The Great Business of Food and Beverage in Hospitality

Tony Chisholm, Vice President Food & Beverage I MEAT & Asia, Premium, Midscale & Economy Hotels, has built a distinguished career in hospitality, spanning hotel operations, revenue management and food and beverage leadership. Chisholm began his journey in New Zealand at the age of 18 and joined Accor in 2003 at Sofitel Saigon Hotel in Vietnam, quickly rising through leadership roles. By 2015, he was General Manager and Regional Country Manager for Vietnam before transitioning to private equity, where he spent eight years managing mergers, acquisitions and asset portfolios.

Returning to Accor as Vice President of Food and Beverage for the Middle East, Africa, Turkey and Asia, he now drives operational excellence and financial performance. Now, with a strategic vision for the future and deep industry expertise in elevating guest experiences, Chisholm continues to shape the evolution of food and beverage offerings across Accor’s dynamic portfolio.

Recognizing Tony Chisholm’s strategic leadership and industry expertise, this exclusive interview explores his invaluable insights on transforming food and beverage operations into dynamic business drivers, enhancing guest experiences and delivering sustained value for Accor’s diverse portfolio.

Culinary Concepts: The New Hotel Differentiator

I see food and beverage as the soul of a hotel—an essential factor in shaping a guest’s decision on where to stay and driving value for owners. Post-COVID, global interest has surged, with guests more knowledgeable and discerning than ever. This shift has made hotel owners more open to dynamic brand concepts, including partnerships with established restaurant brands. In some locations, integrating a well-regarded restaurant with an existing customer base enhances both the hotel experience and the brand’s reach. These collaborations—through lease agreements or revenue-sharing models—create vibrant dining experiences that were rare in hotels a decade ago.

Another key trend is the blending of business and leisure travel, making food and beverage offerings even more critical. Business travelers, now seek seamless in-room dining and client-friendly restaurants, while leisure guests prioritize indulgent breakfast and brunch experiences.

Through strategic partnerships, unique concepts and high-quality experiences, food and beverage remain a defining pillar of hospitality. The goal is to build a diverse, dynamic dining landscape that meets all the guest’s expectations while maximizing value.

Strategies for a Dynamic Dining Landscape

Food and beverage are integral to a hotel’s identity, shaping both guest decisions and the property’s overall personality. Post-COVID, with people watching cooking shows and exploring gourmet content, customer knowledge and interest in dining has surged. Owners and investors are increasingly recognizing this demand and are more open to dynamic concepts, including partnerships with standalone restaurant brands. These collaborations can leverage established customer bases and deliver distinct culinary experiences that elevate the hotel offering.

Emerging trends like ‘bleisure’ (blending business and leisure) have further amplified the need for diverse food and beverage options. Guests seek flexibility—from grab-and-go meals and room service to specialty dining that could even reach Michelin-star levels. Business travelers often appreciate robust dining options when schedules keep them onsite, while leisure guests prioritize memorable brunches and breakfast experiences.

The landscape is evolving, and hotels must adapt by curating diverse, high-quality dining experiences to meet changing guest expectations.

The Owner Mindset:  Transforming Dining Operations

I believe mindset is the foundation of our approach, and we’ve cultivated this through what we call the ‘think-like-an-owner mentality. We empower general managers, food and beverage leaders and chefs to make strategic, commercially sound decisions that drive revenue, profitability and long-term success.

Strong design principles anchor every concept—storytelling, brand narrative, lighting and décor must align seamlessly. Whether Italian, French or Mexican, the experience should feel intentional and cohesive. Guest expectations are evolving, with a growing demand for health-conscious dining and alcohol-free alternatives. We balance indulgence with wellness, ensuring menus reflect these shifts.

We also maximize every dining space, assessing revenue potential per square foot and activating areas with pop-ups, private dining and curated events. I call this the resort mindset—continuous innovation to keep offerings fresh and relevant, whether in a resort or business hotel. A static program quickly becomes stale.

Ultimately, food and beverage is more than just a service—it’s an experience, a differentiator and a business driver. By thinking like owners, we ensure every aspect of our approach is intentional, impactful and built for long-term success.

Local Sourcing Meets Sustainability

Our long-standing sustainable food policies have evolved to anticipate growing demands for health-conscious dining and non-alcoholic cocktails. Led by our global sustainability team, we’re integrating initiatives that drive smarter procurement, reduce waste and promote responsible sourcing.

We prioritize local sourcing, from Java coffee and Vietnamese chocolate to hydroponic farms in Dubai, reducing reliance on imports and out-of-season ingredients.

This refined approach keeps us competitive while aligning with broader environmental and social responsibility goals. It’s about making thoughtful choices that benefit our guests, partners and the planet.

Seizing Opportunities Across Borders and Brands

Hospitality offers endless opportunities for a dynamic, long-term career. With pathways across brands, roles and even borders, there’s always room for growth and fresh experiences. Many general managers began as waiters or stewards at Ibis properties and advanced through brands like Sofitel, Pullman and Mövenpick, gaining exposure to diverse cultures and leadership styles.

Food and beverage professionals enjoy an even richer journey, exploring culinary landscapes across regions. The Middle East, Africa, Turkey and Asia are especially promising for young talent seeking adventure and growth. Right now, Africa stands out as a vibrant development market, alongside Turkey and Vietnam.

If I were 18 again, I’d jump at the chance to build experience across these regions. Hospitality space, still remains a thrilling space for those eager to learn, adapt and thrive.