Ramzy Abdul-Majeed on Building a Hospitality Empire and Navigating a Multifaceted Career
Ramzy Abdul Majeed
Ramzy Abdul-Majeed, the founder of OKKU and other successful hospitality brands, has built a career spanning finance, private equity, and hospitality. His journey from accountancy to fine dining showcases his entrepreneurial spirit, determination, and a unique approach to leadership. In this interview, Abdul-Majeed shares key moments from his career, the values that drive his decision-making, and the vision behind the success of OKKU and CLAW BBQ in Dubai’s competitive hospitality landscape.
Your career spans over three decades and multiple sectors. Can you share some pivotal moments that shaped your journey?
Starting in accountancy was a deliberate choice, as I believed any business could thrive or fail based on the ‘figures’. I wanted to ensure I had a solid grasp of the financial aspects of any sector I worked in. I immersed myself not only in auditing but also in mergers and acquisitions at Price Waterhouse London, working in banking, media, and telecoms.
I’ve always had an entrepreneurial streak, selling various products like beauty items and telecom adverts, though not everything worked out. I’ve learned that failure is one of the best ways to grow, despite the gut-wrenching feeling at the time. My mantra is to never give up—I always get back up and try harder. After accountancy, I moved into private equity with Société Générale in London, then managed global investments for a private family office across multiple sectors and territories. My shift to NBD (before it became ENBD) in Dubai in 2004 set the stage for my next steps.
OKKU
How did your experiences in boarding school in England and university in Boston prepare you for a career in finance and investment?
Boarding school in England instilled discipline and independence from an early age. In contrast, university life in Boston allowed me to embrace my entrepreneurial spirit, though with less discipline. I pursued a double major in Economics and Business, focusing on accountancy with a minor in French, and earned extra income as the top salesman for The Daily Free Press, the third-largest daily newspaper in Boston at the time.
What prompted your move to Dubai in 2004, and how did your role at the National Bank of Dubai shape your vision for Big On Group?
I wanted a role with little to no travel after my previous family office position, where I was constantly on planes. However, my stint at NBD didn’t last long, and I was soon travelling again, but this time based out of Dubai. Big On Group was born in 2004, and since then, we’ve been involved in diverse areas like consulting, financing, telecoms, education, textiles, and hospitality.
NBD gave me a solid foundation of contacts in Dubai, but the vision for Big On Group was shaped by over 15 years of diversified experience. I learned to approach problems with a ‘can-do’ attitude and developed a method I call ‘STACED’: Stop, Think, Analyse, Consider, Evaluate, and Decide. I also remind my team of the adage ‘Decide in haste, repent at leisure’. My advice is always to think carefully about the repercussions of any decision before acting.
OKKU and CLAW BBQ are standout names in Dubai’s hospitality scene. What inspired you to venture into this industry, and what sets these brands apart?
We’re blessed and incredibly grateful to all our guests who have positioned these brands where they are today. Back in 2005, I wanted to prove that Arabs can create successful home-grown brands rather than just franchising. I often joke that I must have had sunstroke when I decided to start a restaurant, but I was determined to use Dubai as a hub and expand globally.
OKKU holds a special place as the first truly home-grown fine dining brand that dominated Dubai’s scene for 10 years, while CLAW BBQ is a casual, fun dive bar and crab shack. Both brands focus on every detail, ensuring guests experience ‘Genuine Hospitality with Passion’. We empower our teams to embrace the brand and provide an authentic experience that makes guests feel they’ve escaped reality while they’re with us.
With the opening of OKKU at the first Marriott Resort on Palm Jumeirah, what future plans do you have for expanding your hospitality brands?
Dubai remains the hub for OKKU and our other brands, with nine new concepts in the pipeline. The goal is gradual but steady expansion beyond Dubai, and we hope the world will embrace our brands with the same love we’ve received here. Perhaps one day, Big On Hospitality will be recognised globally, which would be a great honour for something that started as a simple idea.
You place a strong emphasis on customer experience. How does this priority shape your strategies at OKKU?
Customer experience is everything to us, from the intricate interior design to the perfectly presented food and beverages. Every detail is considered to ensure our guests feel the authenticity of their experience. We’re always willing to listen and act on customer feedback. Once someone visits OKKU, their second and third visits are almost guaranteed.
OKKU has received numerous accolades for its innovative approach and high standards. What do you believe has been the key to OKKU’s success?
Training—training and more training. Anyone who interacts with our team can feel their enthusiasm and passion. This energy extends to our kitchen team, whose presentation of dishes is exquisite. Almost 40% of our team at OKKU has been with us since our previous location, showing their love for the brand. We also treat our team with respect and acknowledge their hard work, something often overlooked in hospitality.
As a leader, how do you foster innovation and adaptability within your team across different sectors?
We actively encourage all our team members, from top to bottom, to suggest improvements and engage with customers to collect feedback. While different sectors may seem distinct, business fundamentals remain the same—built on key revenue and cost drivers. We pay attention to what impacts these drivers and focus on forecasting to stay ahead.
What are the core values that drive your decision-making process and leadership style?
Everything we do is numbers-driven, despite how it may appear from the outside. We spend a lot of time collecting and analysing data to make informed decisions. I share this data openly with senior team members to get their input and buy-in. Although I can be dictatorial at times, I’m always willing to listen to others’ opinions, as it’s crucial for the team to feel respected and valued.
What advice would you give to aspiring investment professionals aiming for a career as multifaceted as yours?
Don’t be as crazy as I’ve been—focus more on one sector! I work crazy hours and send my senior team messages in the early morning hours. If you do want to pursue a path like mine, surround yourself with experts, listen to their advice, and let them challenge you. This creates a solid foundation for growth. Without a strong foundation, even the best ideas can collapse.
Finally, if you have a dream of starting your own business, do it sooner rather than later. Life gets more complicated as responsibilities increase, and you don’t want to spend your life regretting not chasing your dream. When we opened OKKU in 2008, many thought I was crazy—but nothing ventured, nothing gained. I’m proud of what we’ve achieved, and we have exciting announcements coming soon at Big On Hospitality.
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