From Kitchen Porter to Future Restaurateur: Zico's Journey Through Hospitality
Most Operations Managers don’t spend their spare time planning their future restaurant…. Zico does.
Having started his hospitality career as a kitchen porter in Amsterdam, he now oversees kitchen porter operations across some of London’s most prestigious hotels and members clubs, as Operations Manager at Act-Clean.
Alongside the role, he caters privately for family events and hopes one day to open a restaurant of his own.
It’s Zico’s experience across all areas of the kitchen that shapes his leadership today and makes him such a passionate advocate for one of hospitality’s most overlooked roles.
“If the KPs aren’t there, the kitchen simply can’t function,” he says. “Chefs are focused on delivering great food; they don’t have time to run back to the pot wash to clean plates or glasses during service.”
For Zico, that is not simply an opinion. It is something he has lived through.
Learning every corner of the kitchen
Zico’s career has taken him from the pot wash to operations management.
“I started working at a very young age as a kitchen porter,” he says. “From there I kept growing, day by day, until I reached operations management. It’s been quite a journey.”
That journey has never taken him too far from the kitchen itself. Alongside his role at Act-Clean, he continues to cook and build the experience he hopes will one day allow him to start his own restaurant.
“I’ve worked as a kitchen porter, I’ve worked in management and I still cook today. Every role has taught me something different, and together they’ve given me a complete understanding of how a kitchen operates.”
Having built experience elsewhere, the opportunity to return to Act-Clean was one he had been waiting for.
“I always hoped I’d come back to Act-Clean. I really enjoy the culture here, being trusted to run my day, I feel supported, and, most importantly, I enjoy the work itself.”
His experience also shaped the way he leads today.
“Some of the people I manage, English isn’t their first language, so I’ve learned how important it is to adapt the way I communicate. Seeing their confidence grow as they developed in their role, – and also in their English, in their communication skills, – has been really rewarding.”
Supporting London's Finest Hospitality Venues
Today, Zico oversees KP operations across an impressive portfolio of luxury hospitality venues, including The Peninsula London, Raffles London at The OWO, Rosewood Chancery Court, 47 Park Street and Lansdowne Club.
No two days are the same: site visits, client meetings and operational checks are balanced with what he sees as the most important part of the role, supporting the people delivering the work behind the scenes.
“Mornings start with visiting different sites, meeting clients and walking the operation with them,” he explains. “I’m making sure our teams have everything they need, checking standards, uniforms etc, supporting clients and making sure we’re delivering the level of service they expect.”
Managing multiple luxury hotel operations means he cannot be everywhere at once, but he works hard to ensure his teams never feel unsupported.
“I regularly call the team, even if I’ve already visited the site that week, just to check they’re okay, have the right equipment and feel supported. Looking after the team is a huge part of the role.”
The Unsung Heroes of Hospitality
Behind the rotas, site visits and operational planning is something that motivates Zico far more: ensuring kitchen porters receive the recognition they deserve.
“Guests don’t see what they do, but KPs are one of the biggest parts of hospitality. Without them, restaurant service just doesn’t happen.”
It is a contribution that rarely receives public recognition, but one that chefs are quick to acknowledge.
“Whenever I catch up with chefs, they give fantastic feedback about our teams. Hearing that kind of feedback makes me proud because I know how much our team puts into their work.”
When asked what makes a great KP team, his answer is refreshingly straightforward.
“If everyone works together and communicates well, you can achieve great things.”
He points to Roberto, a supervisor at The Peninsula London, as someone who exemplifies those values.
“At The Peninsula I’m fortunate to work with one of the best supervisors I’ve ever worked alongside. Roberto communicates brilliantly with everyone, from the team to the back-of-house manager and to me. I know the operation is in safe hands when I’m not on site.”
For Zico, trust like that allows him to oversee multiple operations while knowing each team is delivering the standards clients expect.
Leading when it matters most
Every Operations Manager has moments that test both planning and leadership. For Zico, one particular day stands out.
“One of our kitchens experienced an unexpected staffing shortage during a busy service, covers increased significantly. We were able to reallocate experienced team members from quieter locations, and I stayed on-site working alongside the team to help stabilise service.”
The kitchen continued to operate smoothly, standards were maintained and guest feedback remained positive. For Zico, the experience reinforced the importance of staying calm under pressure, making quick decisions and supporting teams when they need it most.
That hands-on approach underpins his leadership style. Rather than managing from a distance, he recognises the importance of visibility within the operation. .
“I believe in leading by example, being present and creating a place where people feel trusted, supported and accountable.”
The same principles influence the people he looks to bring into his teams. Technical skills can be developed, he believes, but attitude is far harder to teach.
“A strong work ethic, a positive attitude and a willingness to learn. Reliability is essential, but so is being someone who genuinely wants to work as part of a team.”
Looking Ahead
Zico still hopes to open a restaurant of his own one day, but for now his focus remains on helping others succeed. Whether he’s supporting teams across multiple luxury hotels, developing future supervisors or mentoring colleagues as they progress through the industry, he measures success by the growth of the people around him.
“Seeing people grow is the most rewarding part of my job. Whether it’s helping someone progress, improving performance or seeing a team deliver during a challenging service, knowing I’ve played a part in that is incredibly fulfilling.”
Having built his own career from the ground up in hospitality, he understands better than most that every role matters, and that great hospitality is built by people whose work often goes unseen.
