From family legacies to bold startups, the Middle East’s hospitality landscape is being shaped by entrepreneurs with a razor-sharp vision for how they want to grow their business. Careful expansion, investing in team development and creating guest experiences that resonate rather than embracing every trend are among their strategies. Here, 14 regional business leaders share their journeys, from lessons learned to future plans.

Discipline drives success

To me, the taste of success is discipline. It is staying focused on a clear vision while protecting your identity as the business grows. Our roots go back to 1953 and our brands span restaurants, takeaway, delivery and catering. Therefore, success has never been about shortcuts for us. Instead, it is about making deliberate decisions every day, choosing consistency over speed and patience over noise. True success comes from aligning growth with values, evolving responsibly and honoring what made people trust you initially. Then, there is scope to expand confidently into new formats and markets across regions, teams, cultures and generations.

Focused on fundamentals

Despite economic challenges, particularly in Kuwait, our future plans remain anchored in what has always defined us. In summary, this is quality food, exceptional service and strong perceived value. By focusing on these fundamentals, we believe sustainable growth will naturally follow. Our priorities include strengthening our market presence, refining operational efficiency and supporting our teams. We aim to deepen guest trust through consistency, reliability and excellence at every touchpoint. Rather than chasing rapid expansion, we will grow responsibly, adapting to changing conditions while staying resilient and disciplined. At the same time, we remain committed to delivering experiences that feel dependable, familiar and rewarding for our guests.

Adapting thoughtfully

Food trends are evaluated collectively by us as a team, not impulsively. We ask whether a trend aligns naturally with our food, our story and the expectations of our guests. If it feels forced or disconnected from our identity, we choose to ignore it. Authenticity matters more than novelty. Instead of reacting quickly, we adapt thoughtfully, ensuring any new idea supports long-term value. Trends we adopt must enhance the guest experience, respect our heritage and strengthen the brand. It is imperative that they meet these aims rather than distract from what we do best.

Passing down with purpose

The business accomplishment I cherish most is seeing the third generation of our family actively involved in the company. Alongside this, they are clearly committed to its future. Watching the brand continue to expand across Kuwait while remaining family led is deeply meaningful. It confirms that what we built was designed to last. Seeing shared values passed down, translated into leadership and reflected in real growth reinforces our purpose. It motivates us to protect our legacy, nurture our people and ensure the business remains strong, relevant and respected for generations ahead.

Consistency is key

Success is built on two foundations: consistency and trust. It’s about delivering the same quality, experience and values every single day, not just on opening night.
Success is when guests return by choice and the team truly believes in the vision. As a result, the business can grow across locations without ever losing its identity.

Ambassadors of Lebanese cuisine

At the outset of our journey, we were ambitious, but realistic. International success was a goal, not an assumption. Our priority was to build a strong, scalable concept with consistent operations and a brand that could travel. The international growth followed naturally, driven by discipline, adaptability and a deep understanding of each market, not by chance. Wherever we operate, we see ourselves as ambassadors of Lebanese cuisine.

Controlled expansion ahead

Our future plans center on controlled, strategic expansion across key regional and international markets. Therefore, we will continue strengthening our presence in existing locations while selectively exploring new markets. Our focus will be on markets where demand for authentic Lebanese cuisine is growing. Alongside expansion, we remain focused on operational excellence, staff development and elevating the guest experience. Menu innovation, enhanced delivery capabilities and deeper digital engagement will also play an important role. Ultimately, our objective is to grow responsibly without compromising the quality, authenticity and brand values that define Habib Beirut.

Enhancing the guest journey

For us, innovation is about enhancing the guest experience. We continuously refine the entire guest journey, from valet parking to every touchpoint inside our restaurants across all outlets. This includes introducing new flavors, interactive presentations and a seamless service, while always staying true to authentic Lebanese hospitality. Every innovation is designed to create a memorable moment for our guests. To support this,
we have invested heavily in developing our Knowledge Center. Importantly, we have made it accessible to over 700 team members across our outlets. The aim is to ensure that innovation and excellence are embedded in everything we do.

Authenticity over novelty

We evaluate food trends through the lens of authenticity, sustainability and long-term relevance. Trends that naturally align with Lebanese cuisine, our guests’ preferences and our brand values are explored carefully and intentionally. However, we approach short-lived or gimmicky trends with caution. We prioritize quality, flavor and consistency over novelty. Customer feedback, market insight and operational feasibility all play a role in our decision-making. By being selective, we ensure that any trend we adopt enhances the Habib Beirut experience.

From friendship to foundation

Pier88 did not begin with a formal business plan or an ambition to build a group. It began with friendship, instinct and a shared way of living. My business partners Naguib Sawiris, Bisho Taraboulsi and I spent much of our time in El Gouna, sharing meals. We often joked that there was never quite enough space for us and our friends to gather properly. Interestingly, we felt something was always missing, whether in atmosphere, quality or spirit. We wanted a place that felt natural, genuinely welcoming and reflected how we lived rather than how hospitality was traditionally presented. Out of that conversation came the decision to buy a restaurant. That restaurant became Pier88.

Building an ecosystem

From the beginning, Pier88 was designed around people rather than tables. It became a meeting point, a rhythm and a way of life. It quietly reshaped how people experienced food, nightlife and hospitality in Egypt. Importantly, it brought together cuisine, music and atmosphere in a way that felt intentional and cohesive. What followed was not aggressive expansion, but organic evolution. Growth was never the objective. Excellence was. Growth arrived naturally as a consequence of doing things properly and with care.

Mutual respect, shared ambition

Hospitality is not measured solely in numbers. It is measured in memory, loyalty and trust. Khufu’s restaurant stands as the most meaningful expression of this journey. We opened Khufu’s in 2022. At the time,
I never imagined I would play my part in putting Egyptian cuisine on the global culinary map. It was never an intention to chase awards. Rather, the intention was to honor Egypt’s culinary heritage. To see Khufu’s recognized internationally has been profoundly humbling. It was named the best restaurant in Egypt on MENA’s 50 Best Restaurants list for two consecutive years and received additional recognition. This included Best Restaurant in Africa. Working closely with Chef Mostafa Seif, we have grown together through mutual respect and shared ambition.

Running from the crowd

I have never believed in chasing trends for their own sake. When too many people move in the same direction, originality disappears. In many cases, running away from what the crowd is chasing is exactly what defines the
next meaningful movement. A trend has to align with our philosophy and enhance the guest experience to deserve consideration. We would also want to know it can be executed consistently without compromising quality or discipline. If it exists purely because it is fashionable or short lived, it has no place in our kitchens.

Evolve without losing identity

Innovation, in my view, should never be loud. It should be purposeful. I focus on innovation in structure, execution, sourcing, service flow and design rather than unnecessary complexity on the plate. True innovation improves how a restaurant functions, how a guest feels and how a team operates behind the scenes. The guiding principle is simple. Evolve without losing identity. If innovation does not deepen the experience or strengthen the foundations of the business, then it is not innovation. It is noise.

Born from crisis

The idea for Jnaynit Al Khawaja was born in 2020 during one of Lebanon’s most challenging periods. We were experiencing the financial crisis compounded by the Covid-19 pandemic. We launched Jnaynit Al Khawaja as a summer pop-up with Elie Mhanna, who brings extensive hospitality experience, in Faqra. It was meant to be a brief escape, where people could relax and feel a sense of normalcy again. To our surprise, people connected deeply with the experience. Even in the aftermath of the Beirut Port explosion and airport closures, guests continued to come. What began as a temporary project naturally grew into a full-fledged destination, laying the foundations for the Al Khawajat Group.
In the darkest days of Lebanon, Jnaynit al Khawaja survived. What initially felt like an insurmountable challenge turned into an unexpected opportunity. Ultimately, it revealed the resilience of both our team and our guests.

Careful growth and culinary heritage

Today, our future plans focus on careful growth while honoring the traditions of Lebanese cuisine. We are expanding our portfolio and will soon open a complementary concept in Zaitouna Bay. By doing so, we will have the opportunity to bring our hospitality to a new audience. At the same time, many international partners are approaching us, recognizing our dedication to quality and authenticity. We aim to share the richness of Lebanese culinary heritage more widely, creating memorable experiences and trusted partnerships.

Mastering tradition

Our approach to innovation focuses on training, operations and marketing. The idea is to constantly refine how we serve guests and run our business. When it comes to our brands and the dishes we offer, we don’t try to reinvent tradition. Instead, we master it. Complex classics like fawarigh, makadem, nkhaat and lsenet are prepared with care, skill and respect for Lebanese culinary heritage. We innovate in how we operate and connect with guests, enhancing service, presentation and the overall experience. However, we are always careful to preserve the techniques and flavors that define our cuisine. We balance structured systems and SOPs with personal and emotional connections, ensuring every guest feels seen and valued.

Building exceptional talent

Over the past five years, one of our proudest achievements has been building a team of exceptional talent. In fact, we have even attracted skilled professionals who had left the country. We’ve created a work environment where people feel valued and supported, resulting in low turnover and high commitment. Being able to identify, nurture and retain such talent has been incredibly rewarding. Moreover, it has played a major role in the growth and success of our company.

Creating places people remember

It started with a feeling that hospitality could be more than service. Growing up in Beirut, I was surrounded by energy, culture and a love for food. After studying and working in marketing, I felt a strong pull to create something of my own. That idea became Seven Sisters Beirut in 2015. From day one, our mission was clear: create places people remember. Places that feel alive. We were a small team with big dreams, and over time, those dreams turned into brands, destinations and a growing family that keeps pushing limits.

The grind and the growth

The reality is that success is about structure, people and stamina. What the guest experiences in two hours took months of planning, training, budgeting and troubleshooting. Success isn’t champagne and confetti. It’s that quiet, proud moment when you watch your team shine. It’s the late-night debriefs, the relaunches, the problem-solving, the breakthroughs. It’s also the guest who messages saying, “I’ll never forget that night.” It doesn’t come from the spotlight, it comes from the grind and the growth. Success isn’t about growing fast. It’s about growing well, with consistency, culture and with your people feeling empowered.

Scaling with soul

I always believed we had something worth sharing globally but I didn’t expect it to happen this fast. Each time we cross a border, we bring our soul with us. Beirut, Dubai, Athens, Doha—these are cities that love culture and storytelling, and that’s where we thrive. The vision is simple: keep growing, but never dilute the experience. As Lucia’s begins its international journey, we’re building concepts that can live in any city where the energy feels right. We’re also expanding on the operational front, having just started the Uptown Plaza project with DMCC this month, alongside bringing the Scalini franchise to Beirut, opening this April.

Empathy in action

Innovation doesn’t always mean high-tech or headline-grabbing. For me, it starts with a question: “What would surprise people right now?” From there, we build something that didn’t exist before, to fill the gap in the market, like Yubi, the region’s first handroll bar, or 25 Jump Street, a new nightlife dining experience and Lady Bird, the newest neighborhood bar designed around comfort, familiarity and genuine connection. We’re constantly observing shifts in behavior, desires and emotions, not just trends. Innovation is just empathy in action. Our job is to understand why something is trending and then decide if we want to respond, ignore or create
something completely new.

Risky ideas/right energy

Starting 7 Management during Lebanon’s instability was a massive risk. Opening award-winning Sayf in Dubai Festival City was another bold move. The location wasn’t your typical nightlife destination and many questioned the decision. But that journey taught me something important: sometimes the riskiest ideas simply need the right energy behind them.

Building brands that travel

What I value most is that we’ve consistently been able to take a concept from idea to launch and then thoughtfully grow it beyond our borders. We focus on building brands that travel while still feeling authentic wherever they land. That’s something I’m truly proud of. It shows that when you build with heart, people everywhere can connect with it.

Elevating the dining experience

It started with a simple idea: creating spaces where people feel something, from comfort and excitement to belonging. I opened my first concept in 2011 with the belief that hospitality is not just food, but emotion, discipline and consistency. Over the last 16 years, I built each brand in our group with the same intention: elevate the experience while keeping it authentic. I never had a perfect roadmap, but I had clarity about quality, service and culture. Every restaurant was a lesson, every challenge shaped me. What began as one outlet has grown into a diverse group defined by passion, resilience and constant improvement.

Concepts strong enough to travel

My goal was never “international expansion” for its own sake, but instead, to create concepts strong enough to travel. As our brands matured, demand naturally came from abroad. Did I expect it? I believed it was possible. However, I focused more on building operational systems, talent and consistency rather than chasing scale. When opportunities from the GCC emerged, we were ready. International success is not luck. Instead, it’s the result of years of refining standards, understanding markets and investing in people. Today, expanding globally feels like a natural next chapter rather than a surprise.

Meeting evolving expectations

The future is centered on three pillars: expansion, innovation and people. We are gearing up for international growth through franchising and strategic partnerships, especially in the GCC. At the same time, we’re developing new concepts that reflect evolving guest expectations. These include, for example, lighter menus, multicultural influences and more experiential dining. Internally, my priority is building a stronger leadership structure around operations, finance and culinary development to sustain long-term scale. Ultimately, my vision is to transform our group into a regional hospitality powerhouse. The aim is for it to be known for great restaurants, but also for the systems, standards and talent behind them.

Discipline at the core

Many people think success in hospitality comes from creativity alone. In reality, the backbone is discipline, systems, training, financial control, operational consistency and people development. A restaurant group is not built on one good chef or one great location. Instead, it’s built on hundreds of small decisions repeated every day. Another misconception is that growth makes things easier. It doesn’t, but instead magnifies every weakness unless your structure is strong. What guests see is the glamour; what we live is the precision.

Respect for heritage

I don’t chase trends for the sake of novelty. Innovation starts with respect for heritage. That allows inspiration to surface and be given light at each moment, and in every context and encounter. This is the time
to ask how it can live today. I innovate by listening: to my teams, to guests and to markets. Sometimes innovation is creating something new; other times it’s simplifying, refining or approaching tradition with greater clarity and intention. If it doesn’t serve the product, the people or the story, it’s not innovation, it’s noise.

Choosing the right partners

The riskiest decision was choosing partners to share a dream. Vision is fragile. Unless partners are aligned with your values, work ethic and long-term mindset, the dream becomes diluted. I learned that being “almost aligned” isn’t enough. Would I do it again? Yes, but only with people who think, care and commit as deeply as I do. Anything less costs time, energy and clarity.

Full-time commitment

People think success means vacations and easy money. The reality is the opposite. Hospitality is constant responsibility. There are no real days off; only different kinds of work. You’re always solving problems, protecting standards and supporting teams. Success is built on discipline, sacrifice and showing up even when no one sees it. If you want comfort, this isn’t the industry.

A living culinary identity

I hope my work to preserve and elevate Armenian cuisine with respect and integrity will be a legacy. I want to be known for turning a deeply rooted cuisine into something globally respected, without compromising its soul. Not as nostalgia, but as a living, evolving culinary identity that stands confidently alongside the world’s great cuisines.

Spotlighting Armenian cuisine

I’m especially proud of what I’ve achieved in putting Armenian cuisine on the culinary map. Showcasing the food of my people with dignity, through restaurants, products and education is very special. The same is true for seeing it embraced across cultures. Knowing that younger generations can now be proud, curious and inspired by their culinary heritage is hugely satisfying. I can honestly say that as an accomplishment, it’s more meaningful to me than any expansion or number.

Connecting through food

It started with a simple passion for creating meaningful dining experiences and belief that food has the power to connect people. From the beginning, I was driven by curiosity and a desire to bring something new to the market. More specifically, concepts that reflected both authenticity and innovation. What began as a single idea grew through hard work, persistence and a commitment to quality. Every step along the way, from early experiments to opening the first concepts, reinforced my vision. The journey wasn’t easy. However, it was fueled by purpose, and that foundation is what continues to shape everything I do today.

Built on responsibility

For me, success has a very distinct taste; one built on responsibility. It isn’t something you buy or stumble upon. Instead, it’s something you earn through effort, sacrifice and long nights that often go unnoticed at the time. With success comes a deeper duty to study every new project carefully. You have to remain detail-oriented and to make decisions with intention. Success is powerful and, in a way, addictive, because it pushes you to hold yourself to a higher standard. Failure is part of every journey, but those failures ultimately shape success and make its sweetness worth the wait.

A leap into the unknown

One of the boldest decisions I made was opening an Indian cuisine concept more than 15 years ago. At the time, the regional market, especially Saudi Arabia, was not yet familiar with or enthusiastic about this category. It was a leap into the unknown, culturally and commercially. But I learned that entering a challenging market during uncertain times can be the best path toward long-term return. That risk taught me to trust my vision even when the environment isn’t fully ready for it. And yes, I would absolutely make that decision again.

Staying humble and human

If I could be known for one thing professionally, it would be for staying humble and human. The true measure of leadership, in my view, is the ability to remain grounded, connected and respectful. This stands, no matter how large a group becomes or how successfully a brand grows. Success carries a responsibility toward the business but also to the people behind it, including teams, partners and guests. Maintaining humility keeps decisions clear, relationships strong and values intact. Ultimately, being human is what allows you to build businesses that genuinely touch people’s lives.

Food, conversation and hospitality

I grew up in India in a family where food, conversation and hospitality were inseparable. As a result, this industry always felt instinctive. Having trained at IHM Aurangabad and the Oberoi Centre of Learning & Development, I spent several years with international hotel groups. There came a point when the time felt right to partner with Ahmass Fakahany. Together, we built Atelier House Hospitality as a boutique platform that could marry global standards with regional soul. What began as a small Dubai office is now a multi-country portfolio guided by that same founding belief.

A consequence, not the goal

I always aspired to operate on an international stage, but I never took it for granted. Our focus has been very simple: build restaurants that guests fall in love with. Crucially, this outlook included letting the awards and expansion be a consequence, not the goal. When 11 Woodfire received a Michelin star and INJA entered global lists, it felt less like “we’ve arrived” and more like a responsibility. That responsibility was to keep raising the bar for the region’s culinary narrative.

Context and courage

Innovation, for me, sits at the intersection of context and courage. We start with deep research into a city’s culture, habits and aspirations. Next, we ask: what is missing from this landscape and why? Afterwards, the collaboration begins. We work closely with chefs, designers and local creatives to build concepts that feel fresh and emotionally familiar. I encourage my teams to constantly prototype with menus, experiences and even operating models. However, they know to protect the non-negotiables, which are the integrity of ingredients, respect for culture and financial discipline.

Creating platforms, not just restaurants

I would like to be known for building platforms rather than just restaurants. In other words, platforms where chefs, creatives and operators can do the best work of their lives. By extension, these platforms enable local culinary stories to be taken seriously on the world stage. Awards are gratifying, but the legacy I care about is whether Atelier House Hospitality has opened doors for talent, for diverse cuisines and for the broader perception of what dining from our region can be.

Valuable early lessons

I started in a kitchen when I was 16. It was part-time work in a small restaurant whenever school was out. My “station” was potatoes and rice, honestly, mostly potatoes. We served shepherd’s pie that was so popular, I was peeling around 100 a day. I kept getting told off because my cuts were not consistent and I wasted too much flesh. It was painful at the time. But it taught me the first real lesson of cooking, which is discipline, repetition and respecting ingredients. This applies even to something as simple as a potato. That’s where the obsession started, and I’ve carried that mindset ever since.

Challenging expectations

Opening Hoe Lee Kow was a real gamble. At the time, “Korean” in the market was perceived as KBBQ. I came in saying, “Let’s do premium-casual Korean, but unconventional.” I wanted to show Korean food beyond the obvious. The ideas included dishes inspired by travel, for example, using different techniques and unexpected ingredients that still felt true in flavor. It was risky because it challenged expectations, but that was the point. Would I do it again? Yes, because if you only follow what’s already popular, you’ll never build something that feels new.

Developing the next generation

For me, success is watching my team grow, especially when people are proud of what they do. When they’re learning every day and thriving in a kitchen that pushes them, that’s success beyond the dirhams. It is also being able to create stability for the people who believe in the vision. When our brands become part of the city and beyond, that’s amazing. But the real win is knowing the team can take care of their families. Also, that I’m building the next generation with them. If the story ends with me, it’s not a real story.

Comfort vs. curiosity

My plan is simple: to keep building. I aim to grow REIF Japanese Kushiyaki beyond Dubai and also keep growing the other brands. Additionally, the aim is to create new brands under Hotaru Holdings. I’m always chasing that balance of comfort and surprise, something familiar, but with a twist that makes you curious. We’ve already expanded to Egypt, and 2026 is going to be another big step with more venues planned there. On another note, in Dubai, I’m also focused on concepts that are personal to me, like SIO and KONA. These are rooted in craftsmanship, bold flavors and pushing boundaries while staying true to what we do. There’s more coming, but let’s just say: stay tuned.

Safeguarding a legacy

It all began with a legacy that was already established long before my time. Al Sultan Brahim was founded in 1961. My role was to safeguard its heritage, protect its identity and carry forward the values that shaped its reputation. Importantly, this legacy is part of my own DNA. I grew up with it, learned from it and built upon it with responsibility and pride. Today, my mission is not only to preserve what was entrusted to us, but also to pass it on to the next generation of our family. By doing so, I aim to ensure its continuity, excellence and long-term sustainability.

Protecting values, supporting people

To me, success is defined by humility. It comes from years of discipline in protecting our values, our taste and our service standards. Aligned with this is the importance of delivering consistency no matter the circumstances. Success is also reflected in our people. For example, employees who joined us young, grew within the organization and earned their promotions through dedication and merit. Their progress is one of the clearest expressions of success.

An act of commitment

The riskiest decision I ever made was choosing to continue investing in Lebanon. We stayed when many were leaving, despite blocked deposits, the absence of electricity and the full weight of the national crisis. We operated with no guarantees, no compensations and no safety nets. Remaining here was an act of commitment to our people, our teams and an industry that has always been a pillar of Lebanon’s identity.

All for one, and one for all

My most cherished accomplishment is the work undertaken with the Syndicate of Owners of Restaurants, Cafés, Night-Clubs and Pastries in Lebanon. Step by step, we built a culture grounded in an “all for one, and one for all” approach. For 14 years now, we’ve earned the trust, respect and genuine appreciation of colleagues across the hospitality industry. Creating unity in a sector facing constant challenges, and sustaining it over time, is an achievement I value deeply.

Elevating Lebanese cuisine with soul

It started with a simple yet powerful belief: that Lebanese cuisine could be elevated without losing its soul. Babel was born from a deep respect for heritage, paired with a desire to reinterpret tradition in a modern, refined way. The early days were about attention to detail and consistency. Importantly, it was about creating Babel as an experience, not just a restaurant. From day one, the focus was on quality, storytelling and emotional connection with guests.

The result of doing things right locally

International success was never the initial goal, it was the result of doing things right locally. The priority was always to build a strong, authentic brand that people could trust and connect with. Expansion happened organically, driven by demand and belief in the concept rather than ambition alone. Each new market came with humility, learning and adaptation, while staying true to the core identity of Babel. In other words, mature Lebanese cuisine.

Calculated risk guided by values

The riskiest decision was choosing to scale while refusing to compromise on quality or brand integrity. Growing a restaurant group internationally like Babel is challenging, especially when standards are non-negotiable. It requires significant investment, strong teams and constant presence. Would I do it again? Yes, because calculated risk, when guided by values and discipline, is often the gateway to meaningful success.

Brands with soul

I would like to be known for building brands with soul—brands that respect their roots while evolving with time. Beyond numbers and expansion, success for me is creating concepts that people remember. It’s also about teams that grow with the brand and experiences that feel genuine. Longevity, consistency and emotional impact matter more than trends.

A passion for nightlife

It all started with a love for nightlife and hospitality. In the early 2000s, I got my first taste of the scene in Beirut. At this time, I was working hands-on and learning every detail of running a venue. Back then, it wasn’t about titles or offices, it was about feeling the energy of the crowd, the rhythm of a night and what makes people come back. Meeting Tony Habre was a turning point. His vision of building something bigger inspired me to join him. Together, we grew Addmind from a single concept into a group of restaurants, clubs and experiences that truly connect with people.

Adventures in hospitality

For me, the future is about responsible growth, leadership and proving that Lebanese hospitality can inspire everywhere. Growth, as I see it, is about much more than expanding venues. It’s about creating new adventures, nurturing talent, innovating experiences and setting benchmarks that inspire others in Lebanon and beyond. Hence our signature “Adventures in Hospitality.” My vision is for Addmind to remain a pillar of the hospitality industry and let the world know what we do here. We want to show that our experiences, our service and our innovation can shine globally.

Behind the scenes

There is a misconception that running a successful restaurant or hospitality group is glamorous or just about the concept. People see the venues and the buzz, but they don’t see the countless details and efforts behind the scenes. These include the operations, team management, logistics and constant problem-solving, for example. True success comes from discipline, maintaining consistency in every offering and always challenging yourself to innovate and evolve. It’s about creating experiences that feel effortless to the guest. Yet, behind the scenes, you’re constantly refining, reinventing and ensuring every detail meets the highest standards.

Collective impact

My most cherished business accomplishment isn’t a single venue or award. Instead, it’s seeing Addmind grow from one concept into a group shaping Lebanon’s hospitality scene and now spreading internationally. There are key achievements that make me especially proud. These include building a team and a culture capable of delivering consistently exceptional experiences. Others range from nurturing talent to creating spaces that leave a lasting impression. Then there’s the satisfaction of every successful launch, every night where guests feel inspired and engaged and every time our work sets new benchmarks. Above all, that collective impact at home and abroad is what I value most.

A world of opportunity

I opened the first tashas 20 years ago. I could never have dreamed we’d be where we are today with 14 brands and 42 locations across five countries. Back then, my focus was simply to create something beautiful and meaningful. Opening our first international location in Dubai was one of the best decisions I’ve ever made. It was a turning point that opened up a world of opportunity, both professionally and personally. I’m incredibly grateful for the journey, and I’m honored to call Dubai my home. After all, it’s where so much of our growth has been made possible.

Sheer determination

The riskiest decision I ever made was taking a loan from a loan shark to open the very first tashas. I had no proof of concept and no bank would back me. But I had a clear vision and sheer determination. He gave me less money than I needed and more debt than I was ready for. On top of this, there were no guarantees that it was going to work. Thankfully, tashas was a success from day one. Would I do it again? By nature, I’m a risk taker so I would do it again without hesitation. Thankfully, it paid off and laid the foundation of where we are today as a group.

A never-ending commitment

People see full restaurants, beautiful plates, sense the buzz and assume it all just falls into place. But the truth is very different. It takes a huge amount of hard work. Running a restaurant group means long hours, constant pressure and solving problems daily. It’s not just about serving great food. It’s about leading teams and maintaining high standards. Additionally, it’s about ensuring every single detail, from the music to the menu to the mood, is exactly right. More broadly, it’s a never-ending commitment.

A builder of careers

Looking after my people has always been a priority for me. I’d like to be known as someone who leads with integrity and is a builder of careers. At the heart of what I do is a deep desire to make a difference in people’s lives. For example, this spans the team members who grow within the business and the families they support. There’s no greater joy than knowing the work we do feeds thousands of mouths and supports hundreds of homes. I don’t do this for recognition. Rather, I do it for others. That’s what truly matters.