Over the past two decades, restaurateur Joey Ghazal has built a career defined by instinct, consistency and a deep understanding of what makes a space resonate. From his early days working across every level of the industry to launching some of the region’s most recognisable dining concepts, including his successful homegrown UAE concept, The Maine, Ghazal has shaped a distinct approach to creating restaurants that feel both personal and enduring.
Born in Montreal and raised in Dubai, his journey has spanned continents, from Canada to Lebanon and back to the UAE, where he founded Fighterbrands Ltd. and first introduced The Maine, a concept that redefined what a homegrown brand could look like in a market long dominated by international imports. What began as a single location has since evolved into a multi-venue, international success story, grounded in a clear identity and a commitment to quality.
Central to Ghazal’s work is his belief in authenticity over novelty. His concepts are not designed to chase attention, but to build loyalty, shaped by an understanding that longevity in hospitality comes from consistency, adaptability and a strong sense of place. As the UAE’s dining scene continues to evolve at pace, his perspective offers a considered view on what it takes to create restaurants that last. Here, he reflects on his journey, the lessons learned along the way, and how he continues to navigate an industry defined by constant change.
You’ve built a strong portfolio of concepts. What initially drew you to hospitality, and how has that shaped your approach today?
My fascination with food and hospitality started early. From the age of 18, I immersed myself in the industry, taking on just about every role along the way, giving me a deep understanding and respect for every element that contributes to a restaurant’s failure and success. Hospitality is all-consuming in the best way; there are countless details, big and small, that need to align to create a memorable guest experience. Nearly thirty years in, it’s not just a career, it’s still something you have to eat, drink and breathe.
The Maine Oyster Bar & Grill has become one of the city’s most popular concepts. What do you think has been the key to its longevity in such a fast- moving market?
Since the first Maine launched in 2015, it has clearly struck a chord. It was a departure from what was opening in Dubai at the time. It felt like an authentic homegrown brand in a market that was dominated largely by imports, and people gravitated to our comfortable luxury approach to dining. Ten years later, with four locations dotted around Dubai, The Maine still stands as a great example of a homegrown hero in the market.
How do you approach differentiation in a city like Dubai, where new venues are constantly emerging?
We never stopped evolving – from a seafood brasserie in JBR, to a downtown steakhouse in Business Bay, to a neighbourhood eatery in Studio City and most recently a beachside restaurant on the Palm. While we adapted each Maine to suit the neighbourhood, we kept the brand’s core principles intact – good food, good vibes and good value. Our competitive advantage is that no matter which Maine you walk into, you know what to expect.
What do you think defines a concept that truly stands the test of time?
I have started to hate the word ‘concept’, because it immediately suggests something that is thematic, borrowed or contrived, and we have seen many fads that start to fade over the years. Creating timeless restaurants that withstand the test of time is the holy grail of the restaurant industry. There is no secret formula to creating a restaurant that lasts for decades. It’s ultimately down to hard work and consistency in service, food, brand, and the attention they require.
Taking The Maine to London marked a significant step. What did that expansion teach you about translating a concept into a different market?
That experience taught me so much, I could easily write a book on what it truly takes to launch a brand in a new market — from navigating the nuances of doing business in London versus Dubai, to understanding differences in work culture, consumer tastes, cost structures, and even the perception of luxury itself. Expansion is never straightforward, but opening in an entirely new country presents a unique set of challenges. I feel immense pride in the Maine Mayfair’s success, but if there’s one lesson that stands above the rest, it’s the level of personal commitment required to make it work.
What have been some of the most significant challenges you’ve faced as an entrepreneur in this space?
I have been through many changes over the past 15 years of being an entrepreneur. Change is inevitable. The industry is constantly changing, as are people’s behaviours and tastes, so you need to be able to ‘shed your skin’ every couple of years, and you need a structure around you that can evolve and adapt to market conditions. The danger is to have a big, rigid structure that can’t adapt quickly enough. We have always had a small company mentality, which has helped us during periods of market volatility. Speed is the key.
The region has experienced periods of uncertainty. How do you see the UAE hospitality sector responding and evolving from this moment?
Those who have been in the sector for a long time will remember what it was like in 2008 and during COVID. It provides you with a lot of learning and a playbook to work from. It is still too early to say what the effects of this conflict will have on the hospitality sector, but I have no doubt that the UAE will continue to be a model for the rest of the world on how to navigate in times of crisis.
What have been the most important lessons for you personally during times of instability?
To remain calm and level-headed when faced with challenges that are out of your control. It’s easy to feel overwhelmed, so prioritising mental health and personal wellbeing is key. Times of instability can also be a good opportunity to consolidate, learn new skills and reinvent yourself. The most important thing is to remind yourself that this, too, shall pass.
How do you maintain confidence and momentum when external conditions are unpredictable?
Being an entrepreneur can feel lonely at times, but no matter how tough things get, we have to ‘keep the show going’ for our guests and especially for the team. You always have to be there to reassure everyone around you and continue to ‘be the pulse’ of the company. Positivity is a habit you have to practice every day. I often joke that people in hospitality are made of Teflon; everything has to slide right off!
The UAE’s hospitality scene continues to evolve rapidly. How do you see it developing over the next few years?
Dubai has cemented its position as a global hub for hospitality brands being exported internationally. There is a growing interest in brands coming from this region because we operate at such a high level. I believe that the UAE will continue to attract the best talent from around the world, and with it will come amazing innovation in the space.
Are there emerging markets you find particularly interesting right now, either in the region or globally?
I’ve always looked to New York and London for restaurant inspiration, but in recent years I’ve found myself increasingly drawn to lesser-known food scenes in Bangkok, Beirut, and Mexico City. There’s a raw authenticity in these cities that feels deeply rooted in culture, less manufactured, more instinctive. The restaurants there don’t just serve food; they’re storied and have a genuine sense of place.
Is there a particular concept or idea you’ve been wanting to bring to life but haven’t yet had the chance to bring to life?
I’ve always wanted to delve into my Lebanese heritage and create my own Lebanese brand. It’s an idea that feels simultaneously daunting, intimidating and exhilarating. I have never shied away from a challenge, but I also feel a responsibility to approach it with great reverence. So it’s not something that I would do unless all of the ‘stars align’.
What’s one direction you believe will define the next chapter of hospitality?
I personally think that the age of super-sized restaurants is dwindling. Rising costs and market unpredictability make them increasingly difficult to operate. We are already seeing a small but noticeable shift towards smaller restaurants, counter service offerings and more specialised brands, which is promising.
Looking ahead, what excites you most and what’s in the pipeline that you can tell us about?
I’m excited to work on new brands and new cuisines. There are several new projects that I’ve been quietly developing over the years. I feel like this is a good time to take all of the learnings and apply them to something completely new. Watch this space.
By Lindsay Judge
