Welcome to the Emirates Man series ‘How I Got My Job As…’, where we speak to incredible entrepreneurs and business leaders based in the UAE and globally, uncovering their career paths, daily routines, challenges, and advice for those looking to follow in their footsteps.

This week, we speak to Hiral Patel, chief financial officer and operations director of Chalet Berezka, an iconic nightlife and restaurant concept located in Palm Jumeirah Mall, seamlessly blending distinct experiences like day-to-night dining, high-energy live music, theatrical entertainment and gourmet Russian cuisine in one venue. Here, Patel shares his career highlights that mark the culmination of his journey across finance and lifestyle operations, lessons learned in the lifestyle and entertainment space, and his vision for the year ahead.

Scroll through below for the full interview.

What was your favourite subject at school?

Mathematics and economics. I always had a natural aptitude for numbers, which is what eventually led me down the path of ACCA and finance. But I didn’t just enjoy the calculation; I enjoyed the logic. I liked seeing how numbers could solve problems and create structure, which is exactly what I do now in business. However, Economics was where I learned to apply that logic to the real world. I found it fascinating to study how small data points or individual decisions can influence huge global trends.

What was your first job?

My first job wasn’t an official employment; it was helping in my family’s business when I was just 12 years old. That was my real education. It taught me the fundamentals of commerce, customer service, and hard work long before I entered a corporate office. It instilled a work ethic in me that I still carry today. However, my first official professional role was with GAP in London. Transitioning from a family environment to a major global brand was a great experience. It taught me how to operate within a fast-paced corporate structure, how to meet high customer service standards, and the importance of brand consistency.

What eventually brought you to Dubai?

After completing my education in London, I joined an accounting firm in India where I managed a large portfolio of global F&B brands. While I enjoyed the analytical side of the work, I became fascinated by the operational side of these businesses. I didn’t want to just see the numbers in a back-office report; I wanted to be on the ground where the action happens. In 2012, the opportunity arose to join Cipriani Abu Dhabi. It was the perfect chance to move from the back office to the “front-line” for a world-class brand. That move confirmed my passion for the dynamic pace of the UAE market. Since then, there’s been no looking back. I’ve dedicated my career to the region’s premium hospitality and business sectors, combining my financial background with hands-on operational experience.

What inspired you to enter the hospitality space and launch Chalet Berezka?

We saw a specific gap in the UAE market for a “home away from home” that didn’t compromise on luxury or energy. That is why we launched Chalet Berezka. It was designed to be more than a restaurant; it’s a unique entertainment destination. We pioneered a concept that seamlessly blends fine dining, professional dinner shows, and high-end karaoke. The idea was to create a unique entertainment atmosphere where the food is as high-quality as the music.

In a city as competitive as Dubai, you have to offer an experience that people can’t find anywhere else, and Chalet Berezka was built to be that one-of-a-kind soulful celebration. Chalet Berezka is more than just dining; it is a destination. We blend rich, Central Asian and Eastern European cuisine with a high-energy entertainment atmosphere.

What are the key elements of your role?

My role is a strategic blend of financial oversight and on-site operational leadership, leveraging my background in Economics to manage the business engine—from P&L and margin optimisation to strategic growth. I lead the complex daily operations of our unique “eat-ertainment” concept, synchronising high-end dining with professional dinner shows and karaoke to ensure the creative vision remains financially disciplined.

Beyond daily operations, I am currently spearheading our global expansion strategy, focusing on our highly anticipated launches in Abu Dhabi and Marbella in 2026. I bridge the gap between back-office analytics and front-line execution, ensuring our brand’s soul translates successfully into new international markets. My goal is to maintain the rigorous standards of a world-class destination while scaling the business into a global hospitality powerhouse.

Talk us through your daily routine.

My routine is built on mental discipline and high-level strategy.

I begin every morning with a structured workout and meditation, which provides clarity and keeps me in high energy. My workday is a transition from analysing the previous day’s data to leading the high-energy “eat-ertainment” floor at Chalet Berezka, ensuring our creative vision remains profitable. A vital part of my day is the evening transition, where I dedicate time to storytelling with my children; this is non-negotiable for me as it keeps me grounded and sharpens my ability to communicate with imagination and empathy. I conclude with a night meditation to reset. This balance of personal wellness, family, and professional rigour is what allows me to have the highest level of satisfaction.

What is the best piece of advice you ever received?

“The numbers provide the map, but the people are the engine. Build the team and create more leaders.”

And what is the worst?

“You have to choose one lane— be either a technical numbers person or a creative operator.”

What has been the biggest challenge you had to overcome?

Navigating the relocation of Chalet Berezka from The Pointe. It was a high-pressure transition where we faced a total loss of momentum and revenue. To overcome this, I had to act with extreme agility; instead of simply waiting for the new doors to open, I launched a cloud kitchen using our existing equipment to keep revenue flowing and our staff fully employed. Turning a potential crisis into a new, permanent revenue stream required both financial precision and operational grit. This experience proved that I could protect the business’s soul while being strategically fearless. It is this same resilience and agility that I am now applying to our 2026 expansion into Marbella and Abu Dhabi, ensuring we are prepared for any market shift.

What advice do you have for anyone looking to follow in the same footsteps?

My best advice is don’t just be a number cruncher, learn the heartbeat of the business. If you want to be a financial leader in hospitality, you have to spend time in the kitchen. You need to understand food waste, service timings, and what truly makes the staff tick. When you understand the operation from the ground up, your financial decisions become strategic assets rather than just administrative hurdles. Furthermore, you must accept that technology is a requirement, not a choice. Whether it’s using data to optimise our 2026 expansion into Marbella or leveraging cloud kitchens during a relocation, technology is the only way to scale with precision. My journey from London to Dubai has taught me that the most successful leaders are those who can bridge the gap between human storytelling and digital efficiency.

What lies ahead for the brand in 2026?

2026 is a landmark year as we transition from a local icon to a global brand with our launches in Marbella and Abu Dhabi. While expansion is the goal, my primary focus is ensuring we don’t just grow, but evolve the guest experience to the next level.

We are using advanced technology to streamline our cross-border operations, but we are also doubling down on our greatest asset: our people. I am incredibly proud that we have maintained a 94% staff retention rate over the last three years, and my goal is to increase that even further as we scale. I believe that a consistent guest experience starts with a consistent team; by applying our Dubai blueprint to new markets while keeping our core staff empowered, we ensure that the soul of Chalet Berezka remains intact. For 2026, our strategy is simple: Global reach, technological precision, and an uncompromising focus on the guest.

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Images: Supplied and Instagram @chaletberezkadubai