Hotel and Catering Review - Issue 10 2025

ISSUE 10 2025

Luxury

ELEVATED KASIA RIEBANDT at Ballyfin Demesne on maintaining a legacy

The

GRAND Life SYED RIZVI is breathing new life into Grand Hotel Malahide

Taking STOCK

KAREN BOHÓRQUEZ LOPEZ is taking chocolate making to the next level

Industry leaders share their expectations for the year ahead

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Go to hotelandcatering review.ie for the online edition

Contents ISSUE 10 2025

IN THIS ISSUE

19

“Producing a full Irish to a decent standard using Irish ingredients, cooked by a trained chef, brought to a table by a staff member that’s trained in manual handling, in a room that doesn’t cost a bomb to heat, on a plate cleaned by a staff member who’s paid fairly, compensated for sick and has a pension – the cost of that breakfast has to cover a lot!”

Gill Carroll, Owner of 56 Central, on the challenges of running a hospitality business

11 12 14 16 19 26 28

DRINKS

Earlier this year, Pig’s Lane unveiled its new cocktail menu

TALKING TO…

The MD of Independent Insights on why he’s optimistic about the future of the Irish pub

INTERVIEW

The General Manager at the Grand Hotel Malahide is breathing new life into the historic property

HOTELS

Ballyfin Demesne’s new GM on maintaining a legacy

OVER TO YOU

The industry gives their take on 2025 and what they’re expecting next year

TAKING STOCK

With Bohó Nibz, Karen Bohórquez Lopez is taking artisan chocolate making to the next level

MEMORABLE MEAL

Stéphane Moreau on a meal to remember in the Loire Valley

REGULARS

04

NEWS

10

INGREDIENTS

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Editor: Denise Maguire Creative Director: Jane Matthews Art Director: Lenny Rooney

Editor’s View Welcome to issue 10 of Hotel & Catering Review 2025

Stock Photography: iStock Infographics: www.flaticon.com Production: Claire Kiernan Sales Director: Trish Murphy Managing Director: Gerry Tynan Chairman: Diarmaid Lennon

Published by: Ashville Media, Unit 55 Park West Road, Park West Industrial Estate, Dublin 12, D12 X9F9.

Tel: (01) 432 2200 ISSN: 0332-4400 All rights reserved. Every care has been taken to ensure that the information contained in this magazine is accurate.

The publishers cannot, however, accept responsibility for errors or omissions.

Reproduction by any means in whole or in part without the permission of the publisher is prohibited. © Ashville Media Group 2025. All discounts, promotions and competitions contained in this magazine are run independently of Hotel & Catering Review. The promoter/ advertiser is responsible for honouring the prize.

Editor: Denise Maguire Email: denise.maguire@ashvillemediagroup.com

In the last issue of Hotel & Catering Review for 2025, we chat to Ballyfin Demesne GM Kasia Riebandt about maintaining a legacy and her ambitions to introduce the historic property to new, younger markets. We also profile Syed Rizvi, GM at the newly reopened Grand Hotel Malahide, who chats about the refurbishment at the property and his plans to grow the weddings side of the business. Also in this issue, Independent Insights MD Barry Cassidy talks about the future of the Irish pub.

Although change is hard business is all about evolution and that, he says, is how Irish pubs and indeed all hospitality businesses will succeed. In our cover story for this issue, hospitality leaders give their take on business in 2025 and set their expectations for the year ahead.

Although VAT9 is broadly welcomed, the increased VAT rate in room hire somewhat negates the much lobbied for reduction in food VAT. Several leaders also call for grants or financial supports to encourage young people into the industry, while others call for a realistic Visa pathway to allow committed staff remain in the industry.

Our leaders also make the case for improved transport links, particularly in rural areas. It’s a barrier to business – if people can’t get home, they’re not likely to venture out in the evening. For more on the industry’s opinion on the year that (almost) was and the year to come, turn to page 19.

From all of us here at Hotel & Catering Review, we’d like to wish our readers a Happy Christmas and a peaceful New Year. See you in 2026!

As always, there’s plenty to enjoy in this issue. If you have any thoughts or opinions on this month’s content, please do drop us a line.

Denise Maguire

www.hotelandcateringreview.ie | info@hotelandcateringreview.ie @HC_Review | facebook.com/hotelandcateringreview

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Upskill and Futureproof for Success

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News

Your monthly round-up...

20 YEARS AT CLAYTON HOTEL LIFFEY VALLEY Marking 20 years in Dublin West, Clayton Hotel Liffey Valley recently unveiled its new design for Globe Restaurant and Bar. Eight members of the team were also celebrated for their longstanding service including Sharon Loughran, Zhang Hau, Li Li, Ina Borisova, Derek Fitzgerald, U Kan Maung, Gloria Senior and Bernadette Hope – many of whom recall visiting the site in hard hats before the first guests ever checked in. “Their loyalty, passion and commitment over two decades have shaped not just the hotel, but the culture and warmth we’re known for.

They are the foundation of our success and a true reflection of what it means to be at the heart of hospitality and for us, that’s where it’s personal,” said Colm Dever, HR Manager.

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EDWARD KAVANAGH WINS TOP IHI AWARD Edward Kavanagh, Chief Engineer at Conrad Dublin, took home the award for Environmental & Facilities Manager of the Year at the Irish Hospitality Institute 2025/2026 Hospitality Management Awards (HMAs). The award recognises his capability, technical skills, innovation and ability to demonstrate continuous professional development. Ed joined the team at Conrad Dublin nearly six years ago and was nominated by Conrad Dublin’s General Manager, Lynn McLaughlin. “Under Ed’s leadership, our engineering team has reached major milestones, including a 5% reduction in energy use, diverting over 60% of waste from landfill and earning multiple environmental certifications – all while keeping guest comfort and experience at the heart of everything we do.”

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TRIGON RECOGNISED FOR MENOPAUSE POLICIES Pictured (l to r): Denis Williams, William Burke and Matthew O’Callaghan

O’CALLAGHAN FAMILY ACQUIRES HOTEL KILMORE Hotel Kilmore in Cavan has been acquired by the O’Callaghan Family. The hotel’s reputation for elevated hospitality, weddings, events and guest experiences will be maintained, said the O’Callaghan Family. Speaking on behalf of the new owners, Matthew O’Callaghan said: “Hotel Kilmore has been part of the social and business fabric of Cavan for decades. We’re honoured to take on this responsibility from the Mealiff family and we are fully committed to supporting the staff, guests and local community. It is those people that makes the Kilmore so memorable. It’s very much business as usual – every booking, wedding and event remains fully confirmed and our wonderful team will continue to deliver the warm Irish hospitality that the hotel is known for.”

CHARLIE BEAR RETURNS TO THE EUROPE This Christmas, The Europe Hotel & Resort in Killarney is welcoming back a beloved guest, Charlie Bear, who returns for another festive season with his cousin, Bertie Bear. The pair are supporting BUMBLEance, Ireland’s only dedicated Children’s Ambulance Service that provides nationwide journeys for families who cannot access their child’s healthcare – completely free of charge. This year’s campaign, inspired

by Charlie and the Chocolate Factory, includes a limited-edition chocolate bar. One lucky winner will receive an overnight stay in the newly renovated Hans Liebherr Suite, the hotel’s most luxurious suite valued at €3,000 per night.

Trigon Hotels has been awarded the Gold Standard by the Menopause Hub in the latest Menopause Workplace Excellence Accreditation. The group introduced a menopause strategy in 2023 to help female team members going through the menopause feel supported in the workplace. Team members are encouraged to speak to either their line manager or HR in confidence. They will discuss whatever adjustments are necessary to ensure they have a comfortable and safe working environment including measures such as adequate ventilation and air quality, rest areas and flexible working arrangements. Kathleen Linehan, Strategic Director of HR at Trigon Hotels, said: “Supporting colleagues through menopause is not just about wellbeing, it is about ensuring talented women can continue to thrive, contribute and progress in their careers without having to step back because of unmanaged symptoms. By embedding menopause considerations into our policies, risk assessments and culture, we remove barriers that might otherwise limit women’s participation and advancement.”

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SPOTLIGHT ON...

National Tourism Policy The government has

Paul Gallagher, announced plans to Chief Executive, IHF increase the number

of tourists visiting Ireland by one million per year for the next five years. A balanced regional spread of tourism throughout the country will be developed, with the priority on investment in less mature tourism destinations. The plan focuses on improving the digitisation of tourism businesses, as well as extending the tourist season from St Brigid's weekend to Halloween. Food is also the star of the show, with plans to turn Ireland into a "foodie" holiday destination. Food trails and week-long food-centred holidays will be developed across the island of Ireland as part of the strategy.

Chief Executive at The Irish Hotels Federation, Paul Gallagher, welcomed the plan, saying: “As Ireland’s most regionally dispersed indigenous employer, tourism is a key cornerstone of our nation’s economic prosperity. This is clearly recognised throughout the government’s new tourism strategy with a very welcome commitment to supporting businesses, increasing employment and delivering sustainable long-term growth.

“The announcement builds on the decision earlier this year to move the tourism portfolio to within a reconfigured Department of Enterprise, Tourism and Employment led by Minister Peter Burke, thereby bringing greater economic focus and a more coherent and coordinated approach to policy planning for our sector. It also follows the welcome decision in Budget 2026 to reduce the rate of VAT on food services for struggling hospitality businesses that are facing enormous cost pressures.

“By placing tourism at the heart of government policy, this new plan will help ensure the right conditions are created to support the long-term development of our industry. As we look to strengthen competitiveness and sustainability, our hotels sector stands ready to play its role in helping to ensure Irish tourism lives up to its potential as a major engine of economic prosperity.”

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MIDLANDS PARK CELEBRATES LONG SERVICE AWARDS Midlands Park Hotel celebrated the dedication of its team as 56 employees were honoured at the hotel’s annual Long Service Awards in November. The ceremony paid tribute to staff marking service milestones ranging from three to 20 years. Among this year’s honourees were Sandra Brennan, Conference & Events Manager and Joanna Kuras, Accommodation Team Lead, who both celebrated 20 years at the hotel. Also recognised were Denis Vaivars, Manager of Kelly’s Steakhouse and Stacey Corbally, Senior Meetings & Events Executive, each marking a decade of service. A further 52 team members celebrated over three years with the hotel, including Marketing Manager Vanessa Langford, who reached her five-year milestone.

Pictured (l to r): Colm Neville, George Leahy, Joanna Kuras, Sandra Brennan, Dara Cruise

BEST IN CLASS Irish bartender Darren Geraghty has placed in the global top 15 at the World Cocktail Competition, held in Cartagena in Colombia.

Darren was also awarded a gold medal for Cocktail of the Year in the ‘Classic Cocktail: After Dinner’ category. Earlier this year, he was named Best Cocktail Experience Winner 2025 at the Irish Restaurant Awards.

Speaking after the results were announced, he said: “Not only was I honoured to win the Irish cocktail competition at the Irish Restaurant Awards, I am truly honoured to represent Ireland on the world stage. To come in the top 15 in the world overall and win a gold medal for Cocktail of the Year in the Classic Cocktail: After Dinner category is amazing and I am incredibly grateful for the support I have received.”

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THE HAWTHORN BY GALWAY BAY TO OPEN IN 2026 Connacht Hospitality Group has announced the opening of The Hawthorn by Galway Bay, a five-star hotel set to open its doors in early 2026, marking Galway’s first new five-star property in over two decades. Representing an investment of €60 million, The Hawthorn by Galway Bay will combine a hotel, golf course and experiential wellness spa on the edge of Galway Bay. It will include 114 guestrooms, including 47 junior suites and 17 penthouse suites, a live-fire restaurant called The Skylark, The Oyster Catcher Bar and a spa. General Manager at the new hotel is John Keating, while Dean Montgomery will hold the role of Director of Golf. The Group says the new hotel is the realisation of a long-held vision by Christy O’Connor Jnr, who designed the original Galway Bay golf course in 1993. Thirty years later and 10 years after Christy’s passing, that vision is finally being brought to life.

Photo by Don MacMonagle

TRIBUTES PAID TO LEGENDARY KILLARNEY HOTELIER Taoiseach Micheál Martin marked the 60th anniversary of the Dromhall Hotel in Killarney by unveiling a framed portrait of the late Kay Randles who, with her late husband Neil, founded the business on Muckross Road in 1965. The hotel is now run by the second generation of the Randles family and proprietor, Bernadette Randles. “This is a very special day for us – a day to celebrate 60 years in business, a milestone that began as nothing more than a dream in the mind and heart of our mother, Kay Randles, back in 1965,” Bernadette said.

“Today is about that dream – her dream – and about the remarkable woman who turned it into a legacy. For 60 years she poured her life, her energy and her love into building these hotels and businesses, all while raising six children. She and my father, Neil, were married just 26 years when he passed away, suddenly, at the age of 50.

And yet, for the next 38 years, without her best friend by her side, she led, she built, she worked, she raised us – and she never stopped,” she said.

NEW ERA OF WELLNESS AT BELLINTER HOUSE Bellinter House Hotel & Spa in Co Meath has unveiled its new outdoor Thermal Suite and Private Pod Experience. The new outdoor thermal suite features a 10m heated infinity pool along with three Harvia saunas suitable for up to 10 people. It also features a plunge pool, three jacuzzis and a series of relaxation spaces. The two private pods feature state-of-the-art massage chairs with floor-to-ceiling glass doors, offering uninterrupted views of the Boyne Valley. Guests can soak in a seaweed bath on the pod’s secluded deck and can also choose from a private sauna or jacuzzi.

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Partner Profile

BOOKINGS made BETTER

As Bookassist rolls out the new AI Booking Platform featuring the industry-first AI Rate Recommender, Bookassist Marketing Executive Fabien Clary chats with Bookassist Founder and Chairman Dr Des O’Mahony about what the future holds for the platform’s development Fabien: You’ve been talking about how the new AI Booking Platform is bringing serious improvement to hotels throughout 2025. Can you give us specific results that show its impact?

Des: We are still in transition with the AI Booking Platform, but the whole point of the change and the investment that we’ve made was, firstly, to reduce booker friction and make booking easier and more likely and, secondly, to improve the number and value of bookings that our client hotels get.

It’s important to describe what we measure and how we do it. We looked at how our hotels were performing year on year (YoY) before we switched them to the new AI

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Booking Platform. We then measured their YoY performance after the switch for a continuous period, two months minimum.

So we didn’t just pick that one good statistic!

Looking at this change in YoY performance over a few months eliminates lots of issues like seasonality, moveable holidays, availability issues etc. So the results are pretty clean and unambiguous.

Looking right across the 400 or so hotels that we have migrated so far, we see an 8% increase in bookings on average, a winning result for all hotels

What we found for the top 100 hotels was on average a clear 12% increase in the number of bookings achieved in terms of YoY change. There’s no ambiguity in counting the number of bookings, you either get them or you don’t, so it’s a much better and simpler yardstick

than

something

completely

nebulous like conversion (which was also similarly up, but that’s another story). If we zone in on the top 25 Bookassist clients, those that work at a very high level with us on direct booking strategy, that improvement

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Partner Profile

With AI Booking Platform we make your bookings more likely, as well as making your bookings more profitable

Below the Fold (BTF). From a booking flow perspective, we see 16% more add-to-cart action. This shows a lot more user intent and engagement. And overall it takes 20% less clicks to complete a booking now, again keeping it simple and reducing friction.

Fabien: Is every hotel guaranteed this kind of improvement?

Des: The figures are averages for the top rises to 22% increase in their bookings on average, so the AI Booking Platform can be used as a real strategic tool. Some hotels are performing up to 40% better, particularly where they had quite complex setups that could lead to the kind of “choice paralysis” that customers sometimes face, and which AI Rate Recommender is dramatically simplifying.

Looking right across the 400 or so hotels that we have migrated so far, we see an 8% increase in bookings on average, a winning result for all hotels. And that’s bookings, not something notional, so this corresponds to very real money, in the hundreds of thousands of Euro for some hotels in additional revenue.

Fabien: Impressive, but what are the main reasons for the bookings improvements? Are hotels also changing what they are selling?

Des: The hotels on the whole are not changing their setups, that’s not the main reason for the improvements. Some in the top 25, top 50 are making changes to what they offer because the feedback we give them from Bookassist Intelligence is allowing them to make smarter decisions about how to use the AI Booking Platform.

But the majority of improvement is down to the AI Booking Platform design.

Because of really intelligent user interface design, AI Booking Platform delivers a stunning 78% reduction in rejections, in other words it removes barriers to people finding what they want quickly. The strategic presentation of AI curated rates in our AI Rate Recommender strip, right at the top of room listings, is now accounting for 42% of all bookings – people find what they want right there and don’t have to scroll or waste time looking around. If you add in the intelligent filtering that lists the most likely suitable rates below Rate Recommender, a further 54% of bookers find what they need there. That’s 96% of all bookers finding what they want above the fold on AI Booking Platform – no scrolling, no searching around. Just perfectly curated solutions every time.

This is an incredible success when you think about it and when you consider the complexity of rates and offers that many hotels have available these days.

AI Booking Platform user interface performance results in 96% of users selecting their rooms from Above the Fold (ATF) without ever having to scroll or search

100, so some hotels are doing a lot better than this and a small number less so. But what is clear is that those hotels who are more strategically minded are doing far better with AI Booking Platform, so the platform absolutely works – the capability of the platform as a strategic tool is clear.

Hotels who are achieving less growth can assess their strategy with our Customer Success Team and learn from our statistics so that they can strive to reach even higher in terms of what the platform is capable of delivering for them.

The bottom line is that this is a pretty spectacular success no matter how you measure it. With AI Booking Platform we make your bookings more likely, as well as making your bookings more profitable.

And we are just at the start of the journey with this technology. There’s so many other new features here under the hood that are improving booker flow and ending frustrations, the funnel conversion already bests anything that’s in the marketplace today and will continue to push ahead.

Watch this space.

Contact Bookassist Sandra Russell - Senior Sales Executive sandra.russell@bookassist.com 086 3318184

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INGREDIENTS At this time of year, BERNARD ROCHFORD is giving his braised feather blade steak a festive twist I love working with feather blade steak. The first time I came across it was while I was working in Lough Rynn Castle and I was instantly taken by how such a humble cut could deliver so much depth. Slow-cooked, it becomes incredibly tender, with a rich, almost silky texture that holds flavour beautifully. At this time of year, I like to pair it with a mash of fresh Brussels sprouts and a touch of dried cranberries – their freshness and sweetness perfectly lifts and complements the richness of the feather blade.

Braised feather blade steak Ingredients For the steak • 180-220g feather blade steak • 1 tbsp vegetable oil • ½ small onion, sliced • 1 small carrot, diced • 1 small celery stick, diced • 1 garlic clove, crushed • 150ml beef stock • 75ml red wine • 1 tsp tomato purée • 1 sprig thyme • 1 small bay leaf • Salt & black pepper

Method For the nutmeg & horseradish cream quenelle • 40ml double cream • ½ tsp freshly grated horseradish • Pinch nutmeg • Pinch salt For the ciabatta croute & bacon • 1 thin slice of ciabatta • 1 tsp olive oil • 1 slice streaky bacon

For the sprout & cranberry mash • 2 medium potatoes, peeled and diced • 60g Brussels sprouts, thinly sliced • 10g dried cranberries, chopped • 20g butter • 20ml double cream • Salt & pepper • For the baby carrots • 4–5 baby carrots, peeled • 1 tsp butter • 1 tsp honey • Pinch salt For the red wine jus • Reserved braising liquid • 25ml extra red wine • 1 tsp butter to finish

• Preheat the oven to 150°C. Sear the seasoned feather blade in a little oil in an ovenproof pan, then set aside. Soften the onion, carrot and celery, add the garlic and tomato purée, add in the red wine and reduce by half. Add the stock, thyme and bay leaf, return the steak to the pot.

Cover and braise in the oven for 2-2½ hours until tender.

• Boil the potatoes and mash with butter and cream. Sauté the sprouts in a little butter and fold in the sprouts and chopped cranberries. Season well.

• Simmer the baby carrots until nearly tender, then drain and add butter and honey to the pan and glaze until shiny.

• For the red wine jus, strain the braising liquid into a small pan, add a splash more red wine, reduce and whisk in a knob of butter for shine.

• Lightly whip the double cream and fold in horseradish, nutmeg and a pinch of salt, keeping it refrigerated until serving. Toast the ciabatta with a little olive oil and crisp the bacon.

• To plate, spoon mash onto the plate, add the glazed carrots, arrange the whole or sliced steak alongside and spoon the jus generously over the steak. Shape the nutmeg-horseradish cream into a quenelle on top of the croute and top with crispy bacon. Finish with a touch of jus around the plate.

Bernard Rochford is Executive Head Chef at Midlands Park Hotel

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Drinks

THE ENCHANTED STAG Ingredients • 15ml Nua Irish Vodka • 40ml Jack Daniels Honey • 15ml Jasmine Bee Pollen infused with Lillet Blanc Aperitif Wine • 20ml Verjus • 20ml Rue Berry Cordial • 100ml Attyflin Estate Apple Juice Method • Combine all ingredients in a cocktail shaker with ice.

A new cocktail menu at PIG’S LANE pays homage to local folklore

• Shake vigorously for 15 seconds.

LEGENDS & Libations We've put tremendous thought into the finer details, creating a deep synergy between the flavours and the stories

E

arlier this year, Pig’s Lane in Killarney launched its most ambitious cocktail menu yet – a collection of 15 signature cocktails, each inspired by the legends, landscapes and lore of Killarney. Drinks include the likes of Legend of Muckross Abbey, The Black Shtuff, The Enchanted Stag, Brother Cudda and O’Donoghue’s Departure, drinks that pay homage to local folklore. Owner Gemma Ring said: "Our new menu has been a real labour of love. As a team, we’ve put tremendous thought into the finer details, creating a deep synergy between the flavours, the stories and the design of each cocktail. Seeing it all come to life has filled us with immense pride, and we can’t wait for our customers to experience it."

Sustainability and local sourcing remain a key focus at Pig’s Lane. Honey is collected from beehives on the building’s rooftop and ingredients are sourced from local producers such as Wayward Spirits, Attyflin Estate and Killarney Urban Farm.

Staff training is also a priority at the bar – cutting-edge techniques are employed such as precise carbonation and vacuum redistillation.

• Double strain into a chilled cocktail glass, e.g. a tea strainer can be used for this.

THE BLACK SHTUFF Ingredients • 50ml Roe & Co Whiskey • 20ml Black Twist Liqueur • 120ml Cold Brew Coffee • 10ml Hazelnut Syrup • 5 drops of black cardamom essence • 10ml tonka beans • 5ml Five Farms Irish Cream Liqueur • 50ml fresh cream • Optional: Grated nutmeg for garnish Method • In a glass chilled with ice, combine the cold brew coffee, whiskey, liqueur and syrup.

• Stir well with a bar spoon to combine.

• Gently float the fresh cream on top by pouring over the back of a spoon.

• Finish with a light dusting of grated nutmeg.

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Interview

The Managing Director at Independent Insights on why he’s optimistic about the future of the Irish pub

Talking to...

Barry Cassidy WHEN DID YOU SET UP INDEPENDENT INSIGHTS? I set up the company 15 years ago during the recession. We provide management services to hospitality businesses and help them evolve, restructure and ensure they have the necessary efficiencies in place to sustain the business long term.

YOU’VE WORKED WITH PUBS FOR OVER 25 YEARS. WHAT’S THE SENTIMENT LIKE IN THE INDUSTRY CURRENTLY? I think as an industry, we’re sometimes treated like the golden goose. We get hit with increases around labour costs, minimum wage, insurance and energy. On the consultancy side, I’m getting a lot of calls from publicans around restructuring. Those calls are focused on prevention rather than cure.

Our role is to figure out if there’s a way of turning these businesses around and to do that, we would carry out an independent business review and advise on the next steps the business should take.

Often, if the prospects are good, a business will be able to sustain a period of hardship.

ARE PUBS MORE OPEN TO THE IDEA OF ADAPTING THE BUSINESS? If you look back at when food was seen as the saving grace of the industry, businesses adapted to that quite well. Once publicans got familiar with regulations, HACCP and with maintaining a high

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level of standards, they accepted it. It mightn’t have been an easy start for many, but they did it.

Food seemed like a natural fit, but I don’t think the next phase is as obvious. A lot of people are leaning towards accommodation as an alternative revenue stream. Some are looking at the experiential piece – that can be with games like darts or golf simulators. That’s not as easily done in rural areas, but I think the premise of it, of getting people to come for an occasion and do more than eat and drink, is achievable.

DO YOU THINK THE LIKES OF CHANGING TIMES BREWERY WILL POSITIVELY IMPACT THE INDUSTRY? Changing Times is excellent. We got very dependent on a couple of the big breweries but I think that has passed. It’s so difficult to make money in this business so to have a bit of control and have a sustainable business is great. I think we’ll see more innovation within the industry like Changing Times.

ARE YOU OPTIMISTIC ABOUT THE FUTURE OF THE PUB? I am. The pub has always had that social wellness piece. It’s always been a place for people to engage, connect and converse. It’s exciting and nobody has their ear pods in – everybody’s available if they want to be and I think that’s what people are seeking out. When I see how social

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Interview

media and the metaverse want to take people’s time and analyse people’s spending habits and data – when that gets too much for people, there’ll be a shift back towards more organic, more traditional wellness, ie the pub.

THERE’S A LOT OF COMMENTARY ABOUT YOUNGER PEOPLE NOT BEING INTERESTED IN GOING TO THE PUB There is. But you hear murmurings in the sector around that younger crowd coming back. This idea of social media detoxes seems to be taking root.

I think young people see the attraction in going to the pub for a pint and a chat. I also think it’s a loneliness piece. Social media is very insular and there’s more of a recognition of that now. Alcoholfree drinks really appeal to younger people too and that’s only going to grow. There’s a company in the UK that’s creating a synthetic alcohol; the industry is adapting to people’s changing needs all the time.

WHAT GOVERNMENT SUPPORT WOULD HAVE THE MOST IMPACT? I think excise is really high. It’s the second highest

When you look at a business that’s successful, it’s not that they’re doing one or two things right. It’s hundreds of little things done very well

in Europe. There were concerns in the early 2000’s around alcohol consumption when it hit its peak, but a lot has changed since then. The way people eat, drink and socialise is different.

We’re beyond that now so excise is something that should really be looked at. I also think we should be more mature with how we price alcohol. If the government supported prices coming down for the supplier and that was passed onto the pub and in turn, the customer, more people would go to pubs.

WHAT ADVICE WOULD YOU GIVE A PUB THAT’S STRUGGLING? Change can be hard but business is about evolution. This sector peaked in 2001 and has been on the decline ever since. We must accept that things have changed and look for solutions.

Speak to somebody, get some professional advice to identify what the issues actually are in your business. Understand what’s truly wrong so you can start to focus on getting it right. When you look at a business that’s successful, it’s not that they’re doing one or two things right. It’s hundreds of little things done very well, things that turn a pub into an institution.

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Interview

Syed Rizvi The General Manager at Grand Hotel Malahide on breathing new life into the historic property 14

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Interview

I

F THE WALLS of Grand Hotel Malahide could talk, they’d spin quite the tale. Built in 1835, the historic property has had several owners, including physician and pioneering motorist Dr John Fallon Sidney Colohan who bought the property in 1910 and decided to paint it the colour of Pink Champagne – his favourite drink. Improvements taking place across the country at the time also made their mark on the hotel. The arrival of the railway in Malahide in 1844 helped boost profits – tourism got a shot in the arm and the hotel took full advantage by offering combined railway and hotel tickets for sixty-three shillings. That covered travel between Malahide and Dublin and accommodation at the Grand for a week. World events impacted the property; during the First World War, it was chosen as the Irish HQ for the British Army in the event of a German invasion. Earlier this year, FBD Hotels & Resorts purchased the property from long-term owners the Ryan family, marking another milestone in the hotel’s storied history.

Since the acquisition in March, FBD Hotels & Resorts has invested €2 million in a refurbishment of the ground floor area. The main lobby has been refurbished, along with The Marksman Bar, dining space South Bank, the Bianconi room where afternoon tea is served and Coast restaurant.

Meeting and event spaces have also been renovated.

Up next is an extensive upgrade to bedrooms in the original house and to Tara Suite, due for completion by the start of February, just in time to capture the wedding market. A refurbishment of the hotel’s 21m swimming pool, jacuzzi, steam room, sauna and gymnasium is also nearly complete. “Grand Hotel Malahide is an old building, so we’re finding a few issues in the bedrooms as we refurbish them.

Our new bar is proving popular with the locals – previously, it was only open once a week but now, it’s open seven days. We’ve a new coffee dock in the lobby and we’ve turned what was an empty room into the Bianconi Suite, which serves afternoon tea and hosts private dinners. The additional F&B space is helping to increase revenue. A huge amount of work has gone into the hotel so far and we’re not finished yet,” said General Manager Syed Rizvi.

Business is strong – compared to last year, room sales were up in November and December. F&B is also strong. “Locals have been very good for us. They’re coming in for meals in the restaurant. Coast used to only open for breakfast and maybe on a Saturday evening. Now, it’s open seven nights a week. Some nights we might only have 20 or 15 people but we still open because we want to keep the locals coming back and obviously, it’s a great option for residents.”

A change in management style has put the onus back on staff to take the initiative. “Our style here isn’t about micromanaging. If you’re responsible for an aspect of the hotel, then it’s up to you to do the best you can. We have excellent staff here and I’ve no doubt they’ll do a fantastic job. With all of us working together, I think we’ll hit our targets and be ready to take advantage of the 2026 summer market.”

A huge amount of work has gone into the hotel so far and we’re not finished yet

Syed is originally from Pakistan. His father worked as a banker and had hopes that his son might follow him into the industry. “It wasn’t for me. I used to love helping my mother organise events at home, whether it was family weddings or get-togethers. One day we saw an ad for Shannon College. I applied and was accepted. That’s where it all started.” Syed has lived in Ireland with his wife and children for many years, but goes back home to visit his father every year. “It’s nice to get away from the Irish weather for a little while!”

Staff numbers have gone from 160 to 250 and with extra staff comes higher labour costs. “We’re doing more F&B than before and we’re also going after the wedding market; that’s helping to offset higher wage costs. We want to do 20 weddings in 2026 and we already have 13 on the books. I think we’ll probably do 24 and the year after, 40. Before coming to Grand Hotel Malahide, I held the role of GM at Castleknock Hotel. That’s not traditionally known as a wedding hotel and yet, we were doing about 70 weddings a year. So there’s huge scope here. We’re focused on building up that side of the business slowly and sustainably.”

It’s all about the service, says Syed. “Our people is a huge focus for us. Training is very important, as is making sure our staff are happy. We’re currently organising our staff Christmas party, we’ve had summer parties and family events and we’ll be doing more things like that going forward.”

In an industry that’s changed so much in the past five years, staff satisfaction is top of the priority list. “People were used to working 15 or 16 hours a day. That’s not going to happen here. Since Covid, so many people have left the industry, especially chefs. We have taken on extra chefs so they’re not overworked. Hospitality is a tough industry to be in, but if you enjoy it, it’s so rewarding. When I was in college, there were 55 in our class. Only 15 are still working in the industry. But I think there are big improvements happening and people are slowly coming back into it.”

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Interview

Kasia Riebandt I My ambition has always been to work in hotels that aren’t just hotels – properties that have something special about them. That’s definitely Ballyfin

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Ballyfin Demesne’s new GM on maintaining a legacy

N THE PAST few years, Ireland’s repositioning as a luxury travel destination kicked up a gear. Not just the land of a thousand welcomes anymore, high-end travellers are coming to Ireland for authentic, immersive experiences. That drive to attract more affluent tourists was boosted this year when Tourism Ireland and two 5-star hotels travelled to Marrakesh for PURE Life Experiences, an event attended by international luxury travel buyers. Their message was simple – if it’s experiential travel you’re after, Ireland is the place to be.

Ballyfin Demesne was one of the properties that made the trip to Morocco.

The Laois hotel offers its guests an abundance of experiences, everything from history tours of the estate, clay pigeon shooting and archery to wine tasting, wellness and dining in its Michelin star restaurant. Set on 614 acres, with just 21 rooms, Ballyfin reopened in 2011 after an extensive eight-year restoration and since then, has cemented its reputation as one of the top luxury hotels in the country.

In September this year, Kasia Riebandt was appointed General Manager, bringing 5-star experience from a host of properties including Park Hotel Kenmare, Sheen Falls Lodge and Trump International Golf Links & Hotel.

Kasia’s long-term goal was always to work at Ballyfin Demesne. “It was the hotel’s reputation that attracted me. I’ve worked in some of the best hotels in Ireland but it’s the uniqueness and the style of Ballyfin that I love. My ambition has always been to work in hotels that aren’t just hotels – properties that have something special about them.

That’s definitely Ballyfin.”

Repeat business is a mainstay of the hotel, says Kasia. “We often have return guests that will stay with us for a week and won’t leave the estate. That’s the uniqueness of Ballyfin – we have everything that a guest could want. They’ll often ask me, are we the only ones here? We have so many reception rooms and only 21 bedrooms, that very often our guests feel

like they have the place to themselves. It’s only during the champagne reception before dinner that they realise, oh there are other guests here.”

Bookings are strong – Christmas and New Year are fully booked and sales for 2026 are healthy. “Even though we have a relatively low number of bedrooms, it’s extremely busy every single day. Our US business is strong and it looks like that market will remain healthy throughout summer 2026.” Kasia’s top priority as GM is to ensure service levels remain high. “We have an amazing team here that work so hard to deliver an elevated service offering.

It’s my job to make sure they stay motivated and provide even better service than the day before. I’m conscious of the fact that the GM role at Ballyfin comes with great responsibility to ensure the legacy of this great place carries on.” Seamus Crotty was appointed Managing Director late 2024, while Sheila King took on the role of Sales & Marketing Director this summer. “It’s a new team, but we share the same core values that the hotel has always carried. The attention to detail is the same and the focus is still very much on making sure the guest comes first.”

Originally from Poland, Kasia grew up in the hospitality industry. Her parents ran a small, casual bistro where she would help out in summer holidays. At the dinner table, conversation always turned to the business.

“Throughout those years, I learned that it doesn’t matter whether you’re in a five-star hotel or a small bistro. It’s always about the connection you make and I think nowadays, it’s also about the guest experience and what you can do to make it extra special.” In college, she studied hospitality management and in her third year, she came to Ireland for an internship. “I worked at the Dunraven Arms Hotel in Adare and have been in Ireland ever since! The experience that the Murphy brothers gave me and the lessons I learned still resonate today. I’ve had the honour of working with other great hoteliers too, including the Brennan brothers. No college could have taught me what I learned in those roles.”

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Interview

Attracting and retaining staff is a challenge. “It’s not just about finding staff, it’s about finding people that share the same core values that we have. They must have the right attitude and that’s actually something that John Brennan taught me – hire for the personality, for the attention to detail, the friendliness and the big smile. We can teach you all about wines and service, but we’ll never be able to teach you the right attitude.”

Opening Ballyfin’s doors to a younger generation is one of Kasia’s aims as GM. “Along with Seamus and Sheila, I would like to introduce Ballyfin to different markets and keep the legacy going. I never got the chance to meet Ballyfin’s owner Fred Krehbiel who unfortunately passed away in 2021, but we’re all committed to carrying on the vision he had for the property, which was to restore and create a high end country house hotel that would achieve global recognition. That’s what we constantly strive to uphold.”

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Partner Profile

Invest in your

FUTURE

W

ith ongoing global and national economic developments, Irish hospitality businesses must remain agile and responsive.

Skills to Advance is a national upskilling initiative, created and funded by SOLAS, designed to help employers build new capabilities within their teams. By offering highly subsidised training, Skills to Advance empowers hospitality enterprises to enhance their competitiveness and adapt more effectively to changing market demands.

Delivered flexibly by the 16 Education and Training Boards (ETBs) around Ireland, Skills to Advance programmes are accredited and available to companies of all sizes. Employers and employees can choose from in-person, online or blended learning formats, with tutor support and online resources to enhance the learning experience.

One such business benefitting from Skills to Advance upskilling is the Cusack Hotel Group, a family-owned collection of hotels whose portfolio includes the Newgrange Hotel and Ardboyne Hotel in Navan and the Castle Arch Hotel in Trim, Meath. While speaking to Danny Connell, Hotel Manager at Castle Arch Hotel and Group Training & Development Manager at Cusack Hotel Group, about how they have maintained such high standards of service, he notes: “Continuous investment in training and personal development ensures our staff are confident, skilled and committed to delivering exceptional service.”

Cusack Hotel Group employees completed several programmes locally with Louth and Meath ETB. Speaking of the benefits of the Managing People course completed by the team, Connolly details: “The benefits have extended across the whole group. We’ve seen team members grow in confidence and take on new responsibilities, with some progressing from ground staff to supervisors and assistant managers, and positioning themselves as future leaders of our hotels. That kind of progress doesn’t just happen by chance, it’s the direct result of investing in people and it’s something we are deeply proud of.”

Orlagh O’Curry, Receptionist at the

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Skills to Advance helps hospitality businesses to adapt and grow

Castle Arch Hotel, participated in the Personal Effectiveness programme as she wanted to upskill in areas like time management, interpersonal relations and task prioritisation. Speaking of her experience on the course, O’Curry notes: “I learnt a lot about my colleagues and because we were all so involved as a group, I think it created stronger bonds with each other as well as shining some insights onto each other’s fears, strengths and goals.”

Connolly’s parting message to any business owner or employee considering a Skills to Advance course is this: “Our advice is simple – don’t underestimate it.

The Skills to Advance courses are delivered by exceptional trainers with real industry experience and the support throughout the journey is outstanding. The training

I learnt a lot about my colleagues and because we were all so involved as a group, I think it created stronger bonds with each other as well as shining some insights onto each other’s fears, strengths and goals

provides practical tools to lead teams more effectively, manage workloads and achieve a better work-life balance, while also showing staff that you are investing in them and truly value their growth and contribution. We highly recommend Skills to Advance – it’s an investment in your people, your business and your future, and the impact is genuinely transformative.”

Contact your local ETB about the Skills to Advance courses on offer in your area today, or find out more at www.skillstoadvance.ie

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Opinion

The industry gives their take on 2025 and what they’re expecting in the year ahead

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Opinion

We're grateful for the reduction but it feels like we got it in one hand and it was taken from the other due to the increased VAT rate in room hire

DEE NIX, CEO, LAWLORS OF NAAS Impact of VAT9

A

We’re grateful for the reduction but it feels like we got it in one hand and it was taken from the other due to the increased VAT rate in room hire and another wage increase. Food prices aren't falling either so again, it will be a challenging year.

Business in 2025

Sales are very good but it's a balancing act trying to make it drop down to the bottom line with the pressures of rising costs in F&B and the higher wage costs.

Room to improve

We’re striving to be more environmentally friendly by introducing water stations on the bedroom corridors, getting rid of single use toiletries and packaging in the restaurants.

If the government made one change

Start the reduced VAT rate in January as the first quarter will be very tough. Look at making hospitality more of a profession rather than a means to earn money to get through college.

Lessons learned

Look after your customers and your customers will look after you. Appreciate your team and constantly strive to be a great place to work.

Turkey or goose?

Turkey all day long and even for breakfast on Stephen's Day!

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Opinion

DONAL COX, GENERAL MANAGER, LOUGH ESKE CASTLE Business in 2025

It was very positive. We benefitted from an excellent summer trade driven by international markets, complemented by strong domestic demand thanks to favourable weather.

Room to improve

We invested in building management systems to better control resource use. Food waste was also addressed proactively by the team, delivering meaningful reductions and instilling a culture of continuous waste management.

If the government made one change

Targeted policy actions that ease cost pressures so businesses can pass on costs without compromising profitability. A specific, time-bound policy that reduces non-labour cost pressures would help to sustain profitability and growth in the sector.

The year ahead

We remain positive about 2026 and expect to see growth comparable to 2025. However, we are mindful of headwinds including the timing gap before VAT relief, potential macroeconomic softness and ongoing labour market constraints.

Lessons learned

A specific, time-bound policy that reduces nonlabour cost pressures would help to sustain profitability and growth in the sector

Cost inflation outpaces pricing power, making efficiency and agile cost management non-negotiable. Key takeaways include the critical importance of energy management, food waste reduction, smart labour scheduling and revenue diversification.

Turkey or goose?

We will serve traditional turkey and ham, with a premium goose option also available. We also have a popular vegetarian option that I’ll enjoy when dining with the team on Christmas Day.

NICOLA SPOLLEN, GROUP HEAD OF SALES & MARKETING, ARDÁN COLLECTIVE Business in 2025

2025 was a defining year for Ardán Collective, marked by strategic expansion and a shift toward scalable, high-value services. The company moved from being a niche creative collective to a more structured, growth-oriented organisation.

Room to improve

We’ve introduced Guestline for efficient property management and Avvio for our websites, ensuring a seamless and secure online booking process.

If the government made one change

Keep promoting Ireland as a destination. Fáilte Ireland and Tourism Ireland continue to do an outstanding job keeping the flag flying high and showcasing Ireland to the world.

The year ahead

We’re feeling positive about the year ahead! Our new thermal suite is open and 2026 will see it trading fully. We also have a number of exciting projects and refurbishments planned across our properties. As always with Ardán Collective, you never know what new properties we might have up our sleeve - there’s plenty to look forward to!

Lessons learned

The power of investing in our people. Training has truly transformed our team, giving them the confidence, skills and knowledge to deliver exceptional experiences. We’re now in a much stronger position to grow and innovate.

Turkey or goose?

Definitely turkey.

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Opinion

BARRY CARROLL, GENERAL MANAGER, THE RIVERSIDE PARK HOTEL & LEISURE CLUB Business in 2025

The year ahead

Room to improve

Lessons learned

2025 was a great year for us. Our wedding business has gone from strength to strength. We also noticed more familiar faces returning, which is always a good sign.

Sustainability was a big focus. We made a real effort to cut waste, improve our energy use and make smarter choices day to day.

If the government made one change

Give the sector more stability.

Having long-term clarity on things like VAT, employment supports and energy costs would make a massive difference. Certainty is worth a lot in this industry.

We’re going into the year with a strong wedding diary and it just keeps growing. There’s a great buzz around the place, the team is motivated and enquiries are strong.

You must stay open to change.

Things move quickly in hospitality and the more willing we were to listen and try new approaches, the better the results were. It reminded us that you can’t stand still in this industry.

Turkey or goose?

Definitely turkey. Let’s be honest, it’s all about the Brussels sprouts. I’ve always been a fan, even if everyone else pretends they don’t like them.

CIARAN FITZGERALD, MANAGING DIRECTOR, BLUE HAVEN COLLECTION If the government made one change

Transport in rural areas is a real barrier to business. It’s leading to rural isolation, challenges in getting people to our premises and a barrier to people knowing they can get home safely. In seasonal areas where it's simply not commercially viable for normal transport operations to be sustainable year-round, this leaves a real void in West Cork.

Room to improve

We embraced AI which I believe will be a fundamental change in how we analyse the business. We’ve been ruthless in our approach to sales, eliminating a lot of unprofitable sales and we’re not finished yet! The breakeven point is now so high in some areas, you can only cut costs back so much without impacting service.

The year ahead

I’m a glass half full person; in this business, you have to be!

We have to remain optimistic and realistic as there are huge challenges ahead, mainly the cost landscape which is designed around multinational organisations. In time, I hope Ireland will be a country where hospitality is protected and can thrive.

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Opinion

Greater support in attracting and retaining skilled staff would make the biggest difference Stephen Quirke, Front Doorman and Joanne Dillon, General Manager

JOANNE DILLION, GENERAL MANAGER, THE COLLEGE GREEN HOTEL DUBLIN Lessons learned

The importance of adaptability and remaining flexible in how we operate and respond to changing guests needs. Agility has been key to sustaining success in a shifting market.

Business in 2025

2025 was a strong year, with steady demand across luxury leisure, MICE and corporate segments. Overall, it was a year marked by stability and measured growth.

Room to improve

We continued refining our guest experience, with a focus on sustainability and service enhancements. Investment in staff training and digital efficiencies helped us maintain high standards and meet evolving guest expectations.

If the government made one change

Greater support in attracting and retaining skilled staff would make the biggest difference. Streamlined work permit processes and stronger investment in hospitality careers would support long-term industry stability to ensure graduates see the industry as one they can create a great career out of.

The year ahead

We’re cautiously optimistic. While the US market remains somewhat in flux, early indications suggest that the luxury segment continues to show strong resilience. Ireland punches above its weight in attracting international visitors, supported by the excellent work of Fáilte Ireland and Tourism Ireland and thanks to our reputation for exceptional hospitality and worldclass service.

JOHNNY ROCKETT, GENERAL MANAGER, MCSWIGGANS GALWAY Business in 2025

Overall, our business was up 15% on 2024.

If the government made one change

I think the government should supplement training and give a favourable tax rate or break to hospitality newcomers coming into the industry. It’s suffering as very few are going into the business, especially chefs.

The year ahead

I’m feeling positive about the year ahead but a bit cautious with Trump and Putin in power. Trump especially keeps changing the goalposts.

Lesson learned

Never believe a competitor.

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Opinion

GILL CARROLL, OWNER, 56 CENTRAL Business in 2025

The cost of running my business is unpredictable and constantly rising. While my turnover increased, the cost of running the business increased more. If we don’t keep reevaluating our costs, we may as well give away the food and drinks for free.

Room to improve

We cut our operating hours in quieter months, which is difficult when trying to retain top quality employees who need a wage every week. We’ve had to keep a shorter menu and not work with certain products that are too expensive to source.

The year ahead

To be honest, I’m a bit drained. Explaining to customers why food items on the menu cost as much as they do. Producing a full Irish to a decent standard using Irish ingredients, cooked by a trained chef, with equipment that won't cost a fortune to run and is sustainable, brought to a table by a staff member who speaks English and is trained in manual handling etc, in a room that doesn't cost a bomb to heat, on a plate cleaned by a staff member who’s paid fairly, compensated for sick days and has a pension – the cost of that breakfast has to cover a lot!

NUISIN JALIVAND, OWNER, HOOKED Business in 2025

Busy and consistent – but gruelling at times.

We had strong customer demand all year but staff shortages created major pressure. Being let down at the height of the season caused a lot of stress and really disrupted the flow of the whole team.

If the government made one change Address the gap between rising staff costs and the skill levels available. High turnover makes it hard to maintain standards. We rely on a diverse workforce, many of whom have an excellent work ethic and want to stay, but Visa restrictions and complex legislation make that difficult. More support for training, apprenticeships and a realistic Visa pathway

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Opinion MALACHY DUGGAN, OWNER, THE BLUE NOTE Business in 2025

Business was good. In a city of 1000 festivals, there are always people looking for where the craic is. It's our job to help them find it.

Room to improve

I handed over the booking of entertainment to the staff who know what customers want. It's important to take a step back every now and then and know when to get out of the way.

Impact of VAT9

We don't serve food so it won't make a difference to us, but I know it will to lots of my restaurant neighbours. With a proposed increase in rates by Galway City Council, every little helps.

Listen to the generation who are going out when they tell you how to get them home safe

If the government made one change

Publish the new licensing bill that’s been sitting on someone's desk for the last few years. Listen to the generation who are going out when they tell you how to get them home safe.

The year ahead

You have to be positive. No one likes listening to a whinging publican. There are always reasons to worry, but that's business. If things go bad, I'm sure someone will give me a job.

Lesson learned

Take the booking. Just because a night was traditionally busy, doesn't mean it will be this year.

LYNN McLAUGHLIN, GENERAL MANAGER, CONRAD DUBLIN Business in 2025

2025 was an exceptionally strong year for Conrad Dublin. We welcomed guests from every corner of the world and our team also achieved several industry awards. What mattered just as much was our work with local partnerships and community initiatives – they brought real energy to the team as well as to the neighborhood around us.

Impact of VAT9

With the reduction in food VAT comes an increase on conference room hire from 13.5% to 23%. Whilst the reduction is welcome and will help to offset the ever-rising costs in food businesses, some of this will be offset by the increase in conference room hire.

If the government made one change

Greater clarity around taxation and regulation.

Long-term planning becomes far more effective when policy is consistent. Encouraging more young people into hospitality through targeted grants or training supports would strengthen the industry overall.

Lessons learned

Adaptability remains essential. This year brought its share of unexpected operational challenges and shifting guest needs. Being able to move with agility and stay focused allowed us to maintain the standards we set for ourselves. I think the team handled this particularly well.

would have a bigger impact than any short-term financial relief.

Lesson learned

When someone shows you who they are, listen. Ignoring my gut out of desperation only left me burnt out. This year taught me that structure wins. Clear expectations, strong boundaries and proper staffing are what protect me from last-minute fallouts.

Also, don’t take yourself or life too seriously.

I’ve discovered I’m more resilient than I knew and I trust myself to shape my life and my business in whatever direction I choose.

Turkey or goose?

Turkey, and don't forget the cranberry sauce mom!

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Suppliers

With Bohó Nibz, KAREN BOHÓRQUEZ LOPEZ is taking artisan chocolate making to the next level 26

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Suppliers

People might follow you on social media but that doesn’t mean they’re always going to buy your products. I’ve learned that creating relationships really is key in this business

KAREN

Bohórquez Lopez is the brains behind Bohó Nibz, an artisanal chocolate producer based in Meath. Her specialty is chocolate bonbons, although she also produces chocolate bars and seasonal treats throughout the year. Everything is handmade and handpainted in-house and the aim, says Karen, is to create products that reflect her Colombian roots while paying homage to Spanish culinary traditions.

The business was born from experimentation. In 2022, Karen was working as a pastry chef at Tankardstown House (a role she still holds today). “My background is as a pastry chef. In Barcelona I attended the Hofmann culinary school and learned how to work with chocolate. After Covid, I decided to take a chance and do something a little bit different on a part-time basis. I love using chocolate to come up with different creations so thought, why not?”

Karen was born in Colombia but moved to Barcelona with her family when she was 15. She has lived in Ireland for over a decade and is, she says, a mix of three different cultures at this stage. The business was set up in April 2022. In the beginning, the range was limited to bonbons and Easter Eggs. Initially, Karen made the products from her kitchen before moving into a bespoke unit at the back of her garden.

From the off, the demand was there so the range quickly expanded to include chocolate bars and other treats. Products are sold on the Bohó Nibz website and Karen also sells the range at local fairs and markets. She has also begun to break into the hotel sector.

“We currently supply Tankardstown House with our bonbons and that’s going really well. The plan is to expand further into more hotels and also into the wedding market, providing our bonbons as wedding favours.”

Collaborations with other businesses have also proved successful. In 2024, Bohó Nibz supplied its chocolate for a tasting event with Boann Distillery. “Sip & Savour”, which took place at Samhain Festival Kells, invited attendees to try whiskies from the distillery which were specially paired with Bohó Nibz chocolates. “That collaboration was great, it really showcased the depth of flavour in the bonbons. We actually won a Great Taste Award in 2024 for that bonbon.”

The prohibitive price of chocolate means customers need a good reason to make a purchase, says Karen. “When they actually taste our products they come back, because they can taste the difference. The quality is there, the taste is there and it’s obvious that we have taken the time to create something unique.”

Karen sources her chocolate directly from Colombia. “I get my chocolate from Luker Chocolate, which uses sustainable cocoa.

From the start, I wanted to use Colombian chocolate so I could share my Colombian heritage through the chocolates I make. I

have an excellent relationship with them; if I was using a different supplier, I would probably be paying more.” Packaging costs have risen, as have advertising costs. “I know we all complain about the price of ingredients, but sometimes packaging can be even more expensive than the product itself. I can’t buy lots of boxes because I don’t have the space to store them.

That means I pay more for my packaging than maybe other companies with more storage space.” Marketing is also Karen’s responsibility. “With a full-time job, it’s hard to juggle everything. Support from the Local Enterprise Office has been great though.

This year, I got a grant which helped me buy two tempering machines. Previously, I was tempering the chocolate by hand, which was very time-consuming. The machines have been given me back a bit of much-needed time.” Maintaining a presence on social media is a must, but attending local markets often has more of an impact on sales.

“Interacting with people, explaining to them how I make the chocolates, what ingredients I use and just going through the process – that’s what results in sales and in repeat business. People might follow you on social media but that doesn’t mean they’re always going to buy your products. I’ve learned that creating relationships really is key in this business.”

In a year’s time, Karen would like to be working at Bohó Nibz full-time. “I love working at Tankardstown House; we’re a small team and we’re quite close. But I’m also passionate about Bohó Nibz.

It’s something that’s close to my heart.

Colombians are great chocolate producers and I think that comes through in my chocolates.”

Company: Bohó Nibz

Owner:

Karen Bohórquez Lopez

Product:

Handmade artisan chocolates

Used by:

Hotels, hospitality businesses

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Delicious Dishes

My Most Memorable Meal

T

he best meal I ever had was a few years ago at Château d’Artigny, a grand château hotel in Montbazon in the Loire Valley. The setting alone was unforgettable. Built by the perfumer François Coty in the early 20th century, the château was designed in 18th-century style, along the lines of Versailles.

To me, it represented pure opulence, the kind of place that immediately sets the stage for a truly memorable dining experience.

It was a lovely crisp autumn evening and the standout dish on the menu was a classic of French haute cuisine, Lièvre à la Royale, meaning Royal Hare. The hare had been slow braised for many hours until it reached an almost impossible tenderness, while the rich, velvety sauce was made with red wine, foie gras, aromatic herbs, as well as the hare’s own blood, giving it an incredibly silken texture and unparalleled depth of flavour.

An extremely complex dish, it was cooked to perfection with great skill and patience. Each bite delivered a depth of flavour that will live with me forever. Paired with a vintage Bordeaux from the château’s cellar to perfectly complement the natural earthiness of the hare, the dish transcended mere dining – it became an experience, a celebration of French artistry on a plate.

The setting only heightened the magic. We dined in the château’s magnificent rotunda dining room, adorned with 18thcentury woodwork reliefs gilded with gold leaf, fluted columns and high windows overlooking the Indre Valley, which perfectly matched the grandeur of the food.

As a Frenchman I may be biased, but the cuisine of the Loire Valley has always inspired me anyway. Known as the ‘Garden of France’, the region has a strong game tradition and is rich in other produce including freshwater And although Ireland fish, orchard fruits, vegetables and world-class is now home, I never wines. While the Boyne Valley is naturally different, there are similarities in the abundance forget my roots - there of top-quality meats, dairy, vegetables, fruits and will always be a touch of fish available locally.

France on my menus At Bellinter House Hotel & Spa, where I’ve worked for over 15 years, I focus on using the finest local produce, always fresh and sourced as close to the kitchen as possible. And although Ireland is now home, I never forget my roots – there will always be a touch of France on my menus and certainly a French cheese or two on our cheeseboards!

Stéphane Moreau is Head Chef at Bellinter House Hotel & Spa

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HOTEL

CATERING REVIEW | ISSUE 10 2025

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