An Edmonton-based hospitality group operating more than 20 restaurants across multiple franchise brands is preparing its next phase of expansion, including plans to enter international markets, as it approaches its 10th year in business.
Ravi Prakash, chairman of O & O Group of Companies, said the company is in discussions with several brands and expects to announce plans to expand beyond Canada, targeting markets in the Middle East and the United States. The move would mark a significant step for a business that has grown steadily through franchising in Alberta’s highly competitive quick-service restaurant sector.
“We are in talks with multiple brands right now, and very soon we are going to announce that we are going global,” Prakash said in an interview. “Once everything is concrete, we are going to disclose that.”
Founded nearly a decade ago and based in Edmonton, O & O Group operates primarily in hospitality, with additional interests in real estate. His wife Khushbu Singh is company President. The company, named after Prakash’s daughters, currently runs approximately 23 restaurants under several well-known franchise banners, including Second Cup, Pita Pit, Marble Slab and Jimmy John’s.
The company is in the midst of expanding its Jimmy John’s footprint, with its first location in Sherwood Park expected to open in mid-January. Prakash said O & O Group plans to open between 12 and 14 additional Jimmy John’s restaurants in the Edmonton area over the next two years as an area developer.
Hospitality central to Prakash’s career
Hospitality has been central to Prakash’s career for nearly two decades. He trained at the Institute of Hotel Management in Bangalore, India, and worked in hotels before moving to Canada. The group’s first restaurant, a Pita Pit on Whyte Avenue in Edmonton, remains in operation.
“When I came to Canada, my wife had just come out of maternity leave, and we wanted to buy kind of a job for her,” Prakash said. “From there, we opened the second, third, and we never stopped afterwards.”
Today, O & O Group’s business model is firmly rooted in franchising, a strategy Prakash says allows the company to focus on execution and operational discipline rather than brand creation. He and his wife divide responsibilities within the company, with Prakash overseeing development and new openings, while his wife manages operations and human resources across the portfolio.
“That division allows us to focus and scale without interfering in each other’s work,” he said.
Prakash described hospitality as both a personal passion and a resilient business sector, particularly in the quick-service restaurant segment. He said time constraints and convenience continue to drive consumer demand, even amid broader economic pressures.
“Quick service, like the name itself—you get in, get out,” he said. “Everyone is running out of time nowadays. Everyone is so busy, so quick service is the way to go, especially in the corporate world and in a downturn market.”
Affordability a key factor in restaurant industry
He added that affordability plays a role, noting that quick-service meals remain comparatively economical. “Even if you stretch yourself, you are still between the $12 to $15 range,” he said, arguing that eating out can be competitive with cooking at home when time and effort are factored in.
Despite the sector’s scale, Prakash said hospitality does not always receive the recognition it deserves. “No matter how big you become, you have to depend on hospitality people,” he said. “But it didn’t get the respect what it deserves.”
Operating restaurants, however, comes with persistent challenges. Prakash said labour demands, thin margins and shifting financial conditions have made the business more difficult in recent years, particularly following the COVID-19 pandemic.
“Post-COVID, the nature of work has changed,” he said. “Bankers trust the restaurant industry less now.”
He said financing decisions often fail to distinguish between experienced operators and newcomers, creating knock-on effects when poorly run restaurants close. “They see the overall picture, and people like us suffer,” he said.
Prakash also pointed to rising costs and trade-related pressures as growing concerns for food-service operators. He said tariffs and global uncertainty have added strain to an industry already operating on tight margins.
“Your margin was already thin, and now it is even getting thinner,” he said.
Despite those headwinds, Prakash remains focused on disciplined growth and long-term planning. He said success in hospitality requires persistence, self-motivation and a clear understanding of one’s strengths.
“Do whatever you know you can do,” he said. “Not because someone else is successful in a field, you jump into it.”
That philosophy extends to his advice for aspiring entrepreneurs, whom he urges to commit to a single path rather than constantly shifting focus. “If I am the restaurant guy, I should stick to it and believe in it,” he said.
Hospitality a key driver of economic growth
Hospitality is far more than service—it is a key driver of economic growth, job creation, tourism, and cultural exchange, contributing significantly to communities across the globe.
“I also believe it is important for Government of Canada, Government of Alberta to recognize and appreciate the hospitality sector’s substantial contribution to economic growth and to continue supporting its development,” he said.
As the company grows, Prakash said maintaining balance remains important. He and his family travel regularly to recharge, taking shorter trips every couple of months and two longer vacations each year when possible.
Looking ahead, Prakash said O & O Group’s next chapter will depend on executing its expansion carefully while staying grounded in operational fundamentals. “If you keep doing the right things and repeat yourself every morning with the same energy, you can achieve success,” he said.
For now, the company is preparing to mark its 10-year milestone in March 2026, while laying the groundwork for what Prakash describes as its most ambitious phase yet.
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