One of Barcelona’s most iconic five-star hotels, formerly Hotel Sofía, reopened in April 2024 as Grand Hyatt Barcelona, following
a rebranding revamped dining concept.
The 22-story hotel with 465 rooms, near Diagonal Avenue, was built in 1975 as Princesa Sofía. After several ownership and name changes, it was acquired in 2023 by Axa Insurance and Blasson Property Investments. Already a five-star Hyatt at the time, the new owners retained the brand, while elevating its exclusivity.
To create a unique dining concept, Blasson – also the asset manager – enlisted autonomous consultant Gonzalo Mateos FCSI, who had previously worked with the company on the Four Seasons Madrid. He was tasked with reimagining three outlets on the rooftop, ground floor and basement, all previously managed by the hotel. “While the hotel still handles dining for breakfasts, events, and room service, it wanted to offer more options to guests and the public to enhance its brand,” explains Mateos.
The rooftop spans 750 square meters, nearly half of it a terrace with panoramic views of the city. However, as Mateos explains, “the initial study revealed some limitations to this great potential: access depends on four elevators shared with hotel guests. Plus, summers can be too hot for midday service, while during winters it can be pleasant at midday, but chilly in the evening.”
With that in mind, Mateos partnered with Peruvian chef Omar Malpartida, to give the rooftop a strong international appeal. The result was Maymanta, a restaurant with a fusion of Peruvian, Mediterranean, and Japanese cuisines, coupled with an extensive cocktail menu. On the ground floor, which has an independent entrance, chef Dani García opened Leña, an acclaimed grill-focused restaurant.
An independent universe
A study of the basement led to different conclusions. “It had a nightclub vibe and high profitability potential, but the clientele and music wouldn’t be aligned with the hotel, so we left it for private events,” says Mateos.
The project also required logistical precision. “The three dining operations have independent management and suppliers but shared unloading dock and storage. We spent significant time organizing the space and defining processes to keep everything separated, also for food safety and traceability,” Mateos notes.
The results have exceeded expectations. Maymanta’s sales have been 30% higher than projected. “This didn’t happen by accident,” says Mateos. “Often, hotels create dining concepts they’re unfamiliar with because their focus is on the rooms. But while the restaurant must integrate with the property, it also needs to stand out as an independent universe. That’s where the key to success is.”
First steps for a new FCSI division
Mateos is among the first members of the new division of FCSI in Spain and Portugal. “The division comes at the right time. The restaurant sector in the region is at its peak, yet 50% of new restaurants close within a year. Many fail because they lack the guidance of specialized consultants who can properly size dining areas, design efficient kitchens, and create solid business plans. At the same time, we need to elevate the role of consultants,” he says.
“If we come together, we can tackle more projects, bring greater value to our work, and help restaurant operators optimize their investments.”
Andrea Tolu
