A Conversation with Hiral Patel, CFO & Operations Director at Chalet Berezka
Shereen Shabnam
Hiral Patel is a rare mix of analytical discipline and creative operational thinking that has shaped his journey across some of the world’s most notable hospitality brands. As the CFO & Operations Director of Chalet Berezka, Hiral brings over 15 years of financial leadership and hands-on operational expertise to one of the region’s most dynamic hospitality groups.
Since joining Chalet Berezka in 2018, he has played a pivotal role in the brand’s UAE expansion, optimizing costs, strengthening revenue streams, and building scalable operational systems that support long-term growth. His impressive career includes key contributions to the launch of Cipriani Dubai and strategic roles with global names such as Zuma, LPM, Drake & Morgan, and Mews of Mayfair.
Today, Hiral also serves as a Non-Executive Director at Aiza Hospitality Holdings, where he oversees financial compliance, international investment strategies, and cross-market growth. In our conversation, he opens up about the evolution of the hospitality industry, the complexities of growth across multi-market operations, and the financial innovation behind Chalet Berezka’s expanding footprint.
How has blending financial leadership with operational oversight shaped your approach to managing Chalet Berezka’s expansion in the UAE?
Blending finance with operations has been one of the biggest enablers of our success. In many organisations, these two functions operate in silos, and that disconnect often leads to inefficiencies or misaligned priorities. I’ve always believed that great decisions happen when both sides understand each other.
My role allows me to look at the business holistically and to understand shareholder expectations while also appreciating the on-ground challenges faced by every vertical, from kitchen and service to marketing and procurement. This dual perspective ensures that every decision is financially sound, operationally realistic, and strategically aligned with long-term growth.
It’s this combination that has helped us expand in a way that is controlled, scalable, and driven by data, not assumptions.
What lessons continue to influence your decision-making today from your experience at Cipriani Dubai, Zuma, LPM, and other iconic brands?
Working with global brands taught me the importance of consistency in quality, in guest experience, and in operational discipline. These brands succeed because they know exactly who their customers are and deliver the same excellence every single day, regardless of geography.
Another critical lesson is that every decision must reflect the brand’s DNA. Whether it’s the menu, the service touchpoints, or the investment strategy, iconic brands are intentional. That mindset has stayed with me and shapes how we build Chalet Berezka as a brand with its own standards, not a concept that fluctuates with trends.
How do you balance strategic investment with cost optimization while still delivering exceptional guest experiences?
We look at investment from a long-term perspective. If a decision contributes to stability, improves quality, or enhances guest experience, we make it. Cost optimisation, on the other hand, is often temporary and must be done without compromising the essence of the brand.
During a five-month transition period, we retained 38 of our 40 staff because we invest in people for the long term. Our turnover rate is far lower than the industry average of 10–25% because we believe stability creates better service and stronger culture.
We also use AI across operations, from recipe costing to forecasting, ensuring we optimise smartly, not blindly.
What are the biggest financial and regulatory challenges of managing operations across multiple countries?
Operating in multiple jurisdictions always comes with challenges, especially around financial compliance, banking processes, and regulatory expectations. For us, the key is maintaining strict oversight and staying ahead of changing rules.
One of the more unique challenges we’ve seen recently is dealing with requests for payments in crypto. We adapt quickly, but always within a compliant financial framework.
Ultimately, transparency and agility are essential. That’s how we ensure smooth cross-border operations.
How is Chalet Berezka leveraging innovation to stay ahead in such a competitive landscape?
Innovation is at the core of our strategy. We are introducing AI solutions that make reservations smarter and more personalised — including multilingual AI hosts who can take bookings and tailor experiences to guest preferences.
Our marketing campaigns, recipe costing, and operational planning are also being enhanced through AI-based tools. We believe this will give us a tangible edge.
We’ve even begun integrating entertainment robotics — we already have a dog robot that dances for guests, and our humanoid robot will soon be able to dance and serve drinks at the bar. Innovation for us isn’t a gimmick; it’s a way to elevate the experience and differentiate ourselves in a crowded market.
Looking ahead, what are your priorities for Chalet Berezka’s next phase of growth, and how do you see the regional hospitality industry evolving?
After more than seven years of evolution, Chalet Berezka is ready for its next chapter. We are expanding carefully and strategically, with upcoming openings in Marbella, Abu Dhabi, and Ras Al Khaimah. Location selection is critical for us, and we never replicate concepts; we focus on creating our own identity.
Growth for us means continuous improvement. We invest in talent from our mixologists to our culinary team —and we value customer input. Whenever we launch a new menu, we invite 50 of our top customers to give feedback before it goes live.
The world is moving fast, and hospitality businesses must adapt. Technology, personalisation, and service excellence will define the next decade. Our goal is to stay ahead of that curve while remaining true to who we are.
