Gregoire shifted into
preparing market studies that informed new restaurant concepts, leading the F&B concept service for CKP. “I did it for a few years out of Shanghai. I worked in Sri Lanka, northern China, Saudi Arabia and Sudan, doing concepts and menu development. It was an amazing time, because I had no ties – no kids, no girlfriend. I got to explore the world.” Eventually, Gregoire moved
to KL. “Tat’s where I truly worked under Alburn. Te guy’s a maestro. He loves to sketch. He would break out his pencil bag and do three layouts in 30 minutes that would take me two days. It was amazing to watch. I really learned a lot about foodservice design and also master planning.” In mid-2019, William and
Gregoire decided to diversify the F&B division, spinning it off as a sister company to CKP, focusing on “the creative stuff – less on the architecture and interior design, more on the creative strategy for operators.” Tat’s how LEVELS was born. “We agreed on an equity strategy, with Alburn and me as partners.” In early 2020, though, the
Covid pandemic struck. “I finished at CKP in mid-March, and we registered LEVELS on April 1, 2020 – amid a lockdown. Tat was a tough year,” he laughs. “It just slapped us in the face. I couldn’t even leave my house, let alone travel for a market study. I’d put my life savings into finally being an entrepreneur and got screwed on day one. Alburn and I looked at the books and future billings and cash flow in July
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“I knew we were going to have an awesome conference and it exceeded my expectation – it was stunning”
2021 and he said: ‘You’re going to be out of business in a month.’ So, I had to retrench my whole team and close the office. It was devastating.” Fortunately, as markets re-
opened, LEVELS began signing up more projects. “Te following month we won a couple of hotels, and some restaurants in Dubai. But that period made me focus on running a tight ship and think: ‘What is our core business?’ I’d wanted to be a one-stop shop for everything, but I realized focusing truly on strategy concepts and branding was the way forward. Tat’s our core business.” Hotel projects for Radisson
and Kimpton proved hugely successful and timely for Gregoire. By 2023 he and William agreed Gregoire would take over sole ownership of LEVELS. “Te first thing I did was hire two designers. We got an office and set up a registered company in Dubai, where we were getting more inquiries. My wife joined the business to manage HR and bookkeeping. We took off like a rocket ship, because the team – no longer working with freelancers – is dedicated to the work. We started getting more referrals from hotel companies. I still
have that hungry mentality. I’d rather be nimble – not trying to take over the world but being impactful in what we do.”
EXCEEDING EXPECTATIONS
Gregoire has certainly made his impact on FCSI – and it on him. In 2023 William introduced him to Mario Sequeira FCSI, who suggested he join the Society. “When I started LEVELS, I took a huge step back from the industry. I wasn’t going to shows or seeing manufacturers, so I didn’t know what was going on with the wider industry. I missed the intel.” Gregoire didn’t just join –
he became chair of the FCSI Asia Pacific Division. “Mario told me, ‘We need two things: young blood, and somebody who understands Asia.’ He thought I was good fit for the role.” Supported by executive
directive Jennifer Wong, whom Gregoire calls “a superstar”, he set about networking with peers, recruiting new members from China, India, Malaysia and Vietnam. After attending divisional FCSI events in Texas and Switzerland, Gregoire wanted to bring something similar to the 2025 Asia Pacific Conference. “We felt we had momentum behind us here in Asia. I knew we were going to have an awesome conference in Vietnam and it exceeded my expectation – it was stunning. And the next one will be even better,” he says. Restlessness remains,
though. Gregoire’s family keep him happily anchored in Malaysia, but his ambition to keep pushing those levels higher is undimmed.
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