Ahmed Alajmi, Chairman & CEO of Takara Group Hospitality, has always been driven by a passion for quality food and hospitality. Growing up in a family that cherished homemade meals made from locally sourced ingredients, Ahmed developed a deep appreciation for culinary excellence from an early age. One dish that particularly stood out to him was his mother’s Molokhia, a traditional Middle Eastern stew that he could never get enough of.
Despite his background in aeronautical engineering, focusing on aerodynamics and commercial aircraft engines, Ahmed’s love for food and travel led him to explore the world’s culinary scene. During his studies, he had the opportunity to live in cities like New York, London, and Paris, where he immersed himself in diverse culinary experiences.
Upon returning to Saudi Arabia, Ahmed noticed the lack of high-end dining options in his home country, especially compared to neighbouring Bahrain, just a short drive away. Determined to fill this gap in the market, Ahmed and his team took a bold leap of faith and decided to venture into the food and beverage industry.
In 2019, they opened TAKARA, the first Japanese restaurant of its kind in the region, in Khobar. Despite the initial challenges and risks, Ahmed was committed to bringing his fellow Saudis the best possible dining experience. He recruited top talent worldwide and sought to learn from their expertise while introducing them to the local market.
TAKARA quickly gained popularity, boasting a daily occupancy rate of 80% and an impressive staff retention rate of 90%. Ahmed’s dedication to quality, innovation, and customer satisfaction has set a new standard for hospitality in Saudi Arabia. Through his leadership, Takara Group Hospitality continues to thrive, offering patrons an unforgettable culinary journey inspired by the rich traditions of Japanese cuisine. We caught up with Ahmed after their successful night at the Leaders in Hospitality KSA Awards this year to learn more about TAKARA’s journey under his leadership.
The restaurant scene in Saudi today
Opening new restaurants in saturated areas may not be successful if the concept is similar to what is already available. Many restaurants advertise that they have a “Michelin Chef,” but this is not a guarantee for success, as many people in Saudi Arabia are unfamiliar with the Michelin Guide or other international restaurant awards.
A Michelin-starred chef does not exist. The Guide gives the star to the establishment, not to the Chef, and if the Chef leaves the restaurant, the establishment retains the Michelin recognition from that year. It can keep it through hard work and consistency the following year if it continues in the same line as any other Chef.
Educating customers to like a specific cuisine may also be unsuccessful. Instead, restaurants should create unique concepts that appeal to the local market. Riyadh is already saturated with franchised restaurants that may not succeed just because they are “known.” Creating a unique concept that can stand out in a crowded market is essential.
More options are needed in Saudi Arabia’s hospitality sector because people tend to focus only on major cities like Riyadh, Jeddah, and Dammam. However, many other places in the country have yet to be discovered. It is important to remember that Saudi Arabia is a vast country with an area of 2.15 million square kilometres (compared to the UAE’s 83,600 square kilometres). Many F&B companies in Saudi Arabia, such as THG, based in Khobar, are doing well. However, there is room for more companies to come in and compete, which is welcomed.
The success of megaprojects such as NEOM, Red Sea Global, ROSHN, Qiddiya, New Murabba, AlUla, the Jeddah Tower, The Rig, etc. is crucial for the Vision 2030 plan. Our Kingdom’s rulers have shown that nothing is impossible. However, it is worth noting that the first stage of Bujairi, a giga-project located in Riyadh, has only a few of its more than 20 fine-dining restaurants producing income. With the opening of the next stages of Bujairi, the influx of people will decrease in the first stage. The same thing happened with City Walk in Dubai, where the second stage took away business from the first stage.
Takara Hospitality Group’s contribution to the Kingdom’s F&B sector
Our company’s focus is on staying true to its Saudi-made origins. Although bringing in outside brands and franchises may be tempting, creating concepts that cater to the local market and tastes is more important.
When we introduced Sold Out, we approached it from a marketing perspective. With over 18.8 million Saudis in the country, 63% of whom are under 30, we knew we had to cater to their interests in fashion, experiences, social media, and lifestyle. Many brands assume that opening an American fast food chain in Saudi Arabia will be successful because it has worked elsewhere, and Saudis like burgers. However, that is not the case, as many still need to understand the local taste.
Sold Out was successful because we knew our target audience and catered to their needs, resulting in a 300% daily occupancy rate.
Another example is Ziba, the first Persian food restaurant in the country. We took a bold step and gave it a Saudi touch, offering modern Persian cuisine. It was an instant success, expanding by 70 seats in three months and hiring 50% more staff.
THG’s contribution to the sector teaches us that not everything imported is good. Saudi Arabia has much to offer, and we need to evaluate what the end customer needs before introducing anything new.
Challenges and opportunities
Hire the right staff. Some people claim that there is a problem with Saudisation and that it is tough to find qualified local staff. However, why should we stigmatise a particular nationality in this way? At THG, we believe in hiring people based on their attitude rather than just their knowledge or nationality. We have an intensive and highly successful training and onboarding plan in place. We always try to teach our employees instead of assuming they already know everything. We also provide our employees with real opportunities for growth. And above all, hire good senior staff. We have the best senior staff at THG, and this is not just because I say so. They demonstrate it every day by leading their teams. They give their all to the company and do not limit themselves to earning big wages by “working in Saudi Arabia”.
Believe in local products. At THG, we use almost 90% of local products. Saudi people are very patriotic and love their country. The local farmers and suppliers work hard to earn your trust, and they will help you in times of scarcity and provide you with loyalty that will last for years.
Always pay on time. Stick to what you agreed to and always pay on time. Tomorrow, you may be on the other side of the equation. At THG, we have never delayed a single receipt or salary payment.
Be fair with your staff; they are the ones pushing for you. Avoid compromising on contracts or secret clauses. Instead, make them stay with you because they trust the company. It’s worth mentioning that it is a common misconception that employees in Saudi Arabia must pay large sums of money when leaving before finishing a contract. This is against Saudi labour law, no matter what the employment contract says. While there may be sanctions for unjustified resignation, if an employee gives the regular one-month or two-month notice, these sanctions should not exceed 50% of one month’s salary.
Most memorable milestones
We received an award from Hotel & Catering News Middle East, which recognised us as the “Leading Food and Beverage Group of the Year 2024 in Saudi Arabia.”
We Quadrupled the value of THG between January 2023 and January 2024, taking into account tangible and intangible assets.
Advice for aspiring entrepreneurs
Believe in your concept. Do not try to imitate anyone, and do not add things to your menus just to add them.
TAKARA, Ziba, Sold Out, Sushi&Co, Hakuna Patata, SANTIAM, and other concepts were created by the minds managing THG.
Many people suggested that we should add certain things, hire staff of a specific nationality, or use a particular promotion that worked in a specific place. However, we believed otherwise, and we were right.
Takara Hospitality Group’s future
We at THG are proud to have ongoing and mutually beneficial partnerships with all major players in the GCC. We are currently signing franchise deals for two unique brands that will be well-received in the market. Additionally, we will introduce a new Saudi-made brand with multiple locations and two online brands.
Our team is closely monitoring the market and has plans to expand our already successful brands and open new ones in all significant cities in the Middle East in the next 30 months. We aim to have at least 11 new locations by September 2026 while maintaining a structured and financially sound approach.
Furthermore, we are interested in food manufacturing, as it will contribute to the region’s future food security.