Interview with Executive Chairman of the Lío Group, Julio Bruno

This article was written by Luxury Hospitality Mag. Click here to read the original article

Executive Chairman of the Lío Group, Julio Bruno explains how he maintains a consistent vision and adapts his leadership style across diverse industries in the wake of his plans for Lío London’s winter season. Julio explains how he balances luxury entertainment with innovation to stay competitive in a dynamic market like London’s nightlife.

Your career spans multiple industries, from media to hospitality and digital transformation. How do you maintain a consistent vision and adapt your leadership style across such diverse fields? Consistency, for me, comes down to understanding that regardless of the industry, people and culture are the heartbeat of any successful venture. Whether I’m diving into media, tourism, or hospitality, it’s always been about creating memorable experiences. It doesn’t matter if it’s a five-star dining experience or the latest digital platform—I’m always looking to surprise, innovate, and emotionally connect with the customer. Adapting my leadership style? That’s more about adjusting the sails than changing the ship. The vision and values remain steady; it’s the execution that flexes to meet the trends and challenges of the moment. You can’t lead if you’re static—but you also can’t lose sight of what makes you, you.
After a record-breaking season with Lío venues in Ibiza, Mykonos, and Mallorca, What are your plans for the Lío London winter season? Ah, London in the winter—already a magical place, but with Lío, we’re turning up the heat. The success we’ve had across Ibiza, Mykonos, and Mallorca has set high expectations, but if there’s one thing Lío does well, it’s staying ahead of the game. Lío is where joy, entertainment, and a healthy dose of naughtiness meet. London demands constant reinvention, and this winter, we’re bringing just that—with a bit of spice, a dash of daring, and the unapologetic flair Lío is known for. After all, what’s life if not a series of unforgettable moments? This season, those moments are going to be even more mischievous in our new show called The Jukebox.
With Lío London being a cornerstone of West London’s nightlife, how do you balance the brand’s unique luxury entertainment experience with the demands of a dynamic and competitive market? Balancing Lío’s unique flavour in a market like London requires authenticity and constant innovation. You can’t rest on your laurels here—the city just doesn’t let you. Lío thrives because it’s not just a place; it’s an experience. We blend high-quality dining, immersive shows, and a party atmosphere that leaves you wondering if you’ve stumbled into some sort of fever dream—just with better cocktails. But to stay at the top? We evolve. We listen. We adapt. We continually surprise our guests with new twists, ensuring they leave wanting more. Lío isn’t just competing in the nightlife market; we’re redefining it.
As you prepare to open the Lío Las Vegas pop-up at The Mayfair, how do you plan to translate the success of your European venues to a new market in the U.S.? Las Vegas is a world of its own—flashy, glamorous, and with expectations that are sky-high. Lío thrives on intimacy and luxury, and the challenge (and thrill) will be combining that signature Lío magic with the over-the-top nature of Vegas. We’ll bring the same immersive, seductive experience, but with a twist that reflects the boldness and spectacle of the Las Vegas scene. In true Lío style, every night will be an irresistible cocktail of European charm and Las Vegas glamour. It’s going to be an adventure no one will want to escape—and honestly, why would they?
BeBeMe combines wine retail with a unique bar experience in London. What inspired you to create this concept, and how do you see it fitting into the evolving landscape of luxury and leisure? BeBeMe was born out of two loves: wine and the idea that luxury doesn’t have to be unattainable. Wine should be both sophisticated and accessible. With BeBeMe, we’ve created a space where you can enjoy a carefully curated selection in an environment that’s relaxed, elegant, and, most importantly, unpretentious. In today’s world, consumers want experiences—not just products—and that’s exactly what BeBeMe offers. It’s not just about enjoying a fine wine in the moment; it’s about taking that experience home in the form of a special bottle. We fit seamlessly into London’s luxury landscape by being authentic and offering something truly personal.
With Mercato Metropolitano, you’ve championed sustainability in the food industry. What strategies have proven most effective in promoting sustainability while also driving business growth? At Mercato Metropolitano, sustainability isn’t just a buzzword—it’s the foundation of everything we do and it is the original vision of its founder Andrea Rasca, my business partner. The most effective strategies have been embedding sustainability into the core of the business rather than treating it as a side project. It’s about creating communities around food, supporting local producers, and prioritizing sustainable practices. People today want to know where their food comes from, and they value businesses that are transparent about their practices. By focusing on provenance, reducing waste, and creating an open dialogue with our consumers, we’ve shown that you can grow a business while doing the right thing for the planet. It’s a win-win situation—and it’s the only way forward.
Your tenure at Time Out Group saw the global expansion of the Time Out Market food halls and a significant digital transformation of the brand. What were the key challenges you faced during this period, and how did you overcome them? Expanding globally while transforming digitally? No small feat. The biggest challenge was finding the right balance between opening new physical spaces and evolving in a world that was becoming increasingly digital. The solution? A strong, diverse and highly professional team and a willingness to listen to our customers every step of the way. It wasn’t always easy—balancing international growth with the complexities of the digital age never is—but we made it happen by staying agile and customer-focused. Even when Covid-19 closed us down globally we became Time IN, to continue communicating with our clients at the time by means of our digital footprint, social media etc. The results speak for themselves and the team -now without me- continues to thrive and grow around the world.
You’ve been recognised for your advocacy of Diversity & Inclusion in the workplace. How do you integrate these values into the businesses you lead, and what impact have they had on your organisations? Diversity and inclusion aren’t just boxes to tick—they’re essential to any modern, innovative business. For me, it’s about embedding these values into the DNA of the companies I lead. That means hiring diverse talent, fostering professional growth for everyone, and creating a culture where every voice is heard. The impact? It’s been profound in the companies I have lead and currently lead. Not only does it make us more innovative and reflective of the world we live in, but it also makes us better at understanding our customers. A diverse team isn’t just a nice-to-have—it’s a business advantage.
As an investor and board advisor to various global businesses, what do you look for when deciding to support a new venture, and how do you contribute to their growth and success? When I look at a new venture, I’m not just looking for potential; I’m looking for and exciting opportunity that brings a challenge but also rewards and, why not? fun. Does it excite me? Does it make me want to dive in, despite my busy schedule? That’s the first test. From there, my role is adaptable. Sometimes I provide financial backing, but more often, I offer strategic guidance and leadership. I bring my experience in management, operations, marketing, and culture building to the table. I’m also a connector—I help ventures find the right people to accelerate their growth. And, of course, I make sure they have a strong foundation, because a business is only as good as its culture.
Having worked with iconic brands and spearheaded numerous successful ventures, what advice would you give to aspiring entrepreneurs and executives who wish to make a significant impact in the global business world? I’m not one for dishing out advice like it’s a magic formula. I much prefer to share my experiences—after all, the world needs boldness and vision more than ever. If you’ve got passion, resilience, and a diverse team of talented people at your side, you’re already halfway there. I touch on these ideas in my book Passion to Lead, where I dive into the strategies and values that have shaped my journey so far. Here’s the thing—if you want to be truly great at something, you have to love it. Sure, you can be technically proficient, you can even get the job done, but without passion, the results will always be lukewarm at best. To truly excel, to thrive, you need to want it with all your heart. And let’s not forget—enjoy the ride! Have fun, stay true to your values, and make sure everyone around you is thriving too. Because in the end, that’s where the real success lies.