In an era where adaptability and innovation dictate success, Joey Elkossaify stands at the helm of The Penthouse Club, guiding it toward an ambitious future. As challenges and global trends reshape the market landscape, Elkossaify outlines his strategic vision for 2025. Through a blend of cutting-edge innovation and strategic foresight, The Penthouse Club is set to not only navigate but thrive in the evolving industry, setting new milestones by year’s end. Explore how this dynamic leader plans to steer his company to success amidst an ever-changing business environment.
Interviewee Name: Joey Elkossaify
Company: The Penthouse Club
The Interview
What inspired you to start your journey in this field, and how did it all begin?
Joey Elkossaify : I was 13 when I took my first job as a busboy, just looking to earn some pocket money. I had no idea what I was stepping into. But from that very first shift, I was hooked, the pace, the pressure, the unspoken flow between the team. I wasn’t just clearing tables; I was learning how every small action could shape someone’s experience.
What started as a side hustle quickly became something much bigger. I kept showing up, kept learning, kept moving up. Years later, that same curiosity and drive still fuel me, whether I’m opening a new concept, leading a team, or building a guest journey from the ground up.
What are your primary business goals for 2025?
Joey Elkossaify : In 2025, my focus is on scaling impact not just operations. Whether I’m leading a single concept or overseeing multiple outlets, the goal is to elevate both the guest experience and team performance through sharper systems, stronger culture, and smarter use of data.
I want to lead or support a project that blends premium hospitality with sustainability and innovation. That means optimizing back-of-house efficiency, investing in leadership development across all levels, and staying ahead of evolving guest expectations.
I also want to mentor more, helping future leaders find their voice in this industry, just like others helped me early on. For me, 2025 isn’t about doing more. It’s about doing it better, with purpose and precision.
How do you plan to navigate potential challenges in the coming year?
Joey Elkossaify : The key for me is staying agile and people focused. Challenges in hospitality aren’t new, whether it’s shifting guest expectations, staffing issues, or economic unpredictability, it always comes down to how fast you adapt and how well your team is prepared.
In 2025, I plan to double down on proactive communication and cross training. A strong team that can think on its feet is the best buffer against uncertainty. I also keep a close eye on data, guest feedback, market trends, even internal performance metrics, because the earlier you spot a pattern, the faster you can adjust course.
But above all, I stay close to the floor. No matter how big the operation gets, I believe solutions come faster when you’re present, listening, and leading from the front.
What innovations or changes are you implementing to stay ahead in your industry?
Joey Elkossaify : Staying ahead in this industry means evolving faster than guest expectations. One of the key changes I’ve implemented is focusing more on experience engineering, not just service, but curating a journey that feels personal, seamless, and emotionally engaging from start to finish.
Operationally, I’m leveraging data more intentionally, guest feedback, table turnover rates, even playlist timing, to fine tune the rhythm of service. I’ve also introduced cross-functional training to create agile teams that can adapt across roles, improving both efficiency and morale.
But innovation isn’t just tech or tools. It’s mindset. I encourage open dialogue, team-led ideas, and a culture of ownership at every level. That’s how we stay fresh, relevant, and ready for what’s next.
How are global trends influencing your strategic planning for 2025?
Joey Elkossaify : Global trends are shaping every layer of my strategy for 2025. Today’s guests are more informed, more intentional, and expect more than just great food, they want connection, personalization, and sustainability.
One key influence is the shift toward experience over service. People want to feel something, not just be served. That’s pushed me to prioritize storytelling through ambiance, team interaction, and even menu design.
Another major driver is the evolution of talent. The new generation of hospitality professionals values purpose, flexibility, and growth. So my planning now includes stronger internal development, better communication structures, and creating cultures that retain passion.
Finally, tech and data can’t be ignored. From guest behavior analytics to reservation flows, I’m using insights to build smarter, leaner operations that anticipate needs instead of just reacting to them.
What milestones do you aim to achieve by the end of the year?
Joey Elkossaify : By the end of this year, my focus is on three core milestones:
1. Operational Excellence Across Outlets: I’m working on streamlining service flow, optimizing cost structures, and embedding a performance-driven culture across all touchpoints, front and back of house.
2. Talent Growth and Retention: One of my top priorities is identifying high potential team members and creating real growth paths for them. The goal is to build a stronger bench of future leaders, not just fill roles.
3. Strategic Brand Expansion: Whether through a new concept, a refreshed guest experience, or a geographic move, I want to contribute to or lead a project that pushes the brand forward creatively and commercially.
Success, to me, is measured in both numbers and people. If we hit our KPIs and our team feels proud of what we’ve built together, then we’ve truly hit the mark.
Leaders Perception magazine would like to thank Joey Elkossaify and “The Penthouse Club” for the time dedicated to completing this interview and sharing their valuable insights with our readers!
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