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17:45 · the promise — the standard set before demand

The restaurant exists before the restaurant exists.

We create restaurants and bars from first decision to opening night — feasibility, concept, brand, HACCP-ready design, fit-out oversight, licensing coordination, recruitment, operating systems and launch, managed as one connected development mandate.

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  1. Feasibility envelope

    Revenue model · CAPEX / OPEX · break-even · sensitivity — the go / revise / stop decision before design spend.

  2. Plan, zoning & kitchen flow

    The service line proven on paper: Receiving → Storage → Preparation → Pass → Service, with raw/cooked separation designed in.

  3. Completed room + operating readout

    The room opens with its controls running — covers, labour and yield read daily from day one.

  4. Held as one programme

    Civil · MEP · Licensing · Recruitment · SOP — thin disciplines coordinated inside the mandate, never bought separately and reconciled by hope.

GGB development framework — the method drawn, not a venue photographed. Categories only; project numbers publish from the documented record when verified.

See your restaurant take shape — 90 seconds

From your idea to opening night — one coordinated journey.

Follow one restaurant from a napkin sketch through feasibility, concept, design and build, team, rehearsal and its first guests — and see what GGB coordinates at every step.

An illustrative concept film, drawn and animated by GGB — not a client project. The narration is a synthetic voice. 1:30 · English captions · 7.6 MB
Scene by scene — what the film shows

  1. An owner sits at a quiet café table with a blank napkin. A few pencil strokes draw an arched entrance, a sign reading “Your Name”, tables and a kitchen: the first sketch of a restaurant.

  2. The sketch opens onto a development desk: a market map, a guest profile, three site options, rent assumptions, an investment plan and a working-capital sheet. The owner and GGB compare them, one site is chosen, and the sketch becomes a floor plan that fits it.

  3. The plan becomes a brand studio. An arched emblem appears on the sign, the menu, a takeaway bag and an apron. The menu opens into plated dishes, each tied to a costed recipe card and a kitchen station. Materials and lighting colour the same floor plan.

  4. The menu’s edge becomes the kitchen pass. Kitchen flow, ventilation, power and water routes are drawn and coordinated, then the drawing rises into a miniature build: walls, equipment, furniture and lighting arrive in order beside a programme, a cost plan and an approvals tracker. Approvals are submitted by the licensed specialists and issued by the authorities.

  5. The finished room is quiet until the team arrives. Recruitment profiles become people, a training schedule fills, recipe cards become identical plates at the pass, opening stock is delivered, the POS lights up and the operating manuals are placed.

  6. A full mock service runs. An order travels from the POS to the kitchen to the table. Tickets back up at the pass; a runner is added and the second round flows. The opening-readiness checklist is completed and folds into an opening-night invitation.

  7. The owner opens the arched door under the lit sign and the first guests arrive. The camera draws back to the original napkin sketch beside the finished miniature restaurant, then the GGB logo and the invitation: Start Your Restaurant Project, ggb.consulting.

Read the transcript

The 90-second film

0:00 You can already picture it. The atmosphere. The food. Your name above the door. Now, how do you bring it to life?

0:08 It begins with the right questions. Who will come, and why will they choose you? Which location fits? And what does the business need to open, and to operate?

0:21 Then the vision takes shape: a distinctive concept, a clear brand, a menu costed dish by dish, and a guest experience designed to belong together.

0:34 GGB coordinates the journey: site planning and kitchen design, the specialists who handle approvals, procurement and fit-out oversight. Connecting the details that turn drawings into a restaurant.

0:51 While the venue takes shape, so does the operation: recruitment and training, recipes and suppliers, technology and service standards. Every role, preparing for the same opening.

1:06 Before the first guest, rehearse the service. Check the details. Resolve what needs attention. Then bring the venue, the team and the launch plan together.

1:19 Your vision. Every detail connected. A restaurant ready to welcome its first guest. GGB Consulting. Let’s build your restaurant.

The 20-second cut

0:00 Ladies and gentlemen. Owners.

0:02 This is not a restaurant. Yet.

0:04 Feasibility. Concept. Design. Build. Team.

0:13 Rehearse. Refine. Opening night.

0:16 From your vision to opening night. GGB.

Not opening something new? Transform a trading venue Scale or franchise a concept

Why openings go wrongdisconnection, priced later
  • Feasibility done by the broker selling the site — or not done at all.
  • Concept, kitchen design and licensing developed by parties who never meet.
  • A BOQ nobody owns, priced against drawings nobody coordinated.
  • Recruitment starting after handover; training starting after opening.
  • An opening date set by the lease, not by readiness.

None of these is exotic — each is what happens when commercial, design, statutory, construction and people decisions are bought separately and coordinated by hope. The mandate exists to hold them as one system — complete restaurant setup, with one party accountable to the owner for the whole line.

The Restaurant Genesis system

One brief. Seven connected workstreams. One opening-ready asset.

Commercial, design, compliance, construction, people and launch decisions are not independent services — each one controls a risk the next one inherits. Select a workstream to read what it delivers, the risk it controls and the decision it creates.

The Restaurant Genesis system: one owner brief — capital, site and intent — enters seven connected workstreams: Commercial Truth, Concept and Brand, Site and Approvals, Design and Engineering, Build and Procurement, People and Operations, and Launch and Growth. All seven converge into one opening-ready restaurant or bar, with onward branches to stabilise, transform or scale the operation. Select a workstream to read its deliverables, the risk it controls and the decision it creates.

Input // 00 Owner brief capital + site + intent
  1. Commercial Truth
  2. Concept + Brand
  3. Site + Approvals
  4. Design + Engineering
  5. Build + Procurement
  6. People + Operations
  7. Launch + Growth
Integrated output Opening-ready restaurant / bar stable · scalable

GGB development framework — the operating graph of the mandate, drawn; artefact slots publish from the documented record only when verified.

The seven workstreams, in fulldeliverables · risk controlled · decision created
01

Commercial Truth

Feasibility, investment model, market demand, sensitivity and a go / revise / stop recommendation.

The client receives

  • Approved project brief and governance charter
  • Market and demand study — catchment, occasions, competition, pricing
  • Feasibility and investment case — revenue model, CAPEX, OPEX, working capital, break-even, payback, sensitivity
  • Site and lease due-diligence record

Risk controlled

Capital committed to the wrong concept, site or investment case before the evidence exists.

Decision created

Go / revise / stop — taken on a modelled investment case, not on optimism.

Owner approval gate

Go / revise / stop — Capital committed only on a modelled investment case (workstream 01).

Dependencies, roles, inputs and evidence

Depends on

Nothing upstream — this is where the mandate begins.

GGB's role

Feasibility architecture, the investment model and the honest go / revise / stop read — owner-side, evidence-first.

The licensed specialists

Formal valuations and legal opinions, where the file needs them, from the licensed professionals who issue them.

This stage consumes

  • The owner’s brief and ambition
  • The capital position and appetite
  • Market intent — city, guest, occasion

Runs standalone as

Feasibility & Investment Case

Artefact

Redacted feasibility model with sensitivity table — see the published evidence

02

Concept + Brand

Positioning, format, theme, guest journey, menu proposition, identity and experience.

The client receives

  • Concept platform — cuisine or beverage format, target guest, positioning, service model
  • Theme and guest-experience blueprint — arrival, atmosphere, service cues, recovery moments
  • Complete brand system — identity, tone, signage, uniforms, menu design
  • Commercial menu and recipe architecture — yields, portions, food cost, contribution margin

Risk controlled

A concept that cannot be priced, staffed or differentiated once it meets a real market.

Decision created

The concept, brand and menu the venue commits capital to.

Owner approval gate

Concept & menu sign-off — The venue commits to something priceable, staffable and distinct (02).

Dependencies, roles, inputs and evidence

Depends on

01 Commercial Truth

GGB's role

Concept platform, commercial menu architecture and the brand system as production-ready files.

The licensed specialists

Trademark and IP filings through counsel; the marks belong to the owner from day one.

This stage consumes

  • The approved investment case (01)
  • The demand study’s guest and occasion read

Runs standalone as

Concept, Brand & Menu

Artefact

Concept and menu development records — see the published evidence

03

Site + Approvals

Site viability, lease risk, authority path, activity permissions and specialist coordination.

The client receives

  • Site viability and risk record — footfall, access, services, landlord constraints
  • Approval pathway and tracker — entity, municipality, food authority, fire, signage
  • Jurisdiction-specific compliance plan for licensed activities, coordinated with legal specialists

Risk controlled

Lease and licensing surprises surfacing after capital is committed.

Decision created

Site and authority path confirmed before design spend starts.

Owner approval gate

Site & authority confirmation — Lease and licensing surprises surfaced before design spend (03).

Dependencies, roles, inputs and evidence

Depends on

01 Commercial Truth

GGB's role

The rent-to-revenue filter, lease due diligence and the licensing route read and sequenced — owner-side coordination throughout.

The licensed specialists

Authority applications and statutory submissions run through the licensed channels — PRO, legal counsel and the authorities themselves.

This stage consumes

  • The investment case’s rent envelope (01)
  • The concept’s spatial and licence demands (02)

Runs standalone as

Site & Lease Due Diligence

Artefact

Approval pathway tracker extract — see the published evidence

04

Design + Engineering

FOH, HACCP kitchen, bar, civil, MEP, fire, lighting, acoustics, IT and a coordinated BOQ.

The client receives

  • Approved spatial programme — seating mix, circulation, revenue density
  • HACCP-ready commercial kitchen layout and bar flow — receiving to pass, raw/cooked separation, cold chain, waste
  • Coordinated design and engineering packages — civil works, restaurant kitchen MEP, fire/life safety, lighting, acoustics, IT
  • Equipment and finish schedules

Risk controlled

An uncoordinated design that resurfaces as cost, delay and food-safety failure on site.

Decision created

The design package construction is priced and built against.

Owner approval gate

Design package approval — Construction priced against a coordinated, HACCP-ready package (04).

Dependencies, roles, inputs and evidence

GGB's role

Kitchen flow from the menu out, the equipment schedule, the MEP coordination brief and one coordinated design freeze.

The licensed specialists

Statutory design sign-off and all licensed engineering — the architects and engineers of record hold their own stamps.

This stage consumes

  • The committed concept and menu (02)
  • The confirmed site and authority path (03)

Runs standalone as

HACCP Kitchen Design

Artefact

HACCP kitchen flow plan, redacted — see the published evidence

05

Build + Procurement

Tendering, contracts, procurement, fit-out control, QA/QC, commissioning and handover.

The client receives

  • BOQ, tender pack and value-engineering record — a defensible cost and award basis
  • Controlled procurement system — vendor qualification, long-lead items, payment milestones, change control
  • Owner-side fit-out oversight — programme, site reports, QA/QC, variation control, risk escalation
  • Testing, commissioning and operationally-ready handover

Risk controlled

Uncontrolled cost, variation and programme drift during fit-out.

Decision created

Award, variations and handover acceptance — each taken on documented evidence.

Owner approval gate

Award & variation control — Cost and programme held through fit-out on documented evidence (05).

Dependencies, roles, inputs and evidence

GGB's role

The restaurant BOQ as a control instrument, tender discipline, variation control — owner-side restaurant project management through the build.

The licensed specialists

The contractors execute; the engineers of record supervise — GGB holds the owner’s interest between them.

This stage consumes

  • The approved, coordinated design package (04)

Runs standalone as

Fit-Out Project Management

Artefact

BOQ and tender comparison extract — see the published evidence

06

People + Operations

Organisation, recruitment, training, SOPs, manuals, technology, controls and KPIs.

The client receives

  • Staffed organisation — structure, manpower model, recruitment plan, practical trials
  • Opening-capable team — induction, food safety, service, cash and leadership training
  • Complete operating library — the operations manual, the quality manual and SOPs across kitchen, bar, service, cash, stock and safety
  • Integrated technology stack and management operating rhythm — daily flash to weekly trade review

Risk controlled

Opening with a team and systems that cannot hold the standard past the first week.

Decision created

The operating system the venue runs on — before the first guest, not after.

Owner approval gate

Operating-system acceptance — Team, SOPs, technology and controls proven before the first guest (06).

Dependencies, roles, inputs and evidence

Depends on

02 Concept + Brand

GGB's role

Recruitment architecture, training waves, SOPs and the operating controls — installed before the first guest.

The licensed specialists

Work authorisation and immigration processing through the licensed channels; employment counsel where the market requires it.

This stage consumes

  • The concept’s service model (02)
  • The build programme’s readiness dates (05)

Runs standalone as

Recruitment & Training Systems

Artefact

SOP page and training matrix extract — see the published evidence

07

Launch + Growth

Readiness, soft opening, launch marketing, stabilisation, optimisation and scale options.

The client receives

  • Opening-readiness certificate — integrated tracker, inspections, mock service, staff sign-off
  • Demand-generation system — channels, reservations, partnerships, local discovery
  • Controlled soft opening and launch — live issue and decision log
  • Stable early operation — live P&L, menu engineering, labour tuning, guest recovery

Risk controlled

A launch that burns demand before the operation can hold it.

Decision created

Open / hold — read from the readiness tracker, not the calendar.

Owner approval gate

Open / hold — Opening night called from the readiness tracker, not the calendar (07).

Dependencies, roles, inputs and evidence

GGB's role

The readiness register, rehearsal under load and the open / hold call made on evidence.

The licensed specialists

Final authority inspections and certifications — the authorities decide; the file is ready for them.

This stage consumes

  • The commissioned venue (05)
  • The trained, systemised team (06)

Runs standalone as

Pre-Opening & Launch

Artefact

Opening-readiness tracker extract — see the published evidence

The development services, as dedicated pageseach workstream, in working depth
Your pathway, in two minutesthe Restaurant Setup Navigator
1 · Which market?

Two minutes · seven reads · a development pathway you can keep.
Who does whatstated plainly · no regulated-work overclaim

GGB delivers directly

Investment coordination, concept, operational design input, project governance, procurement oversight, people, manuals, readiness, launch and performance control — as contracted.

GGB coordinates as owner’s representative

Architects, engineers, contractors, authority specialists and vendors — independent owner-side oversight of cost, programme, quality, risk and decisions.

Licensed specialists deliver

Legal opinions, statutory design, calculations, seals and submissions, and regulated engineering — always with appropriately licensed professionals within their appointment.

Sequence over speed. Gates over dates.

Every project runs the same spine — brief → truth → concept → site → design → build → people → launch — but the calendar belongs to YOUR site, YOUR authority path and YOUR format. GGB publishes no generic timeline because a generic timeline is the first lie of this industry. What you get instead: a master programme built for the project at mandate, and decision gates that hold it.

  • Go / revise / stop Capital committed only on a modelled investment case (workstream 01).
  • Concept & menu sign-off The venue commits to something priceable, staffable and distinct (02).
  • Site & authority confirmation Lease and licensing surprises surfaced before design spend (03).
  • Design package approval Construction priced against a coordinated, HACCP-ready package (04).
  • Award & variation control Cost and programme held through fit-out on documented evidence (05).
  • Operating-system acceptance Team, SOPs, technology and controls proven before the first guest (06).
  • Open / hold Opening night called from the readiness tracker, not the calendar (07).
Proofartefacts over adjectives

The development record publishes in the public evidence vault: verified project dossiers, source-derived programmes, BOQ structures, procurement comparisons and operating-control registers — every piece register-traced and redacted where confidentiality requires; nothing here is decorated with imaginary work.

The evidence vault

Published case

Parco Group — the consented, named operating-turnaround case: multi-brand group, documented recovery, verified figures.

Read the Parco case

For investors, developers & hotel owners

Read this as turnkey restaurant setup run as an asset-creation mandate, not a consulting engagement: a modelled investment case before capital commits, execution control through BOQ and variation discipline, governance gates at every irreversible decision, and an evidence trail — programme records, approval milestones, readiness registers — an investment committee can audit. Hotel restaurant development and landlord asset activation run under the same governance, with statutory work held by the licensed professionals it belongs to.

Put a project in front of the founder — the qualified application

Built for committed capital.

The mandate fits capital-backed founders, groups launching a new concept, developers and landlords, hotel asset owners commissioning hotel restaurant development, and international brands entering the GCC. Formats: restaurant · bar & lounge · café · qsr · cloud kitchen · food hall · hotel f&b · entertainment f&b.

Minimum readiness: funding secured or being finalised, decision authority at the table, and a real appetite for evidence. The application states your route honestly — including "too early".

Start a Restaurant Project Request a feasibility study
Feasibility & Investment Case — the entry
From AED 45,000 indicative — scoped per project
Development mandate — concept to open
From AED 150,000 indicative — scoped per engagement

Owner's-representative retainers, pre-opening mandates and scale engagements are scoped on the project-fit call and priced in writing before any commitment.

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