From Michelin-starred kitchens to a Saudi heritage hotel to a tournament chalet — different rooms, same instinct.

I've spent twenty years making other people's hospitality better than they thought possible.

It started at Petrus, Claridge's, The Connaught, and Club Gascon — training grounds most people only read about.

Ten years in London kitchens taught me that a Michelin star hides a lot of chaos backstage, and that the guest never needs to know.

I landed in Dubai in 2011 and never quite left. Folly, Taste Kitchen, Table 9, The Guild — the kind of restaurants that pick up awards without really trying, or at least that's how it looked from the outside. From the inside, it was 20 of them, one very long string of Fridays, and a lot of very particular opinions about wine lists.

Somewhere in the middle of all that, I spent five years running UHNW estates across the UAE, India, and Italy — including properties at Dubai's Polo and Equestrian Club and Nad Al Sheba. Turns out managing a household isn't so different from managing a restaurant: same instinct, considerably more horses.

Then came Dar Tantora The House Hotel, a heritage property in AlUla, Saudi Arabia, which TIME Magazine named one of the World's Greatest Places in 2024 — and after that, executive hospitality for major international golf tournaments, from chalet operations to executive dinners, for guests who notice absolutely everything.

Now I consult globally, helping hospitality and corporate brands build service cultures that hold up under real pressure — a packed Friday service, a royal visit, a tournament week.

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Different rooms, same instinct — that's the whole story.