La Villa Lorraine Tries New Financial Recipes

To return to profitability, the Brussels institution is swapping ostentatious gastronomy for a high-end "bistronomy" concept. More accessible, more efficient, and better adapted to new consumer habits, the move – and the departure of its former Michelin-starred chef – is a central part of the financial recovery effort.

© Olivier Pirard / Tribe

The separation between La Villa Lorraine and Yves Mattagne was indeed a major financial restructuring maneuver. The hypothesis formulated by Gondola Foodservice last December, based on the company's financial statements, has been confirmed. Acting as both a de-risking and a cost-killing measure, the disengagement from the "signature chef" allows the company to free itself from the costly requirements of high standing in order to become an optimized restaurant asset.

Tatiana and Vladimir Litvine, co-directors of the eponymous group that manages the Villa, among others, shared in an interview with L'Echo this Saturday that "the main challenge is profitability." In fact, losses marked the 2025 fiscal year, and Serge Litvine, the founder still in charge of the company’s finances, acknowledges the necessity of changing the concept.

Consequently, the new establishment has merged its two previous dimensions (gastronomic and lounge) into a single space, which may soon open seven days a week. The menu has been simplified and unified for the 80 covers. Management has also implemented a significant price reduction, notably with the evening menu dropping from €225 to €125 per person. Meanwhile, Yves Mattagne's move to Antwerp has allowed for a substantial reduction in kitchen staff, with the brigade shrinking from 15 to 9 people (a 40% decrease).

The Litvine family is now openly choosing to no longer "chase stars." They are adopting a more rational approach to sourcing products that are less luxurious and expensive, while aiming to reduce food waste compared to the "surgical" precision of former chef Mattagne’s cuisine. Given the current state of the Belgian Horeca sector – characterized by labor shortages, rising overheads, and shifting consumer habits – no saving is too small.

The absolute priority is a return to financial break-even for La Villa Lorraine. The co-directors hope to regain profitability by next September. In the meantime, a "communicating vessels" strategy is in place, where the high profitability of certain brands (Lola, Lily’s, Variétés, Villa in the Sky) offsets the less-performing segments.

Faced with the erosion of its catering model, which is under pressure from delivery platforms, the Litvine Group is structuring its growth around a diversified portfolio of seven Brussels restaurants, optimized by the strategic sale of assets such as Villa Emily and Da Mimmo.