GGB 01
Feasibility and the investment case
Demand, site and rent economics, capital plan and a projected P&L the project is held against — before design or fit-out spend begins.
F&B consultancy · Dubai, the UAE and the wider GCC
An F&B consultant in Dubai who runs the whole development — not just the menu.
Most people searching for an F&B consultant find one of two things: a chef who will write a menu, or an agency that will design a brand. Neither carries the project. GGB works as the development principal — the one party accountable from the first feasibility number through concept, HACCP-ready kitchen design, licensing coordination and opening, and then for the operating control that keeps the P&L honest after the launch party is over. Founder-led, 28+ years in, method written down before any fee is discussed.
Why a menu-only consultant leaves the expensive decisions unmade
A menu is the last thing that should be designed and the first thing most consultants sell. By the time the recipes are costed, the lease is signed, the kitchen is drawn, the licence route is assumed and the capital is committed — and every one of those decisions has already fixed what the menu is allowed to earn. An F&B consultant who only works inside the kitchen inherits those mistakes and then gets blamed for them. The work that decides whether a venue survives happens before the first recipe card.
- A menu priced by habit rather than plate cost, pour cost and prep load
- A kitchen drawn as leftover space after the dining room, then retro-fitted for food safety
- A lease signed before the licence pathway for that address was confirmed
- Opening on adrenaline with no weekly control rhythm, so month five quietly drifts
GGB development framework position on the Restaurant Genesis system
Exact deliverables6 items · scoped per project
02
Concept and menu economics
Format, occasion map and a menu engineered against plate cost, pour cost and prep load, so margin is designed in rather than discovered later.
03
HACCP-ready kitchen brief
Flow, zoning and equipment requirements written as a brief for the appointed designers and licensed engineers — a kitchen that answers service volume and food-safety inspection, not floor-plan leftovers.
04
Licensing pathway coordination
The realistic approval route for your address and venue class, coordinated owner-side with the relevant authorities and your PRO — mapped before the lease binds you.
05
Pre-opening and launch control
Premises, people, product, compliance and procurement arriving ready on the same date, run as a control sequence rather than a countdown of hope.
06
Operating control and SOPs
Stock, cash, roster and cost controls with a weekly P&L rhythm — the discipline that keeps a good opening from becoming a slow leak.
Who does whatregulated work stays with the licensed
GGB delivers
- Feasibility and the commercial case
- Concept, menu and cost architecture
- Kitchen and MEP requirement briefs
- Owner-side licensing, build and launch coordination
- Operating controls and the weekly rhythm
You decide
- Capital and pace decisions
- Entity, visas and banking
- Final concept, menu and price approvals
Licensed professionals & authorities
- Trade, food and alcohol licensing decisions sit with the relevant authorities; applications run through the licensed channels
- Statutory design and engineering by appointed licensed professionals
- Legal and lease review by your lawyer
Why the split matters — five specialists, one disconnection: what one mandate integrates
The methodsequence and control — dates are scoped per project, never promised here
- 01
Read the numbers first
Revenue or the revenue model, the four big cost lines, the site and the goal. No scope is proposed before the figures are on the table.
- 02
Fix the format before the recipes
Occasion, average spend, service model and space are settled first — the menu is then engineered to earn inside them.
- 03
Brief the kitchen as a food-safety diagram
Receiving to pass to wash to waste, drawn so contamination has no shortcut and labour has no wasted steps, then handed to the licensed engineers.
- 04
Coordinate the approvals in sequence
Licence route, authority submissions and inspections run owner-side against the programme, never against optimism.
- 05
Open under control, then hand over the rhythm
The engagement ends with an operation you can read weekly, by yourself, without the consultant in the room.
The proofregister-traced — never a stock claim
Judge an F&B consultant on records you can open, not on a logo wall:
Seven named project records are published in full at /work — from turnkey delivery in Muscat to a focused Abu Dhabi consultancy — each stating what the engagement covered, what it did not, and what the documents do and do not prove. Anonymised dossiers cover engagements where the client has not consented to be named.
The decisions this createsgates, not vibes
- GATEIs the site economically viable at the rent being asked, before the lease is signed?
- GATEDoes the licence pathway exist for this address and this venue class?
- GATEDoes the menu hold its margin at realistic prep load and covers?
- GATEIs the kitchen brief frozen before statutory design begins?
- GATECan the operation be read weekly, by the owner, without the consultant present?
New projects start with a scoped feasibility review — that is where the numbers either support the venue or do not, and it is the cheapest place to find out. Venues already trading start with a diagnostic instead; the audit is free, and it is genuinely free.
Feasibility & Investment Case — the paid entry From AED 45,000 indicative — scoped per project
One application starts the whole system.
The Start a Project application qualifies the brief across capital, site, timing and scope — the same intake every Genesis mandate begins with. The paid feasibility study is the commercial entry.