Kula Naidu and Sid Mathur, Directors, Secret Ingredient, reveal the key components of a successful hospitality business.
In the cases of both Kula Naidu and Sid Mathur, immersion in international cultures and flavours began early in life. Born and raised in Malaysia, Naidu had been carefully expanding and building on his innate understanding of food & branding. In Mathur’s case, well-travelled parents and being brought up in London had armed him with a world vision and an indigenous approach to hospitality.
Moving to New Delhi in 2007, Naidu delved into food, gaining experience and knowledge from a practical first-hand perspective. His holistic view of the industry allowed him to create the long-standing ventures he maintains today. FoodCraft, launched in May 2012 with Asian Haus, has since grown, operating seven units with five different brands – Sushi Haus, Dilli Haus, Amma’s Haus and finally, FoodCraft Catering, which is credited with revolutionising packaging and is considered a pioneer in the food delivery space.
After spending nine years in private banking and equity trading, Mathur too returned to India, heeding the F&B calling. Reconnecting with Riyaaz Amlani, CEO & MD, Impresario Entertainment & Hospitality, he invested in the group and also became an active Director & Head of Food with a pan-India role.
Sensing the gap in the market for honest and professional food consultancy, he founded Secret Ingredient in 2010. Starting slow, a loyal customer base was established, followed by the birth of the luxury mithai brand Khoya in 2016.
Together, Naidu and Mathur have built Secret Ingredient into India’s leading food consultancy firm, conceptualising and providing end-to-end solutions for restaurants and hospitality businesses.
Excerpts from the interview…
From private banking and equity trading to food consultancy – what was the turning point that led you to switch careers?
Sid Mathur: I started my career in the world of banking working with ING bank and Citibank in London. In 2009, I returned to India to get into the world of food. In terms of key milestones, I think one was of course the whole quitting and moving back to India and then investing and joining Impresario and working and learning which led to the birth of Secret Ingredient and after that Khoya happened in the end of 2016. In the recent past, we’ve been able to add Niko and Bomba and all these businesses have grown significantly.
Kula Naidu: My journey in the F&B industry has been one of constant learning, evolution, and resilience. I started with ambitious ideas, some of which didn’t pan out—one delivery brand and one restaurant had to shut down along the way. But every failure was a lesson that shaped my approach to building stronger, more sustainable concepts.
Today, we run Secret Ingredient, a thriving F&B consultancy that collaborates with some of the biggest brands in India and internationally, helping shape the industry with innovative solutions. Alongside that, we’ve successfully launched Niko and Bomba, two restaurant concepts that reflect our passion for creating memorable dining experiences.
What was the inspiration behind launching Secret Ingredient?
Mathur: Secret Ingredient was born out of a clear gap in the market for professional, end-to-end consultancy in the F&B industry—not just for restaurants, but also for cafes, QSRs, cloud kitchens, and even institutions like schools. We saw the need for a holistic approach that could support businesses across different formats, helping them build strong, sustainable operations.
How does Secret Ingredient differentiate itself from other restaurant consulting firms?
Mathur: What sets us apart is the depth of care and commitment we bring to our clients. We take a truly holistic approach, covering almost every aspect of F&B, from concept development to execution. While many competitors have their own strengths and areas of focus, our experience across a diverse range of projects gives us a unique edge.
Having worked with numerous brands—each with its own challenges and aspirations—we’ve built a comprehensive understanding of what it takes to make an F&B business successful. This hands-on experience allows us to offer well-rounded, practical solutions, making Secret Ingredient a one-stop partner for our clients.
Naidu: At Secret Ingredient, integrity is at the core of everything we do—that’s what truly sets us apart. Beyond being consultants, we are hands-on restaurateurs ourselves, running successful brands like Niko and Bomba. This gives us a unique perspective, allowing us to understand the challenges and realities of the industry from both sides of the table.
We don’t just offer theoretical advice; we provide practical, experience-driven solutions that genuinely work. This deep operational insight, combined with our commitment to honest, result-oriented consulting, is what makes Secret Ingredient a trusted partner for some of the biggest F&B brands in India and beyond.
What are some common mistakes new restaurateurs make, and how do you help them navigate these challenges?
Mathur: One of the biggest challenges new restaurateurs face is underestimating the time and dedication required to run an F&B business. Success demands constant attention—taking your eye off the details, even briefly, can impact operations. Budgeting and forecasting are also major hurdles.
Many new business owners are unaware of hidden costs, which can lead to a downward spiral of cost-cutting, affecting staff quality and overall performance. At Secret Ingredient, we guide them through these complexities, helping them plan realistically and build resilient businesses.
You’ve worked with hotels, malls, and schools. How does consulting for non-traditional F&B spaces differ from restaurants?
Mathur: The approach to non-traditional F&B spaces is vastly different from restaurants. In restaurants, every day is a high-stakes operation—you need to hit targets, maintain service quality, and ensure seamless execution. In contrast, malls and schools often have diversified revenue streams, making their F&B operations more structured, requiring long-term strategic planning.
What are the key ingredients of a successful restaurant or hospitality business today?
Mathur: A successful restaurant starts with a well-defined concept that aligns with its target audience. Cohesion between the brand, menu, and design is essential. Beyond that, consistency in food quality and service ensures repeat customers, while a strong operational structure helps sustain long-term success.
We’ve always been keen on restaurants and have always worked with restaurants and so many other projects that for us it was almost like a low-hanging fruit and a little bit easy to manage so we try to just do it in stride, along with the other things that we are busy with.
Naidu: Growing up in Malaysia, a land where food is a way of life, I was always surrounded by vibrant flavours and rich culinary traditions. When I came to India, I saw an opportunity to bring together the best of both worlds—two countries with deep-rooted food cultures, each with its own unique storytelling through cuisine.
My mother, an incredible cook, played a huge role in shaping my love for food; her ability to transform simple ingredients into something extraordinary was a constant source of inspiration. This passion, combined with my desire to create spaces where people could experience the warmth and richness of diverse flavours, led me to set up restaurants and dive into the world of F&B consultancy.
Are there any upcoming projects you’re particularly excited about?
Mathur: Yes, a few exciting projects are in the pipeline. We’re working with an international brand launching a huge mall in Gurgaon, where we’ve been instrumental in shaping the food programming. Another key project is bringing a South American coffee brand to New Delhi, which will introduce a unique café culture to the city.
What inspired you to create Khoya, and how did you establish it as a luxury mithai brand?
Mathur: Khoya was founded on the belief that mithai had lost its significance as a premium gift. Traditional sweets, once reserved for royalty, were being replaced by chocolates and mass-produced confectionery. We wanted to restore the prestige of mithai by focusing on authenticity, heritage, and quality.
The biggest challenge was shifting consumer perception. We went back to traditional methods—using natural ingredients, eliminating artificial colours, and ensuring impeccable craftsmanship. Packaging also played a key role in elevating the experience.
Pricing was initially a hurdle, but over time, we demonstrated the value through taste, presentation, and nostalgia-driven appeal. One standout collaboration was with Louis Vuitton. Beyond the prestige of the brand, the challenge was meeting their stringent quality and packaging standards. It was a proud moment when they printed Khoya’s name on their official card.
What are some of the challenges you face as a consultant, and how do you go about resolving them?
Mathur: I’m happy to share that through years of experience and overcoming various challenges, we’ve refined our approach significantly. Some challenges, like finding the right location and securing prime real estate for F&B spaces, will always be a constant.
Staffing is another ongoing hurdle, but we’ve built a strong network to source the right talent. The key is understanding the right concept for the right location and leveraging our industry connections to navigate these challenges effectively. With each project, we’ve developed better strategies to ensure smooth execution and long-term success.
Naidu: Some of the biggest challenges we face are real estate and staffing. Finding the right locations and securing top talent can be tough, but we’ve expanded our network by partnering with F&B realtors and recruitment agencies to streamline the process. Another challenge is creating awareness about the role of F&B consultants—many people still don’t realise the impact a consultancy like ours can have.
We actively work on educating the industry through our projects and collaborations. Lastly, aligning client expectations with the actual scope of work is crucial. To address this, we’ve made our documentation more detailed and structured, ensuring clarity from the start and setting realistic, achievable goals.
What are your strategies to ensure customers keep coming back to restaurants?
Mathur: The strategy for customers to come back to a restaurant is very simple. It’s just keeping the basics in line and making sure that your food and service are consistent because these two things are the two biggest pillars. Then comes the look and feel, the interiors, the proximity, approachability, etc. But I think when it comes to the food and services, if you’re able to get these two things right, everything else will fall in place.
Naidu: Our strategy for customer retention revolves around consistency, engagement, and continuous improvement. Having a strong physical presence in the restaurant is crucial—it helps us stay connected to operations and customers. Consistency in food and service is non-negotiable; guests return when they know they can expect the same great experience every time.
Staff training plays a big role in this, ensuring that hospitality standards are always met. We also focus on identifying issues early, finding solutions, and implementing them promptly. Most importantly, we believe in investing more in retaining our existing customers rather than solely chasing new ones—because loyal guests are the backbone of any successful restaurant.
