What I’ve Learned: Markus Thesleff, Thesleff Group founder and CEO

Markus Thesleff has built a career on a simple belief: ‘Hospitality is ultimately about making people feel something.’ Founder and CEO of the Thesleff Group, the Finnish-born entrepreneur is behind some of London’s most talked-about restaurants, event venues and private dining spaces, including Los Mochis Notting Hill, Sale e Pepe, MA/NA, and JUNO Omakase. Each concept has its own identity, united by the same aim: ‘Making people happy.’

Raised between Scandinavia and England, Thesleff studied economics in the US. Skint, like most students, he turned to hosting apartment parties to make ends meet. Thousands of students, across multiple apartments, every weekend proved a formative education. Those early lessons would shape both his career and the group’s event brand: ‘An event becomes an experience when it feels personal, memorable and impossible to replicate elsewhere.’

That approach took him from New York's nightlife scene, where he co-founded celebrity nightclub Pangaea before opening an equally famous London counterpart, to Dubai’s restaurant boom with Japanese restaurant Okku. Returning to London to found Thesleff Group, Los Mochis Notting Hill followed in 2021, a Japanese-Mexican concept inspired by his own family's ties to Japan and Mexico's rich cultural history. Dismissed by many before it even opened, the restaurant became an instant success, reinforcing a belief in backing bold ideas.

Two years later, the group acquired Sale e Pepe and expanded with Viajante87 and Los Mochis London City. In 2025, Thesleff added two further concepts: London's smallest restaurant, JUNO Omakase, seating just six diners at a time, and the ethereal 12-seater LUNA Omakase. The first half of 2026, meanwhile, has seen three further concepts from the group: Sale e Pepe Mare at The Langham Hotel, MA/NA, and summer pop-up Sale e Pepe Terrazza.

And if you're wondering, does Thesleff’s philosophy translate into real life? It does. As the SquareMeal team can attest after more than a few Thesleff showcases and celebrations over the years, this team knows how to host an event. Think free-flowing Champagne, caviar bumps, live entertainment. Whether it’s summer parties at Los Mochis London City, Christmas at Viajante87 or client dinners at Sale e Pepe Mare, in Thesleff's world, experience is king.

What do you love most about your job?

Making people happy. It sounds simple, but that's what hospitality is all about. We have the privilege of creating moments that bring people together, whether it's a celebration, a business dinner, a first date or simply a great night out with friends. I love seeing guests leave in a better mood than when they arrived. Hospitality has the power to lift people's energy, create memories and build connections. Knowing that our teams play a role in those experiences every day is incredibly rewarding and never gets old.

Experience and immersion have always been the driving force, both at the original Los Mochis Notting Hill and Los Mochis London City perched high above Broadgate Circle.

What makes an event feel like an experience rather than just a booking?

An experience takes people on a journey. It's not just about the venue, the food or the entertainment – it's about how everything comes together to create a feeling. The best events leave people with memories, emotions and stories they want to share afterwards. I always ask myself whether guests will leave with more energy than they arrived with. If they do, you've created something meaningful. The details matter, but so does the atmosphere. An event becomes an experience when it feels personal, memorable and impossible to replicate elsewhere.

Is there anything that still surprises you about guest behaviour?

Absolutely. Hospitality constantly reminds you that people are wonderfully unpredictable. Guests will always find ways to surprise you, whether that's through incredible acts of kindness or some truly unusual requests and behaviours. You see the best, the worst and everything in between. What continues to surprise me most is how much emotion influences decision-making. People don't always remember exactly what they ate or drank, but they always remember how they felt. That's why hospitality is such a fascinating business and why no two days are ever the same.

When you visit another venue, what's one thing you notice immediately?

Unfortunately, I analyse everything. It drives my wife and everyone around me crazy. The moment I walk through the door I'm looking at the atmosphere, the service, the lighting, the music, the flow of the room and how the team interacts with guests. It's impossible to switch off when you've spent your life in hospitality. Over time I've learned to keep many of those observations to myself, but I'm always paying attention. Great venues understand that every detail contributes to the guest experience and that's what I notice first.

Looking back, what's the best professional advice you've ever received?

‘How you do anything is how you do everything.’ That philosophy has stayed with me throughout my career. Standards are not situational. The way you approach small tasks is often the way you approach big ones. Consistency, discipline and attention to detail matter because they shape culture. In hospitality, guests notice the little things, whether you realise it or not. If you commit to excellence in the details, excellence tends to follow in the bigger picture too. It's a simple piece of advice, but one that influences almost every decision I make.

That observant eye means that nothing goes unnoticed at his own venues. The beautiful, instinctively atmospheric MA/NA Mayfair is a prime example.

When building an events team, which qualities matter most?

Integrity and quality. Skills can be taught, but character is much harder to develop. I want people who genuinely care about delivering exceptional experiences and who take pride in their work. Hospitality is a team sport, so trust is critical. Everyone needs to understand that their role contributes to the overall guest journey. The best teams are made up of people who are reliable, accountable and passionate about what they do. When you combine those qualities with a shared commitment to excellence, great things happen.

Is there one decision that fundamentally changed your business?

Refusing to compromise on standards. Growth can tempt businesses to cut corners, but we've always believed that quality has to come first. Every day we ask ourselves how we can be better than we were yesterday. That mindset has shaped our culture and the way we approach every concept. I also learned the importance of trusting my instincts. Not every decision will be popular in the moment, but if you're clear on your vision and values, you have to back yourself and stay committed to delivering excellence.

What’s one lesson you only learn after something goes wrong?

Most of our biggest lessons come from mistakes. Success is enjoyable, but failure is often the greatest teacher. When things go well, you celebrate. When things go wrong, you analyse, adapt and improve. Growth happens when you're uncomfortable because that's when you're forced to confront weaknesses and find solutions. Looking back, many of the challenges I've faced ultimately made the business stronger. Hospitality is an industry that constantly tests you, and resilience comes from learning how to respond when things don't go to plan.

How have events changed most over the past five or ten years?

Guest expectations. People expect more than ever before and they're exposed to a constant stream of experiences through social media. A beautiful room and good food are no longer enough. Guests want immersion, entertainment, storytelling and moments worth sharing. They're looking for experiences that feel unique and memorable. That's raised the bar for everyone in hospitality, but I think it's a positive challenge. It forces operators to be more creative and more thoughtful about how they engage people beyond the basics.

From the original Sale e Pepe Knightsbridge (left), to the sleek private dining room at Sale e Pepe Mare (centre), and sunny Sale e Pepe Terrazza (right), Thesleff has diversified a classic to meet the needs of all seasons and occasions.

Looking ahead, what’s one challenge hospitality businesses will have to adapt to next?

Balancing rising guest expectations with rising costs. Guests understandably expect exceptional experiences, but hospitality businesses are facing increasing pressures across labour, property, utilities and supply chains. The challenge is continuing to deliver quality without compromising the guest experience. Businesses will need to become more innovative, more efficient and more disciplined in how they operate. The brands that succeed will be those that find ways to create value and memorable experiences while remaining commercially sustainable in an increasingly challenging environment.

If there's one thing hospitality businesses need to protect more carefully, what is it?

Quality. Everything starts and ends with quality – the quality of your people, your product and the overall experience you deliver. Guests have more choice than ever, so once quality slips it becomes incredibly difficult to rebuild trust. Businesses often focus on growth, but growth should never come at the expense of standards. Protecting quality means investing in your team, maintaining consistency and never becoming complacent. If the inputs are excellent, the outputs tend to follow. Quality remains the single most important asset any hospitality business has.

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