its rhythm because the foundations are right. When the operational detail and the human side align, that’s incredibly rewarding.

What do you see as the biggest challenges currently facing the UK and how should/will a business like yours respond?  

Costs pressures, labour shortages, and consumer caution, all while expectations around quality and experience remain high. For hospitality businesses, there’s no shortcut: you respond by being sharper, more disciplined, and more intentional. That means tighter cost control, investing in training and retention, and ensuring every decision adds genuine value for the guest. Resilience now comes from clarity and consistency.

Where do you think the most promising investments should be focusing on and/or made on?  

People, systems, and experiences. Technology that improves forecasting, scheduling and guest insight is critical, but it has to support, not replace, human hospitality. Investment should also focus on concepts with a clear identity and operational logic, rather than chasing trends. Businesses that understand who they are and who they’re for will outperform those trying to appeal to everyone. 

What do you believe will distinguish the leading service providers in the UK over the next decade? 

The leaders will be those who deliver depth rather than breadth. That might be luxury, niche or experience-driven models, but the common thread will be authenticity and consistency. Guests will increasingly value places that feel considered, where design, service, food and culture are aligned.

What is or are your biggest career achievement(s)?  

One of my biggest achievements has been helping to scale complex hospitality businesses without losing their soul. At Thesleff Group, building operational frameworks that allow creativity to flourish, rather than restrict it, has been particularly meaningful. Creating teams that can deliver at a high level across multiple concepts is something I’m very proud of. 

Have there been any hard decisions you had to take as a business leader?  

Absolutely. Some of the hardest decisions involve people, restructuring teams, changing leadership, or stepping away from ideas that are emotionally exciting but operationally unsound. Learning when to say no has been one of the most important lessons. Protecting the long-term health of the business sometimes means making difficult short-term calls. 

Are you expecting consumer expectations to shift this year?  

Yes, consumers are becoming more selective. They are dining out less frequently, but when they do, they expect it to feel worth it. Value is no longer about price alone; it’s about how an experience makes you feel. Seamless service, warmth and attention to detail will matter more than ever. 

How has your leadership philosophy evolved, especially over the past few years of rapid change? 

I’ve become far more focused on clarity and communication. During periods of uncertainty, people don’t need all the answers, they need honesty, direction, and trust. I’ve also learned the importance of empowering others rather than carrying everything yourself. Strong leadership teams outperform individual heroes every time. 

What initially inspired you or sparked your interest to pursue this career?

I was surrounded by hospitality growing up, my granddad was a Michelin star chef, and my mum and uncle ran restaurants. It was always around me, so the industry felt natural. Seeing the standards, pressure, and pride that went into running great restaurants really shaped my interest and work ethic. 

What advice would you give emerging leaders who want to shape the future of hospitality?  

Learn the fundamentals properly. Spend time on the floor, in the kitchen, with the numbers. Don’t chase titles, chase understanding. Hospitality is ultimately about people, so lead with empathy but be decisive. And remember: the best leaders don’t just create great experiences for guests; they create environments where teams can thrive.