Building an International Hospitality Brand: The Emil Bedretdinov Story

Dubai - At 36, Emil Bedretdinov runs a hospitality company with operations across four countries, managing venues that have become fixtures in their respective nightlife scenes. But his path to founding THE DNA GROUP started far from the executive suite, in the dish pit of an IKEA cafeteria.

Emil Bedretdinov, also known in the industry as Emil E7, began working at age 15 out of economic necessity. His father's illness had created financial pressure on the family, forcing him into the workforce earlier than most. What started as survival eventually evolved into a career spanning nearly two decades in one of the world's most challenging industries.

From Operations to Ownership

The early years gave Emil Bedretdinov something many hospitality entrepreneurs lack: ground-level operational experience. By 17, he had moved from dishwashing to event promotion, eventually organizing his first party after borrowing seed capital. The event's success led to his first promotional company and set the foundation for what would become a much larger operation.

"I learned hospitality from every angle because I worked every position," Bedretdinov explains. "That experience became invaluable when I started building my own concepts."

Emil Bedretdinov continued his education alongside his hospitality work, graduating from the State University of Management with a degree in Advertising. In 2021, he completed a Doctor of Business Administration program, formalizing decades of practical knowledge with academic credentials.

The DNA GROUP Model

Founded in 2007, THE DNA GROUP operates as an international hospitality holding company with headquarters in Dubai. The company's business model centers on two main activities: developing new hospitality concepts from scratch and taking operational control of existing venues that are underperforming.

The turnaround approach carries significant risk. Taking over distressed properties means inheriting their challenges, whether operational inefficiencies, damaged reputations, or financial liabilities. However, this strategy has produced THE DNA GROUP's two flagship projects: Papa Dubai and Papa Moscow.

Both venues were struggling when Emil Bedretdinov became involved. Through operational restructuring, interior redesign, and implementation of technology-driven management systems, the venues were repositioned as leading nightlife destinations in their respective markets.

"We focus on creating experiences, not just serving food and drinks," says Bedretdinov. "That requires getting every operational detail right while maintaining the energy and atmosphere that keeps guests coming back."

Technology Meets Hospitality

THE DNA GROUP distinguishes itself through what Emil Bedretdinov calls a "systems-first approach." The company implements data management systems that track operational metrics in real-time, from staffing patterns to inventory consumption to guest preferences.

This technology infrastructure provides operational visibility that many hospitality businesses lack. Managers can identify issues before they impact service and make data-informed decisions about staffing, purchasing, and programming.

However, Emil Bedretdinov emphasizes that technology serves as a tool, not a replacement for human judgment. "The hospitality industry is fundamentally about people and experiences," he notes. "Technology helps us be more efficient, but it doesn't create the moments guests remember."

Scale and Recognition

Today, THE DNA GROUP employs 127 people across four countries and has been involved in more than 800 projects since its founding. The scope ranges from boutique events to large-scale venue partnerships and international collaborations.

Emil Bedretdinov's work has earned industry recognition, including Hospitality Entrepreneur of the Year from Entrepreneur Middle East, Emirates' Best F&B Entrepreneur, and UAE's Best Hospitality Group CEO. His projects have been featured in business publications including UAE Stories, CEO Weekly, and The American Reporter.

Despite the accolades, Bedretdinov measures success differently. "Awards are nice, but what matters is whether guests are happy, employees are growing, and partners are seeing returns," he says. "That's the real measure of whether we're doing this right."

Expansion Plans

THE DNA GROUP is currently developing two new concepts. One combines fine dining with immersive theater, while another introduces what Emil Bedretdinov describes as a "phygital lounge" - blending physical space with digital elements to create new types of experiential entertainment.

The company is also expanding its geographic footprint, with particular focus on Dubai and Riyadh. The Middle East market presents both opportunities and challenges, with high consumer spending power balanced against intense competition and evolving regulatory environments.

Bedretdinov's long-term vision is ambitious: growing THE DNA GROUP into a globally recognized hospitality brand valued at over $1 billion. Achieving that goal will require scaling the business while maintaining the operational standards that made the flagship venues successful.

Industry Perspective

The hospitality industry faces ongoing challenges: thin profit margins, high employee turnover, volatile consumer preferences, and vulnerability to external shocks like economic downturns or health crises. Success requires more than good concepts - it demands operational excellence and financial resilience.

Emil Bedretdinov's approach reflects lessons learned through experience. He invests heavily in continuing education, spending over $200,000 annually on executive programs and professional coaching. He prioritizes team building, recognizing that execution depends on having the right people in place. And he focuses on creating replicable systems rather than relying on individual heroics.

"Hospitality is one of the hardest industries to build a lasting business in," Bedretdinov observes. "The only way to scale is through systems and structure. Luck doesn't scale."

Looking Ahead

As THE DNA GROUP continues expanding, Emil Bedretdinov remains focused on the fundamentals that drove initial success: operational excellence, guest experience, and value creation for all stakeholders.

The path from dishwasher to CEO is neither common nor straightforward. It required persistence through early setbacks, willingness to learn from failure, and ability to see opportunities others missed. Whether Emil Bedretdinov's systematic approach to hospitality becomes an industry model or remains a distinctive strategy will depend on execution in the years ahead.

For now, THE DNA GROUP represents one entrepreneur's answer to the question of how to build a sustainable hospitality business in an industry known for high failure rates. The results so far suggest the approach has merit, even as larger tests lie ahead.