Latest news with #TashasGroup
Arabian Post
08-07-2025
- Business
- Arabian Post
Boutique Dining Giant Tashas Accelerates Global Roll‑Out
Dubai‑based hospitality firm Tashas Group is entering a rapid new phase of expansion across the Middle East and South Africa, with founder Natasha Sideris spearheading a strategy that balances boutique charm with accelerated growth. Operating 40 venues in five countries—including 18 in South Africa, 17 across the UAE, three in Saudi Arabia, and single locations in Bahrain and the UK—the group plans to open a further 15 to 16 restaurants over the next 18 months. Sideris describes a shift from a cautious rollout to full‑throttle expansion. 'We've had very slow and steady growth… now we have an army,' she told Arabian Business, adding that this year alone may see five or six new launches and a first Saudi opening in September. Among the fresh locations are new tashas cafés in Al Ain, Sharjah and Ras Al Khaimah, an Avli venue in Bahrain, alongside six further sites in South Africa. Sideris emphasises that despite the surge in numbers, each venue remains carefully curated. She maintains an 'attention to detail' ethos across interiors, menus and service, preserving the brand's boutique identity even at scale. 'Not too smart, not mainstream casual. It's elevated casual,' she said, underlining the group's market niche in Dubai's competitive hospitality environment. ADVERTISEMENT This accelerated expansion follows the 2020 buy‑back of the group from Famous Brands, restoring majority control to Sideris, her brother Savva, and a minority partner during the pandemic. The founder views the reopening of growth avenues as a chance to give back: the group is in the process of establishing an employee share ownership programme to reward long‑serving staff. Development includes a varied brand portfolio. Beyond tashas cafés, the group operates upscale venues such as Flamingo Room by Tashas, Avli by Tashas, Bungalo34 and NALA. Upcoming concepts include Arlecchino by Tashas, a premium casual Italian eatery, and Café Sofi in Cape Town, named for Sideris's late mother. There are also plans for expansion in Europe, the US and Asia via franchising, with NALA earmarked for up to 300 global outlets. The group's regional strategy is evident in its UAE focus. It aims to penetrate less saturated Emirates—Sharjah, Al Ain and Ras Al Khaimah—using both flagship and franchise models. In Saudi Arabia, Tashas plans to open its first beach‑side Bungalo34 venue in RAK and its first restaurant in Riyadh in September. While maintaining quality remains a non‑negotiable, Sideris has acknowledged the escalating cost of expansion in the region. On Dubai Eye 103.8, she revealed that opening new venues carries a projection of AED 9–10 million, depending on format and location. Tashas Group has also invested heavily in infrastructure to support its growth. The Dubai HQ has assembled cross‑regional teams in both the Middle East and South Africa, training more than 14 staff in each locale to manage openings. The group is also launching The Academy, a centre in Dubai dedicated to staff training and hospitality excellence. Sideris points to Southern African staff culture as a key differentiator in their global venues. Initially insisting on 70 percent South African staff in Dubai, that figure has shifted to around 25 percent, yet the brand's core still reflects Southern African warmth and service ethos. As the group builds momentum, scrutiny of quality is intensifying. Sideris oversees monthly audits across kitchens and front of house to ensure consistency across the expanding footprint. The aim is a consistent yet location‑aware experience—whether in Cape Town, Dubai or London—with each venue inspired by its setting.
Gulf Business
05-07-2025
- Business
- Gulf Business
From café to empire: Natasha Sideris on Tashas Group's Middle East rise
When Natasha Sideris opened the first tashas restaurant in Johannesburg's Atholl Square in 2005, she never imagined it would grow into an international dining empire. Now based in Dubai, Sideris is leading one of the most ambitious expansions in global hospitality, taking her boutique approach to dining far beyond her native South Africa. Today, Tashas Group operates 40 restaurants across five countries. Of these, 18 are located in South Africa, 17 in the UAE, 3 in Saudi Arabia, 1 in Bahrain, and 1 in the UK. With 15 additional openings scheduled in the next 18 months, the group is on track for continued expansion across its core markets. 'I always said I would never go into the food business,' Sideris laughs, recalling her childhood. 'My father was a restaurateur, and I saw how hard it was. The only day we spent with him was Mondays, when restaurants closed in South Africa. He'd take us to The Doll's House for steak rolls and milkshakes. But otherwise, he was always working.' While studying psychology at university, her father convinced her to help out at his busy Fishmonger restaurant in Rivonia, a suburb in northern Johannesburg. 'I'd go to lectures during the day, my apron in the boot of the car. Then I'd work from four in the afternoon until one or two in the morning,' she recalls. 'I fell in love with the adrenaline and the customer interaction.' 'Working in restaurants combines everything I love: people, interiors, the way spaces make you feel, and of course, food. Growing up in a Greek household, food was always at the centre of everything.' The birth of tashas After years working with her father and running several restaurants, including a successful turnaround of a Nino's outlet, an opportunity came knocking. A landlord who admired her work offered her a site if she created her own brand. Sideris brainstormed dozens of names before finally agreeing to name it after herself. 'The landlord kept saying, 'Call it tashas.' I was hesitant, but eventually I said, 'OK, let's go for it.'' From its very first day, tashas in Johannesburg's upmarket Atholl Square was packed. That restaurant opening marked the beginning of the tashas journey and, by 2008, just three years later, Sideris sold a majority 51 per cent stake to JSE-listed food group Famous Brands. 'It was a good deal at the time,' she explains. 'I had two restaurants. They offered corporate governance, admin systems, procurement.' The partnership proved valuable in the early years, but eventually, Sideris realised she was doing all the heavy lifting. 'I was driving everything myself, especially once I moved to Dubai,' she says. COVID-19 provided an unexpected opportunity. 'It was devastating globally, but for me, it allowed me to renegotiate and buy the business back. Now, it's just myself, my brother Savva Sideris, and a minority partner who own the group.' The Dubai move In 2014, Sideris made the bold decision to open in Dubai – a move that would fuel international growth. 'South Africa was saturated. The UK and US had too many barriers to entry. Dubai made sense: close to South Africa, culturally familiar, with an incredible hospitality scene. Greeks and Arabs share a love for family, food, and generosity.' That move has proven transformative, given the global expansion her business has experienced. While many brands lose their identity as they grow, Sideris insists on maintaining what she calls 'boutique at scale.' 'Every venue we open feels as carefully crafted as the first. We want customers to feel a genuine sense of place and hospitality wherever they visit,' she says. That commitment includes maintaining South African staff culture even as the business grows internationally. 'When we opened our first store in Galleria Mall here in Dubai, I insisted that 70 per cent of the staff had to be South African. Today we aim for 25 per cent, but South Africans and Zimbabweans are still a core part of our DNA.' Pictured: Avli by tashas in DIFC reflects Natasha Sideris's expanding portfolio and premium positioning in the UAE's culinary scene. A new phase of growth The next phase of growth will take the group deeper into international markets. Luxury concepts such as Flamingo Room by tashas, Avli by tashas (now open in both Dubai and Bahrain), and Bungalo34 are being positioned for major cities and beach destinations across Europe, the US, and Asia. Meanwhile, the casual dining formats, especially NALA and tashas, are slated for broad expansion via franchising globally. New concepts launching this year include Arlecchino by tashas , a premium casual Italian offering, and Café Sofi , an ode to Sideris' late mother, opening in Cape Town. The group's expansion strategy balances flagship-owned venues with selective franchising. Sideris remains intimately involved in interiors, food, drinks and branding. 'I'm not involved in admin or training day-to-day: my teams are excellent at that,' she says. 'But I still sign off on every interior design, every dish, every beverage, every piece of marketing. It's my passion.' 'In the beginning, it was partly about money and partly for the love of it,' she reflects. 'Now, it's about legacy and creating opportunities for our people. We're building an ESOP (employee share ownership programme) because I want those who have been with us to benefit long-term.' She sums it up simply: 'I want people to say we created something special, that we made a difference in people's lives.'
Khaleej Times
23-05-2025
- Entertainment
- Khaleej Times
How Dubai's restaurants are turning uniforms into runway moments
At the start of this year I was heading to work in Dubai's Alserkal Avenue, where I teach spin classes, when I was stopped in my tracks by a group of guys wearing jumpsuits in a soul-lifting shade of lilac, paired with precisely Pantone-matched adidas Gazelle trainers. Obvs, I stopped for a selfie. Turns out they were part of the team at the new fast-casual dining concept Nala, the latest food and beverage brand from Tasha's Group, which also owns Flamingo Room, Avli, and, of course, Tasha's. While the group's restaurants have built a reputation of incredible hospitality, moreish food and breathtaking interiors, I'd never paid attention to what their staff wore. Until I saw those jumpsuits. And wondered where I could get one. Fast-forward a few months and I ventured out to Sexy Fish in DIFC for the first time. I was expecting to be blown away by the interiors (there isn't a more photographed bathroom in Dubai), that mermaid sculpture and the immersive, tentacle-laden servings of sushi. What I wasn't expecting was a roll call of receptionists, waiters, and bar staff looking like they'd walked off the runway at one of Milan Fashion Week's more exuberant shows. When, I wondered, did restaurants become as much about the fashion as the food? 'Our guests are style-conscious, design-literate, and culturally engaged,' says Daniel Smith, managing director at Sexy Fish Global and Sekushi, 'they walk in wearing designer outfits — why wouldn't our team match that energy?' He makes a good point. 'Let's be honest: the average hospitality uniform hasn't changed much in decades,' Smith explains, 'black shirts, white aprons — it's all very expected. But Sexy Fish was never created to be 'expected'.' It helps that Sexy Fish owner Richard Caring, chairman of Caprice Holdings, began his career in fashion, supplying most of British high street throughout the 1990s and early 2000s. It's not as simple as swapping white aprons for a zhushy two-piece, though. Each Sexy Fish design aligns with the role it has been created for, considering the physical demands across the spectrum of restaurant staff, to ensure that comfort isn't sacrificed for style. That means up to 60 individual styles, designed and orchestrated by in-house atelier teams in London and Dubai. Each piece is tailored to its wearer, dry-cleaned every 24 hours, and sent to be recycled at the end of a six-month lifespan of daily wear. Operating in a different market, but viewing the future of hospitality through the same fashion-focused lens, Nala's rejection of the standard polyester branded polo top that most casual dining concepts employ, makes it so much more than most contemporary cafés. 'In an industry where uniforms are usually an afterthought, we treated them as part of the brand's storytelling,' Nicky Greig, culinary director of Tasha's Group, tells me, 'like the restaurant equivalent of breaking into song when everyone else is just talking.' Greig reckons we are the start of a fully-fledged convergence of fashion and food. 'The future of F&B belongs to brands that understand modern diners aren't just purchasing food. It's about not compromising on any element that shapes the guest experience, even when conventional industry wisdom suggests you should,' she says. So, while Sexy Fish's in-house design team, atelier and dry-cleaning bill would strike fear into the heart of many a restaurant operator, it could well become the norm. 'Fashion hasn't just crashed the party — it's moved in, made a playlist, and is setting the vibe. We're witnessing the early stages of a full-blown convergence where restaurants aren't just feeding you, they're styling you,' Greig confirms, 'Five years from now, we'll look back and wonder what took it so long for these worlds to collide.' And it's not just clothes, managers at Sexy Fish are adorned with bespoke jewellery, and the London branch collaborated with sparkling accessory brand Judith Leiber to bedazzle the DJ booth and create custom crystal brooches and belts for staff. Like the Nala jumpsuits, Sexy Fish's jewellery is not (yet) for sale, but I'd love to know how many of its iconic chopstick holders have been smuggled out in diners' Bottega Andiamo clutches (gold, natch). 'The message on the back — 'stolen from Sexy Fish' — wasn't an accident,' says Smith wryly, adding that Sexy Fish style won't be for sale. 'Our uniforms are like haute couture — made for the wearer and the moment,' says Smith. 'They're designed to be exclusive, and that's part of their magic. They belong to our team, to our story, and to our brand. So no, you won't find them for sale.' I might have more luck over at Nala where, Greig estimates, at least once a day someone asks to buy a jumpsuit. 'We've been bombarded with requests. There's literally a whiteboard in our office that says, 'NALA MERCH???' in increasingly frantic handwriting,' she laughs, adding, 'there's real potential here: hospitality brands today are more than restaurants – they're lifestyles. Merch extends the brand universe beyond the plate. The pros? It's a new revenue stream with strong margins and even stronger brand loyalty. The cons? It can pull focus from the main game, the food, and, if done carelessly, veer into cringe territory.' Two very different culinary concepts, one equally clear belief that, 'it's no longer just interiors carrying the aesthetic weight. Now, uniforms are getting just as much attention', confirms Greig. 'We're not just serving food,' Smith echoes, 'we're creating luxury moments you can live in.'
Khaleej Times
30-04-2025
- Business
- Khaleej Times
South African restaurateur Natasha Sideris brings South African hospitality to Dubai
In a world of flashy fine dining concepts and revolving food fads, Natasha Sideris has remained steadfast in her mission: create beautiful spaces, serve incredible food, and deliver genuine hospitality. The founder of Tashas Group — a growing constellation of hospitality brands spanning from South Africa to the Middle East — has spent the last two decades perfecting the art of elevated, accessible dining. And she's done it with style, soul, and a whole lot of feta. Born in South Africa to Greek parents, Sideris's culinary journey was practically preordained. 'My dad was a chef, my mom and grandmother were incredible cooks, and my great-grandfather had a bakery,' she reflects. Despite initially studying psychology and vowing to never enter the family business, fate (and a part-time job at her father's restaurant, The Fishmonger) had other plans. In 2005, Sideris opened the first tashas in Johannesburg. The concept was simple but revolutionary for its time: all-day dining with global flair, served in thoughtfully curated interiors that felt more like living rooms than restaurants. The brand now has 15 cafés in South Africa, six in the UAE, and a location in London. Beyond that, Sideris has introduced several upscale dining concepts, including Flamingo Room, Avli and Galaxy Bar, which earned a spot on the prestigious World's 50 Best Bars list. Fast forward to 2014, and the brand made its Middle East debut in Dubai's Galleria Mall on Al Wasl Road. Eleven years later, that very same restaurant remains one of Sideris's most beloved and busiest locations. 'I'm still seeing tremendous growth out of that restaurant,' she says. 'But our busiest tashas is in Abu Dhabi, where we serve nearly 1,000 guests a day.' Bahrain bound So, what defines a perfect dish in the tashas universe? 'Simplicity,' Sideris says without hesitation. 'I don't want a dish to be over complicated. There's a trend now — people playing with their food in the name of fusion or Instagram. But food isn't a toy.' Her philosophy champions freshness and restraint. 'It's about a few good ingredients coming together to create something incredible. And I love the classics. I'm an old-fashioned girl at heart. Sure, we have some modern, innovative dishes, but I'll always be drawn to the timeless ones.' And now, she's setting her sights on Bahrain with the launch of Avli by tashas, a modern Greek concept born in Dubai and carefully reimagined for a new audience. But how do you replicate the magic of a beloved venue like Avli — where every plate, every olive, and every brushstroke on the walls feels curated — with the same finesse in another country? The answer lies in something few hospitality groups invest in: an in-house academy dedicated to perfection. 'This wasn't a mistake,' Sideris says, smiling. 'I think we're one of the only groups in Dubai that actually owns and operates a training space like this.' She's referring to the state-of-the-art Tashas Academy — her Dh6 million investment in the future of luxury hospitality. Before its creation, staff and chefs would shuttle between borrowed kitchens, often working without essential facilities. 'Now, everything is in one place. It's focused. It's high-spec.' Each new dish for Avli Bahrain goes through rigorous rounds of development, testing, and refinement. The goal? Preserve the essence of Avli's modern Greek fare while honoring the tastes and ingredients of Bahrain. From new business lunch options tailored to Bahraini professionals, to signature dishes that have been subtly tweaked to suit the local palate, each plate tells a story of cultural respect wrapped in culinary elegance. 'We train our front-of-house teams to embody warmth and sophistication,' she says. 'There's a finesse to service, and our Academy teaches that down to the last detail. Our teams are trained not just to serve, but to connect. That's how we make luxury feel personal.' The golden thread At the heart of tashas success lies what Jill Okkers, Culinary Director at Tashas, calls 'the golden thread'— a harmony that ties everything together, from the food to the interiors to the music. And Sideris's palate plays a crucial role in mastering that golden touch. 'She's known for her ability to fine-tune dishes with subtle, masterful tweaks — like adding raw mushrooms to a steak dish to bring a note of freshness or infusing olive oil with feta for a dressing that turns a salad into an experience,' says Jill. The quality of ingredients is non-negotiable. 'We use the best tomatoes you can find, the most expensive feta cheese in the UAE,' Sideris says proudly. Her old MacBook still houses a spreadsheet titled 'Quality and Care of Ingredients' with meticulous notes on how to boil an egg to perfection or slice an avocado just right. 'If you're buying a luxury car or a watch, you want to know it's been made with care. Food is no different.' Tashas isn't a copy-paste brand. Each location is uniquely modified to suit its market while preserving 80 per cent of the core menu. 'You can't over-innovate,' Sideris warns. 'But not every market is the same either.' When bringing tashas from South Africa to Dubai, many suggested localising the menu with more Middle Eastern dishes. Sideris resisted. 'I'm not going to teach people in the Middle East about their own cuisine,' she said. 'That would be arrogant.' Instead, she tailors the experience with subtle regional nods. For instance, the tashas in Bahrain, located right on the water, features a dramatic seafood display and an expanded selection of seafood dishes — modifications that make sense without diluting the brand's identity. Each restaurant has a main menu and its own signature menu — offering a touch of individuality without straying from the group's essence. 'At tashas, we do customised orders all the time. If a guest wants two boiled eggs, half a slice of tomato, and a chicken breast? No problem.' Krystian Hordejuk, the group's beverage director, brings Greek sensibilities to the beverage menu — infusing mountain teas, honey, and spices like cinnamon into creative fusions and tinctures. 'We try to translate Greek tradition into liquid form,' he says. Moments that matter Ask Sideris about her proudest moments, and she doesn't skip a beat. 'Vice-President and Prime Minister of the UAE and Ruler of Dubai, Sheikh Mohammed bin Rashid Al Maktoum visiting our Galleria branch on opening day,' she beams. 'Getting that kind of support from the royal family was a huge moment.' Another highlight? Watching her team grow. 'We've had staff who started by washing dishes and are now managers. Others have moved from the restaurants into head office roles. Those are the stories that stay with you.' Even the early challenges — like the slow first four days after opening in Dubai — turned into defining moments. 'Day five, everything changed. The place was packed. Word of mouth, amazing local support, and our wonderful partner Mubarak bin Fahad helped turn it around. And we've never looked back.' And her contributions have garnered significant recognition. In 2020, she was named Restaurateur of the Year at the Caterer Middle East Awards, a testament to her passion and the success of her concepts. Furthermore, she was featured in F orbes Middle East 's list of '20 Leaders Behind Luxury Dining in the Middle East', highlighting her influence and achievements in the industry. 'Restaurants aren't just about food or interiors or marketing. They're about creating moments,' she says. 'We serve two things: food and hospitality. Everything else is just an extension of that.' And in Sideris's world, those two things are elevated to an art form — served with love, plated with precision, and always accompanied by a golden thread of care.
Hi Dubai
11-02-2025
- Business
- Hi Dubai
Dubai Dining Costs Surpass Paris, London, and Tokyo: What's Driving the Price Surge?
The cost of dining out in Dubai has surged due to a combination of global economic factors, including rising commercial rents and supply chain disruptions, industry leaders revealed on Monday. Stefano Mihalitisianos, Managing Director for the Middle East at Tashas Group, attributed the price hikes to the broader political and economic climate, particularly the impacts of the Ukraine-Russia war. "The cost of goods has gone up globally, and rents have increased significantly in recent years," he noted during a panel discussion organized by the UAE Restaurant Group at the Dubai Chamber. A recent study by UK-based Holidu ranked Dubai 98th among 150 cities for dining costs. Inexpensive meals in the city average 10 euros (Dh38), while mid-range meals for two cost around 62 euros (Dh197). Surprisingly, Dubai outperforms cities like Paris, London, and Tokyo in terms of dining affordability. Meanwhile, Abu Dhabi ranked 75th globally, with an inexpensive meal costing 6.2 euros (Dh23.5) and a mid-range meal priced at 49.5 euros (Dh187). Despite the price increases, Mihalitisianos emphasized that restaurants are not exploiting the situation. 'Restaurants are navigating through rising labor costs, rents, and inflation while staying competitive,' he explained. Naveed Nasir, founder of Khadak restaurant chain, urged transparency in pricing, stressing that compromising on quality for short-term gains can harm a business in the long run. Maha Al Gargawi, Vice President of Business Advocacy at Dubai Chamber, highlighted the growth potential in the restaurant sector, noting that the UAE's food services industry is projected to surpass $23.2 billion this year and reach $52.7 billion by 2030. News Source: Khaleej Times
