The DNA
Group
Beyond hospitality. We create cultural experiences.
Founder & CEO of The DNA Group
Emil Bedretdinov
Services
Measured Performance Across Real Projects
Hospitality Venue Owners
- Declining footfall and increasing operational expenses
- Lack of financial transparency and management control
- Weak operational systems and underperforming management
- The venue fails to reach planned profitability despite high investments
- The owner is forced to take on day-to-day operational routines
Restaurants, bars, lounges, night clubs, beach clubs
Problems
- Implementation of a full operational management system and transparent reporting
- Cost optimization and strict financial discipline with P&L control
- Establishment of effective processes across HR, service, kitchen and marketing
- Stabilization of the venue and structured revenue-growth programs
- Transition of the owner back to the investor role while we manage operations
Solutions
Investors
- The risk of exceeding planned investments on a non-viable concept
- Difficult to find management team with proven cases
- Absence of accurate forecasts for ROI, payback periods and risk levels
- Limited visibility into the performance and condition of existing assets
- Previous negative experience with external management companies
Private and institutional hospitality investors
Problems
- Professional management team with a track record of improving asset performance
- Financial models with profitability forecasts, risk analysis and KPI frameworks
- Full operational oversight supported by structured reporting
- Asset management focused on long-term stability and value growth
- Responsibility for results — not advisory support only
Solutions
Developers and Hotels
- Lack of internal expertise in launching hospitality or F&B concepts
- chaotic management structure: concept, kitchen, licensing, operational framework
- High risks of budget overruns and launch delays
- Difficulty assembling an experienced operational team
Launching or building new hospitality venues and hotel assets
Problems
- Development of concept, financial model and full operational architecture
- End-to-end launch preparation: kitchen setup, HR, SOPs, service standards, marketing
- Forecasting profitability, risk levels and payback timelines
- Formation of a qualified operational team and management of the entire launch process
- Delivery of a ready-to-operate, scalable, and efficient management system
Solutions
Gallery of experience
The DNA GROUP
Gallery of experience
The DNA GROUP
Gallery of experience
The DNA GROUP
Cases
Our Results Demonstrate
Our Performance
Night club 3
Attendance per party around 200 guests, revenue approximately $8,640 per party. Limited banquet business with only 1–2 events per month.
Revenue per party with top artists (Zivert, Bilan, Nyusha, Cream Soda): $148,148–$259,259, banquet events in peak month: 25–30 events (compared to 1–2 at launch), banquet revenue: highest since 2007, media partnerships: Muz-TV, RU.TV, Love Radio actively supporting brand, brand awareness: significantly increased
Point A
Point B
Contact Us
Strategic Assessment of Your Hospitality Asset
Get a professional audit of your current situation and discover how to increase efficiency, profitability, and growth potential of your project — whether you own, manage, or invest in it.
Message from Founder
Emil Bedretdinov
The DNA Group was built not around structure or branding, but around people capable of taking responsibility for complex, high-stakes projects.
Over 19 years, every crisis, rebuild, and turnaround became part of the company’s methodology. Today, The DNA Group unites more than 200 specialists, has completed over 800 projects, and collaborates with leading global brands.
For the company, the difficulty of a project is never the defining factor — what matters is the quality of leadership behind it.
The DNA Group does not simply advise businesses — it takes ownership from A to Z and drives them forward.
Over 19 years, every crisis, rebuild, and turnaround became part of the company’s methodology. Today, The DNA Group unites more than 200 specialists, has completed over 800 projects, and collaborates with leading global brands.
For the company, the difficulty of a project is never the defining factor — what matters is the quality of leadership behind it.
The DNA Group does not simply advise businesses — it takes ownership from A to Z and drives them forward.
How We Work
Audit & Analysis
Step 1
Goal
We start with a deep operational and financial audit — identifying weak points, risks, and growth potential.
Understand where the project stands today.
How We Work
Strategy Development
Step 2
Goal
We create a clear roadmap: business model, positioning, marketing, product, and team structure.
Вefine the direction and measurable targets.
How We Work
Implementation & Management
Step 3
Goal
DNA Group takes over full operational control — from finance to marketing and HR. We introduce systems, KPIs, and discipline across all departments.
Turn plans into daily, trackable results.
How We Work
Optimization & Growth
Step 4
Goal
Once the system is stable, we scale: optimize costs, grow revenue, and develop new profit channels.
Sustainable, scalable profitability.
How We Work
Reporting & Partnership
Step 5
Goal
We maintain full transparency: monthly reports, analytics, and strategy sessions.
Long-term partnership built on trust and performance.
Blog
The DNA Group
Experience Engineers of Modern Hospitality
