Auden Hospitality

We are on a mission to make hotel F&B great again because great hotels need great food & beverage outlets.

This belief resonates throughout every project we undertake. Whether we are implementing transformative opportunities within your restaurant, bar or lounges, providing guidance during a launch, or creating a new strategy or concept, we approach each project with humility and collaboration to craft the very best experience for you, your team and your guests.

Partner with us to bring your vision to life.

Founder & Managing Director

The Burnt Chef Project

Did you know, 4 out of 5 hospitality professionals report having experienced at least one mental health issue during their career?

The Burnt Chef Project is a globally recognised not-for-profit Social Enterprise, fully committed to making the hospitality profession healthier and more sustainable by focussing on people's wellbeing first.

Chief Ambassador

SISBAN

Responsible for the implementation of key business strategy in the Food division of SISBAN with direct responsibility for the central support functions to assist the three UK operating brands over 16 locations and one brand in New York as well as specific projects around successful scaling of the brands, implementing a new operating principle into the management teams and the launch of the SISBAN Leadership Academy.   

Reporting directly to the Group CEO, this role also encompasses the direct management of the Project Management Office across all operating regions.

Chief Operating Officer

A fantastic role leading the Qoot Co. businesses in London and Dubai responsible for the ongoing operation and growth of our key brands across our casual, quick service and delivery kitchen businesses.  

In the role I have been given full responsibility for the business to ensure we not only meet our financial targets to build value in the company and our brands but to also increase our team engagement and integrate our businesses into the community where we operate.

Managing a central team of 12 people, a store workforce of 300 and reporting directly to the board this is a role that never stops evolving or growing.

Vice President Operations

Responsible for the operations in London and supporting the set up of office and operations in Riyadh as the company portfolio grows.  This role is focussed around managing special projects as well as ongoing F&B operations.  

The key highlight of the role was to act on the companies behalf to assess the operations during a company acquisition in Kuwait as well as the onboarding and integration once the agreement had been made implementing key systems into the operation in line with our company operating model.

Senior Operations Director

TGP International 

I was promoted in August 2017 to oversee all operations including special projects including a hotel opening in Montenegro and pop up in Davos for the World Economic Forum.

During my time in the role I was responsible for overseeing the U.A.E managed properties in Dubai and Abu Dhabi liaising with site teams and owners as well as brand representation, pre-opening and concept development projects.

UAE Operations Director

Conrad Hotels & Resorts

Conrad London St James, 256 room five star hotel, 1 restaurant, 1 bar, 1 tea lounge, 7 meeting rooms, 1 Executive Lounge

In August 2014, I was a key driver in the conversion to the Conrad London St James, working with the owning company and Conrad Brand team to ensure a successful rebrand in five weeks as well as the IHG team to ensure a smooth transition.

Part of the Pre-Opening team for the InterContinental that opened in November 2012, had a successful opening that cemented the hotel as the hub of the 'Westminster Village' establishing the hotel in the top 30 hotels in London on Trip Advisor and a guest survey satisfaction of 87.7% average over the two years. 

Responsible for the strategy for F&B departments, I established with my team the Blue Boar restaurant which won Diners Choice Award in 2014 by Opentable customers and established Afternoon Tea to deliver avg. 1000 covers per month in 2014.

Hotel Manager

Dorchester Collection

AA 5 star hotel, 70 bedrooms, 2 restaurants; Restaurant Coworth Park (1 Michelin Star, 3 Rosette's), The Barn (1 Rosette), The Drawing Room, Spatisserie, C&B 4 rooms, Outside Events up to 400 people.

Part of the Dorchester Collection, Coworth Park is one of the finest country house hotels in the UK.  Responsible for the running of the F&B operation as well as strategic planning and marketing of the outlets working closely with The Dorchester and 45 Park Lane.

Food & Beverage Manager - Coworth Park

Cedar Court Grand Hotel & Spa

York's first AA 5 star hotel, 107 rooms including 13 suites, 2 Restaurants, 1 Bar, Whisky Lounge, C&B 7 rooms, Spa

Approached to join the opening team for Cedar Court Hotels, Yorkshire's largest independant hotel group.  Hotel opened 7th May responsible for Food & Beverage, Reception, Concierge, Guest Services, Housekeeping.  Managed operation in absence of General Manager July '10 - Jan '11 reporting directly to Group Operations Director.

Deputy General Manager

De Vere Hotels

I was appointed Deputy General Manager following a re-structure of the Senior Management team that included taking on the responsibility of the rooms division in the hotel in particular housekeeping and Front of House as well as F&B.  My role also involved managing the health & safety requirements in the operation to ensure all departments complied with regulations and the development of my teams.

Deputy General Manager - Oulton Hall Hotel & Spa

AA 5 Star hotel, 152 bedrooms, 2 Restaurants, Drawing Room, 4 Bars, C&B 13 rooms, Spa & 27 hole Golf Course

Progressed through junior and deparmental management roles before being promoted to F&B Manager, part of the Senior Management team. In this role I managed the £7m refurbishment of all the food & beverage outlets as well as the opening of new £5m clubhouse.

Food & Beverage Manager - Oulton Hall Hotel & Spa

In 2015 I threw away a 15-year career... and it was the best thing I ever did!

I left luxury hotels to work in independent restaurants and quickly learnt that restauranteurs think differently than Hoteliers.

While doing so, I worked across 14 countries in Europe, the Americas and the Middle East.

With some amazing brands & chefs like Dorchester Collection, InterContinental hotels, Alain Ducasse, Dominique Ansel, Greg Malouf, Frederic Vardon and Asia de Cuba.

It has been an amazing journey.

Opening multiple restaurants (40+ and counting)
Opening hotels (4 in total in two countries)
Remotely managing operations internationally (16 brands and 85 restaurants)
Working with suppliers, investors, clients, owners and teams to create unique experiences.  

By the end of 2021, in my role as the COO of a global investment firm, it dawned on me that the skills honed during my time as a restaurateur could be leveraged to benefit hoteliers. 

It became apparent through recurrent feedback that Food and Beverage posed persistent challenges for hoteliers.

So, in March 2022, I created Auden Hospitality with a mission to help hoteliers think differently about their F&B operations to create outlets their guests will love.

All while doing this with a people-centric approach, working with The Burnt Chef Project as an Ambassador to improve the conditions of the amazing people that work in the industry.

Fast forward two years, we are an award-winning agency building a reputation within the industry, we aren’t normal consultants because we are also operators, we understand the challenges the industry faces because we face them too!

It’s why we can bring real-life knowledge and experience to your operation.


My Interests:

➡️ Auden Hospitality, an advisory agency determined to challenge the expected.
➡️ Keynote speaker sharing ways to think differently about F&B.
➡️ Industry-focused focussed podcast, Hospitality Huddles.
➡️ Newsletter specifically aimed at F&B Leaders, read in 57 countries, F&B Insider.
➡️ Eliminating the stigma around mental health in the hospitality industry.
➡️ Advisor to SaaS products in the hospitality space.


My Highlights:

➡️ Opened 40 restaurants and counting.
➡️ Opened four hotels in two countries.
➡️ Worked in 14 countries across 3 continents.
➡️ Created and opened 8 restaurant brands.
➡️ Managed global operations grossing over $50m annually.


Get in touch:
📝 Send me a message on LinkedIn, and let's connect.
🖥 Visit our website at www.audenhospitality.com

Scot Turner

RP Group Asia

I initiated and currently lead RP Group Asia, a dynamic consulting, management, and business development firm that specializes in the Hospitality and HoReCa (Hotel, Restaurant, and Catering) industries in Thailand and throughout Asia.

In this role, I oversee a diverse portfolio of food and beverage businesses, ranging from standalone outlets to restaurant chains, franchised establishments, and hotels. My approach involves conducting comprehensive operational audits and assessments, followed by the formulation of actionable improvement plans. I provide essential operational services, including the development of manuals, procedures, forms, checklists, and audits, all designed to enhance the efficiency and effectiveness of these businesses.

One of my notable achievements has been spearheading concept creation and branding development, ensuring the successful implementation of these strategies in various establishments. 

Additionally, I offer a wide range of strategic services, encompassing operations, marketing, branding, catering delivery, growth strategies, and startup assistance.

I have also undertaken turnaround services for struggling businesses, involving cost analysis, rebranding, staff training and recruitment, as well as market analysis, all geared towards revitalizing and repositioning these ventures for success.

My client portfolio at RP Group Asia includes renowned names such as 10.10 Bangkok, Café del Mar Phuket, Chef’s Market Phuket, Kenny Rodgers, Le Tenute Leone Alato, and Extre’ Champagne. I take pride in leveraging my expertise to drive the success and growth of these businesses within the vibrant and competitive hospitality and HoReCa industries in Thailand and Asia.

Co-Founder, Co-Owner, Managing Director

HPL Hotels & Resorts

In my role as the Country General manager at Jamie’s Italian (Jamie Oliver Celebrity Chef) restaurants in Singapore, I held a pivotal position in overseeing and optimizing the performance of this renowned establishment. 

My responsibilities encompassed a wide range of critical functions. First and foremost, I provided leadership and direction to the entire team, which included general managers and executive chefs across all units. I was responsible for managing both front and back-of-house operations, ensuring strict compliance with brand standards, and conducting rigorous audits and business reviews. These efforts were aimed at maintaining the high-quality experience that Jamie's Italian is known for. On the financial front, I played a key role in overseeing annual budgets and quarterly forecasts, as well as meticulously analyzing monthly profit and loss reports. Through this financial acumen, I devised strategies for continuous improvement, driving financial performance to meet and exceed targets.

Supplier relationships and pricing strategies were also under my purview. I conducted negotiations with suppliers and managed pricing strategies and revenue management to optimize cost-effectiveness while delivering exceptional value to our customers.

Country General Manager - Jamie Oliver Italian Singapore

Destination Eats Co., LTD

In my capacity as the direct report to the CEO, I held a position of significant responsibility and leadership. My role encompassed a broad spectrum of functions and departments, allowing me to have a comprehensive impact on the organization.

I directly oversaw unit general managers, providing guidance and leadership to ensure the effective management of individual restaurant locations. This included working closely with these managers to address operational challenges, enhance performance, and ensure alignment with the overall organizational objectives.

Additionally, I had the privilege of overseeing crucial departments such as purchasing, sales & marketing, finance, and human resources. By actively engaging with these departments, I played a pivotal role in establishing client relationships and collaborating with cross-functional teams to negotiate and develop tailored solutions to meet our operational needs.

One of my primary areas of focus was the implementation of best practices aimed at achieving various strategic objectives. These objectives included revenue generation, cost reduction, efficiency improvement, and the enhancement of operating margins. 

Through the introduction of these best practices, I contributed significantly to the organization's overall performance and financial success.

Recognizing the importance of human capital, I took proactive measures to enhance manager performance and boost employee morale. This involved the delivery of training sessions and the implementation of initiatives designed to empower and motivate our team members, ultimately resulting in improved operational outcomes.

Country General Manager, Hard Rock Cafe Phuket & Koh Samui

In my role reporting directly to the CEO, I held a position of significant leadership and responsibility within the organization, managing Hard Rock Cafe and Hooters outlets in Thailand. I provided clear direction and guidance to various departments, including unit general managers, the sales and marketing department, the human resource department, and the purchasing department. 

This encompassed overseeing their day-to-day operations, aligning their efforts with our organizational goals, and ensuring seamless collaboration among these critical functions.

One of the key aspects of my role was fostering and nurturing strong client relationships. I actively engaged with clients and stakeholders to understand their unique needs and challenges. 

Through effective communication and collaboration with cross-functional teams, I was able to negotiate and develop creative, tailored solutions to address our clients' operational needs and requirements. This client-centric approach not only strengthened our relationships but also resulted in mutually beneficial. 

Through strategic initiatives and effective management practices, I played a key role in achieving a year-to-date increase in the bottom line of 30%. These initiatives were focused on revenue generation, cost optimization, and operational efficiency improvements. This financial growth was a testament to our team's dedication and our ability to execute on strategic objectives.

Country Director of Operations - Hard Rock Cafe & Hooters Thailand

During my tenure, I actively represented the venue at various association and chamber functions and meetings. This involvement played a pivotal role in lead generation for meetings and catering events, as it allowed me to network and engage with potential clients and partners. By proactively participating in these industry events, I contributed to expanding our client base and securing new business opportunities.

One of my primary responsibilities was spearheading the entire budget preparation process. This included meticulously managing revenue streams, tracking expenses, and generating monthly profit and loss reports. By maintaining a rigorous financial oversight process, I ensured both accountability and transparency in our financial operations. This approach not only instilled confidence in our stakeholders but also allowed us to make informed decisions to optimize our financial performance.

Recognizing the importance of our team's performance and morale, I took the initiative to implement departmental training, employee recognition, and incentive programs. These efforts resulted in a remarkable improvement in employee retention and a significant reduction in the turnover rate. By investing in our team members and recognizing their contributions, we created a positive work environment that retained top talent and fostered a sense of loyalty.

As a testament to our collective efforts, we achieved an impressive year-over-year increase in the bottom line increase by 25%, within a single year. This financial growth was a direct result of effective management practices and the successful execution of strategic initiatives. It reflected our commitment to driving excellence in all aspects of our operations and achieving tangible results.

General Manager - Hard Rock Cafe Phuket

In my role, I held leadership responsibilities that spanned all aspects of the café's operations, including daily management, administration, marketing, entertainment, retail, and kitchen operations. This encompassing role allowed me to have a comprehensive impact on the organization.

One of my key responsibilities was to provide leadership and guidance to our management teams across various functions. This involved conducting coaching sessions, overseeing performance evaluations, documenting disciplinary actions when necessary, and managing terminations when appropriate. By implementing effective management practices and fostering a culture of accountability, I achieved significant improvements in quality performance across the café.

I also played a pivotal role in planning and executing new events for the café. Notably, I was responsible for the highly acclaimed monthly live show "This is Rocking Sunday." This event became a signature offering of the café and contributed to its reputation as a vibrant and entertaining destination.

Recognizing the importance of employee development, I pioneered the establishment of a training program aimed at enhancing employee knowledge of best practices. This program not only contributed to the professional growth of our staff but also ensured that our team was well-equipped to deliver exceptional service to our customers.

General Manager - Hard Rock Cafe Kuala Lumpur

The Island Group Hospitality Limited

As the founder of The Island Group Hospitality, I established and led a consulting and management firm specializing in food and beverage management services and the development of innovative concepts for food and beverage venues. In this capacity, I oversaw the ongoing operations of three distinct outlets, where I managed critical functions such as administration, marketing, communication, and strategic planning.

One of the key aspects of my role was providing invaluable food and beverage consultation support to a diverse clientele. 

This included working closely with prestigious five-star hotels and real estate developers to enhance their food and beverage offerings and overall guest experiences.

I also took a hands-on approach in designing the concept for a new outlet, specifically the Mediteca Wine and Tapas Restaurant. This endeavor involved recruiting a skilled manager and chef, as well as meticulously preparing budgets to ensure the successful development of the restaurant.

A significant part of my responsibilities was the expert supervision of a team comprising 120 staff members across four restaurants. Through effective leadership and management, I consistently achieved an impressive average annual revenue of $1.5 million, demonstrating a strong ability to drive business success.

Director of Food & Beverage Operations, Co-Founder, Co-Owner

I am an accomplished professional with a proven track record of success in the food & beverage and hospitality industry. Over the course of more than a decade, I have played a pivotal role in spearheading the growth and transformation of various food and beverage businesses, ranging from startups to well-established brands, primarily across Asia.

My expertise spans a wide spectrum, including strategic leadership, business development, operational excellence, and financial management within the industry. One of my key strengths lies in my ability to lead diverse teams and deliver comprehensive services, which encompass everything from concept creation and branding development to strategic planning for a wide range of clients.

I have consistently excelled in managing high-profile establishments, demonstrating a knack for achieving remarkable bottom-line results through the implementation of innovative strategies and operational enhancements. 

My extensive experience and deep understanding of the food & beverage and hospitality sector have allowed me to drive growth and deliver exceptional value to businesses within this dynamic industry.

taplio

The Battle

Scot Turner

Roberto Pettinau

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