< PreviousPublished by and © 2019 ITP MEDIA GROUP FZ-LLC PO Box 500024, Dubai, UAE Tel: +971 (0)4 444 3000 Web: www.itp.com Offi ces in Abu Dhabi, Dubai, London & Mumbai ITP Media Group CEO Ali Akawi Managing Director Alex Reeve Group Editorial Director Greg Wilson Editorial Editor Simon Ritchie Tel: +971 4 444 3550 email: simon.ritchie@itp.com Advertising Sales Manager Emma Barnett Tel: +971 4 444 3115 email: emma.barnett@itp.com International Sales Manager Amanda Stewart GSM: +44 7908 117 333 email: amanda.stewart@itp.com ITP Live General Manager Ahmad Bashour Tel: +971 4 444 3549, email: ahmad.bashour@itp.com Studio Assistant Designer Rita Ghantous Photography Senior Photographers Efraim Evidor, Adel Rashid Staff Photographers Aasiya Jagadeesh, Ajith Narendra, Fritz John Asuro, Yuliya Petrovich, Jessica Samson Cover Photo: Adel Rashid Production & Distribution Group Production & Distribution Director Kyle Smith Production Manager Basel Al Kassem Production Coordinator Mahendra Pawar Senior Image Editor Emmalyn Robles Circulation Head of Circulation Vanessa D'Souza Circulation Executive Loreta Regencia Marketing Director of Awards and Marketing Daniel Fewtrell Events Manager, Business Events Teri Dunstan ITP Group CEO Ali Akawi CFO Toby Jay Spencer-Davies The publishers regret that they cannot accept liability for error or omissions contained in this publication, however caused. The opinions and views contained in this publication are not necessarily those of the publishers. Readers are advised to seek specialist advice before acting on information contained in this publication, which is provided for general use and may not be appropriate for the readers’ particular circumstances. The ownership of trademarks is acknowledged. No part of this publication or any part of the contents thereof may be reproduced, stored in a retrieval system or transmitted in any form without the permission of the publishers in writing. An exemption is hereby granted for extracts used for the purpose of fair review. ENTREPRENEURS: CRAZY? NECESSARY? OR BOTH? EDITOR’S LETTER Simon Ritchie DATES FOR THE DIARY... In his book Kitchen Confi dential, the late, great Anthony Bourdain wrote: “To want to own a restaurant can be a strange and ter- rible affl iction. What causes such a destructive urge in so many otherwise sensible people? Why would anyone who has worked hard, saved money, often been successful in other fi elds, want to pump their hard-earned cash down a hole that statistically, at least, will al- most surely prove dry?” The master of culinary travel TV wrote that in 1999, yet the same affl iction takes hold of more people than ever now. It took hold of this month’s cover star Tom Arnel back in 2013 when he opened his fi rst concept Tom & Serg. A huge 240-seat venue located in the unfashionable Al Quoz part of Dubai, and by a fi rst time restaurateur, it was a certain failure. Except it didn’t fail. It fl ew. An overnight suc- cess, it catapulted Arnel and business partner Sergio Lopez into the big leagues. Well, maybe it was a fl uke? But then they opened The Sum of Us, then Common Grounds, and the Bull&Roo boom continued. Eventually the duo split, leaving Arnel to go it alone, but the success hasn’t stopped. With six open concepts and more on the ho- rizon, I spent a week with Arnel to discover just how he balances being a chef, entrepreneur, business man, and father of three — and got a sneak peek at what’s to come as he aims to put Dubai on the world’s culinary map and prove Bourdain wrong that it takes a destructive urge to want to own a restaurant. Elsewhere this month, we got an exclusive on the news that Sarood Hospitality, formerly known as JRG Dubai, has taken over Meraas’s F&B concepts. New managing director Spencer Ayers has been hired with the express mandate of grow- ing the operator which had spent the previous 18 months in consolidation mode. More than doubling the number of brands in their port- folio is certainly a statement of intent from Sa- rood which is also looking to expand its legacy brands — including The Noodle House which will open in Abu Dhabi for the fi rst time. Ayers told me they plan to go completely single-use plastic free in the next year or so, and Purecog is one of the companies helping them achieve that. We had a fi rst look at Purecog’s innovative new single-use plastic alternative last month, and you can fi nd out a bit more about just why everyone in the industry seems to be turning to it in our suppliers section. Hopefully with more partnerships like this we can begin to turn the tide on wastefulness. Simon Ritchie, editor Email: simon.ritchie@itp.com Tel: +971 4 444 3550 Twitter/Instagram: CatererME Facebook: CatererMiddleEast SEPTEMBER 16-19 The Hotel Show DWTC, Dubai www.thehotelshow.com SEPTEMBER 24 Great GM Debate Le Meridien Dubai www.hoteliermiddleeast.com/events/gm-debate OCTOBER 18-22 HOST MILANO Fieramilano, Milan host.fi eramilano.it OCTOBER 23 Hotelier Middle East Awards Dubai www.hoteliermiddleeast.com/awards MEDIA Editor’s Comment Volume 15 Issue 09 Caterer Middle East | September 2019 www.caterermiddleeast.com 10/Get Free Entry to the Conference and Meeting Programme Register Now CCCCCCCCCCCCCCCCCCCCWe all know what’s going on right now. We hear it day-in, day-out and we get it — it’s a tough mar- ket out there. We are all vying for the same dollar and wanting/ encouraging/enticing/bribing our guests to spend it in our establishments. What I have noticed though is how far down the rabbit hole we have gone just in the last 18 months and my concern is, can we ever make it back to where we once were? I am referring of course to the numerous package deals that are fl ooding the mar- ket these days. Gone are the days where we were struggling to come to terms with giving away the cheapest main course and it feels to me that we are giving away the house, the car, a weekend in the south of France, our dignity, and most importantly our margins, just to have guests come into our venues, consume our products, and leave us with little more than plates and glasses to clean up. We ran an exercise recently whereby we sent an email out to our database with a 50% off brunch off er for one weekend only. The result was both astounding and scary at the same time. We were full over three meal periods with guests that we had not seen in months and all it took was us discounting our brunch by 50%. Wow! In so far as fi lling seats it was an ARE WE DEVALUING OUR INDUSTRY? astounding success, staff were busy, the atmosphere was electric, and people gen- uinely enjoyed themselves. But we made absolutely no money from it and the next week when prices went back to normal (read sustainable) the volume just was not there again. One-off s like this are fi ne, a gentle re- minder to your base that you are still here. What terrifi es me is the number of businesses that are doing this permanent- ly. Can you believe that there are venues out there right now off ering for a little over US$70 a beverage package that lasts for more than six hours!? A three hour brunch package for US$35 all inclusive? We really are in the scary territory of buy- ing our business now. The biggest problem here is that we, as an industry, have set the bar so low for our consumers that they are expecting these ridiculous pricing strategies otherwise they simply just won’t turn up. We have pushed the expectations so low that it’s im- possible to continue to deliver consistent quality. Consistency and quality being the cornerstones of a good business model. Is it too late? The current train of thought would have to be yes. Unless we all, as an industry, unite and cease sliding down the slippery slope of consciously de- valuing these outlets that have had invest- ment, focus, creativity, and heart put into them. The day may well and truly come where we are actually paying our custom- ers to dine with us. Now that is a terrifying thought, but one worth pondering. Duncan Fraser-Smith is the director — glob- al food & beverage for The First Group who is developing, creating and executing more than 30 new concepts to site within the company’s hotel portfolio. Email him at duncan.fraser-smith@thefi rstgroup.com. Duncan Fraser-Smith Izu Ani’s Dubai-born concept GAIA now open in Monte Carlo Bulldozer Group and chef Izu Ani’s Greek-Mediterranean restaurant GAIA has opened its fi rst permanent interna- tional location in Monte Carlo. Located in DIFC, GAIA has been an instant success for the group and is making its move to Europe, as fi rst revealed to Caterer Middle East by Bull- dozer Group co-founder and managing partner Evgeny Kuzin. KFC to trial vegan chicken from Beyond Meat in America KFC is set to introduce plant-based chicken in the form of nuggets and boneless wings in one location in the USA. In a partnership with Beyond Meat, the vegan chicken will be sold at one store in Atlanta, as the chain joins a number of fast food joints experiment- ing with plant-based substitutes. Third Logma outlet opens in Dubai Four years since opening its fi rst branch in Dubai, Logma has opened its third outlet in City Centre Mirdif. Operator Crown Concepts Group mar- keting manager Tarek Bekdache said: “We’re thrilled to be bringing Logma, a front-runner of Emirati and Khaleeji cuisine, to more and more people in the UAE and the region.” Pai Thai at Madinat Jumeirah to close for renovation Pai Thai at Madinat Jumeirah is set to close for six weeks to allow for renovation to take place. The Sarood Hospitality concept will be shut for the rest of summer, reopening on October 1. Spencer Ayers, managing director, Sarood Hospitality said: “Following thorough planning, we are very excited that Pai Thai is embark- ing on such a major transformation. While Pai Thai’s award-winning sig- natures will remain untouched, the new look of our award-winning and much-loved concept will significantly enhance the overall consumer and dining experience.“ NEWS IN BRIEF: IT FEELS TO ME THAT WE ARE GIVING AWAY THE HOUSE, THE CAR, A WEEKEND IN THE SOUTH OF FRANCE, OUR DIGNITY, AND, MOST IMPORTANTLY, OUR MARGINS." www.caterermiddleeast.com 12 / News and Comment September 2019 Caterer Middle East | September 2019Atelier M creates a memory for the guest, the ingredients are chosen carefully and there is a lot of research behind every dish. We look into details like what type of china used, what type of colours, what type of presentation etc. We always try to think outside the box. We have a very professional team from across the globe, from the procurement team, marketing team, front desk, operations and the kitchen staff . All our departments are interlinked, they know each other’s work so that it becomes a very smooth operation to deal with. The products that we use in Atelier M come from Australia to Japan to Norway to the US. The unique fl avours, textures and balance make the dish perfect; our ingredients are chosen by hand each year. What is unique about Atelier M and how does it compare to the competitors in the market? How do the front of house and back of house support each other? How is the pricing strategy justified? Being three floors is what we consider unique, competitive, and different from others. As we give our guests the experi- ence of fine dining, a party style lounge, and the best rooftop in the Marina. We have a very professional team from across the globe and everyone works well together and has become a family. We all eat together before service starts and have a level of professional respect for one another. The pricing strategy in our restaurant depends upon the market and knowing who your existing and potential target customers are. That’s why we always change our menu according to the season. TRIPLE THREAT Angelo Dos Santos Souza, executive chef Elina Argale, general manager Atelier M is a three-storey concept located atop Dubai Marina’s Pier 7 development. The executive chef and general manager tell us how they stay above the competition Every three months we change the a la carte menu. We follow the seasons between, Japan, Europe, and we create diff erent set menus like the Gold Set Menu that is currently running. Our food is infl u- enced with classic techniques infused with an Asian touch. How has Atelier M adapted to bring in new customers in a competitive market? There is so much competition and this competition is relentless. The only way to stay ahead of the game is to off er something diff erent to consumers. In a world of sameness, all it takes is just a tiny element that sets you apart. We bring in products that nobody has in Dubai. What are the biggest challenges you face? What does the future of Atelier M Look like? Training the team properly is one of the biggest challenges that I’ve faced. Perfection is something to strive for, yet something that is impossible to reach. Trends will come and go as consumers tastes change. As the importance of health is an ever-increasing concern, we will see these changes refl ected in menu design. The restaurant industry is a service-fi rst industry, and, as such, fi rst impressions are important. Whenever a bad review is published, it becomes a deal breaker for current or potential guests. Being a chef driven restaurant we are physically present here 24/7. We work together and we are working together to create something regionally amazing all the time. HEAD TO HEAD Head-to-Head Atelier M Caterer Middle East | September 2019 www.caterermiddleeast.com 14/Walid Fakih www.caterermiddleeast.com News and Comment /15 September 2019 | Caterer Middle East The recent decision by Dubai Municipality to urge restaurants to voluntarily display calorie count of their menu items, has once again shed light on the importance of transparency in the F&B industry. Granted, the industry needs more time to adapt to this mandate due to the processes involved, one thing is clear: consumers will continue to demand more options to make informed choices. With changing mindsets and a rise in healthy eating habits, it is paramount for the industry to think outside of the ‘Kcals’ and make a real pledge of transparency if they wish to remain relevant moving forward. Transparency has always been central to our success and to building a meaning- ful relationship with our customers. Since 2001, we’ve introduced several initiatives to help our customers make informed decisions about what they eat. Displaying calorie and nutritional infor- mation on our tray mats, fl yers and packag- ing, as well as introducing a nutritional But it can’t stop there. We also know that our customers are also concerned with the quality of ingredients and how our favorite menu items are prepared. In 2017 we made some major enhance- ments to improve key ingredients. From reducing the calorie count of our mayon- naise by 50% to cutting saturated fats in our cooking oil and reducing sodium in our fries, we’re constantly looking at ways to off er a wiser choice. Recently, we changed the recipe of our much-loved Chicken McNuggets in the UAE to keep the same great taste our customers know and love with no artifi cial colours, fl avours, or preservatives. To further enhance transparency, we’ve also pioneered ‘Open Door’ tours at our restaurants. Customers can visit our kitch- ens to see how we prepare their meals. Interestingly, not only do participants get a sneak peek into our kitchen, it also en- ables us to glean the concerns they might have and pre-empt them; it’s all about an honest two-way communication. Dubai Municipality’s initiative to display calorie content is undoubtedly a step forward for the industry and for consum- ers. However, transparency goes beyond that and there are many cost-eff ective ways for restaurants to build trust. It could be anything from being transparent about their sourcing channels, or food storage for example. These measures require little to no investment but go a long way in gain- ing customers’ trust. We believe that a consumer has the right to know everything about the food that they’re eating and it is about time that the industry as a whole pay more attention to ensuring transparency. With the various food delivery plat- forms, today’s customer is spoilt for choice. The diff erentiators will be who they can trust. Those who can build a relationship with their consumers based on trust will thrive, the rest will likely fall by the wayside. Walid Fakih is the general manager at McDonald’s UAE where he oversees the company’s day-to-day operations. Walid plays a major role in shaping McDonald’s UAE’s strategic vision and driving sustainable growth. calculator for our customers, which can be easily accessible on our website was a huge step for us but was just the tip of the iceberg in reinforcing trust and building loyalty. In my opinion, the wider industry needs to foster a deep culture of transparency. Consumers, especially younger genera- tions, are increasingly inquisitive – they want to know everything from practices to operations to values of the brands they engage with. And they do not hesitate in switching loyalties if they perceive a brand to be disingenuous. As a quick aervice restaurant, it’s no surprise that there are misconceptions around McDonald’s food. To tackle this we launched the Your Right to Know website in 2015. It opened a two-way dialogue with the public inviting them to ask any question about McDonald’s food. From sourcing to ingredients to dispelling com- mon myths, customers can inquire about a variety of topics and get instant and honest answers. WALID FAKIH THE SECRET INGREDIENTS TO STAYING RELEVANT: TRUST AND TRANSPARENCY What attracted you to the position? I feel that the biggest attraction for me to Bistro Domino was the passion the cluster general manager, Mr Nishan Silva, dis- played when he explained what the plans and ideas were for the bistro. This for me just showed a person that loved what he does. He wanted people to experience food at a new level. Also, how important growth and upliftment is to the philoso- phy of the organisation and I was in awe of the great work being done. This is a group that cares about their employees and I defi nitely wanted to be part of the way they execute their plan. How have your past experiences lent themselves to your expertise in this role? I have re-launched a few restaurants and properties in the past and there are always some niggles you must iron out during the planning and re-launching. So, the experience I have picked up during this has defi nitely helped me with the revamp of Bistro Domino. What are you most looking for- ward to as part of this new role? I most look forward to taking the team to the next level and to keep on developing Alison Kiewiet van Eeden, executive chef, Bistro Domino Kitchen at Novotel Dubai Deira City Centre THE BIG CLIMB them into a strong and forward-thinking brigade that are passionate and skilled at what they do. How do you intend to increase the popularity of Bistro Domi- no Kitchen? By preparing excellent quality and creative dishes that are delicious and create memo- rable food experiences for our guests. Also, we always try to keep everyone engaged with gimmicks such as 'Domino Thursday' where each guest draws a domino out of a bag and the amount is deducted from their bill. And every Tuesday we have the famous 'Chef’s Table'. I suggest your readers come and see for themselves this surpris- ing culinary note. Can you share your thoughts on sustainability issues? It upsets me greatly the negative impact we have had on our planet and every- thing we are losing due to unsustainable practices. We already segregate our waste for recycling of plastics, glass, and paper. We have a system called Winnow which tracks our food waste. Using the data Winnow provides we can see where our food waste problems lie and fi x them. We will educate our team and guests about sustainability and food waste, using the Accor Planet 21 programme. What is your favourite thing about the brand? The trendiness of the brand, and how open it is to trying new dishes and creat- ing experiences for our guests. Alison Kiewiet van Eeden. People Appointments Caterer Middle East | September 2019 www.caterermiddleeast.com 16/Part of Whether you’re a General Manager, Housekeeper, Proprietor, Hotelier, Architect, Interior Designer, Chef, Restaurant Manager or from the Frontline Hospitality Team, join tens of thousands other Hospitality and design professionals at Dubai World Trade Centre for the 20th Edition of The Hotel Show Dubai. 17 - 19 September 2019 | Dubai World Trade Centre Register to Attend for free www.thehotelshow.com/register THE SHAPE OF THINGS TO COME.www.caterermiddleeast.com 18/ A WEEK IN THE LIFE OF concept is an ode to his Melbourne back- ground: a casual dining spot with whole- some, reasonably priced food and great coff ee. Looking at it with hindsight. it’s not a surprise it was an almost overnight success, but in context it was the risk of all risks. While it’s now a trendy area of town, back in 2013 Al Quoz was more down-and- out than up-and-coming. Investors balked when Arnel and his then-partner Sergio Lopez showed them the location, but with no background of owning restaurants, other landlords wouldn’t give them the time of day. They pounded the pavements, knocked on doors, looked all over the city, but a non- descript, industrial warehouse surrounded by empty lots was the best they could do — and they believed in it. But, when it was signed, and they were halfway through construction, Arnel asked the contractor what he thought of it. “I’ll never forget this. It was one of the most scary things anyone ever said to me. He said ‘well to be honest mate, it’s not my cup of tea and I wouldn’t be putting a restau- rant here if it was my money’. I was freaking out — this was a guy I respected as well.” As we know now however, Arnel’s intuition was correct. “It was the perfect storm of Dubai being ready for it. We knew that if we created somewhere that people felt casual and comfortable and part of the community it would work — that was one of the coolest things I found, we created a community hub.” On its website it says it took Arnel and Lopez two years, four months and 17 days to create Tom & Serg. But once inside the space, Arnel says it took just 20 minutes with a piece of chalk to have it sketched out completely — with the design that still exists to this day. Despite all the trial and tribula- tions, when it came to it, everything just fell into place. Arnel says: “We did everything the op- posite of how we should have done it. We served coff ee at 63°C only. We closed at four. We didn’t serve decaff . Our staff didn’t have uniform or nametags — that meant they could be themselves and let their personalities fl ourish in an environment where we wanted them to be on the same level as the customer.” The empty lots that surrounded it were perfect for customers to park. The industrial look was gritty, on-trend, and instagrammable. Al Quoz’s central location, British Prime Minister Harold Wilson famously said: “A week is a long time in politics.” But how long is a week in Dubai’s F&B industry? For Tom Arnel it encompasses keeping a handle on six concepts, a coff ee roastery, a bakery, and planning further expansion, and being a father to three children. To get an idea for exactly what this en- tails, and for a look at what’s coming next, I sign on to be the just turned 34-year old Australian’s shadow. TAKE A CHANCE ON ME We start, aptly enough, where it all began. In Tom & Serg. The Al Quoz warehouse that became a rallying point for Dubai’s coff ee scene. “I remember standing here and this ticket machine was printing out tickets and they were all going on the fl oor. I was looking out the window and I couldn’t even see the cars there were so many people standing there. I remember just going ‘F***, how am I going to get all this food out’. It was crazy.” Arnel’s showing me around the kitchen of the unlikely success story and reminisc- ing about its second week in existence. The Caterer Middle East editor Simon Ritchie spends a week with Bull&Roo co-founder and managing director Tom Arnel to discover how the young entrepreneur is slowly taking over Dubai Caterer Middle East | September 2019 Interview Tom Arnelwww.caterermiddleeast.com /19 September 2019 | Caterer Middle East Next >