Leslie Gomez on success, scale, and the art of hospitality

The Gentleman's Philosophy

Your motto 'Teamwork makes the dream work' reflects a servant-leadership approach rare in today's business world. How did your experience at The Taj in India shape your understanding that true authority comes from empowering others rather than commanding them?

At the Taj Hotels in India, I rotated through kitchen shifts, service and front-of- house, and learned a simple truth: I saw how “commanding” gets short-term compliance, while “empowering” builds standards that hold when you’re not in the room. That’s where “Teamwork makes the dream work” comes from. I still live by that motto: give clear systems, back your managers, and roll up your sleeves with them — that’s how you earn authority.

When I came to Malaysia, that mindset shaped everything—from opening my first restaurant in 2003 (Pride of India, Desa Sri Hartamas) to scaling a multi- brand Group- The Olive Tree Group. You can’t command consistency in hospitality; you have to build it into people and systems so standards hold even when you’re not there.

Cultural Sophistication & Taste

The Olive Tree Group spans seven distinct cuisines - from North Indian to Malaysian favorites. As a gentleman entrepreneur, how do you balance authenticity with innovation when curating experiences for Malaysia's diverse palate? What role does cultural respect play in your culinary philosophy?

We run multiple concepts because Malaysia’s palate is so diverse with it’s multiple cultures and ethnics. Frangipaani is rooted in North Indian fine-dining (now Michelin-Selected outfit), Rockafellers brings British-Irish pub classics with Indian and local touches depending on the city, and La Chica leans fully into contemporary Mexican with its own cocktail grammar.

Authenticity is one of our anchors — we respect each cuisine’s roots: menus evolve, cocktails are crafted in-house, and every outlet has its own kitchen and checklists to maintain standards without diluting identity.

As part of strategy to ensure customers get what they want, we also localise with restraint (for example, Rockafellers menus vary between Changkat vs Penang to suit different demographics and habits).

We expand only when we’re confident we can protect each of our brand’s identity: every concept has its own culinary flare, music and service. That’s why you’ll see La Chica grow across Penang, Bangsar, PJ and even Kota Kinabalu – because we saw market demand that would suit what we are offering.

The Art of Hospitality

You've created 'immersive environments' with live music and craft cocktails. In an age of digital distraction, what does it mean to you to create spaces where people can truly connect? How does a gentleman approach the responsibility of hosting?

“Immersive” isn’t just a buzzword for us — it’s how we connect with our customers. Whether it’s the live bands at Rockafellas or the skyline view at SOL, every environment has been carefully designed to create a distinct and memorable experience.

At our venues, everything comes together — the lighting, the sound, the pacing of food and service, and a bar programme that makes guests say, “I want to hang out there.” Spaces like SOL (our 6,000-sq-ft rooftop at The MET, Level 40) are built as social scenes with a view — Latin energy, skyline vistas, and a dramatic bar — because people don’t just remember the food; they remember the experience and how they felt when they were dining or drinking at your place.

Mentorship & Legacy

With over 500 employees across your empire, you're essentially mentoring the next generation of hospitality professionals. What qualities do you look for when identifying future leaders, and how do you instill the values of excellence without compromising humility?

We’re a team of over 500 people - I look for three traits in future leaders: humility (learn every station), discipline (respect the SOPs), and courage (be decisive under pressure). The first six months of any new opening is extremely demanding— I prefer hands-on coaching on the floor (learn on the job), not micromanaging—then I “step back, but not away,” so the outlet team owns the standard. Awards are nice but the real value comes is when a junior today can become a reliable manager/ GM tomorrow.

Resilience & Character

Your journey from India to building Malaysia's hospitality empire required tremendous courage and calculated risk-taking. How does a gentleman entrepreneur balance bold vision with prudent decision-making? What role has failure played in refining your character?

Moving from India to Malaysia, starting in 2003 with one outlet and growing to 30-plus took boldness — but also prudence. During crisis periods and downturns like the pandemic and market inflation, we need to protect jobs, tightened cashflow, and locked supplier pricing to shield against constant hikes. Failure taught me to work and expand with calculated risks: pick locations with footfall, diversify concepts, and never outgrow your systems.

Entrepreneurship is also equal parts of bold vision and calculated risk. Before the pandemic we had 17 outlets; we got through it and continued to open multiple outlets by managing our numbers very careful, securing supportive landlord terms, and growing only where the brand-market fit was proven.

Our business model has worked for us. The Olive Tree Group is largely self- funded, one successful outlet gives birth to another. We have long term plans to hit 50 outlets in the near future and an personal ambition for a potential listing one day.

The Modern Renaissance Man

Beyond business, you're curating experiences that blend cuisine, ambiance, music, and service. How important is it for today's gentleman to be well- versed across multiple disciplines? What pursuits outside hospitality inform your leadership style?

Great hospitality is multidisciplinary it requires you to wear a few hats: chef, bartender, sound guy, lighting, even traffic flow. I obsess about music programming and room geometry as much as the menu. Thinking like a chef, bartender, sound engineer and host makes you a better leader and a fairer critic—only then will your team “get” you and understand what they need to do and garner the skillsets required - which builds trust and standards.

Outside the day-to-day, I study locations and customer behaviour patterns across cities (Changkat vs Penang vs PJ families). That curiosity feeds brand placement and menu decisions—put the right brand and space in the right neighbourhood and half the battle is won.

Values in Success

You've achieved remarkable recognition - 28 HAPA Awards in 2023 alone - yet remain notably humble about personal accolades. In a world that often celebrates individual achievement, how do you define success as a gentleman, and what legacy do you hope to leave in Malaysia's business landscape?

2023 was a big year — we picked up 28 HAPA awards across the group, from service to our chefs. But the moments that stick are the simple ones: a packed day full of regulars, or hearing a team member just bought their first home. For me, success is staying relevant, treating people fairly, and creating space where guests feel genuinely looked after.

If there’s a legacy I want to leave in Malaysia, it’s that you can grow without losing your soul: keep the food honest, the spaces thoughtful, the teams well- trained — and quietly lift the standard of hospitality for everyone.

Instagram: gomezleslie5211

Web: theolivetreegroup.com/