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Soho House Founder: How I Built The World’s Most Exclusive Club: Nick Jones | E163

Nick Jones is the founder of Soho House, the worldwide exclusive private members club worth an incredible $2.8 billion. He’s rewritten the rulebook on hospitality, and his business covers restaurants, hotels, events, and so much more! Topics: 0:00 Intro 01:29 Early years 05:45 The first inspiration for soho house 09:24 What did you have that others didn’t? 13:40 Why dyslexia is a great gift 15:30 Starting your own restaurant chain at 22 23:20 The best marketing tactic 28:29 Why did the first SoHo House work? 35:44 the factors that made SoHo house what it is today 45:57 The line between ambition & family 51:20 What do you wish you had known? 54:15 Whats hospitality taught you about life? 58:50 Are you shy? 01:04:11 Whats next? 01:05:51 The last guests question SoHo House: https://www.sohohouse.com/ Listen on: Apple podcast - https://podcasts.apple.com/gb/podcast... Spotify - https://open.spotify.com/show/7iQXmUT... FOLLOW ► Instagram: https://www.instagram.com/steven/ Twitter: https://twitter.com/SteveBartlettSC Linkedin: https://www.linkedin.com/in/steven-ba... Sponsors: Huel - https://my.huel.com/Steven Crafted - https://bit.ly/3JKOPFx

Nick JonesguestSteven Bartletthost
Jul 24, 20221h 10mWatch on YouTube ↗

At a glance

WHAT IT’S REALLY ABOUT

Dyslexic Underdog Who Rewrote Hospitality: Inside Nick Jones’ Soho House

  1. Nick Jones, founder of Soho House, recounts his journey from dyslexic underachiever written off at school to building one of the world’s most coveted private members’ clubs.
  2. He explains how early experiences in his parents’ dinner parties and hard, hierarchical kitchen work shaped his obsession with hospitality, simplicity, and genuinely understanding customers.
  3. Jones details painful early failures, like his first bad restaurant Over The Top, and how member feedback, opportunism, and calculated risk-taking led to Café Boheme, the first Soho House, Babington House, and global expansion including New York.
  4. Throughout, he wrestles with ambition versus life balance, the importance of community and human connection, and why he sees dyslexia, teamwork, and deep care for members as the real engines behind Soho House’s success.

IDEAS WORTH REMEMBERING

5 ideas

Dyslexia can be a strategic advantage when embraced and leveraged.

Jones describes being “branded thick” at school, but later realizing dyslexia forced him to simplify everything. He insists on one-page summaries, trims complexity, and edits relentlessly across design, operations, and tech. This simplification makes ideas clearer for teams and customers, and he encourages anyone diagnosed with dyslexia to see it as “a huge opportunity,” not a stigma.

Hands-on hospitality work builds people skills and resilience better than formal education alone.

Starting in an 1980s hotel kitchen, he endured abuse, long hours, and menial work, but credits it with pulling him out of shyness and teaching him to relate to people from all backgrounds. He argues a year in hospitality should be like national service because it teaches teamwork, humility, practical life skills, and how to stay organized under pressure—skills he rates above a master’s degree.

Failure, if treated as learning, can be the foundation of later hits.

His first restaurant, Over The Top, was badly designed, poorly executed, and nearly empty. Instead of seeing it as fatal, he used it to learn cash management, staff payment under stress, and the impossibility of marketing your way out of a bad product. Those lessons directly fed into Café Boheme’s success and his long-term view that “if you don’t make mistakes, you’re not pushing yourself.”

Let the customer lead you: listen obsessively and follow where they go.

Jones is explicit that members, not strategy decks, drove expansion: a member telling him everyone was in Cannes inspired the first pop-up on a boat; repeated requests led him to open Babington House in the country and later New York. He emphasizes that members are smart, can’t be fooled, and that the best “marketing” is simply making the experience so good that word of mouth does the rest.

Ownership, structure, and creative funding can unlock opportunities when cash is scarce.

Unable to raise more family or bank cash, he took the space above Café Boheme by getting landlord Paul Raymond to finance the fit-out and roll it into a higher rent. Babington House was crowdfunded informally via many members investing £5,000 each. Soho House New York’s funding came from tireless show-rounds and a “hard hat dinner” on a building site that attracted investors including David Bowie.

WORDS WORTH SAVING

5 quotes

You were just branded thick. People didn’t understand it then.

Nick Jones

I’ve since learned that dyslexia is the greatest thing to have…but at school, it isn’t.

Nick Jones

Marketing restaurants is not the way to solve a restaurant. You just have to make the restaurant good, because the customer is so clever.

Nick Jones

If you don’t make mistakes, you’re not pushing yourself. You’re not taking yourself out of your comfort zone.

Nick Jones

I’ve always been obsessed about the member, and that was always my number one thing…they’ve created that.

Nick Jones

Dyslexia, school struggles, and reframing learning differences as strengthsEarly hospitality experiences and the appeal of giving people a good timeFirst ventures: Over The Top, Café Boheme, and learning through failureCreation and evolution of Soho House and member-led expansionRisk-taking, fundraising, and the high-stakes New York launch post-9/11Leadership style, delegation, and the personal cost of relentless ambitionCommunity, mentoring, and what hospitality is really selling: human connection

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