The Olive Tree Group’s founder shares his secret to building 20+ years of memorable dining

December 31, 2025• byJeremy P.

[Written in partnership with The Olive Tree Group, but the editorial team had full control over the content.]

“Food is memory, and memory is emotional. That means every detail matters.”

To Leslie Gomez, founder and Managing Director of The Olive Tree Group, dining isn’t confined to what’s served on the plate or the visual flair of the dish. It’s a carefully orchestrated experience that begins long before guests arrive, and lingers well after the final course.

Having spent over 20 years growing The Olive Tree Group’s portfolio, Leslie knows what it takes to build long-lasting F&B brands. After all, he’s behind popular restaurant chain Rockafellers and Michelin Guide-selected Frangipaani.

Turning everyday dining into a memorable experience

Since The Olive Group was founded in 2003, it’s become one of Malaysia’s most recognisable hospitality names, with 31 restaurants and bars across six states and two countries.

Part of this success is rooted in the strong philosophy and culture that Leslie has cultivated within the F&B group, which prioritises good hospitality above all else. Because to him, one’s dining experience is defined more by intention than extravagance.

“You are inviting someone into your world [and] that comes with responsibility. How you welcome them, how they are guided through the meal, how comfortable they feel being themselves; that’s as important as what’s on the plate,” he explained.

His experience has taught him that good hospitality is a choreography of disciplines: culinary craft, service psychology, spatial design, brand integrity, and cultural sensitivity. All these disciplines have to work together, else the illusion will shatter and make for a less favourable experience.

This isn’t to say that restaurants need to chase after perfection (which is a fool’s errand, by the way, because perfection is unattainable). Rather, Leslie emphasised that the goal is to have consistency.

Steady, small actions that are done consistently are more effective in fostering brand identity. In turn, customers are more likely to become loyal because they already trust that the brand can deliver every time at every point.

Define each brand’s unique flavour

Throughout his career running restaurants and bars, Leslie also noted the importance of clarity in identity, a sentiment echoed by Carsome as well.

Under The Olive Tree Group, there are clear culinary distinctions between each restaurant, allowing for each spot to stand on its own merit.

Take Frangipaani, for instance. The Michelin Guide-selected restaurant is known for its Indian menu that’s rooted in tradition. On the other hand, the F&B chain La Chica specialises in casual Mexican cocina and quality tequilas.

Each of The Olive Tree Group’s brands has designed its space to reflect the culture behind its cuisine.

When guests step inside, the atmosphere instantly signals the food’s origins without feeling forced or gimmicky. From the branding and interiors to the tone of service, every detail lets the cuisine shine on its own.

Our team experienced this first-hand when we dined at La Chica in Bangsar, where the space was decorated with large and colourful murals reminiscent of Mexican street art.

Growing without losing the soul of the brand

Lastly, Leslie approaches brand-building with the same discipline as menu development. A restaurant brand, he believes, should never outgrow its ability to deliver.

“Expansion is easy [but] maintaining standards is hard,” he underscored.

As brands scale, ensuring that every location delivers the same quality that made the original successful becomes significantly more complex. Differences in supply chains, staff expertise, and operational logistics can quickly create inconsistencies that erode customer trust over time.

Finding a balance between scaling and consistency is the key to sustainable growth. In Leslie’s experience, taking the time to refine operations helps the group to continue winning customer trust.

Because at the end of the day, diners return for the experience that they’re familiar with and have come to expect every time they walk through the door.