Positive Progress on Auckland Council Licensing Processes
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The Association recently met with Auckland Council’s Manager of Licensing and Environmental Health. The discussion focused on addressing the licensing challenges many hospitality businesses face and have raised with us. This includes alcohol licensing, food safety regulations, and outdoor dining fees.
The good news is that work is underway to streamline licensing processes.
Progress on Auckland Council Processes
Streamlining Alcohol Licensing
Work is underway to improve processes in the alcohol licensing space. Significantly, the Council’s licensing team has agreed to assist with mediation of objections to liquor licence applications and renewals. This initiative aims to resolve frivolous objections before they automatically proceed to a District Licensing Committee hearing. This is a change that could save businesses considerable time and cost.
Improved Licence Management
The Council is exploring the development of a user-friendly online dashboard to help business owners manage their licences more efficiently. This system would assist with tracking expiry dates, renewal timeframes, inspections, and the administration required for businesses holding multiple licences.
Ongoing Collaboration
We’ve established regular meetings with the licensing team to ensure we can raise frontline issues directly and work toward practical solutions.
We Need Your Input
If you’re experiencing challenges with Auckland Council licensing processes, please get in touch. We’re particularly interested in hearing about recent experiences—both positive and negative—that could help identify where improvements can be made.
Looking ahead, we’ve invited the Council team to attend future Restaurant Association Auckland branch meetings, providing an opportunity for direct dialogue between Council staff and hospitality operators.
As we head into the busy summer period, we’re optimistic that these collaborative efforts will lead to meaningful improvements in how licensing processes work for our industry.
Part 1: Your Christmas rush survival guide: 6 week countdown
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There are six weeks across November and December that can make or break your year. For most many hospitality operators, a strong Christmas trading period, and a strong Summer) is what helps you through the quieter months.
The window to maximise this opportunity is now. From securing those last-minute work function bookings, to ensuring your team can deliver under pressure, every action you take this week will compound through December.
This isn’t just about surviving the rush—it’s about banking revenue that carries you into 2026. Finishing January in a strong position will mean executing on three things: filling every available seat possible, running tight operations, and keeping your team intact through the busyness pressure.
There are still work functions and group bookings up for grabs. This week is about focusing on filling your remaining availability.
Marketing & Sales push
Have you contacted those that have made group bookings before, particularly those corporate clients who have held their staff do’s with you in the past? Don’t wait for them to come to you
Push function packages hard on social media with “limited availability” messaging
Email your database promoting private dining/function spaces for November/December
Update your Google Business Profile with Christmas trading hours and special menus
Create urgency: “Book by [date] to secure your preferred date”
Promote gift vouchers as early Christmas gifts (pure cash flow, no immediate cost). Contact everyone that has purchased one before
Ensure your phone and email responses are fast—every hour of delay costs bookings
Staffing foundation
If you still need to build your Summer team, advertise for seasonal staff immediately (students are finishing exams now). The Association’s Facebook job boards are a great connection point for employers and employees
Contact your casuals/fixed term employees from previous years to secure their availability – seek advice from the RA Helpline to to make sure you are managing these employment relationships correctly
Calculate your staffing needs for peak weeks (don’t underestimate)
Send out an annual leave request deadline to permanent staff
Get employment agreements sorted for new seasonal hires – the Association has fixed term agreement templates you can access here
Quick Wins
If you haven’t already, communicate to your customers your Christmas/New Year trading hours
Set deposit policies for your group bookings (to protect yourself from no-shows)
Review your cancellation terms—peak period requires stricter policies
WEEK 2: OPERATIONS READY (mid-end November)
Functions and busy service will usually be ramping up this week.
Equipment & capacity check
Re-test all refrigeration under load—it’s only getting hotter
Do your coffee machines need attention? (breakdowns during peak = disaster)
Audit glassware and crockery—order replacements asap
Test POS system under stress; know your backup plan and who to contact if anything goes wrong
Ensure air conditioning has been serviced (for staff and customers)
Stock planning
Identify your high-volume items and ensure suppliers can meet demand
Place orders for long-lead specialty items (particular wines, premium ingredients)
Confirm supplier delivery schedules through Christmas/New Year closedown period if you’ll be open
Have backup supplier contacts for critical items
Negotiate payment terms if cash flow will be tight
Staffing progress
Finalize and communicate leave approvals to permanent team
Start building detailed rosters through to early January
Restaurant Association vouchers
Contact RA on 09 638 8403 asap if you’re having any problems with redeeming vouchers / gift cards
Brief your team on the redemption processes—to avoid confusion during busy service. All you need to know is here.
Note: the Restaurant Association will be taking an annual closedown from 20 Dec – 5 Jan, so sort any questions asap
WEEK 3: TRAIN HARD, EXECUTE (end November – early December)
Functions are in full swing. Your team needs to be sharp, and your systems need to be tight.
Team training & onboarding (Priority each week)
Run induction for all new seasonal staff early in the week
Menu training for FOH—they must know dishes, ingredients, dietary options
Service standards refresh for all staff (including casuals)
Cross-train where possible—flexibility is everything when you are busy
Kitchen staff: ensure prep systems and workflows are clear
Run a mock service or function if you can fit it in
Function execution
Confirm function details 7 days out (numbers, dietary requirements, timing)
Create run sheets for each event with clear responsibilities
Assign experienced staff to lead functions
Communicate clearly with clients about final number deadlines
Have contingency plans for common issues (equipment failure, staff sickness)
Menu optimisation
Simplify your à la carte menu if it’s too complex for peak volume
Ensure set menus are streamlined and profitable
Prep lists should be clear for batch cooking efficiency
Highlight high-margin items for FOH to push
Drinks menu: summer cocktails, champagne/prosecco front and centre
The money you make in the next six weeks isn’t just December’s profit—as you know, it’s your buffer for the quieter months. Every extra cover, every upsell, every function you secure now is money in the bank when you need it most. But don’t sacrifice your team or your standards chasing revenue. Find the balance between pushing hard and protecting what matters.
Six weeks. It’s what stands between you and a strong start to 2026…
Questions? Need support? Contact the Restaurant Association Helpline team (0800 737 827) – we’re here to help.
Submission on the Local Government (Auckland Council) (Transport Governance) Amendment Bill
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November 2025
Tēnā koe,
Restaurant Association of New Zealand submission on the Local Government (Auckland Council) (Transport Governance) Amendment Bill
The Restaurant Association of New Zealand (the Restaurant Association) welcomes the opportunity to provide feedback on the Local Government (Auckland Council) (Transport Governance) Amendment Bill.
Since 1972, the Restaurant Association has worked to offer advice, help and assistance in every facet of the vibrant and diverse hospitality industry, covering the length and breadth of the country. We’re passionate about our vibrant industry, which is full of interesting, talented and entrepreneurial people.
The Restaurant Association supports the intent of the Local Government (Auckland Council) (Transport Governance) Amendment Bill. We are supportive of increasing democratic accountability for transport decision making in Auckland and ensuring a long-term cohesive view shared between central government, Auckland Council, and agencies delivering transport services.
Increasing democratic accountability
The Restaurant Association submits that Aucklanders need to have a stronger voice on transport decisions. The current system, which has many of the transport functions ordinarily performed by local authorities controlled by Auckland Transport (AT)—a council-controlled organisation, governed by an unelected board—leaves key stakeholders with no voice in decision-making processes.
Previous experiences
The Restaurant Association previously voiced our disappointment with the failure of AT to adequately consult and communicate with key stakeholders. One occasion was when making changes to parking fees in the Central City Parking Zone (CCPZ). Another occasion was closing the Wynyard Quarter pedestrian bridge.
In May 2024, AT decided to implement immediate 24/7 parking fees and increase the existing fees in the CCPZ. This decision was made without consultation with key stakeholders and was communicated to them through media announcements of the changes. The Restaurant Association was extremely dissatisfied with this outcome. It advocated that AT reconsider the decision and the negative impact on key stakeholders, such as our members.
Following this, AT delayed the changes to city centre overnight parking to 1 October 2024 and expressed that they would consult stakeholders and consider mitigation for those impacted. We found it concerning that they had already set a new date for the parking fee changes to be implemented before following the appropriate consultation process. This also did not excuse the fact that the correct consultation process wasn’t followed in the first place.
During a similar timeframe, we also experienced AT being a law unto themselves when the Wynyard Quarter pedestrian bridge was stuck in the up position. This cut off many hospitality businesses from CBD patrons, with no clarity on when it would reopen. AT did exempt Wynyard Quarter from the parking fee changes. However, this did not compensate for the losses our hospitality businesses were experiencing.
Impact on hospitality businesses
These two decisions had far-reaching consequences for the hospitality industry. The increased parking fees increased costs for diners who choose to drive into the city. This could lead to a decline in overall patronage to restaurants and cafés. To top this, the added financial burden fell on employees. Many rely on their vehicles and work late hours when public transport options are limited. This exacerbated existing challenges faced by the industry.
Many businesses and employees within the affected areas were blindsided by these changes, which is simply unacceptable. The hospitality industry, in particular, felt the brunt of these changes. This raises questions about the fairness and equity of AT’s policies. Common sense would suggest that best practice engagement by organisations that are meaningfully committed to the community they seek to serve includes direct communication with those impacted by the proposed changes, however this is not our experience.
These examples are a clear example of the lack of democratic accountability and long-term cohesive view shared between central government, Auckland Council, and agencies delivering transport services. Even the Mayor, Wayne Brown, claimed he was not aware of the changes.
In summary
We submit that these examples point to a wider systemic problem of accountability within AT. The failure to adequately involve stakeholders in decision-making processes points to a disconnect between the organisation and the community it serves. It raises fundamental questions about whose interests AT is truly prioritising in its decision-making.
AT has a duty to the community it serves. We believe this Bill will work towards providing assurances that the voices of the community are being heard and considered in decision-making processes. Central government, Auckland Council, and agencies delivering transport services must work together to ensure the vitality and prosperity of our city while holding our transport authorities accountable.
Thank you for the opportunity to provide feedback on the Local Government (Auckland Council) (Transport Governance) Amendment Bill.
We are celebrating the news that the world-renowned MICHELIN Guide is coming to Aotearoa. This is a milestone moment that we believe will benefit the entire hospitality sector – an opportunity to attract culinary-focused travellers, celebrate our industry’s people and places, and continue to grow our reputation globally.
Minister Upston and Tourism New Zealand have announced that the inaugural MICHELIN Guide for New Zealand will be unveiled in mid-2026, covering Auckland, Wellington, Christchurch, and Queenstown. It has been 125 years since the first MICHELIN Guide was published in 1900, and we’re now part of that global story.
The announcement recognises what we’ve always known – that our culinary scene stands proudly alongside the best in the world. Our chefs, producers, and hospitality teams have been delivering excellence for years, and this is a global platform to showcase that.
The Association has been advocating for this for many years – through policy work, discussions with government and tourism leaders, and at last year’s Hospitality Summit where we identified it as a priority initiative. We’ve always believed in the value MICHELIN could bring to our industry, and following this announcement we’re committed to helping our members make the most of it.
MICHELIN guide: The opportunity for New Zealand hospitality
This is about more than just the potential to earn MICHELIN stars. While recognition will undoubtedly shine a spotlight on our most exceptional dining experiences, the greater opportunity is the halo effect it creates for our entire industry.
Global evidence consistently shows that MICHELIN recognition delivers strong value to destinations – attracting high-value culinary tourism, increasing international visibility, and supporting wider economic activity.
Food is already a major draw for New Zealand – 40 per cent of potential visitors say it’s a key driver for choosing us as their destination, and 85 per cent want to experience our local cuisine. The MICHELIN Guide gives us a powerful new tool to turn that appetite into actual bookings.
What MICHELIN in New Zealand means
Whether you’re running a neighbourhood café, a regional restaurant, a casual eatery, or a fine dining establishment, this announcement is important.
The modern MICHELIN Guide celebrates diverse dining experiences – not just white tablecloths and tasting menus. Recent editions around the world have recognised street food vendors, sustainable dining concepts, and local gems that deliver exceptional quality and hospitality.
MICHELIN’s presence can also help us to attract and retain world-class talent. When ambitious young chefs and hospitality professionals see New Zealand as a destination with global recognition, it strengthens our workforce and creates more robust career pathways across the industry.
What’s next?
We expect that many of our members will be excited with this news and the Restaurant Association also has a key role to play in supporting those aspiring for Michelin recognition. Over the coming weeks and months, we plan to roll out more information, including educational resources and workshops and practical support for venues that aspire to global recognition.
We encourage you to sign up for updates. Whether you’re aiming for stars, or simply looking to level up your operation to maximise this opportunity, we want every member to feel equipped, supported, and excited about what’s ahead.
When do MICHELIN guide announce their stars?
MICHELIN will reveal their selections in mid-2026. In our view though, our hospitality scene is already world-class. When those culinary travellers come, they’ll discover that exceptional hospitality experiences exist right across our industry, in every region, at every level. Our ingredients are exceptional. Our cultural influences – Māori, Pacific, Asian, European, and contemporary cosmopolitan – create something unique. And our approach to manaakitanga sets us apart.
This is an opportunity to celebrate our people, showcase our creativity, and invite the world to taste our story. It’s about inspiration, aspiration, and recognition for an industry that has shown incredible resilience, innovation, and professionalism.
Restaurant Association welcomes arrival of MICHELIN Guide to New Zealand
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The Restaurant Association has welcomed today’s announcement that the world-renowned MICHELIN Guide will launch in New Zealand, calling it a landmark moment for the hospitality industry and a recognition of the world-class dining experiences New Zealand restaurants create every day.
“This is an incredible moment for our sector, and one that will inspire many operators to continue lifting the bar for hospitality in New Zealand,” says Marisa Bidois, CEO of the Restaurant Association.
“For years, we’ve known that our food, talent, and hospitality culture can stand proudly on the world stage. The MICHELIN Guide’s arrival confirms what locals and international visitors already tell us. New Zealand is home to some of the most exciting, innovative and high-quality dining experiences in the world.”
The Association has been a long-time advocate for bringing the MICHELIN Guide to New Zealand.
“Over the past several years, we have engaged with government agencies, tourism leaders and industry stakeholders to highlight the value a MICHELIN Guide could bring to our hospitality sector and our food story internationally,” continues Bidois.
“We have consistently championed this opportunity through our policy work, industry forums and strategic discussions, and are thrilled to see this vision realised for our culinary community.”
Global showcase for New Zealand
The Association says the Guide will be a powerful global showcase for New Zealand’s dining culture and culinary destinations.
“Our cities are already thriving food destinations, and our regional dining scene is incredibly strong. The Guide will not only shine a light on our most talented chefs and operators. It will put our country on the radar of destination diners from around the world.”
The Restaurant Association also has a key role to play in supporting those aspiring for Michelin recognition.
“We know many venues will be excited about how they can prepare for Michelin inspectors,” says Bidois. “We will develop resources, tools, and educational opportunities to support member restaurants that aspire to global recognition.”
This will include industry workshops, expert guidance, international benchmarking insights and dedicated resources for hospitality business owners and teams.
“Michelin’s arrival is not only about stars. It’s a signal of confidence in the skill and creativity that define our hospitality community,” says Bidois. “This is an opportunity to celebrate our people, attract culinary-focused travellers, and continue to grow our reputation globally.”
“We look forward to working collaboratively with Tourism New Zealand to showcase Aotearoa’s unique hospitality story to the world.”
Have Your Say Today: Hospitality Regulations Review & Commercial Credit Card Surveys
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The Government is currently actively seeking input from our sector on two key issues affecting our industry: Hospitality Compliance and Commercial Credit Card usage.
1) Hospitality Compliance Review
As we have already shared, a major review of hospitality compliance regulations is underway. The Hospitality Review will identify pain points for our sector and look at removing barriers where they are no longer justifiable and constraining growth or threatening our sustainability.
The Government are keen to hear about regulatory pain points and problems affecting hospitality businesses. The Association raised these issues as part of our Hospitality Summit, held in 2024. This means there is already some context for the review for Government.
The consultation for the review is open until 12 November. We encourage members and the wider industry to take part. The more feedback the Government receives, the more chance we have to influence our industry’s regulatory future.
Following our engagement around card usage, interchange caps and the proposed surcharge ban, we’ve been asked for feedback on commercial credit card use within our sector.
This short survey looks to understand the benefits and impacts for businesses that use, and/or accept commercial cards.
A small but perfectly formed group of hospitality legends have once again rallied to support those experiencing food insecurity, with 61 restaurants across Aotearoa signing on to participate in the 2025 annual DineAid Christmas campaign which raises money for the City Missions in the lead-up to Christmas.
Now in its 13th year, starting on 1 November, and running through to 31 December, DineAid works to connect those who can enjoy a meal out, with those experiencing food insecurity and seeking help at food banks and community kitchens.
Participating restaurants give diners the option to donate by either adding $3 to their bill or by adding $1-3 to a popular dish or cocktail, with all funds raised going to the City Mission closest to their city or region.
100% of funds donated goes to City Mission
Thanks to sponsorship from Precinct Properties, one hundred percent of the funds donated by diners goes via DineAid to City Mission food banks in Auckland, Wellington and Christchurch who in turn distribute food to more than 135 locations throughout Aotearoa.
Last year’s 2024 Christmas campaign raised $73,667.27, more than $13,000 up from 2023, with the top 10 fundraisers based in Auckland and Wellington as follows and in order of amount raised. Hello Beasty (Auckland) $5551.13; Queen’s Rooftop & Wineshop (Auckland) $4620.52; Beau Ponsonby (Auckland) $3574.80; Gemmayze Street (Auckland) $3137.00; Ombra (Wellington) $3108.00; kingi (Auckland) $2670.00; Pici (Auckland) $2646.00; Odettes (Auckland) $2336.00; Kisa (Wellington) $2302.00 and Ooh-fa (Auckland) $2237.00.
Since its inception in 2012, the DineAid New Zealand Charitable Trust has raised $1,232,787.73 and hopes to be able to raise another $80,000 by the end of December.
DineAid supporter Precinct Properties
DineAid founder Mark Gregory says he and the team are enormously grateful to those who continue to support DineAid.
“We are heartened by the continued support of restaurants across the country, both long-time supporters and new participants, getting involved and helping with such grace and compassion.
“A special thank you also to Precinct Properties for their generous donation covering administration and printing costs.
“Each year, with the help of these restaurants, through the Mission, we’re able to reach local communities in need. This year is no different. With the ongoing cost of living crisis, demand on food banks is higher than ever with food hubs reporting around 25% of the population facing food insecurity.
“Every single dollar donated during the annual DineAid appeal will help struggling individuals and families across Aotearoa.”
Participating restaurants going the extra mile to support
Helen Robinson, Auckland City Missioner – Manutaki is grateful to have the ongoing support of DineAid and the restaurants who go the extra mile for those in need.
“Each year, DineAid connects the generosity of diners and restaurants with the people and families who are struggling most in our community. At a time when the Mission is continuing to see high demand for food support, this campaign truly makes a difference.
“My heartfelt thanks go to the DineAid team, each diner who chooses to give, and the participating restaurants. Your kindness directly helps those experiencing hardship and reminds us all of the strength of compassion and community.”
The DineAid annual Christmas Campaign runs from November 1 to December 31, 2025. For a full list of this year’s participating venues, visit dineaid.org.nz.
If you’re interested in having your venue take part, email: [email protected].
Restaurant Association launches ‘The Chevrons’, awards to celebrate national hospitality excellence
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The Restaurant Association of New Zealand is proud to introduce The Chevrons, a new national awards programme that celebrates excellence in hospitality by recognising the best places to eat and drink across Aotearoa as chosen by members of the industry.
From standout newcomers to neighbourhood gems and longstanding icons, The Chevrons are designed to help diners discover exceptional hospitality businesses. They also give the industry a platform to recognise its top performers.
In its inaugural year, the Chevrons will feature six categories: Best Restaurant, Best Café, Best Bar, Best Newcomer, Hidden Gem, and Service Excellence.
Voting opens on 30th October 2025 and runs through to 19th November 2025. All hospitality businesses are eligible to vote. Each business is able to cast two votes per category, one for a business in their own region, and one for their national pick.
The Restaurant Association will announce regional and national winners online on 26th November 2025 via their digital platforms.
Winners will be awarded The Chevron, a respected symbol of peer-recognised excellence in New Zealand hospitality. Alongside a certificate, recipients will gain valuable visibility through media coverage. They’ll also receive a dedicated spotlight on Dinefind — showcasing them as one of the country’s top places to dine.
Marisa Bidois, CEO of the Restaurant Association, says the new awards come at a crucial time for the industry.
“The Chevrons are about championing the spirit of hospitality and shining a light on those who are doing exceptional things,” says Bidois. “We want to give our industry something to rally around and feel proud of. These awards are about uplifting each other and acknowledging the incredible people who make hospitality in Aotearoa what it is. And who better to select the best establishments than the industry professionals themselves? Awards like this don’t just celebrate success, they also help guide the public to the best places to dine. They encourage people to get out and experience everything our amazing hospo sector has to offer.”
Nominations for The Chevrons open on 29th October, with winners announced on 26th November.
The Restaurant Association is proud to introduce The Chevrons – Hospitality Awards – a new national awards programme celebrating excellence in hospitality across Aotearoa.
This is recognition by the industry, for the industry.
Awards chosen by those who know best
What makes The Chevrons different? No panels, no judges – just hospitality professionals recognising the best of the best. From standout newcomers, to neighbourhood gems, and longstanding icons, these awards shine a light on exceptional businesses while helping diners discover where to find outstanding hospitality experiences.
Six categories, one goal: Celebrating excellence
Who will earn their stripes for:
Best Restaurant
Best Café
Best Bar
Best Newcomer
Hidden Gem
Service Excellence
All hospitality businesses can vote, with two votes per category: one for a business in your region, and one for your national choice. Regional and national winners will be announced online, with recipients earning the coveted Chevron – a respected symbol of peer-recognised excellence.
Celebrating our industry
The Chevrons are about championing the spirit of hospitality and shining a light on those who are doing exceptional things. We want to give our industry something to rally around and feel proud of. These awards are about uplifting each other and acknowledging the incredible people who make hospitality in New Zealand what it is.
Winners will receive valuable visibility through media coverage and a dedicated spotlight on the Restaurant Association’s Dinefind platform – showcasing them as one of the country’s top places to dine.
Who will earn their stripes this year? It’s up to you. Voting is open until 19 November.
For more information about the Restaurant Association The Chevrons Hospitality Awards click here.
Restaurant Association welcomes red tape reduction for hospitality businesses
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The Restaurant Association has welcomed the Government’s ongoing work to reduce red tape and simplify food regulations, saying it reflects the concerns and priorities raised directly by hospitality operators.
CEO Marisa Bidois said it was encouraging to see the Government responding to the issues identified through recent consultation with the sector.
“Hospitality business owners are deeply committed to food safety, but the current system can be overly complex, inconsistent, and costly to navigate,” says Bidois.
“We’re pleased to see the Government taking steps to create a more balanced and supportive framework that enables innovation and removes unnecessary
barriers to operating a food business in New Zealand.”
Earlier this year, the Restaurant Association organised a series of discussions across the country between local operators and the Minister for Food Safety, Hon Andrew Hoggard, to help inform what changes they need to be make to the Food Act.
Bidois says the proposed reforms signal a shift towards a more practical and enabling system, one that recognises the realities of running a modern food business while maintaining the highest food safety standards.
“Simplifying compliance, improving consistency across local authorities, and ensuring fair application of rules will make a tangible difference for hospitality operators,” she says.
“Reducing compliance costs and red tape not only frees up time and resources for businesses but also encourages innovation and job creation across the sector.”
The Association says it will continue to work closely with Ministers to ensure the next phase of reform delivers real benefits to hospitality businesses and creates a level playing field across the food sector.
ENDS
Issued by the Restaurant Association of New Zealand:
Beyond Competition: How Cazador and San Ray are building community through hospitality
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Rebecca and Dariush, owners of Cazador and San Ray
For Rebecca and Dariush, owners of Cazador and San Ray, hospitality has always been about more than food. It is about connection: to people, to place and to purpose.
Their story begins more than three decades ago when Dariush’s parents opened Cazador, a small family-run restaurant with a focus on premium sustainable meat. When the couple took over in 2012, they carried forward the same principles that defined the business from the start – generosity, quality and integrity.
In 2024, they opened San Ray, a bright and modern bistro in Ponsonby serving breakfast, lunch and bistro classics cooked over coals and woodfire and inspired by the vibrant flavours of Southern California and Mexico. While the two venues have distinct personalities, their foundation is shared.
“Both are built on respect for ingredients, for people and for place,” says Rebecca. “We buy locally, cook simply and let the ingredients speak. We respect our guests and prioritise their experience above all else.”
That approach has seen Cazador recognised as one of the country’s top dining destinations, recently taking out Metro Restaurant of the Year Supreme Winner, along with Best Service, Best Dish, and Best Ode to the City. San Ray, meanwhile, was awarded Best Non-Alcoholic Selection, cementing its place among Auckland’s most thoughtful new eateries.
Award-winning Cazador has been operating for more than three decades.
But for Rebecca, these accolades are not the goal, they are a reflection of something deeper. “We don’t do what we do for awards,” she says. “Seeing our team’s hard work recognised feels amazing, but it’s really about the people. It’s a celebration of their skill, dedication and hard graft.”
And people are at the centre of everything they do. Cazador has become a cornerstone of its neighbourhood, a place where staff greet regulars by name and make first-time diners feel at home.
“Cazador has been part of the community for decades,” Rebecca says. “There’s a strong sense of connection, from our regulars to neighbouring businesses. While we’re still new to Ponsonby, we love being part of the mix and getting to know the different personalities that make the area what it is.”
That focus on genuine hospitality, the sense of being “seen, not just served,” is what keeps people coming back.
In an industry often characterised by competition and pressure, Rebecca takes a different view. “I don’t see other restaurants as competitors. There’s no point being the last restaurant standing. We’re all part of something bigger, a community that thrives when we support one another.”
Metro named Cazador its 2025 Restaurant of the Year Supreme Winner
That belief in collaboration extends beyond the kitchen. As a family-owned business, Rebecca and Dariush know the importance of small operators supporting one another, from local growers to independent artisans. It is why they are enthusiastic about campaigns like American Express’ Shop Small, which encourages New Zealanders to spend with small, independent businesses.
“Shopping small keeps communities thriving,” Rebecca says. “Independent businesses bring character and connection to a city. Initiatives like Shop Small remind people that spending locally sustains creativity, craftsmanship and livelihoods – it really makes a difference.”
Operating two busy venues has also given them a close-up view of how dining habits are shifting. “People are dining out less often but choosing more carefully,” she notes. “They’re seeking real experiences, quality food, thoughtful service and genuine value. Authenticity and integrity matter more than ever.”
And that authenticity is something Cazador and San Ray have in abundance. Whether it’s the slow-cured charcuterie and wild game of Cazador or the bright, smoky energy of San Ray’s woodfired kitchen, both restaurants express a love for honest cooking and heartfelt hospitality.
The couple’s forward focus remains clear: refinement, not reinvention. “At Cazador, we’re always refining what we do,” says Rebecca. “At San Ray, there’s room for experimentation. Both venues are growing in their own way while staying true to who we are.”
For those dreaming of following a similar path, Rebecca’s advice is practical but encouraging. “Timing is key. Wait for the market to be ready before you make your move, then build something authentic. Be prepared to wait and work hard before you’re rewarded. It’s a long but very satisfying journey.”
Rebecca and Dariush opened San Ray in 2024
That steady, community-minded philosophy is what continues to set them apart. In an industry built on connection, Cazador and San Ray remind us that success is not about being the last restaurant standing, it’s about standing together.
Cazador and San Ray are proud to be part of the American Express Shop Small campaign – a national movement founded by American Express to ignite passion for small businesses, call attention to the valuable contributions they make to their communities and the economy and encourage shoppers to support them. American Express has generated over $49 million in spend to local businesses through Shop Small in New Zealand from 2020-2024.
Shop Small runs from 1 October through 9 November. Learn more at the Shop Small website.
The $100,000+ question: Why are venue fitout costs out of control?
The Restaurant Design Academy helps operators move on from the two bad options often presented to them…
When opening or renovating a venue, operators face an impossible choice.
Option one: Hire a designer. Budget $15,000 to $50,000 for fees alone. Then discover the real cost – designers who specify $800 custom furniture when $200 commercial-grade works better. $4,000 European lighting that looks stunning but customers would’ve been happy with a $200 local light. Imported tiles that photograph beautifully but can’t survive a Saturday night rush.
The design fees are just the beginning. The specifications are where budgets truly explode. Not to mention the layout means you need an extra person working every shift.
Option two: DIY it yourself. Save the fees, risk everything else. No experience with spatial planning? Hope you get the flow right. Never created construction drawings? Pray contractors understand your sketches. Don’t know compliance requirements? Discover them when the council rejects your plans – or worse, after you’ve built.
Many operators who try DIY end up hiring a designer anyway, now with less time and more desperation. Premium rates, rushed decisions, compromised results.
The hidden costs of design awards
Here’s what operators discover too late: designers don’t run venues. They’ve never built a roster, paid wages and desperately tried to get labour down from 46%. They don’t stand at the pass watching tickets pile up because the kitchen layout creates bottlenecks.
They don’t know that poor street presence can cost you 30% of potential walk-in revenue. That the wrong entry flow makes customers hesitate, turn around, keep walking. That table placement affects labour costs – inefficient layouts require extra staff just to cover the same number of covers.
Designers optimise for awards, aesthetics and portfolio shots. Operators need venues that make money. I’ve seen it repeatedly: the stunning open kitchen that looks incredible but requires two extra staff during service. The “feature” bar that reduces seating capacity by four tables – $80,000+ in annual revenue sacrificed for aesthetics. The impressive entrance that’s beautiful but doesn’t pull people in from the street.
When specifications blow budgets
The $40,000 design fee seemed manageable. Then the quotes arrived.
Custom timber tables: $45,000. The designer insisted they were “essential to the concept.” Commercial-grade alternatives that last longer and look just as good? $12,000.
Equipment with custom panels: $38,000. A professional machine that actually works better? $18,000.
Imported Italian tiles throughout: $65,000. Local alternatives with the same aesthetic? $12,000.
Statement pendant lights at $3,000 each.
Designer chairs at $1,200 per seat.
Designer-specified materials throughout: $200,000 over original budget. Every finish, every fixture, every piece of equipment chosen for visual impact, not operational reality or budget constraints.
Here’s what they don’t tell you: customers don’t love your venue because of $800 chairs or imported tiles. They love it because it feels right. Because the flow works. Because the atmosphere makes them want to stay. You can create a venue customers love without the designer price tag.
By the time operators realise what’s happening, they’re locked in. Contractors hired, materials ordered, opening date announced. The only option is to somehow find the money or compromise on elements that actually matter.
The compliance disasters
Then there’s what gets missed entirely when you DIY.
I’ve watched operators discover $100,000 in compliance costs after leases were signed and construction started. Ventilation requirements miscalculated. Accessibility standards overlooked. Fire egress poorly planned. Grease trap specifications wrong.
They didn’t think about what happens when an inspector walks through. When council audits your kitchen. When you need council sign-off and everything’s already built.
What’s actually needed
The problem isn’t that designers exist or that DIY is impossible. The problem is the missing middle ground. Operators need the skills to translate their operational knowledge into professional documentation. Not 4 year design degrees – just quick to learn technical skills. How to develop a concept that creates the atmosphere customers love. How to play around in 3D using simple software. How to model layouts that optimise flow and reduce labour. How to create drawings contractors take seriously. How to choose materials that look great but don’t explode budgets. How to change the design on the fly to make sure you stay on budget.
Skills that bridge the gap between expensive dependency and risky DIY.
Operators like Sean from Parade Burgers, Bodega Deli and Rosalia’s Pizza, Betty from Saigon 60’s, Jay from Lowbrow, Josh and Brody from Jo Bros and Loco Bros have proven this works. They design their own venues, and projects, save $20,000 to $100,000+ per project, and create spaces customers genuinely love – because they understand what actually matters during service.
A different approach
After designing 500+ venues through Millé Hospitality Design Studio, and owning four venues myself, I built the Restaurant Design Academy to teach this system. The same approach behind those projects, now accessible to operators who want control without the risk and budget blow outs.
