● Rethinking the strategic role of food & beverage in the hospitality business
From Back-of-House to Boardroom
FOR years, food and beverage (F&B) operations in hotels and resorts were seen as “supportive” – important, yes, but often secondary to room revenue, branding or guest relations.
As someone who began my hospitality career on the banquet floor and later managed large-scale catering operations, I know this mindset all too well.
I also know it is outdated.
Today, the F&B department is no longer just about delivering meals or managing banquet flow.
It is a strategic engine – one that influences guest satisfaction, brand identity, profitability and even sustainability.
Yet in too many organisations, F&B professionals remain under-represented in key decision-making spaces.
It is time to change that. It is time to bring F&B out from the back-of-house and into the boardroom.
The Undervalued Power of F&B
When guests recall their hotel stay, they may not always remember the room number – but they will remember a special breakfast, a seamless banquet or how a staff member handled their dietary needs with grace.
F&B touches emotion, experience, and efficiency.
And let’s not forget the numbers: for many hotels and resorts – especially in leisure destinations and event-heavy properties – F&B contributes significantly to overall revenue. In some cases, it can surpass room revenue.
Despite this, decisions about menu development, staffing models, equipment investment or restaurant concepts are often made by people with little or no kitchen or service floor experience.
Why F&B Professionals Deserve a Bigger Voice
- They Know the Guests Better Than Most
F&B staff engage with guests daily – through breakfast buffets, event service, special requests.
They hear real-time feedback and observe behaviour patterns. Who better to advise on what guests actually want? - They Understand Operational Constraints
From prep timing and storage limitations to staffing during banquet peaks, F&B managers know what’s realistic.
Involving them early in planning avoids costly, impractical ideas and builds buy-in. - They Drive Innovation
Trends like plant-based menus, zero-waste kitchens and sustainable sourcing often emerge in F&B first.
When these professionals are empowered, hotels can stay ahead in both guest appeal and environmental responsibility. - They Represent a Core Part of the Brand
The rise of culinary tourism, Instagram-worthy dining, and experiential travel means F&B is part of your marketing strategy. Your restaurant manager may be as critical to your brand as your front office team.
My Experience: When F&B Was Heard – and When It Wasn’t
At one resort, I was fortunate to be part of a leadership team where the Executive Chef and F&B Manager were consulted regularly on marketing campaigns, room packages and event planning.
The result?
We built more integrated offerings – like ‘Dine & Stay’ experiences and curated in-room dining menus for weddings – which improved both guest satisfaction and revenue.
In contrast, I’ve seen hotels where F&B leaders were the last to be informed of promotional events involving food.
The result? Mismatched expectations, untrained staff, delayed execution – and disappointed guests.
When you don’t bring F&B to the table, you’re not just ignoring logistics. You’re overlooking strategy.
How to Elevate F&B to Its Rightful Place
- Involve F&B in Business Planning
Include F&B leaders in sales meetings, budgeting sessions and operational reviews. Their insights can help align restaurant offerings with guest demographics and stay lengths. - Invest in Leadership Training for F&B Staff
Many talented chefs and outlet managers are deeply skilled but lack confidence in meetings or strategic discussions.
Equip them with communication, financial and leadership training – so they’re not just operational experts but strategic contributors. - Recognise Internal Innovation
Encourage F&B staff to pitch ideas – menu changes, service enhancements, waste reduction strategies. Recognise and pilot promising concepts. This boosts morale and fosters intrapreneurship. - Break Down Silos
Encourage collaboration between F&B, rooms division, marketing, and events. For example, a themed dinner series can be marketed as an experiential stay package with involvement from all departments.
Generational Insight: What Today’s Workforce Wants
From my experience training Gen Z and Millennial F&B staff, I have noticed one recurring theme: they want purpose and growth.
They don’t want to just “serve food” – they want to create experiences, innovate and move upward in the industry.
But if F&B continues to be seen as a back-end department with limited influence, we risk losing these ambitious, creative minds.
As a Gen X leader, I see my role as a bridge – helping F&B professionals develop the business language, confidence and cross-departmental understanding to earn their seat at the table. But leadership must meet them halfway.
Final Thoughts
Hospitality is evolving – and the days of F&B being “just the kitchen” or “just the waitstaff” are long gone.
Today’s most successful hospitality brands recognise F&B as a vital strategic partner in shaping guest experience, generating revenue and driving innovation.
So, the next time your hotel is planning its yearly strategy, launching a new campaign or redesigning guest experiences – ask yourself: Is your F&B team in the room?
If they are not, your vision is incomplete.
