Regional F&B Group
A multi-brand F&B operator with 34 outlets across the UAE and KSA facing margin compression from aggregator dependency.
The decision the client could not afford to get wrong.
Aggregators represented 62% of orders but only 28% of contribution margin. Dine-in had not recovered to pre-pandemic mix and three brands were loss-making.
The structural problems this engagement resolved.
Concept feasibility
Stores and outlets open without a tested unit economics model that survives ramp-up.
Channel and pricing pressure
Aggregator economics and discount cycles erode margin faster than ops can respond.
Store operations
Inconsistent execution across locations dilutes brand and customer experience.
Data and CRM maturity
Customer data exists but does not drive merchandising, pricing, or marketing decisions.
How the work was sequenced.
Each step is structured to build evidence before recommendation, and recommendation before commitment.
- 01Rebuilt unit economics by brand, channel, and daypart
- 02Designed a channel strategy that repositioned aggregators as acquisition, not core revenue
- 03Closed two brands and refocused capex on the three highest-contribution concepts
- 04Stood up a weekly operating cadence with channel margin as the lead KPI
What changed, and what it produced.
The disciplines this engagement leaned on.
- Concept feasibility and unit economics modelling
- Brand positioning, pricing, and channel strategy
- Store operations playbooks and rollout governance
- CRM, loyalty, and customer-data activation
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