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.