In Singapore, a nation known for its vibrant food culture, it’s easy to get influenced by the idea of opening your own café, bistro, or specialty restaurant. For many, the thought of turning a culinary passion into a livelihood feels like a natural next step.
But turning that dream into a sustainable, revenue-generating business? That’s an entirely different recipe.
In the highly competitive F&B landscape, where operational costs are high and margins razor-thin, a great idea and love for food simply aren’t enough. The dream may start with passion, but profitability requires planning, systems, and strategy.
This blog unpacks a recent roundtable conversation featuring industry veterans Ivan McAdam O’Connell and Ray Tay, founders of corporate consultancy firm VIVOS, along with seasoned F&B operator Yuto, who brings over a decade of experience across restaurant formats in Singapore.
The data is sobering. In 2024, Singapore saw over 3,000 F&B business closures, marking the highest rate in two decades. And 2025 is on track to surpass that number, with monthly closures averaging 307, up from 230–254 in earlier years.
The reasons? Rising costs, intense competition, and a saturated market.
Ray, co-founder of VIVOS, stated it clearly, reminding us that jumping from a stable career into hospitality without solid planning is a common misstep.
“Don’t go open a café after your banking career—you’ll lose all your money.”
Many professionals, driven by a love for food or a desire to own something tangible, underestimate how operationally demanding and financially volatile the restaurant business can be. Emotional investment often clouds judgment, leading to poor decisions in hiring, scaling, and pricing.
Running a restaurant in Singapore isn’t just about curating a menu or designing a hip space. As the roundtable guests discussed, operational realities quickly catch up:
Yuto, a seasoned F&B operations manager with over a decade of experience in managing restaurants across Singapore (including sushi, Italian, and wine distribution outlets), shared how his team overhired during a post-pandemic boom. When revenue dipped, cutting costs proved challenging because salary expectations had already been raised.
Despite the hurdles, many businesses are thriving. Not just passion, but excellent execution is what makes a difference.
Here’s what’s working, according to the experts:
Ray noted the growing use of central kitchens, even by hawker chains. These reduce costs and improve consistency.
QR ordering systems can reduce front-of-house staffing needs. While not suitable for fine dining, they’re a lifesaver for fast casual brands.
Yuto’s sushi restaurant, despite rising costs, chose not to raise prices, opting to increase customer traffic through strong value propositions.
Instead of trying to squeeze profits by expanding their menus or locations, successful brands concentrate on doing a small number of things exceptionally well.
These aren’t just theoretical solutions; they reflect proven results in a challenging economy.
Absolutely—but only with a shift in mindset.
The key message from Ivan and Ray is that passion must be paired with rational thinking. Ideas should be tested, market-validated, and tailored to location and audience.
Yuto recounted an example of a bakery proposal: a passionate entrepreneur wanted to open a boutique bakery with $200,000 in capital. But the math didn’t add up. The daily maximum revenue would barely cover rent and staff, making sustainability unlikely unless she dramatically revised her concept.
Understanding your break-even point is the key takeaway. Understand your pricing strategy and test before you invest.
This is where professional guidance becomes critical.
Founded by Ivan and Ray, VIVOS is a Singapore-based corporate consultancy that has advised numerous F&B brands—both homegrown startups and overseas entrants—on market strategy, compliance, and scale.
VIVOS goes beyond numbers, diving deep into business models, location strategy, and team structure. From setup to scaling and exit, they guide F&B founders toward sustainable growth.
As Ray Tay, co-founder of VIVOS, puts it, “Why hire a costly GM when you can get sharp, strategic advice for less?”
Growth is exciting but dangerous when premature.
One café brand Yuto worked with expanded rapidly, opening one outlet per year without refining backend systems. Logistics lagged, quality dipped, and the brand struggled to support HQ costs without consistent unit profitability.
Key advice for scaling:
Too few F&B owners plan for the end. And by the time they need to sell, their business is often distressed—weakening their negotiation power.
Ray explained:
“Buyers don’t care about your sweat and tears. They care about brand value, margins, and staff retention.”
Selling a restaurant, especially one that’s profitable, can take 6 to 12 months. Planning ahead is essential.
That means
When you approach a sale from strength, not desperation—you protect your valuation.
Is the F&B Dream Still Worth It? Yes. But not for everyone.
The F&B industry in Singapore is filled with possibility, but only for those who blend creativity with discipline. Passion may draw you in, but process and professionalism will keep you afloat.
Ray, Ivan, and Yuto all shared one final truth: the dream works, but only when powered by process, preparation, and perseverance.
Be it a sourdough dream or a new chapter after the corporate grind, success starts with the right guidance.
VIVOS guides founders through every critical phase, from entity formation and licensing to performance tracking, scale, and eventual exit. Their involvement in the recent Providore deal, advising on the successful founder transition and acquisition, demonstrates their ability to help brands not just survive, but scale, sell, and grow with clarity.
Because in F&B, it’s not just about starting—it’s about building something that lasts.
Let VIVOS help you make the leap from dreamer to doer—with clarity and confidence.
What common challenges do F&B startups face?
Entrepreneurs often struggle with high rental and labor costs, regulatory complexity, operational inefficiencies, and tough competition—with 50% failing within four years.
How can I choose the right location for my restaurant?
Look at foot traffic, target audience demographics, rent levels, and competition. Negotiating flexible tenancy terms is key, especially when licensing approvals are pending.
When is the right time to think about an exit?
Start planning early—ideally, well before a crisis. Buyers value brand equity, consistent performance metrics, and defined roles. Selling can take 6–12 months, so preparation protects value.
What documentation should I maintain for smooth operations?
Maintain clear records of:
How do I choose the right location?
High foot traffic helps, but so do customer demographics, competition density, rent levels, and tenancy terms. Analyze nearby businesses and match them to your concept.
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