From menu development and kitchen operations to changing diner expectations, chefs Ryan Harris and Shawn Aoki share what it takes to build restaurant concepts that work.
Founded in Dubai in 2018, hospitality consultancy Harris•Aoki has delivered more than 100 projects across ten countries. Led by chefs Ryan Harris and Shawn Aoki, the consultancy combines expertise in savoury cuisine, pastry and bakery with a hands-on approach to restaurant development and operations. Drawing on more than 40 years of combined culinary experience, the duo work across concept development, menu engineering, kitchen operations and chef training, helping hospitality businesses turn creative ideas into commercially viable concepts.
In this interview, Harris and Aoki discuss how they approach new projects, balance culinary ambition with operational realities, and adapt to evolving diner expectations across the Middle East.
You both come from very different culinary backgrounds. How do those strengths complement each other in the way you approach a project?
Because our culinary backgrounds are different, we’re able to bring more range to the way we develop a concept. Shawn comes from savoury, while Ryan comes from pastry and bakery, so between us we can cover the full menu and look at the concept as a whole.
It also means we can combine different ideas and techniques in the same menu, while keeping the overall direction consistent.
When you start working on a new restaurant project, where do you start?
We start by understanding the concept, the client’s goals, the target customer, and the overall direction of the business.
From there, we look at the menu and how it connects with the kitchen, equipment, ingredient sourcing, staffing, and service style.
For us, the menu is a key starting point because it helps shape many of the operational decisions that follow.
How do you test whether a concept actually works before it reaches the opening stage?
We test it through recipe development, tasting sessions, and chef training. During development, we look at flavour, presentation, preparation time, consistency, ingredient availability, portioning, and how each dish fits within the overall menu.
Once the menu is approved, chef training is key. It allows us to work directly with the kitchen team, standardise the recipes and methods, and make sure each dish can be executed consistently before opening.
How do you balance creative ambition with food costs, staffing and what’s actually workable day to day?
We look at creativity and commercial practicality together from the start. During menu development, we consider food cost, ingredient cross-utilisation, preparation time, equipment, and how the dishes will work in day-to-day operation.
On the staffing side, we support the client in identifying skilled chefs who are the right fit for the menu, concept, and operational requirements.
The goal is to create food that is distinctive and exciting, while building the right structure and team around it.
What are the biggest gaps you tend to see in restaurant concepts before opening nowadays?
One of the biggest gaps we see is when key parts of the operation are still being finalised too close to opening.
That could be the menu, recipe standardisation, kitchen setup, equipment, supplier sourcing, or having the right chefs in place.
The strongest openings usually come from getting those foundations ready early, so the team has enough time to train properly, build consistency, and go into opening with confidence.
What changes when you develop a concept for a different market or country?
Every market is different, so we look closely at local ingredient availability, customer preferences, dining habits, price positioning, supplier options, and how the operation will run in that market.
We adapt where needed while keeping the concept clear and consistent. The food still needs to be high quality and taste great, but it also has to make sense for the local market and the team delivering it.
After more than 100 projects, what has changed most about the way you approach a new project?
The biggest change is the experience we now bring into every new concept. We have worked across many different markets, formats, and types of operations, so we can usually see what a business needs much earlier in the process. Often we can tell in the first meeting if a menu is too big for the kitchen, or if the opening timeline is unrealistic.
We still treat every project individually, but that experience helps us set the right direction from the first few conversations and adapt our approach to each concept.
It also means we look well beyond the menu. For us, the kitchen, the team, and the training all have to work together with the food, because that is what makes a concept succeed after opening.
What changes in diner behaviour have you noticed across the different concepts you’ve worked on in 2026?
Guests are more selective now, and they pay closer attention to quality and the overall experience.
We’re also seeing more interest in food that feels fresh, balanced, and approachable, while still having something distinctive about it.
At the same time, convenience continues to matter. Guests move easily between dining in, takeaway, and delivery, which gives restaurants more opportunities to create a consistent experience across every channel.
What has changed most in the way guests choose or order? What are restaurants having to respond to more now?
Guests are more informed and more specific about what they want. They look at menus in advance, compare options, read reviews, and often know what they want before they arrive.
Restaurants are having to respond more to changing guest expectations around quality, convenience, menu variety, dietary preferences, and consistency. Guests also expect concepts to stay current, so there is more focus on keeping menus relevant while still staying true to the identity of the restaurant.