Interview with Jaime Castañeda, Chief Executive Officer, Ninety Nine SB Investment L.L.C. | 99 Sushi

You’ve built a career across some of the region’s most respected hospitality groups. Looking back, which early leadership lesson still shapes how you run Ninety Nine SB Investment today?

One of the earliest and most enduring lessons I learned is that every single day counts. Leadership is not about long-term vision alone; it is about daily execution. A team must clearly understand the direction in which the company is moving. That direction must be explicit, consistent, and visible in the decisions we make every day.

I strongly believe that at the end of each day, a leader should be able to say that something meaningful has been achieved, something that moves the company forward. Procrastination is dangerous in leadership. Equally risky is delegating responsibilities that a leader must personally confront. There are moments that require direct accountability.

Leading by example remains fundamental to how I operate. Engagement with Heads of Department is not optional; it is essential. When leadership is visible, aligned, and decisive, it cascades naturally throughout every department and ultimately shapes the culture of the entire organization. That culture of clarity, accountability, and momentum continues to define Ninety Nine SB Investment today.

As CEO, where do you personally spend most of your time today — operations, brand strategy, or future growth planning?

While brand strategy and future growth are constant priorities, I dedicate significant time to operations. Operations drive cash flow, and cash flow sustains independence. I often say that cash is the oxygen of the company. Without it, nothing else survives.

Despite my role as CEO, I remain closely involved in daily operational oversight alongside our General Managers and Heads of Department. This ensures that teams have the resources, structure, and support required to generate strong performance while maintaining the standards that define us.

Ninety Nine SB Investment grows organically. We do not rely on external funding or debt to expand. Our growth is driven by profitability, discipline, and reinvestment. That model requires operational precision and constant vigilance. Brand vision is critical, but operational excellence is what enables that vision to materialize sustainably.

From Les Roches to leading a globally recognised Japanese fine-dining brand, was this always the trajectory, or did hospitality surprise you along the way?

My original ambition was to become a General Manager of a hotel. After graduating from Les Roches, that was the clear path in my mind. By the age of 30, I had already joined the executive committee of a hotel, and I realized that the trajectory I had envisioned might unfold differently, and perhaps faster than expected.

After working within hotel environments, including a period with Meraas Holding, I was presented with the opportunity to bring 99 Sushi Bar & Restaurant to the region. At that time, I could not have imagined that I would one day be leading a Japanese fine-dining brand with international recognition.

Hospitality absolutely surprised me. The industry is dynamic, unpredictable, and full of unexpected doors. What began as a structured hotel career evolved into brand building, entrepreneurship, and international expansion. That unpredictability is, in many ways, what makes hospitality so compelling.

99 Sushi Bar & Restaurant has retained its MICHELIN Star for three consecutive years. What non-negotiables ensure that level of consistency across markets?

Consistency at the level required to retain a MICHELIN Star demands absolute clarity of concept and unwavering discipline. At 99 Sushi Bar & Restaurant, two elements are completely non-negotiable: immaculate service and premium ingredients.

The concept is clearly defined and protected. From sourcing to preparation to presentation, every detail must align with our identity. Ingredient quality is paramount; we work exclusively with top-tier suppliers to ensure excellence without compromise.

Equally important is service. Precision, discretion, timing, and genuine attentiveness distinguish exceptional service from standard hospitality. Guests must feel guided yet unintruded upon, respected yet warmly engaged.

Recognition from the Michelin Guide is never treated as a guarantee. It is a responsibility. Maintaining a star requires constant vigilance, continuous training, and humility. The moment complacency enters, standards decline. For us, excellence must be protected daily.

KO by 99 introduces a more contemporary, accessible side of the brand. What gap were you aiming to fill with this concept?

KO by 99 was created to express a different dimension of the brand. It was not about filling a gap in the market, but about expanding what 99 represents.

While 99 Sushi Bar & Restaurant is rooted in fine dining, KO by 99 allows us to showcase a more contemporary, lifestyle-driven approach. It is more accessible in tone and pricing, but it does not compromise on quality. It offers a space where guests can socialize, enjoy cocktails, and engage in a vibrant atmosphere beyond a traditional seated dining experience.

We wanted to demonstrate that 99 is not solely a destination for formal fine dining. It can also be a place to connect, to celebrate, and to extend the evening beyond the meal itself. KO by 99 embodies that energy — refined, yet relaxed; sophisticated, yet approachable.

Today’s diners value experience as much as cuisine. How has guest expectation evolved in fine dining over the last five years?

The UAE market has matured significantly. Guests today are highly informed and experienced. Years of exposure to world-class restaurants have shaped a clientele that understands quality and demands more than just exceptional food.

Fine dining is no longer defined by cuisine alone. It is a 360-degree experience. Music, design, lighting, spatial flow, and atmosphere all play critical roles. Illumination, in particular, is often underestimated. Lighting can transform a meal into an immersive experience or diminish it entirely.

Guests also expect continuity. If they choose 99 for dinner, they want the experience to extend beyond the final course. A digestif at the bar, a curated cocktail, carefully selected music – these moments must carry the same level of refinement as the dining experience itself. Today’s diner seeks immersion. Excellence must be holistic.

Having operated across the Middle East and Europe, how do hospitality expectations differ between regions?

At the high-end level, excellence is universal. Guests in Europe and the GCC both expect precision, quality, and professionalism. However, cultural nuances are significant. In the GCC, respect, privacy, and discretion carry particular weight. There is a strong emphasis on generosity, formality in certain contexts, and cultural sensitivity. Service must adapt fluidly to those expectations without appearing forced or overly rigid.

In Europe, service may sometimes feel more relaxed or informal, even within fine dining. In the Middle East, attentiveness and structured hospitality are often more pronounced. Understanding these nuances is essential. True luxury hospitality is not about imposing a single model of service; it is about interpreting excellence through the lens of cultural awareness.

Interview with Chef Dhimas, Head Chef (Papafuku, Velvet Social & The Office)

Your career spans luxury resorts, high‑volume kitchens, and fine‑dining concepts across the world. Which early experience most shaped your culinary philosophy today?

The experience that shaped me most was working in my early years within disciplined luxury resort kitchens where precision was everything. In those environments, you learn quickly that consistency is not optional – it is the foundation of credibility. When you are cooking for guests who have travelled across the world, expectations are high and there is no room for ego.

At the same time, growing up in Indonesia surrounded by bold Southeast Asian flavours gave me a deep emotional connection to food. Food was never just about presentation; it was about memory, warmth, and generosity. That contrast between strict classical techniques and deeply rooted Asian flavours shaped my approach today.

I believe great cuisine must balance discipline and soul. Technique builds structure, but flavour tells the story. Whether I am working on an elevated Asian fine-dining plate or a more accessible concept, that philosophy remains the same: respect ingredients, respect the guest, and respect the craft.

Pre‑opening kitchens are high‑pressure environments. Beyond menu development, what does your role truly involve during a launch?

Menu creation is actually the smallest visible part of a pre-opening role. Pre-opening is about building culture before the first guest walks through the door. It involves recruitment, training, supplier alignment, cost engineering, kitchen layout planning, workflow efficiency, tastings, standard operating procedures, and creating systems that allow creativity to survive under pressure.

You are not just designing dishes; you are designing an ecosystem. At Papafuku, Velvet Social, and The Office Restaurant, my responsibility is to ensure that each kitchen operates with clarity from day one. That means mentoring young chefs, setting standards for hygiene and discipline, aligning with procurement teams, and constantly testing recipes to ensure scalability without compromising quality.

Opening multiple venues simultaneously requires emotional resilience. There are long days, shifting timelines, and constant problem-solving. But if the foundation is strong: the right team, the right systems, the right mindset, service becomes an execution of preparation rather than a reaction to chaos.

Each of your venues has its own identity. How do you ensure every menu communicates a unique story without overlap?

For me, a menu must feel like a reflection of the venue’s identity, not just a collection of dishes. At Papafuku, the approach is bold, modern Asian with an edge, refined yet playful. The menu leans into vibrant flavours, dynamic plating, and a social dining, designed to feel exciting, expressive, and layered.

Velvet Social, on the other hand, carries a more elevated, atmospheric personality. The dishes are more crafted to complement the mood and experience.

The Office Restaurant is structured differently as well. It requires comfort, accessibility, and familiarity while maintaining quality and creativity.

To keep these identities distinct, I begin by asking: What emotion should the guest feel here? Is it nostalgia? Excitement? Intimacy? Celebration? From there, flavour profiles, plating style, portioning, and even ingredient sourcing evolve accordingly. The discipline lies in ensuring there is no overlap in personality. Each venue should feel like stepping into a different chapter, not a repetition of the same idea.

You’ve cooked for royalty, global icons, and large‑scale banquets. How have these experiences influenced your leadership style and composure in the kitchen?

Cooking for royalty and high-profile guests teaches you that pressure is part of the profession, but panic should never be. When preparing for a banquet of several hundred guests or a private dinner for dignitaries, there is no second chance. Every plate must be identical. Every timing must align. That environment trains you to stay calm under scrutiny.

The biggest lesson I learned is that the kitchen mirrors its leader. If the head chef loses composure, the team follows. If the leader remains steady, the team feels secure. Today, regardless of whether we are serving a celebrity, a corporate group, or a family celebrating a birthday, I treat each service with the same respect. True professionalism is consistency under all circumstances.

What is one common misconception about chefs that you feel needs to be corrected?

The biggest misconception is that chefs are driven by ego or personal creativity alone. In reality, great chefs are service-driven. Our work exists for the guest. Creativity is important, but it must be functional. A beautiful dish that disrupts service flow or confuses the guest is not successful.

Another misconception is that leadership in the kitchen means being aggressive. Modern kitchens require emotional intelligence. Mentorship, communication, and psychological safety create stronger teams than fear ever could. The industry has evolved. Today, strength in the kitchen is defined by discipline, empathy, and accountability.

You’re known for mentoring young chefs. What is the first lesson you instil in your team when they join your kitchen?

The first lesson I instil is humility. No matter how talented you are, there is always more to learn. Technique can be taught. Attitude cannot. I encourage my teams to understand that repetition builds mastery. Cutting vegetables perfectly every day may seem simple, but that consistency defines professionalism. Small details compound into excellence.

I also emphasise ownership. Every dish leaving the pass represents the entire team. When young chefs begin to take pride not only in their station but in the overall success of service, they grow much faster.

Quick Questions

One word that best describes your cooking philosophy?
Balance.

What’s the biggest challenge when opening multiple venues simultaneously?
Maintaining consistency across different concepts while building separate team identities at the same time. It requires clarity of vision and strong delegation.

One ingredient you can’t live without in the kitchen?
Soy sauce. It is foundational in many Asian cuisines, and its depth, saltiness, and umami can transform even the simplest preparation into something memorable.

A cuisine outside Asia that inspires you most?
French cuisine. Its structure, sauces, and classical techniques provide a strong backbone that complements Asian flavours beautifully.

Exclusive interview questions with Jim O’Toole CEO of the Irish Food Board (Bord Bia)

This year, 15 Irish companies are exhibiting at Gulfood — what makes this group particularly strong or diverse?

The strength of this group lies in both its diversity and depth. We have companies represented across dairy, meat, ingredients and value-added food, serving retail, foodservice and manufacturing customers.

What is particularly notable is the mix of long-established exporters alongside companies that are newer to the region, all united by a focus on quality, reliability, and customer partnership. Together, they showcase the breadth of Ireland’s food offering and our ability to meet a wide range of market needs.

How important are traceability, provenance, and quality assurance for buyers in this region?

These factors are fundamental for buyers in the Middle East. Customers here place a strong emphasis on health and nutrition, knowing where food comes from and how it is produced.

Irish food and drink performs well in this context because our systems provide high levels of traceability and quality assurance, giving buyers confidence in both product integrity and consistency of supply.

You’ve led Bord Bia through a period of major global change — from Brexit to supply chain disruptions. Looking back, what has been the most defining moment of your tenure as CEO?

One of the most defining periods was navigating the immediate aftermath of Brexit while also managing global supply chain disruption. It reinforced the importance of market diversification, strong customer relationships and adaptability.

It also underlined the value of having a long-term strategy focused on building resilience for Irish exporters, rather than reacting to individual shocks in isolation. 

 Is there a moment from your travels or trade missions that really crystallized for you the global potential of Irish food and drink?

 What consistently stands out is seeing Irish products on shelves, menus and in foodservice operations in markets far from home. That visibility reflects years of work by exporters and agencies alike.

Trade missions like this one often crystallise the opportunity — when you see buyers from multiple regions engaging with Irish companies, it reinforces the truly global potential of Irish food and drink.

Which sectors — such as dairy, meat, seafood, or beverages — are seeing the strongest demand in the region?

 Dairy continues to perform very strongly in the region, particularly in ingredients and value-added consumer products. Meat is also seeing solid demand across retail and foodservice channels.

In addition, consumer foods and Irish beverages — particularly whiskey — continue to gain traction, supported by premium positioning and growing brand recognition.

How important is storytelling — origin, farming practices, sustainability — in influencing hospitality purchasing decisions today?

Storytelling has become increasingly important. Buyers are looking for products that not only meet quality and price requirements, but also align with consumer expectations around origin, production standards and sustainability.

Irish producers are well positioned here, as these stories are rooted in real practices rather than marketing alone, which resonates strongly with both buyers and end consumers.

What role can Irish producers play in supporting food security and consistency of supply in the Middle East?

Irish producers can play a meaningful role by offering reliable, high-quality supply from a well-regulated and export-focused food system.

Consistency, long-term planning and strong partnerships are key in this region. Ireland’s ability to deliver at scale, while maintaining quality and sustainability standards, makes us a dependable partner in supporting food security objectives across the Middle East.