Who should hire GGB — and who should not?

Hire GGB if you are committing capital to a new restaurant, café, bar or cloud kitchen and want the investment case argued before the lease; if your venue trades well and keeps too little; if you are turning one venue into a system others can run; or if your group has outgrown one person watching every kitchen. Do not hire GGB for a menu-only or logo-only brief — those are scoped standalone at best — or if you want a consultant to obtain the licence for you: licences are decided by the authorities, and any firm that promises otherwise is selling you a sequence it does not control. If the numbers say the project should not go ahead, that is what you will be told.

What does a restaurant consultancy in Dubai actually do?

The honest version: it changes the numbers on your P&L, or it has not done anything. The work falls into four jobs — launching a concept on sound unit economics, recovering margin in an operation that is losing it, building a brand into a franchisable system, and installing head-office control across multiple outlets. Everything else is packaging.

How long does an engagement take?

It depends on what the numbers say, and no date is promised on a web page. A feasibility study is scoped per project and ends in a written go, revise or stop decision. A turnaround runs as the structured 90-day programme; the menu and purchasing moves usually land first, the structural resets last. A launch runs to the approvals and the build programme rather than to a calendar chosen in a sales meeting — the licence pathway and the fit-out decide the date, and GGB sequences the project around them.

What does GGB not do?

GGB does not obtain licences — trade, food and alcohol decisions sit with the relevant authorities and run through the licensed channels, with your PRO where you use one. GGB does not produce statutory design or engineering; appointed licensed professionals do, from the briefs GGB writes. GGB is not the contractor, not your lawyer, and not a chef for hire. GGB does not take equity, does not sell franchises on your behalf, and does not promise a number it cannot underwrite.

How involved is the founder?

P. Dayaparan leads every engagement personally: the first read of your numbers, the method in writing, the inspection gates and the weekly review. There is no hand-off to a junior team after the sale. Capacity is held at six full mandates per quarter, which is what lets the founder lead every one of them personally. If the practice is at capacity, you will be told the next available quarter rather than sold a diluted engagement.

How do I judge whether a consultancy is any good?

Ask for three things: a documented, named result with the client’s written consent; the method they would run on your operation, written down step by step; and who exactly does the work. If the person selling the engagement is not the person running it, ask to meet the person who is. Anyone with a real track record answers all three without flinching.

What should happen in the first meeting?

You should be asked for numbers, not for a signature. A serious first conversation covers your revenue, your four big cost lines, your outlet count and your goal, and it ends with a straight read on whether those numbers can be moved — or a straight referral if they cannot.

Do you work outside Dubai?

Yes. The practice is based on Dubai and the wider UAE, and works across the GCC including Oman and Saudi Arabia, plus Singapore and India. Licensing pathways and cost structures differ by market, so the feasibility read is always done against the market the venue will actually trade in.

Restaurant consultancy · Dubai, the UAE and the wider GCC

Restaurant consultancy in Dubai, run by the person doing the work.

A restaurant consultancy earns its fee by changing the numbers on your P&L — or it has not done anything. GGB works on four problems in Dubai and the wider GCC: launching a venue on unit economics that hold, recovering margin in an operation that trades well but keeps too little, turning a brand into a system somebody else can run, and installing head-office control across several outlets. P. Dayaparan, 28+ years in the trade, leads every engagement personally. This page says who the practice is for and who it is not for, what the work covers, what the evidence is, what it costs and what happens next — with the method written down before any fee is discussed.

Discuss my restaurant project Request a feasibility study

Prefer to talk it through?Call +971 50 346 0478

Quick answers

What does a restaurant consultant in Dubai do?

A restaurant consultant in Dubai should change the numbers on your P&L. GGB works on four jobs: launching a venue on sound unit economics, recovering lost margin, building a franchisable system and installing head-office control.

How much does a restaurant consultant cost in Dubai?

Every figure GGB publishes is an anchor, not a quote. A scoped feasibility study, the paid entry for a new venue, starts at AED 45,000 (indicative — scoped per project); other work is priced once the numbers are read.

Who leads the work?

P. Dayaparan, the founder, leads every engagement personally: the first read of your numbers, the written method and the weekly review. There is no hand-off to a junior team after the sale.

Does GGB get the restaurant licence for me?

No. Trade, food and alcohol licensing decisions sit with the Dubai authorities. GGB prepares and coordinates the pathway with you and your PRO; appointed licensed professionals produce the statutory design and engineering.

Hiring a consultant, building in-house or buying a franchise: what each option gives you
Question	A restaurant consultant	An in-house team	Buying a franchise
Who carries the method	The consultant, written down before the fee, with the founder leading the work	You, and whoever you can hire and keep	The franchisor, through its manual and standards
What you control	Your concept, brand and every decision	Everything, including the gaps nobody has covered yet	The local operation, inside the brand’s rules
How you pay for it	A scoped fee per engagement, argued against a measurable change	Salaries from the first hire, before any revenue	An entry fee and a continuing royalty to the franchisor
Best when	You are committing capital and want the case argued before the lease	You already run a proven operation with the skills in-house	You want a proven brand and accept its fees and rules
The main risk	Advice that never moves the P&L, so ask for the method in writing first	Learning the trade on your own capital	Fees the unit economics cannot carry

By P. Dayaparan, founder of GGB Consulting: 28+ years in hospitality leadership, PMP. Updated 29 Sept 2026.

Why hiring on a brochure costs more than the fee

Dubai has no shortage of firms that present beautifully. The expensive difference shows up months later, in the four cost lines that decide whether a venue survives: a lease signed before the licence pathway for that address was confirmed, a menu priced by habit rather than pour and plate cost, a kitchen laid out for a drawing rather than for service volume, and an operation with no weekly control rhythm. None of these is visible in a pitch deck — and none of them is fixed by a consultant who was never going to be in the room.

A senior partner sells the engagement and a junior analyst delivers it
Fees quoted before anyone has read your actual numbers
Outcome promises no consultancy can honestly underwrite
A method that exists in someone’s head rather than on paper

GGB development framework position on the Restaurant Genesis system

Exact deliverables6 items · scoped per project

Feasibility and the investment case

Demand, site and lease economics, capital plan and a projected P&L you can hold the project against — before design or fit-out spend begins. This is the paid entry for a new venue.

Concept, brand and menu economics

Format, occasion map and a menu engineered against plate cost and prep load, so margin is designed in rather than discovered later.

Licensing pathway coordination

The realistic approval route for your address and venue class, coordinated with the licensed authorities and your PRO — mapped before the lease binds you. The authorities decide; GGB sequences and prepares.

Kitchen and HACCP-ready design brief

Flow, zoning and equipment requirements written as a brief for the appointed designers, so the layout answers service volume rather than floor-plan leftovers.

Operating control and SOPs

Stock, cash, roster and cost controls with a weekly P&L rhythm — the discipline that keeps a good opening from drifting in month five.

Launch or turnaround execution

Owner-side execution through to opening night, or a structured margin recovery on an operation already trading — biggest leak first.

Who does whatregulated work stays with the licensed

GGB delivers

Feasibility and the commercial case
Concept, menu and cost architecture
Requirement briefs and BOQ discipline
Owner-side build and launch coordination
Operating controls and the weekly rhythm — the founder in every engagement

You decide

Capital and pace decisions
Entity and signatory decisions, 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, the four big cost lines, outlet count and the goal. No scope is proposed before the figures are on the table.
02

Name the binding constraint

One operation rarely has ten problems. It has one that governs the rest — and that is what the engagement is priced against.
03

Write the method down

What gets inspected, in what order, and what you receive at each step — agreed in writing before the work starts.
04

Execute owner-side, founder-led

Briefs, coordination and inspection gates run on your behalf by the person you met, against the approvals and the programme rather than against optimism.
05

Install the control rhythm

The engagement ends with an operation you can read weekly without the consultant in the room.

The proofregister-traced — never a stock claim

Judge a consultancy on records it will let you 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 one engagement published with its figures is the consented Parco Group record at /results/parco-group, with the client’s own testimonial; no other result on this site carries numbers, by design.

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?
GATECan the operation be read weekly, by the owner, without the consultant present?

Who it is for: owners and investors committing capital to a new venue in Dubai or the wider GCC; operators whose venue trades well and keeps too little; groups that have outgrown one person watching everything. Who it is not for: a menu-only or logo-only brief, a project that wants the licence obtained for it (the authorities decide licences, and GGB says so), or a venue with no runway left to act on a diagnosis. Fee basis: the paid entry for a new venue is the feasibility study, anchored below; the four door engagements carry their own anchors — Launch from AED 150,000 (indicative — scoped per engagement); Turnaround from AED 95,000 (indicative — scoped per engagement); Franchise from AED 180,000 (indicative — scoped per engagement); Systems & AI from AED 12,000 a month (indicative — scoped per engagement). Capacity is held at six full mandates per quarter, which is what lets the founder lead every one of them personally. Operations already trading usually start with the free Profit Leak Audit instead. Next step: Start a Project is the request; the feasibility study page is the reading.

Feasibility & Investment Case — the paid entry From AED 45,000 indicative — scoped per project

Questions

Who should hire GGB — and who should not?: Hire GGB if you are committing capital to a new restaurant, café, bar or cloud kitchen and want the investment case argued before the lease; if your venue trades well and keeps too little; if you are turning one venue into a system others can run; or if your group has outgrown one person watching every kitchen. Do not hire GGB for a menu-only or logo-only brief — those are scoped standalone at best — or if you want a consultant to obtain the licence for you: licences are decided by the authorities, and any firm that promises otherwise is selling you a sequence it does not control. If the numbers say the project should not go ahead, that is what you will be told.
What does a restaurant consultancy in Dubai actually do?: The honest version: it changes the numbers on your P&L, or it has not done anything. The work falls into four jobs — launching a concept on sound unit economics, recovering margin in an operation that is losing it, building a brand into a franchisable system, and installing head-office control across multiple outlets. Everything else is packaging.
How much does a restaurant consultant cost in Dubai, and what is the basis?: Every figure on this site is an anchor, not a quote: the work is priced against a specific, measurable P&L movement once the numbers have been read. A scoped feasibility study — the paid entry for a new venue — starts AED 45,000 (indicative — scoped per project). The four door engagements carry their own anchors: Launch from AED 150,000 (indicative — scoped per engagement); Turnaround from AED 95,000 (indicative — scoped per engagement); Franchise from AED 180,000 (indicative — scoped per engagement); Systems & AI from AED 12,000 a month (indicative — scoped per engagement). Diagnostics on an operation already trading start free, with the Profit Leak Audit. Capacity is held at six full mandates per quarter, which is what lets the founder lead every one of them personally.
How long does an engagement take?: It depends on what the numbers say, and no date is promised on a web page. A feasibility study is scoped per project and ends in a written go, revise or stop decision. A turnaround runs as the structured 90-day programme; the menu and purchasing moves usually land first, the structural resets last. A launch runs to the approvals and the build programme rather than to a calendar chosen in a sales meeting — the licence pathway and the fit-out decide the date, and GGB sequences the project around them.
What does GGB not do?: GGB does not obtain licences — trade, food and alcohol decisions sit with the relevant authorities and run through the licensed channels, with your PRO where you use one. GGB does not produce statutory design or engineering; appointed licensed professionals do, from the briefs GGB writes. GGB is not the contractor, not your lawyer, and not a chef for hire. GGB does not take equity, does not sell franchises on your behalf, and does not promise a number it cannot underwrite.
How involved is the founder?: P. Dayaparan leads every engagement personally: the first read of your numbers, the method in writing, the inspection gates and the weekly review. There is no hand-off to a junior team after the sale. Capacity is held at six full mandates per quarter, which is what lets the founder lead every one of them personally. If the practice is at capacity, you will be told the next available quarter rather than sold a diluted engagement.
How do I judge whether a consultancy is any good?: Ask for three things: a documented, named result with the client’s written consent; the method they would run on your operation, written down step by step; and who exactly does the work. If the person selling the engagement is not the person running it, ask to meet the person who is. Anyone with a real track record answers all three without flinching.
What should happen in the first meeting?: You should be asked for numbers, not for a signature. A serious first conversation covers your revenue, your four big cost lines, your outlet count and your goal, and it ends with a straight read on whether those numbers can be moved — or a straight referral if they cannot.
Do you work outside Dubai?: Yes. The practice is based on Dubai and the wider UAE, and works across the GCC including Oman and Saudi Arabia, plus Singapore and India. Licensing pathways and cost structures differ by market, so the feasibility read is always done against the market the venue will actually trade in.

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.