FOUNDER OF THE WEEK — Every Tuesday, Founder of the Week looks at how a successful member of Egypt’s business or startup community got their big break, asks about their experiences running a company, and gets their advice for budding entrepreneurs. Speaking to us this week is Ayman Baky (Linkedin), founder and CEO of Baky Hospitality, the group behind some of Egypt’s most prestigious high-end restaurants, including Sachi, Kazoku, and Shinko.

My name is Ayman Baky and I’m the founder and CEO of Baky Hospitality, a group specializing in high-end restaurants and hospitality experiences across Egypt. We operate a growing portfolio of brands including Sachi, Reif, Lexie’s, Kazoku, Megumi, and Shinko — with a presence in Cairo, the North Coast, and beyond. I’ve been in the hospitality business for over 25 years, primarily on the operations side, but eventually transitioned into business development as the company scaled.

As we expanded, I realized I couldn’t keep my hands in every kitchen — literally and figuratively — so I focused on building a structured back office, empowering my longtime employees, and developing a proper internal hierarchy. Many of our team members have grown with us from their early 20s into their late 30s, so part of my responsibility has been ensuring they have long-term career paths. With growing salaries and operational needs, we had to scale — especially in the face of the devaluation and inflationary pressures of the past few years, which significantly squeezed our margins. Expanding wasn’t a luxury — it was a necessity.

I graduated from the American University in Cairo in 1996 with a major in Mass Communications and a minor in Economics. I didn’t know exactly what I wanted back then, but I had a strong gut feeling I was meant to pursue something in hospitality. At the time, there weren’t many chances to formally study hospitality in Egypt, so I learned the hard way — through trial and error, opening and closing ventures, and learning on the ground.

Before launching Baky Hospitality, I worked at Orascom Development as a marketing executive for five years, followed by stints at Sony Music International and Virgin Megastore. These roles, while in entertainment and tourism, taught me valuable lessons about brand building and consumer experience. I also freelanced as a corporate events promoter, which helped me carve out a name and reputation that I later leveraged when launching my own venues.

What really inspired me was a question I kept asking myself whenever I traveled: Why do we need to go to Lebanon or Dubai to enjoy world-class service and experiences? Why not here? Egypt has history, culture, and talent — but for too long, we’ve been labeled as second-tier. I wanted to change that narrative. I opened my first restaurant in Alexandria in 2002. It didn’t last, but I kept at it. The turning point came in 2014, after the 2011 revolution and a year-long sabbatical to study the market. That’s when we launched Sachi in Sahel, which remains one of our strongest brands today.

We differentiate ourselves by investing heavily in people — not just in training, but in cultivating a mindset and sense of pride. When our staff understand the “why” behind what they do, it transforms how they greet guests, how they serve, and how they represent the brand. We’ve also stayed remarkably consistent with quality. It’s not uncommon to come back years later and find the food tastes exactly as you remembered — in the best way.

Looking ahead, we have several openings slated for 2026-27. We’re planning to launch an 80-room urban boutique hotel in Swan Lake West, catering to a growing demand for city-based, luxury hospitality experiences. The design includes private water features, shared pools, and resort-style amenities — all within Cairo. Our goal is to create an immersive experience that mirrors the ambiance of our restaurants, but on a larger hospitality scale. Later this year, we’re also opening Little Lexie’s in Swan Lake New Cairo, Reif Kushiyaki Seasons in New Cairo, and Madame Yu, a Chinese concept restaurant, in New Cairo’s One Ninety in Q1 2026.

The biggest challenge we’ve faced in recent years is the supply chain. We operate in a high-end niche, and sourcing quality ingredients while navigating import restrictions and currency fluctuations has been a constant hurdle. But constraints often spark creativity — and we’ve had to improvise without compromising on quality.

If I could change anything about our industry, it would be the lack of structure and certification in hospitality training. International brands are hesitant to enter the market because the talent pipeline isn’t standardized. There’s no consistent education system for culinary and hospitality professionals — but that’s starting to change. I believe Egypt is entering a turning point, and I hope to see more institutions stepping in to bridge this gap.

The most rewarding part of my job? Three things: seeing a guest delighted with their experience, walking into a packed venue, and being recognized with awards on an international level. On the flip side, the hardest part is translating a dream into reality — and then maintaining that quality consistently over the years.

Balancing work and life is only possible through delegation. I’ve built a leadership team that carries our DNA. Many of them have equity in the business and have grown with me — they’re family now.

If I weren’t running my own company, I’d still be in this industry, but working abroad. I’d want to learn properly and eventually launch my own concept again, better equipped. To my younger self, I’d say: Focus early. Figure out what you love and commit to learning it deeply. Don’t let money be the sole motivator — if you chase money without passion, you’ll bounce from job to job and never feel fulfilled.

To new entrepreneurs, especially in F&B, I’d say: Know your market. Find your edge. Be patient. Don’t rush to scale — you’ll make better decisions with time and reflection. And if you can find a mentor, that’s gold.

Marketing has evolved massively. I’m traditional at heart, but even I can’t ignore the power of social media. Our marketing department has grown significantly — we now have designers, videographers, and photographers in-house. We work hard to keep our voice authentic and connect with our audience in real time. Social media — handled by our own Baky Studio — is the fastest and most effective way to reach our customers, whether we’re launching a new dish or opening a new location.

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