Haider and Luma Al Assam, founders of Good Burger and Maiz Tacos, on building adaptable restaurant concepts in an unpredictable market
When opening Good Burger in Dubai, how did you plan for uncertainty in customer traffic and spending habits?
We didn’t try to over-engineer certainty, because right now it simply doesn’t exist. Instead, we focused on building a concept that could adapt. For us, that meant being very clear on what Good Burger is: simple, high-quality food done really well, and then making sure the business model could adjust around that. We kept the menu tight, the operations efficient, and made sure the brand works both as a dine-in experience and on delivery.
We also planned for slower periods. We’ve been through enough cycles to know that footfall isn’t always predictable, so we built in breathing room where we could and stayed realistic about projections. At the end of the day, it’s less about predicting behaviour and more about being ready to respond to it quickly.
What operational decisions have helped you keep your restaurants running smoothly despite unpredictable circumstances?
A lot of it comes down to discipline behind the scenes. We’ve spent years refining our systems, from prep and purchasing to staffing structures, so that even when things feel unpredictable externally, internally, there’s clarity.
One big shift for us has been centralising production where it makes sense. It helps control costs, maintain consistency, and take pressure off individual locations. We also keep our menus intentional. It’s easy to overcomplicate things, especially when you’re trying to drive sales, but we’ve learned that a focused menu executed properly is far more sustainable. And finally, we stay very close to the day-to-day. We’re owner-operated, so we’re constantly adjusting in real time rather than waiting for problems to build up.
What is the biggest lesson in resilience you have learned as founders?
What advice would you give other founders on adaptability and resilience? Resilience, for us, has been about accepting that things will rarely go to plan and building the mindset to keep moving anyway. We’ve had moments where everything felt like it was working, and others where things slowed down very quickly. What we’ve learned is that neither is permanent.
The biggest shift is understanding that growth doesn’t always feel like success. Sometimes it feels like more pressure, more responsibility, and harder decisions. Our advice would be to stay close to your numbers, stay honest about what’s working and what’s not, and not build a business that only works in good conditions. And most importantly, don’t take things personally. External factors play a huge role, especially in this market. Your job is to adapt, not to control everything.
How do you keep your team motivated when conditions are unpredictable?
Transparency is a big part of it. We don’t pretend everything is perfect. Our team knows when things are challenging, but we also make sure they feel secure, supported, and part of what we’re building. We focus a lot on creating a good working environment. If people enjoy where they work and feel respected, that goes a long way, especially during uncertain periods.
We also keep them engaged in the bigger picture, whether that’s new openings like Good Burger, menu development, or growth across the group. It gives everyone a sense of momentum. And sometimes it’s the small things like consistency in schedules, clear communication, and recognising effort that make the biggest difference.
How do you create a restaurant experience that encourages people to come back again and again?
For us, it starts the moment someone walks through the door. We want people to immediately feel the tone of the brand through our team: cool, relaxed, and genuinely welcoming. It should feel easy, like walking into a friend’s home, not something formal or intimidating. The food is, of course, a big part of it. If the quality isn’t there consistently, nothing else matters.
But beyond that, it’s about how people feel when they’re with us. The energy, the familiarity, the way they’re spoken to, all of it adds up. Consistency is key. The food should taste the same, the service should feel the same, and the overall experience should be something people can rely on. And then there’s the human side, remembering people, building relationships, and being part of a community rather than just a transaction. That’s what turns a first visit into a regular habit.
