Starting something from scratch.
You have an idea, an investment budget, or the ambition to open a hospitality business. We’ll help turn it into a viable concept and take it through opening.
See your journey: Starting something from scratch.01/OPEN · Restaurant opening & development
Concept to opening day.
We test your restaurant concept against real numbers before you commit capital, then manage everything from development to opening day.
Your starting point
Where are you starting from?
Whether you’re starting from scratch, bringing an established brand to the UAE, or considering an existing venue, we’ll help you work out the right next step.
Bringing a brand to a new market.
You already have a concept or franchise. We’ll assess its fit for the local market, adapt what needs changing and manage the opening process.
See your journey: Bringing a brand to a new market.
Considering an existing venue.
You’re looking at buying a restaurant or taking over a location. We’ll assess the opportunity before you commit and help plan what happens next.
See your journey: Considering an existing venue.Already open, and it isn’t performing as it should? See FIX
The OPEN journey
From the first decision to opening day.
Every project starts differently. Here’s how we take it from the first assessment through to a business ready to open.
Build or launchCreate a new concept or bring an existing brand.
01 to 03 Discover & validate
04 to 06 Develop & build
07 to 08 Prepare & open
01 / 08
Research
Test whatever you’re bringing before any brand or menu work begins.
What you receive
A short written read: whether real demand exists, how crowded the category is, which price points already work, and an early flag if the idea has a structural problem.
What this protects against
Spending on brand and menu work before knowing if the category has room.
Before → After
BeforeYou don’t know if this is worth pursuing.
AfterYou know whether to move forward, adjust it, or stop here before spending real money.
- What we need from you
- The rough idea, cuisine or format, roughly who it’s for, roughly where.
- Depends on
- Nothing. This is where Track A begins.
- Available separately?
- Market research on its own, before you commit to anything else.
02A / 08
Create
No concept yet. Build the full brand, identity and menu from scratch.
What you receive
A named concept with a full brand identity (name, mark, voice, visual direction) and a menu built for margin as well as taste.
What this protects against
A concept that can’t be priced, staffed, or told apart from the one next door once it meets real guests.
Before → After
BeforeEvery version of the idea in your head is slightly different from the last one.
AfterThere’s one version, on paper, priced, buildable.
- What we need from you
- Sign-off at each stage. This phase moves fast and stalls if approvals wait.
- Depends on
- 01 · Research.
- Available separately?
- Concept, brand and menu development, without the full OPEN engagement.
02B / 08
Adapt
Already have a brand. Localise the existing identity and menu.
What you receive
Your existing brand and menu, reviewed and adjusted for the UAE (sourcing, cost structure, local taste, regulatory requirements) without losing what made it work at home.
What this protects against
Importing a brand unchanged and finding out too late the price point or menu mix doesn’t translate.
Before → After
BeforeYou don’t know what actually needs to change.
AfterYou know exactly what stays, what shifts, and why.
- What we need from you
- Full brand guidelines and menu documentation from your home market, plus sign-off on proposed adaptations.
- Depends on
- 01 · Research.
- Available separately?
- Brand and menu localisation, for franchise holders with their own design and build resources.
03 / 08
Validate
Full business plan and financial model, now that the concept is real.
What you receive
Full financial model, staffing plan sized to the actual concept, break-even analysis, rent-to-revenue assessment, three-scenario P&L.
What this protects against
Committing to a site or lease before knowing what the concept needs to earn to survive it.
Before → After
BeforeYou have a concept with no real number attached.
AfterYou know exactly what it costs to run and what it needs to make.
- What we need from you
- Target investment level, and any site or lease terms already under consideration.
- Depends on
- 02A · Create or 02B · Adapt.
- Available separately?
- Feasibility study and business plan, for concepts already developed elsewhere.
04 / 08
Site
Location sourcing and lease review, matched to the validated numbers.
What you receive
Location shortlist matched against the validated numbers, lease review, rent-to-revenue check against actual terms on offer.
What this protects against
Signing a lease whose rent the concept can never cover, in our experience the most common reason restaurants close here.
Before → After
BeforeYou’re choosing a site on instinct or availability.
AfterYou’re choosing against a number that already proved the concept can carry it.
- What we need from you
- Target areas if you have them, or full discretion to search based on the validated concept.
- Depends on
- 03 · Validate.
- Available separately?
- Site selection and lease review, for concepts with financials already in hand.
05 / 08
Design
Kitchen and interior layout, built around the finished concept.
What you receive
Kitchen layout to local authority standards (Dubai Municipality, or ADAFSA in Abu Dhabi), equipment and fit-out specification, supplier shortlist with indicative pricing.
What this protects against
A kitchen that can’t produce the menu at the volume and speed the concept actually needs.
Before → After
BeforeThe concept exists on paper with no physical space attached.
AfterThere’s a buildable layout matched to what the kitchen needs to do.
- What we need from you
- Sign-off at each stage.
- Depends on
- 04 · Site, or B4 · Transfer when you take over a location.
- Available separately?
- Kitchen and interior design, for sites already secured.
06 / 08
Build
Fit-out, tender, procurement.
What you receive
Tender managed and contractor selected, fit-out overseen against the design, equipment ordered and tracked, weekly progress reporting.
What this protects against
Three contractors giving three different completion dates, none of them accurate.
Before → After
BeforeYou’re getting conflicting updates from multiple parties.
AfterOne person tells you where the build stands, every week, and it matches what’s on site.
- What we need from you
- Budget release at agreed milestones.
- Depends on
- 05 · Design.
- Available separately?
- Fit-out and tender management, for concepts with design already complete.
07 / 08
Setup
Team, SOPs, training, marketing, POS and systems, all in place.
What you receive
Front and back of house team hired and trained, full SOP library, marketing plan and launch campaign, POS and systems configured and tested.
What this protects against
Opening with a team that’s never worked together, systems nobody’s tested, and no plan to get guests through the door.
Before → After
BeforeThe physical restaurant exists but nothing inside it is ready to run.
AfterThe team, systems and marketing are all in place before a single guest walks in.
- What we need from you
- Hiring approvals and availability for training in the final weeks.
- Depends on
- 06 · Build.
- Available separately?
- Team building and SOPs, or marketing and launch planning, independently.
08 / 08
Launch
Soft launch and testing, then the actual opening.
What you receive
A soft launch that catches problems before paying guests see them, then the actual opening.
What this protects against
Opening night being the first time anyone finds out if the plan actually works.
Before → After
BeforeOpening night is a test.
AfterIt’s confirmation, because the failures already happened in the soft launch where nobody was watching.
- What we need from you
- Your presence in the final week. This is the part that shouldn’t be delegated.
- Depends on
- 07 · Setup.
- Available separately?
- Not typically. Final phase of a larger engagement.
Acquire or take overTake over an existing business or location.
Either way, RUN remains the optional hand-off, not a required next step.
B1 / B4
Diligence
Verify what’s actually there, financials or site and lease terms.
What you receive
Depends on what exists. For an operating business, financial reconstruction, lease review, equipment condition audit, staff and supplier continuity check, written valuation opinion. For a location opportunity with no trading history, site condition report, lease terms review, licensing and permit status, and a written opinion on whether the location itself is viable.
What this protects against
Buying a business or committing to a site based on numbers or conditions you haven’t independently verified.
Before → After
BeforeYou’re relying on what a broker or seller has told you.
AfterYou know what you’re actually acquiring, before you’ve committed to it.
- What we need from you
- Access to the target’s books if it’s an operating business, or the lease and site details if it’s a location opportunity.
- Depends on
- Nothing. This is where Track B begins.
- Available separately?
- Yes, regularly sold standalone.
B2 / B4
Decide
Keep it as-is, adapt it to an existing concept, or build a new one.
What you receive
A clear comparison of the three real options: keep the business as it runs today, adapt it to a concept you already have, or build a new concept on this site. Each with its trade-offs and rough cost.
What this protects against
Spending on validation or build-out before actually deciding what you’re building.
Before → After
Before“Buy it” and “what happens after” feel like the same decision.
AfterThey’re separated, and you know which of the three paths you’re actually on.
- What we need from you
- Your instinct on the three options, even if you’re unsure. This phase helps you decide; you don’t need to know already.
- Depends on
- B1 · Diligence.
- Available separately?
- Not typically. A short, decision-focused step inside the larger engagement.
B3 / B4
Validate
Confirm the numbers hold, either the existing ones or a new model.
What you receive
Confirmation that the numbers Diligence uncovered genuinely hold going forward: not a new model, a stress test of the one already running. If you change the concept, it is built first (02A Create or 02B Adapt) and then goes through Track A’s full Validate step, before you buy.
What this protects against
Assuming a business keeps performing the way its historical numbers suggest, when the market, lease terms, or competition have shifted since.
Before → After
BeforeYou have historical numbers with no read on whether they’ll hold.
AfterYou know whether what’s worked so far is likely to keep working.
- What we need from you
- Nothing further if you keep it as it is: this uses what Diligence gathered. If you change it, the same as Track A’s Validate.
- Depends on
- B2 · Decide.
- Available separately?
- Not typically.
B4 / B4
Transfer
Ownership or lease rights change hands, once confirmed.
What you receive
Ownership or lease rights formally transferred, staff retention or exit plan, licence and lease transfer support, 30-day post-transfer check-in.
What this protects against
Disruption during handover, and committing to a purchase before the numbers, whichever path, have actually been confirmed to work.
Before → After
BeforeOwnership is still uncertain and nothing is confirmed.
AfterThe transition is structured, and the business, or the new plan for it, is ready to move forward on solid ground.
- What we need from you
- Agreed completion date.
- Depends on
- B3 · Validate, either path.
- Available separately?
- Less commonly, usually follows directly from Validate.
After Transfer
After Transfer
Keep operating
The business keeps trading under new ownership from day one.
Either way, RUN remains the optional hand-off, not a required next step.
After Transfer
Adapt or redevelop
Continues into Design, Build, Setup and Launch, with the new concept already created and validated in B3. Site is skipped: the location already exists.
Either way, RUN remains the optional hand-off, not a required next step.
Either way, RUN remains the optional hand-off, not a required next step.
Before you commit
Invest with clarity, not assumptions.
We challenge the assumptions, test the numbers and identify the risks before they become expensive commitments.
Book a Free Consultation(opens the booking calendar)What we help establish
Whether sufficient demand exists, how competitive the category is, and how the concept should be positioned for the target market.
What we help establish
Whether the location can support the required sales, rent and operating model before you make a long-term commitment.
What we help establish
The realistic investment required, including development costs, pre-opening expenses and sufficient working capital.
What we help establish
Whether the projected revenue, labour costs, food costs, occupancy costs and operating expenses support a commercially viable business.
What we handle
You bring the ambition. We handle the execution.
One experienced team coordinating the people, decisions and details required to bring your hospitality business to life.
Zeora’s OPEN work is led by Gergely Szabo, who has opened 20 hospitality venues, among them Bamba Marha Burger, grown from one burger bar to 11 Budapest locations.
From complete opening management to selected workstreams, our involvement is built around what your project needs.
YouVisionInvestmentDecisions
ZeoraProject ManagementCoordinationAccountability
Specialists & workstreams
- Commercial & Market Specialists
- Designers & Architects
- Contractors & Fit-Out Teams
- Authorities & Licensing
- Suppliers & Technology
- Recruitment & Operations
Opening dayA business ready to operate.
Our OPEN services
The whole journey. Or just the parts you need.
From individual specialist services to a fully managed restaurant opening, we tailor our involvement to your project’s needs.
Strategy & Feasibility
Numbers before commitment, whether you’re building or buying.
Market Research
A written read on whether there’s room for your idea, before you spend on brand, menu or site. Available separately
Feasibility & Business Planning
The financial model and business plan: what the concept costs to run, and what it needs to earn. Available separately
Pre-Purchase Due Diligence
An independent check of a business or site before you buy, ending in a written valuation or viability opinion. Available separately
Brand & Product
The concept, brand and menu, built from scratch or adapted for this market.
Concept, Brand & Menu
A named concept with its brand, and a menu built for margin as well as taste. Available separately
Franchise & Brand Localisation
Your brand and menu adapted to the UAE, without losing what made them work at home. Available separately
Food Trucks & Pop-Ups
Planning and launching food trucks and pop-ups, from concept and location strategy to operational setup, staffing and execution. Available separately
Location & Development
A location matched to the plan, a kitchen built to local authority standards, a managed build.
Site & Lease Review
A shortlist of sites and a lease review, each checked against what the concept can afford. Available separately
Kitchen & Interior Design
A kitchen and interior built to local authority standards (Dubai Municipality, or ADAFSA in Abu Dhabi), with equipment and fit-out specified. Available separately
Fit-Out & Tender Management
A tendered, managed fit-out, with one weekly report on where the build really stands. Available separately
Licensing & Setup
Licences, suppliers and systems in place before you open.
Licensing
Company formation, trade licences, approvals and permits, coordinated with PROs and the authorities. Available separately
Procurement & Sourcing
Ingredients and equipment sourced at competitive prices, without compromising on quality. Available separately
POS & Systems Setup
POS and systems configured and tested before you open. Available separately
People & Operations
Your team hired, trained and documented.
Recruitment & Team Building
A front and back of house team, recruited and onboarded to reflect your brand. Available separately
SOPs & Team Training
A full SOP library for the concept, and hands-on training before launch. Available separately
Pre-Opening & Launch
A launch campaign and a soft opening, ready for day one.
Marketing & Launch Campaign
A marketing plan and launch campaign that bring guests in from day one. Available separately
Pre-Opening & Soft Launch
Trial runs and a soft launch that catch problems before paying guests see them.
Our work
Not just plans. Real projects.
From new concepts to international brands entering new markets, we’re involved in the decisions and execution that bring hospitality businesses to life.
Palmenti
In DevelopmentDubai, UAE
A new concept, created from scratch: a curated wine program with fresh, seasonal plates in a setting that’s stylish yet approachable, designed for casual drop-ins, after-work glasses and laid-back lunches.
BISQO
In DevelopmentDubai, UAE
A Dubai tiramisu concept, one of Global Village’s most talked-about spots. Zeora is supporting its first permanent location, from site and menu to recruitment and training.
Sandwich Sandwich
In DevelopmentDubai, UAE
A UK fast-casual brand known for giant gourmet sandwiches. Zeora is the exclusive consultant leading its full UAE market entry for the new master franchisee.
Frequently Asked Questions
Questions worth asking.
Answers to the practical questions about opening a hospitality business and working with Zeora.
It depends on the concept, the site and the scale, which is exactly what Validate exists to answer. The opening budget itself (fit-out, kitchen equipment, licences, rent deposits, pre-opening costs and working capital) is yours and paid directly by you; Zeora’s fee is separate and agreed in writing before anything starts. We won’t quote a number before we’ve modelled yours.
Most engagements run 2 to 12 months from first call to opening, depending on the concept, the site, and how much of the process you’re starting from scratch versus already have in motion.
We review franchise agreements from a hospitality and business perspective (what works in your favour and what is critical for your operation) and coordinate directly with your lawyers. Beyond the agreement itself, Adapt exists to take the brand and make it work here, sourcing, cost structure, local taste, without losing what made it work at home.
Usually, yes. Since 2021, UAE law allows full foreign ownership of most mainland companies, and food and beverage activities are generally included; free zones have always allowed it. The exact position depends on the emirate and the licence activity, so it’s confirmed during Research, before you commit to anything.
We combine several methods rather than one formula: the numbers themselves, the physical assets, current market conditions and strategic fit. Diligence typically produces at least two figures: one based purely on the numbers, and one adjusted for real market conditions and how the business would actually perform under new ownership.
Because those are the expensive, hard-to-undo parts. Validate exists so you know the plan holds before you spend on what can’t be reversed.
Most phases (Research, Create, Adapt, Validate, Site, Design, Build and Setup) are available on their own if you’ve already got the rest in hand. The full sequence exists for people starting from nothing, not as a package you’re forced to buy whole.
No. Some engagements end at handover and you take it from there. Others continue into RUN, a separate service where Zeora runs it for you. That’s entirely your call, not something we push.
Ready to make your next move?
Whether you’re exploring an idea, evaluating an opportunity or preparing to open, 30 minutes with Gergely will tell you where your project stands and what it needs next. No obligation.