When you think of the Philippine dining scene, a single company or restaurant group might not immediately come to mind.

Yet for over 30 years, The Bistro Group has quietly—and consistently—reshaped the way Filipinos experience global cuisine. 

From introducing iconic international chains to building beloved homegrown concepts, they’ve evolved from a single-store pioneer into a restaurant empire. 

This is the story of The Bistro Group: how it started with burgers and bottomless iced tea and grew into one of the country’s most influential food powerhouses.

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🛫 The first flight: TGI Fridays

It all began in 1994, when entrepreneur William Stelton saw an opportunity to bring the American casual dining experience to Manila.

Partnering with Jean Paul Manuud, the now president of the group, they launched the first-ever TGI Fridays in Glorietta, Makati. 

At the time, it was unlike anything the Philippine market had seen—bright lights, upbeat service, American comfort food, and that signature refillable iced tea. 

TGI Fridays was an instant success.

Crowds poured in. It didn’t take long before the group saw an even bigger opportunity. If they could make one global brand work, what was stopping them from introducing more?

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🍝 Building a culinary empire

The Bistro Group began expanding fast. Stelton brought in Italianni’s, offering Italian-American cuisine in a market that was mostly used to local interpretations of spaghetti. 

Then came Denny’s, Buffalo Wild Wings, and Texas Roadhouse, each with its own theme and flavor, giving Filipinos more variety than ever before. 

By the 2000s, The Bistro Group had become synonymous with casual dining.

But the group didn’t stop with American food—they went on to introduce Asian favorites like Chinese restaurant Modern Shanghai and Japanese restaurant Watami, while also experimenting with higher-end, chef-driven Spanish concepts like Rambla and Las Flores. 

They created a portfolio that spanned every craving, mood, and price point. 

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⚠️ Struggles behind the scenes

But behind the growth were moments of serious struggle. The 1997 Asian Financial Crisis was the group’s first major test. 

Consumer spending plummeted, businesses tightened budgets, and expansion plans were forced to a halt. Yet, The Bistro Group remained steady. They focused on maintaining quality, doubling down on training staff, and keeping their existing outlets profitable.

They realized the importance of investing not just in the brand, but also in the people behind it—a lesson that could prove valuable down the line.

Sure enough, an even greater challenge came: COVID-19. 

Practically overnight, dining rooms were empty, and lockdowns threatened the very core of the business.

Revenue took a massive hit. For a company built on physical dining experiences, the pivot was not just difficult—it was an existential crisis.

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🛠 The turnaround

Still, The Bistro Group refused to fold. They rapidly adapted, leaning into delivery platforms, building takeout menus, and designing meal kits that recreated the restaurant experience at home. 

They also took the downtime to overhaul internal operations—upgrading kitchens, digitizing systems, and investing in staff retraining. 

Leadership made the decision to retain as many employees as possible, knowing that people were at the heart of the brand. That long-term thinking paid off. 

By the time restrictions eased, The Bistro Group bounced back stronger, more efficient, and more connected to their customers than ever.

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🚀 Growth mode, again

As of 2025, The Bistro Group operates over 200 restaurants across the Philippines. 

But they’re not stopping there. The team plans to open more than 100 additional stores in the next five years. 

New concepts are also on the way, including Dave & Buster’s, Fogo de Chão, and Longhorn Steakhouse—each promising to bring something fresh to the local dining scene. 

They’re also pushing into cloud kitchens, wellness-based food offerings, and new in-mall concepts aimed at Gen Z and younger millennial consumers.

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💛 People first, always

At its core, The Bistro Group’s success has always been rooted in people. Jean Paul Manuud once said, “Ours is a story of people. When we take care of our people, they will, in turn, take care of our business.” 

That philosophy is evident across every brand they manage. From the back-of-house prep cooks to the front-of-house servers, the company invests in training, culture, and growth. 

It’s that commitment—to food, to innovation, and most importantly, to people—that helped them not just survive the tough times, but thrive in the years after.

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🏁 From one Brand to an empire

From a single TGI Fridays to a 200+ restaurant portfolio, The Bistro Group’s journey is more than a business case. 

It’s a story of resilience, reinvention, and the kind of leadership that sees opportunity not just in success—but in adversity.

Above all, it’s a testament to their unwavering devotion to people, valuing relationships as the foundation for lasting impact.