- Applying operational discipline from finance to hospitality: lessons from Ahmass Fakahany’s leadership as former President & COO of Merrill Lynch
- Borrowing strategic thinking from higher education: Ahmass’s role as Chairman of the Board at Boston University
- Insights from AMG’s Major Food Group partnership on collaborative competition
- How cross-industry thinking helps AMG remain agile, profitable, and innovative
In any industry, true innovation often comes from looking beyond its traditional borders. The most resilient and forward-thinking companies are those that draw inspiration and operational wisdom from seemingly unrelated fields. At Altamarea Group (AMG), our strategic foundation is uniquely fortified by cross-industry lessons, primarily from the demanding worlds of global finance and the long-term vision of higher education. This perspective, driven by the background of our founder, Ahmass Fakahany, is a key differentiator that fuels our agility, profitability, and innovation.
The Financial Playbook: Applying Operational Discipline to Hospitality
Before founding Altamarea Group, Ahmass Fakahany served as President and Chief Operating Officer of Merrill Lynch, overseeing a global business with immense complexity. The principles required to succeed at that level—rigorous financial discipline, meticulous risk management, and a relentless focus on operational efficiency—are directly transferable to the notoriously challenging restaurant industry.
While hospitality is an art, a successful hospitality group is a business. We apply a financier’s lens to our operations, focusing on scalable systems, sophisticated financial modeling, and data-driven decision-making. This discipline allows us to manage costs effectively, optimize profitability, and make strategic investments in growth with a clear understanding of the potential returns. It’s this commitment to marrying the art of service with the science of financial oversight that allows AMG to build sustainable, profitable concepts that stand the test of time.
The University Model: Strategic Thinking for a Lasting Legacy
Ahmass Fakahany’s experience as Chairman of the Board of Trustees at Boston University provides a different but equally valuable strategic framework. Leading a major university requires thinking in terms of decades, not quarters. It’s about building an enduring legacy, nurturing the next generation of talent, and making long-term investments in infrastructure and endowment to ensure future success.
We apply this long-term, strategic thinking to building our brands. We don’t just launch restaurants; we cultivate institutions. This means investing heavily in leadership development and culture-building to create a sustainable talent pipeline. It involves making strategic decisions about brand positioning and real estate that will pay dividends for years to come. This perspective shifts the focus from short-term trends to building timeless brands with lasting value.
Lessons in Collaborative Competition
The hospitality industry is famously competitive, but the most successful players understand that a rising tide lifts all boats. Our strategic partnership with another industry titan, Major Food Group, is a prime example of this forward-thinking approach. This collaboration is built on mutual respect and the understanding that by working together on certain projects, we can create opportunities and elevate the industry landscape in ways we couldn’t alone. It’s a lesson in “coopetition”—knowing when to compete and when to collaborate for a greater collective gain.
The Altamarea Advantage: An Interdisciplinary Edge
By drawing on the operational rigor of finance, the long-term vision of higher education, and a modern approach to strategic collaboration, Altamarea Group has cultivated a unique competitive advantage. This cross-industry mindset allows us to remain agile in a fast-paced market, consistently profitable in a low-margin industry, and perpetually innovative in our approach to building brands. It is this interdisciplinary foundation that ensures AMG is not just participating in the future of hospitality, but actively defining it.