How This Brand in Jhansi is Encouraging Ayurvedic Approach to Eating Food

Dining out meant eating good food few years back and that was the benchmark. Today, it's so much more layered. Diners are conscious. They ask questions. They read ingredient labels. The pandemic accelerated this shift, but the roots were growing long before. With the OMO Soul Food Community, Rajan Sethi, Director at Bright Hospitality, leaned into this evolution. “It’s not just about serving good food; it’s also about being transparent, ethical, and responsible. The industry has matured and honestly, it's been exciting to grow with it,” he shared. Excerpts:

Building Experience-driven Places
I’ve always believed a restaurant should do more than serve. You should walk out with a feeling, not just a full stomach. At some point, I realized people don’t just remember what they ate but they remember how it made them feel. This inspired us to build spaces that spark nostalgia, start conversations, and feel like an extension of someone’s memory. We wanted to create a space where people could slow down, reconnect with food, and feel grounded. Every brand under Bright Hospitality is experience-first and OMO is just the most emotionally and ideologically charged expression of it.

Creating Uniqueness

Our USP is soul. Every brand under Bright Hospitality has its own heartbeat. We don’t replicate, we reimagine. Whether it’s OMO’s deeply intentional sustainability or Ikk Panjab’s emotional connection to heritage, we build from the inside out. We’re not in the F&B business; we’re in the business of stirring emotions through food. And that’s what keeps us ahead, we don’t chase trends, we create spaces people feel connected to.

Running a Multi-brand Venture

It’s like managing a symphony. Each brand plays its own instrument. Some are loud and bold like AMPM Coffee and Cocktail bar, others are nostalgic and poetic like Ikk Panjab, and then there’s OMO Soul Food Community, which is introspective, slow, and meaningful. I’ve learned to respect each brand’s rhythm. I try to avoid imposing any single leadership style across the board. I learn to listen more than I dictate. And most importantly, I’ve built a team that truly owns the vision. Decentralization and strategic delegation have been game-changers.

Sustainability is the Way Forward 

OMO’s biggest innovation is its philosophy. We didn’t launch a product but we launched a way of thinking. The fact that every element, from Ngarum coffee to our Wild & Raw green bar, is curated to be climate-smart, traceable, and nurturing, that’s the real win. We’ve shown that comfort food can coexist with sustainability, that luxury doesn't need excess. The goal was never to preach, but to quietly lead by example. I think we’re doing that, plate by plate.

High on Expansion

OMO was always meant to be a movement, not just a café. We’re exploring more cities, but with caution and conviction. Our core intent is to never compromise on sourcing, on philosophy, or on storytelling, so expansion will be slow, thoughtful, and collaborative. On the Bright Hospitality front, we’re also planning to scale AMPM and Anyday through tech-forward, scalable formats, while continuing to grow Ikk Panjab as a flagbearer of regional heritage and food nostalgia.

Preserving Heritage

To me, authenticity is when intention and action match. It’s when the story you tell is the story you live. At OMO, it means celebrating millets without necessarily making it a marketing spin. At Ikk Panjab, it’s about preserving heirloom recipes without unnecessary reinvention. Whether it’s the spices we source or the values we uphold, if it doesn’t feel true, we don’t do it. That’s our north star.

Tech-Infusion

We’ve always been quiet adopters of tech which is never flashy, but always future-facing. Whether it's using analytics to minimize food waste at OMO or optimizing delivery routes for Anyday, tech sits behind our operations, not in front of it. We let experience lead and technology support. But yes, digital dashboards, loyalty ecosystems, and intelligent sourcing are now non-negotiables across our ecosystem. 

How can restaurant brands maximize success with an online ordering system?

At OMO, we’ve chosen not to enter the delivery space because the kind of connection we’re trying to build with our guests just doesn’t fit in a box. It’s about slowing down, being present, and engaging with food as an experience, not just consumption. But as someone running multiple brands, I absolutely see the value of online ordering for formats like Anyday, and sometimes, AMPM or Ikk Panjab. Guests should feel your brand even when they’re eating on their couch. Eco-conscious packaging and a clear, consistent brand voice can turn an online order into a memorable moment.

What three tips would you offer to home-grown restaurant chains?
-    Don’t scale before you soul-search - Know who you are before you grow.

-    Respect your roots - Your authenticity is your edge.

-    Hire slow, empower fast - Your team is your first guest. Treat them with trust.

12. What five trends do you foresee that will change dining behavior in India?

-    Regenerative menus - Going beyond organic to actually heal ecosystems.

-    Functional dining - Food that serves taste, health as well as storytelling goals.

-    Ingredient-led loyalty - Guests will follow brands based on where they source from.

-    Multi-sensory spaces - Dining spaces that evoke emotion, not just fill bellies.

-    Brands with a voice - Silent service is out. People want opinionated brands with heart.

Dessert Therapy is one of Mumbai’s luxury dessert dining restaurant chains founded in 2016 by brothers Nisarg and Harsh Shah who started their journey from home baking, venturing into first outlet in 2020. The brand grew entirely through word-of-mouth and organic growth on social media, offering high-quality vegetarian desserts without using palm oil, gelatine, or artificial colors.

In an exclusive interview with Restaurant India, Harsh Shah, Co-Founder, Dessert Therapy talks about their brand journey, innovations and much more.

Riding on Uniqueness
Dessert Therapy has redefined indulgence in Mumbai with 20+ varieties of cheesecakes, specialty desserts, sundaes, and a curated selection of rich chocolates, craft coffees, and iced teas. With outlets in Malad, Juhu, Bandra, Fort and Ghatkopar, the brand continues to expand, bringing luxury dessert dining to more locations. Each outlet is designed with a unique ambiance, offering a fresh experience at every visit. 

What’s in a Name?
We feel desserts are therapeutic and it can calm your mind and soul that’s why we named it as ‘Dessert Therapy’ as it resonates with the audiences.

USP of the Brand
We add 30% less sugar in our desserts and make our base with less sugar as dry fruits and fruits have sugar content which we use for plating and filling or for presentations. The shelf life of our desserts is 4-5 days, and we don’t use preservatives. One thing is that we don’t sell the desserts from the display shelf.

Innovation is Key
We have our central kitchen in Borivali from where we make the desserts, and then we supply to our outlets where plating is done as per the requirement. Every sauce is prepared in-house. 

For us, every recipe is a result of experimentation, precision, and passion for dessert innovation—whether it’s developing over 20 unique cheesecake varieties or crafting seasonal collections that resonate with Indian palates. We have monthly specials, other than that we keep changing the menu once in 6 months. 

The Challenges
The main challenge was staffing and educating the customers. Choosing a right location was one of the major issues knowing that every location has its own set of challenges.

Top 3 dessert trends 
•    Quick desserts are gaining popularity. Eg: Strawberries with Chocolate sauce
•    Innovations in French patisseries, Kunafa, Baklava is seen
•    Healthier dessert options are on rise

Expansion plans
We are a boot-strapped company. We have plans to open our outlets outside Mumbai. It can be in Thane, Navi Mumbai, Bangalore or in Pune.

‘Love & Cheesecake’ or Poetry by Love & Cheesecake is founded by Ruchyeta Bhatia and Chef Amit Sharma in November 2012, with a major focus on introducing diverse cheesecake options to India, which then expanded to include the other desserts and the casual dining concept ‘Poetry.’ Growing organically without external funding, Love & Cheesecake now operates 23 company-owned outlets supplied by their central kitchen, emphasizing fresh, high-quality ingredients and unique product offerings like savory cheesecakes.

In 2016, Love & Cheesecake morphed their love into ‘Poetry’, a full-service restaurant, with its first outlet in Mumbai’s bustling suburb of Bandra. Poetry has now increased its footprints to 6 destinations across Mumbai. In an exclusive interview with Restaurant India, she shares about the brand identity, growth, expansion and much more.

How they started?
What started as a 200 sq. ft. experimental kitchen in 2012 has today grown as one of the Mumbai’s top premium Food & Beverage destination in two unique formats.

Ruchyeta met her business partner Chef Amit in Australia. Together, they decided to start the business. “The idea was to introduce a new dessert product line to India, as cheesecake options were limited at the time. So, we decided to venture in this segment which is unexplored by many.”

The Idea Behind the Brand Name
The brand name draws inspiration from the timeless essence of love. Bhatia emphasized their focus on consistency, quality—driven by a long-standing chef team—and a customer-first approach, with signature offerings and efficient delivery.

Love & Cheesecake operates 8 dessert-only cafés and is known for crafting edible dessert art, offering over 56 natural flavors of cheesecakes, cakes, and confections. It stands out as Mumbai’s only dessert café using pure Italian dessert cheese instead of processed whipped cream.

Bhatia shared, “When we launched Poetry in 2016, the vision was to create Mumbai’s most exquisite breakfast experience—featuring everything from specialty brews and cold-pressed juices to hearty salads, comforting mains, and indulgent desserts—all fresh, natural, and delicious.”

Growth over the years
Powered by the vision of founders Ruchyeta and Chef Amit, Love & Cheesecake is today a team of over 300 full-time adoring employees, has a dedicated call-center for seamless customer support and its own 8,000 sq. ft. central-kitchen from where it controls 100% of its production for both, Love & Cheesecake as well as Poetry.

Central Kitchen and Logistics 
While the initial Bandra outlet had live cooking, Bhatia stated that all dessert and bakery items now come from a 20,000 sq ft central kitchen in Bandra. From there, they supply all their outlets using their own refrigerated delivery vans, maintaining control over their logistics. She highlighted their unique capability as a cake company to deliver any size cake within two hours anywhere in the city.

Brand's Approach to Healthy Eating 
Ruchyeta Bhatia emphasized their focus on healthy ingredients since 2012, avoiding whipped cream and using 100% dairy. They noted their desserts are generally low in sugar and contain no preservatives or emulsifiers, with a short shelf life of 36 hours to ensure freshness. While they don't offer strictly "sugar-free" options due to concerns about sugar substitutes, they do have very low sugar or no natural sugar items.

The Innovative offerings
The innovative offerings include savory cheesecakes and unique flavor combinations in chocolates and cheesecakes like balsamic strawberry chocolate and bhut jolokia nutella cheesecake. They regularly update their menus, with new menus for Poetry every six months and new cheesecake flavors every quarter. The annual mango menu is also a significant offering. Their red velvet cheesecake is a signature product and was a significant innovation when they started.

Challenges Faced
Bhatia stated that running a business involves daily challenges related to staffing, personal bandwidth, and financial decisions. Their approach is to work hard and consistently solve problems. The major challenge was educating customers about the concept of cheesecake, as it was not mainstream in 2012. 

Ensuring Consistency and Quality 
Bhatia pointed that their long-standing and senior team of chefs, many of whom have been with them for over a decade and come from five-star hotel backgrounds, for maintaining consistency and quality. “They also have stringent processes at the store level, including codes on each slice to track its batch and freshness.”

Business Strategy 
The focus is more on technology and building systems to strengthen their product rather than following trends, as the brand aim for long-term stability. Their revenue is primarily driven by dining (70%), with deliveries accounting for 25-30% (aggregators, not their own). 

Marketing and Expansion Plans 
The brand uses a mix of marketing channels but have historically kept their marketing spend very low (less than 0.5% of revenue annually), preferring to build the brand organically through word-of-mouth and product quality. Poetry by Love & Cheesecake plans to open nine new outlets in Mumbai and Pune in the next five to six months.

Started in 2016 with an idea of creating a warm and homely place serving great pizza where strangers would connect over pizza, Leo’s has become World’s 50 Best Pizza brand that knows how to get its pizza right, from day one. “I hoped people would come on dates, fall in love, get married and their kids would grow up eating our pizza and eventually come in with their friends. I can honestly say a lot of that is happening as we speak,” shared Amol Kumar, Founder at Leo’s Pizzeria for whom pizza became a fascination from the very childhood. In an exclusive interaction with Restaurant India, he talks about slicing out storm in Delhi’s dining out scene. Excerpts:

Every day is a New Learning

I cannot say that we are ahead or behind anyone. We just focus on what we do, we try to improve every single day. It’s almost 9 years now and I’m still making small changes and tweaks to the pizza hoping to make small improvements all the time.

You have been recognised amongst Top 50 Pizza brands in Asia-pacific. What has kept you going?

This recognition in itself is a huge motivator and keeps us going. Besides this, all the love we’ve received over the last 8 years, people coming back every week, every month is always the most heart-warming and makes us want to do better every day. 

Quality over Quantity

We have expanded to only three outlets in last nine years as we want to focus on quality. Our immediate plans involve opening another outlet in Delhi within the next few months. Post that we will start looking at NCR as a whole or explore other cities.

Innovation is the Game-changer

We made our very own Pizza Lab, this is a temperature controlled room with different mixers for dough making. It’s where we do all our research and trials to improve our current pizza and also where we work on new ideas. This dedicated space has been a game changer for us.

It also doubles up as a teaching space where we teach enthusiasts and budding pizza professionals who are looking to make a career in pizza. You know what they say, if you want to get really good at something start teaching it and this is absolutely true for us as well.

Being an artisan pizza chain how much do you focus on quality sourcing the best ingredients?

We are entirely focused on this aspect because we always want to try and serve the best possible pizza we can make within reasonable terms. If we come across something substantially better that we believe will enhance our pizza we always switch.

Technology has become an integral part of restaurant business today. How tech-friendly is your biz?

At the moment we are working with technology on most levels, we’ve gone back to taking orders in person as opposed to through QR codes back in Covid. I believe that’s a vital part of the experience but right from putting yourself on our waitlist for a table to ordering takeaway at the pizzeria itself or ordering a pizza at home we are fully online.

How restaurant brands can maximise success with online ordering system?

According to me consumers always want ease of ordering so an interphase which is simple to use and requires very few clicks from seeing the menu to ordering and paying is a good way to go.

3 Tips you would want to give to home-grown pizza brands

• Stay true to your vision, what you thought of when you were starting out.
• Don’t copy other brands
• Always focus on the process

“Hospitality has always been part of my DNA, given that my family founded The Leela Palaces, Hotels & Resorts,” shared restaurateur Restaurateur Samyukta Nair who has created Michelin Star concept like Jamavar in London, expanding to Dubai, amongst others. Rather than stepping into the hotel space directly, Samyukta was drawn to creating something of her own—something that allowed her to bring together culture, design, and cuisine in a more intimate and meaningful format. The inspiration came from a desire to build on her heritage but reshape it in a way that felt relevant to her generation. “My time in London as a student introduced me to the city’s dynamic dining scene, and I realised there was space for a refined, globally relevant take on Indian cuisine. That was the genesis of Jamavar London—bridging roots and reinvention,” she added. 

Samyukta considers her father, Dinesh Nair, as her biggest mentor. His uncompromising eye for cuisine, quality and service shaped the way Samyukta think about hospitality at large. “Among peers, I admire restaurateurs who are risk-takers and community builders —those who are blending tradition with innovation and elevating the Indian dining narrative globally,” she added.

In an interaction with Restaurant India, she talks about running a multi-brand venture, founding LSL Capital along-with her father and trends that’s shaping the dining business these days. Excerpts: 

Creating Personal Dining Experiences

My vision has always been to craft deeply personal dining experiences that resonate emotionally and aesthetically. With Jamavar, I wanted to showcase Indian cuisine in a global light—luxurious, rich, diverse, and unapologetically bold. As we expanded, I realised that each concept had to tell a distinct and meaningful story. MiMi Mei Fair, for instance, reflects my deep appreciation for the Chinese culinary arts, while Nipotina, our new neighbourhood Italian ristorante, draws inspiration from nostalgic trattorias and cherished familial recipes. Each concept is a love letter to its roots—brought to life with intention, character, and a true sense of place, grounded in the rightful ingredients and traditions that define it. At LSL Capital, our endeavour is to curate a portfolio where every restaurant transports you to a different world, while resonating deeply with a community that appreciates authenticity, storytelling, and soul. 

On Running a Multi-Brand Venture

It’s never easy, especially when each brand demands a different voice, identity, and operational strategy. But it’s also deeply fulfilling. The key lies in working alongside a passionate team that understands the nuances of each concept. Being involved in everything—from concept creation to execution— my days are long and layered. What makes it manageable is the clarity of vision: each brand must be distinct, authentic, and elevated. Systems, consistency, and creativity have to coexist. I think being emotionally invested in each concept is what makes the challenge worthwhile.

Celebrating Cultural Pride

My grandfather, Captain Nair, and father, Dinesh, have always inspired me with their larger-than-life vision for Indian luxury. But my motivation is also deeply personal. I’m a storyteller at heart, and I feel Indian culture has endless stories of food, family, rituals and aesthetics that are waiting to be reinterpreted. Bringing those stories into modern spaces in cities like London and Dubai keeps me rooted. My legacy isn’t just about luxury; it’s about cultural pride and emotional resonance. Every dish, wallpaper choice, service ritual is a tribute to my roots.

Keeping an Eye for Design

My mother, Madhu, has always been the heart of my design journey. Her innate sense of style and meticulous attention to detail inspired me long before I ever considered design as a career. I had the unique privilege of working under her as an apprentice during my time at The Leela, where I absorbed not only technical skills but also her deeply rooted design philosophy—where every element must serve both form and function, and where emotion and experience are just as essential as aesthetics.

Inspiration, for me, comes from many places—travel, museums, literature, and sometimes even a piece of jewellery or a cherished family heirloom. I’m drawn to stories, to spaces with soul and personality. For example, Bombay Bustle is designed like a nostalgic train carriage, inspired by Mumbai’s iconic local railways—a space that connects the stories, flavours, and cultural rhythms of the city’s diverse diaspora. MiMi Mei Fair is envisioned to be the private London residence of a fictional Empress and brought to life with antique chinoiserie and whimsical detail with roots in the Chinese culinary arts.  Design, to me, isn’t about following trends—it’s about creating an atmosphere that evokes feeling, a sense of wonder that lingers long after the last course has been served.

Any plans to enter India with Jamavar or any other restaurants?

India is home, and it’s a dream to bring our restaurants back to where it all began. That said, I’m waiting for the right space, time, and setting. For a concept to work in India, it has to be more than just nostalgic—it has to surprise. Jamavar could return in a completely new avatar, or it could be one of our newer concepts at LSL Capital. The idea is not just expansion for the sake of it, but creating something that resonates with the evolving Indian diner while still holding on to our signature sensibilities.

Involvement of 5 Senses 

I believe a restaurant should feel like stepping into another world. So, I obsess over everything—lighting, temperature, upholstery, even the scent of the room. Every element has a role to play in the emotional experience of dining. I often create a character or narrative for each space, which guides design choices. KOYN’s moody interiors reflect the earthy, natural umami depth of Japanese cuisine, with a fiery underbelly that embodies the spirit of Thailand. My goal is for our restaurants to feel cinematic yet always grounded in warm hospitality.

On Indian Market

India is undergoing a culinary renaissance. There’s a growing appetite for regional flavours, chef-driven concepts, and beautifully designed spaces. Diners are experimental, well-travelled, and expect more than just good food. That sets the stage for incredible innovation. I think we’ll see more globally benchmarked restaurants emerging from India in the next few years. What excites me is how India’s culinary diversity is finally getting celebrated in formats that match global luxury and design standards.

Creating an Everlasting Experience

Absolutely. For me, food is just one part of the narrative. From the moment you walk through the doors, you should be transported. That’s why I pay such close attention to design, service rituals, music, storytelling, and even the menu design. Every sense should be engaged. At MiMi Mei Fair, you feel like you’re dining in a hidden Chinese residence with age-old recipes like the Apple Wood Fired Peking Duck being brought to life.  At KOYN, the space changes in tone from lunch to dinner. These small touches create memory and emotional connection. Dining today is theatre—and we are the storytellers.

On Creating Bespoke Brands

LSL Capital is all about having a distinctive point of view. No two restaurants are the same. We don’t replicate or cookie-cut. We spend months on R&D, design development, and conceptual storytelling. Our differentiation lies in that emotional depth—the story you feel when you walk in, the intentionality behind every design detail, and the way we curate the menu to match the mood. Our restaurants aren’t just commercial spaces—they’re soulful expressions of both the cultures that inspire us, shape our culinary journey as a family and serve our community. 

Flying High

We’re gently growing our presence in London, while also exploring international markets like the Middle East with care and curiosity. It’s important to us that we move with intention, always putting thought into where and how we grow. Quality means everything, and we believe each new restaurant should feel like a world of its own, created with heart, not just as an extension of a brand.

Chef Anshul started his culinary journey at IHM Mumbai, where he laid the foundation for what would become a lifelong passion. What truly inspired him was the transformational power of food — how a thoughtfully prepared meal can create a memory, bringing people together and represent a culture on a plate. Over the years, his journey has taken from India to the UK and back to India.

In an exclusive interview with Restaurant India, Chef Anshul Dhyani, Executive Chef, ITC Grand Central, Mumbai spoke about his journey, challenges, sustainability, and strategies to focus on culinary experience and much more. Excerpts:

How the Journey Started

A decade in the UK shaped his culinary foundation, exposing him to global techniques, multicultural kitchens, and precision cooking that honed both skill and palate. With Taj Mahal Palace, Mumbai, The Claridges Delhi and ITC Grand Goa he has honored all his skills.

Role at ITC Grand Central

“As Executive Chef, I lead beyond the kitchen—as a strategist, mentor, and guardian of quality. I oversee menu engineering, cost control, and culinary consistency while building a high-performance team culture,” said Anshul by adding that guest satisfaction is his core focus, ensuring every dish delivers on flavour, presentation, and impact. 

“I’m also committed to mentoring the team, aligning with brand values, and driving innovation to keep our culinary offerings fresh and competitive,” he added.

Ensuring Consistency and Quality

Clear communication, hands-on leadership and continuous training is critical. Every team member from commis to sous chef should understand not just what they’re doing but why they’re doing it. This clarity creates a culture of ownership and pride.

Commenting on leading the team, Anshul said, “We conduct daily briefings, team tastings and quality checks, and I actively encourage two-way feedback. I also rely heavily on SOPS and regular refreshers on core techniques to maintain high standards — no matter who is behind the pass.”

Above all, I remind my team of the principle I live by:
“You’re only as good as the last plate you serve. This mindset keeps us grounded, focused and constantly striving to do better.”

Approach on Sustainability and Local Sourcing 
“Sustainability isn’t a trend — it’s a responsibility. I believe in working with the seasons and sourcing locally whenever possible. Not only does this reduce our environmental footprint, but it also results in fresher, more flavourful produce on the plate,” he added by pointing that supporting local farmers and producers is important, and he enjoys building relationships with them. It brings transparency and traceability into the kitchen. “We also focus on minimizing kitchen waste, using smart prep systems, portion control, and repurposing ingredients creatively where appropriate,” he pointed.

Define Authenticity in your food

“To me, authenticity doesn’t mean sticking rigidly to tradition — it means respecting the roots of a dish while presenting it with honesty. Whether I’m preparing an Indian classic or drawing on my experience in the UK with European cuisine, the essence of the original must shine through,” mentioned Chef Anshul.

Authenticity is also about cultural context and intention — knowing why a dish exists, understanding its technique and purpose, and not diluting it for the sake of trends. That balance of heritage and innovation is something I constantly strive for.

Current food trends you’re excited about:

Hyper-regional Indian cuisine – There's growing interest in exploring lesser-known flavours and ingredients from across India, which I love.

Plant-forward dining – Not just vegetarianism, but a thoughtful celebration of produce as the hero.

Fermentation and preservation – Old-world techniques are being rediscovered and respected and they offer incredible depth of flavour.

Clean plating with bold flavour – Simplicity is taking centre stage, but with powerful, layered taste profiles.

Three tools you can’t live without:

Chef’s Knife – My most trusted companion; precision begins here.

Tasting Spoons – Flavour is everything, and constant tasting is key.

Thermometer – Precision in temperature defines perfection in cooking.

Advice for aspiring chefs
Learn the basics well - don’t rush the process. Foundations in technique, knife skills, and discipline are everything. Take feedback and consistency will earn you more than flair in the long run. And most importantly, cook with heart - the guest can always tell the difference.

Hemender Reddy is the visionary entrepreneur behind some of Hyderabad’s most iconic hospitality brands, including Aroma of Dakshin, Dakshin Banquet Halls, Creative Square, Bistro Melaange, The Moonshine Project, and EXT. After a stint in the corporate world, Hemender’s passion for food and people led him to launch Café Melange, one of Hyderabad’s earliest boutique cafés. Known for its exceptional beverages, café-style comfort food, and welcoming ambience, Café Melange quickly became a community favorite. 

In an interview with RestaurantIndia, Hemender Reddy, Co-Founder, Sribhog Hospitalities &Mak Hospitalities, Hyderabad talks about his brands and nightlife in Hyderabad etc.

How it started?
Fueled by his passion for Hyderabad’s creative spirit, Hemender launched The Moonshine Project— the city’s first venue for indie music and cultural expression. It gave a stage to independent artists when none existed and quickly became a hub for music, community, and culture. With great food, cocktails, and a strong local vibe, it remains one of Hyderabad’s most iconic venues. Today, he owns multiple brands in the city.

(In Pic: The Moonshine Project)

The Vision
From Sribhog to Mak Hospitalities, his vision is to create spaces where people feel they truly belong. 

Differentiation of Brands
The inspiration was a gap in how hospitality was either too template or too niche—rarely both customer-focused and creative fulfilling. That balance is what continues to drive him.

“There are restaurants that are focusing on regional cuisines, so Dakshin is something where we serve all regional south cuisines. Moonshine and EXT is something different which we created. We have a legacy of Melaange for the past16 years; we will be re-opening the brand in this month by the name ‘Mélaange Bistro’,” he shared.

The Major Challenges
“Our goal was to create a music-driven experience and educate the audience around it. Introducing this concept into the club scene was tough people were hesitant to trust a new venue and brand. But with time and word of mouth, we built a loyal following. We stayed true to one idea: bringing nostalgia to life through music. We have struggled a lot for the first six months, later on the ship sailed smoothly,” he pointed.

He also added that while scaling the brand, they have to ensure that the core team is really strong to shape themselves and grow further.

Evolution of Nightlife in Hyderabad
“Earlier, Hyderabad’s scene was limited to standard clubs and pubs, but now it’s all about experimentation. Bartenders from around the world bring fresh ideas, and people are more open to trying new things. Today, ambience, décor, and smart use of social media play a key role in building a brand,” he mentioned as they are experimenting with seasonal fruits, botanicals, ingredient-driven mixology etc.

Beverage Trends
People are looking for frozen cocktails, unique presentations, and fat-washing techniques. While, liquor companies are investing in bartenders and do bar takeovers by presenting their brands or pop-ups for a specific time period, using spices in drinks or some unique combos.

Innovations by the Brand
Innovation for us means hyper-local inspiration. We’re exploring jamun-based sours, curry-leaf-infused gin cocktails, and pickled elements in our drinks. We will soon be featuring summer special cocktail and mocktails featuring kokum, tamarind, raw mango, ripe mango and more—each with a little local inspiration behind it.

Expansion Plans
We are opening Bistro Melaange soon and a bigger space for The Moonshine Project which will be the second outlet in Hyderabad. We are in talks for expansion of The Moonshine Project in Bengaluru and will be launching Aroma of Dakshin in Chennai soon.
 

Established in 1980, The Peninsula Hospitality Group has grown into a formidable force in the hospitality industry with a diverse portfolio of 21 thriving luxury and deluxe economy brands. The group operates 6 hotels and 25 signature restaurants, bars, lounges, and clubs, in the UAE and India. Among its iconic properties are the Peninsula Grand Hotel in Mumbai and the President and Marco Polo Hotel in Dubai, which has been one of the Emirates' longest operating hotels. In an exclusive interaction with Restaurant India, second generation entrepreneur from the family, Rahul Shetty, the Managing Director of The Stables and Peninsula Hospitality Group, talks about its reinvention, re-branding, expansion and much more. Excerpts:

Entering into the Food Biz
Having dedicated 15 years to the profession since 2008, Rahul Shetty has become a seasoned professional in the hospitality sector. His remarkable contributions include the successful establishment and operation of renowned brands such as The Stables in Dubai and Mumbai, Rodeo Drive - American Bar & Grill in Dubai and Mumbai, M.I.T.R.O.N Bar & Kitchen in Mumbai, Opa Bar & Cafe in Mumbai, President Hotel in Dubai, and Kovalam Restaurant in Dubai. 

Rebranding the Brands
Four years back, we did rebrand for Peninsula Grand Hotel in Andheri. The hotel mainly targeted the corporate crowd. Now, we are targeting diverse audiences as we have OPA Coffee chain and Mitron in the same hotel. It’s not about good food anymore, it’s all about experience. We have had changed the logo as it gets outdated over time. We have to reach the right audiences, so this was important. People love to know about what’s in the food, ingredients and what all are being served to them.

Views on Employee Satisfaction and Retention
If you are running a business, lot of departments has to be taken care of. We do have cross training options and also explain an employee of what all can be focused on specific career for motivation. Attrition will be there as it’s a hectic industry. People tend to stick when they have growth opportunity. We have more of male employees in kitchen; while, we have 80% women in bakeries and 10% in hot kitchen. In our workspace, HR and Marketing are dominated by women.

Consistency is the Key
Consistency is something which everyone has to focus on. Not everyone is great. Training the chef and operations staff is important. We train all our head chefs for the new menu. HR is also being trained. Constant growth is the key in running a successful venture.

Trends that will change the eating out behavior in India
-    Vegan, gluten-free food will rule menu
-    Smaller portions will be a must
-    People are becoming health conscious, so, healthy food will be trending. 
-    Club business will come down; soft music will be on trend. 

Differences in UAE and India business
There aren’t many differences in food and beverage business in UAE and in India. But supply chain is different, and sourcing of few ingredients is different as we get it sooner in UAE rather than in India where we need to wait. Adaptability is fast in India these days so even if anyone opens a new concept, people accept it. 

Expansion Plans
This year, we will be opening a new resort, ‘Peninsula Del Mar’ in Udipi district which will be focused on wellness rejuvenation. We want to expand Mitron in other cities and will be focused on tier-2 cities. We will be launching a new brand by next year in Mumbai.

Established in 2005, Aspect Hospitality is a key division of Aspect Global Ventures Pvt Ltd, a diversified conglomerate with a global presence across the USA, UK, Singapore, and Dubai. Under the leadership of Executive Chairperson Aksha Kamboj, the group has built a strong portfolio across sectors including bullion, infrastructure, real estate, hospitality, and sports. 

Today, Aspect Hospitality is reshaping India’s dining landscape by fusing global flavors with immersive culinary experiences. Known for its globally inspired menus and handcrafted cocktails, the brand is setting new standards in the food and beverage industry. 

In a major milestone, Aspect Hospitality has launched ‘Nom Nom Express’ with a total of 25 QSR outlets across Mumbai and Pune. In an exclusive interview with Restaurant India, Aksha Kamboj, Executive Chairperson, Aspect Global Ventures Pvt Ltd discussed about the QSR launch, expansion plans, challenges and much more. Excerpts:

Brand Philosophy

Nom Nom Express was created to bring bold, authentic Pan-Asian flavors to a fast-paced, delivery-first audience. With speed, quality, and consistency at its core, the brand’s concept blends convenience and affordable prices, all while showcasing a deep love for Asian cuisine.

The USP of Nom Nom Express

“At the heart of Nom Nom Express is Nommy, our official mascot—a cheerful and playful character who takes you on an exciting journey through the world of Asian cuisine,” shared Aksha by pointing that the storytelling surrounding Nommy showcases its food adventures and discoveries, making the brand captivating and relatable for people of all ages.

“The color palette in our logo and brand identity has been carefully selected to be easy on the eyes, welcoming, and appealing to a wide audience, ensuring it creates a lasting visual impression and emotional connection,” added Aksha.

The Challenges Faced

"Finding the right location was one of our key challenges," Aksha explained by adding that they sought areas with high foot traffic to maximize visibility. Another important aspect was building the right team. “We ensured all staff were trained according to our guidelines and made a conscious effort to hire people from diverse backgrounds, including those who are differently abled. Our gender-neutral workspace further adds to the uniqueness of our brand,” she pointed.

Targeting Right Location = Right Audience

Location plays an important role in running the business profitably. Commenting on the same, Aksha added, “We have ambitious growth plans and are actively exploring opportunities in key urban centers and high-potential markets. Our expansion strategy is guided by a thorough understanding of consumer demand and market dynamics. Our expansion strategy for Mumbai in 2025 and 2026 involves establishing a significant presence across various high-footfall locations to ensure maximum accessibility for our customers, aiming for approximately one outlet every 3 to 4 kilometers like Highstreets, Malls, Airports, Metro Stations, and Corporate Parks etc.”

The Major Expansion Spree

Our current expansion phase includes the addition of 25 QSR locations and 50 by June 2025, representing a significant commitment of growth and accessibility for our customers. This investment encompasses not only the development of these new sites but also crucial aspects like talent acquisition, training programs, and establishing robust supply chains with our trusted vendor partners. We are making substantial investments across the board to ensure the success and sustainability of our expanding network.

While Aspect Hospitality’s Nom Nom, the original full-service dine-in brand under its master umbrella, offers a richer, more immersive Pan-Asian experience with three outlets, the brand is set to open in Hyderabad soon.

Restaurant Trends

This year will be more of experiential dining with instagrammable décor. Hyper personal life, contactless ordering to customizable meals will be on trend, the goal is to be responsive as possible. Also, packaging and plating matters, while technology will play an important role in restaurant business.

Advice for Future Entrepreneurs

Food business is about resilience and creativity. Competition will be high. The foundation has to be solid, and the gaps have to be filled. Grow organically. Remember, trust is like currency in hospitality.

Founded by a mother- daughter duo, nutritionist Simran Bapu and head pastry chef Tina Bapu in 2019, Paleoo was born from a simple desire to eliminate the doubt between craving a treat and caring for your health. Paleoo bakes offers refined sugar-free, gluten-free, and maida-free confections. With a ₹1 crore investment secured on Shark Tank India recently, Paleoo Bakes is accelerating its expansion, catering to the growing demand for functional, nutrient-dense alternatives to traditional desserts. In an exclusive interview with Simran Bapu, Co-Founder, Paleoo Bakes talks about their journey, Shark Tank experience, expansion plans and much more. Excerpts:

Why Paleoo
Paleoo is a diet wherein you avoid grains and dairy products. So, this name resonates with the brand, and we have added the nutritionist guide which gives more weight to the brand name. There are bakeries that are doing gluten-free desserts but having a nutritionist to guide rightly is very much needed to run a segment like ours. Paleoo Bakes has 80 SKUS. The best-selling products are Hazelnut Crunch Cake, Banana Walnut Teacake and cookies.

Challenges Faced
The pricing of our products is on higher side compared to the local bakeries. So, the main thing which we faced was educating our consumers about what we do and its significance. It did take time for people to understand but since last few years, healthy eating is a trend, and people are aware about clean eating which helped our brand grow. The brand did a lot of free sampling in gyms and in other places to attract consumers.

Growing trend of clean-label desserts in India
The trend is on higher side as many actors and brands are promoting clean eating in India. Consumers are eager to know about what they consume, the nutritional benefits and much more. Earlier, we never added the calorie count for our products as we were scared that people will not buy low calorie products. But that’s not the case with us now, as consumers are keen on knowing the ingredients and consuming the same. So, we started adding the nutritional information in all the platforms.

Innovations and Pricing
We are working on millet-based desserts, cookies and new flavours; I give the recipes to my mom Tina Bapu, after guiding her about the nutritional aspects. FMCG is a competitive market, so before launching there we need to slash down the cookie prices. We want to make the brand accessible to all the consumers.

Social Media Promotions
Actress Shilpa Shetty has promoted our brand organically in many platforms that really helped us. We are educating people through our reels and posts on instagram. We are doing Google ads, Youtube ads and more. We invest a lot in social media these days. We have a team onboard, and they manage it all.

Quality & Consistency
We have made premixes in-house and have standard SOPS to follow. Even a layman can come and make the cake with the premixes. So, even if a new person joins us, they can bake easily. 

After the Shark Tank episode, 60% of the revenue comes from food delivery platforms, while 40% of the revenue comes through Instagram/Website.

Expansion Plans
The Sharks guide us in expansion and give their feedback. We will be launching in quick commerce platform so people can order from any locations in India. They structure the business, and we run it. The brand started their pan-India shipping after the Shark Tank deal. We will be opening cloud kitchens in Peddar Road, Bandra, BKC and some other places. The major announcement is we are entering in the food market; we will have food space as a cloud kitchen which will focus on healthy food by 2026. For this, we have a chef on board who will curate the recipes, and he will look after all the elements.

Chef Vikas Singh, a graduate of International Hospitality Management from the prestigious International Institute of Hotel Management, Kolkata has more than 18 years of experience in the industry.

Starting from an early age, Chef Vikas was interested in cooking. His dad was in army and used to be posted in various locations which led him to cook different foods. This inspired Vikas to pursue cooking as a career from the start.

At The Westin Mumbai Garden City, Chef Vikas oversees a diverse array of dining venues, including the Italian haven Prego, the Indian specialty restaurant Kangan, the all-day dining hub Seasonal Tastes, and the sophisticated Eighteen Lounge. Although, he has been trained in all cuisines, he is mainly known for European cuisine and for his bakery skills. In an exclusive interview with RestaurantIndia, he talks about his journey, on-going trends, kitchen culture, innovations and much more. Excerpts:

On-Going Trends in the Industry

Healthy food, Asian, millets and Japanese are a trend seen in the industry. People are more health conscious and are responsible in what they eat. Sustainable food has become a trend in moving forward and it’s going to stay. Zero-waste cooking is one of the major things in which everybody is focused on and ensures there is less wastage of the product we use in the kitchen.

Handling Customer Complaints and Dietary Restrictions

We talk to our customers to know about their likes and dislikes. Some are focusing on keto, vegan or protein menu. We handle all the complaints and feedback with care as we need to be calm and patient. And we ensure we provide the customers with what they want. Customers should leave with positivity that’s what we focus on.

Philosophy on food plating and presentation
Believe in simple, elegant & edible food plating. Food has to be simple and eye catchy. The ingredients you use for plating should be there in the dish as well. As far as ingredients are concerned, we source them locally and sustainably. We also have in-house garden where we grow vegetables. For Eg: Our Coffees are rainforest certified. 

On-Going Concept in their Hotel
Millets was popular last year we have had made too many items from it. People were very keen on trying something new and everybody was praising it. Recently we have introduced hyper local cuisine of Mumbai; you will get food from coastal, old bombay style and koli culture. We focused majorly on all the smaller communities and there are lots of stories behind each and every dish. Our chef explains to the customers about the significance of every dish to educate them about the same.

Thoughts on Food Safety and Hygiene

We have a team who is dedicated to cleaning and hygiene checks. We do medical check-up in our hotels for all our team members, so we ensure safety is there in all outlets. We have standard recipes which we follow for all our restaurants. Any new chef who joins us, need to read the SOPS to understand the same before he goes in kitchen for cooking in that way, we ensure there is no compromise for the taste. We have a kitchen stewarding department; they are responsible for kitchen cleaning and hygiene manager who checks everything. FSSAI has many rules which we need to follow.

Handling Pressure & Motivating the team

The kitchen team supports each other, although the pay-scale differs from one another. Appreciation and motivation help the staff for smooth work. In Westin, we try to do 9 hr shifts in our hotels. We teach, help them to grow and have many activities to learn in their career. The work ethics have changed over the years. We do conduct cooking competition for internally where chefs can participate and have challenges and if the dish, they prepare in the competition is a hit then we add them in the buffet menus. We have monthly activities which keeps the staff going.

Three kitchen tools you can’t live without

Knife, knife sharpener and chopping board

What is your signature dish?

Lobster Thermidor and Tiramisu are my signature dishes.

Rameshwar Excellency who is known for their catering business in India has two restaurant brands in Mumbai - South Tiffin House & Aahara founded by 23-yr-old Mohit R Gowda. His father, Ramesh Gowda owns Rameshwar Excellency that is known for their catering service of South Indian cuisines. Presently, South Tiffin House has 11 outlets in Mumbai, and they have launched a new restaurant brand ‘Aahara’ in 2025. In an exclusive interview with RestaurantIndia, Mohit R Gowda, Founder, South Tiffin House &  Aahara spoke about his brands, his visions, expansion plans and much more. Excerpts.

The Entrepreneurial Journey

Mohit was interested in restaurant business since his school days and had a clear vision of building the brands. Driven by the goal of making a successful chain of restaurants, he started the business at the age of 17. His mission is to serve authentic south Indian cuisine along-with the fusion food.

About The Brands

South Tiffin House is known to serve authentic South Indian cuisine along-with fusion. While, Aahara was launched in 2025, offering fine-dining experiences and south Indian fusion food along with the continental food. South Tiffin House has four Kiosk outlet at metro stations in Mumbai and has four franchise model outlets.

Why Mumbai?

The brand chose Mumbai as the prime location because the brand owners are based in Mumbai and it’s easier to manage all the outlets in all models.

Maintaining Quality and Consistency

“For South Indian Cuisine, the batter and chutneys are created in our central kitchen, and we cater that in all our restaurants. We are creating authentic and fusion both that makes our brand unique. We have variations in dosas and idlis, we are focused on multiple segments,” said Mohit.

The Major Challenges

The major challenges brand faced was proper staffing. Guiding the staffs is also a task. For a new brand, building trust among the staff is also a major thing to focus on. 

The Brand Positioning

Marketing plays a critical role in correct positioning of the brand.  Social media play an important role in updating about the trends and knowing what brands are launching.

Dine-ins & Deliveries

For South Tiffin House, the brand has 70% of dine-ins and 30% of online deliveries. While, for Aahara, it’s still new and the brand hasn’t launched the online delivery service yet. 

Expansion plans

“We have plans to expand South Tiffin House to Gujarat and in other locations, there will be less expansion of Aahara right now, as it’s too early for the brand,” he shared.

Message for Future Entrepreneurs

If you have a vision and a business model, discuss with your family and implement it. The support and finance is really needed. Taking risk is really important for the long run.

Launched in JP Nagar in 2023, The Kind is an all-vegetarian diner, roastery, and bakery that has seen remarkable growth within just a year. Expanding to Indiranagar and Bellandur, the brand now boasts five thriving outlets across Bengaluru. Founded by first-generation entrepreneur Pallavii Gupta, The Kind is built on a vision of offering consciously crafted, high-quality food while embracing seasonality and fresh, locally sourced ingredients.

As The Kind continues to expand and evolve, Restaurant India sat down with Pallavii Gupta, Founder of The Kind, to delve deeper into her journey, the brand’s philosophy, and what the future holds for this one-of-a-kind café. Excerpts:

The Journey

Moving to Bangalore in 2015, she comes from a business family who export fashion jewelleries, so Pallavii is the first-generation entrepreneur who ventured in the restaurant business. Although, she is not a trained restaurateur, she has been in the fnb sector for around 9 years now. The brand is a boot-strapped company and it’s a community driven which focus on genuine connections.

USP of the brand

The Kind is an ingredient focused brand and offering different ambience at each of the outlets. The brand is focused on Arabica and Robusta coffee, and they are planning to venture in the retail segment because of the demand from their customers. The Kind use 70% of Indian ingredients locally sourced, while 30% of the ingredients are sourced internationally. “We have in-house coffee and eggless bakery which sets us apart from that of competitors,” added Gupta.

Why ‘The Kind’

The concept behind the brand name was to create an environment that would foster warmth, compassion, and connection. A menu that is based on high-quality, Indian-grown products, innovative cooking techniques, and, of course, intention embodies this philosophy.

What’s in Store

The Kind promotes unconventional eating habits by offering a variety of delectable cuisine tailored for vegans, Jains, gluten-free people, and more! "We provide more than just the cafe menu you're accustomed to. Every food that comes out of our kitchens is prepared with the same amount of care and consideration, and no diet or dish is deemed inferior,” she added.

The Target Audience

We receive visits from techies, friend groups, working youth, and families. "It's great to see that we're appealing to such a broad group. For pet owners in Bangalore, the pet-friendly Indiranagar and Bellandur areas are a significant plus,” she mentioned.

Challenges Faced

Hiring the right set of teams and finding the right location were the major challenges faced. “We want to be an authentic brand which resonates with people. Community engagement, word of mouth did play an important role in the earlier days of our start. When I was starting up with the concept at that time hardly few were focused on vegetarian dining with unique offerings.  The ability to evolve and grow is one of the challenges, setting the team on the right path is a challenge as well,” Gupta pointed.

Expansion Plans

“We are launching 5 more outlets in Bengaluru as we want to position ourselves here before we expand in other cities.” The brand eyes Pan-India expansion next year and is planning to open in major cities.

Message to Women Entrepreneurs venturing in Restaurant Business

“To all the incredible women entrepreneurs stepping into the restaurant business—dare to be different! Don’t just follow trends; set them. Focus on innovation, bring fresh ideas to the table, and build a brand that speaks to your vision. And remember, passion fuels the dream, but financial awareness drives success. Own your numbers, make strategic decisions, and create a legacy that thrives!.”

Started in 2005, Mirah Hospitality currently operates three brands & 28 restaurants which include Hitchki, Bayroute & Rajdhani. The group was acquired by SKFS hospitality last year to scale its business nationally through strategic acquisitions, with a focus on expanding its food services portfolio and making fresh investments to upgrade and enhance its existing outlets. 

Aji Nair has been associated with Mirah for more than a decade and has seen the brands being launched and growing as whole. In an Exclusive interview with RestaurantIndia, Aji Nair, Chief Executive Officer, Mirah Hospitality shares his insights on multi-brands, expansion, impact of digitalization and much more. Excerpts:

Focus on the Theme
Mirah Hospitality has niche restaurants with different themes and the brand have presence in different cities and the ambience is different from one another. Presenting authentic cuisine and educating the customers of various cuisines is really important. Hitchki has a bar concept, the restaurant is known for their Bollywood theme based with unique names of food and drinks. 

“Competition is high as many restaurants are coming up with innovative concepts and trying to standout from one another. We keep changing the menu in all our restaurants every 6 months as need to ensure we focus on trends and keep reinventing ourselves. Hitchki is following three concepts mainly – in the noon, it’s a restaurant, in the evening it is popular for corporate meeting and at night it’s popular for the nightlife,” shared Nair.

Running a Legacy Chain
Rajdhani has presence of 20 cities in India and has gone international. The brand is adding more vegetarian delicacies in the menu. The ambience is something which makes the brand more unique with traditional dishes in a luxury seating. “We have been serving thalis for a long time now. In our new outlet in Nesco, Goregaon, we are serving food in Golden Thalis to ensure good customer experience. For Rajdhani, 15-20% of sales are from delivery platforms. There is competition in Thali segment as well, so one need to innovate themselves to be ahead of the competitors,” added Nair.

For Rajdhani, the group has Maharajas who innovate the menu on daily basis. The menu differs from one location to other. 90% of the menu is common, most of the signature dishes are common, and the price point differs. For interiors, it remains different in all the outlets. “We don’t use food colors or preservatives. For Rajdhani, we have 4 new outlets coming up in this year,” he further added.

Impact of Digitization
These aggregators have gained the place in the heart of the people.  Nair said, “Customers who want delivery they prefer aggregators or delivery. 15-20% of business is from delivery platforms and 85% are from dine-ins. Reservations through aggregators is very good las we get around 30% booking through them.”

Running a Multi-brand Venture
Maintaining the authenticity is very important; getting the required raw materials available is a task. Customer education is really important, so one has to guide them about various cuisines. Since, all the restaurants are different from one another; we have to market it properly to ensure that all the brands perform smoothly, and it reaches the right audiences.

Expansion Plans
SKFS Hospitality owns 100% shares of Mirah Hospitality today and are planning to launch 1-2 new brands this year in Mumbai. “We have opened 3 new outlets this year. We are planning to expand Bayroute in Gurgaon and Bangalore and thinking to expand in Hyderabad as well, but we are waiting for the liquor license,” he pointed.

Advice to New Restaurant Owners
Be careful on selection of the theme, a venture should be multiplied and sustained to grow further so it’s very much needed to focus on what you do and to have a deeper knowledge on the same. Competition goes on, what’s important is how you survive.

As Coffee industry is evolving, there are many brands which are coming with cafes and innovative coffees marking their mark in the sector. Launched in early 2024, Fast Coffee offers high-quality coffee in a quick service style setup while fostering a strong connection between consumers and coffee producers, standing firm on sustainability principles. The goal is to offer more than just great coffee; they aim to create sustainable, ethical coffee culture that is impactful for consumers as it is for the environment and communities that are served. 

In an exclusive interview with RestaurantIndia, Soomanna MM, Founder of HumbleBean Hospitality talks about his brand identity, sustainability practices, coffee culture, expansion and much more. Excerpts:

The Entrepreneurial journey
Soomanna is a third generation small and medium farmer as he grew up in the farms. He joined the corporate world after his education, spent 13 years in banking after he got saturated into the corporate world. His main aim was to add a value with what he comes from and want to deal with issues in coffee like he can address the problem while building the brand.

The Brand and their USP
Fast Coffee was launched in early 2024. Humblebean is a luxury model founded in 2017. They also have HumbleBean Agro where they roast coffee, exports coffee and all. HumbleBean as a concept store is now called as HumbleBean Coffee and Patisserie which is focused on luxury coffee brewing craft experiences, flavor science and french patisserie. Humblebean has one concept store in Indiranagar, Bangalore. Fast Coffee will be that brand wherein everyone can resonate with.

The Vision & Mission
Their Vision is to be the Indian global brand, create products inspired by nature, drive economic activity through a socially inclusive platform and encourage mindful consumption. 

The Coffee Production- How They are helping the Community
“If the place of produce doesn’t change then there is no point in building a brand. I want to address the problems of the place of produce. People are not conscious about quality orientation and if they do then the coffee can be appreciated in the main stake brewing, and it can be extremely palatable. We want to connect the place of produce into consumption of tomorrow. We wanted to be a fully integrated coffee company where the brand is supporting the farm program as without having to go to trade coffee from traders, can focus on quality orientation, education to the farming community and buy from them,” he shared.

Growth of Coffee Culture in India
Coffee culture is growing but with a different meaning, as coffee is dominated by the cafes in the name of coffee. There are very less brands that focus on coffees as there are hardly any coffee shops. Like, we promote more of coffees than food. We believe food has to be complimented alongside the coffees, but it should not overpower the actual concept. 

Why sustainability and ethical sourcing became central to the brand's identity
“For us, the community work surpasses everything. I want to create the brand that is more towards sustainability taking back the mission of creating something for the farming community,” he added.

Support small and medium sized estates over single estates
Single estates are usually a definition done by specialty coffee mostly by the western world. Specialty means that scores above 82 percent. It is very difficult for small and medium farmers to follow all the process like picking, drying and others. Specialty Coffee is making India proud; this has done by less than 1 % of the farming community as it constitutes the single estates and specialty farms. We give more importance to regional focus like Kerala, Tamilnadu, Chikmanglur and other places.

Expansion plans
We have 5 dark stores and 5 outlets as of now. We are expanding in Bangalore currently then we will be moving in tier-2 and tier-1 cities. This year, we will be opening 7/8 outlets. The main focus is on Fast Coffee for expansion first, followed by HumbleBean. Right now, it’s all company owned model and not on franchise model.

Culinary world has evolved over the years with more woman taking charge of the kitchen in the male-dominated industry and making a name for themselves. As the industry evolved, there are more woman seen in the industry, be it bartender, mixologist or chefs in the kitchen. All women out there are exploring their career while breaking the norms and ruling themselves despite facing tremendous challenges. This Woman’s Day let’s celebrate the woman in the restaurant sector who are breaking the glass-ceilings and making a mark for themselves. 

1. Chef Deepa Awchat, Global Gourmand Awardee, CEO of Goa Portuguesa Group of Restaurants

Born and brought up in Goa, I come from a family of sportsmen. All my brothers were state level football and table tennis players. I was fortunate enough to be trained by my brother who was the NIS coach. Later on, I gave up my Customs and Central Excise career to follow my passion for food and joined my husband Dr. Suhas Awchat in the hospitality business as we already had a restaurant 'The Goa Portuguesa' in Mumbai, and the other restaurants are Diva Maharashtracha, Dakshin Culture Curry, Poie & Pao. I was also a Former MasterChef Judge India (for Hindi language) few years back along with the other judges.

Commenting on the challenges faced, she shares, "With no professional training, the chefs in the restaurant did not welcome me in the kitchen. My next challenge was to standardize the recipes. At that time, our kitchen was dependent on chefs who were from Goa, South India and other parts of Maharashtra. They had their individual styles of cooking the same dish. The recipes changed whenever the chefs went on leave or changed. But once I standardized the recipes, things got easier, and the food taste remained the same.  Now, we have our own spice mixes under the brand name “Goa Portuguesa Spice Mixes." The lesson learnt from my setbacks is never to be dependent on any individual’s skills, always have proper SOPs (Standard Operating Procedures)."

 “Knowledge is power, so empower yourself with knowledge before entering any field.”

2. Chef Bobby Patel, Co-founder and Culinary Director of Thyme & Whisk and Mad Doh 

Bobby enjoyed baking and cooking since she was young, and she have always enjoyed experimenting with flavors. As a mother, her path was not an easy one. Juggling personal and professional lives is challenging, but she never gave up because she was committed to achieving all goals. She owns Thyme & Whisk and Mad Doh and aim to expand them worldwide. Thyme & Whisk has now 17 outlets across India in 7 years and Mad Doh has 4 outlets in a span of just 1.5 years. More women are starting their own catering companies, food trucks, and restaurants, adding a variety of tastes and business strategies to the sector. The idea that women couldn't manage the demands of a professional kitchen was once held. These days, in high end restaurants, female chefs are demonstrating their tenacity, inventiveness, and leadership.

“With power, enthusiasm, and creativity, a woman can lead in any area and belongs wherever she chooses. Continue to learn, remain fearless, and never allow someone to extinguish your passion. Your flavor is needed in the world.”

3. Chef Seefah Ketachaiyo, Chef & Co-Owner, Seeran Hospitality
Chef Seefah’s journey and passion for cooking was nurtured at a young age. She founded her own brand ‘Seefah’ in December 2016 in Mumbai. The biggest challenge was proving skill and hard work matter more than gender. She had to push through biases and earn respect in male-dominated kitchens. She focused on consistency, discipline, and letting food speak for itself. Over time, she built a team where talent, not gender, defines a chef. Mumbai’s diversity has influenced my approach to flavors and ingredients. The city appreciates bold, well-balanced tastes, which aligns with my philosophy—delicious food that’s authentic yet approachable. Her cooking respects tradition while adapting to what people here enjoy. More women are leading kitchens, and there’s greater awareness about fair treatment. The industry still has a long way to go in ensuring equal opportunities.

 “You don’t have to do everything alone. A strong team makes all the difference.”

4. Chef Sherry Mehta, Ishaara 
My culinary expertise has been presented at prestigious platforms, curating special menus and food festivals at renowned establishments. At thirteen, afternoons were spent in my grandmother’s kitchen, where fragrant spices and fresh produce filled the air. In 2012, while living in Chennai, I saw an opportunity. North Indians craved the flavors of home, so I started Sherry’s Kitchen, a humble catering service that soon became a turning point. In 2015, stepping into a five-star kitchen at the Himachali Food Festival at Marriott Hyderabad changed everything.  That first step into a five-star kitchen changed everything. From Home Chef Matters at Taj Lands End in 2016 to competing on Fox Life India’s Grilled in 2017, each challenge shaped me into the chef I am today. Though I didn’t win the show, I won something greater—confidence, resilience, and the belief that my passion had a place in this industry. 

Commenting on how industry has changed over the years, Chef Sherry shares, “The food world has transformed. Diners now seek authenticity, valuing regional flavors over fleeting trends. Ingredients tell stories, and meals are more than taste—they are history, culture, and identity. And through my passion I keep these cultural treasures alive and bring them back to modern kitchens, preserving the rich, authentic tastes of pre-partition Punjab. With deep respect for these ancient cuisines, I carry forward my grandmother’s legacy, ensuring that the forgotten flavors of the past continue to inspire chefs and food lovers, keeping us connected to the roots of Indian cuisine.”

Her advice, “Roots shape your craft, but passion defines your journey. Honor traditions, but don’t be afraid to create your own legacy.”

5. Chef Beena Noronha, Executive Chef, Gigi, Lyla and Scarlett House

Her journey into the culinary world wasn’t conventional. After spending 16 years in fashion, she decided to follow her passion for food, diving headfirst into the demanding world of professional kitchens. Training in a two-Michelin-starred restaurant in France was a reality check—it was grueling, but it shaped her into the chef that she is today.

When she started, the industry was far less welcoming to women in leadership roles. Kitchens were—and often still are—male-dominated, with long hours and an unspoken expectation that women wouldn’t last. But over the years, there has been a shift. More women are stepping into the spotlight, leading restaurants, and breaking stereotypes. While challenges remain, the landscape is evolving to be more inclusive.

For Chef Beena, success has meant staying true to her identity, representing her Mangalorean roots through food, and creating spaces where talent—regardless of gender—can thrive. “The kitchen doesn’t define you—your passion, resilience, and craft do. Keep showing up, keep creating, and make your own space at the table.”

6. Chef Tarannum Sehgal, Head Chef - Brands, Bright Hospitality

Every kitchen I've stepped into has shaped me—has taught me resilience, precision, and the beauty of creating something from scratch. From my mother’s kitchen to the Michelin-starred restaurants of France, this journey has been about more than just cooking; it’s been about finding my voice through food. 

Switching professions from advertising to culinary came with its own set of challenges—from a lack of culinary schools in India at the time and challenges faced by women in the field. Espressos Anyday is an extension of that—where nostalgia meets technique, and where every dish carries a piece of the places I’ve been, the lessons I’ve learned, and the stories I want to tell.

She says, “I personally follow the "10,000- hour rule" popularized by Malcolm Gladwell. You would likely become highly proficient or even an expert in a skill if practiced dedicatedly for at least 10,000 hours.  That's how I learnt my way around a professional kitchen, since I switched my profession, in my thirties.”

7. Chef Megha Kohli, Partner at Mezze Mambo

Chef Megha Kohli’s journey in the culinary world is one of passion, perseverance, and innovation. As the Chef Partner at Mezze Mambo, a Mediterranean restaurant in New Delhi that celebrates the diverse flavors of the Silk Route, Megha brings a wealth of experience spanning fifteen years—an impressive feat for her age. From her early days in the kitchen with her grandmother to being awarded Times Chef of the Year 2020, her story is as rich as the flavors she crafts.

Her formal culinary education began with the prestigious Oberoi STEP program, where she honed her skills at Udaivilas, Udaipur. Selected for the Oberoi Centre for Learning and Development (OCLD), she trained in premier properties like The Trident, Mumbai, and even worked alongside Michelin-starred chef Norbert Niederkofler. However, her desire to break away from hotel kitchens led her to fine dining, where she made her mark as Head Chef at Olive Beach and later as Project Head at Fabrica by Chef Saby. It was at Lavaash by Saby, India’s only Armenian restaurant, that Megha truly cemented her place as a culinary innovator.

Through her career, Megha has championed regional Indian cuisine, sustainable sourcing, and mentoring young chefs, reinforcing that food is more than just technique—it’s emotion, history, and connection. As she continues her culinary evolution, Megha remains a pioneer in redefining modern Indian gastronomy, one plate at a time.

8. Chef Swati Harsha, Head Chef, Hylo

Chef Swati Harsha’s path to the kitchen was far from conventional. After years in advertising and banking, her passion for food took over, leading her to explore India’s culinary heritage and eventually head the kitchen at HyLo. Her cooking is rooted in storytelling, tradition, and a deep love for regional flavors.

The food industry today is shifting towards authenticity and preserving culinary heritage. It’s no longer just about innovation but about honoring traditions, reviving lost recipes, and making them relevant for modern diners.

"For aspiring chefs, food is more than ingredients—it's memories, heritage, and emotion on a plate. Cook from the heart, and the rest will follow."

9. Chef Malavika Pratap, Head Chef, The Dimsum Room

Chef Malavika Pratap’s journey has taken her from the rigorous training of the Taj kitchens to leading The Dimsum Room, where she blends tradition with innovation to redefine Mumbai’s dim sum experience. Her passion for East Asian cuisine and dedication to craftsmanship shape her approach to modern dining.

The culinary industry has evolved to embrace sustainability, cultural storytelling, and a deeper appreciation for global influences. It’s no longer just about technique—it’s about the stories behind each dish and the experience it creates.

"Respect tradition, push boundaries, and let your curiosity lead the way."

Founding and scaling a company is never simple, but for women, it is typically filled with even more obstacles—biases, assumptions, and the assumption of doing work and home life simultaneously.

Ever wondered how women are making their mark in the restaurant industry which is a male dominated one? Many women restaurateurs have successfully launched their restaurants marking their success in the industry. Let’s have a look at the women entrepreneurs who made their mark in the restaurant industry. Read to know about their journey, challenges and advice they would like to give for future entrepreneurs.

1. Radhika Dhariwal - Director & Founder of Passcode Hospitality

After completing her degree in psychology in the US and Master’s at NYU, she would often visit speakeasies and cocktail bars. After moving to India, she accidentally entered the F&B industry. Her brother wanted to start a nightclub, but instead, they launched India’s first speakeasy-style cocktail bar, PCO, just around the corner from their house in Delhi. 

Thirteen years later, they have 22 restaurants across the country, including brands like Jamun, Pings, Saz, Mister Merchant, and ATM, with locations in Delhi, Mumbai, Goa, Pune, Hyderabad, and Kolkata.  During COVID, when all the restaurants were shut, they launched Maya Pistola Agavepura—India's first aged premium agave spirit. 

“I would say choose something you are passionate about so that it is easy to stay the course, stay dedicated. Not everything is meant to be easy work hard, stay committed, and you will break through. Be mindful of the world around you, choose your battles wisely, and know when to let things go,” she shared.

2. Minakshi Singh, CEO & Co-Founder, Thirsty Three Hospitality Pvt Ltd

“My journey started when I was in second year of hotel management, did bartending at that time and pursued bartending course after college,” said Singh who is known for brands like Sidecar, Speakeasy, Café Lungta, Bhumi Farms, The Brook and India Bartender week.

Talking about challenges she faced, “I could not do bartending back then as there were hardly any women even though I had done the course. I did beverage marketing, sales, training and much more and I got varied level of exposure which helped me grow as well.”

3. Niketa Sharma, Managing Director, Keish Hospitality
Her journey in the hospitality industry has been a rollercoaster of challenges with learning and incredible growth. Started her career at the age of 22, fresh out of MBA from Les Roches, Switzerland; she is known for creating The Thane Club, Blah, Vivi Italian, South Stories India, Masaledar Thane, and Magna Bar & Kitchen.

From securing the right locations to building a reliable team and ensuring consistency in operations, every aspect of the business required patience and perseverance. Over the years, they have successfully launched 6 restaurants across different locations and are exploring expansion opportunities in Mumbai and other cities. 

“To every woman out there dreaming of starting something of her own believes in yourself and take that first step. The road will not be easy, but the challenges you face will only make you stronger. Surround yourself with people who uplift you and understand the value of persistence. The world needs more women in leadership, and your journey, no matter how small it seems today, can inspire the next generation,” she pointed.

4. Mickee (Pratima) Tuljapurkar, Founder La Loca Maria and La Panthera

Opened La Loca Maria as a cozy 25-seater Spanish restaurant with her husband, Chef Manuel Olveira, the restaurant quickly gained popularity. Leading them to expand to a 75-seater within a year, and launched La Panthera, a modern European restaurant with a 100-seater in BKC. She says, “The journey hasn’t been easy, but it has been super rewarding to bring these two restaurants to life. It’s a high-pressure job, especially with all the other challenges like managing staff and keeping an eye on costs,” she mentioned suggesting that for anyone in this industry—regardless of gender—is to prioritize two essential areas: your work and the relationships you build.

Understand your limitations, and don’t hesitate to seek help from those who know more than you. Just because you’re still learning doesn’t mean you’re incapable; you can always find a solution. Learn to say no when necessary and trust your judgment from the start.

5. Nidhi Singh, Co-Founder, Samosa Singh

Samosa Singh is empowering women at every level—be it leadership, operations, production, or innovation. Their production workforce today comprises nearly 35-40% women, which is evidence of their commitment towards creating a gender-diverse workplace. 

“This International Women's Day, let us pledge to push for quicker action, break down barriers, and build an industry in which all women can thrive. Because when women thrive, businesses prosper, and society reaps the rewards. Think Big! Let's lead, let's inspire, and let's create a world where every woman entrepreneur can realize her true potential,” pointed Singh.

6. Poornima Somayaji, Founder – Aragma, Pune  

Poornima’s journey in the restaurant industry has been deeply personal, driven by a passion for food and storytelling, with a focus on everyday ingredients. She envisioned Aragma as a space where dining becomes an experience.

“Like many women entrepreneurs, I’ve faced challenges—navigating an industry that has traditionally been male-dominated, earning credibility as a first-time restaurateur, and balancing creative vision with business viability. However, each challenge has reinforced my belief that resilience, adaptability, and a strong support system are key to success,” she shared by pointing that the challenges will be real, but the industry needs more women to shape its future, not by fitting in, but by leading in their own way. 

7. Lalitha Dutta, Managing Partner, Firewater Neo Kitchen & Bar

“My journey into the culinary world wasn’t a straight path. Growing up, my dad’s pharmaceutical business taught me the dedication, but it was food that truly captivated me. After my MBA and a stint in corporate, I followed my passion,” she said.

With 4 outlets in Hyderabad, the journey has been about self-belief, building a strong team, and proving that hard work and talent can break through any barriers. “Young women aspiring to thrive in any venture: Own your passion with confidence, invest in your skills and connections, and stay curious and adaptable. Success comes from resilience, authenticity, and the courage to challenge norms,” she further added.

8. Arpita Ganesh, Partner and CEO of Catch44 Hospitality

Her journey has been one of resilience, passion, and breaking stereotypes in every industry she has been in as she launched ‘The Bah’ and ‘The South Place under Catch44 Hospitality. Despite the progress made, Arpita has faced challenges, especially in overcoming traditional mindsets and biases, particularly among staff from rural backgrounds. She advocates for a 70/30 female-to-male ratio in frontline roles to further empower women in the industry.

“Believe in yourself, take calculated risks, and push past societal limitations. Women have the potential to lead, innovate, and transform the hospitality industry. With confidence, determination, and a strong support system, they can break barriers and redefine success on their own terms,” commented Arpita.

9. Kareena Bulchandani, Founder, MOKAI 

When we started Mokai in Mumbai, had doubts—mainly because it’s on a one-way street, right next to two well-known spots like Veronica’s and Subko. Starting something different without any background in hospitality was tough, Mokai is a café built on unique experiences—nothing is ordinary here. Kareena has played a key role in curating a one-of-a-kind menu featuring over 50 unique beverages, each distinct in flavor yet crafted with unwavering consistency.

“There will always be people who don’t believe in you—let them be. Those same people will be the one eager to work with you once you succeed. This world is full of people who think they know it all but proving them wrong is one of the most rewarding feelings. If you fail the first time, that’s okay. If you have a vision - NOBODY can ever stop, you from achieving it - Just Manifest” she added.

10. Shreya Nayyar, Co-Founder of The Bagh

When Shreya started ‘The Bagh,’ her goal was to build a space that wasn’t just another restaurant or bar, but an experience deeply rooted in a passion for hospitality. Bringing something contemporary yet soulful to Amritsar, a city known for its heritage and culinary legacy, was both thrilling and challenging.

Their latest concept is all set to redefine dining experiences in Amritsar. The new restaurant is a 5,800sqft with globally inspired dishes, indulgent desserts, and a good cocktail programme.

“The world is shifting, and the hospitality industry is no exception. Women are no longer just participants; we are change-makers. If there’s one thing I’ve learned, it’s that waiting for the “right moment” is a myth. The moment you decide to back yourself is the right one. Build fearlessly, learn constantly, and never hesitate to take up the space you deserve,” shared Nayyar.

The success of Specialty Restaurants in a highly competitive market can be attributed to several key factors. From focusing on quality in, maintaining the highest standards of hygiene, ensuring a safe and enjoyable dining experience and providing exceptional service, ensuring that every guest feels valued and leaves with a memorable experience. The brand has not just grown in India but has also expanded its wing to global land. In an exclusive interaction with Restaurant India, Anjan Chatterjee, Founder & MD, Speciality Restaurants talks about innovation, experiential dining and expansion plans. Excerpts from the interview: 

Innovation is Key

Innovation is a cornerstone of success in the food and beverage industry. It involves continuous learning, refining insights, and translating them into actionable improvements. Whether it’s crafting new recipes, experimenting with unique ingredients, or leveraging advanced equipment to create distinctive dishes, innovation keeps offerings fresh and exciting. Beyond the kitchen, innovation extends to enhancing the dining experience through thoughtful table setups and captivating décor. It’s an ongoing process, and the key mantra in this industry is to embrace learning and evolve every single day.

Factors to Consider while Entering New City

When considering expansion to a new city or region, a key factor is understanding the target audience and their preferences. As a fine dining brand, we’ve observed that markets with a multicultural, metropolitan crowd often align well with our offerings. These cities bring diverse culinary appreciation and a vibrant energy that complements the fine dining and liquor-led experience. Such regions provide the ideal setting for our brand to thrive and connect with diners who value sophistication and variety.

Menu Innovation

At Speciality Restaurants, we believe in curating a diverse menu that resonates with a wide range of palates rather than strictly adhering to regional preferences. While the concept of ‘regional’ preferences in demography may not always hold true, understanding the target audience's culinary inclinations is crucial. For instance, we ensure that our offerings align with the tastes and expectations of diners in each region, tailoring our menu to strike the perfect balance between variety and authenticity.

Staying Ahead of the Competition

We firmly believe in preserving our core identity and staying true to the essence of our brand. Rather than adapting our products or outlets in significant ways, we take a thoughtful and calculated approach when entering new markets. This involves carefully assessing the city’s demographics to determine which cuisines would resonate best while ensuring they align with our established standards and values. This strategy allows us to remain authentic while connecting meaningfully with diverse audiences

Overcoming Challenges

One of the primary challenges in scaling operations, particularly in the hospitality industry, is ensuring access to trained staff. To address this, we have developed a robust system for training personnel, both through theoretical learning and hands-on experience. We maintain a pool of skilled team members who are thoroughly prepared to handle new openings. For each new location, we deploy these trained professionals under the guidance of our senior operations team, ensuring a seamless launch and consistent service quality.

How important is technology (online reservations, digital menus, delivery apps) in the growth of your business?

Technology plays a pivotal role in the growth of our business, especially in today’s digitally-driven world. Recognizing that our customers are tech-savvy, we’ve implemented e-menus and QR codes across all our outlets, making the ordering process seamless and efficient. Additionally, our brands are listed on various delivery platforms, significantly expanding our reach and driving business growth. These technological integrations not only enhance convenience for our guests but also align with the evolving trends in the food and beverage industry.

Creating an Everlasting Experience 

Our guests are at the heart of everything we do, and we embrace the timeless philosophy of treating every guest as God. As a brand rooted in the art of hospitality, we are committed to delivering the highest service standards. Our team goes above and beyond to create a warm, welcoming atmosphere and ensure every detail contributes to a truly memorable dining experience. It’s this unwavering dedication to guest satisfaction that sets us apart.

How has the evolving food culture in India influenced your business strategies and plans?

The evolving food culture in India has significantly influenced our business strategies. Today, our target audience largely comprises Gen Y and Gen Z, whose food preferences and dining habits have shifted considerably. There’s a growing inclination towards ‘liquid-led’ offerings paired with smaller food portions.

To align with these trends, we continuously adapt our strategies. For example, all our restaurants now feature display bars, which cater to the social and experiential preferences of the younger generation. Additionally, our brand Asia Kitchen by Mainland China incorporates an open kitchen format, allowing guests to witness the exciting process behind the creation of their dishes.

Moreover, with food becoming an ‘Instagrammable’ experience, we place greater emphasis on presentation alongside taste, recognizing the importance of visual appeal in today’s dining culture.”

Expansion Plans

Looking ahead, our primary focus is on expanding both the number of restaurants and our overall turnover, while aligning with the country’s growing economic landscape. Beyond the metro cities, we are increasingly exploring opportunities in Tier 2 and Tier 3 cities, where demand for quality dining experiences is on the rise. Innovation is a continuous journey for us. We draw inspiration from international cuisines and regularly bring in overseas chefs to enrich our offerings. By consistently introducing fresh concepts and unique dishes, we aim to keep our guests excited and eager to experience something new each time they visit.
 

Born in Vadodara in 2018, Thyme & Whisk has blossomed into a beloved dining destination with 16 locations. Brainchild of Chef Bobby Patel, Tapan Patel, Parth Gheewala & Dharti Gheewala, the brand is captivating diners with its innovative approach and unwavering commitment to quality.

Fueled by this vision, Thyme & Whisk has ambitious expansion plans. The brand aims to significantly increase its presence across India, with a target of 50+ outlets in the next 5-7 years. This strategic expansion will see Thyme & Whisk enter new markets, bringing its unique culinary vision to major cities like Delhi, Mumbai, Bangalore, Chennai, and beyond. In an Exclusive interview with RestaurantIndia, Bobby Patel and Parth Gheewala, co-founders at Thyme and Whisk and Mad Doh shares about their journey, expansion plans, vegetarian dining and much more. Excerpts:

How it began?

Chef Bobby is an electrical engineer, worked in Larsen & Tourbo for 5 years. “Since childhood, I loved cooking and baking and always loved playing around flavours. When we had to go to vegetarian restaurants in India. It was pretty basic and there was no global cuisine being served by restaurants. So, we came up with the idea of starting something on our own where we serve different varieties of veg food,” he shared

Creating experiential dining

The inspiration comes from my passion which is now my profession. Along with fine dining, we make that the creativity is top-notch in our brands. We have finger millet ragi flour pizza, it’s all about creating experiential dining. The first restaurant was launched in 2018 in Vadodara, Gujarat. We have a vast variety of vegetarian menu and a great selection of desserts as well. We have Cookies, Dubai Kunafa among others. 

USP of the Brand

Indians are very well-traveled these days. Fresh hand-rolled pastas are made every day in our restaurants. We are serving easily digestible pizzas. In Mad-Doh, we have Neapolitan pizzas and thin-crust as well. We have vegan, jain, salads and healthy menu and it can be customized as per consumer preferences. The menu is common throughout all the outlets. The innovations are added in all the outlets.

Overcoming Challenges

The biggest challenge was acceptance by the consumers. We educated the customers about the dishes, and we got a great response. The prices were little higher like for eg, 800 for 2 people or depends on what you order. Since, we cater to various cuisines; we make sure that we prepare in-house sauces for the food we prepare. To get all the good quality ingredients was one of the biggest challenges we faced in the initial stages.

Future of vegetarian dining

People are health-conscious these days and they are eager to know what’s in their food. The vegetarian and vegan dining are going to boom in India in the coming years. Lots of chefs are focusing on vegan dining; people want to have vegan or vegetarian in a luxurious place. We also ensure that food wastage is less. In Mad Doh, we have smaller plates, while in Thyme and whisk we serve the right portion to the consumers.

Equal Responsibility for all the partners

Bobby looks into culinary section and innovations, Tapan looks after staff management, Parth looks into expansion plans, while Dharti looks after the interiors for all the outlets. “We ensure all the ideas are discussed well before the execution,” shares Bobby.

Expansion plans
We have 17 outlets for Thyme and Whisk, 1 outlet for Mad Doh. We want to expand in all cities and have international expansion plans as well. This year, we are opening 4 cloud kitchen brands focused on specific segment each– burgers, biryanis, Indo-chinese, shakes and juices respectively. We will grow in company outlets more and franchise as well. In Thyme and Whisk, its 90% dine-ins and in Mad Doh, its 75% dine-ins.

People are coming up with regional cuisines, millet-based recipes, AI driven menu will be on rise, technology advancement and much more.

Message for Women Restaurateurs:
‘Have the clear goal and passion, build your own niche and believe in yourself rather than having self-doubts.’

Lenexis Foodworks is one of the leading quick service food companies in India, that owns brand like—Chinese Wok, The Momo Co., and Big Bowl, catering to a wide range of tastes and preferences. Founded in 2015, Chinese Wok is the flagship brand under it. The brand is transforming the way Chinese cuisine is enjoyed by staying true to its founding principles of offering high-quality, hygienic Desi-Chinese dishes at affordable prices. With footprint of 220+ locations across 35+ cities, including Mumbai, Delhi, Bangalore, Vadodara, Pune, Chennai, Coimbatore, Bengaluru and Hyderabad, it plans to introduce new concepts and categories across cities.

In an exclusive interview with RestaurantIndia, Aayush Madhusudan Agrawal, Founder and Director, Lenexis Foodworks spoke about his entrepreneurial journey, challenges, expansion plans and much more. Excerpts:

How it all began?

The brand concept came in to our mind as we saw a gap between street Chinese and fine dining. A lot of research data suggested that Indian Chinese is the second most preferred cuisine after North-Indian food in India.  Started in 2015, the brand was earlier called as ‘Wok Express’ and now it’s called ‘Chinese Wok’ as we did rebrand back in 2020. The reason for rebranding was lot of customer feedback, focus group studies, brand track and also the realization that people found it difficult to co-relate with the brand ‘Wok Express’.  As we rebranded, the numbers become high in the last 4 years. We were at 30 stores that time and currently we have 230 stores.

Crossing all Barriers

In the QSR model, only MNC’s have operated, there were no organized player in Chinese food especially. While manpower was available but to train them specifically for Chinese food was difficult. Finding the right location was a big challenge for us. The first outlet for Chinese Wok was in Bandra, Mumbai.  In 2020, we launched other new brands which are ‘Big Bowl’ and ‘The Momo Co.’

Both of them are online brands with cloud kitchen model and we would continue to operate in that model. But, for Chinese Wok, the dine-in has increased these days so we are coming up more with dine-in outlets.

Online vs Offline Race

80% of our business is from online delivery, 20% comes through dine-ins. We have seen a great growth in the past 6-9 months. Our dine-in is growing much faster than delivery. We have differential pricing based on city and the market.

What’s your view on the recent Zomato/Swiggy Fiasco by the restaurant owners?

They are important players in the industry. We have a great relationship with them. We are active on all those who are available right now. We will be happy to collaborate with new players as well.

Expansion Plans

Currently, we are in 35+ cities, operating 225 stores; our thought process is to open 100 stores every year. There is a lot of growth coming from tier-2 and tier-3 cities. We think we can take it to 1000 stores easily. The other brands will grow as Chinese Wok grows.

By 2027, we are targeting to have 500 stores for Chinese Wok. Crossing 1000cr mark will be great. Big Bowl has crossed 100cr revenue in 3 years of operations, close to clock-in 150cr soon.

Trends to Follow

Customers are willing to experiment in new cuisines and new dishes. Other than that, inclusion of technology for various things like point of sales, training and much more has become important.

From transforming The Thane Club to building multiple successful restaurant brands, Niketa Sharma is now leading Keish Hospitality into its next big chapter—innovation, growth, and nationwide expansion.

When you think of Mumbai’s buzzing hospitality scene, one name stands out – Keish Hospitality. This powerhouse brand, founded by Niketa Sharma and Dilip Rawat in 2021, is all about innovation, top-notch quality, and an unparalleled dining experience. From curating some of the city’s most happening restaurants to expanding its footprint nationwide, Keish Hospitality is redefining how Mumbai dines and socializes.

With an impressive portfolio that includes The Thane Club, Blah BKC, Vivi Italian, South Stories India, Masaledar Thane, and Magna Bar & Kitchen, the brand is now gearing up for two major launches— ‘Iti’, a bakery brand, and a fine dining bar in Mumbai. And that’s not all—2025 is all about taking Blah PAN-India!

In an exclusive chat with Restaurant India, Niketa Sharma, Managing Director of Keish Hospitality, spills the beans on her journey, challenges, and the bold expansion plans that will put Keish Hospitality on the national map.

Meet the Woman Behind Mumbai’s Hottest Hospitality Brand
Back in 2013, a 23-year-old Niketa Sharma took over The Thane Club under S P Motels—marking her first step into the hospitality world. A first-generation entrepreneur, she didn’t just take over a club; she transformed it into Mumbai’s only club with four thriving restaurants!

Born and raised in Mumbai, Niketa was no stranger to business. Her family-owned S P Motels, but they had never ventured into hospitality—until she made the bold move. Initially, hospitality wasn’t part of her career plan, but her passion for the industry grew stronger by the day.

Armed with a Master’s degree in Accounting & Finance from Mumbai University and an MBA in International Hospitality & Tourism from Les Roches (one of the world’s most prestigious culinary schools), Niketa knew she had to master the industry from the ground up. As the CEO of S P Motels, she made sure she understood every single aspect of the business, setting herself up for success.

The Birth of Keish Hospitality & the Road to Success
Fast forward to 2021, Niketa, along with her cousin and co-founder Dilip Rawat, launched Keish Hospitality and opened four restaurants inside The Thane Club. Today, she manages seven successful restaurants across Mumbai and is pushing the envelope on innovative dining experiences.

Reflecting on her entrepreneurial journey, Niketa says, “It’s been a fascinating ride full of learnings. The rewards go beyond profits—it’s about the recognition and the impact we create. Of course, the biggest challenge is people management, but with the right leadership, you learn how to navigate it.”

Speaking about her biggest challenge, she recalls, “When we took over The Thane Club, it was far from a club setup—it had just a swimming pool and a gym. No restaurants, no culture, no vibe. We literally built everything from scratch, turning it into a go-to destination for food, events, and a true clubbing experience.”

Carving a Unique Brand Identity
Unlike many restaurant groups that stick to similar themes, Niketa ensures each of her brands has a distinct identity. “If I create similar concepts, I’m just competing with myself. So, I make sure each brand offers something unique—something new for the customers to experience,” she explains.

A huge part of this comes down to the culinary genius behind the menus—Chef Rahul Desai, who has been leading menu creation for over 3.5 years. The process is highly dynamic: “80% of the menu is curated by the brand chef, while 20% is created by other chefs. Every Friday, our chefs can experiment with a cocktail or dish—if customers love it, it becomes part of the menu!”

Niketa also understands the power of social media: “Our restaurants are not just about food; they are about an experience. Aesthetic, Instagram-worthy spaces help us reach the right audience. Content creation is key.”

Reinventing Magna: From Café & Bar to an Iconic Asian Rooftop Bar
One of Keish Hospitality’s biggest transformations has been Magna. Niketa reveals, “We completely rebranded it into an Asian rooftop bar. It used to be a café & bar, but we saw an opportunity to make it something special. The branding, logo—everything was revamped to give it a new identity.”

Niketa swears by seasonal chef tasting menus to keep things fresh. “At Blah, we have four unique chef tasting menus every year. Each of my brands has its own distinct identity, and that’s what keeps them exciting. The key to success? **Exceptional food, stellar service, and a warm hospitality experience. That never fails.”

Her employee philosophy is just as strong: “We invest heavily in staff training. The first month is all about training, orientation, and understanding the menu. Every alternate day, chefs and bar managers sit down to discuss new ideas. Daily 30-minute briefings ensure everyone is on the same page. Plus, we prioritize job security and insurance—a happy team is what drives seamless operations.”

Why Mumbai? 
Niketa has her roots firmly planted in Mumbai, and for her, building her empire in her hometown was a natural choice. “Starting something in my own city gave me the comfort and confidence I needed. Plus, I create brands with distinct identities, so there’s no internal competition. My goal was to build a strong base here before expanding.”

As a forward-thinker, Niketa predicts massive shifts in the industry: “Consumers will demand cleaner foods, healthier options, molecular gastronomy, and guilt-free desserts. The industry is evolving fast, and brands that fail to adapt will struggle.”

What’s Next? Keish Hospitality’s Big Expansion Plan!
The brand isn’t slowing down anytime soon! In 2024, Keish Hospitality is launching a fine dining bar and a bakery brand, ‘Iti’ in Mumbai. But the real game-changer? “We’re all set to take Blah PAN-India in 2025! Plus, we have more brands in the pipeline—this is just the beginning.”

With a vision that keeps pushing the boundaries of dining, nightlife, and hospitality, Keish Hospitality is proving to be a game-changer in India’s F&B space.

Niketa was just 23 when she took the plunge into entrepreneurship, and her advice for women is bold and unfiltered: “Have the courage to go for it. Women often struggle with the guilt of not focusing enough on family or social life—something men rarely have to deal with. It’s okay to fail. It’s okay if no one supports you. You will face more men in the room who may not listen to you—but listen to your goals instead. If work makes you happy, then do it.”

Founded in 1993 by Krishna Tamang, China Gate Group has become a household name in Mumbai's restaurant scene. With 9 brands under its umbrella—Global Fusion, China Gate, Bora Bora, TAP, Caravan Serai, Larrikin, Walkman Bar, Hometown Café, and Gohjiating—the group continues to redefine the culinary landscape. Now, they are gearing up to launch two new brands, Breaktime and Red Box, as part of their ongoing expansion.

Ankit Tamang: A Second-Generation Entrepreneur with a Vision
Ankit Tamang, the Director of the China Gate Group, is a second-generation entrepreneur who has played a crucial role in the brand's recent growth. Raised in Bandra, Ankit was exposed to entrepreneurship early on, watching his parents run both a restaurant and a textile business. While he initially had aspirations in music during his college years, his passion for the family business grew over time. After completing culinary training in Singapore, Ankit was mentored by the legendary Chef Ricky Goh, who instilled in him the importance of discipline, leadership, and the art of managing a team. These lessons have shaped his approach to managing the 1,300 employees at China Gate Group today.

Ankit officially joined the business in 2016, and under his leadership, the group has expanded significantly across Mumbai. In an exclusive interview with Restaurant India, Ankit shares insights into the brand's evolution, the challenges of running a large-scale restaurant business, and his future plans.

The Evolution of the Brand
"China Gate started as a small venture in 1987, and in 1993, we opened our first restaurant with 120 seats. Over the years, we’ve seen a shift in consumer preferences, with people becoming more open to diverse cuisines. The rise of pubs and bars has been particularly notable," Ankit reflects. "As we grew, we introduced several new brands under the China Gate umbrella, allowing us to expand our presence throughout Mumbai."

Ankit’s journey into the family business began at a young age. "I used to spend a lot of time at my dad’s office from the age of 10. Although I initially pursued music during college, I found myself getting more involved in the family business. In 2016, I fully immersed myself in the restaurant side of things," he shares.

Transforming the Brand and Adapting to Change
Having spent over three decades in the industry, China Gate Group has seen many changes in the culinary landscape. "The food industry has evolved dramatically. In the early days, there were few pubs, and now we’re seeing a growing number of restaurants offering global cuisines. Korean and Japanese restaurants are especially on the rise. At Bora Bora, for instance, we revamped the alcohol menu, improved staff behavior, and introduced uniforms to enhance the customer experience."

Ankit also emphasizes how social media has transformed the restaurant business. "A few years ago, we thought about rebranding, but my father didn’t want to change the core identity. However, we’ve had to adapt to the increasing role of social media in today’s dining scene. The décor, food presentation, and overall ambiance now play an essential role," he explains.

Navigating Challenges
"Challenges exist in every aspect of the business. One of the toughest lessons I’ve learned is to be a people’s person rather than just a boss," Ankit admits. "Working with both traditional and modern employees can lead to differing opinions. Getting everyone to work toward a common goal can be challenging, but it’s a crucial part of growing a successful business."
 

A Diverse Portfolio of Themed Restaurants
What sets China Gate Group apart is its diverse range of themed restaurants. "China Gate offers Indo-Chinese cuisine and has always been a customer favorite. Caravan Serai in Andheri serves authentic Indian cuisine, while TAP and Bora Bora are our lively pub concepts. TAP features live performances, guest DJs, dance competitions, and more," Ankit shares. "At Global Fusion, we offer traditional sushi, and Gohjiating specializes in authentic Korean cuisine, complete with Soju."

Restaurant Trends to Watch in 2025
Looking ahead, Ankit predicts several exciting trends for 2025. "Coffee culture is emerging in Mumbai, and cocktail bars are gaining popularity. We’re also seeing a rise in Turkish, European, and Peruvian cuisines, which will likely be key players in the coming years."

Why Mumbai?
Mumbai has long been the home base for China Gate Group, allowing the family to maintain close control over operations. "Fifteen years ago, we considered expanding beyond Mumbai, but we were struggling to stay afloat. Instead, we decided to focus on strengthening our presence here and launched several new brands. Now, we’re ready to expand into other cities," says Ankit.

Expansion Plans for the Future
Currently, China Gate Group operates 27 outlets, all owned by the company. Ankit’s vision for the future includes expanding nationwide. "We’re targeting cities like Pune, Indore, Goa, and Ahmedabad for our next phase of expansion. We plan to open 15-20 new outlets by the end of 2025," he reveals. In the future, the group plans to introduce a franchise model to scale the business while maintaining quality control and operational efficiency.

As China Gate Group continues to innovate and grow, Ankit’s leadership is driving the brand toward greater success, ensuring that it remains a beloved culinary destination in Mumbai and beyond.

Hailing from Muzaffarpur, Bihar, Chef Rahul Shrivastava's culinary voyage from his roots to the kitchens of Hyatt Centric Juhu, Mumbai, epitomises the transformative power of determination and passion. Armed with zeal and a degree from IHM Hyderabad, Chef Rahul embarked on his culinary expedition by starting his internship at the esteemed 360° at Oberoi Hotels, New Delhi. His journey took him to various destinations, from opening his inaugural restaurant at The Park Chennai’s A2, to ventures like Amami in Malta, Izumi in Mumbai, and eventually returning to his roots with Soy-Soi in Delhi. 

With each experience, Chef Rahul's culinary finesse flourished, culminating in his illustrious role at Hyatt Centric Juhu. Here, he orchestrates a symphony of flavours that tantalise the palate and linger in memory. Beyond mere recipes, Chef Rahul crafts narratives on plates, curating a 'Theatre of Flavours' where every dish narrates a story.

In an exclusive interview with Restaurant India, Chef Rahul discusses about the on-going food trends, role of food plating and presentation, his journey and much more. Excerpts:

What are on-going food trends or in-hotel trends we can look for in 2025?

2023 and 2024 was more about millets. And these days, many are focused on plant based protein and how there can be shift between normal and plant based protein. There will be an increase in the vegetarian dining and zero-waste cooking. In 2025, there will be an alternative protein source like lab-grown meat. We make a dish from vegetable leftovers which are called ‘Mala Xiang Tao’ and it is made of roots and stems of vegetables. We toss it with Chinese flavours. There will be lots of fusions; shift from modern fusion, people will be back to basics. Influence of AI in restaurants will be there in a unique way like AI-based menu, the calculation of nutrition value.

How has been your journey so far from working with various brands?

In Oberoi, I learned a lot as they are known for their food and service. Oberoi had a saying, “Don’t compromise over the quality of the service or the quality of the food.’’ I learned from Oberoi Hotel and The Park a lot and that’s the learning I implemented on my food at Izumi and Soy Soi. So, I handle Hyatt Centric Juhu as a whole where we have Sesame and Sesame Bar, banquets and rooftop. Every restaurant has its own learning with helps in growing further in our career.

How often do you work with kitchen team on menu innovations?

We do innovate the dishes. Junior staff showcases their skills and prepare their specials. First, they do the trial and we check usually, then we serve them to the customers. If the feedback is good, then we do promotional menu or that dish stays in the menu. In this way, we are motivating our staff to showcase the skills as well.

How do you handle conflict in the kitchen or how do you retain your staffs?

Everyone wants growth in their respective fields. We give staffs to go through development programs. Staffs should feel invested and important in every part of the team. When you get to learn you won’t leave as one feel curious to learn more. 

How do you control the quality and consistency of dishes to ensure customer satisfaction?

We make sure the taste and consistency of the dishes are same. The ingredients which we use have top-notch quality.

What’s your approach on food plating and presentation?

We keep it simple and it should not be repetitive. People eat food with their eyes first. Plating has to be simple and attractive. We believe that the plating should be in a way wherein the ingredients we use for plating should be used in the dish as well.

Do you source the ingredients or make in-house spices in the kitchen?

We make the sauces in-house for Sesame. We use to source Miso paste from Japan. These days, there is a vendor who makes Miso paste in Allahabad with same quality, so we started using that one as the taste is same. The Sushi rice we used earlier use to come from US or Japan. There is a rice brand that makes similar sushi rice in India. The brand name is ‘Tanifuji’ and its one of the best quality sushi rice. We get Tuna from Japan. We use so many ingredients which we source internationally.

What are the three kitchen tools you can’t live without?

Kitchen knives, wok and thong.

In a world that often starts with a cup of coffee, Nothing Before Coffee (NBC) has managed to transform a simple morning ritual into a lifestyle statement. From its humble beginnings in Jaipur in 2017 to its ambitious expansion plans spanning continents, NBC has positioned itself as a trailblazer in India’s burgeoning coffee culture. Co-founder Anand Jain offers an inside look into the brand’s inspiring journey, its signature innovations, and its vision for the future.

A Passion for Brewing Perfection
In 2017, childhood friends Akshay Kedia, Anand Jain, Shubham Bhandari, and Ankesh Jain set out on a mission to revolutionize the coffee experience in India. The brand was born out of a love for coffee and a vision to serve it with a touch of innovation. Starting with a single outlet on Tonk Road in Jaipur, the founders were determined to make freshly brewed coffee accessible to everyone.

“We’ve always believed that coffee is more than just a beverage; it’s a way of life. At NBC, our goal has always been to deliver a premium coffee experience while keeping it approachable and affordable for our customers,” says Anand Jain, Co-founder of NBC.

Their approach was straightforward yet ambitious: blend global coffee trends with flavors that resonate with Indian palates, and create a space where people could enjoy every sip of their favorite beverage. With a menu boasting over 100 beverages, NBC quickly carved out a niche in the competitive quick-service restaurant (QSR) market.

A Signature Innovation
At the heart of NBC’s success is its unique creation—the Shrappe, a delightful blend of frappe and shake. This signature drink has become synonymous with the brand, offering a creamy, indulgent experience that appeals to coffee enthusiasts and casual drinkers alike.

“Our Shrappe is not just a drink; it’s a testament to our dedication to quality and creativity,” shares Jain. “It embodies everything NBC stands for: innovation, flavor, and an uncompromising commitment to excellence.”

With flavors like Hazelnut Shrappe, Lotus Biscoff Shrappe, and the classic Creamy Shrappe, the brand continues to push boundaries, setting a new standard in the Indian coffee market.

A Rapidly Expanding Retail Footprint
Since opening its first outlet, NBC has experienced exponential growth. Today, the brand boasts 71 outlets across India, including a newly launched international location in Portugal. By 2025, NBC plans to expand to 80 new outlets, with a long-term vision of opening 400 outlets worldwide, including 150 across Europe.

“We’re focused on making premium coffee accessible to a wider audience, especially in tier 2 and 3 cities,” says Jain. “Our expansion is not just about numbers; it’s about bringing the NBC experience to as many people as possible.”

India’s Evolving Coffee Culture
In a traditionally tea-centric nation, coffee is now becoming a staple, especially among younger consumers. NBC has been at the forefront of this cultural shift, capturing the imagination of India’s youth with its innovative offerings and experiential spaces.

“Younger consumers are redefining coffee culture in India. They’re curious about different blends, brewing techniques, and global trends. Coffee is no longer just a drink—it’s a part of their lifestyle,” notes Jain.

From specialty brews to cold brews and plant-based milk options, Indian consumers are increasingly aligning their preferences with global coffee trends. NBC has skillfully adapted to these changing tastes by offering a mix of global innovations and local flavors.

Sustainability and the Future of Coffee in India
As coffee culture deepens in India, sustainability has emerged as a key trend. Consumers are becoming more conscious of the environmental and ethical aspects of their coffee choices, from bean sourcing to packaging.

“Sustainability is not just a buzzword; it’s the future of coffee. At NBC, we are committed to using ethically sourced beans and exploring eco-friendly packaging options to meet the growing demand for conscious consumption,” says Jain.

Over the next 3-5 years, Jain predicts a surge in demand for specialty and artisanal coffee, along with a growing preference for plant-based milk options like oat and almond milk. Experiential spaces offering immersive brewing experiences are also likely to become more mainstream, further enriching India’s coffee landscape.

The Role of Innovation in NBC’s Success
Innovation has been a cornerstone of NBC’s strategy since its inception. From crafting unique beverages to introducing experiential spaces, the brand continually evolves to stay ahead of the curve.

“Innovation is at the heart of everything we do. Whether it’s creating new drinks, adopting sustainable practices, or enhancing the customer experience, we’re always looking for ways to push the boundaries of what’s possible,” shares Jain.

A Global Vision
As NBC sets its sights on international markets, its mission remains the same: to deliver exceptional coffee experiences that delight and inspire. The upcoming flagship stores in Europe will serve as a testament to the brand’s ability to blend local flavors with global trends, bringing the NBC magic to a broader audience.

“We’re not just building a brand; we’re building a community of coffee lovers who appreciate quality, creativity, and innovation,” says Jain. “Our journey has just begun, and we’re excited to share it with the world.”

Brewing Success, One Cup at a Time
Nothing Before Coffee has come a long way from its modest beginnings in Jaipur. With a menu that delights the senses, a commitment to sustainability, and an unwavering focus on innovation, NBC is well on its way to becoming a global coffee powerhouse. As it continues to grow, the brand remains true to its mission of delivering excellence and redefining the coffee experience for millions.

In the words of Anand Jain, “At NBC, we don’t just brew coffee; we brew connections, experiences, and memories. That’s the essence of who we are.”

Founded in 1995 in South Korea, bb.q Chicken started with a simple mission: delivering high-quality fried chicken and feeding 8 billion people around the world. Under the leadership of Chairman Hong Geun Yoon, the brand has grown from a local favourite into a global culinary powerhouse. As many misinterpret bb.q Chicken as a barbecue chicken restaurant, bb.q for bb.q Chicken stands for ‘best of the best quality’.

With over 2,400 stores in South Korea and a strong international footprint, bb.q Chicken is a testament to the global appeal of Korean cuisine, and its expansion journey offers a roadmap for aspiring brands looking to enter international markets.

Reflecting on the brand's origins, Chris (Duhyeon) Yun, COO, BBQ Global notes, “After we settled our business in South Korea, we started to expand our brand to the global market in 2003, initially focusing on Asia as a test market. The real global push, however, began around 2011 and 2012 when we ventured into China, the United States, and other countries.” This strategic expansion highlights bb.q Chicken’s emphasis on meticulous planning and market testing before making bold moves on the global stage.

Today, the brand’s success in North America is particularly noteworthy. With more than 250 stores in the United States and over 60 in Canada, bb.q Chicken has firmly established itself as a household name across North America. “We are now taking our first steps into Central America, while continuing to grow in Asia,” Yun explains. The company's strategy centres on building strong partnerships with local experts who understand their market's nuances. “We work with local partners like a friend,” Yun adds, emphasizing their collaborative approach. “This allows us to read the market together and ensure our brand resonates with local consumers.”

While North America has proven fruitful, bb.q Chicken has also maintained a strong focus on its roots in Asia. “Being a South Korean brand, it’s only natural for us to maintain a stronghold in Asia, and we are targeting new markets in Western Asia and the Middle East,” Yun added.

The scale of bb.q Chicken's operation is nothing short of staggering. In South Korea, the brand operates 2,400 bb.q Chicken stores. Including the company's many other brands, the parent group manages a total of approximately 3,000 stores in its home country. Globally, the bb.q Chicken network has grown to around 700 stores, with notable footprints in Japan, the Philippines, Malaysia, and China.

Entering New Frontiers
Expanding into the UAE marks a significant milestone for bb.q Chicken. "The UAE is unique; it serves as a gateway market to the MENA region, which is why our entry strategy with Fran India is slightly different. We’re working on a model that will cater to Dubai as a central hub," Yun noted. This tailored approach shows the brand's adaptability, a key factor in its success. By collaborating closely with local partners and adapting to regional tastes and market nuances, bb.q Chicken aims to build a strong foundation in the UAE before leveraging that success across neighbouring countries.

The UAE market offer significant opportunities for bb.q Chicken. "In the UAE, we’re aiming to open 10 to 20 stores initially, with a focus on creating a success story that can serve as a model for the MENA region," Yun noted. India, with its vast population and growing appetite for global cuisines, presents an even larger opportunity. "India is already an individually massive market, and we’re preparing detailed plans to enter with the right franchise model and menu offerings," he added.

To achieve its ambitious goals in UAE, bb.q Chicken has partnered with Franglobal as their Master Franchisee. This partnership is a crucial step towards entering and scaling operations across the diverse and complex UAE market. "We’ve always known that UAE is a high-potential market due to its large consumer base and their love for chicken dishes," said Yun. 

Franglobal’s role will be to create a robust franchise network in UAE, and prioritize strong unit economics and long-term profitability. The collaboration will aim to empower local franchisees with the tools, training, and operational support they will need to succeed, while also maintaining brand consistency across all locations.

A Targeted Approach for Market Success
Korean food culture is having a moment on the global stage, and bb.q Chicken aims to be at the forefront of this movement. "People used to associate Korean food mainly with kimchi, bibimbap, and bulgogi, but we want to present K-food as a culture in itself," said Yun. This cultural positioning is key to the brand’s global strategy. By promoting its chicken offerings alongside broader Korean culinary and cultural exports, bb.q Chicken taps into the growing worldwide fascination with K-culture—be it K-pop, K-dramas, or Korean street food.

Leveraging cultural moments is central to bb.q Chicken’s marketing efforts. "We frequently feature our products in K-dramas, and the exposure on Netflix and other platforms is invaluable," Yun remarked. The brand goes beyond simple product placements, working with K-pop stars and hosting concerts to create immersive brand experiences. Collaborations with international influencers, including YouTubers like Englishman in Korea and even American celebrities like Anderson .Paak, further bolster the brand's recognition across continents.

The Future of bb.q Chicken
In the UAE, bb.q Chicken is exploring multiple business models, including smart kitchens and premium dining concepts. The brand is still fine-tuning its entry strategy with local partners, acknowledging the unique demands and opportunities of the region. Airports and transit hubs are also under consideration as potential growth avenues, a strategy that has already proven successful with their store in New York’s JFK Airport. “Dubai and Abu Dhabi offer immense connectivity between Europe and Asia, making them strategic markets for us,” Yun added.

Quality remains a non-negotiable aspect of bb.q Chicken’s ethos. "Our founder established this company with a vision of delivering food that parents can confidently serve to their children. We use only fresh chicken and high-quality ingredients," Yun emphasized. While fried chicken is often perceived as unhealthy, bb.q Chicken aims to change this image by offering nutritious options prepared with the best ingredients.

A Culture of Collaboration and Adaptation
bb.q Chicken’s success hinges on its ability to collaborate with local partners who understand market-specific nuances. This strategy ensures that the brand’s entry into new markets is well-researched and thoughtfully executed. "We work with great local partners to bring our brand into new markets. This approach has been critical to our success," Yun concluded.

The brand's journey from a small local franchise brand in South Korea to a global powerhouse is a testament to the power of cultural exchange, strategic franchising, and a relentless focus on quality. With plans for continued expansion and innovation, bb.q Chicken is well-positioned to become a household name worldwide—one crispy, flavourful bite at a time.

Bakery industry in India is growing at an exponential rate. From being a few crore business few years ago, it has grown to 11.07 billion market in 2023, targeting to grow at a CAGR of 9.5% between 2024 and 2032. And, this growth has pushed not just brands, cafes and bakery chains to explore new dimensions but has given birth to many home-bakers and influencers. And, there was a similar story of Namita Zutshi who after baking for family and friends for years, started Namz Bakehouse during the pandemic. “I strongly believe that God Charts one’s journey and I like to take each day as it comes,” she shared by pointing that one day she realised after getting repeat orders from referrals coming from friends and family, in fact complete strangers were so supportive & that’s when she thought why not formalise this & do it professionally, thus Namz Bakehouse was born. Excerpts from the interview:

Customisation is the Key

What differentiates us from others is that I still like to talk to my customers to understand their needs and I end up spending hours on the phone daily. Namz Bakehouse is the top end of bespoke, we customise completely to the customer needs, of course providing them with the right suggestions so that the end product aligns with the customer’s vision.  

You mentioned being hours on the phone with customers, have you ever felt that the stress is too high or you should just give this up?

Yes, it gets hectic sometimes. However, I am so blessed by incredible customer feedback on our customised cakes that suddenly the stress is replaced with satisfaction and a sense of fulfilment. I know Namz Bakehouse has made a happy difference for that particular customer’s occasion & brought a smile to their face, till such time I am able to do that, I won’t give up.

What are the qualities that a successful home bakers must possess?

Patience in dealing with different requirements of customers, ability to ship the orders well in time/just in time and lastly maintain exceptional quality so that you get repeat orders.

What are your favourite cake flavours?

Our flagship product is the Ras Malai cake. I am also partial to tier cakes made with different flavours like chocolate truffle and pineapple.

Where do you see yourself three years from now, what is the vison of Namz Bakehouse?

I see the scale of our operations having grown manifold, opening of three new cloud kitchens in Delhi – NCR & having been able to build a strong D2C brand.

Who is your inspiration in the sector?

The French maestro “Cedric Grolet” is my inspiration. Grolets work with patisseries that focus on fruit is so unique, creative & lifelike.

Trends you foresee

Focus on hygiene, quality of ingredients & ability to merge traditional with modern to create unique deserts with a heathy focus.  

Are you looking at any investment in Namz Bakehouse to help you scale?

Not at this point, we are 100% family owned. In the event, we have a supportive investor who will allow us to scale without compromising on our core values. We are open to talk and discuss on the same.

Are you open to franchising your brand in the future?

Yes, that is on the anvil, after we complete our three-year vision & objectives.

Do you contribute in any way to any social causes?

Well, I am a private person in this regard but since you ask, I love to feed the strays near my house twice a day, it gives me immense happiness and fulfilment.  A dog’s love is an emotion that is so blissful.

Abhayraj Singh Kohli, an astute entrepreneur and visionary, known for introducing new F&B concepts in Mumbai hails from a prominent hospitality background, he has been associated with the company since the age of 19. Post his return from America, he launched Indyaki in Pune which was a fine dine Indian restaurant and Watering Hole in 2007, Please Don’t Tell in 2014, The Roll Company and Grandmama’s Café both in 2015, MRP Lounge in 2016 and a Goan favorite, House of Lloyd’s in 2018. He brings Tori to Mumbai, a new, exciting space that offers Latin Asian cuisine and a one of a kind dining experience. The restaurants come under the wide umbrella of Pritam Group of Hospitality as well as the Royal Garden Group, which also has Dilip Manghnani as a group partner.

Demonstrating his entrepreneurial abilities and love for creating novel eating out concepts, Abhayraj launched Tori, in the heart of Bandra, Mumbai and collaborated with Film Producer and Designer Gauri Khan who joined as a partner for Torii. In an exclusive interview with Restaurant India, Abhyaraj shares about his brands, indianising menu, picky eaters, trends and expansion plans and much more. Excerpts:

What was the whole idea behind launching Torii? How is it different from other pan-asian restaurant in the city?

When we took over the place, there was already an existing restaurant in this place known as ‘Sanchos’ which was a Mexican restaurant. Torii was a lockdown restaurant. In the middle of the Covid, we got an opportunity to start; we grabbed the opportunity and took the risk. We got Michelin star chef from London and got him on board.  We got a great location at great price. We didn’t work on the interiors when we started and we were the first restaurant to launch after Covid. We worked on the menu with the chef. Once we were stable and accepted by the consumers, we collaborated with Gauri Khan and remade the whole restaurant. 

Gauri Khan has designed the restaurant, can you tell us about the inspiration behind the interior designs?

When we spoke about the collaboration together, she wanted something for which she is proud of, it has to be a luxury dining, it should look like a restaurant owned by a celebrity. So, that’s how we planned the interiors. The experience in dining with us is different. 

You are also running a mix of other brands and also the famous Pritam Da Dhaba that has got its legacy. How are you doing the business reinvention by adopting New tech, New Menu and New Commerce?

Pritam Da Dhaba is a luxury brand since 83 years. In terms of Innovation, it is modern. But, the chef, service and the food quality has remained constant for all these years. Meanwhile, we also ventured in to other brands. We have Grand Mamas Café, MRP and Nakhara (a new restaurant in Aundh, Pune). 

How have you designed the menu for Tori? And, how much have you focused on Indianising the menu?

Every restaurant in India has to be acceptable. We strongly believe in 70:30 ratios. Like 70 percent dishes are for customers and 30 percent are for chef to showcase the talent. None of the dishes are Indianised in our restaurant. Japanese food has to be subtle around the palette.

What is the footfall of Torii in weekdays and on weekends? What are the prices per person for the dine-ins?

The footfall for the customers during weekdays is 100 covers and the footfall for weekends are 170-180 covers and the price goes Rs 3000 per head.

How has the consumer changed over the years? What’s pushing the growth of picky eaters and how do you handle such customers?

These days, Indians are well traveled and since they travel more they understand the flavours as they try new food.

And, what’s your take on the fact that ‘Experience is More Defining than Ever Before’?

People love going out for new experiences. The music, interiors, the dressing, and the food everything is important in a restaurant. You should create an environment which demands the restaurant and the customers.

Trends you see would change the dining scenario in 2025.

Table- side cooking and Korean barbeques can be the trend to look forward to.

What’s your expansion plan?

We are going to expand Torii, Pritam Da Dhaba, Grand Mama’s Cafe and Nakhara. We won’t be having franchise for Torii.

Narayan Poojari is a man of few words but has a sharp taste for opening restaurants that keep patrons coming back time and again. At just 13, he left Kundapur for Mumbai, working as a cleaning boy in a canteen while attending night school. Over the next decade, he gained experience in various canteen roles, from washing dishes to managing operations. His big break came in 1990 when Baghubhai Patel offered him a job as a manager at Shiv Sagar, Kemps Corner, who became a partner within five to six months. 

In 42 years, he has built a hospitality empire that began with fast-food chains that offered comfort dishes like idli, dosa, pizzas, and pav bhaji, which earned loyal patrons. Over the years, it has branched out into elevated F&B formats and experiences. Today, Shiv Sagar Foods & Resorts Pvt Ltd. is a conglomerate that comprises 15 branches of the popular Shiv Sagar fast-food restaurants in 3 cities; Mahesh Lunch Home in Pune, Thane, and Saki Naka; Butterfly High in BKC, Lower Parel, Vikhroli, Oshiwara, and Thane; and Big Small Café in Andheri.

In an exclusive interview with Restaurant India, Narayan Poojari, Owner, and his daughters, Nikita and Ankita, Directors at Shivsagar Foods & Resorts Pvt Ltd talks about the brand, right workforce and challenges and much more. Excerpts:

The Humble Beginning

Before starting my entrepreneur journey, I was working in a Vegetarian hotel, so there wasn’t any specific thing in mind like we need a vegetarian hotel or so. We had initially started as an ice-cream parlor in Kemps Corner was surrounded by Jain and Gujarati people. So, we thought it would be great to serve good food in the vegetarian category; we also serve Jain food from the start of our journey.

Overcoming Challenges

So, when we start any business, challenges are there. Manpower and finance are the biggest challenges. Retaining customer is also a challenge. Without accepting those challenges, we can’t move further. Getting the right man-force with loyalty and trust is one of the biggest challenges. We have more than 15 outlets and we have our employees who are with us since a decade or more.

How has your restaurant evolved over the past decades? How have you revamped the restaurants and reinvented the traditional dishes?

Restaurant industry is booming and it’s expanding worldwide. Earlier, it was limited menus with limited food items. Over the years, we have expanded. The décor, the aesthetic, the food presentation and the food quality, everything plays a major role these days. We need to modify some dishes as per consumer preferences and we are open for valid suggestions as well. The presentation of food does play a major role in today’s scenario.

Getting the Right Workforce

For the right workforce, we need to make sure that we are giving proper care to their needs like salary, which we provide on time and facilities and the growth in their career. If any worker had joined our hotel at a junior level, for eg: a cleaner, if that person has capabilities to work hard then they can be promoted in-house based on how fast they can learn and understand. This helps us in identifying the right workforce along with employee satisfaction for the long run.

Running on Quality

The quality of our food is still same over the years. It’s still overwhelming for us. We still get views from consumers who have had been our customers since years or decades. That’s proud moment for us. The brand has grown over the years.

Involvement of Next-Gen

Imbibing the ethos and culture of Shiv Sagar, which revolves around delivering an unparalleled dining experience and quality service, the Poojari sisters are spearheading, 5 outlets of Butterfly High (a chain of high-energy neighborhood bars) Kyma in Mumbai & Pune and they continue to expand their portfolio.

Seven years ago, Nikita Poojari entered the F&B industry and began to shadow her father, the legendary restaurateur Narayan Poojari. She completely immersed herself in various roles, understanding the different aspects of the business and today stands as the director at Shiv Sagar Foods and Resorts Private Limited.

Joining forces with her sister Ankita, the dynamic duo introduced Butterfly High, a high-energy bar to the vibrant heart of Mumbai, situated at BKC called Butterfly High. Under the great mentorship of their dad, the Poojari sisters are propelling the business to new heights by strategically expanding its reach and impact.

After joining your dad’s biz, you have launched 4 brands till now. Can you tell us more about it?

We were more into casual dine-in formats. We ventured into pocket friendly all-day bar, which is Butterfly High, started 5 years ago. Kyma was started 2 years ago. We have our outlets in BKC and it’s a blend of two cuisines. Butterfly high has 5 outlets, all in Mumbai and Kyma has 2 outlets (one in Mumbai and another in Pune). We have Bigg Small Café, which we are expanding currently as it has global cuisine. It’s kind of a Sports bar.

You have a separate Jain menu in Butterfly High which is a bar. What was the concept behind that?

Jain menu concept was started by us. Our customers are more of Jain. None of the bar in the city had Jain food 5 years ago when we had started. Around 30% of our customers are Jain. So, it is important to be focused on consumer preferences.

What are the challenges in past conventional working methods and current marketing scenario?

We were new in the bar segment, even though we are there in the industry for years. Getting the right target audience is also a task. We wanted to focus on our entire positioning in the market. The marketing scenario has changed over the years. Social media do play an important role to promote the brand through influencer marketing and food reviews. We need to be very active on social media platforms with our social media pages and updating about various offers to inform our customers.

Are you planning for expansion? If yes, then which are the cities preferred?

Right now, we prefer only tier one cities like Delhi, Hyderabad, Mumbai, Bangalore and Kolkata. We have been expanding our brand with 5 cities a year. We are coming up with food-truck model for Shiv Sagar which will be launching in few days in One BKC, Mumbai. If the food truck model is a success, we would like to expand it in other cities. We have plans to launch Shiv Sagar restaurant in the international market as well.

Megumi is a Pan - Asian restaurant with a unique blend of Japanese and Brazilian influences nestled in Bandra, Mumbai. Setting new benchmarks in culinary innovation under the visionary leadership of Rajit V Shetty, Managing Director of the Ramee Group, Megumi showcases his dedication to creativity and design thinking. In an exclusive interview with Restaurant India, Shetty speaks about Megumi, their menu, expansion plans and much more. Excerpts:

The concept

Megumi is a fun project to work with. The concept of Megumi had come when we realized we wanted to do something in Pan-Asian but also with twist of Japanese inspired from Dubai, where we have our headquarters. We wanted to do something different, so we came up with this as it is different from that of competitors.

Trading on Uniqueness

Another reason why Megumi stand out is not just food and cocktails, the ambience, the bar nights, and the way we set up our brunches are all add on. Megumi is not just a dining place, but a place to celebrate with your loved ones. We haven’t Indianised much as we believe in authenticity. The Japanese menu is pretty authentic. Only thing that will be little Indianised will be the Wok range. The sushi which we have is really authentic. We try to maintain the standards and the consistency in all the dishes.

Target Audience and Footfall

We aren’t targeting any specific audience as such. We had initial audience who likes Asian cuisine. It is different from our competitors. You can get access to high quality Japanese and Asian food with us. No matter how good the interior or ambience is, food quality is really important. So, anybody or everybody is welcomed who want to try the authentic dishes in our restaurant. Our guests spend around Rs 2000/- to Rs 3000/- per person, because we have good cocktails and deserts. And when you are a having good time, people tend to spend more. In a day, we have a footfall of around 300 people, and on weekends it differs.

Pairing Food with Drinks

We have signature cocktail program that is a celebration of two cultures. Our signature cocktails celebrates Indian and Japanese cultural or Chinese with Indian. These cocktails go with the pairings. We don’t have festive menus but we do have seasonal menu which we do on timely basis. In seasonal menus, we tend to come up with new dishes.

Safety Challenges

We keep up with consistency, differentiate in kitchen and menu. We use all the authentic ingredients to ensure we give good taste of food and cocktails to our customers. We also do inspections to maintain the hygiene and safety in our kitchen. 

Expansion Plans

We want to standardize our brand “Megumi’ and be consistent before we expand. We are planning for expansion from next year. So, we are planning to open one outlet in Worli (Mumbai) and one in Delhi. Other than Megumi, we have many other projects in pipeline under Ramee Hospitality. The hospitality sector is growing and we are growing with various brands. We are coming up with more theme based restaurants firstly in Mumbai and then in Bangalore. 

After establishing his name as a popular chef and working for The Bombay Canteen, making it win the no.1 restaurant tag, Chef Thomas Zacharias, or Chef TZac as he is popularly known, left the restaurant business to start Locavore in April 2022. Driven by his vision to create a meaningful impact on the Indian food system, this transformative platform and movement is centered on the idea of ‘Doing Good Through Food’ in India. The Locavore fosters a conscious and sustainable approach to food consumption, production, and appreciation, going beyond being a mere food-centric entity. It serves as a beacon for mindful eating, thoughtful storytelling, and purpose-driven community building. 

In an exclusive interview with Restaurant India, he shares about his journey, The Locavore, challenges, Chef on Road trip and much more. Excerpts:

Could you please elaborate on your mission to promote sustainable food systems in India and how you see it evolving in the future?

I've been a chef for nearly 15 years, but much of that time has been spent learning about local ingredients and regional cuisine. Through my travels, I encountered many deep-rooted issues within our food systems, which eventually led me to leave my full-time chef role and start The Locavore. We aim to use food as a medium for storytelling and events, leveraging travel experiences and partnerships to drive change.

What are some of the biggest challenges you faced in promoting local food cultures and how are you working to overcome them?

The food system is incredibly complex, so a one-size-fits-all solution doesn’t exist. The challenge is tailoring our approach to the specific needs of different regions, which makes it difficult to scale the idea. We're working closely with grassroots organizations and supporting communities already engaged in this space. We envision The Locavore as a network where everyone helps one another.

When did you plan to leave The Bombay Canteen and start ‘The Locavore?

As a chef, I felt I wasn’t making the kind of impact I wanted. Along my journey, I encountered many incredible organizations that needed support, whether in storytelling, resources, or networks. With my credibility and connections, I realized I could help bridge those gaps and make a difference, which led me to start The Locavore.

Can you share more about “Chef on the road” journey and how these experiences have influenced your approach on food and storytelling?

I started Chef on the Road 11 years ago, realizing that my perspective was limited while working solely in a restaurant. To learn and grow, I needed to travel. It’s about understanding a place through its food—learning about the history, culture, people, and politics of food. I’ve tried food not just in restaurants but also in people’s homes, and I’ve met farmers, tribal communities, and others, which has given me a holistic understanding.

How do you balance your roles as Chef, Storyteller and Advocate for sustainable food practices? 

Storytelling has always been a part of me, even since childhood. Through storytelling and advocacy, I hope to inspire people to think and act differently—changing their behavior and buying patterns around food. It’s a process of constant discovery and learning, where I continue to educate myself and meet with experts.

Taking centre stage in the scenic hills of Lonavala, Fiori, a glasshouse restaurant with its serene ambience and a delightful fusion of comforting European and Mediterranean flavours, provides an escape from the everyday hustle and bustle. Named after the Italian word for "flowers," Fiori blooms with the essence of Mediterranean charm and European sophistication, making it a unique destination for both locals and travellers. It’s not a restaurant, as per Fiori’s co-owner and sibling-duo, it is a labour of love brought to life by Suraj Gupta and Sanskriti Gupta, the second-generation entrepreneurs from the family-owned Regenta SG's Greenotel in the hill-city. Driven by Suraj’s passion for new experiences and profound understanding of hospitality, who after completing his Economics graduate from Ashoka University, joined his sister’s hand Sanskriti, an architecture graduate from Sheffield University in the UK and the creative genius behind Fiori, to start this unique-glasshouse restaurant bringing calmness, beauty of the city under one roof. Excerpts from the interview:

The idea 

It was the part of the business family and our father had this idea of the glasshouse that came very randomly. We were looking for something interesting to open at Lonavala and the idea of starting a glasshouse restaurant looked very innovative and we just jumped into it. We both are very passionate about going to a new place and I also had lots of passion for food. So, that was the whole idea. We both joined hands, experimenting with our skills and here’s the restaurant. 

Also, since, Lonavala is known for its scenic view, calmness, the idea of a glasshouse gave another reason to give people a view, calmness and good food under one roof. We have also designed it as a sliding glasshouse, so in the rainy season you can enjoy the water falling from the roof of the restaurant and in the winter season it can be turned into and alfresco dining where customers can enjoy the cold weather. 

Driven by the Numbers

The response has been great in just two months of opening. We have been keeping busy, welcoming our guests. We are also trying to improve and get better with each day as more and more people are coming and dining with us. We don’t want to be everywhere but at the right places. When we started we were unware about the market demand here, what people like and dislike. We just did things as it came. We didn’t have the to-do list, we were doing things randomly for 8 months without knowing what the outcome would be and after the response it is very heart-warming to see that we are on the right track.

The footfall is same on weekend and weekday as we are a 40 seater restaurant and we do around 130-135 cover a day.

Overcoming the challenges

Getting the staff is a big issue in restaurant business and especially when you are running in an off-beat location. Biggest challenge is getting things on same-page, consistency. If customers come back and the food doesn’t taste the same, we are a flop. Involvement is very important for a restaurant owner and that’s what we are trying to do. Also, I want to keep a culture where we are very friendly with the staff.

Expansion

I think we want to elevate it with our rooftop and create a different place for customers. We want the whole property to have a different vibe. I want to be a restaurant where people like to work. To be customer-centric it is important to have an employee-centric culture. I tell my people to enjoy when they are on floor without thinking that it’s your job. 
 

Grill Splendour Services Private Ltd. was incorporated in November 2019 as a hospitality company to acquire the brand Birdy’s Bakery and Patisserie from another company. The brand acquisition was completed in January 2020 via a slump sale agreement. The company proceeded to invest in the business and grow the brand. The brand Birdy’s was originally set up as “Birdy’s by Taj”. But over a period, it was sold to other investors due to which the reputation on the brand suffered. The primary kitchen was divested to the future group and hence production control was lost by the brand. In an exclusive interview with Restaurant India, Srinidhi  Rao, Managing Director, Birdy’s  shares about his expansion plans, exploring in to healthier options, focusing more on pet-friendly treats and many more.

In April 2024, Grill Splendour Services (Birdy's) successfully raised ₹16.47 crore through its IPO, marking a significant milestone in its growth journey. Can you comment on the same?

Birdy’s as a brand is there in Mumbai, since 1990’s. Over the period of time, the brand did face ups and downs. Now, it is the good time to leverage the brand name. Birdy’s 2.0 are ready and we would like to capture the market in Mumbai as a whole. That’s the reason we have raised the money. Our shops are easier to do. We can make a shop ready in 20 days. In June 2024, we have opened 10 shops in Mumbai.

Recently, it was announced that you will be opening 15 stores in Mumbai soon. What’s your plan expanding to other regions?

Mumbai has geographies with various markets like South Bombay, North Bombay, Central suburbs, Thane, Navi Mumbai, Kalyan, Dombivli, Badlapur, Virar and all. In next two years, we can plan over 100 stores focusing in all these regions. We want to be a well-known brand in Mumbai in all the places before we expand in other cities.

How have you brought innovation into your stores and products?

Innovations are two kinds, one is changing lifestyle. Eg- Earlier, people use to eat more pastries, but these days’ people follow social platforms and trends wherein they are focused on smaller portion, more variety. Recently, we have launched Cheesecake shots like 60ml shots of various varieties. So, we are focusing on smaller portion items with more variety of products.

We are also launching wellness products which include Brownies with jaggery, Cookies without sugar, Chana-jor baked, Sugar-free cakes and many more in wellness range. We also make products especially for pets. We are also planning to launch products with plant-based items.  The healthier options are available in most of our stores in Mumbai. We have launched the wellness options a month back.

What has been your USP in over 3 decades that has set to apart from others?

We were the first premium cake shop. The quality was same since all these generations. We make sure that the taste remains same in all our stores. The staff has been there for 25 years with us.

What’s your expansion plan (new products, cities and innovation)?

We are focusing on expanding in Mumbai as a whole. We are planning to come up with more bakery café wherein we can serve coffee, other beverages. We are coming up with Lobby Birdy’s Café in Time Square in Andheri soon. We have a takeaway Birdy’s. We have stores in different formats. I want to saturate with 150 stores and above in two years. And if we get a local partner in other cities who can handle the customer centric part, then we can invest in the kitchen so that products is consistent everywhere and we can expand accordingly.

5 trends you see in the bakery and patisserie space.

• People are getting more aware about the wellness and healthier options.
• People want smaller portion sizes, more variety
• People wants to have different varieties of cheesecake.
• Social media also plays an important role. People are more focused on the packaging of the product, the presentation and like to take eye-catchy images.

Healthy eating should be about enjoying everything in a balanced manner. We believe that when one uses good ingredients to make their food, they have a great meal. One can experience Sante Spa Cuisine which is created using the freshest, wholesome, natural, organic and healthy ingredients, with our knowledge of combining these in a most simplistic manner to satiate your cravings. 

“Santé Spa Cuisine is a concept by virtue of which we plan to promote our core beliefs – vegetarianism, veganism, environmentalism, awareness and an idea of minimalism amongst the new generation,” shared Sonal Barmecha, Founder. Excerpts from the interview: 

What inspired you to start a vegetarian global cuisine restaurant?

We are a huge umbrella of vegetarian global cuisine wherein we cater to Vegan, Gluten-free, Keto and all other diets. When I wanted to have good options in vegetarian, I hardly saw any. So, that’s when the thought of starting this restaurant came up. I wanted to have more varieties in vegetarian so we have everything under one roof.

Vegetarian restaurants are quite popular sector in India. Can you tell us about the market and players?

People are more aware about the vegetarian options. Vegetarian is more nutritious and are easy to digest. Although, there are many players, they are just focused on one area, so we wanted to focus on all the areas. 

How is your restaurant different from other players in the industry?

We are global cuisine restaurant and we are using all the nutritious items. We are using Bajra, Ragi and all the kitchen ingredients available. We have Ragi Pizza without comprising the taste; so it’s more of healthy eating.

How do you think the perception of vegan food has changed in recent years?

People are more aware about veganism; social media do play an important role in it. These days’ people are lactose intolerant as many face health issues. Many people are becoming vegan or prefer having keto food. So, the perception has changed over the years and it is because of the health reasons.

What were the biggest challenges you faced during the initial stages?

The biggest challenge we faced was people had a myth that healthy food won’t be tasty. We didn’t market it when we launched the brand. We wanted people to come and taste it. With the Word of mouth, many people started coming in and it became a success for us.

What’s your expansion plan? 

Currently, we have two outlets each in Mumbai and Pune. Our expansion plans are huge as we believe that if we are doing something good, it should reach more people. The menu will have slight difference from different locations. Right now, there is no franchise. We are on our own.

Do you source the ingredients or use in-house ingredients?

We source our ingredients directly from the farmers. Some ingredients are directly from Kerala, Himachal. We try to make everything in-house.

It was in 2008 that the aroma of fresh donuts wafted into the Indian culinary scene as Mad Over Donuts made its grand debut. Today, this gourmet donut brand has not only taken India by storm, but has also redefined the nation's love for these delectable treats. MOD offers a diverse range of handmade donuts which are freshly-topped, 100% eggless and crafted to celebrate small joys and every day happiness. With its humble beginnings in Noida, Mad Over Donuts has swiftly risen to become one of the fastest-growing brands in the quick-service restaurant (QSR) industry, boasting a remarkable presence across India.

MOD currently has more than 150 stores across the country, in cities like Mumbai, Pune, Delhi, Bengaluru, Chennai and Ahmedabad. The brand has wisely nurtured its growth, focusing on profitability, product innovation, team building, and the seamless integration of online delivery systems. 

In an exclusive interview with Restaurant India, Tarak Bhattacharya,  Executive Director and CEO of Mad Over Donuts shares his insights on Kit-Kat collaboration of Mad Over Donuts (MOD), expansion plans and plans for venturing into healthy treats and much more.

Can you tell us more about MOD and Kitkat collaboration?

We have been planning this collaboration for past six months.  It took some time to get international approvals. We will be having more specific products on festive season in association with Kit Kat with different flavors. Kit Kat will have a permanent feature in the menu.

Recently, Mad Over Donuts innovated donut experience with Augmented Reality (AR) interactive game. Comment on the same.

You can actually make your own donut with your face; many people are using it for gamification specifically. It’s more like a brand engagement with the consumers. This feature is available in all our stores. It is a way forward for any brand.

What’s the biggest challenge faced by the QSRs?

The store operations, right location and right people are one of the biggest challenges in the industry today.

Who do see as your competitor? 

Competitors are healthy, it’s a niche category. We require more brands to explore in this category which will help in improving as well in terms of consumption.

Artificial sweeteners has been a trend these days. Do you add any artificial sweeteners in your items?

We use natural sweeteners and natural flavours.

Are you also exploring into healthy guilt-free treats?

Yes, we are still in the planning and developing phase. Healthy eating has been a trend these days so we will be venturing into that soon. It’s in the testing stage right now.

What’s your expansion plan?

We are expecting 50 more stores to open by end of this year. Currently, we have 150 stores all over India. Most of our stores are in Bangalore, Mumbai. We have 39 outlets in Bangalore as of now, and 40 outlets in Mumbai. We are expanding in other regions slowly.

Over the past 13 years, Café Delhi Heights has grown from a single outlet at Crosspoint Mall to over 40 outlets across more than 13 cities. This journey has been an incredible experience, filled with challenges and triumphs. “We’ve strived to create a brand that resonates with people, offering a warm and welcoming atmosphere paired with diverse and delightful dishes. Our focus has always been on maintaining consistency and quality, which has helped us build a loyal customer base,” shared Vikrant Batra, Co-Founder at Café Delhi Heights. Going ahead, the brand plan to expand further into new cities and regions, aiming for 50 outlets by the end of next year. “We want to bring the Café Delhi Heights experience to even more people, making it a beloved name nationwide,” he added. Excerpts from the interview:

What has been your USP in all these years?

Our unique selling proposition lies in our eclectic menu that offers a wide range of comfort food from various cuisines. We’ve successfully created a space where people can come together and enjoy good food, irrespective of their preferences. Our quirky, vibrant décor, warm hospitality, and constant innovation in the menu have kept our brand fresh and appealing over the years. It’s the comfort of familiarity combined with the excitement of trying something new that keeps our customers coming back.

Customer Demographics and Retention

Our customer base is diverse, ranging from young professionals and families to food enthusiasts looking for a unique dining experience. We’ve built a strong relationship with our customers, many of whom have become regulars over the years. Our comeback rate is impressive, with a significant percentage of customers visiting multiple times a month. This loyalty is a testament to the quality and consistency of our offerings and the warm atmosphere we create in our outlets.

Difference between Ikigai and CDH

Ikigai differs from Café Delhi Heights in its approach to dining. While CDH offers a broad menu with a mix of comfort foods, Ikigai is a multi-cuisine brand that brings together a variety of global flavors. From burrata and sour pizza to a wide range of coffees, Ikigai’s menu is designed to offer a unique and eclectic dining experience. The ambiance at Ikigai is more refined and intimate, providing a different vibe compared to the casual and vibrant atmosphere of CDH.

Menu Design for Ikigai

The menu at Ikigai is a blend of various cuisines, curated to provide a rich and diverse culinary journey. We offer a range of dishes from around the world, including fresh burrata, sour pizza, and a selection of artisanal coffees. The idea is to create a space where diners can explore different tastes and textures under one roof. The dynamic menu has seasonal offerings and chef specials that keep the experience fresh and exciting.

Expansion Plans

We have ambitious plans to expand our other brands, including Ikigai, Neighbourly & Comfort Bakehouse. Each brand caters to a different segment and offers unique culinary experiences. We’re looking to establish these brands in key cities and regions, creating a strong presence across the country. Our goal is to introduce more people to the diverse flavors and experiences these brands offer.

Customer Growth over the Years

Over the years, we’ve seen our customer base grow steadily, thanks to our focus on quality, innovation, and customer service. We’ve built a strong community of loyal patrons who appreciate our offerings. Our growth has been organic, driven by word-of-mouth recommendations and positive reviews. We’ve also invested in digital marketing and social media to reach a wider audience, which has helped us attract new customers.

Challenges in Casual Dining Business

The casual dining industry is highly competitive and constantly evolving. One of the biggest challenges is keeping up with changing consumer preferences and trends. Consistency in food quality and service is crucial, as is managing operational efficiencies. Another challenge is finding and retaining skilled staff who share our passion for hospitality. However, these challenges also present opportunities for growth and innovation.

Suggestions for New Restaurateurs

For new restaurateurs entering the space, my advice would be to focus on creating a unique and authentic experience. Understand your target audience and cater to their preferences. Consistency in food quality and service is key to building a loyal customer base. Don’t shy away from innovation, but always stay true to your brand’s identity. Lastly, be prepared for challenges and stay resilient. The journey may be tough, but it’s incredibly rewarding.

Next-Gen Joining the Business

As for the next generation joining the business, we are indeed grooming them to understand the intricacies of the hospitality industry. However, we believe in allowing them to explore their interests and passions. If they choose to join the business, they will bring fresh perspectives and ideas, which will be invaluable for the brand’s future. But for now, we’re focused on nurturing their individual growth and potential.

Born and raised in Shimla, Shipra Khanna is a well-known Indian celebrity chef, restaurateur, author, and television personality. Her most notable achievement was winning the second season of MasterChef India (2012).

Following her victory in the second season of MasterChef India, Shipra went on to appear in numerous other television cooking shows both in India and internationally as a celebrity chef on Food Food. She opened her first restaurant in Ahmedabad, Gujarat named "H.O.T - House of Taste" in 2013 and in 2017, she opened her first restaurant in New Delhi, India named The Darzi Bar & Kitchen. She has also been awarded the Mahatma Gandhi Leadership Award to take Indian cuisine across the Globe at the British Parliament, London by the NRI Society of London and has taught Culinary Art at Le Cordon Bleu. In an exclusive interview with Restaurant India, Celebrity Chef Shipra Khanna talks about her journey:

When did you find your call in cooking? How did you start your journey?

I started cooking when I was 9 years old. My father never allowed me to go to kitchen as he was protective of me. When nobody was there at home, I tried my hands on cooking. Since, I come from a Punjabi family, there are some feasts or the other and I saw my granny cooking that kept me going. I always want to create new recipes which nobody has done yet.

What was your biggest learning from Masterchef that you still carry?

I work best under stress and I am very resilient so I can say that I can do wonders even under the pressure.

You already own few restaurants; do you have any plans for expansion?

There are many restaurants which I have opened up or associated with. There are few which will be coming up soon.

When are you launching your upcoming book and what is it about?

This year, I have launched my ninth book which is ‘Sinfully Yours.’ I am working on my tenth cook book which is about ‘Healthy Food’ and I will reveal more about it closer to the launch. 

Since you travel a lot, what is the difference you saw in Indian Culinary industry and foreign culinary industry?

In Indian Culinary, we have lot of cuisines which comes from ages. But, in international, it’s more about creativity and innovation and new techniques. It’s more of culturally dominating cuisine than fresh innovation.

What’s the current trend in the food industry?

Healthy food is on the spin right now. Everybody is talking about vegan or healthy fusion recipes or plant based etc. 

Can you comment on ‘How chefs are becoming food influencer’?

Chefs in restaurants and chefs presenting food in camera are very different. Even students are not waiting to complete their culinary school. They are starting on their own and they are not waiting for jobs. Hospitality industry is very much saturated. We need new people all the time. Only few get the right opportunity to begin with. If somebody is not getting much in the industry, then they tend to become influencer and if your art is appreciated then why not.

How much do you believe in sustainability?

I am a Health Ambassador to ISW which is a wing to Health Ministry and 2023 was about millets. So, I was promoting millets and millet is actually a crop that helps in sustainability as it doesn’t need extra sun or extra rain. Eating millets is also like contributing to sustainability like reducing waste and being mindful about the trash, avoiding plastic, etc. There are so many ways with one can look at it.

What is one piece of advice you would give future chefs?

A good chef is always resilient and believes in hard work and commitment towards the work. If you have all these things in you, then you will be a great chef.

What are the three important kitchen tools you cannot miss?

Chopping Board, Knife and Tweezers.
 

Bikanervala, which is now widely associated with Indian snacks and sweets, had modest origins in 1905 when Shri Lal Chand Agarwal opened Bikaner Namkeen Bhandar, a tiny confectionery, in the Kote Gate neighborhood of Bikaner's ancient city. Post that, the two brothers entered Delhi by setting shop in Delhi's Chandini Chowk, selling sweets and namkeen. 

The shop called Bikaner Namkeen Bhandar soon became famous amongst the population for its Moong Dal Halwa, Bikaneri Bhujia and Kaju Katli amongst others. The brothers and the shop soon began to be known as Bikanervala by the people of Delhi. That's how the name Bikanervala was born.

More stores and outlets were opened in response to this growing demand. During this era, Bikanervala changed from being a store that sold simply sweet to one that also sold freshly made hot vegetarian meals. Today, Bikanervala has more than 190 outlets in India and has presence outside of India in countries like Canada, USA, New Zealand, Singapore, Nepal, Qatar and the UAE.
Shyam Sundar Aggarwal, Managing Director, Bikanervala shares some insights on his journey, global presence, expansion plans and many more. Excerpts from the interview:

Tell us about your India as well as Global presence.

Bikanervala began as a modest sweet shop in Bikaner, Rajasthan, in 1905. Over the years, it has diversified its offerings to include restaurants and snack businesses. Today, Bikanervala operates 195+ restaurant outlets across India and international markets, including the USA, Canada, UAE, Qatar, New Zealand, Singapore & Nepal.

What legalities did you go through while expanding globally? Why franchising when expanding beyond geographies?

When expanding globally, the company navigated through various legalities crucial for successful international operations. Initially, thorough research was conducted on the regulatory environments of target countries, ensuring compliance with local business laws, import-export regulations, and food safety standards. Intellectual property rights were addressed to protect the brand, and trade agreements were negotiated to facilitate smooth operations. Setting up legal entities in each country was essential to streamline operations and ensure adherence to taxation policies and employment laws specific to each region.

Joint venture was chosen as the expansion model due to its effectiveness in scaling operations across different geographies. This approach allowed the company to leverage local expertise and market knowledge, ensuring better cultural alignment and customer engagement. This also minimized risks and capital investment while maintaining brand consistency. By partnering with local entrepreneurs, the company could rapidly penetrate new markets, ensuring the brand's global footprint grew sustainably and effectively.

What’s your expansion plan?

Recently, the company launched two new stores along the Delhi-Mumbai Expressway and plans to open at least 50 more outlets in 2024. We are also expanding our overseas footprints in the United Kingdom and strengthening our base overseas. 

What is the USP of your brand?

Bikanervala stands out with several unique selling points. First, its extensive menu variety includes a wide range of sweets, namkeens, chaat items, gift items, and other delectable food options. This variety caters to diverse tastes, ensuring that every customer can find something they love. The brand is also renowned for its authentic traditional sweets and savoury items, maintaining a commitment to quality and authenticity that ensures customers experience the true taste of traditional Indian cuisine. Bikanervala has over 80 years of market experience, contributing to its growing success and expanding network of outlets. The brand prioritizes customer satisfaction by offering high-quality food items at affordable prices, earning a loyal customer base that frequently visits its stores.

How did you decide on the menu when expanding globally?

Global expansion involves a careful balance between maintaining the authenticity of traditional offerings and adapting to local tastes. Bikanervala undertook extensive market research to understand the preferences and dietary habits of customers in different regions. This research helped identify which traditional sweets and savory items would resonate well with international audiences and what adjustments might be necessary to cater to local palates.

In addition to their core offerings of authentic Indian sweets and snacks, the menu was diversified to include items that could appeal to a broader audience. The brand also considered factors such as ingredient availability, local food regulations, and the potential for fusion dishes that blend Indian flavours with regional cuisines. By maintaining a flexible yet consistent approach, Bikanervala ensured that the menu reflected its rich culinary heritage while also appealing to the diverse tastes of global customers.

How can we reduce labour cost while running a brand like yours?

Reducing labour costs in a brand involves several strategies aimed at optimizing efficiency and productivity while maintaining quality and customer satisfaction. One approach is leveraging technology to automate routine tasks, such as using POS systems for streamlined order processing or implementing automated inventory management systems. Cross-training employees to handle multiple roles can also enhance flexibility and minimize the need for additional staffing during peak times.

Additionally, optimizing scheduling practices based on demand patterns and leveraging data analytics to forecast labour needs can help in efficiently allocating resources. Implementing employee incentive programs to boost morale and productivity can lead to higher retention rates and reduce turnover costs. Moreover, ongoing training and development programs can empower employees to perform tasks more effectively, contributing to overall operational efficiency and cost-effectiveness.

World of Brands is a disruptive technology-first company with solutions in consumer-tech and fin-tech, which also owns, partners, and acquires relevant alcobev brands, across trending consumer taste segments. They have also become one of the few companies with product launches across the alcohol industry of high-spirit and low-spirit drinks. World of Brands first launched an exquisite collection under the brand ‘Great Indian Gin’ with 3 flavours in 2022. Disco Panda will be the second brand to be a part of the brand portfolio, making it one of the few companies with product launches across the spectrum of high-spirit and low-spirit drink segments. 

DISCO PANDA was hand-crafted by India’s most successful Master Brewer Alok K Basu and a renowned ‘innovation hub’ based in USA. Under World of Brands, ‘DISCO PANDA’ was launched with flavours. A ready to drink craft product, the brand has launch the flavours like  ‘Hoppy Magic’, ‘Pilsen Punch’, ‘Mango Tango’, ‘Paan Supari’ and ‘Floral Burst.’

Gurpreet Singh, Co-Founder & Director of World of Brands shares his insights on entrepreneurial journey, brand uniqueness, new launches and much more. Excerpts from the interview:

The Story Behind ‘World of Brands’

Each of the four founding partners has a strong link to the alcohol and beverage industry, which sparked the initial connections and friendship between us. We'd often discuss over a drink on the gaps in the availability of good quality products at different price-points, taste-segments and category-challenging propositions. 
       
We often asked “Why wasn't someone using these consumer insights and developing a ‘House of Brands’ portfolio to cater to these large unmet needs of the alcobev consumers.” The opportunity to create, partner with, and even acquire brands that are appropriately priced and crafted to different taste-segments was there for the taking. A series of such conversations led us to state, “Why wait for someone else to innovate? Why not us?” “If not now, when?”. This simple statement sparked a series of conversations that eventually led to the creation of our company. That's our story, the essence of which we have imbibed into the business vision and corporate culture of our company - named 'World of Brands’ (WoB).

Leading the ‘Gin’ Revolution

In the recent years, the world has been witnessing a ‘Gin renaissance’ and India is no different. A few Indian entrepreneurs started the crusade of making Gin more popular and thus started the revival of the Gin category with these home-grown brands which have led from the front in increasing the adoption of Gin in India. The Gin category has undergone phenomenal growth with many of the white spirits consumers switching to the younger, more versatile category of Gin. There has been an explosion in the number of Gin brands (both international and local) that are getting launched in India. It’s akin to the explosion of brands the Craft Beer segment saw in India between 2017-2021. 

When we entered the market, we used our deep consumer insights not just from the gin segment but to the overall white spirit segment and from there emerged our 3-pronged strategy – 1) entry level premium price (which also overlaps the larger white spirits market), 2) flavours (in India in excess of 50% of vodka is consumed in a colourless flavoured format) and 3) smaller SKUs (to ensure higher penetrations and trials on our brand).

What’s Trending in Beverages Sector?

India has peculiar consumption habits. Unlike the western markets where anywhere between 70-90% of consumption come from beer & wine segments, in India 65%+ comes from the high spirits segments of IMFL & country spirits and only 35% comes from beer. Even within the beer segment 85%+ prefer a strong beer to a mild beer unlike the western markets where they largely consume mild beers or even light beers. The macro indicators on India and the alcohol segment are extremely positive. Per capita consumption led by improved penetration, a young population, higher instances of single living and increasing socio-cultural acceptance of alcohol will continue to fuel growth in the category. 

Tech Transformation

The usage of technology adoption is relatively low in alcobev. The absence of e-commerce in this category in India negates the entire consumer facing tech-based play that many other categories have made over the last 2 decades. There is some level of technology usage in manufacturing, material and sale tracking etc but not much beyond that.

The Market Size

We are currently available with 2 of our brands. We launched ‘Great Indian Gin’ and its 2 flavour variants of ‘Great Indian Nagpur Orange Gin’ and ‘Great Indian Shimla Green Apple Gin’ in July 2022. These are available in Karnataka, Telengana, Puducherry and Goa. 

Disco Panda was launched in May 2023 and is now available across multiple flavours. Initially ‘Disco Panda Hoppy Magic’ and ‘Disco Panda Pilsen Punch’ were introduced. More recently we added our fruit-flavour & ‘Indian-flavour range of ‘Disco Panda Mango Tango’ and ‘Disco Panda Paan Supari’; ‘Disco Panda Orange Burst’ will be added to the portfolio very soon. The brand is now available in Delhi, Uttar Pradesh, Uttarakhand, Punjab, Goa, Karnataka, Kerala and Puducherry.
 

Chef Devika Manjrekar, The Visionary Behind Toast Pasta Bar and Toast Doughnut Shop is a vibrant and innovative Chef & entrepreneur, who started her culinary journey while she was 17yr-old, inspired by Jamie Oliver, and countless episodes of MasterChef Australia. Despite initial resistance from her parents, they encouraged her to finish her degree while pursuing her culinary dreams. During a summer break, Devika enrolled in an intensive month-long course at the Dublin Cookery School in Ireland, a transformative experience that confirmed her passion for cooking. 

Devika embarked on an intensive program at Le Cordon Bleu in London. There, she earned the prestigious Grand Diplome, an achievement that laid the strong foundation upon which she honed her culinary skills. To gain experience, Devika apprenticed at The Empress E9 in London and later honed her skills at Bernardi’s under Chef Sabrina Gidda. These experiences, particularly at Bernardi’s, where she managed the pasta section during high-demand services, profoundly influenced her approach to female leadership and kitchen dynamics. 

Upon returning to Mumbai, Devika initiated supper clubs, which quickly gained popularity and laid the groundwork for her future ventures. She then opened a small studio kitchen in Lower Parel for her supper clubs. An accidental experiment with brioche doughnuts led to the birth of Toast Doughnut Shop, which became a sensation, selling out within minutes every week. Post-pandemic, Devika converted her studio kitchen into a café, but her passion for cooking led her to start Toast Pasta Bar on Instagram. Chef Devika’s journey from a young food enthusiast to the owner of two successful culinary ventures in Mumbai. Her story is not just about cooking; it’s about following one’s dreams and redefining culinary excellence. Excerpts from the interview:

What inspired you to start Toast? Did you always want to start something of your own?

Ever since I decided that cooking was what I wanted to do in life, I always wanted to have something of my own. The name ‘Toast’ is inspired by Nigel Slater’s autobiography and no matter how messed up life seems; a slice of toast always seems to make sense. 

How did you come up with the concept for Toast Pasta Bar?

I worked in an Italian restaurant in London so I always knew Italian was my favourite cuisine. I thought of the concept after eating at Padella in London and realised there was no place in Bombay that did JUST pasta. 

Take us through your thought process of craving a niche of your own. 

I think I somehow always end up carving a niche because I’m super particular about the way I want things - and that’s not everyone’s cup of tea. We use very high-quality ingredients, most of them locally sourced and that’s super important to me. This does lead to some people finding us expensive but I wouldn’t have it any other way. 

Since Toast is now expanded to Toast Doughtnut Shop, do you have any plans to expand further?

Toast Doughnut Shop came before Toast Pasta Bar actually. It happened by accident during the pandemic but the response was so overwhelming, that we decided we could finally open my dream restaurant. 

We have only heard praises about your work culture. Please throw some light on the matter and explain how you came about instilling the culture and what do you follow in your restaurant.

I worked in a couple of not very nice places with toxic head chefs who didn’t necessarily make women feel the safest in the kitchen. I hated that feeling. I knew I had to change that. I give female CVs preference over male ones. So, there are always more women than men in the kitchen. This helps change the dynamic. I think it’s a necessary concept so that more women pursue their dreams of becoming a chef and don’t leave the industry because of toxic work environments and sexual harassment. 

In your words, could you share your cooking philosophy?

My main goal is flavour. It has always been. If it’s not delicious, no amount of technique can save you. 

Are your ingredients sourced locally?

About 80% of our ingredients are sourced locally. Especially fruit, vegetables, meat & seafood. 
 

A renowned chef, writer, and wildlife enthusiast, Michael Swamy, known for his thorough exploration of various culinary traditions, has been called "the historian chef" for his expertise. His passion for the natural world and its creature is also evident in his approach to cooking that emphasizes the use of locally available ingredients that can be prepared over an open fire in the heart of a forest.

After completing his education at the renowned Le Cordon Bleu in London, he has earned the title of a Gourmand Award-winning writer. Chef Michael is dedicated to elevating food and culinary traditions beyond the traditional dining setting. His culinary adventures have taken him to the peaks and depths of the Indian wilderness, where he has explored various cooking styles, from bush cooking to local cuisines, each with its unique presentation. Chef Michael Swamy shares his insights on major food trends, upcoming food workshops and his new restaurant.
Excerpts from the interview:

What are the major food trends seen in the Indian market?

People are more into South American food and local food these days. For me, I am taking the adivasi cuisine for the foreigner in the jungles. I am serving the local adivasi food to them in the five-star dimension.

Do you source the ingredients locally? 

Most of my ingredients are sourced locally as I believe in sustainability. As it’s high time we should think about sustainability for the environment, for ourselves and for the future. And, a chef is responsible for what he puts on the plate.

What is your signature dish and speciality cuisine?

Pasta based dishes and Empanada are my signature dishes. French and South American is my specialty, but I am also exploring more on local Indian food for the past decade now.

How much do you believe in seasonality and local sourcing?

I believe more in seasonality and local sourcing as one can play with the local ingredients and give them an international touch. I source from the local markets mainly.

Can we see you opening a restaurant very soon?

I have been associated with five restaurants already wherein I was the partner and now I am not working with them. But, very soon, I will be a partner again in a restaurant at Houston with a client. It is still in the planning stage. But, we are planning to launch it by end of this year.