Back a machine that's already running — and read why it's raising
Invest in a Dubai coffee & karak group — ROAST × Cha Cha Chai
ROAST Specialty Coffee (est. 2018) and Cha Cha Chai (karak institution since 2013) are run as one founder-led Dubai group: 9 points of sale, a Dubai Science Park production kitchen, dual-brand listings on five delivery platforms, and 4.5–4.9★ on Google across our Dubai cafés (October 2026), which you can verify before you ever call us. We are opening the table to strategic partners for the next phase — UAE flagships, then the GCC with the right local partners. Everything confidential stays confidential: full figures are shared under NDA, after a qualifying call.
Why we're raising — the question you were about to ask
A business that already trades and self-funds its operations doesn't need capital to keep running — it needs capital to run faster than its cash generation allows. That's the honest position here. Flagship sites in premium UAE locations demand fit-out capital ahead of revenue; a serious Saudi entry demands local partners, local presence and funding committed before the first store opens, not after. Raising from strategic partners lets us take proven unit formats into bigger locations and new markets on the market's timetable instead of our retained-earnings timetable — and it brings us partners whose networks, real estate and GCC presence compound the plan, not just fund it. What we are not doing: papering over losses, funding a pivot, or selling a concept that hasn't been built. The machine exists; you can walk into it today. The raise is about speed and reach.
- ✦Capital ahead of cash generation for UAE flagship fit-outs — proven formats, bigger locations
- ✦A GCC entry done properly requires committed local partners and funding before day one
- ✦We want partners who bring networks, sites and market access — not only a cheque
- ✦Not a rescue, not a pivot: the operating business is live and verifiable today
Proof, not promises — every published number is checkable today
We don't publish financials on a public webpage — those are shared with qualified partners under NDA. What we publish is what you can verify yourself, this afternoon, without our permission.
- ✦Two brands under one group: ROAST — specialty coffee since 2018; Cha Cha Chai — authentic karak since 2013 (stated separately, because each stands on its own)
- ✦9 points of sale across Dubai, plus a Dubai Science Park production kitchen — walk into any of them unannounced
- ✦4.5–4.9★ on Google across our Dubai cafés (October 2026), with hundreds of public Google reviews per café — read them yourself
- ✦Live on five delivery platforms — Talabat, Deliveroo, Noon, Keeta, Careem — with dual-brand listings per kitchen; open any app and watch us trading
- ✦65 recipe-locked menu items, costed to the gram, in one cloud POS
- ✦A corporate B2B arm with day rates published on this website — coffee carts from AED 3,000/day
Check us in five minutes
Each button opens one of our own public listings or pages.
Who's behind it
ROAST × Cha Cha Chai was founded by Abu Amir, CEO of Missan Group of Companies, a group spanning IT services and F&B, together with his partners Roopali Suryavanshee and Sarkar Chauhan. Serious investor conversations are handled at founder level, and enquiries receive a reply within one working day.
- ✦Founder-led, part of Missan Group of Companies — a multi-company Dubai group, not a single-outlet venture
- ✦Founder-led partnership — founder Abu Amir with partners Roopali Suryavanshee and Sarkar Chauhan
- ✦You meet the people who run the shifts, the kitchens and the P&L — in our own outlets
The operating leverage — two brands, one kitchen, five platforms
We won't call this a moat — any Dubai cloud kitchen can run virtual brands on aggregators, and you know it. What we have is better than a slogan: real operating leverage plus assets that took years to build. Every ROAST × CCC kitchen runs two established brands at once — specialty coffee for the morning and office crowd, karak and street classics all day and late — and appears as separate storefronts on each of five platforms: one rent, one roster, one cost base, up to ten digital storefronts per site. The parts that are genuinely hard to copy: a karak brand with real equity built since 2013, hundreds of public Google reviews per café earned cup by cup, 65 recipes locked and costed to the gram, and a cloud POS operating system that makes the whole thing repeatable. That combination is what your capital plugs into — and unlike a projection, you can open any delivery app right now and watch it working.
- ✦Two brands per kitchen = two storefronts of demand on one cost base — margin structure you can verify in any delivery app
- ✦Complementary dayparts: coffee peaks mornings, karak runs all day and late — fuller kitchen utilisation
- ✦What compounds: 13 years of karak brand equity, earned public ratings, locked recipes, one POS system
- ✦Proven across formats: full cafés, express kiosks and a delivery-only cloud kitchen
The operating system — what your capital actually buys into
We run hospitality like software. Every mechanism below exists today, runs across all nine points of sale, and is the same system a franchise partner or a new market launches with — this is the asset, not a plan to build one.
- ✦Locked recipes: all 65 items recipe-locked and costed to the gram — margins designed before a cup is poured
- ✦Cloud POS operating system: one source of truth for sales, recipes, stock and pricing across every outlet, live to the day
- ✦Dual-brand economics: two-brands-one-kitchen, systematised and repeatable
- ✦Aggregator playbook: listings, pricing, promotions and ratings management across five platforms, documented and handed to partners
- ✦Training & launch support: the crew that opened nine points of sale in Dubai trains and launches every new site
- ✦Quarterly menu engineering: the menu is a product managed on data, not a poster
The roadmap — UAE flagships first, then the GCC with the right partners
Today: 9 points of sale in Dubai, the operating system above, and a corporate B2B arm with published pricing. Phase 1: new UAE flagships and express kiosks in formats our own outlets have already proven. Phase 2: Saudi Arabia — but we'll say this the honest way: KSA is where we go WITH the right partner, via master franchise or joint venture, because that is how foreign F&B brands succeed there; if you are that partner, this page is partly for you. Phase 3: the wider GCC franchise system. Deal structures, capital plan and timelines are in the Investor Pack under NDA — the shape of the ambition is public, the numbers are not.
- ✦Phase 1 — UAE: flagships + kiosks in formats already proven by our own outlets
- ✦Phase 2 — KSA: entered with local partners via master franchise or JV — partner-first by design
- ✦Phase 3 — GCC & beyond: a franchise system built on the same locked operating system
Ways to partner — three doors, one table
Different partners fit different structures. All three routes plug into the same operating system, and all three begin the same way: the pack, a call with the principal, then figures under NDA.
- ✦FRANCHISE PARTNER — single or multi-unit UAE, or a country master franchise (KSA/GCC): operate the brands in your market with our locked recipes, POS, playbook and launch crew. Start on the Franchise page or request the pack here.
- ✦MULTI-UNIT / AREA DEVELOPMENT — a cluster of sites in one territory with a phased opening schedule; for operators with capital, sites and teams.
- ✦STRATEGIC CAPITAL — family offices, HNW investors and F&B operator-investors joining at group level to fund the UAE flagship phase and the GCC entry. We value partners who bring more than a cheque: market access, real estate, supply chain, GCC networks. Structures are discussed per investor — under NDA.
Governance & reporting — how partners stay informed
Sophisticated capital doesn't fear risk; it fears silence. Our commitment: partners receive structured reporting on an agreed cadence, drawn from the same cloud POS data the founder runs the business on — per-item, per-outlet, per-day truth, not quarter-old estimates. Decision rights, information rights and reporting frequency are agreed per structure and documented before any money moves. The group runs two operating companies under Missan Group — one clear structure; what you diligence is what you get.
- ✦Reporting from the live POS system, on an agreed cadence
- ✦Information rights and decision rights documented per structure, up front
- ✦A named principal accountable to you — not an info@ inbox
- ✦Honest by design: F&B carries real operational risk — food costs, labour, rents, platform economics. We'd rather show you how we manage it than pretend it isn't there.
What happens after you enquire — four steps, no black hole
1. ENQUIRE — the form below or WhatsApp; reply within one working day. 2. INTRO CALL — 30 minutes with the principal: your goals, our model, mutual fit; typically within the same week. 3. NDA & INVESTOR PACK — qualified partners sign a mutual NDA and receive the full pack: financials, unit economics, expansion plan, structure options, and a candid risk discussion. 4. VISITS & DILIGENCE — walk our outlets and the production kitchen, meet the operating team, verify everything against the live POS data, then discuss structure. No pressure tactics, no artificial deadlines — serious money moves at the speed of trust.
- ✦First call within days, not weeks — interest decays and we know it
- ✦Full figures under NDA at step 3 — nothing confidential is ever published here
- ✦Diligence encouraged: our outlets, reviews and listings are public; check us before you trust us
Investor questions, answered straight
If the business already runs, why do you need outside capital?
Because speed costs money before it returns it. Flagship fit-outs and a properly-resourced GCC entry require capital committed ahead of the revenue they create, and partner networks matter as much as the funds. We're raising to move at the market's pace rather than our retained-earnings pace — not to cover losses or fund a pivot. The trading history that proves this distinction is in the Investor Pack, under NDA.
Why don't you publish revenue, valuation or deal terms on this page?
Deliberate policy, not evasion. We operate in a competitive market and publish nothing our competitors, landlords or platforms can use against us. Qualified partners receive the full picture — financials, unit economics, capital plan and structure options — under a mutual NDA at step 3. What we do publish is everything you can independently verify: 9 points of sale you can walk into, hundreds of public Google reviews per café, live listings on five delivery platforms, and B2B day rates published on this website.
What exactly am I investing in — one company or two?
The group runs two operating companies under the Missan Group umbrella, sharing the operating system described above. The structure an investment takes (group level, entity level, or venture-specific for a market entry) depends on the partner and the route, and is laid out clearly in the Investor Pack. We keep the structure clean enough to diligence quickly.
Are the accounts audited?
Straight answer: the business runs on live management accounts drawn from the cloud POS — per-item, per-outlet, per-day. Audit and assurance arrangements are part of any institutional structure we agree, and we'll discuss the current state and the commitment openly on the call. We'd rather own this question on the page than have you discover it on the call.
Is this a passive investment or will I need to operate?
Strategic capital at group level is designed to be operationally passive: the founder-led team runs the business and you receive structured reporting on an agreed cadence. Franchise and multi-unit routes are operating commitments — you (or your team) run sites with our system and support. On the intro call we'll tell you honestly which route fits what you want.
What returns should I expect?
We don't publish return projections on a public page, and you should be sceptical of any F&B business that does. The figures that let you form your own view — actual trading history, unit economics, the capital plan — are in the Investor Pack under NDA. F&B carries genuine operational risk; our pitch is the system that manages it, not a promised number.
Who runs the business day to day, and what happens if the founder is unavailable?
The founder leads the group with an operating team across the nine points of sale. Critically, the business runs on systems, not memory: every recipe, price, SOP and number lives in the cloud POS operating system — which is exactly what makes the group franchisable. Key-person risk is a fair question for any founder-led business; ask it on the call and we'll answer it specifically.
Why is the dual-brand model an advantage rather than a slogan?
Because it changes the arithmetic of every site, and because the parts that matter can't be spun up overnight. Two established brands with separate listings on each of five platforms — up to ten digital storefronts per site — on one rent, one kitchen, one roster, across complementary dayparts. Plus the compounding assets: karak brand equity built since 2013, earned public ratings, locked recipes. Verify it in two minutes: open Talabat or Deliveroo and find ROAST and Cha Cha Chai listed separately from the same locations.
Can investing here support a UAE golden visa?
Possibly. The UAE operates golden-visa routes connected to business investment, and they require a genuine operational business — which this verifiably is. But eligibility is personal, thresholds and rules change, and we make no visa promises and give no immigration advice: confirm any route with your own licensed advisor, and we'll gladly provide company documentation for their review.
What does 'strategic capital, not just capital' mean in practice?
We prioritise partners whose involvement compounds: GCC family offices with real-estate access, F&B operators with supply-chain or site networks, partners positioned to lead a Saudi or GCC market entry. If you bring only a cheque, we'll still talk — but the table is being set for partners who accelerate the roadmap, not just fund it.
How does the Saudi Arabia phase work if I want to lead a market?
KSA entry is planned through local partnership — master franchise or joint venture — because that's the structure through which foreign F&B brands succeed there. If you have serious capital and local presence in KSA or another GCC market, say so in the form: market-lead conversations run on their own track with the principal.
What are the risks?
The real ones: food-cost and labour inflation, rent escalation, delivery-platform commission economics, competition in a hot category, execution risk in new markets, and key-person concentration in a founder-led group. We manage them with recipe-locked costing, live POS data, dual-brand utilisation, a diversified B2B arm and documented systems — but no F&B investment is risk-free, and we put that in writing because partners who pretend otherwise are the actual red flag. The Investor Pack includes a candid risk discussion.
How do I verify your claims before contacting you?
Please do — it's the point of this page. Read our Google reviews (4.5–4.9★ on Google across our Dubai cafés, October 2026, with hundreds of public Google reviews per café), open Talabat, Deliveroo, Noon, Keeta or Careem and find both brands listed, walk into any of our 9 Dubai locations unannounced and order, and see our published corporate day rates on this website. Everything else — the numbers — is waiting in the pack, under NDA.
Start the conversation — reply within one working day
Tell us who you are and what kind of partnership you're exploring. Qualified enquiries receive the investor pack and a discovery call with the principal. Prefer to talk first? WhatsApp +971 55 566 6037.