About
Restaurant and café consulting, built around the numbers
NORIVA GLOBAL is a Food & Beverage consulting and development company working with restaurants and cafés in Saudi Arabia — on profitability, cost, menu, operations and the decisions behind opening and expanding.
01Who we are
We are a Food & Beverage consulting and development company working with restaurants, cafés and F&B concepts across Saudi Arabia. Our work sits where the kitchen, the menu and the P&L meet — with owners and operators who need a clear reading of the business before they decide what to change.
We are not a marketing agency that also advises on operations. The starting point is the commercial position of the business, and everything else follows from it.
02Sales and profitability analysis
We read the business through its own numbers: sales by daypart, by channel and by item, contribution margin, average check and the gap between revenue that looks healthy and profit that is not.
The outcome is a picture of where the money is actually made and where it quietly leaves — before anyone spends on fixing the wrong thing.
03Food cost and operating costs
Recipe costing, theoretical versus actual food cost, purchasing, inventory, waste and labour — examined as one cost structure rather than as separate line items.
Most cost problems are not a supplier price. They are a difference between what a dish is supposed to cost and what it costs on a busy Thursday, and that difference is measurable.
04Menu engineering and pricing
The menu is the most commercial document a restaurant owns. We engineer it by margin and popularity, restructure what it leads with, and price it against cost, positioning and what the catchment will carry — including a separate reading for delivery, where commission changes the arithmetic.
05Operations and guest experience
Where service breaks at peak, how long a table actually turns, what the second visit depends on, and which steps of the journey decide whether a guest returns.
We document the operating standard, then work with the team that has to run it — because an operations manual nobody uses changes nothing.
06Feasibility studies and project development
For a new restaurant or café, and for a second branch: concept definition, site evaluation, investment and pre-opening budget, revenue and cost modelling, break-even, and the pre-opening sequence that protects the budget.
A feasibility study is only as good as the assumptions under it, so we write those down where they can be argued with.
07Practical work you can implement and measure
Every engagement ends with something the team can act on: a decision, a number to watch, a standard to hold, and a way to tell in thirty days whether it worked.
We would rather hand over a short list that gets implemented than a long report that gets filed.
