General Manager, Ju Hyung Ha

Manager Ju Hyung Ha of Solbam believes there should be a smile exchanged in the eyes of his team. Only when the team is strong and healthy can they deliver true value to their guests. This is his story.

How did you begin working in this field?

I first dreamed of becoming a chef after watching cooking shows on TV as a child. That dream led me to attend a culinary high school, and I later majored in culinary arts in college. I also completed a year-long internship in the U.S. After returning to Korea, I began working at a fine dining restaurant. At the time, the front-of-house staff was short-handed, so I naturally started helping out on the floor—and to my surprise, I found it incredibly enjoyable.

Although I had spent years studying cooking, I realized that my understanding of the kitchen actually became an advantage in front-of-house work. While part of me was initially disappointed to not pursue a chef’s path, I came to appreciate how valuable that culinary background could be in this role.

What do you find appealing about front-of-house (FOH) service and guest interaction?

I love using analogies. To me, working in FOH is like being a singer on stage—the audience responds immediately. Though I’m not the one cooking the food or making the wine, I see my role as performing a sort of presentation, delivering everything to the guest with care and joy. Witnessing their reactions in real time and engaging with them emotionally is incredibly fulfilling and interesting.

Through this job, I’ve come to understand myself better. I truly enjoy drawing out people’s reactions and having conversations. Every time I speak with someone, I’m intrigued by their life stories, the similarities and differences we share, and I always feel like I’m gaining new perspectives. Of course, dealing with people isn’t always easy, but I believe even the unexpected challenges are part of what makes this job so dynamic and rewarding.

What professional experience have you gained so far?

I started my FOH journey at Ryunique, where I worked for two years. Then I spent five years at Jungsik, which really shaped me. After that, I joined Solbam. When I first started working in the dining industry, the Michelin Guide hadn’t yet entered Korea, and public perception of fine dining wasn’t as strong as it is now. Even if the pricing was at a fine dining level, many guests didn’t yet see the full value in it. Many restaurants were operating under tight circumstances, driven mainly by the will of the chefs or owners.

That’s why understanding the “economics” of running a restaurant was so important. I learned about managing costs—everything from water to electricity bills—and realized that front-of-house work is ultimately about interacting with people. It was during this time that I first established my own standards for what not to do when serving guests. For example, things I did casually, thinking I had grown close to a guest, might actually be perceived as inappropriate within the customer-server dynamic. I was still young, naturally friendly, and not someone who calculated every move, so I made a lot of mistakes. (Laughs)

At my next job, I learned a lot about structured systems and professional processes. It was a larger company, so I had the chance to encounter a broader range of guests over longer periods of time—and even emergency situations. I learned firsthand how to respond to those emergencies and what kind of training and manuals were necessary. Unfortunately, things like guests fainting at a restaurant can happen, and we needed to be ready—who calls emergency services, who administers aid, and so on. Over time, even daily service routines taught me how to make experiences smoother and more enjoyable for guests, helping me grow more rounded and thoughtful in my work.

How did you come to work at Solbam?

In the fall of 2022, I got married. My wife and I had dinner at Solbam the night I proposed to her at a nearby hotel. The meal that evening left a deep impression on me, and at the time, I was ready to leave my previous position after five years and take on something new. I was considering three restaurants for my next move, but I kept gravitating toward Solbam.

When I got the opportunity to interview, I was really drawn to the chef. During the interview, he spoke not only about the food but about the direction he envisioned and the values he holds. His deep respect and support for the service team were especially memorable. That first impression convinced me to start a new chapter here at Solbam.

How has Solbam changed over the last three years since you joined?

When I first started, we had fewer seats and lower global visibility. Most of our guests were domestic, and the number of visitors was relatively low. That allowed us to offer warmer, more intimate service. Since then, the restaurant has relocated, earned a Michelin star, and ranked on Asia’s 50 Best Restaurants list. Now, we’re much better known internationally. Naturally, the number of seats has grown, and so has the brand’s reputation. With that, our guest base has diversified, and our service has become more structured and formal.

Even so, we work hard not to lose our “emotional touch.” We try to maintain warm, personal interactions through small talk and personalized gestures. It’s certainly more difficult to provide this level of attentiveness to every guest as we grow, but we see it as our duty to make every person feel welcome and comfortable.

How has the Solbam team grown?

In the beginning, we focused mostly on Korean guests. Now, our scope has broadened to Asia and the world. We've encountered a variety of cultural differences and worked hard to bridge those gaps. Some of our junior or even senior team members didn’t have extensive experience with global clientele, so it sometimes led to less-than-ideal service. But we’ve learned together—by meeting many kinds of guests, building our collective knowledge, and sharing experiences within the team. We’ve developed our own understanding of different cultural expectations and learned how best to serve guests from different regions.

For example, when Thai guests visit, we greet them in Thai. When Japanese guests come in, Sommelier Park Hyun-bin, who speaks fluent Japanese, takes the lead. Each team member brings a unique strength, and we try to amplify those qualities to deliver heartfelt hospitality. Even small efforts can make a big impact on the guest experience.

What makes Solbam’s hospitality unique?

I think the most basic—and also the most difficult—aspect of hospitality is mindset. As human beings, we all struggle to remain consistent. But as a team, we constantly remind each other to stay passionate and to serve with the guest’s comfort and perspective in mind. Every guest is different, and we always aim to offer a personalized experience. I believe that mindset is what sets Solbam apart and makes guests feel genuinely moved. Some even tell us, “There’s a different kind of warmth here,” and that means a lot to us.

Personally, I don’t believe service can be fully systematized. If food is like tangible cultural heritage, service is intangible. There’s no textbook for it. While there are frameworks, what matters most is the unique spirit and attitude of each front-of-house team member. Even when I train others, I focus on sharing past experiences and stories to convey that mindset.

What kind of conversations happen during the daily team meetings before service?

Every day, we repeat the same reminders. Even though it’s routine, these meetings help us stay alert and avoid becoming mechanical. It’s a time to mentally reset, revisit key values, and prepare ourselves. We also talk through any specific situations that may arise during that day’s service and how we might respond.

How do you approach personalized guest service?

We keep detailed records of our guests. What wines they’ve enjoyed, their eating habits, whether they’re left- or right-handed, how much water they tend to drink, their dining pace, wine preferences—all this data is shared among the team. If a guest once had to leave early for a reason, or if it’s a special occasion, we use that information to tailor the experience. Sometimes, even if I miss a detail, another team member remembers and lets me know.

How would you describe the value of front-of-house service in a restaurant?

Though I usually dislike the word “obvious,” I do believe that excellent service in a restaurant should be a given. Just like breathing or drinking water, it’s a basic need. Guests arrive with expectations—even before they walk through the door—and for their satisfaction to linger long after the meal, it can’t be about the food alone. The time they spend with us matters. Every element that shapes that time is significant.

What is your role as General Manager?

I oversee the entire dining room, support our team, and respond quickly to unexpected situations or guest complaints. I also work with the chef to manage finances—identifying where we should invest and where we can cut back to run more efficiently.

And just as we take care of external guests, I believe it’s equally important to care for our internal guests: our team. When our team is happy, healthy, and fulfilled, they can deliver great value to our guests. While we work seriously and professionally, we also need to believe in each other, share smiles, and enjoy our work. That energy is felt by our guests.

What kind of person do you want to be in ten years?

Though I’ve never said this out loud before—I want to be like my father. I’ve always felt I resemble my mother more in personality, and for a long time, I believed I hadn’t inherited much from my dad. But when I think about the stable life he provided for our family, I feel deep gratitude and respect. I want to become that kind of father and family leader myself.

Before I got married, I learned more about the hardships my father faced while running his business. He had gone through some very difficult times, but he never let us feel the burden. Knowing that now, I admire his strength even more. I ask myself often: if I want to be like him in ten years, what should I be doing now?

Do you have a personal motto or life philosophy?

Yes. A phrase I always carry in my heart is: “Dream big, but live humbly.”

It means to pursue lofty ideals without expecting shortcuts or luck—to do what needs to be done honestly and step by step. I want to approach everything with sincerity and keep moving forward, little by little, in the right direction.