Biljana Jovanovic, Director of Food & Beverage at The Red Sea EDITION, shares insight into concept development, cost control, and delivering consistent performance at the luxury destination
How would you define the F&B vision at The Red Sea EDITION?
Our vision is to create dining experiences that feel both globally relevant and deeply connected to place. The Red Sea EDITION sits within one of the most extraordinary natural environments in the world, and our food and beverage program is designed to complement that sense of discovery.
Each venue has its own identity, yet together they form a curated ecosystem, from Central, our New American restaurant inspired by the energy of Grand Central Station, to Jiwa, a Bali-inspired beach club centred around soulful, sensory experiences by the water.
The goal is not simply to offer restaurants, but to create moments. Rituals, music, fire, wellness, and cuisine come together to shape the social life of the resort. Ultimately, our vision is about crafting a destination within a destination, where guests come not only to stay, but to experience a vibrant culinary culture.
How do you balance creative direction with commercial performance across outlets?
Creativity and commercial performance should never be in opposition. They are meant to reinforce one another. We begin with strong, clearly defined concepts that resonate emotionally with guests. When a concept is authentic and well-executed, the commercial success tends to follow. At the same time, every idea must be viewed through the lens of operational viability. This includes ingredient sourcing, labour structure, price positioning, and guest demand.
Data plays an important role. We closely monitor spend per guest, capture rates, menu engineering, and outlet profitability, but always interpret these within the context of the guest experience. The objective is always profitable creativity. Concepts that excite guests while remaining sustainable for the business.
How does a well-travelled guest profile influence menu and concept development?
Our guests are highly sophisticated travellers who have experienced some of the best restaurants in the world. They arrive with high expectations, not only for quality, but for originality.
We design menus that feel familiar enough to be comforting, yet distinctive enough to feel new. Global influences are often presented through a refined lens, incorporating the chef’s inspiration, heritage, and contemporary techniques.
A well-travelled guest also values authenticity. They want to feel that each restaurant has a clear point of view rather than simply following trends. In that sense, our role is to create experiences that feel curated rather than conventional.
What operational challenges are unique to managing F&B in a destination like the Red Sea?
Operating in a destination such as the Red Sea requires a high level of planning and adaptability. Supply chain is a key consideration. Given the remote location, procurement must be precise, supported by careful forecasting and strong supplier relationships. Sustainability is also central, as we aim to minimise waste and respect the surrounding ecosystem.
Another important element is the rhythm of guest demand. Guests arrive in a resort mindset, seeking relaxed, social dining experiences that evolve throughout the day, from poolside lunches to late-night beach club atmospheres. Managing these dynamics requires flexibility, but it also presents an opportunity to create a truly immersive hospitality experience.
What trends are shaping the future of hotel/resort dining?
Several shifts are redefining the landscape. Experience-driven dining continues to grow in importance, with guests seeking moments such as chef collaborations, rituals, music programming, and storytelling through food. Wellness and performance-led dining are also gaining momentum, with guests looking for options that feel nourishing without compromising on flavour or indulgence.
Cultural authenticity is becoming increasingly important. Travellers are drawn to concepts that celebrate regional influences while maintaining a contemporary level of sophistication. Hotels are evolving from places that simply host restaurants into curators of culinary culture.
What defines a successful service for you?
A successful service is one where the guest experience feels effortless, even though a great deal of coordination is happening behind the scenes. It is the moment when the energy in the room is right, the team is fully synchronised, and guests feel both cared for and free to enjoy themselves.
Beyond technical execution, great hospitality is about creating meaningful moments. This could be recognising a special occasion in a personal way, remembering a guest’s preferences, or anticipating a need before it is expressed. When a team truly understands its guests, their preferences, the reason for their visit, and the mood of the moment, service becomes something more. These thoughtful gestures create what I like to call “magic,” the kind of moments guests remember long after they leave.
For me, the clearest sign of success is when guests linger a little longer, order another drink, extend their evening, or return the next day. It means the atmosphere, food, service, and human connection have all come together in the right way.
What key metrics do you use to measure success across your F&B division?
We evaluate performance through a combination of financial and experiential indicators. From a commercial perspective, we monitor revenue, average check, outlet profitability, and cost ratios such as food and labour percentages.
Equally important are guest experience metrics, including satisfaction scores, repeat visits across outlets, and overall capture rate within the resort. However, numbers alone never tell the full story. We also consider qualitative signals, such as the energy within the restaurants, guest engagement with the concepts, and the pride our team takes in delivering the experience.
True success is achieved when strong financial performance aligns with memorable guest experiences.