Dave Pynt – the art of the pivot
It's hard to keep track of what Pynt is up to besides running his thriving flagship barbecue eatery Burnt Ends and bakery in Dempsey Hill and Meatsmith in Telok Ayer. Besides consulting with the Waldorf Astoria hotel brand to open The Ledge by Dave Pynt in Ithaafushi Maldives (with a second one signed for its Bali property which opens in 2027), Pynt collaborated with luxury watchmaker Audemars Piguet (AP) to operate its first cafe in the world at Raffles Hotel, and opened a Burnt Ends bakery in Audi's flagship showroom in Cross Street.
He is also currently in talks to open a restaurant with a fashion brand at its new flagship store. And hopefully by the first quarter of 2026, he will open his own brewery-pub at Resorts World Sentosa, serving pizza and his exclusive line of beer crafted onsite.
Burnt Ends Bakery. PHOTO: BURNT ENDS
Not all his projects carry the Burnt Ends or his personal branding – his collaboration with AP, for example, is a white label project in that he acts as consultant and operator with no association with his name. It's an arrangement he's perfectly fine with because 'I enjoy the partnership and the creative process and our focus is on giving them a really good product'.
He's come a long way since 2013 when he answered a call from Unlisted Collection's Loh Lik Peng to come to Singapore and open Burnt Ends.
It subsequently earned a Michelin star and was consistently rated as one of the most successful restaurants in Singapore.
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But transitioning from chef to businessman has been an 'extremely steep learning curve', Pynt concedes. 'The biggest thing is contracts. We didn't really know how to deal with lawyers and if you don't manage them properly their fees can shoot you off really quickly.'
But he had plenty of expert advice to help him through the months of negotiations with Waldorf Astoria, which involved many levels of approval, even for the Bali project. 'Even though we already had the Maldives contract, this (Bali) one still took around eight or nine months.'
While he's been happy with the opportunities that have come his way, Pynt says that his projects are on a 'very case by case basis and we're not necessarily hunting for expansions. If everything works out, great, but if it doesn't, we're very happy with what we've got.'
For him, it's all about relationship building and 'doing the right thing by them and also for us'. For example, when Covid-19 struck, the Maldives restaurant had to be shut down. 'We agreed on a 'pause package' because we didn't feel it was fair to put unnecessary costs on the hotel when they weren't able to operate.'
It's also the reason why, despite Burnt Ends' success, he hasn't parted with Unlisted Collection to strike out on his own. 'Why do I want to f*** that up over a little bit of greed?' He says. 'When we came to Singapore we had nothing, and Peng and our other partners took a very big risk on the (Burnt Ends) project and fully supported it. It's done well and he's allowed us to grow and been very supportive.'
For all his success with Burnt Ends, Pynt has also made his fair share of mistakes. The main one was trying unsuccessfully to grow the Meatsmith brand. Besides the main store in Telok Ayer, the group opened a branch in Little India just before Covid-19. As it was already not doing well before the pandemic, he decided to cut his losses and close it. 'We tried to expand the brand but it didn't really work.'
Now, his latest pet project is his brewery in RWS, which will be a 150-seat pub close to the Singapore Oceanarium, and house a 250-hectolitre brewing centre for large scale production and a 200-litre microbrewery for small-batch artisanal beers.
'We're going to have to invest a pretty significant sum but because of the lease terms and partnership rates that we've got with them, I'm hoping it can go well. With 19 million tourists a year going to RWS, can we attract a percentage of them? I'm pretty confident we can.'
F&B industry wise, Pynt expects things to get worse before they get better. 'Spending power is down, yet there's been a significant increase in outlets. Just this year alone there's been a net growth of 400 establishments in six months, with no increase in tourists or population.'
As for his own group, 'We're not doing as well as we wanted… but we're doing well enough that we're not super worried.' And ultimately for him, it's about doing what he loves, with the right people and keeping the fire going for as long as he can.
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Think like a businessman, not just a chef Peranakan restaurant Candlenut just celebrated its 15th anniversary but it wasn't an easy ride for chef-owner Malcolm Lee, who said that his youth and inexperience nearly caused his business to go belly up within its first two years. It was a painful reality check for the young chef who was focused purely on his cooking craft and vision, rather than the business. Peranakan cuisine at Candlenut. PHOTO: CANDLENUT 'I very quickly learnt that passion alone isn't enough,' recalls Lee. 'You need to understand numbers, manage costs, lead people and make tough decisions – sometimes at the expense of creativity. That was a hard but necessary lesson.' Another lesson has been 'not to let pride or ego get in the way of making hard decisions,' Lee adds. 'Whether it's adjusting expectations, reworking a dish or shifting the way we run the business – staying humble and open has helped us move forward, even when it wasn't easy.' Strong business partners Candlenut began to blossom when it moved to Como Dempsey in 2016, the same year it earned its Michelin star. It flourished until 2019 when Covid-19 struck, which was its 'toughest period', says Lee. 'It forced us to think out of the box, and reset our direction, but that period helped to prepare us for the post-Covid challenges ahead.' Malcolm Lee of Candlenut. PHOTO: CANDLENUT Being part of the Como stable 'provided Candlenut with a strong foundation to grow' but the resilience built up from its early struggles combined to help 'build a successful and sustainable business together'. Lee describes Candlenut now as being in a 'steady place – but not without challenges (such as) rising costs in ingredients, manpower and utilities'. His outlook is 'cautious but not bleak', he says. 'My sense is that it stays choppy for a while and then improves gradually, step by step.' Apart from supportive shareholders, Longworth credits his landlord. 'He has helped me weather the tough times and without him, I don't think we would have survived this long. He is one of the reasons I wanted to rebrand, so that we can continue to grow for another 10 years.' Royer adds that having The Lo & Behold Group as a partner is crucial in managing the two crucial expenses of a restaurant – rental and manpower. 'As a group, it has very strong and clear processes to manage these (elements).' Even so, 'having an owner with strong financial backing doesn't mean you can do whatever you want,' adds Lepinoy. 'My strategy is simple – business first. To be a chef is also to be a restaurateur. I carry the responsibility for a team of 70 people, and before thinking about awards or my comfort, I must ensure that everyone is taken care of and receives their salary.' Invest in a good team Success doesn't lie in the hands of one talented chef, but the one with the strongest team behind him or her, say the chefs interviewed. Lepinoy credits a team that has been with him since 2013, while Royer consistently insists on building a strong family environment that gives team members 'room to grow within the company and space to express themselves'. 'The heaviest expense has always been our people,' notes Lee, who also helms the one-starred Pangium. 'As we operate on a four day work week or alternate four and five-day system, we need a larger team, which means higher manpower costs. But we believe it's worth it, because better work-life harmony means lower staff turnover, higher morale and a stronger sense of team (spirit). Which translates into steady business.' Build a strong reputation While numbers are crucial, for some, long-term survival hinges on more than just the bottom line. It's about building a reputation for quality and valuing the people who support the business. LeVeL33 seafood platter. PHOTO: LEVEL33 Take LeVeL33, where Dr Bem has seen a consistent growth trend in his business over the years, and attributes it to being able to recognise and cater to the right mix of customers. 'You always hear location, location, location, but you also need the right concept. We are popular with the business crowd for lunch and after-office drinks, tourists come mid-shift for drinks, and in the evenings, it's corporate private dining and degustation menus. We created a multi-zone concept so the same customer can come here for different purposes,' he explains. Meanwhile, Buko Nero mostly relies on a strong base of loyal regulars, and this makes up about 50 per cent of their customer base. 'We used to have a lot of expat regulars, and after Covid a lot of them moved back home. But we're so happy when they come back to visit Singapore because they always come to the restaurant. It's heartwarming to see where they are in their lives, and how big their children have grown,' says Tracy. Les Amis' dining room. PHOTO: LES AMIS Recognition is also important for business, says Lepinoy. 'All awards are crucial. For example, the Black Pearl gives us strong recognition in the Chinese market, where it holds significant influence. The Michelin Guide brings in international customers, while the World's 50 Best connects us with a younger audience that is very active on social media and helps to share our story globally. The Wine Spectator attracts wine lovers and experts who come to experience our wine programme, and we are one of the few independent restaurants in Asia, outside of hotels, to hold a five-star rating in the Forbes Travel Guide.' Buona Terra's director of operations Gabriele Rizzardi remembers how the first year was the toughest when the Italian restaurant opened in 2012. 'We were still finding our identity and business wasn't great. But with time and experience we built a solid operation supported by regular customers. We've learned to adapt, and make decisions based on business needs rather than pride.' Saint Pierre's two Michelin starred cuisine. PHOTO: SAINT PIERRE Ultimately, longevity comes down to discipline, says Stroobant. 'We've always treated Saint Pierre as a business, not an indulgence. Every decision is made with the customer – and the bottom line – in mind. We never chased trends or grew for the sake of growing. That discipline, and a clear sense of purpose, is what has allowed us to not only survive – but to remain relevant for 25 years.'
