The assets involved give DIAFA an immediate foothold in the upper end of the UK and international dining market. They include The Ivy Brasseries, which operate across the UK and Ireland, as well as Caprice venues such as Scott’s, Sexy Fish and Noema. The Birley Clubs portfolio adds Annabel’s, George, Harry’s Bar and Mark’s Club, brands that carry influence well beyond the restaurant trade because of their position in London’s luxury social scene.
Caring, one of the most recognisable figures in global hospitality, will remain involved in shaping strategy even as ownership shifts. That continuity appears designed to reassure staff, customers and landlords that the businesses will retain their identity while gaining access to deeper pools of capital. For DIAFA, the acquisition extends a broader strategy of assembling a luxury food-and-beverage platform with established names rather than building from scratch. The company already holds stakes in Azumi Group, known for Zuma and Roka, and The h. wood Group, which operates venues including Delilah and The Nice Guy.
The management structure also signals that the buyer wants expansion rather than passive ownership. DIAFA has appointed Ravi Thakran as group chief executive of the combined platform. Thakran is a former chairman of LVMH Asia and the founder of L Capital Asia, giving the enlarged group a leader with experience in scaling premium consumer brands across regions. The message from the new owners is clear: these are not being treated as trophy assets alone, but as brands capable of further international rollout.
That expansion agenda is already visible. Annabel’s is planned for New York, while Scott’s, Sexy Fish and Noema are being lined up for continued growth outside their existing bases. The Ivy Brasseries, long one of the more successful upscale-casual chains in Britain, are also being assessed for openings in the United States and other markets. The combination of club culture, premium dining and destination-led branding gives DIAFA a portfolio that can travel, particularly in cities where luxury consumers are spending more on experiences than on goods alone.
The timing is notable. Britain’s hospitality sector is operating under heavy pressure from higher wage bills, business rates and broader operating costs, even for well-known operators. UKHospitality said in its Q1 2026 survey that April cost increases would force two-thirds of hospitality businesses to cut more jobs, underscoring how sharply the economics of the sector have tightened. Against that backdrop, a large Gulf-backed investment into premium venues is both a vote of confidence in enduring luxury demand and a reminder that scale and financing strength matter more than ever.
For Abu Dhabi, the deal fits a wider pattern of sovereign-backed and Gulf-linked investors moving into premium consumer assets, from fashion to hospitality, as they seek diversification beyond traditional sectors. Luxury restaurants and clubs offer more than steady cash generation when executed well; they also provide global brand visibility and access to cities that shape travel, entertainment and high-net-worth spending. By pairing an established London portfolio with assets it already owns in Asia, the US and the Middle East, DIAFA is positioning itself as a cross-border operator rather than a local investor.
For Caring’s empire, the transaction closes a period of prolonged market speculation over ownership after sale discussions stretched on from late 2023. Reports on the deal point to a valuation of more than £1 billion, with some placing it around £1.4 billion, reflecting the scarcity value of brands that combine heritage, strong locations and pricing power at the top end of the market. Those qualities help explain why buyers remain interested even as the broader sector wrestles with thin margins and softer consumer confidence.
