Cover Jean Paul Manuud, president of The Bistro Group, highlights the importance of valuing people in managing over 200 restaurant branches (Image: Raphael Quiason; Photo: The Bistro Group)
Jean Paul Manuud, president of The Bistro Group, highlights the importance of valuing people in managing over 200 restaurant branches (Image: Raphael Quiason; Photo: The Bistro Group)
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Jean Paul Manuud, the President of The Bistro Group, is one of the Philippines’ largest collections of restaurant brands. How does he do it?
Running a restaurant may seem straightforward—create a great concept, serve good food, and customers will come. But managing hundreds of restaurants, each with unique challenges and expectations? That’s a different kind of puzzle—one that requires innovation, teamwork, leadership, and an unwavering commitment to excellence.
Read more: 8 Major Restaurant Groups in the Philippines You Need to Know
Few people have mastered this balance, and one of them is Jean Paul Manuud, president of The Bistro Group, which runs one of the largest collections of F&B brands in the Philippines. It’s company that has brought in TGI Fridays, Texas Roadhouse, Olive Garden, Hard Rock Café and Denny’s to the Philippines, alongside homegrown concepts like Las Flores, The Test Kitchen 9780, Helm and many more. With over 200 restaurant branches under his leadership, Manuud is crucial to this thriving empire.
But what truly sets him apart isn’t just the scale of his success—it’s his people-first approach, adaptability, and emphasis on consistency, all of which have become the cornerstones of his leadership.
Put people first
Manuud’s leadership philosophy is built on a principle that sounds simple but is rare in practice: humility.
“We at The Bistro Group strive to be the best in everything we do, but we also always look at ourselves as the underdog,” he shares. This mindset fosters a culture of continuous learning and improvement, ensuring that the company never becomes complacent.
His humility is most evident in the way he treats his employees—not as subordinates but as “partners and teammates.” He says: “Take care of the people first, and they will take care of the customers.” he says.
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Above Jean Paul Manuud helms The Bistro Group, the company behind over 200 branches of international and homegrown concept stores in the Philippines (Photo: The Bistro Group)
Jean Paul Manuud helms The Bistro Group, the company behind over 200 branches of international and homegrown concept stores in the Philippines (Photo: The Bistro Group)
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This belief aligns with The Bistro Group’s guiding principle of being an “employer of choice”, where employees feel valued, respected, and motivated to grow. Manuud understands that a restaurant’s success isn’t just about great food or efficient operations—it’s about the people who bring it to life every day.
This philosophy isn’t just talk. Before the grand opening of Morton’s The Steakhouse in Bonifacio Global City, Manuud was seen adjusting tables and chairs himself—doing whatever needed to be done, just as he expects from his team.
“If I need to say sorry, I say sorry,” he says. “It makes you a better leader.”
Read more: What does it take to build modern leaders?
He emphasises again that “everything revolves around people”—from the dishwashers and cooks in the kitchen to the team working in the management offices. For Manuud, the success of the group doesn’t rest on a single person or a set of tools; it’s about surrounding yourself with great people who share a common passion.
Practice an adaptive style of leadership
Great leadership isn’t about having one fixed style. It’s about understanding people and adjusting accordingly. Manuud recognises that different individuals need different types of leadership.
With experienced managers, he takes a step back, offering guidance when necessary but allowing them the independence to lead. With newer leaders, he takes a more hands-on approach, ensuring they have the direction and support they need to succeed. “My role as president has evolved. Now, I’m more of a cheerleader, motivator and mentor,” he explains.
By tailoring his leadership approach to each individual, Manuud ensures that his team is empowered, confident, and constantly growing—a key reason why The Bistro Group has been able to scale successfully.
Read more: Morton’s The Steakhouse makes its debut in the Philippines: Here’s what to expect
Above The Bistro Group has introduced the Philippines to its first-ever Morton's The Steakhouse, which opened in December (Photo: Morton's The Steakhouse)
The Bistro Group has introduced the Philippines to its first-ever Morton's The Steakhouse, which opened in December (Photo: Morton's The Steakhouse)
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This doesn’t come from formal management theories. Manuud’s ability to read the room and respond accordingly stems from his decades of experience in various posts within the company, having worked his way up the ranks from management trainee to manager, general manager, director of operations, vice president for operations and finally president of The Bistro Group. He understands what it’s like at every level of the business, which makes him an empathetic and relatable leader.
“It’s a good thing that I came from the ranks. It’s not that I woke up one day and I’m the president of the company,” he jokes. “I’ve been a very good cook and maybe even the best dishwasher in the world.”
Commit to excellence
Above Jean Paul Manuud, the President of The Bistro Group, talks about the importance of valuing people (Photo: The Bistro Group)
Jean Paul Manuud, the President of The Bistro Group, talks about the importance of valuing people (Photo: The Bistro Group)
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While people remain at the heart of his leadership, consistency in customer experience is equally important. “The most important thing in the restaurant is the customer experience. No matter how we pride ourselves to be the best, if it’s not consistent with the customer experience, then there’s a problem we need to improve,” he says.
See also: Chef JP Anglo cultivates effective leadership with family values and Filipino food
Manuud understands that no matter how good the training program or the leadership is, it’s all for nothing if the customer doesn’t feel that quality on the ground. To ensure that all their stores have the same level of quality, The Bistro Group president makes it a point to eat at their restaurants regularly—not for pleasure, but for insight. “When I eat at our restaurant, I can tell if something’s wrong. If the service is lousy, I know we have a problem.”
Cultivate emotional intelligence
In the fast-paced and unpredictable world of hospitality, emotional intelligence (EQ) is just as crucial as technical skills or intelligence. Manuud prioritises EQ in his managers, recognising that the ability to navigate high-pressure situations with composure and empathy is a game-changer. “When managing people, you need to understand them emotionally,” he explains. “You have to manage people’s feelings and actions—not just their intellectual capacity.”
This emotional awareness is critical in an industry driven by customer service, teamwork, and rapid problem-solving. A leader with high EQ can adapt in real-time, maintain composure, and foster a positive team environment—even in the most stressful situations.
For Manuud, leadership isn’t just about driving profits. His success proves that leadership is built on respect and humility, empathy and connection with people, an ability to adapt to challenges—and above all, a relentless focus on excellence.
Every Thursday, Science of Success takes a deep dive into the principles and practices that drive accomplishment across industries. Through compelling interviews, expert insights, and actionable advice, the series offers a window into the journeys of high achievers. Whether you’re seeking inspiration or practical strategies to advance your own goals, Science of Success is your guide to unlocking potential and reaching new heights.
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Syrah is Tatler Philippines’ Power & Purpose editor, where she spotlights extraordinary journeys shaping the Philippines and Asia. She covers business, innovation, impact, and culture—chasing the people, ideas and forces shaping how we live and think today.
