An interview with Best Business Awards winner and General Manager of The Beginner’s Diner & Pool Bar, San Diego, USA November 25, 2025
In the hospitality world, it’s rare to meet someone who has risen from an office manager to an internationally recognized industry leader. Volodymyr Tolstov is one of those few. We spoke with him about his career journey, philosophy of continuous learning, and how the experience abroad helped him thrive in the competitive American restaurant scene.
Volodymyr, your degree is in international relations, not hospitality. How did your journey begin?
That’s true. I graduated from Odesa National University in 2007 with a Master’s degree in International Relations. I studied English and Arabic, and my dream was to become some sort of an ambassador — but life had other plans.
In August 2007, I started as an office manager at Fontan Sky, the largest mall in Odesa. Honestly, I never expected hospitality to become my lifelong career. But within four months, I was promoted to Project Manager for Food & Beverage. Apparently, management saw something in me that I hadn’t recognized yet — the ability to learn fast and bring structure to chaos.
Four months from office manager to project manager — that’s fast. What drove that growth?
The secret is simple: I was never afraid of not knowing something — I was afraid of not learning. When I was assigned to launch a Czech restaurant and brewery, Bogemsky, I had no idea where to start. But I asked questions, learned from designers, chefs, and vendors, and immersed myself in every stage — from concept creation to grand opening.
I never limited myself to a single function. I worked with designers on layout, marketing team on branding, hired and trained staff, and built relationships with vendors. That versatility gave me a complete understanding of the business.
After successfully launching two restaurants, you founded Maestro R, a recruiting and training agency. Why make that shift?
I realized the biggest challenge in hospitality isn’t the concept or the menu — it’s building a team. Talented professionals are hard to find, training takes time, and high turnover affects both consistency and service quality. I wanted to address that problem holistically.
Over the span of six years, we trained more than 300 professionals. But it wasn’t just about classes — we developed customized programs for each concept, tailored to its identity, audience, and culture. We weren’t just sharing knowledge — we were building hospitality professionals.
At the same time, I managed all of Fontan Sky’s restaurants and cafés: Bogemsky, Maestro, the Par Le Cinema pastry shop, Sushi Boom, and the Semafor banquet hall. Each had its own standards, challenges, and loyal guests.
In 2020, you won “Best Entrepreneur in the Restaurant Industry” at the international Best Business Awards. What did that recognition mean to you?
It validated the path I had chosen. By then, I had launched dozens of restaurant concepts, opened my own venues, and navigated both crises and successes.
That award confirmed that my work mattered — that my approach brought real value to the industry. In a field as competitive and fast-changing as hospitality, recognition like that means a lot.
And in 2021, you joined the jury for the Successful Ladies Award and Best Business Awards. How was that experience?
Being on the jury is a different kind of responsibility. You’re not just evaluating results — you’re analyzing strategies, creativity, and innovation. It gives you a panoramic view of where the industry is heading and who’s driving it forward.
It was a powerful learning experience. I analyzed different business models, learned from peers’ successes and missteps, and developed a broader perspective on leadership and management.
Let’s talk about your own projects. Magarych was a standout concept, wasn’t it?
Yes, Magarych was a passion project that operated from 2018 to 2022. My partner and I built it around a simple philosophy: local means quality and the story behind it. We offered craft beer from regional breweries and a seasonal menu featuring locally sourced ingredients from Odesa’s historic Pryvoz Market.
Magarych became more than just a pub — it evolved into a cultural hub. We hosted open mic nights, live music, poetry readings, and supported local artists and musicians. It became a true community gathering place, and that was our proudest achievement.
We built a loyal audience, earned strong reviews, and established a respected brand. But the war in Ukraine changed everything overnight.
Was moving to the United States a difficult decision?
Yes and no. I had already reached a professional plateau in my local market — I wanted bigger challenges and broader opportunities. The war in Ukraine became the final push to make a change. When stability and safety collapsed, I decided in 2023 to move to the U.S. It was one of the hardest decisions of my life.
I arrived in California with 15 years of experience, international awards, and a strong portfolio — but here, I had to start from the ground up. My goal was to prove that professionalism is universal.
How was the adaptation process? Is the U.S. restaurant market very different?
Completely. The culture of hospitality, service expectations, and even guest psychology are different. American guests value speed, consistency, and personalization. Competition is fierce, and compliance standards are much higher.
But the fundamentals are the same — product quality, teamwork, efficiency, and cost control. Those principles apply anywhere.
I began as an Assistant Beverage Manager at Fantasy Springs Resort Casino. It was a step down from my previous titles, but a step forward in understanding how the American system works from the inside.
And less than a year later, you became General Manager of two venues at the world-famous Lafayette Hotel in San Diego. How did that come about?
Through consistent effort and measurable results. At the casino, I proved that I could manage a high-volume operation, maintain quality under pressure, and deliver results.
In April 2024, I became General Manager of The Beginner’s Diner and The Pool Bar at The Lafayette Hotel — two of the busiest and most complex venues in the property’s portfolio. I now lead a team of over 50 employees in a 24/7 operation.
I applied everything I’ve learned — implementing service standards, refining scheduling and budgeting, launching training programs, and strengthening vendor relationships. The results have been tangible: higher guest satisfaction, better profitability, and reduced turnover.
What helped you adapt so quickly?
Three things.
First, language — fluency in English is essential.
Second, versatility — I understand every aspect of operations, from menu design to financial performance.
Third, a genuine willingness to learn — to ask questions, listen, and adapt.
And, of course, embracing technology — POS systems, analytics tools, and digital reporting — these are universal languages in modern hospitality.
What’s the biggest lesson from your journey?
That professionalism has no borders. True expertise is recognized anywhere in the world. But to stay relevant, you must keep learning, evolving, and challenging yourself.
I’ve gone from office manager to internationally recognized hospitality executive, launched dozens of projects, trained hundreds of professionals, earned global awards, and served on juries for international competitions. Yet I still see myself as a student — because that’s the mindset that drives lasting success.
And what’s next for you?
To keep growing — to continue developing The Beginner’s Diner, sharing my experience with colleagues, and, perhaps, launching new projects in the U.S. market. The American hospitality industry is vast, and I’ve only begun exploring its potential. With hard work and passion, the possibilities are endless.
