{"id":1854,"date":"2025-12-19T10:26:08","date_gmt":"2025-12-19T10:26:08","guid":{"rendered":"https:\/\/restroworks.com\/restrocast\/?page_id=1854"},"modified":"2026-02-06T09:13:05","modified_gmt":"2026-02-06T09:13:05","slug":"khaled-naga","status":"publish","type":"page","link":"https:\/\/restroworks.com\/restrocast\/khaled-naga\/","title":{"rendered":"How to Scale Multi-Brand Restaurant Operations in the GCC | Khaled Naga (Al-Thiqa)"},"content":{"rendered":"<p>[et_pb_section fb_built=&#8221;1&#8243; fullwidth=&#8221;on&#8221; admin_label=&#8221;Hero Section&#8221; _builder_version=&#8221;4.14.8&#8243; background_image=&#8221;https:\/\/restroworks.com\/restrocast\/wp-content\/uploads\/2022\/10\/law-firm-27.jpg&#8221; parallax=&#8221;on&#8221; custom_margin=&#8221;-100px||-32px||false|false&#8221; custom_padding=&#8221;|||&#8221; global_colors_info=&#8221;{}&#8221;][et_pb_fullwidth_header title=&#8221;episode #57&#8243; subhead=&#8221;Scaling Shrimpy and Beyond: What It Takes to Grow in Kuwait with Khaled Naga&#8221; button_one_text=&#8221; Listen to this episode now&#8221; button_one_url=&#8221;#audio&#8221; content_max_width=&#8221;900px&#8221; _builder_version=&#8221;4.14.8&#8243; title_font=&#8221;Poppins|600||on|||||&#8221; title_font_size=&#8221;18px&#8221; title_letter_spacing=&#8221;4px&#8221; title_line_height=&#8221;1.8em&#8221; content_font=&#8221;||||||||&#8221; content_font_size=&#8221;18px&#8221; subhead_font=&#8221;recoleta-bold|700|||||||&#8221; subhead_font_size=&#8221;50px&#8221; subhead_line_height=&#8221;1.4em&#8221; background_color=&#8221;#8300E9&#8243; background_color_gradient_start=&#8221;#090b9b&#8221; background_color_gradient_end=&#8221;rgba(166,0,237,0.72)&#8221; background_color_gradient_direction=&#8221;107deg&#8221; background_image=&#8221;https:\/\/restroworks.com\/restrocast\/wp-content\/uploads\/2025\/12\/Khaled-Naga-Banner.jpg&#8221; custom_button_one=&#8221;on&#8221; button_one_text_size=&#8221;14px&#8221; button_one_text_color=&#8221;#8300E9&#8243; button_one_bg_color=&#8221;#FFFFFF&#8221; button_one_border_width=&#8221;12px&#8221; button_one_border_color=&#8221;#ffffff&#8221; button_one_border_radius=&#8221;9px&#8221; button_one_letter_spacing=&#8221;2px&#8221; button_one_font=&#8221;Poppins|600||on|||||&#8221; button_one_icon=&#8221;&#x49;||divi||400&#8243; button_one_icon_color=&#8221;#8300E9&#8243; button_one_icon_placement=&#8221;left&#8221; button_one_on_hover=&#8221;off&#8221; button_one_custom_margin=&#8221;|||0px|false|false&#8221; custom_button_two=&#8221;on&#8221; button_two_text_size=&#8221;14px&#8221; button_two_text_color=&#8221;#29cb8b&#8221; button_two_bg_color=&#8221;#ffffff&#8221; button_two_border_width=&#8221;12px&#8221; button_two_border_color=&#8221;#ffffff&#8221; button_two_letter_spacing=&#8221;2px&#8221; button_two_font=&#8221;Poppins|600||on|||||&#8221; button_two_icon=&#8221;&#x24;||divi||400&#8243; custom_margin=&#8221;||38px|||&#8221; custom_padding=&#8221;230px||8vw||false|false&#8221; custom_padding_tablet=&#8221;230px||18vw||false|false&#8221; custom_padding_phone=&#8221;50px||17vw||false|false&#8221; custom_padding_last_edited=&#8221;on|phone&#8221; content_font_size_last_edited=&#8221;off|desktop&#8221; subhead_font_size_tablet=&#8221;40px&#8221; subhead_font_size_phone=&#8221;30px&#8221; subhead_font_size_last_edited=&#8221;on|desktop&#8221; background_last_edited=&#8221;on|phone&#8221; background_image_tablet=&#8221;https:\/\/restroworks.com\/restrocast\/wp-content\/uploads\/2025\/12\/Khaled-Naga-Banner.jpg&#8221; background_image_phone=&#8221;https:\/\/restroworks.com\/restrocast\/wp-content\/uploads\/2025\/12\/Khaled-Naga-Banner-Mobile.jpg&#8221; background_enable_image_tablet=&#8221;on&#8221; background_enable_image_phone=&#8221;on&#8221; button_one_letter_spacing_hover=&#8221;2px&#8221; button_two_letter_spacing_hover=&#8221;2px&#8221; global_colors_info=&#8221;{}&#8221; button_one_text_size__hover_enabled=&#8221;off&#8221; button_two_text_size__hover_enabled=&#8221;off&#8221; button_one_text_color__hover_enabled=&#8221;off&#8221; button_two_text_color__hover_enabled=&#8221;off&#8221; button_one_border_width__hover_enabled=&#8221;off&#8221; button_two_border_width__hover_enabled=&#8221;off&#8221; button_one_border_color__hover_enabled=&#8221;off&#8221; button_two_border_color__hover_enabled=&#8221;off&#8221; button_one_border_radius__hover_enabled=&#8221;off&#8221; button_two_border_radius__hover_enabled=&#8221;off&#8221; button_one_letter_spacing__hover_enabled=&#8221;on&#8221; button_one_letter_spacing__hover=&#8221;2px&#8221; button_two_letter_spacing__hover_enabled=&#8221;on&#8221; button_two_letter_spacing__hover=&#8221;2px&#8221; button_one_bg_color__hover_enabled=&#8221;off&#8221; button_two_bg_color__hover_enabled=&#8221;off&#8221;]<\/p>\n<p><span style=\"font-weight: 400;\">In this episode, Khaled Naga, CEO of Al-Thiqa Group Division, shares operator-level lessons on scaling restaurant brands in Kuwait and the GCC. He breaks down the shift from running global franchises to building local brands, how market shocks can reshape costs and demand overnight, and why Gen Z is changing both guest expectations and hiring.<\/span><\/p>\n<p><span style=\"font-weight: 400;\"><\/span><\/p>\n<p><span style=\"font-weight: 400;\"><a href=\"https:\/\/youtu.be\/RLZlJ2yT8ms\" target=\"_blank\" rel=\"noopener\"><img loading=\"lazy\" decoding=\"async\" src=\"https:\/\/restroworks.com\/restrocast\/wp-content\/uploads\/2022\/11\/Youtube.png\" width=\"50\" height=\"50\" alt=\"\" class=\"wp-image-355 alignnone size-thumbnail\" \/><\/a> \u00a0<a href=\"https:\/\/open.spotify.com\/episode\/3erv38yF6fGA6FqOjfSYXN?si=sJZMrn2sT1alRBIecjzeFQ\" target=\"_blank\" rel=\"noopener\"><img loading=\"lazy\" decoding=\"async\" src=\"https:\/\/restroworks.com\/restrocast\/wp-content\/uploads\/2022\/11\/Spotify-1.png\" width=\"50\" height=\"50\" alt=\"\" class=\"wp-image-356 alignnone size-thumbnail\" \/><\/a> \u00a0<a href=\"https:\/\/podcasts.apple.com\/us\/podcast\/scaling-shrimpy-and-beyond-what-it-takes-to-grow-in\/id1649388502?i=1000741963412\" target=\"_blank\" rel=\"noopener\"><img loading=\"lazy\" decoding=\"async\" src=\"https:\/\/restroworks.com\/restrocast\/wp-content\/uploads\/2022\/11\/apple-podcast.png\" width=\"50\" height=\"50\" alt=\"\" class=\"wp-image-358 alignnone size-thumbnail\" \/><\/a> \u00a0<a href=\"https:\/\/music.amazon.com\/podcasts\/0a73fe9e-112f-4ad3-ac57-44ae7a8d46e5\/episodes\/29960ff9-4b85-4b89-851f-55e2ff36d1d9\/restrocast-scaling-shrimpy-and-beyond-what-it-takes-to-grow-in-kuwait-with-khaled-naga\" target=\"_blank\" rel=\"noopener\"><img loading=\"lazy\" decoding=\"async\" src=\"https:\/\/restroworks.com\/restrocast\/wp-content\/uploads\/2022\/11\/Amazon-1.png\" width=\"50\" height=\"50\" alt=\"\" class=\"wp-image-359 alignnone size-thumbnail\" \/><\/a> <\/span><\/p>\n<p>[\/et_pb_fullwidth_header][\/et_pb_section][et_pb_section fb_built=&#8221;1&#8243; custom_padding_last_edited=&#8221;on|desktop&#8221; admin_label=&#8221;Contact Form Section&#8221; _builder_version=&#8221;4.14.8&#8243; background_color=&#8221;#f1f5f9&#8243; max_width=&#8221;96%&#8221; module_alignment=&#8221;center&#8221; custom_margin=&#8221;||100px|&#8221; custom_margin_tablet=&#8221;||100px|&#8221; custom_margin_phone=&#8221;||100px|&#8221; custom_margin_last_edited=&#8221;on|phone&#8221; custom_padding=&#8221;80px||0vw||false|false&#8221; custom_padding_tablet=&#8221;80px||0vw||false|false&#8221; custom_padding_phone=&#8221;0px||||false|false&#8221; global_colors_info=&#8221;{}&#8221;][et_pb_row column_structure=&#8221;1_2,1_2&#8243; _builder_version=&#8221;4.14.8&#8243; _module_preset=&#8221;default&#8221; width=&#8221;100%&#8221; locked=&#8221;off&#8221; global_colors_info=&#8221;{}&#8221;][et_pb_column type=&#8221;1_2&#8243; _builder_version=&#8221;4.14.8&#8243; _module_preset=&#8221;default&#8221; global_colors_info=&#8221;{}&#8221;][et_pb_text _builder_version=&#8221;4.14.8&#8243; _module_preset=&#8221;default&#8221; custom_margin_tablet=&#8221;&#8221; custom_margin_phone=&#8221;|||15px|false|false&#8221; custom_margin_last_edited=&#8221;on|phone&#8221; global_colors_info=&#8221;{}&#8221;]<\/p>\n<h3><span style=\"color: #333333;\">ABOUT THE HOST<\/span><\/h3>\n<p>[\/et_pb_text][et_pb_divider color=&#8221;#29cb8b&#8221; divider_weight=&#8221;3px&#8221; _builder_version=&#8221;3.2&#8243; max_width=&#8221;50px&#8221; locked=&#8221;off&#8221; global_colors_info=&#8221;{}&#8221;][\/et_pb_divider][et_pb_image src=&#8221;https:\/\/restroworks.com\/restrocast\/wp-content\/uploads\/2022\/10\/THE-HOST-ASHISH-TULSIAN.png&#8221; title_text=&#8221;THE-HOST-ASHISH-TULSIAN&#8221; _builder_version=&#8221;4.14.8&#8243; _module_preset=&#8221;default&#8221; global_colors_info=&#8221;{}&#8221;][\/et_pb_image][et_pb_text _builder_version=&#8221;4.14.8&#8243; _module_preset=&#8221;default&#8221; text_font_size=&#8221;18px&#8221; custom_margin_tablet=&#8221;&#8221; custom_margin_phone=&#8221;|||15px|false|false&#8221; custom_margin_last_edited=&#8221;on|phone&#8221; global_colors_info=&#8221;{}&#8221;]<\/p>\n<p><span style=\"font-weight: 400;\">Ashish is a serial entrepreneur and serves as the CEO &amp; <\/span><span style=\"font-weight: 400;\">Co- Founder of Restroworks.<\/span><span style=\"font-weight: 400;\">\u00a0<\/span><span style=\"font-weight: 400;\">He is one of the entrepreneurs who has mastered the art of bootstrapping startups to scale. Ashish is a prolific angel investor and mentors budding entrepreneurs and startups in Silicon Valley and India.<\/span><\/p>\n<p>[\/et_pb_text][\/et_pb_column][et_pb_column type=&#8221;1_2&#8243; _builder_version=&#8221;4.14.8&#8243; _module_preset=&#8221;default&#8221; global_colors_info=&#8221;{}&#8221;][et_pb_text _builder_version=&#8221;4.14.8&#8243; _module_preset=&#8221;default&#8221; custom_margin_tablet=&#8221;&#8221; custom_margin_phone=&#8221;|||15px|false|false&#8221; custom_margin_last_edited=&#8221;on|phone&#8221; locked=&#8221;off&#8221; global_colors_info=&#8221;{}&#8221;]<\/p>\n<h3><span style=\"color: #333333;\">ABOUT THE GUEST<\/span><\/h3>\n<p>[\/et_pb_text][et_pb_divider color=&#8221;#29cb8b&#8221; divider_weight=&#8221;3px&#8221; _builder_version=&#8221;3.2&#8243; max_width=&#8221;50px&#8221; locked=&#8221;off&#8221; global_colors_info=&#8221;{}&#8221;][\/et_pb_divider][et_pb_image src=&#8221;https:\/\/restroworks.com\/restrocast\/wp-content\/uploads\/2025\/12\/About-Khaled-Naga.png&#8221; alt=&#8221;David Bloom&#8221; title_text=&#8221;About Khaled Naga&#8221; _builder_version=&#8221;4.14.8&#8243; _module_preset=&#8221;default&#8221; custom_margin=&#8221;-20px||||false|false&#8221; custom_padding=&#8221;0px||0px||false|false&#8221; locked=&#8221;off&#8221; global_colors_info=&#8221;{}&#8221;][\/et_pb_image][et_pb_text _builder_version=&#8221;4.14.8&#8243; _module_preset=&#8221;default&#8221; text_font_size=&#8221;18px&#8221; min_height=&#8221;105.6px&#8221; custom_margin_tablet=&#8221;&#8221; custom_margin_phone=&#8221;|15px||15px|false|true&#8221; custom_margin_last_edited=&#8221;on|phone&#8221; custom_padding=&#8221;0px|||||&#8221; locked=&#8221;off&#8221; global_colors_info=&#8221;{}&#8221;]<\/p>\n<p><span style=\"font-weight: 400;\">Khaled Naga is the CEO of the Restaurant Division at Al Thiqa Group of Companies, with 30+ years of leadership experience across F&amp;B, operations, and hospitality, including roles at Kuwait Food Company (Americana). He holds a BBA from Cairo University and an MBA from Windham University. A respected voice in Kuwait\u2019s F&amp;B sector, he champions brand visibility and digital-led growth while honoring food\u2019s cultural roots.<\/span><\/p>\n<p>[\/et_pb_text][\/et_pb_column][\/et_pb_row][et_pb_row _builder_version=&#8221;4.14.8&#8243; width=&#8221;100%&#8221; max_width=&#8221;100%&#8221; custom_margin=&#8221;5%|||&#8221; custom_margin_tablet=&#8221;5%|||&#8221; custom_margin_phone=&#8221;18%||||false|false&#8221; custom_margin_last_edited=&#8221;on|phone&#8221; custom_padding=&#8221;0px|0px||0px|false|false&#8221; use_custom_width=&#8221;on&#8221; width_unit=&#8221;off&#8221; custom_width_percent=&#8221;100%&#8221; global_colors_info=&#8221;{}&#8221;][et_pb_column type=&#8221;4_4&#8243; _builder_version=&#8221;3.25&#8243; custom_padding=&#8221;|||&#8221; global_colors_info=&#8221;{}&#8221; custom_padding__hover=&#8221;|||&#8221;][et_pb_text _builder_version=&#8221;4.14.8&#8243; text_font=&#8221;Raleway|800|||||||&#8221; text_font_size=&#8221;21vw&#8221; text_line_height=&#8221;0.8em&#8221; header_font=&#8221;||||||||&#8221; text_orientation=&#8221;right&#8221; background_layout=&#8221;dark&#8221; custom_margin=&#8221;-64px||-5.5vw|||&#8221; custom_margin_tablet=&#8221;&#8221; custom_margin_phone=&#8221;||-8vw|&#8221; custom_margin_last_edited=&#8221;on|desktop&#8221; animation_style=&#8221;slide&#8221; animation_direction=&#8221;bottom&#8221; animation_intensity_slide=&#8221;10%&#8221; animation_starting_opacity=&#8221;100%&#8221; text_font_size_tablet=&#8221;&#8221; text_font_size_phone=&#8221;&#8221; text_font_size_last_edited=&#8221;on|tablet&#8221; global_colors_info=&#8221;{}&#8221;]<\/p>\n<p>Speakers<\/p>\n<p>[\/et_pb_text][\/et_pb_column][\/et_pb_row][\/et_pb_section][et_pb_section fb_built=&#8221;1&#8243; custom_padding_last_edited=&#8221;off|desktop&#8221; admin_label=&#8221;Information Section&#8221; _builder_version=&#8221;4.14.8&#8243; background_color=&#8221;#FFFFFF&#8221; max_width=&#8221;100%&#8221; module_alignment=&#8221;right&#8221; custom_padding=&#8221;0px|0px|3px|0px|false|false&#8221; custom_padding_tablet=&#8221;||120px|&#8221; locked=&#8221;off&#8221; global_colors_info=&#8221;{}&#8221;][et_pb_row _builder_version=&#8221;4.14.8&#8243; _module_preset=&#8221;default&#8221; width_tablet=&#8221;&#8221; width_phone=&#8221;96%&#8221; width_last_edited=&#8221;on|phone&#8221; custom_padding=&#8221;0px|||||&#8221; link_option_url=&#8221;<\/p>\n<div id=%22buzzsprout-player-12521774%22><\/div>\n<p><script src=%22https:\/\/www.buzzsprout.com\/2042325\/12521774-rise-to-the-top-the-story-of-wow-bao-s-geoff-alexander.js?container_id=buzzsprout-player-12521774&#038;player=small%22 type=%22text\/javascript%22 charset=%22utf-8%22><\/script>&#8221; sticky_position=&#8221;top&#8221; global_colors_info=&#8221;{}&#8221;][et_pb_column type=&#8221;4_4&#8243; _builder_version=&#8221;4.14.8&#8243; _module_preset=&#8221;default&#8221; link_option_url=&#8221;<\/p>\n<div id=%22buzzsprout-player-12521774%22><\/div>\n<p><script src=%22https:\/\/www.buzzsprout.com\/2042325\/12521774-rise-to-the-top-the-story-of-wow-bao-s-geoff-alexander.js?container_id=buzzsprout-player-12521774&#038;player=small%22 type=%22text\/javascript%22 charset=%22utf-8%22><\/script>&#8221; global_colors_info=&#8221;{}&#8221;][et_pb_text _builder_version=&#8221;4.14.8&#8243; _module_preset=&#8221;default&#8221; sticky_position=&#8221;top&#8221; global_colors_info=&#8221;{}&#8221;]<\/p>\n<h1 id=\"audio\">Episode #57<\/h1>\n<p><script src=\"https:\/\/www.buzzsprout.com\/2042325\/episodes\/18384230-scaling-shrimpy-and-beyond-what-it-takes-to-grow-in-kuwait-with-khaled-naga.js?container_id=buzzsprout-player-18384230&#038;player=small\" type=\"text\/javascript\" charset=\"utf-8\"><\/script>[\/et_pb_text][\/et_pb_column][\/et_pb_row][\/et_pb_section][et_pb_section fb_built=&#8221;1&#8243; custom_padding_last_edited=&#8221;off|desktop&#8221; admin_label=&#8221;Information Section&#8221; _builder_version=&#8221;4.14.8&#8243; max_width=&#8221;100%&#8221; module_alignment=&#8221;right&#8221; custom_padding=&#8221;14px|0px|54px|0px|false|false&#8221; custom_padding_tablet=&#8221;||120px|&#8221; locked=&#8221;off&#8221; global_colors_info=&#8221;{}&#8221;][et_pb_row _builder_version=&#8221;4.14.8&#8243; _module_preset=&#8221;default&#8221; width_tablet=&#8221;&#8221; width_phone=&#8221;96%&#8221; width_last_edited=&#8221;on|phone&#8221; custom_padding=&#8221;0px|||||&#8221; global_colors_info=&#8221;{}&#8221;][et_pb_column type=&#8221;4_4&#8243; _builder_version=&#8221;4.14.8&#8243; _module_preset=&#8221;default&#8221; global_colors_info=&#8221;{}&#8221;][et_pb_tabs active_tab_background_color=&#8221;#8300E9&#8243; inactive_tab_background_color=&#8221;#B3B3B3&#8243; active_tab_text_color=&#8221;#FFFFFF&#8221; _builder_version=&#8221;4.14.8&#8243; _module_preset=&#8221;default&#8221; tab_text_color=&#8221;#FFFFFF&#8221; tab_font=&#8221;Poppins||||||||&#8221; custom_margin=&#8221;0px||0px||true|false&#8221; custom_padding=&#8221;0px||0px||true|false&#8221; border_width_all=&#8221;0px&#8221; border_color_all=&#8221;#D6D6D6&#8243; border_style_all=&#8221;none&#8221; locked=&#8221;off&#8221; global_colors_info=&#8221;{}&#8221;][et_pb_tab title=&#8221;Description &#8221; _builder_version=&#8221;4.14.8&#8243; _module_preset=&#8221;default&#8221; body_text_color=&#8221;#6B6B6B&#8221; body_font_size=&#8221;18px&#8221; body_line_height=&#8221;1.8em&#8221; tab_font_size=&#8221;18px&#8221; tab_letter_spacing=&#8221;1px&#8221; tab_line_height=&#8221;2.3em&#8221; custom_padding=&#8221;40px||40px||true|false&#8221; global_colors_info=&#8221;{}&#8221;]<\/p>\n<p><span style=\"font-weight: 400;\">In this episode, Khaled Naga, CEO of Al-Thiqa Group Division, joins Ashish Tulsian for a grounded conversation on what it really takes to scale restaurant brands in Kuwait and the wider GCC. Khaled shares Al-Thiqa\u2019s journey of operating 57+ locations across Kuwait, expanding into markets like London and Qatar, and explains the operational shift from running global franchises to building homegrown brands from scratch.<\/span><\/p>\n<p><span style=\"font-weight: 400;\">They unpack how external forces shape unit economics, from sudden labor and regulatory changes to post-COVID demand swings and intense price competition. Khaled also highlights how Gen Z is changing both customer behavior and hiring, and why operators need teams that can adapt quickly as trends and platforms evolve.<\/span><\/p>\n<p><span style=\"font-weight: 400;\">The discussion shifts to practical leadership lessons, including building a culture where teams bring solutions, earning trust through consistency, and staying focused on execution while navigating constant volatility.<\/span><\/p>\n<p><b>Find us online:\u00a0<\/b><\/p>\n<p><b>Ashish Tulsian-<\/b><a href=\"https:\/\/www.linkedin.com\/in\/ashishtulsian\/\"> <b>LinkedIn<\/b><\/a><b>\u00a0<\/b><\/p>\n<p><b>Khaled Naga- <\/b><a href=\"https:\/\/www.linkedin.com\/in\/khaled-naga\/\"><b>LinkedIn<\/b><\/a> <\/p>\n<p>[\/et_pb_tab][et_pb_tab title=&#8221;Transcript&#8221; _builder_version=&#8221;4.14.8&#8243; _module_preset=&#8221;default&#8221; body_font_size=&#8221;18px&#8221; tab_font_size=&#8221;18px&#8221; tab_letter_spacing=&#8221;1px&#8221; custom_padding=&#8221;40px||40px||true|false&#8221; global_colors_info=&#8221;{}&#8221;]<\/p>\n<p><b>Ashish Tulsian:<\/b><\/p>\n<p><span style=\"font-weight: 400;\">So, well Khalid, welcome to Resrocast. I always feel that people in their right state of mind don&#8217;t enter restaurant industry. It&#8217;s an insane industry to operate in.<\/span><\/p>\n<p>&nbsp;<\/p>\n<p><b>Khaled Naga:\u00a0<\/b><\/p>\n<p><span style=\"font-weight: 400;\">I spent like four years in tourism in Egypt. And by end of 80s, things went wrong in tourism in Egypt because of some terrorist acts or whatever. So it was, I decided to change my career. It was a career shift.\u00a0<\/span><\/p>\n<p>&nbsp;<\/p>\n<p><b>Ashish Tulsian:<\/b><\/p>\n<p><span style=\"font-weight: 400;\">I&#8217;ve heard great things about culture at Americana, the training at Americana.<\/span><\/p>\n<p>&nbsp;<\/p>\n<p><b>Khaled Naga:\u00a0<\/b><\/p>\n<p><span style=\"font-weight: 400;\">We work always very hard on people to grow. You cannot stay that long in a company if you are not growing. I believe the biggest investment in Americana was not just to open more brands or to grow your brands, it&#8217;s to invest in people.<\/span><\/p>\n<p>&nbsp;<\/p>\n<p><b>Ashish Tulsian:<\/b><\/p>\n<p><span style=\"font-weight: 400;\">What were your early shocks or what were the early challenges?<\/span><\/p>\n<p>&nbsp;<\/p>\n<p><b>Khaled Naga:\u00a0<\/b><\/p>\n<p><span style=\"font-weight: 400;\">I believe always there is potential of doing a successful brand, home growth brand. But you need to be very careful. You need to study the market, what are, if there is a demand for that brand. F&amp;B is not an easy business to get in with.<\/span><\/p>\n<p>&nbsp;<\/p>\n<p><b>Ashish Tulsian:<\/b><\/p>\n<p><span style=\"font-weight: 400;\">It looks like the easiest.\u00a0<\/span><\/p>\n<p>&nbsp;<\/p>\n<p><b>Khaled Naga:\u00a0<\/b><\/p>\n<p><span style=\"font-weight: 400;\">It\u2019s not.\u00a0<\/span><\/p>\n<p>&nbsp;<\/p>\n<p><b>Ashish Tulsian:<\/b><\/p>\n<p><span style=\"font-weight: 400;\">Hi, welcome to Restrocast. Today, my guest on the pod is Mr. Khaled Naga, CEO, Al-Thiqa restaurant division. Khaled is one of those rare leaders who, while operating in an insanely difficult, tough, challenging industry like restaurants, not only compounded 33 years worth of experience, but somebody who consistently saw success while working hard for it, but also comes across as a leader who knows exactly where they are, what are they doing, are very content with all that they have done in life and have given an equal opportunity time to the family as well as to their work while having a successful career. With 25 years at iconic restaurant company like Americana and last seven, eight years of building Al-Thiqa, I think Khaled&#8217;s conversation is one which is really free-flowing, but something that you take a lot of inspiration from. Stay tuned. Welcome to Restrocast. So, Khaled, welcome to Restrocast.<\/span><\/p>\n<p>&nbsp;<\/p>\n<p><b>Khaled Naga:\u00a0<\/b><\/p>\n<p><span style=\"font-weight: 400;\">Thank you, Ashish. My pleasure. And thank you again for inviting me for that podcast. And my pleasure to be with you today.<\/span><\/p>\n<p>&nbsp;<\/p>\n<p><b>Ashish Tulsian:<\/b><\/p>\n<p><span style=\"font-weight: 400;\">Thank you. And you&#8217;re a veteran in restaurant, in F&amp;B play. With all the accolades and stars under your belt, I know that it&#8217;s a struggle to see where to start from. But let&#8217;s start by with your introduction today. What is it that you&#8217;re doing today at Al-Thiqa?<\/span><\/p>\n<p>&nbsp;<\/p>\n<p><b>Khaled Naga:\u00a0<\/b><\/p>\n<p><span style=\"font-weight: 400;\">I&#8217;m the CEO of the company, and we are owning and operating our own local brands, more than 57 locations in Kuwait. And out of Kuwait, we have locations in London and Qatar. It&#8217;s basically diversified between casual dining, coffee shop and QSR. Of course, the bigger or the core brand is Shrimpy. Shrimpy is the biggest or maybe the only successful QSR seafood brand in the Middle East. And it was the core of the company from Shrimpy. We started to have more brands and more restaurants. We have like almost 1,200 employees. We are not in the phase of growing that much abroad. As far as you know, there are a lot of challenges now in the area and Middle East. Our first expansion was Qatar. Before we were in Dubai and Lebanon. Now we were in Qatar, in London. We had our coffee shop, TomTom coffee shop. And this was a British company that we acquired. And a couple of months ago, we opened HBR. HBR is our own brand. Which is a burger, smash burger brand.\u00a0<\/span><\/p>\n<p>&nbsp;<\/p>\n<p><b>Ashish Tulsian:<\/b><\/p>\n<p><span style=\"font-weight: 400;\">That\u2019s in Kuwait?<\/span><\/p>\n<p>&nbsp;<\/p>\n<p><b>Khaled Naga:\u00a0<\/b><\/p>\n<p><span style=\"font-weight: 400;\">That is, yeah, it started in Kuwait and now is in London.<\/span><\/p>\n<p>&nbsp;<\/p>\n<p><b>Ashish Tulsian:<\/b><\/p>\n<p><span style=\"font-weight: 400;\">Yeah.<\/span><\/p>\n<p>&nbsp;<\/p>\n<p><b>Ashish Tulsian:<\/b><\/p>\n<p><span style=\"font-weight: 400;\">Got it. That&#8217;s awesome. I always feel that people in their right state of mind don&#8217;t enter restaurant industry. It&#8217;s an insane industry to operate in. Insane working hours, you know, insanity all around. And it only looks sane to people who love it. So you need a lot of passion and you need a lot of love for the service industry or for this industry to be a part of it. I think that most of the people fall into it. They don&#8217;t really gun for it. They don&#8217;t really say, hey, I&#8217;m going there. What&#8217;s your story? How did you land up in this industry?\u00a0<\/span><\/p>\n<p>&nbsp;<\/p>\n<p><b>Khaled Naga:\u00a0<\/b><\/p>\n<p><span style=\"font-weight: 400;\">Actually, after I finished my university, I started in tourism, which is hospitality. And I spent like four years in tourism in Egypt. And by end of 80s, things went wrong in tourism in Egypt because of some terrorist acts or whatever. So it was, I decided to change my career. It was a career shift. And I got an offer to work in restaurants in Kuwait.<\/span><\/p>\n<p><span style=\"font-weight: 400;\">It was that time living in Egypt. And I didn&#8217;t know anything about restaurants, more than going to eat in a restaurant. So I started in a restaurant. I was a restaurant manager and in Hardee&#8217;s brand, by the way. And that is&#8230;<\/span><\/p>\n<p>&nbsp;<\/p>\n<p><b>Ashish Tulsian:<\/b><\/p>\n<p><span style=\"font-weight: 400;\">Was that Americana at that time?<\/span><\/p>\n<p>&nbsp;<\/p>\n<p><b>Khaled Naga:\u00a0<\/b><\/p>\n<p><span style=\"font-weight: 400;\">Yes, yes. Like maybe 80% of my life is Americana.\u00a0<\/span><\/p>\n<p>&nbsp;<\/p>\n<p><b>Ashish Tulsian:<\/b><\/p>\n<p><span style=\"font-weight: 400;\">Wow.<\/span><\/p>\n<p>&nbsp;<\/p>\n<p><b>Khaled Naga:\u00a0<\/b><\/p>\n<p><span style=\"font-weight: 400;\">Yeah. And at that time I came to Kuwait and Americana was the pioneer and the market leader in Kuwait. We opened the first drive-thru in Kuwait, which was Hardee&#8217;s. It was the first drive-thru in the Middle East, by the way, back in 92, 93. And from there, I started to be engaged with F&amp;B. And the engagement of F&amp;B, and I totally agree with you, you need to have a lot of passion. It&#8217;s not about food, only food. It&#8217;s about people. It&#8217;s all about people.<\/span><\/p>\n<p><span style=\"font-weight: 400;\">I remember when we started, when I started working in F&amp;B, we&#8217;re talking too much about restaurants and food and menu. And little by little, we started to call it hospitality industry, not restaurant or F&amp;B industry. No, it is hospitality industry, because we focus more about on hospitality and service. It&#8217;s not just about food. Food is a core, but it should be improved by service and hospitality. The last 20 years, we call it people industry, because that&#8217;s how we can build a brand.<\/span><\/p>\n<p><span style=\"font-weight: 400;\">That&#8217;s how we can grow a brand, can grow any business, is people. So, I totally agree with you, it needs a lot of passion. But it&#8217;s a passion that you gain through the time. Some people, they jump in because they love food. This doesn&#8217;t mean that they will be successful. You need to understand that any F&amp;B business is built around people.<\/span><\/p>\n<p>&nbsp;<\/p>\n<p><b>Ashish Tulsian:<\/b><\/p>\n<p><span style=\"font-weight: 400;\">And it&#8217;s a tough business.<\/span><\/p>\n<p>&nbsp;<\/p>\n<p><b>Khaled Naga:\u00a0<\/b><\/p>\n<p><span style=\"font-weight: 400;\">It is, it is really tough. i will tell you something. Whomever asking me, look, I spent like almost 35 years in F&amp;B. So people, they always ask me, okay, after you retire, which restaurant you will open? No more restaurants, no more. Maybe I will shift career or I will do anything else. No more restaurants.<\/span><\/p>\n<p>&nbsp;<\/p>\n<p><b>Ashish Tulsian:<\/b><\/p>\n<p><span style=\"font-weight: 400;\">If I still have a restaurant, then I&#8217;m not retired.<\/span><\/p>\n<p>&nbsp;<\/p>\n<p><b>Khaled Naga:\u00a0<\/b><\/p>\n<p><span style=\"font-weight: 400;\">No, no, no, exactly. So yes, the beauty of the restaurant or F&amp;B in general, that you have cash every day. It&#8217;s not like retail that you pay or you get your money after 90. No, every day you have cash. You get to know people, you get to know the consumer behavior. It&#8217;s a lot of fun, by the way, if you enjoy it.<\/span><\/p>\n<p><span style=\"font-weight: 400;\">However, it&#8217;s the highest number of transactions. When I was working in Americana, we&#8217;re making billions of transactions per year. Even for Al-Thiqa-na, which is not, it&#8217;s a medium-sized company. We&#8217;re making 100,000 transactions per year. Every transaction has a story. It has customer that he likes it, he doesn&#8217;t like it. And again, every transaction is made by people. So the people impact on that business is too high. Potential of having problem or happiness or something good, something bad to happen, challenges in the business. For the 32 years, we have been facing multiple challenges. I still remember mad cow disease in maybe early 90s or mid 90s. And then bird flu. And then, I don&#8217;t know, one worm in the chicken that goes viral on internet. And then boycott. So every day and price increase.<\/span><\/p>\n<p><span style=\"font-weight: 400;\">And this is the problem of working in F&amp;B, that the changes and the challenges are too high. Saudi Arabia, for example, it&#8217;s big in term of population. F&amp;B always depends on volume, on population. So I believe by end of 2016 or maybe 2016, they changed rules for labor and the charge of labor. It has a very strong negative impact on business. Suddenly, between day and night, you find your labor cost jumps to 50% or to 60%. It&#8217;s damaging your bottom line. So always, if you are not ready for that type of challenges, so do not step in in F&amp;B. Because in F&amp;B, every day you have a new challenge.<\/span><\/p>\n<p>&nbsp;<\/p>\n<p><b>Ashish Tulsian:<\/b><\/p>\n<p><span style=\"font-weight: 400;\">That&#8217;s what is happening in California, US right now. US is going through it in a big way. And California is like, California has suddenly become such a bad place to run a restaurant purely because of wages. Minimum wages have just gone through the roof.<\/span><\/p>\n<p>&nbsp;<\/p>\n<p><b>Khaled Naga:\u00a0<\/b><\/p>\n<p><span style=\"font-weight: 400;\">The same happened in Canada now. People are not in favor of owning business now because of the cost of doing business. Cost is increasing and they cannot increase their selling price. Nobody will buy from you. So it&#8217;s a very hard equation that you have to manage.<\/span><\/p>\n<p>&nbsp;<\/p>\n<p><b>Ashish Tulsian:<\/b><\/p>\n<p><span style=\"font-weight: 400;\">So you landed in Kuwait at Hardee\u2019s.\u00a0<\/span><\/p>\n<p>&nbsp;<\/p>\n<p><b>Khaled Naga:\u00a0<\/b><\/p>\n<p><span style=\"font-weight: 400;\">Yes.\u00a0<\/span><\/p>\n<p>&nbsp;<\/p>\n<p><b>Ashish Tulsian:<\/b><\/p>\n<p><span style=\"font-weight: 400;\">You know, as a customer manager.\u00a0<\/span><\/p>\n<p>&nbsp;<\/p>\n<p><b>Khaled Naga:\u00a0<\/b><\/p>\n<p><span style=\"font-weight: 400;\">Yeah, I started from bottom.\u00a0<\/span><\/p>\n<p>&nbsp;<\/p>\n<p><b>Ashish Tulsian:<\/b><\/p>\n<p><span style=\"font-weight: 400;\">And that was 1992?\u00a0<\/span><\/p>\n<p>&nbsp;<\/p>\n<p><b>Khaled Naga:\u00a0<\/b><\/p>\n<p><span style=\"font-weight: 400;\">Yes.<\/span><\/p>\n<p>&nbsp;<\/p>\n<p><b>Ashish Tulsian:<\/b><\/p>\n<ol start=\"1992\">\n<li><span style=\"font-weight: 400;\"><\/span><\/li>\n<\/ol>\n<p>&nbsp;<\/p>\n<p><b>Khaled Naga:\u00a0<\/b><\/p>\n<ol start=\"1992\">\n<li><span style=\"font-weight: 400;\"> Yes.<\/span><\/li>\n<\/ol>\n<p>&nbsp;<\/p>\n<p><b>Ashish Tulsian:<\/b><\/p>\n<p><span style=\"font-weight: 400;\">These were the early days of Americana. And I think&#8230;<\/span><\/p>\n<p>&nbsp;<\/p>\n<p><b>Khaled Naga:\u00a0<\/b><\/p>\n<p><span style=\"font-weight: 400;\">Yeah, Americana was like 80s, late 70s, starting from 80s. But the biggest development happened in Americana. It was late 90s. From late 90s, we started to grow.<\/span><\/p>\n<p>&nbsp;<\/p>\n<p><b>Ashish Tulsian:<\/b><\/p>\n<p><span style=\"font-weight: 400;\">Yeah, this was the inflection point, the very near to the inflection point. And but I always heard that, I mean, Americana is like an institution. It&#8217;s like\u2026\u00a0<\/span><\/p>\n<p>&nbsp;<\/p>\n<p><b>Khaled Naga:\u00a0<\/b><\/p>\n<p><span style=\"font-weight: 400;\">It is.\u00a0<\/span><\/p>\n<p>&nbsp;<\/p>\n<p><b>Ashish Tulsian:<\/b><\/p>\n<p><span style=\"font-weight: 400;\">And with number of people that I meet in the industry today who are all ex-Americanas, it&#8217;s just phenomenal. Like, it&#8217;s really amazing to see that. But what I&#8217;ve heard is that America&#8230; I&#8217;ve heard great things about culture at Americana, the training at Americana, and also why people stuck and stuck for this long. What&#8217;s your story from 1992?<\/span><\/p>\n<p>&nbsp;<\/p>\n<p><b>Khaled Naga:\u00a0<\/b><\/p>\n<p><span style=\"font-weight: 400;\">It&#8217;s not stuck, by the way, it was stability. Americana was like home.\u00a0<\/span><\/p>\n<p>&nbsp;<\/p>\n<p><b>Ashish Tulsian:<\/b><\/p>\n<p><span style=\"font-weight: 400;\">Oh, no, I didn&#8217;t mean stuck in the bad way. Stuck means they decided to stay.<\/span><\/p>\n<p>&nbsp;<\/p>\n<p><b>Khaled Naga:\u00a0<\/b><\/p>\n<p><span style=\"font-weight: 400;\">Okay, decided to stay because we work always very hard on people to grow. You cannot stay that long in a company if you are not growing. I&#8217;m telling you, I started as a restaurant manager.And after 15 years, I became director of&#8230; GM of the Kuwait market. And then I moved to Dubai. It&#8217;s always&#8230; There is always a potential of growth. And the good thing of in Americana that days that we were learning. We&#8217;re making mistakes and we&#8217;re learning. You cannot learn without making mistakes. And the company was very tolerant. Very tolerant in the sense of as far as you learn from your mistakes, good. That is a learning. That is an investment in you. And that&#8217;s how we learn. We made mistakes and we learn from our mistakes and we correct it, we modify. The most important is do not repeat your mistakes.<\/span><\/p>\n<p><span style=\"font-weight: 400;\">And that means that you didn&#8217;t understand. So I believe the biggest investment in Americana was not just to open more brands or to grow your brands. It&#8217;s to invest in people. That&#8217;s why we&#8217;re always feeling home. We&#8217;re feeling big stability. And because we knew always that tomorrow is better in the company. That&#8217;s our home that we will grow. Because we saw our&#8230; The people that we learn from them, where they are and where they were before. And how and as well, our team, they see us as well. From where we came and where are we now.<\/span><\/p>\n<p>&nbsp;<\/p>\n<p><b>Ashish Tulsian:<\/b><\/p>\n<p><span style=\"font-weight: 400;\">How do you, I mean, I wonder, how do you institutionalize that level of feeling? What you said that so far you learn from your mistakes and you don&#8217;t make, you don&#8217;t repeat them again and again. You&#8217;re fine. At a large outfit like Americana, how do you percolate that through ranks? It is one thing for the top leadership to say that or do that. It is altogether a different thing for probably 10 levels down for it to be applied. Because who will decide whether the mistake was big or not? How does that happen?<\/span><\/p>\n<p>&nbsp;<\/p>\n<p><b>Khaled Naga:\u00a0<\/b><\/p>\n<p><span style=\"font-weight: 400;\">With the system, if you have, I&#8217;m not talking about perfect system, but you have the proper SOPs, the proper system, that close gaps. But that&#8217;s why I&#8217;m telling you that we learn from our mistake. Sometimes mistakes will teach you that there is something, something and an issue in that area. So you will work on it, how to correct it with like technical issue or people behavior issue or something that you can correct in your system. So you make, we had a strong system by the way. Americana, we had a strong financial system, control system that everybody is respecting. And we share experience. We used to share experience. We used to gather or to explain to our people and to share our experience with our markets.<\/span><\/p>\n<p><span style=\"font-weight: 400;\">If any problem happens, like as I was telling you, for example, that we met a lot of challenges. Every time we face a challenge, we are at the end human being that we can think different. So sometimes management level would think of solution, other market would think of other solution.<\/span><\/p>\n<p><span style=\"font-weight: 400;\">So this is what we do. We share practices and what was the best solution. And then so what, when it will happen again, then we know what is the correct answer or what is the correct solution for that.<\/span><\/p>\n<p>&nbsp;<\/p>\n<p><b>Ashish Tulsian:<\/b><\/p>\n<p><span style=\"font-weight: 400;\">So you&#8217;re saying that Americana created, built a atmosphere and culture of that you&#8217;re not threatened by admitting your mistake or discussing\u2026.<\/span><\/p>\n<p>&nbsp;<\/p>\n<p><b>Khaled Naga:\u00a0<\/b><\/p>\n<p><span style=\"font-weight: 400;\">The opposite. The opposite.<\/span><\/p>\n<p>&nbsp;<\/p>\n<p><b>Ashish Tulsian:<\/b><\/p>\n<p><span style=\"font-weight: 400;\">But that&#8217;s very healthy. And that&#8217;s quite inspirational. I mean,\u00a0<\/span><\/p>\n<p>&nbsp;<\/p>\n<p><b>Khaled Naga:\u00a0<\/b><\/p>\n<p><span style=\"font-weight: 400;\">yeah, that&#8217;s why it grew. It was one company that was sold with $6 billion seven or eight years ago. And at that time, Americana does not own any assets more than maybe five or six buildings. And we don&#8217;t own brands. We didn&#8217;t own brands. We didn&#8217;t own, it&#8217;s all franchise. All our locations are rented locations. So we don&#8217;t have really assets more than some factories and some business building. So a company to be sold for $6 billion, that means something.<\/span><\/p>\n<p>&nbsp;<\/p>\n<p><b>Ashish Tulsian:<\/b><\/p>\n<p><span style=\"font-weight: 400;\">Yeah, that really means something. That&#8217;s true. So over from, till when were you with Americana?<\/span><\/p>\n<p>&nbsp;<\/p>\n<p><b>Khaled Naga:\u00a0<\/b><\/p>\n<p><span style=\"font-weight: 400;\">Till 2018.\u00a0<\/span><\/p>\n<p>&nbsp;<\/p>\n<p><b>Ashish Tulsian:<\/b><\/p>\n<p><span style=\"font-weight: 400;\">Ohh, 2018?\u00a0<\/span><\/p>\n<p>&nbsp;<\/p>\n<p><b>Khaled Naga:\u00a0<\/b><\/p>\n<p><span style=\"font-weight: 400;\">End of 2017.\u00a0<\/span><\/p>\n<p>&nbsp;<\/p>\n<p><b>Ashish Tulsian:<\/b><\/p>\n<ol start=\"2017\">\n<li><span style=\"font-weight: 400;\"> So from 92 to 2017, that&#8217;s almost, that&#8217;s 25 years.\u00a0<\/span><\/li>\n<\/ol>\n<p>&nbsp;<\/p>\n<p><b>Khaled Naga:\u00a0<\/b><\/p>\n<p><span style=\"font-weight: 400;\">Yes.<\/span><\/p>\n<p>&nbsp;<\/p>\n<p><b>Ashish Tulsian:<\/b><\/p>\n<p><span style=\"font-weight: 400;\">Wow.\u00a0 And 2017, you came out of Americana as a GM for Kuwait or?<\/span><\/p>\n<p>&nbsp;<\/p>\n<p><b>Khaled Naga:\u00a0<\/b><\/p>\n<p><span style=\"font-weight: 400;\">No, no, no. I was, before leaving Americana, I moved to Dubai as a regional director for KFC, UAE and Qatar, Bahrain and Oman. And then when I left Americana, I came back to Kuwait. So I spent like a year in Dubai.\u00a0<\/span><\/p>\n<p>&nbsp;<\/p>\n<p><b>Ashish Tulsian:<\/b><\/p>\n<p><span style=\"font-weight: 400;\">Okay. So, and this was post acquisition?<\/span><\/p>\n<p>&nbsp;<\/p>\n<p><b>Khaled Naga:\u00a0<\/b><\/p>\n<p><span style=\"font-weight: 400;\">Yes. Post acquisition. Yes. Yeah. Before that, I was, I used to be the GM for five years in Kuwait.\u00a0<\/span><\/p>\n<p>&nbsp;<\/p>\n<p><b>Ashish Tulsian:<\/b><\/p>\n<p><span style=\"font-weight: 400;\">And Kuwait remained like a big market?<\/span><\/p>\n<p>&nbsp;<\/p>\n<p><b>Khaled Naga:\u00a0<\/b><\/p>\n<p><span style=\"font-weight: 400;\">Definitely. Yes. Yes. It&#8217;s not big in population. It&#8217;s not big in number of restaurants. But as a contributor to the revenues.<\/span><\/p>\n<p>&nbsp;<\/p>\n<p><b>Ashish Tulsian:<\/b><\/p>\n<p><span style=\"font-weight: 400;\">Highest EBITDA contributor.\u00a0<\/span><\/p>\n<p>&nbsp;<\/p>\n<p><b>Khaled Naga:\u00a0<\/b><\/p>\n<p><span style=\"font-weight: 400;\">Oh, how do you know that?<\/span><\/p>\n<p>&nbsp;<\/p>\n<p><b>Ashish Tulsian:<\/b><\/p>\n<p><span style=\"font-weight: 400;\">I know that.<\/span><\/p>\n<p>&nbsp;<\/p>\n<p><b>Khaled Naga:\u00a0<\/b><\/p>\n<p><span style=\"font-weight: 400;\">It was one of the, yes. It was one of the highest EBITDA in Americana in general.\u00a0<\/span><\/p>\n<p>&nbsp;<\/p>\n<p><b>Ashish Tulsian:<\/b><\/p>\n<p><span style=\"font-weight: 400;\">I know a little bit about the market.<\/span><\/p>\n<p>&nbsp;<\/p>\n<p><b>Khaled Naga:\u00a0<\/b><\/p>\n<p><span style=\"font-weight: 400;\">Okay.\u00a0<\/span><\/p>\n<p>&nbsp;<\/p>\n<p><b>Ashish Tulsian:<\/b><\/p>\n<p><span style=\"font-weight: 400;\">But that is, that is, but that is a fabulous, that is a fabulous, fabulous journey. I know that you pack a lot in that, but you know, what after 2017? What happened then?<\/span><\/p>\n<p>&nbsp;<\/p>\n<p><b>Khaled Naga:\u00a0<\/b><\/p>\n<p><span style=\"font-weight: 400;\">I came, I joined Al-Thiqa. Al-Thiqa is owned by the son of the old owner of Americana. He&#8217;s Mr. Bader Al-Kharafi.\u00a0<\/span><\/p>\n<p>&nbsp;<\/p>\n<p><b>Ashish Tulsian:<\/b><\/p>\n<p><span style=\"font-weight: 400;\">Oh, wow.\u00a0<\/span><\/p>\n<p>&nbsp;<\/p>\n<p><b>Khaled Naga:\u00a0<\/b><\/p>\n<p><span style=\"font-weight: 400;\">And he&#8217;s, he started to create another company that will be very soon, Inshallah, something like Americana. He has the vision to build another Americana.<\/span><\/p>\n<p>&nbsp;<\/p>\n<p><b>Ashish Tulsian:<\/b><\/p>\n<p><span style=\"font-weight: 400;\">That is amazing. Because, see, I&#8217;ll tell you Khaled, I was last speaking with Sherif Al Sherid of Olayan.<\/span><\/p>\n<p>&nbsp;<\/p>\n<p><b>Khaled Naga:\u00a0<\/b><\/p>\n<p><span style=\"font-weight: 400;\">Yeah. He used to be my boss, by the way.<\/span><\/p>\n<p>&nbsp;<\/p>\n<p><b>Ashish Tulsian:<\/b><\/p>\n<p><span style=\"font-weight: 400;\">Oh, wow. So, you know, shout out to Sherif. We were speaking about Americana and his days in Americana. And I think I have received one of the most, you know, intense, passionate, emotional and happy explanation of what Americana and its, you know, its owners, the creators, the founders stood for. So I think I told Sherif that all the respect that I have for Americana, you know, in my head comes from his explanations of Americana. Apart from the fact, optically, of course, Americana does not need my validation. It&#8217;s a great company. It&#8217;s a big company. It&#8217;s a behemoth. But, you know, for the culture, I think what I heard, what I learned from Sharif was too phenomenal and very, very inspirational for me as an entrepreneur who really cares about my people and culture. So for me, there were a lot of details which were like, oh, wow, this is worth emulating and worth thinking about that how to do this.<\/span><\/p>\n<p>&nbsp;<\/p>\n<p><b>Khaled Naga:\u00a0<\/b><\/p>\n<p><span style=\"font-weight: 400;\">Sherif also was one of the legends, his legend. And he was one of the people that had a great contribution to Americana. He expanded many markets and especially brands like KFC and Pizza Hut. He was one of the people that gives a lot, gave a lot of support to these brands. And they are leading brands, actually. Even now that there is a lot of brands came, local brands and even international brands, but still KFC and Pizza Hut are still the.<\/span><\/p>\n<p>&nbsp;<\/p>\n<p><b>Ashish Tulsian:<\/b><\/p>\n<p><span style=\"font-weight: 400;\">And how, I mean, so I&#8217;m really glad to know that Al-Thiqa is owned by the family, you know, the same founders. How has been last seven, eight years building Al-Thiqa? So at what point did you start with them?<\/span><\/p>\n<p>&nbsp;<\/p>\n<p><b>Khaled Naga:\u00a0<\/b><\/p>\n<p><span style=\"font-weight: 400;\">And I will tell you something. It was somehow difficult for me. Moving from one company dealing with franchise and we had with very, how we call it, complete system and a strong support from franchisor and from starting from the design for the restaurants and menu and the SOPs, everything. And then moving to one local company, building local brands. That was very tough. It was not that easy. Of course, I used my experience to help the company growing and to put the company on the right track on how to develop the brands or to realize the vision that the owner wants to have it. And it was challenging. Beside other challenges like the COVID plus the boycott, even let me tell you something, boycott was in favor for us..<\/span><\/p>\n<p>&nbsp;<\/p>\n<p><b>Ashish Tulsian:<\/b><\/p>\n<p><span style=\"font-weight: 400;\">Must be in favour? Yeah.\u00a0<\/span><\/p>\n<p>&nbsp;<\/p>\n<p><b>Khaled Naga:\u00a0<\/b><\/p>\n<p><span style=\"font-weight: 400;\">Because no, no, we did great after COVID. Because after people were enclosed for a long time, they went out to the restaurants like they never saw restaurants before. Yeah, and when happened the boycott, we saw tremendous growth in our sales and profits and transactions. But what happened after that, it was shocking for us that franchisor, they moved in order to overcome the impact of the boycott. They reduced their prices. So we got into price war. I never saw it in my life.<\/span><\/p>\n<p><span style=\"font-weight: 400;\">During my 25 years or 30 years, whether in Americana or Al-Thiqa, I never in my life saw that price war, especially in Kuwait. So it was in favor for the customer, of course. And we had to be like thinking out of the box, how to overcome this price war. And you have to come up with a solution also not to damage your bottom line, because you go lower with your price, the franchisor, they might sacrifice some of their cash in order to sustain their business and to continue operating. But for us, we cannot continue operating. And that&#8217;s why it was a lot of businesses, they were not complaining, but they end up closing even because of that damage.<\/span><\/p>\n<p>&nbsp;<\/p>\n<p><b>Ashish Tulsian:<\/b><\/p>\n<p><span style=\"font-weight: 400;\">So you mentioned a very important point that coming from, you know, 25 years plus of and you&#8217;re almost your entire year with structured brands, franchisor driven, well planned, very predictable in terms of how to do and what to do SOPs. And building your own brands is a different beast. What were some of the things that really like if, you know, today, a restauranteur or an entrepreneur comes to you and asks about whether to take a global brands franchisee into the market, or whether to build their own brand.<\/span><\/p>\n<p><span style=\"font-weight: 400;\">Generally, people, you know, talk about this topic in a very lame, or at times very irresponsible way. They talk about it from the reference lens of, oh, why should we give royalties to somebody else? But that&#8217;s a very oversimplified, you know, way. You being veteran in both, what were your early shocks? Or what were the early challenges that you will tell somebody today that, hey, you know what, if you build your own brand, this is what you&#8217;re going to face?<\/span><\/p>\n<p>&nbsp;<\/p>\n<p><b>Khaled Naga:\u00a0<\/b><\/p>\n<p><span style=\"font-weight: 400;\">It is difficult, does not apply. There is no like a simple answer for that question. Because there are pros and cons for each of these decisions.\u00a0<\/span><\/p>\n<p>&nbsp;<\/p>\n<p><b>Ashish Tulsian:<\/b><\/p>\n<p><span style=\"font-weight: 400;\">Let&#8217;s hear both.\u00a0<\/span><\/p>\n<p>&nbsp;<\/p>\n<p><b>Khaled Naga:\u00a0<\/b><\/p>\n<p><span style=\"font-weight: 400;\">For example, if you get the franchise, franchises, they give you everything. Yes, they take royalty, they take franchise fee. They charge you even for marketing. But they do everything for you. You get the knowledge, you get, sometimes you get the brand name as well. It&#8217;s an equity as well. Like, for example, when we, when Americana brought KFC and Hardee&#8217;s and TGI Friday&#8217;s to Kuwait, they were strong names. So people, they were waiting for these names. If you open any fried chicken, it will not do the same success as KFC. However, on the other side, there is always less flexibility with franchisor. Franchisor, they have a system that you have to follow. They have criteria. They have, even when you select a location, they might have an input or something to say about the location they select. You have more free hand on your own brand if you want to create your own brand. However, for both ways, you need to study very well. It&#8217;s very sophisticated. You need to study the market.<\/span><\/p>\n<p><span style=\"font-weight: 400;\">You need to study what are the needs for the market. Do the market need more burgers, more chicken, more fried chicken, more grilled chicken? Why should I go for a brand or Italian cuisine restaurant if there is no need for that in the market? There is no demand. I believe always there is potential of doing a successful brand, home growth brand. But you need to be very careful. You need to study the market, if there is a demand for that brand. And what a lot of people lack is the knowledge. You need to have the knowledge as well. F&amp;B is not an easy business to get in with.<\/span><\/p>\n<p>&nbsp;<\/p>\n<p><b>Ashish Tulsian:<\/b><\/p>\n<p><span style=\"font-weight: 400;\">But it looks like the easiest business for you.<\/span><\/p>\n<p>&nbsp;<\/p>\n<p><b>Khaled Naga:\u00a0<\/b><\/p>\n<p><span style=\"font-weight: 400;\">It&#8217;s not, it&#8217;s very complicated. Because it&#8217;s like building puzzles. It&#8217;s between your people, how you will train your people, from where the knowledge, you will get the knowledge. Yes, you will hire one strong chef. OK, your location, do you think that you will find it easily? Or do you find a prime location easily to compete with other restaurants?<\/span><\/p>\n<p><span style=\"font-weight: 400;\">Cost of doing business, your raw materials to supply chain, it&#8217;s very sophisticated business. You need to have a lot of passion, a lot of money. Because F&amp;B does not make money from the first year. You need to have, you need to be very patient. Because F&amp;B is not a business that you open and you make money, no. You open and you wait until you start people to know you and to understand the business, to understand your trade zone. Then it could pass maybe two or three years. And you need to know how to position your brand. Brand positioning is very difficult, by the way. You want to play in the QSR league, you want to play&#8230;<\/span><\/p>\n<p>&nbsp;<\/p>\n<p><b>Ashish Tulsian:<\/b><\/p>\n<p><span style=\"font-weight: 400;\">Which in case of franchising, it is already sorted.<\/span><\/p>\n<p>&nbsp;<\/p>\n<p><b>Khaled Naga:\u00a0<\/b><\/p>\n<p><span style=\"font-weight: 400;\">Exactly, in franchise, they will tell you, this is our brand, this is a brand position, this is how much you spend in marketing. It&#8217;s very clear, crystal clear. If you build your brand, no, you need to know all of that to answer this question. And it&#8217;s all about studying and understanding. And you need to know as well, is your business could be scalable? Because most of entrepreneurs now, they always think that I will open a restaurant and then I will franchise it or I will sell it.<\/span><\/p>\n<p><span style=\"font-weight: 400;\">I will grow it to five, 10, 20 locations and then I will sell it. I&#8217;ll make a profit gain after five years because of the size of the company. Okay, so you need to know, is it scalable or you cannot open more than two restaurants and that&#8217;s it. So it&#8217;s a lot of studies. You need to study very well, market study, business study, and to ask people as well.<\/span><\/p>\n<p>&nbsp;<\/p>\n<p><b>Ashish Tulsian:<\/b><\/p>\n<p><span style=\"font-weight: 400;\">And you are saying this, I can&#8217;t stress on this enough, you are saying this because you moved from a structure to unstructured per se. I mean, from a brand positioning and business perspective, how much of this heavy lifting you had to do from 2018 to 2017, 18, 19?<\/span><\/p>\n<p>&nbsp;<\/p>\n<p><b>Khaled Naga:\u00a0<\/b><\/p>\n<p><span style=\"font-weight: 400;\">A lot, a lot, but of course with the amount of experience I had, it was not easy, it&#8217;s easier. Again, even in big companies, we might make mistakes in opening restaurants and it makes losses because we didn&#8217;t study it very well because we make feasibility study for a new restaurant, we make a lot of study, but again, it&#8217;s all about reducing the risk. The risk is always there. But with the experience we gain, I was working with different franchise or many brands, many categories, even like type of brands, QSR, casual dining, ice cream, coffee shops. So we got to know this was helping me to reduce the risk, not to avoid the risk. So it was a great help, of course. And again, I could not do this without a strong team. I started by having or select my team. Selecting a team is a key in building a company.<\/span><\/p>\n<p>&nbsp;<\/p>\n<p><b>Ashish Tulsian:<\/b><\/p>\n<p><span style=\"font-weight: 400;\">Absolutely. Khaled, what was, you came from, again, 25 years in a large structured outfit where responsibilities are there, but the burden of the final burden of the responsibility stays with somebody else in a pyramid, in a hierarchy. And you joined Al-Thiqa as somebody who&#8217;s now certainly responsible for, you&#8217;re at the top.<\/span><\/p>\n<p>&nbsp;<\/p>\n<p><b>Khaled Naga:\u00a0<\/b><\/p>\n<p><span style=\"font-weight: 400;\">Not on the top, top, but-\u00a0<\/span><\/p>\n<p>&nbsp;<\/p>\n<p><b>Ashish Tulsian:<\/b><\/p>\n<p><span style=\"font-weight: 400;\">Yeah, technically, I mean, you&#8217;re- Of course,\u00a0<\/span><\/p>\n<p>&nbsp;<\/p>\n<p><b>Khaled Naga:\u00a0<\/b><\/p>\n<p><span style=\"font-weight: 400;\">I&#8217;m responsible for all my team.<\/span><\/p>\n<p>&nbsp;<\/p>\n<p><b>Ashish Tulsian:<\/b><\/p>\n<p><span style=\"font-weight: 400;\">Correct, yes. And I think you&#8217;re responsible for the organization. I mean, Pond is always there, but what changed? How did, what was that journey for you internally, personally, where your responsibilities and your, with your designation and with, though it was a smaller outfit as compared, but the responsibilities were probably five X more. Or was it, or was it not?<\/span><\/p>\n<p>&nbsp;<\/p>\n<p><b>Khaled Naga:\u00a0<\/b><\/p>\n<p><span style=\"font-weight: 400;\">It was definitely more responsibility because growing in a company like Americana, you grow with a lot of arms and army.\u00a0<\/span><\/p>\n<p>&nbsp;<\/p>\n<p><b>Ashish Tulsian:<\/b><\/p>\n<p><span style=\"font-weight: 400;\">You have buy and seek.\u00a0<\/span><\/p>\n<p>&nbsp;<\/p>\n<p><b>Khaled Naga:\u00a0<\/b><\/p>\n<p><span style=\"font-weight: 400;\">Yeah, exactly. So even your team, we have a type of synergy between functions and we had like the, even marketing. It&#8217;s not just the marketing, my marketing team, marketing team, they always get feedback or support from other marketing teams from a franchisor, from the head office. It&#8217;s totally different in the case of Al-Thiqa, where we have to build everything on our own.<\/span><\/p>\n<p><span style=\"font-weight: 400;\">So I&#8217;m responsible for creating all of this kind of synergy between functions, creating, improving the skills of my team and helping them as well to understand that we need to grow together. Yeah, that is the biggest difference.<\/span><\/p>\n<p>&nbsp;<\/p>\n<p><b>Ashish Tulsian:<\/b><\/p>\n<p><span style=\"font-weight: 400;\">But for you personally, what part was challenging? Where did you feel that, or did you even feel that you were, you also needed to grow internally in these shoes? Of course, I had a lot of things, by the way.<\/span><\/p>\n<p>&nbsp;<\/p>\n<p><b>Khaled Naga:\u00a0<\/b><\/p>\n<p><span style=\"font-weight: 400;\">With all my experience in Americana, I had to learn new things in Al-Thiqa. In Americana, I was getting, for example, marketing support from franchisor. Everything was coming ready from them, just to execution. Recipes, new food news and new design. While in Al-Thiqa, we have to initiate everything locally. So even a sandwich, we have to create it ourself. I was not doing that in Americana. It was very challenging. And now I&#8217;m happy that I&#8217;m talking to you right now and I&#8217;m enjoying it. But if you could ask me five years ago, no, it was a big challenge. I was feeling like I&#8217;m starting over. Could you imagine after 25 years, I&#8217;m starting over?<\/span><\/p>\n<p><span style=\"font-weight: 400;\">So it was a big challenge moving from one structure company with franchise brands to one local with a great potential of growth with local brands. And this is your responsibility to grow this company and to be Americana one day.<\/span><\/p>\n<p>&nbsp;<\/p>\n<p><b>Ashish Tulsian:<\/b><\/p>\n<p><span style=\"font-weight: 400;\">But that&#8217;s a great- Great learning. Yeah, great ambition to carry as well. Khaled, tell me a little bit about family.<\/span><\/p>\n<p>&nbsp;<\/p>\n<p><b>Khaled Naga:\u00a0<\/b><\/p>\n<p><span style=\"font-weight: 400;\">My family, I am married since 1992, just six months before I come to Kuwait. I have beautiful wife and two beautiful girls. Both of them, they were born in Kuwait.\u00a0<\/span><\/p>\n<p>&nbsp;<\/p>\n<p><b>Ashish Tulsian:<\/b><\/p>\n<p><span style=\"font-weight: 400;\">What are their names?\u00a0<\/span><\/p>\n<p>&nbsp;<\/p>\n<p><b>Khaled Naga:\u00a0<\/b><\/p>\n<p><span style=\"font-weight: 400;\">Sherry and Layla. And they were both born in Kuwait and then we moved to Canada. They started the schools in Canada. And then they came, because I came back to Kuwait for work. And then they finished their universities in Canada, one in York University. Sherry finished her studies there. And Layla finished her study in Queen&#8217;s University in Kingston, as well in Canada. And now they are still here with me. Layla, she&#8217;s exploring her-\u00a0<\/span><\/p>\n<p>&nbsp;<\/p>\n<p><b>Ashish Tulsian:<\/b><\/p>\n<p><span style=\"font-weight: 400;\">They&#8217;re back in Kuwait?\u00a0<\/span><\/p>\n<p>&nbsp;<\/p>\n<p><b>Khaled Naga:\u00a0<\/b><\/p>\n<p><span style=\"font-weight: 400;\">So yeah, yeah. Yeah, they live with me. They have been always living with me and except the years of education in Canada for university. Layla is exploring new experience in Dubai. She has been there for maybe seven, eight months now. And Sherry, she&#8217;s here working in Kuwait. And my biggest support is my wife that she was always supporting me and building this family. And this is one of my biggest achievement, honestly, to have beautiful family and happy family and to see them growing. It&#8217;s a big achievement for me and my wife.<\/span><\/p>\n<p>&nbsp;<\/p>\n<p><b>Ashish Tulsian:<\/b><\/p>\n<p><span style=\"font-weight: 400;\">That is beautiful. And I think with the restaurant industry and operating in it with crazy hours that you put in, how do you look at the family side of that? Of course, family supported you very, very well. I can see and hear it. But your absence, how do you look at it? Do you want Sherry or Layla to ever get into the restaurant space?\u00a0<\/span><\/p>\n<p>&nbsp;<\/p>\n<p><b>Khaled Naga:\u00a0<\/b><\/p>\n<p><span style=\"font-weight: 400;\">No, don&#8217;t. No, never. That&#8217;s why I was telling you that my wife was the biggest support for me because yes, working in F&amp;B, especially my first years, it was very difficult to be with them all the time. I have been always with my kids. I have been watching them growing. I have been engaged with them. I know about their schools. I know about their teachers. But without my wife, she was giving me a lot of support. I could not do it alone, of course. But it is difficult. A lot of time, most of my time was dedicated to my work. But thanks God, they grow healthy, they grow. We grow in a family environment, healthy family environment. And that&#8217;s why I&#8217;m telling you, it&#8217;s the biggest achievement with all the challenges I faced in my life. Moving from here to Iraq. I spent one year in Iraq. Let&#8217;s go, guys. You gotta pack your stuff and we move. Moving from school.<\/span><\/p>\n<p>&nbsp;<\/p>\n<p><b>Ashish Tulsian:<\/b><\/p>\n<p><span style=\"font-weight: 400;\">Oh, with family?<\/span><\/p>\n<p>&nbsp;<\/p>\n<p><b>Khaled Naga:\u00a0<\/b><\/p>\n<p><span style=\"font-weight: 400;\">Yes, with family. Now that I&#8217;m telling you, we never split in our life. I had to take them to Iraq with me for one year. They have to change school. Then they have to come back and then changing another school. So a lot of sacrifices. But at the end, we are a happy family. Alhamdulillah.<\/span><\/p>\n<p>&nbsp;<\/p>\n<p><b>Ashish Tulsian:<\/b><\/p>\n<p><span style=\"font-weight: 400;\">That is beautiful. How do you learn? And I think for leaders, it&#8217;s very important to keep themselves nurtured. You&#8217;re continuously solving people&#8217;s problem. Everybody comes to you with problems, from your employees to partners, vendors, customers. Everybody wants you to solve their problems. But you need to remain enriched. You need to remain nourished. Do you follow? Like, how do you learn?<\/span><\/p>\n<p>&nbsp;<\/p>\n<p><b>Khaled Naga:\u00a0<\/b><\/p>\n<p><span style=\"font-weight: 400;\">Okay, something very important. I always do with my team. Not my customers. My team, whenever they come to me with problems, I tell them, don&#8217;t come to me with problems. Come to me with solutions. Think. Think of solutions. Give me options. I need to know how you think. And at the end, of course, I should give them the right solution. But I never let my people just depend on me. I&#8217;m a solution provider. No, I&#8217;m here to help you improve your way of thinking. I can give you the solution. I know how to solve it. But I want you to think how to solve your problem. And something also I learned that people, they have to trust you and respect you. They have to trust you. So whenever you tell them or you promise anything, you have to deliver. And it&#8217;s basically in everything. Whatever you promise, you need to deliver. This is something you are, what you can build the leadership in you with your team. Respect you. They will respect you for your knowledge. They will respect that you know. For me, when I see anything like needs improvement or anything wrong, I know what is wrong. It&#8217;s not something healthy for the business that a leader doesn&#8217;t know what is the problem. You need to know the problem. You need to share with your team solution for that problem. Then they will trust and respect you for your knowledge, for your impact on them, that you are giving them solution. You are improving their skills. You are improving their way of thinking.<\/span><\/p>\n<p>&nbsp;<\/p>\n<p><b>Ashish Tulsian:<\/b><\/p>\n<p><span style=\"font-weight: 400;\">Yeah, yeah, that&#8217;s very, very valid. But I think my, I mean, while this is like an amazing point, but that is how you nurture them. How do you nurture yourself? Do you read books? Do you hear podcasts? Do you talk to people? What&#8217;s your framework or structure of learning?<\/span><\/p>\n<p>&nbsp;<\/p>\n<p><b>Khaled Naga:\u00a0<\/b><\/p>\n<p><span style=\"font-weight: 400;\">Okay, reading, I was reading before, before internet, now on internet, you go, you collect a lot of data. Myself, I, of course it was a big help from the company as well. We were getting a lot of training, a lot of courses, but alone, I&#8217;m listening to people. I&#8217;m asking professionals or we got into debate about business, about sharing case studies. That&#8217;s how I nurture myself after reading, of course, about business during maybe the first 10 years in my career.<\/span><\/p>\n<p>&nbsp;<\/p>\n<p><b>Ashish Tulsian:<\/b><\/p>\n<p><span style=\"font-weight: 400;\">What&#8217;s, I know the, you know, there have been from COVID to political events, you know, whatever is happening in the region, but this is, these are all very momentarily. I mean, I&#8217;m sure the region has seen this multiple times over. But how&#8217;s the market in general, you know, from your eyes, I see that Kuwait is becoming extremely competitive market.<\/span><\/p>\n<p><span style=\"font-weight: 400;\">You know, not only a ton of restaurants are opening, it&#8217;s, you know, it&#8217;s hard that the population&#8217;s increasing. So that means pressure on the same population is there to run all the restaurants. How do you, what&#8217;s your outlook of the market today? What&#8217;s, I mean, Kuwait as well as GCC. And I&#8217;m saying, I&#8217;m asking this in the sense that, what is your thesis on Al-Thiqa&#8217;s expansion as well? I&#8217;m sure it will draw from the same point.<\/span><\/p>\n<p>&nbsp;<\/p>\n<p><b>Khaled Naga:\u00a0<\/b><\/p>\n<p><span style=\"font-weight: 400;\">Okay. Markets are still growing. I, if you could ask me this question, 20 years ago, I could tell you market are stagnant. That&#8217;s it. And you cannot grow.\u00a0<\/span><\/p>\n<p>&nbsp;<\/p>\n<p><b>Ashish Tulsian:<\/b><\/p>\n<p><span style=\"font-weight: 400;\">Oh, really?\u00a0<\/span><\/p>\n<p>&nbsp;<\/p>\n<p><b>Khaled Naga:\u00a0<\/b><\/p>\n<p><span style=\"font-weight: 400;\">Yes. But every year, no, the market is growing. People, they, especially when it comes to Kuwait, by the way, F&amp;B is only entertainment. There is no other way to. There&#8217;s no distraction. No, when you decide to go outside, you go to malls, you go to for shopping and restaurants. Despite the number of new brands are coming into the market, still a lot of potentials, even for the current brands to grow. I totally agree with you that the pie is still the same. The opposite, even operations are decreasing, not increasing. But it&#8217;s, it comes our role to open new windows of selling our brands, to open new restaurants in areas that were not there. Still, it&#8217;s still a lot of opportunities. I&#8217;m talking about Kuwait, Emirates is growing faster than Kuwait and Qatar, for example.<\/span><\/p>\n<p>&nbsp;<\/p>\n<p><b>Ashish Tulsian:<\/b><\/p>\n<p><span style=\"font-weight: 400;\">Every other country, yeah.<\/span><\/p>\n<p>&nbsp;<\/p>\n<p><b>Khaled Naga:\u00a0<\/b><\/p>\n<p><span style=\"font-weight: 400;\">Yeah, Saudi Arabia is having huge growth, but again, you will go to another problem, which is the cost of doing business. Yeah, for example, the Saudi Arabia, for example, it&#8217;s a huge market with huge population compared to Kuwait, Emirates. However, it&#8217;s a price sensitive market. The cost of doing business there is higher than Kuwait, Emirates. And that&#8217;s what makes a lot of business could be struggling. So some business, they open and they struggle and they shut down. And then other business, they will go to try to do the same mistake again without studying. Overall, I believe that if you follow a strategy, you understand your potentials, you know which brands you are working on to scale it up and to grow it with the proper feasibility study, then yes, you can grow.<\/span><\/p>\n<p>&nbsp;<\/p>\n<p><b>Ashish Tulsian:<\/b><\/p>\n<p><span style=\"font-weight: 400;\">So you still feel that the market locally has a lot of potential for existing restaurants to grow?\u00a0<\/span><\/p>\n<p>&nbsp;<\/p>\n<p><b>Khaled Naga:\u00a0<\/b><\/p>\n<p><span style=\"font-weight: 400;\">Of course, always yes, always there is potential.\u00a0<\/span><\/p>\n<p>&nbsp;<\/p>\n<p><b>Ashish Tulsian:<\/b><\/p>\n<p><span style=\"font-weight: 400;\">What&#8217;s with coffee here? I mean, the amount of coffee that is happening in Kuwait is insane. And I&#8217;m just asking you this from my own curiosity. We worked with a couple of coffee brands here who are doing, who are iconic and who are doing great. And when I see more and more coffee and more brands and coffee coming, I&#8217;m like, what am I missing? I mean, I come from outside, so I don&#8217;t know how much coffee is being consumed here. Is there space for more coffee?<\/span><\/p>\n<p>&nbsp;<\/p>\n<p><b>Khaled Naga:\u00a0<\/b><\/p>\n<p><span style=\"font-weight: 400;\">Well, 25 years ago, Kuwait was not a coffee city. It was the first Starbucks, I remember, they opened in 1995, six, maybe. And still people were not that addicting to coffee. But by time, Starbucks was growing and Costa and Second Cup and other brands, they came. But since 2017, the markets had changed dramatically. A lot of specialty coffee came to the market. A lot of small brands, even local brands, they came to the market with the specialty coffee, more expensive even than the commercial coffee like Starbucks, Second Cup.<\/span><\/p>\n<p>&nbsp;<\/p>\n<p><b>Ashish Tulsian:<\/b><\/p>\n<p><span style=\"font-weight: 400;\">Yeah, single origin coffee and, you know.<\/span><\/p>\n<p>&nbsp;<\/p>\n<p><b>Khaled Naga:\u00a0<\/b><\/p>\n<p><span style=\"font-weight: 400;\">Yeah. However, it&#8217;s about the experience. It&#8217;s about the environment. It&#8217;s about how close is this brand to you? Not emotionally, but how close as near to your office, near to your home. So it&#8217;s about how can you scale it in order to be easy to arrive to the coffee. And this was- Accessibility. Accessibility, exactly. Accessibility is very important because you cannot be drinking Costa in the morning and in the evening, you drink Second Cup or Arabica. No, unless you know your coffee. So you want to find it everywhere. And that&#8217;s what&#8217;s happening in Kuwait. You find many brands and everywhere.<\/span><\/p>\n<p>&nbsp;<\/p>\n<p><b>Ashish Tulsian:<\/b><\/p>\n<p><span style=\"font-weight: 400;\">Yeah, I saw. I mean, we work with Caribou Coffee here. They just opened their 100th store and we&#8217;re doing phenomenally well and they feel that. And they&#8217;re going on. I mean, I don&#8217;t know what&#8217;s the target, but I mean, I see that they&#8217;re going on. So while I happily see that, I also wonder that, you know, geographically, it&#8217;s not that big of a place. So how much can you put? And then I saw some of the coffee brands already have 150, 200 stores. It&#8217;s like, wow, that&#8217;s wild. Khaled, what has changed in you in last 10 years or 20 years? What is the, do you introspect? Do you look back and see how have you changed as a person?<\/span><\/p>\n<p>&nbsp;<\/p>\n<p><b>Khaled Naga:\u00a0<\/b><\/p>\n<p><span style=\"font-weight: 400;\">I don&#8217;t think so. I&#8217;m getting older. That is a fact.<\/span><\/p>\n<p>&nbsp;<\/p>\n<p><b>Ashish Tulsian:<\/b><\/p>\n<p><span style=\"font-weight: 400;\">I didn&#8217;t notice.\u00a0<\/span><\/p>\n<p>&nbsp;<\/p>\n<p><b>Khaled Naga:\u00a0<\/b><\/p>\n<p><span style=\"font-weight: 400;\">Thank you. Change, I believe that, one of the main reasons of being blessed to being successful is that I haven&#8217;t changed. I&#8217;m always-\u00a0<\/span><\/p>\n<p>&nbsp;<\/p>\n<p><b>Ashish Tulsian:<\/b><\/p>\n<p><span style=\"font-weight: 400;\">But what has evolved? What has evolved, like at times people say that they&#8217;re more patient and they used to be impatient. And at times, you know, people feel that they were in, they used to make decisions faster. They&#8217;re now, you know-\u00a0<\/span><\/p>\n<p>&nbsp;<\/p>\n<p><b>Khaled Naga:\u00a0<\/b><\/p>\n<p><span style=\"font-weight: 400;\">Okay, level of tolerance, of course, changed by time, definitely. And definitely when you are in hard times, you cannot control your level of tolerance.\u00a0<\/span><\/p>\n<p>&nbsp;<\/p>\n<p><b>Ashish Tulsian:<\/b><\/p>\n<p><span style=\"font-weight: 400;\">And- Are you, like, do you get angry?\u00a0<\/span><\/p>\n<p>&nbsp;<\/p>\n<p><b>Khaled Naga:\u00a0<\/b><\/p>\n<p><span style=\"font-weight: 400;\">I get angry, of course. But most of the time I&#8217;m not. And this is also something that is, I&#8217;m controlling it. I don&#8217;t get angry. I don&#8217;t take things personally. And this is something very important. I learned, like, maybe 20 years ago, and it was one incident in one meeting that I took it, something offensive, that person, it was business. We&#8217;re talking about business. And I lost the game because of that. And since then, I decided to, no, I have to absorb it. Don&#8217;t take it personally. Just, it&#8217;s business. Don&#8217;t take anything personal. And since then, I don&#8217;t really feel like, you don&#8217;t get mad, you don&#8217;t get overreacting. No, everything has a level of reaction that equal to, What&#8217;s happening? And nothing is personal. It&#8217;s just about business. This is the best formula that will help you to sustain your mood, and you control your mood.<\/span><\/p>\n<p>&nbsp;<\/p>\n<p><b>Ashish Tulsian:<\/b><\/p>\n<p><span style=\"font-weight: 400;\">The current restaurant world, I feel, is operating with a threat or a problem, which is Gen Z. Millennials, people who are born in 80s and 90s, still are in 2020, or rather in 2020s, are going out and about. They have money, they&#8217;re in their late 30s, early 40s. They have nostalgia. They have seen, they grew up in 90s, right? So they want to spend on certain things, not because they&#8217;re the best, just because they are nostalgic about it.<\/span><\/p>\n<p><span style=\"font-weight: 400;\">I&#8217;m talking about, let&#8217;s say, Pizza Huts and KFCs of the world. My strong belief is that a lot of these brands, Domino&#8217;s, Pizza Hut, KFC, McDonald&#8217;s, et cetera, they&#8217;re running on nostalgia. They&#8217;re not running because people really want to eat them. They&#8217;re not bad, but they&#8217;re not the greatest. There are more, there are new things in the world. Gen Z has no nostalgia. Also, they don&#8217;t care.\u00a0<\/span><\/p>\n<p>&nbsp;<\/p>\n<p><b>Khaled Naga:\u00a0<\/b><\/p>\n<p><span style=\"font-weight: 400;\">There&#8217;s no rule for Gen Zs. There&#8217;s no rule for Gen Zs. Only Gen Zs, they understand Gen Zs. So if you want to know how they think, they&#8217;re very fast. They are learning fast. They are acting fast. They are changing fast. So in order to understand them, you need to hire people from them to deal with them. And this is something like, it was a big challenge as well. Now, for example-\u00a0<\/span><\/p>\n<p>&nbsp;<\/p>\n<p><b>Ashish Tulsian:<\/b><\/p>\n<p><span style=\"font-weight: 400;\">When you&#8217;re building new brands and-\u00a0<\/span><\/p>\n<p>&nbsp;<\/p>\n<p><b>Khaled Naga:\u00a0<\/b><\/p>\n<p><span style=\"font-weight: 400;\">Yes, exactly, okay. Definitely, they represent, if you depend on Gen Zs, you will be successful. But how to attract them to your business? Yesterday, it was Instagram. Today, it&#8217;s TikTok. Tomorrow, they will move to the- So, they are living in a dynamic world that we cannot even like- Fudge them.<\/span><\/p>\n<p>&nbsp;<\/p>\n<p><b>Ashish Tulsian:<\/b><\/p>\n<p><span style=\"font-weight: 400;\">Yes.<\/span><\/p>\n<p>&nbsp;<\/p>\n<p><b>Khaled Naga:\u00a0<\/b><\/p>\n<p><span style=\"font-weight: 400;\">And I believe, yes, we have to live with that. But in order to understand them, yes, you need to bring people from them to talk to them, to understand what they want. Their way of thinking is totally different than ours. It&#8217;s not about fancy. It&#8217;s not about money. It&#8217;s not about sheep. It&#8217;s something else. For me, I&#8217;m very far from them, so-\u00a0<\/span><\/p>\n<p>&nbsp;<\/p>\n<p><b>Ashish Tulsian:<\/b><\/p>\n<p><span style=\"font-weight: 400;\">No, but you cannot say that. That&#8217;s what I&#8217;m saying. You cannot say that you&#8217;re very far from them. I understand what you&#8217;re saying. But you are not supposed to build brands. You&#8217;re supposed to spin brands or grow brands, which ideally will depend on them for their longevity.<\/span><\/p>\n<p>&nbsp;<\/p>\n<p><b>Khaled Naga:\u00a0<\/b><\/p>\n<p><span style=\"font-weight: 400;\">Yes.\u00a0<\/span><\/p>\n<p>&nbsp;<\/p>\n<p><b>Ashish Tulsian:<\/b><\/p>\n<p><span style=\"font-weight: 400;\">If you want to build a brand for the next 10 years, 20 years, 30 years, Gen Z is your focus.<\/span><\/p>\n<p>&nbsp;<\/p>\n<p><b>Khaled Naga:\u00a0<\/b><\/p>\n<p><span style=\"font-weight: 400;\">You have to, they have to start from now.<\/span><\/p>\n<p>&nbsp;<\/p>\n<p><b>Ashish Tulsian:<\/b><\/p>\n<p><span style=\"font-weight: 400;\">How are you battling that? How are you solving this?<\/span><\/p>\n<p>&nbsp;<\/p>\n<p><b>Khaled Naga:\u00a0<\/b><\/p>\n<p><span style=\"font-weight: 400;\">Oh, it was communication. Communication and what they want. They are always looking for something new. Every day, something new. So how we will communicate with them, which channels you use to communicate with them, which trends, you need to follow the trends. What are their trends now? Chocolate in ice cream or chocolate with onion, or you have to-\u00a0<\/span><\/p>\n<p>&nbsp;<\/p>\n<p><b>Ashish Tulsian:<\/b><\/p>\n<p><span style=\"font-weight: 400;\">Or pistachio. Or pistachio.\u00a0<\/span><\/p>\n<p>&nbsp;<\/p>\n<p><b>Khaled Naga:\u00a0<\/b><\/p>\n<p><span style=\"font-weight: 400;\">No, matcha, matcha in everything. Matcha in drink, matcha in cakes. So you need to follow their trend. You need to understand them. You need to be dynamic as they are, and to communicate with them their language. You cannot communicate with them as we were communicating with our customers 20 years ago, or 10 years ago even. So-\u00a0<\/span><\/p>\n<p>&nbsp;<\/p>\n<p><b>Ashish Tulsian:<\/b><\/p>\n<p><span style=\"font-weight: 400;\">So do you have, you know, seriously, People in communications, PR, or marketing?<\/span><\/p>\n<p>&nbsp;<\/p>\n<p><b>Khaled Naga:\u00a0<\/b><\/p>\n<p><span style=\"font-weight: 400;\">Marketing, our marketing team. Yes, we have very young people in order to understand them and to communicate with them.<\/span><\/p>\n<p>&nbsp;<\/p>\n<p><b>Ashish Tulsian:<\/b><\/p>\n<p><span style=\"font-weight: 400;\">And have you tried to use Sherry and Laila as guinea pigs to have their opinion on?<\/span><\/p>\n<p>&nbsp;<\/p>\n<p><b>Khaled Naga:\u00a0<\/b><\/p>\n<p><span style=\"font-weight: 400;\">Of course, they are my consultants, of course. For me, I don&#8217;t know. I started to use Instagram maybe five years ago.\u00a0<\/span><\/p>\n<p>&nbsp;<\/p>\n<p><b>Ashish Tulsian:<\/b><\/p>\n<p><span style=\"font-weight: 400;\">Still not bad.\u00a0<\/span><\/p>\n<p>&nbsp;<\/p>\n<p><b>Khaled Naga:\u00a0<\/b><\/p>\n<p><span style=\"font-weight: 400;\">I didn&#8217;t know how to use even Instagram. Snapchat, by the way, I use Instagram and Snapchat just for business.<\/span><\/p>\n<p>&nbsp;<\/p>\n<p><b>Ashish Tulsian:<\/b><\/p>\n<p><span style=\"font-weight: 400;\">You use Snapchat?\u00a0<\/span><\/p>\n<p>&nbsp;<\/p>\n<p><b>Khaled Naga:\u00a0<\/b><\/p>\n<p><span style=\"font-weight: 400;\">No, no, I don&#8217;t use it. I just go and just check what&#8217;s trending. I don&#8217;t use Snapchat. I don&#8217;t register or take photos of everything I&#8217;m doing.<\/span><\/p>\n<p>&nbsp;<\/p>\n<p><b>Ashish Tulsian:<\/b><\/p>\n<p><span style=\"font-weight: 400;\">I&#8217;ll tell you, I felt very bad because I&#8217;m curious. So I downloaded Snapchat many years back. And I was certain that I will use it. You know, the sad part? Social network works when your network is on it. Yes, of course. I did not know who to be friends with. I was like, that is disturbing.\u00a0<\/span><\/p>\n<p>&nbsp;<\/p>\n<p><b>Khaled Naga:\u00a0<\/b><\/p>\n<p><span style=\"font-weight: 400;\">Our generation, the maximum we knew is Facebook. And I&#8217;m not using even Facebook.I&#8217;m not the one who was showing my life.\u00a0<\/span><\/p>\n<p>&nbsp;<\/p>\n<p><b>Ashish Tulsian:<\/b><\/p>\n<p><span style=\"font-weight: 400;\">I&#8217;m on Instagram. My life is open on Instagram.<\/span><\/p>\n<p>&nbsp;<\/p>\n<p><b>Khaled Naga:\u00a0<\/b><\/p>\n<p><span style=\"font-weight: 400;\">OK, I use Instagram just to follow up on my brands, on maybe the closed network. So my source of information is my team, my young marketing team and Sherry and Laila as well, because they know they are on Instagram and Snapchat and they know what are trending now. So we have to use your resources.<\/span><\/p>\n<p>&nbsp;<\/p>\n<p><b>Ashish Tulsian:<\/b><\/p>\n<p><span style=\"font-weight: 400;\">Yeah, absolutely. I think this is that there is and pistachio and matcha have been, you know, such a trending discoveries of last year, I would say. Did they have pistachio craze here as well? Chocolate pistachio?<\/span><\/p>\n<p>&nbsp;<\/p>\n<p><b>Khaled Naga:\u00a0<\/b><\/p>\n<p><span style=\"font-weight: 400;\">Of course, the Dubai chocolate.\u00a0<\/span><\/p>\n<p>&nbsp;<\/p>\n<p><b>Ashish Tulsian:<\/b><\/p>\n<p><span style=\"font-weight: 400;\">They call it Dubai chocolate.\u00a0<\/span><\/p>\n<p>&nbsp;<\/p>\n<p><b>Khaled Naga:\u00a0<\/b><\/p>\n<p><span style=\"font-weight: 400;\">Yeah, it&#8217;s going around the world. I saw it in Switzerland. I saw it in Turkey. I saw it and they call it Dubai chocolate, by the way.<\/span><\/p>\n<p>&nbsp;<\/p>\n<p><b>Ashish Tulsian:<\/b><\/p>\n<p><span style=\"font-weight: 400;\">Yeah, yeah, yeah. Yeah, somebody actually, my niece called me one day a few months back and she was like, please bring me Dubai chocolates. And I was at Dubai airport. I was coming from US. So I said, yeah, which chocolate? She said Dubai chocolates. I said, I didn&#8217;t understand. You want chocolates from Dubai? She&#8217;s like, no, come on. There is something called Dubai chocolate. You see? Okay, so I went to the counter at the lounge, at the Emirates lounge and I asked them, I said, please don&#8217;t mind, but do you know what is Dubai chocolate? And she was like, yeah, of course. Here&#8217;s it in front of you. I was like, okay. And she gave it to me and I said, okay, give me two. And when I tapped my card, bill was 140, 150 dirhams. So I again asked her, I said, this one chocolate is 70 dirhams. She&#8217;s like, yeah, this is Dubai chocolate. I said, you got to be kidding me. But yeah, of course. After that, I discovered, you know, the lady who made those chocolates made like $150 million.<\/span><\/p>\n<p>&nbsp;<\/p>\n<p><b>Khaled Naga:\u00a0<\/b><\/p>\n<p><span style=\"font-weight: 400;\">Now I&#8217;m telling you, it&#8217;s about trend. Who&#8217;s creating the trend and how they lead the trend. Unfortunately, we have to survive with it.<\/span><\/p>\n<p>&nbsp;<\/p>\n<p><b>Ashish Tulsian:<\/b><\/p>\n<p><span style=\"font-weight: 400;\">Khaled, what are your advices? What&#8217;s your indulgence? What do you treat yourself with? You know, you&#8217;re like smoking, drinking.<\/span><\/p>\n<p>&nbsp;<\/p>\n<p><b>Khaled Naga:\u00a0<\/b><\/p>\n<p><span style=\"font-weight: 400;\">No, I don&#8217;t drink, I don&#8217;t smoke. I&#8217;m not athletic as well. I am very bad in sports.\u00a0<\/span><\/p>\n<p>&nbsp;<\/p>\n<p><b>Ashish Tulsian:<\/b><\/p>\n<p><span style=\"font-weight: 400;\">But how do you chill? How do you chill?<\/span><\/p>\n<p>&nbsp;<\/p>\n<p><b>Khaled Naga:<\/b><\/p>\n<p><span style=\"font-weight: 400;\">I chill with my family. I chill when I travel. I like to travel. And it&#8217;s coming more often now that I take, I don&#8217;t take long vacations. I take short vacations, but I enjoy it. And TV sometimes, social media.<\/span><\/p>\n<p>&nbsp;<\/p>\n<p><b>Ashish Tulsian:<\/b><\/p>\n<p><span style=\"font-weight: 400;\">That&#8217;s perfect. Khaled, this was, you know, thank you for this conversation. This was, this felt like, you know, talking to someone who&#8217;s very content, you know, in life with their achievements, their work and their consistency. And it is very, very heartening, you know, to see that because in this world where ambition is running raw and unfulfilled, very few times you meet leaders who are very self-secure and they exactly know where they are and what they have done. And they&#8217;re very proud of it. So I&#8217;m just glad that I got a chance to speak to you and know you deeper.<\/span><\/p>\n<p>&nbsp;<\/p>\n<p><b>Khaled Naga:<\/b><\/p>\n<p><span style=\"font-weight: 400;\">Thank you, Ashish. It was a great pleasure. I really enjoyed it. I was talking to, I don&#8217;t know how much, how long it took. It was slow, but I really enjoyed it. And I was not expected or I was not expecting to go out of myself that much. But thank you so much to get all of this out of me. You&#8217;re doing a great job. Thank you so much.<\/span><\/p>\n<p>&nbsp;<\/p>\n<p><b>Ashish Tulsian:<\/b><\/p>\n<p><span style=\"font-weight: 400;\">Thank you.\u00a0<\/span><\/p>\n<p>&nbsp;<\/p>\n<p><b>Khaled Naga:<\/b><\/p>\n<p><span style=\"font-weight: 400;\">Very strong pleasure being here.<\/span><\/p>\n<p>&nbsp;<\/p>\n<p><b>Ashish Tulsian:<\/b><\/p>\n<p><span style=\"font-weight: 400;\">Yeah, and all the best. And all the best for, you know, what you&#8217;re doing at Al-Thiqa.\u00a0<\/span><\/p>\n<p>&nbsp;<\/p>\n<p><b>Khaled Naga:<\/b><\/p>\n<p><span style=\"font-weight: 400;\">Thank you.<\/span><\/p>\n<p>&nbsp;<\/p>\n<p><b>Ashish Tulsian:<\/b><\/p>\n<p><span style=\"font-weight: 400;\">I&#8217;m sure that this is going to be, foundations will be deeper and the building is going to be bigger than, you know, what you have already built at Americana before.<\/span><\/p>\n<p>&nbsp;<\/p>\n<p><b>Khaled Naga:<\/b><\/p>\n<p><span style=\"font-weight: 400;\">Thank you, Ashish. Thank you so much. Enjoy your stay in Kuwait.<\/span><\/p>\n<p>&nbsp;<\/p>\n<p><b>Ashish Tulsian:<\/b><\/p>\n<p><span style=\"font-weight: 400;\">Thank you, Khaled.\u00a0<\/span><\/p>\n<p>&nbsp;<\/p>\n<p><b>Khaled Naga:<\/b><\/p>\n<p><span style=\"font-weight: 400;\">Thank you, Ashish.\u00a0<\/span><\/p>\n<p>&nbsp;<\/p>\n<p><b>Ashish Tulsian:<\/b><\/p>\n<p><span style=\"font-weight: 400;\">Thank you.<\/span><\/p>\n<p>&nbsp;<\/p>\n<p>[\/et_pb_tab][\/et_pb_tabs][et_pb_code _builder_version=&#8221;4.14.8&#8243; _module_preset=&#8221;default&#8221; global_colors_info=&#8221;{}&#8221;][\/et_pb_code][\/et_pb_column][\/et_pb_row][\/et_pb_section][et_pb_section fb_built=&#8221;1&#8243; admin_label=&#8221;Blog&#8221; _builder_version=&#8221;4.14.8&#8243; background_enable_color=&#8221;off&#8221; use_background_color_gradient=&#8221;on&#8221; background_color_gradient_start=&#8221;#6b00b2&#8243; background_color_gradient_end=&#8221;#001e54&#8243; max_width=&#8221;100%&#8221; module_alignment=&#8221;right&#8221; custom_margin=&#8221;23px||0px||false|false&#8221; 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He breaks down the shift from running global franchises to building local brands, how market shocks can reshape costs and demand overnight, and why Gen Z is changing both guest expectations and hiring. [&hellip;]<\/p>\n","protected":false},"author":1,"featured_media":1861,"parent":0,"menu_order":0,"comment_status":"closed","ping_status":"closed","template":"","meta":{"_et_pb_use_builder":"on","_et_pb_old_content":"","_et_gb_content_width":"","footnotes":""},"class_list":["post-1854","page","type-page","status-publish","has-post-thumbnail","hentry"],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v26.6 - https:\/\/yoast.com\/wordpress\/plugins\/seo\/ -->\n<title>How to Scale Multi-Brand Restaurant Operations in the GCC | Khaled Naga (Al-Thiqa)<\/title>\n<meta name=\"description\" content=\"Learn how Al-Thiqa scales multi-brand restaurant operations in Kuwait, from cost shocks to price wars.\" \/>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/restroworks.com\/restrocast\/khaled-naga\/\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta 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