Holding Their Ground: Anthem Hospitality Group Co-Founders Robby Ceriale And Andre Gerschel On Building Through Uncertainty In The UAE

“A love letter to neighborhood restaurants from two hospitality veterans” is how Anthem Hospitality Group co-founders Robby Ceriale and Andre Gerschel describe the origins of the Dubai-based venture they launched in 2025—and that framing underscores not just the depth of experience behind the concept, but also the co-founders’ belief in the value of community-driven dining.

That ethos was clearly on display when, in January of this year, Anthem Hospitality Group brought the iconic London-based tapas bar Barrafina to the Middle East, opening its first outlet in the region at the Dubai International Financial Centre (DIFC). The company is also planning to introduce several other brands in the UAE through the course of this year, with a notable one being Momofuku, the American restaurant brand founded by acclaimed chef Dave Chang, which it’s working on bringing to the country in partnership with Chinese Palace Group, an established player in the region’s F&B space.

But Barrafina’s debut in the UAE—and, by extension, Anthem Hospitality Group’s—has had to contend with the uncertainty spread across the region at large since the US and Israel carried out military strikes on Iran in late February. Iran has retaliated by launching missile and drone attacks on Gulf states it views as being aligned with Western interests, with the UAE bearing the brunt of this onslaught—as of March 24, 2026, the country has engaged 1,789 drones, 352 ballistic missiles, and 15 cruise missiles, as per its Ministry of Defense. The situation has had an economic impact too, with industries like hospitality in the UAE particularly exposed to disrupted travel flows, strained supply chains, and a perceptible dip in consumer sentiment.

But Ceriale and Gerschel tell Inc. Arabia that the ongoing volatility in the UAE has done little to alter the fundamentals that drew them to launch Anthem Hospitality Group in the country in the first place. “The UAE has always been a country that manages to thrive in uncertain times,” they say. “Regional politics, while geographically close, rarely disrupt the iron-clad commitment to prosperity and safety that has become a hallmark of the country. Naturally, we have seen some softening in dining frequency across many brands, with people choosing to go out slightly less. What has remained resilient, however, is the loyalty people feel towards restaurants that have become part of their routine. In times of difficulty, it’s essential that the hospitality community builds longer tables, not higher fences.”

Barrafina's Dubai outpost, operated by Anthem Hospitality Group. 

That’s a philosophy that appears to be shaping how Ceriale and Gerschel are operating in the UAE today. At Barrafina, for instance, the duo reveal that the most immediate operational challenge they are navigating relates to sourcing and supply chains. “We are extremely particular about provenance and about ensuring that ingredients arrive at their absolute peak quality,” they share. “With temporary airspace closures, it has occasionally been more challenging to bring in some of the Spanish ingredients our guests know and love. The advantage of being in the Gulf, however, is access to extraordinary local seafood. Exploring what is consistently available at peak quality has been a rewarding challenge for our culinary team.” But Ceriale and Gerschel also point out that resilience in hospitality is not just about procurement and logistics—it is also about preserving the ambience that keeps guests coming back. “Beyond the practical measures, we also focus on maintaining an atmosphere that reminds people how much we value their patronage,” they explain. “Whether it’s fresh flowers cut daily, complimentary chocolates with each bill, or friendly competitions among the team to create the best new drink, these small touches keep the team energized and focused on delivering relaxed excellence.”

Maintaining team morale has thus been a key priority for Ceriale and Gerschel, with the entrepreneurs sharing that they were keen to ensure that their employees—and others like them in the business—feel supported at this difficult time. “In the early days of the recent escalation, we immediately launched an offer for hospitality staff in DIFC, recognizing that they need support just as much as our guests,” they share. “It has been an effective way to offset softer trading, while reinforcing our identity as a neighborhood restaurant.” Here, the duo point out that moments of uncertainty offer those who work in hospitality the chance to reinforce their role in people’s daily lives. After all, they point out that restaurants are not just places to eat at; they are spaces where communities gather to connect. “Routine matters deeply when people feel uncertainty,” Ceriale and Gerschel explain. “When we decided that neighborhood restaurants would be our guiding philosophy, the first question we asked ourselves was: how do we create a place people want to visit at least four times a month? Pricing strategy and scale were key considerations when choosing locations. In DIFC, we deliberately chose a small, intimate space surrounded by powerhouse brands. In Abu Dhabi, where we will open later this year, we selected the Louvre Residences in the heart of the Saadiyat Cultural District. Community always sits at the center of how we choose and design our restaurants.”

Meanwhile, navigating the current environment in the UAE is, for Ceriale and Gerschel at least, as much about how a business operates as it is about what it is up against. “We are fortunate to be a relatively small company with no external investors,” Ceriale and Gerschel explain. “Our greatest strength is agility. We can make decisions quickly, adjust procurement when necessary, and still maintain our brand standards. One of the biggest lessons from periods of volatility (regardless of the cause) is learning how to pivot without overreacting. There are moments today that feel reminiscent of the uncertainty during the COVID-19 crisis, but we also have strong confidence in the leadership of the UAE. Their message to the private sector has been clear: business as usual.” According to Ceriale and Gerschel, such a stance from the UAE’s leadership has been instrumental in reinforcing business confidence. “The UAE has built a reputation for stability, openness, and tolerance,” they note. “That foundation creates the confidence businesses need to invest, grow, and adapt, even during uncertain times.”

When asked about any notes they’d give their peers in the UAE’s hospitality domain, the co-founders of Anthem Hospitality Group say that as they’ve only just launched their business, they “would probably focus more on taking advice rather than giving it.” Still, Ceriale and Gerschel offer one guiding principle for those in their industry navigating similar conditions in the UAE today. “The fundamentals remain simple: take care of your team, and take care of your guests,” they share. “Above all, be kind and be generous, even during periods of instability. Dubai has proven time and again that it will bounce back, and one of the things we have learned from our time here is that the better you are to the UAE, the better the UAE is to you, and that is why we remain optimistic, even in uncertain moments.”

Pictured in the lead image are Anthem Hospitality Group co-founders Robby Ceriale and Andre Gerschel. All images courtesy Anthem Hospitality Group.