THE VOICE OF HOSPITALITY

wasl Hospitality & Leisure is a leader in Dubai’s dynamic dining scene, under the leadership of Max Grenard.

Behind the success of the diverse dining portfolio of wasl Hospitality & Leisure lies its Corporate Food and Beverage Director, Max Grenard. As the figurehead leading the way for the hospitality and dining brands of one of Dubai’s leading asset management groups, Grenard intends to continue developing the group’s portfolio through his strategic supervision and innovative direction. A man wearing many hats, Grenard also an integral part of wasl’s partnership with Dubai’s Ministry of Food and Water Security, aimed at developing Dubai’s Food Tech Valley, and is also the cofounder of the non-profit entity, UAE Restaurants Group.

How did you get your start in the industry?

I can almost say that I was born in the kitchen. My parents were the proud owners of a Michelin-starred restaurant in Lyon, where my mother was Maitre d’Hotel and my father was the Chef. I grew up surrounded by chefs and industry players, and it was during my teenage years that I decided to follow in my father’s footsteps and joined the Vatel Culinary School in Lyon. I began my career intending to learn from the “Gastronomy Popes,” such as Paul Bocuse, Gerard Nandron, and working with the notorious Michelin-starred French Maisons, including the likes of Lucas Carton, Restaurant Le Taillevent, and La Pyramide Fernand-Point, to name a few.

wasl Hospitality & Leisure currently has 192 outlets throughout the group’s portfolio. How do you conceptualise and develop new brands?

With the numerous outlets of wasl Hospitality, a lot of work and thinking goes behind the development of new brands. We must listen to what the market needs while paying attention to local and international trends. We also analyse the locations and the potential of the venue where it will be situated. There are three channels that we use when conceptualising a new brand. Primarily, we develop the concept and brand in-house with our team and resources, and then we develop this with a hotel brand. After this, we look into relevant and most suitable partnerships with restaurants or hospitality groups.

You are the co-founder and member of the board of the non-profit UAE Restaurants Group. Tell us about this initiative and how it seeks to improve the industry.

The UAE Restaurant Group began as just “Dubai Restaurant Group.” It was founded during the Covid crisis when a few of Dubai’s hospitality leaders and I decided to gather to help and support the hospitality industry through the pandemic. We instantly became the point of contact with the Dubai Government Crisis Administration concerning risks and measures that needed to be taken to ensure the survival of the hospitality industry at a difficult time. Post pandemic, the Chamber of Commerce saw the opportunity to expand the Dubai Restaurant Group to the UAE Restaurant Group.

Today, our board is the voice of the hospitality industry in the UAE. Our strength lies in our diverse representation of local and international operators. We understand the industry’s needs and demands and in line with this, we implement a vision and advise on measures that could be adopted in the UAE. We are in sync with the Chamber of Commerce as we find ways that will help, grow, and develop the hospitality industry.

Topgolf is one of the group’s top locations. What are some of the strategies you use to diversify Dubai’s dining and nightlife landscape and create unique experiences?

It was during these past five years that I noticed the growth of a trend in Dubai: “Eatertainment.” wasl is developing the Food Tech Valley, which will house a Development & Research Center and Farms. This partnership with National Food Securities is very important for me and all of wasl Hospitality as it reflects the core values of our company as well as the UAE’s. We are looking forward to making the hospitality industry of the UAE more sustainable and autonomous in food and beverage resources, reducing the import of international produces, and protecting the planet from carbon emission. wasl is proud to be part of this project and movement.

To define this trend, I like to use this simple formula: Eatertainment = dining experience + activity. This is evident in combined activities, such as paint & brunch, bowling & dine, cabaret & dinner, golf & dine, and many more. With this observation, we analysed the reports from different channels available both locally and internationally. Through the creative minds of our in-house team and partners, we built a concept that follows the Eatertainment concept.

Can you tell us about any new projects you have opening on the horizon?

One of the projects that we are excited about is the wasl tower on Sheikh Zayed Road, facing the Burj Khalifa. This complex will be managed by Mandarin Oriental, and it will hold offices, residences, restaurants, and the Mandarin Hotel. We also have the W Beach Club in the pipeline. This venue will be part of the complex of the Mina Seyahi, in partnership with an internationally-renowned operator.

How is wasl Hospitality & Leisure staying on top of the digital shift? wasl Hospitality stays on top of the digital shift thanks to one of our divisions, which specialises in innovation and technology. wasl Hospitality & Leisure recently launched Viya (read: vaiya), a platform that gathers the entire wasl Hospitality portfolio into one ecosystem. Viya is Dubai’s lifestyle rewards app, offering residents and visitors rewards and experiences across leading restaurants, leisure destinations, and golf courses. The Viya app is free to download and provides exclusive access to offers at various locations across Dubai. From restaurants and cafes, to gyms, spas, golf courses, pools, and private beaches, Viya provides access to the good life in Dubai.

Where do you find inspiration to drive innovation on the culinary scene?

In the past, my inspiration would only be based on experiencing different venues during my travels, and meeting people. Nowadays, with the presence of social media platforms, we have access to information instantly—we can read, view, and almost taste restaurants that are across the world. With these marketing channels, you can also follow key opinion leaders to see their visions and ideas. All of these are unlocked innovations when you least expect them.

Following the UAE’s National Food Security Strategy 2051 targets, the launch of the Food Tech Valley was announced in 2021 in alliance with wasl Properties. What does this partnership mean for you and the brand?

You have served as Executive Chef for some of the city’s best kitchens. Do you miss being in the kitchen?

I do miss some aspects of being an Executive Chef, especially the artistic part of culinary art. Where I am now, it is my role to trigger the creativity of the Executive Chefs, however, I also know that I must step back and leave them to come up with their ideas and menus. I also miss the proximity to the produces, to be surrounded by amazing savours, flavours, and beautiful pieces of meat and fresh vegetables. Last but not least, I miss the feeling of connection with the consumers. To be able to see our guests enjoying the food and drinks that we crafted is something that I will always love. I still get to see them though, from the other side of the table.

What’s your favorite UAE restaurant?

From wasl’s portfolio: Carine by Izu

From UAE: I have two favourites, 11 Woodfire & Orfali Bros Bistro

When you’re in the kitchen, what’s your favourite dish to prepare?

The list would be too long, but my favorite dishes to prepare depend on the season. During winter, it would be any cheesebased recipes, such as Tartiflette and Fondue Savoyarde. In the autumn, it will be Mushroom Sautee and venison. It is Bar-en-croute during spring, and Piperade (a cold ratatouille Provencale) in the summer.

What’s the biggest lesson you’ve learned throughout your illustrious career?

It is that “knowledge comes from true experience”. Before moving to Dubai, I worked in 12 different countries. I learned that as much as you can read about a country and its culture, you would not be able to understand it until you experience it. Over the years, I have come to prove that this applies to any situation someone can face in life.

What’s next on the pipeline?

There is a lot in store in the pipeline, with a massive focus on Dubai Golf’s and wasl’s success in the takeover of the three golf clubs in Abu Dhabi.