From your side of the spectrum as a restaurant owner, what are some of the results of the reform to get Saudis active in tourism, recreation, and fine dining in their own country?

Saudi Arabia now has a new vision for 2030 and it is aiming to reduce reliance on oil revenue and plan by 2020 to increase revenues from SAR34 billion to SAR160 billion. One of the strongest elements of this is to open tourism up and make it an income, whether that is local tourism or general tourism. A part of that is to give more chances for five-star hotels and restaurants to be available in the market with the benefits they need. Hospitality feels strong support from the government and they are trying to reduce all the government procedures if they are planning to establish a new restaurant or hotel. It is easier now and we are trying to be easier with the visas now especially when it comes to hospitality. They have also given us more space to create a more welcoming atmosphere for the customers. When you go to a restaurant with family or friends it is not just for food; it is an experience. It has to contain all the elements together; good food, good service, and atmosphere. That includes music and the possibility of live music. With Saudi Arabia's vision of 2030 and its target to reduce the Kingdom's reliance on oil revenues, along with its national transformation plan by 2020 to increase revenues from SAR34 billion to SAR160 billion, the Kingdom has given the hospitality industry the best opportunity to penetrate the local market with its support and blessing. The focal objective is to expand internal local tourism and upgrade the local experience to match state-of-the-art standards. Government support for Saudis in the hospitality industry has increased with sound regulations, ensuring excellence and transparency, which resulted in more flexibility in acquiring the required licenses and visas for manpower. The cultural change, moreover, has given us the opportunity to provide a more welcoming atmosphere to our customers, allowing their restaurant visits to be more than just food and beverage consumption, and escalate to an enriching experience of international cuisines, inspiring history, and beautiful music. The fine dinning industry is competing on different grounds with the recent changes; those who innovate the best experience will manage to capture imminent value. Therefore, we are looking into conducting various collaborations to provide live performances at our restaurants, along with featured Michelin chefs, and many other new elements to stay current in the hearts and minds of our beloved customers.
Are there any new ventures that you are looking at for 2017?

We are negotiating with a couple of brands to introduce to the Saudi market. When we look at the brands we do not just collect names. We try to target brands that have a history; for example, Fauchon is 168 years old. It is not just a concept of business—we are introducing a kind of history to the market here. One of the other ideas to work on is to introduce this the other way around and create a Saudi concept, presented in an elegant way like the French style that we can franchise outside the region. We are doing the study now and looking to start in London or Paris. It will be a Saudi restaurant and the way that it is presented will have a lot of weight on its success. There's always room for more! We're looking into a couple of international brands and negotiating some terms. It is pivotal to target brands that carry a strong heritage in their story, so we can enrich the local market with different cultures and experiences during the ultimate encounter. Take Fauchon for example; the brand is 168 years old, and it has evolved to a concept of impeccable heritage, rather than just a business. We also believe in our Saudi ability to play a crucial part in the international arena, hence, we are looking into creating a Saudi brand that is introduced abroad as such, and is franchised outside the region. The brand will capitalized on the Saudi cuisine, presented with high standards of excellence, like the French cuisine, and transferring our history to other countries through our culinary heritage. Cities like the London and Paris, where locals know of Saudi Arabia through the tourists only, will be the first hosts of this concept.
What will an evolution of Saudi cuisine look like?

The designer must be Saudi Arabian. It has to come altogether in one package that includes the design, atmosphere, and the way the dishes are presented. However, the touch and presentation is going to make the difference. Especially when it comes to Saudi and Arabic culture it is all about sharing. We are studying now and last week we did one presentation for a traditional name called Salikh. We presented it like risotto and all the people were impressed. I am not interested in opening it in Saudi; we want to brand it here and then open it abroad. Saudi Arabian cuisine must be created by Saudis! Arabic cuisine comes in a package of taste, spices, design, ambiance, and display, wrapped in a notion of “sharing." To differentiate this cuisine, immaculate presentation must be added to the mix. Currently, we are undergoing extensive trial research to perfect this notion. Last week, we presented a traditional Saudi dish called “Salig" as if it was risotto, and everyone gathered for the tasting was impressed. To succeed with such idea, we are more interested in introducing it abroad, while conceptualization and branding would be in Saudi.
What other projects do you have in the medium term? Will you continue to focus on restaurants and dining?

We have other investments such as in IT. I am also a local partner with IDC, which is an interior design company. It is based in Los Angeles and has an office in NC. I met my American partner whose origin is Lebanese and is now a designer; we have became good friends and local partners. We have a family business in real estate, but my passion and focus is food. I spend more time in the kitchen and we will be stronger and start a consultancy in this area because we receive a lot of calls. I used to do it a lot as a favor because there are many investors here trying to start a business. They think it is an easy business but it is complicated, and when they cannot make the next step they call me, or they contact us from the beginning with an investment idea for a restaurant but they do not know what to do. We are not constructing a consultancy and managerial department. If you have a restaurant and want management we can sign management agreements and provide the services from A to Z. We can hire staff, choose a name and location, decide on many details, like how the tables are set. The group has many investments in various industries, such as IT and interior design. I'm a local partner in IDC, which is an interior design company based in Los Angeles and has an office in NYC. My partner, who's an American with Lebanese origins, is a designer and we became friends and immediate local partners. Moreover, I'm involved with my family in real estate investment, but my true passion and focus is in food. I spend more time in the kitchen than anywhere else in my work, which paves the way to provide an industry specific consultancy. In recent times, we've been receiving many inquiries regarding our experience in this industry. I've been providing my mentorship and advice for free, relying on the needs inquired. Many entrepreneurs are interested in entering the restaurants market, but they lack the knowledge and experience, thinking that it is as easy mixing ingredients together and voilà! We are now constructing a consultancy and management department, which will provide programs that will guide and help those interested in choosing the right brand name, hiring the right staff, understanding menu engineering, conducting a location study, managing interior operations, and creating that perfect experience.
Do you have an IPO timeline?

We are looking at a four- to five-year plan because the requirements are not easy. We have to have the structure of our company locked in place and not changed. It is a target and it is possible to achieve.
Will growth come from opening many restaurants or using the consultancy business to expand the brands you own?

I think it is going to be a mix of everything because we are going to open an office to value the company. The value of the company has to look at all the assets that it has and then the company is valued; it is better that we have it all under one umbrella. The group has a great understanding of the local market, and to maximize this knowledge, we need to look into our market share and aim at supreme strength. Therefore, the answer to your question must be a mix of both concepts, along with various innovative food related concepts. The value of the company has to look at all the assets that it has and then the company is valued; it is better that we have it all under one umbrella.