In the ever-evolving landscape of the hospitality industry, stories of resilience, adaptability, and passion often stand out. One such tale is that of Alaa Sayed—a former football player turned aspiring tour guide and, ultimately, a seasoned professional in the restaurant business. In this exclusive interview-style article, we delve into Alaa’s fascinating journey, exploring the shifts in his career and the valuable lessons learned along the way. From managing F&B in American Air Force bases to steering the ship at renowned establishments like Shake Shack, BurgerFuel, Jollibee, and now with ServQuest and Al-Baik, Alaa shares his insights, challenges, and reflections on the restaurant industry.
Alaa, your journey is truly fascinating, transitioning from a football player to aspiring tour guide and finally into the restaurant industry. What inspired these shifts?
Alaa Sayed: I started as a footballer, playing for the national team in Egypt. After an injury, I pursued tourism and hotel management, aspiring to be a tour guide due to my love for interacting with people. However, instability in Egypt led me to explore other options, eventually landing in the restaurant business.
Your initial career involved managing F&B in American Air Force bases. How did that experience shape your perspective on customer service?
Alaa Sayed: Working in the American bases provided a unique experience dealing with specific customer needs and diverse products. It emphasized the importance of adapting to different customer requirements and maintaining a balance between outside and inside the kitchen roles.
Moving on to your time with Shake Shack, you mentioned a people-first approach. Can you share specific instances where this philosophy was evident in the workplace?
Alaa Sayed: Shake Shack fostered a family-like environment where direct communication with the leadership team was encouraged. The trust between staff and management was remarkable, evident in instances where formality was set aside for genuine understanding, like when someone needed a day off due to sickness without extensive formalities.
In terms of creating a positive work environment, you mentioned the importance of casual communication and addressing each other by first names. How did this contribute to the overall atmosphere at Shake Shack?
Alaa Sayed: The emphasis on casual communication and using first names created a friendly atmosphere. We treated customers in a similar manner, avoiding traditional sir/ma’am titles. This approach facilitated a more personal connection, with customers reciprocating by addressing staff by their names.
You spoke highly of Shake Shack’s training philosophy. Can you elaborate on how the training differed from your previous experiences with brands like Hardee’s and KFC?
Alaa Sayed: Shake Shack’s training focused not only on product excellence but also on building a cohesive team. The emphasis on the 10 minutes before shifts, where we discussed both personal and business matters, helped create a motivated and connected team. This approach differed significantly from the formal training in other brands.
Your experience with Shake Shack seems truly exceptional. Did you ever have the chance to interact with the founder, Danny Meyer?
Alaa Sayed: Although I didn’t meet Danny Meyer personally, I interacted with his team during their visit. The positive work culture and values instilled at Shake Shack were a testament to Danny Meyer’s influence, as evidenced by his team’s friendly and approachable demeanor.
Considering your diverse career, from football to managing restaurants, what advice would you give to aspiring professionals in the industry?
Alaa Sayed: My advice would be to embrace change, explore various roles within the industry, and prioritize building meaningful connections with both colleagues and customers. Adaptability and a passion for people are essential in this dynamic field.
You transitioned to another brand with a completely different culture, BurgerFuel. What was that experience like?
Alaa Sayed: BurgerFuel is a New Zealand-based brand. It was a unique experience for me, especially coming from an American brand like Shake Shack. The culture was different – no formality at all, everyone had their own personality. It was a bit weird for me because I was used to American brands, but it was a great experience. The brand culture was even more relaxed than Shake Shack. I met Colin de Bruin, the operations manager, who had a significant impact on my approach to managing businesses.
Then you moved on to Jollibee. How did that transition happen?
Alaa Sayed: Jollibee was a new challenge, an interesting Filipino brand. It marked my entry into the fried chicken world, and it involved managing the business on a larger scale, reporting to shareholders and board members.
What were the challenges you faced with Jollibee, especially considering its Filipino origins and entering the Middle East market?
Alaa Sayed: The challenge was adapting the brand to the Middle East, where the menu, tastes, and flavors needed adjustments. It wasn’t easy, especially when most of the staff were Filipinos. We had to change this mix to make the brand more international.
You mentioned a shift in the popularity of chicken burgers. How did your experience in Shake Shack and BurgerFuel prepare you for this shift in the market?
Alaa Sayed: Coming from beef-focused brands, adapting to the popularity of chicken burgers was a shift. But the key was not just in the product but also in how you present and market it. Chicken burgers have a broad appeal and can be sold consistently.
Switching gears, let’s talk about ServQuest. How did your involvement with ServQuest and Al-Baik come about?
Alaa Sayed: ServQuest started with opening an outlet of Al-Baik in Dubai Mall. The brand’s quality and obsession with consistency, especially with Al-Baik chicken, caught my attention. They take quality very seriously. Al-Baik’s commitment to quality is unmatched. I have never seen such an obsession with maintaining consistency. The lines during the Dubai Mall opening were a testament to the brand’s popularity and quality.
Can you share some insights about Al-Baik for those who may not be familiar, especially considering its unique qualities and how it aligns with ServQuest’s vision?
Alaa Sayed: Al-Baik is a brand that ServQuest chose with precision. Our CEO, Kareem, had multiple positive experiences with Al-Baik and understood its unique qualities. The brand’s focus on quality and customer service, coupled with its stringent franchise selection process, made it an ideal choice for us.
What makes Al-Baik’s franchise selection process stand out, and why was it crucial for ServQuest to have this brand in the UAE?
Alaa Sayed: Al-Baik is selective about quality, going to great lengths to understand potential franchisees. The due diligence includes evaluating the business philosophy, operations, and even personal background. This meticulous approach resonated with Kareem, and he was determined to bring Al-Baik to the UAE due to the brand’s unique qualities and the untapped space for it.
How has Al-Baik’s success in Dubai Mall influenced ServQuest’s expansion strategy, especially considering the challenges and opportunities presented?
Alaa Sayed: The success in Dubai Mall, with significant crowd growth, encouraged us to expand strategically. We’ve learned from the experience, ensuring accessibility in various locations with a focus on customer service and quality. We’re opening in Dalma Mall soon, implementing lessons from past successes and challenges.
Tell us about the challenges faced during the opening of the first drive-through in Rashidiya and how ServQuest addressed them.
Alaa Sayed: The opening of the first drive-through in Rashidiya presented challenges, causing traffic jams. We had extensive discussions with RTA, planning road route adjustments to address the issue. It required a four-day-long meeting, but eventually, we reached a resolution, showcasing our commitment to overcoming challenges for a successful opening.
Can you shed light on ServQuest’s philosophy regarding pricing and affordability, especially considering the thin margins in the restaurant business?
Alaa Sayed: ServQuest prioritizes affordability without compromising quality. The philosophy is rooted in ensuring that the brand remains accessible to everyone in the community. Despite thin profit margins, the commitment to affordability remains unwavering, aligning with the vision of making quality food accessible to all.
As an operator, what key learning or insight has Al-Baik provided you, especially in terms of customer care and quality maintenance?
Alaa Sayed: Al-Baik has emphasized the genuine aspect of caring for customers. The commitment goes beyond providing quality and quick service—it extends to making products affordable for everyone. The intensive training provided to staff underscores the meticulous attention to details, ensuring consistency in quality and customer experience.
How do you view the perception of success in the restaurant industry, especially in comparison to the trend of quick success in startup and tech companies?
Alaa Sayed: Success in the restaurant industry is not about rapid expansion and quick profits. It’s about creating a legacy built on ethics and principles. Unlike startup and tech companies that focus on quick service delivery, restaurants need to prioritize quality, good service, and a memorable customer experience. Success is measured by longevity, reputation, and a commitment to maintaining standards.
Given the common misconception that the restaurant business is lucrative, what advice would you give to aspiring restaurateurs?
Alaa Sayed: Establishing a restaurant is not a quick path to wealth. Success in the restaurant business requires a genuine passion for the industry, a deep understanding of its complexities, and a commitment to long-term goals. Instead of viewing it as a quick investment, aspiring restaurateurs should approach it as a legacy, focusing on building a reputation for quality, service, and affordability.
What role does technology play in ServQuest’s operations, and how do you balance the traditional charm of Al-Baik with modern advancements?
Alaa Sayed: Technology is a significant part of our operations, aiding in efficiency and customer service. However, we balance it with the traditional charm of Al-Baik by ensuring that technology enhances the experience rather than replacing the personal touch. We focus on using technology to streamline processes, improve customer engagement, and maintain the high standards set by Al-Baik.
Can you share some insights into ServQuest’s plans for the future, especially considering the evolving trends in the restaurant industry?
Alaa Sayed: ServQuest is strategically expanding its footprint while maintaining a strong focus on quality and customer service. We are exploring opportunities to introduce new brands that align with our commitment to excellence. The goal is to adapt to evolving trends, stay true to our principles, and continue providing the community with affordable, high-quality dining options.
Alaa Sayed’s journey from football fields to restaurant realms is a testament to the dynamic nature of the hospitality industry. Through triumphs, challenges, and diverse experiences, he has emerged as a seasoned professional with a wealth of insights. As ServQuest continues to navigate the ever-changing landscape, Alaa’s story serves as an inspiration for aspiring professionals in the industry, urging them to embrace change, prioritize meaningful connections, and uphold the values that define lasting success in the world of hospitality.
