Stéphanie Jauquet and Salvatore Barberio (Le Gang): A shared passion for reinvention

Stéphanie Jauquet and Salvatore Barberio, two seasoned entrepreneurs in Luxembourg’s hospitality sector, recount their journey of risk-taking, ambition and resilience.

What gave you the courage to launch such an ambitious project post-Covid?
Stéphanie Jauquet: Passion has always been the driving force. When Salvatore introduced me to the future Gang location—an old, shut-down cafeteria needing heavy decontamination—I saw potential, not limits. He asked if I wanted to take on the space with him, and I said yes without hesitation. Our past collaboration had already birthed two successful brands—Grand Café and Cocottes—so reviving that energy felt natural. The project spanned three years of planning and transformation. Despite the daunting scale—ten million euros in investment and over one hundred employees on-site—we felt prepared. The space had the traffic, the parking, and a prime location in the heart of a commercial center. Our goal was not just to run restaurants, but to turn this into a living space, not just a shopping destination. From the beginning, we corrected past frictions by setting clear roles, retaining autonomy within the same roof, and prioritising our friendship over everything else. That mindset shaped every decision, and ultimately helped us create something bold, generous and sustainable.

“Passion drives our creativity, but method sustains it.”

What has changed in the entrepreneurial landscape since your beginnings?
Salvatore Barberio: Starting in 2001, I was fearless. I even mortgaged my parents’ house to open my first business. That would be unthinkable now. The risks were higher, but so was the freedom. Back then, if you had drive and you knocked on doors, people would listen. Today, every euro must be justified on paper. The tolerance for error is gone. I believe the biggest shift is not just in finance but in mindset. We have become precise, surgical. Passion remains essential, but structure has taken over spontaneity. After nearly losing everything during the two hardest years of my career, I learned the value of rigour. Entrepreneurs today must act like their own bank: calculated, accountable, and emotionally prepared to face setbacks. But I also see a new generation that wants meaning, not just money. They need guidance more than anything. I would love to support them through a fund or mentoring. I don’t have children, so I see legacy differently—transmitting experience, not just assets. Entrepreneurship remains thrilling, but it demands discipline, lucidity and a clear reason for being.

What lessons shaped your ability to lead large teams through crisis and growth?
Stéphanie Jauquet: Resilience defines everything I have built since 2008. Every crisis—financial, health-related or operational—has forced me to adapt. During Covid, I reoriented Cocottes as a delivery service, reaching homes across the country when restaurants stood empty. That shift still thrives today. Passion drives our creativity, but method sustains it. I embrace structure. I even built a company focused on food regulations to support other professionals. Leadership means wearing many hats: artistic, legal, financial. One must understand enough to surround oneself with smarter people in each area. We never take shortcuts. Starting with nothing teaches you to protect what you have learned. When everything you built depends on precision, there is no room for fantasy. This also influences how we manage people. Running a restaurant means doing 800 covers a day or preparing hundreds of meals with no mistakes. It’s intense. That’s why dialogue is essential—with employees, institutions, financiers. We must talk again. Young people today don’t lack drive; they need purpose and support. Mentoring, not micromanagement, is the path forward.