The Growth Playbook: Calo’s Ahmed Al Rawi On What It Takes To Scale Beyond the GCC

When Gulf-born meal subscription startup Calo set its sights on the UK, it wasn’t just chasing new customers—it was also testing how far its mission to make healthy eating effortless could travel. In this conversation with Inc. Arabia, Calo co-founder and CEO Ahmed Al Rawi reflects on what it took to expand beyond the GCC, from acquiring UK brands like Fresh Fitness Food and Detox Kitchen, to blending local insight with Calo’s own operational DNA.

You’ve scaled Calo across multiple GCC markets—but what would you say was fundamentally different about preparing for the UK market?

While the UK is certainly a very different market in terms of operational costs, regulatory environment, and certain cultural nuances that influence the menu, our focus is on the similarities rather than the differences. Making healthy eating easy is a global mission, and access to nutritious food is a universal need. What’s unique about the UK is that while operations can be more complex and costly, the adoption of healthy products is generally higher, which is an encouraging factor. We see strong market readiness and appetite for what we offer. As with every market we enter, we also make sure to localize the menu to suit local tastes while staying true to Calo’s core philosophy.

Now, you didn’t just launch in the UK— you acquired two local brands, Fresh Fitness Food and Detox Kitchen. Take us through the thinking behind that, and what you think you got right in how you approached integration.

Acquiring two local brands was a strategic decision to accelerate our entry. Rather than starting from scratch, we wanted to benefit from teams that already understood the market, had established supply chains, and built trust with customers. Integration was about aligning on a shared vision while keeping what made them successful brands in the first place. We took time to understand their strengths and challenges and then gradually introduced Calo’s operational excellence, technology, and customer experience standards. I think what we got right was respecting the DNA of those brands, and bringing the best of both worlds together rather than attempting a wholesale takeover. That is why I’m incredibly proud of the way we’ve integrated our operations, and more importantly, focused on retaining talent across the UK through this time.

How have you approached brand positioning in the UK—did you tweak the Calo identity for local relevance, or have you kept it consistent with what worked in the Gulf?

We kept the core of Calo consistent, because our mission—“making healthy easy” effortless and enjoyable—does not change across borders. However, we did adapt the way we expressed it to make sure it resonated in the UK. That meant refining our tone of voice, adapting the menu to include local favorites, and ensuring our messaging spoke to the motivations of UK customers. We have a campaign in the UK where our branding is across the iconic red buses, and visible in activations we are doing on the underground tube service. Across our markets, customers value different things with personalization and convenience being universally appreciated. In the Gulf, these qualities are especially important, while in the UK, there’s also a growing interest in sustainability. At Calo, we’ve focused on adapting to these evolving expectations, while staying true to our core promise.

What’s one thing that surprised you about launching in the UK—something you perhaps didn’t anticipate despite all the prep?

One interesting surprise was seeing how user behavior differs between the UK and our home markets. In the GCC, most conversions and adoption happen via mobile apps, but in the UK, we found that web-based conversions are far more prevalent, especially in the early stages of the customer journey. That meant there was greater demand for a strong web experience from day one, whereas in the Gulf, our focus has always been mobile-first. We also found that in the UK, building trust and advocacy takes a little longer. Customers tend to be more deliberate in their decision-making. It’s a different pace and channel mix than what we were used to, and it required us to adapt our product approach accordingly.

Finally, for other MENA entrepreneurs thinking about global expansion, what are your top tips for them to succeed? Also, what are the key missteps you’d urge them to avoid?

First, obsess over the customer, and have a deep understanding of the market. Do not assume what worked in your home market will automatically work elsewhere. Second, do not underestimate the power of personalization. With artificial intelligence (AI) tools today, customer experiences can be transformative. By understanding the true needs of your customer, you can deliver what they want, which ensures they keep returning to your brand. Third, build local expertise either by hiring the right people or partnering with those who know the market well. At an early stage, invest time in finding the right people who are a culture fit for your business, as this will be extremely beneficial as you scale. Lastly, balance speed with thoughtfulness. Expanding quickly is exciting, but integration and adaptation take time if you want to be successful in the long term. As for missteps, the biggest one is underestimating cultural and operational differences. Another is stretching your team too thin by expanding without the right infrastructure. Finally, avoid losing sight of your core identity. Expansion should evolve your brand, not dilute it.

Pictured in the lead image is Calo co-founder and CEO Ahmed Al Rawi. Image courtesy Calo.