“Coffee is the elixir of life” – Barn’s CEO, Mohammed Al Zain

Mohammed Al Zain, CEO, Barn’s | Photo credit: Barn’s

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Opening its first store in 1992, Barn’s was breaking ground in Saudi Arabia’s coffee shop market long before the influx of international F&B brands during the early 2000s. Over more than 30 years, Barn’s has built a formidable brand that delivers a contemporary take on Saudi Arabia’s rich coffee traditions. 
 

Today, the coffee chain is led by Mohammed Al Zain, who since 2017 has spearheaded Barn’s rapid expansion as CEO. The drive-thru-focused coffee operator opened its 700th store in April 2024, opened its first international store in Bahrain the following month and recently entered the Egyptian market. With an ambitious target to reach 1,000 outlets globally by 2030, Barn’s continues to ride high on Saudi Arabia’s coffee shop boom and is further broadening its global reach with franchise agreements in place to launch in Oman and Malaysia. 

What role has coffee played in your life, and what attracted you to Barn’s? 

Coffee is the elixir of life for me; it keeps me awake and alert. Growing up in Jeddah, Barn’s was a constant presence, and it has remained the best café choice in Saudi Arabia’s western region. This deep-rooted connection with the brand, along with its strong commitment to high-quality and innovative products, made me passionate about Barn’s. It’s a brand that has grown before my eyes, and I am proud to be part of its journey. 
 

Barn’s was founded in 1992 and played a key role in Saudi Arabia’s coffee shop boom, but what consumer trends are shaping the market today? 

Indeed, many cultural shifts have occurred recently. However, it’s important to note that despite these significant changes, the Kingdom has remained true to its identity, authenticity, and values. Traditional Saudi coffee is still served in dallahs or small cups, symbolising hospitality and honouring guests. 
 

Currently, consumer preferences have shifted towards cold and sweetened beverages and innovative desserts. Barn’s has always committed to keeping up with these trends to satisfy its customers’ tastes and be a constant companion in their life journey. Barn’s strives to maintain its identity and authenticity by appreciating Saudi coffee while offering cold caffeinated drinks for the younger generation and iced chocolate drinks for children. Thus, Barn’s accompanies customers from childhood to old age. 

Barn’s has opened more than 300 new stores over the last 18 months. How was the business able to sustain opening a store every two days, and will this momentum continue? 

This growth reflects Barn’s commitment to supporting and developing its brand and franchise partners. The strength of the brand, its commitment to innovation and providing high-quality products amid growing demand have driven the company and its franchise partners to expand aggressively over the years. The sustainability of this momentum depends on several factors, including economic conditions, market saturation and competition. 
 

“Barn’s is currently planning to establish the largest and most advanced coffee roasting facility in the region” 

  

With the current changes and developments in the Kingdom, I believe we are heading towards an economic boom that will significantly support the continuation of this momentum. However, there will be fluctuations that may slow this momentum during certain periods. In general, I envision that expansion will continue, God willing. 
 

How has Barn’s adapted its store format portfolio, such as drive-thru and flagship outlets, and which products are your best-sellers? 

Leveraging over 30 years of experience serving customers through drive-thru outlets and flagship stores, Barn’s conducted thorough market analysis and a continuous improvement process that closely examined the customer journey and behaviour. 
 

Barn’s best-sellers include premium Turkish coffee, a variety of iced and cold beverages, along with premium pastries such as croissants, muffins, and other delicious items. These offerings resonate well with customers, driving strong sales and enhancing the brand’s appeal. 

In February 2024, Barn’s signed a supply deal with The Saudi Coffee Company. Can you tell us more about the agreement and how much Saudi coffee Barn’s intends to serve in the future? 

Barn’s signed a significant supply agreement with The Saudi Coffee Company in February 2024, marking an exciting step forward for both companies. This partnership delivered an opportunity for another amazing product to be exposed and offered to consumers at its finest, enhancing our menu with locally sourced options. Our commitment is to promote the exceptional qualities of Saudi coffee and support local farmers and the broader coffee industry in the region. This collaboration aligns with our ongoing efforts to elevate Saudi coffee culture while providing customers with distinctive and authentic experiences. 

Barn’s 700th store at Jeddah’s Town Square business park | Photo credit: Barn’s

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Where do you source your coffee currently, and can you tell us more about your roasting process? 

We source our green beans from diverse regions worldwide, particularly Latin America and Africa, exclusively selecting 100% premium arabica beans. Our roasting facilities cover an area of 20,000 square meters with a production capacity of 3,500 tons annually. As part of our strategic plans, Barn’s is currently planning to establish the largest and most advanced coffee roasting facility in the region, spanning 60,000 square meters. The facility will be located in one of the Kingdom’s key regions to meet the increasing demand and support our expansion. 
 

You have previously outlined a goal to reach 800 stores by the end of 2024 and 1,000 by 2030. How much growth potential for branded coffee chains is there in Saudi Arabia? 
 

One of the goals of the government’s Quality of Life Program is to increase the number of cafés per million residents, which aligns with the Saudi Vision 2030 targets. Currently, the Kingdom is one of the most attractive countries in the region for tourists, and the population growth further provides expansion opportunities for us and our competitors alike, as demand is expected to rise. 

  

Moreover, one of the Vision’s objectives is to attract the best companies to the Kingdom, which has significantly helped us in enhancing the efficiency of selecting our suppliers and partners. All these factors open up the market further and provide more opportunities. 
 

Do you see strongest competition from international or domestic coffee chains in Saudi Arabia? 

I see both as equally competitive. International companies bring years of experience, extensive databases, capital strength, and established quality, making them formidable competitors. On the other hand, domestic companies have a deeper understanding of the local market and consumers, paired with quality and expertise. Therefore, both international and domestic brands are strong competitors, each with unique advantages. 
 

Barn’s entered its first two international markets this year: Bahrain and Egypt. What are the next steps in your international strategy? 
 

One of our strategic goals is certainly to expand first into the surrounding regions and then to a larger circle within the Middle East, and finally to other parts of the world. In fact, several memoranda of understanding for expansion outside the Kingdom have already been signed. We are currently investing heavily in building a comprehensive administrative system dedicated to international expansion to meet demand, study applications, and set priorities.  
 

You were recently inducted as a member of the Forbes Business Council. What does this recognition mean to you, and how will you use the platform to advance Barn’s on the global stage? 

I had the honour of joining an elite group, and I will use this platform for two purposes: to learn from others and to share Barn’s experience with the world. This dual approach will help us improve our practices, connect with other business leaders, and showcase Barn’s successes and innovations globally. 
 

This article was first published in Issue 21 of 5THWAVE magazine.

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