GGB 01
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.
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. Founder-led, with the method written down before any fee is discussed.
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.
- 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
02
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.
03
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.
04
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.
05
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.
06
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
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, 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
Briefs, coordination and inspection gates run on your behalf, 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 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?
Most engagements start with a scoped feasibility review, which is where the numbers either support the project or do not. Operations already trading usually 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.