Emil Bedretdinov (Emil E7) and the Business of Experience in Hospitality

From Early Jobs to Entrepreneurial Drive

Emil Bedretdinov (Emil E7) entry into hospitality was not the result of a carefully designed career plan. At 15, his first job was washing dishes at IKEA. Two years later, he was handing out flyers for nightclubs and organizing parties. With borrowed money and a partnership with a local club owner, he staged his first large-scale event, a success that led to the creation of his first promotional group.

For Bedretdinov, those early years offered more than short-term income. They gave him exposure to every aspect of hospitality: operations, marketing, finance, and guest management. “I’ve walked the full path from dishwasher to the founder of an international group,” he says, recalling how each role added perspective to his later decisions as a business owner.

The motivation was partly personal. The illness and loss of his father during his youth placed new responsibilities on his family. Independence became necessary, but over time, necessity evolved into passion. Drawn to the energy of nightlife and the teamwork it required, Bedretdinov found himself at home in an industry where connection and creativity intersect.

Founding The DNA Group

Today, Bedretdinov is the founder and CEO of THE DNA GROUP, a hospitality holding headquartered in Dubai. The company employs more than 120 professionals across four countries and manages a diverse portfolio of projects. Among its most recognizable ventures are Papa Dubai and Papa Moscow, nightlife concepts that combine dining, music, and design.

Neither project began in a position of strength. When Bedretdinov entered into partnerships for the venues, both were underperforming. He approached them as turnarounds restructuring operations, redesigning guest experiences, and implementing systems for long-term stability. Both spaces went on to earn reputations as leading destinations in their respective markets.

His company operates on a mission rooted in human values: to create positive emotions across every interaction, whether with guests, employees, or partners. That philosophy underpins the group’s dual role developing new concepts from the ground up while also revitalizing existing, distressed venues. Since 2007, Bedretdinov has worked on more than 800 projects, ranging from boutique events to collaborations with international media networks and celebrities.

Alongside his flagship projects, he has founded or co-founded other ventures, including ElitE7Jet (2007), Emil E7 Events (2013), Shakti by Emil E7 (2016), and E7.DIGITAL (2020), further broadening his scope in hospitality and adjacent industries.

Systems Over Luck

The hospitality industry is often described as unstable. Consumer expectations shift rapidly, and external crises can disrupt even well-run businesses. Bedretdinov’s response has been to focus on systems, structure, and adaptability.

“Long-term value creation matters more than short-term profit,” he explains. “And only systems scale not luck.” His approach emphasizes analytics, decisive leadership, and the ability to pivot when strategies no longer work.

Building the right team has also been central. He acknowledges that one of his greatest challenges has been finding people who fully share the company’s vision, but he sees this alignment as non-negotiable for sustainable growth.

Changing Nature of Nightlife

Looking back over his career, Bedretdinov describes a shift in nightlife itself. What was once primarily about entertainment has evolved into a broader ecosystem that integrates design, gastronomy, art, music, and storytelling. Guests now seek experiences that leave lasting impressions, rather than simply a night out.

This transition is especially evident in the Middle East, where international urban residents make up much of the target audience. These are entrepreneurs, creators, and opinion leaders who value time, community, and unique experiences. Success in this market, Bedretdinov notes, depends on blending fine dining, performance, and technology in ways that feel seamless rather than forced.

Current Work and Future Outlook

THE DNA GROUP continues to expand. Two projects are currently in development: one combining fine dining with immersive theater, and another creating a “phygital lounge” that merges physical and digital elements to reimagine nightlife. Short-term goals include further development in Dubai and Riyadh, while the long-term vision is to build a hospitality group with a market capitalization above $1 billion.

Awards and recognition have followed Bedretdinov’s work. He has been named Hospitality Entrepreneur of the Year by Entrepreneur Middle East, recognized as Emirates’ Best F&B Entrepreneur, and awarded UAE’s Best Hospitality Group CEO, among other honors. His projects have been covered in media outlets including UAE Stories, CEO Weekly, and The American Reporter. Still, he maintains that true achievement lies not in accolades but in the satisfaction of guests and the growth of employees and partners.

Balancing Work and Life

Despite his demanding schedule, Bedretdinov places emphasis on balance. “Balance isn’t about equal time; it’s about harmony,” he says, noting that when health and family are in order, business performance follows. He treats energy like capital to be managed, relying on sports, discipline, and continuous learning to sustain it.

Outside of work, his interests include football, travel, history, and contemporary art. These pursuits, he explains, help him recharge and often serve as sources of inspiration for new projects.

Asked what advice he would give to someone starting in hospitality, his response is practical: avoid chasing quick wins, invest in relationships, and focus on building systems that generate real value. In his view, financial success is a byproduct of creating lasting impact.

Conclusion

As the hospitality sector continues to evolve, Emil Bedretdinov’s career offers insight into how resilience, structure, and adaptability can shape success. From his beginnings as a dishwasher to leading a multinational hospitality group, his story reflects both the challenges and possibilities of an industry in constant motion. For him, the future of hospitality is clear: those who understand people best, their needs, emotions, and desire for experience will define the next chapter of the industry.