TOM CLEARY on improving the offering in Irish pubs
Sustainability and innovation at Blarney
It’s all about the WHY REDMOND FINE FOODS IS AHEAD OF THE CURVE
LIBBY CARTON AT KINNEGAR BREWING ON SUCCESS, EXPANSION AND GETTING THE TIMING RIGHT
TASTE THE GOLD STANDARD OF IRISH WHISKEY TASTE THE GOLD STANDARD OF IRISH WHISKEY
In 2011, Kinnegar Brewing began producing beer in a small pilot facility in Rathmullan. Two years later, they were brewing on a commercial scale and just four years later, they had moved to a much larger facility in Letterkenny. It was, says Co-Founder Libby Carton, partly a case of right place, right time, but the success of Kinnegar Brewing isn’t just down to good timing. Since it began operating 14 years ago, the brewery has produced consistently good, flavoursome beer. Today, Kinnegar employs over 20 people and exports to several European countries. The exporting side of the business is about to get a boost, but it’s a secondary strand says Libby. The main focus is on domestic sales and that’s why you’ll find beers from the Kinnegar range in pubs, restaurants and hotels, as well as off-licenses and retailers across the country. For more on Kinnegar Brewing, turn to page 20.
As the new LVA President, Tom Cleary is on a mission to make pubs great again. The Temple Bar pub owner believes the industry needs to improve the overall offering in our pubs – it can’t be just about alcohol anymore. He says the trade has changed since he purchased Temple Bar’s most infamous public house – younger generations aren’t as interested in going to the pub and they’re consuming less alcohol. The focus, he says, must switch to the camaraderie and fun that defines the Irish pub, along with the mental health benefits around socialising.
Elsewhere in this issue, we chat with Robbie Kavanagh at RHK Bars about the need to constantly adapt and to Ray Byrne at NHance about expanding into Cork and why the guest should always be front and centre. On page 24, we take a look at Sullivan’s new brewery in the heart of Kilkenny city and on page 28, Elbow Lane’s new GM shares the secret behind the venue’s famous cocktail.
We hope you enjoy this issue and if you’ve any thoughts or opinions, please drop us a line.
Denise Maguire Editor
The Licensing World editorial team email: editor@licensingworld.com
Editor: Denise Maguire
Creative Director: Jane Matthews
Art Director: Lenny Rooney
Production: Claire Kiernan
Stock Photography: iStock.com
Sales Director: Trish Murphy
Managing Director: Gerry Tynan
Chairman: Diarmaid Lennon
Published by: Ashville Media, Unit 55, Park West Road, Park West Dublin 12
The Pumphouse, a new 70-seater bar and restaurant, has opened its doors in Dunlavin, Co Wicklow. Head Chef Gavin McDonagh, former Chef Patron of Michelinlisted Brioche in Ranelagh, is leading the kitchen, with Magdalena Lygas looking after front of house. Owned by local businessman and Dunlavin native, Liam Browne, the former Dunlavin Inn pub has been completely refurbished. Along with his wife and business partner, Tara Lee Cogan, Liam’s ambition is to put Dunlavin on the culinary map and establish
The Pumphouse as a casual dining destination that honours the best of the region’s produce. The pair said: “We have poured our hearts into creating a warm and welcoming atmosphere to complement our exciting menu, which has been thoughtfully paired with carefully selected wines and a list of signature cocktails. All with one goal in mind – to enhance the experience of the many new friends we look forward to welcoming over the coming weeks and months, as we finally fire up our stoves and officially announce that we are open for business.”
The Montenotte partners with Gusbourne
The Montenotte in Cork has announced a partnership with vintage English sparkling wine producer, Gusbourne. The hotel has curated a selection of Gusbourne's sparkling wines to feature on the menus at Panorama and The Glasshouse. Highlights include the Gusbourne Blanc de Blancs 2013, a wine with aromatic layers of white
grapefruit and preserved lemon; the Gusbourne Rosé 2016, a sparkling Rosé packed full of summer fruits; and the Gusbourne Brut Reserve 2021, featuring notes of strawberry, honeydew melon and lemon curd. As part of the partnership, The Montenotte will also host a series of food and wine paring events throughout the summer and autumn.
Minuty returns to WILDE at The Westbury
This summer, Minuty returns to WILDE at The Westbury as the hotel’s exclusive rosé partner. Guests can enjoy a curated selection of Château Minuty rosés – each paired with seasonal seafood specials designed to complement the flavours of the wines. Running until September, the offering is guided by WILDE’s Head Sommelier, Eric Arens, and features a flight of three Minuty rosés for €36, each served in a 75ml pour. It is, says the hotel, a celebration of summer, best enjoyed glass in hand, terrace-side.
Raise a glass at Kerry Drinks Festival
The inaugural Kerry Drinks Festival will make its debut on the 15th of November at Killarney Racecourse. Organised by Cork Whiskey Fest’s Sonya and Laurie O’Dwyer, the festival is sponsored by Carry Out Killarney and Dingle Distillery and will kick off with a Trade Expo for industry professionals. Highlights will include the Dingle Distillery Masterclass and the Brand Expo & Social, a sampling experience against the backdrop of Killarney Racecourse.
Pictured (l to r): Laura Rhys, Master Sommelier and Gusbourne’s Global Ambassador; Juan Tudela, General Manager, The Montenotte
Changing Times heads West
Independent brewery Changing Times has expanded the number of premises serving its beers. This includes going into the West of Ireland for the first time, with Changing Times now the exclusive draft stout and lager provider for The Shed Distillery in Drumshanbo, Co Leitrim
An additional nine venues in Dublin and Cork are also now stocking beers from the brewery These include Dublin pubs Nearys, Searsons, The Step Inn, The Sackville Lounge and Kavanagh’s The Temple, as well as Cork premises Rising Sons Brewery Bar, The Fountain and The Fran Well. The partnership with The Shed Distillery means Changing Times will be the exclusive providers of draft stout and lager available to the 70,000 visitors who travel to the
tourist attraction every year. Changing Times is now producing over 150 kegs per week. That figure is expected to rise to 200 kegs before the end of the year – a marked increase on the 100 kegs per week when the brewery first launched. The brewery expects to generate an additional €1.1 million in revenue by the end of 2026. “People want something that offers a change. Beers that are new, authentic and refreshingly Irish. These new venues have picked up on that demand from their customers and know the importance of giving the public quality choices. We’re proud to be working with these forwardthinking venues and we hope to be able to announce further new venues in the near future,” said Noel Anderson, one of the founding publicans behind the brewery.
“Act now before it’s too late”
A new report commissioned by the Drinks Industry Group of Ireland shows that 2,119 pubs closed their doors since 2005. The highest decrease was in Limerick followed by Offaly and Cork and the lowest was in Dublin, followed by Meath and Wicklow. DIGI said the high cost of doing business was a major factor and that without immediate Government action, many villages and small towns will soon lose their last remaining pub. Commenting on the report, DIGI secretary, Donall O’Keeffe said: “More than 100 pubs are closing every year in Ireland, due in large part to the high costs imposed by the State. Without immediate intervention, up to 1,000 more pubs will close for the last time, leaving their communities without a vital community and tourism hub. Once closed, such pubs rarely re-open.
“The Government could improve commercial viability overnight by cutting excise by 10%. With Irish consumption of alcohol having fallen to average EU levels and likely to continue dropping, it is no longer justifiable that pubs should be faced with the second-highest excise rates in Europe. This is on top of a hefty 23% VAT rate. The time for the Government to act is now before it is too late.”
Cocktail Hour
A stylish revival perfect for summer, by Ivan Galić at the Fitzwilliam Hotel
5* BLOODY MARY
The recent refurbishment of The Fitzwilliam Hotel, Dublin and the introduction of The Lounge has brought a new vibrancy to the hotel and inspired us to create a Bloody Mary menu as a nod to the iconic hotel’s past. When the hotel first opened its doors in 1998, it became renowned for its impeccable take on this legendary cocktail. Now, over a quarter of a century later at The Lounge, we are paying homage to the hotel's past with a brand-new Bloody Mary menu, creating five bold takes on one of the world’s favourite cocktails, each with its own distinctive twist. Possibly the most indulgent of them all is the 5-Star Bloody Mary, an elevated take that features Dingle Irish Vodka, Warres Warrior Reserve Port and the house bloody mix, delivering a rich, complex depth of flavour. If a Bloody Mary could be five-star luxury, this is it.
Ingredients
• 35ml Dingle Vodka 30ml Warre’s Warrior Red Port
• 20ml lemon juice 120ml tomato juice
• 15ml house mix (tabasco, mustard, soy sauce, Worcestershire sauce)
• Pinch of salt
• Freshly ground black pepper (to taste)
• Garnish – celery stick, lemon zest
Instructions
• Add all ingredients into a shaker filled with ice. Roll (don’t shake) the mixture between two tins to combine and chill without over-diluting.
• Strain into a highball or large tumbler over fresh ice.
• Garnish with a celery stick and a twist of lemon zest over the top.
Ivan Galić is Bar Manager at Fitzwilliam Hotel Dublin
CHOOSE IRISH , CHOOSE
Clancy’s, one of Cork’s oldest pubs, is entering a new chapter in its 200-year history with four new experiences. Backed by a €500,000 investment and a partnership with Diageo, the pub now includes Arthur’s Bar @ Clancy’s, offering an immersive Guinness experience; 1824 @ Clancy’s, a first floor restaurant serving contemporary Irish food; a cocktail lab; and Sky Bar, a rooftop party bar. With the new experiences, owner Paul Montgomery is aiming to place the venue at the forefront of Cork’s food and drink scene.
ARTHUR’S BAR
The ground floor bar on the Marlboro Street side has been reimagined as Arthur’s Bar @ Clancy’s – a Guinness Experience. Created in collaboration with Guinness, Arthur’s Bar will be an immersive experience that showcases the art, science, story and taste of the perfect pint. Customers will learn how to master the two-part pour with a Guinness expert.
A new Chapter
200-YEAR-OLD CORK PUB
REOPENS WITH FOUR NEW EXPERIENCES
“This is more than a refurbishment – it’s a reimagining to bring us into the future"
1824 @ CLANCY’S
Upstairs, 1824 @ Clancy’s is a new dining destination in Cork, named for the year Clancy’s first opened its doors. The Georgian first-floor space has been reimagined with exposed brick, warm wood and soft lighting. Head Chef Mark Nevin from West Cork is leading the kitchen and has created a menu featuring contemporary Irish cuisine and local produce.
COCKTAIL LAB AND PARTY BAR
Back on the ground floor and rising to the rooftop, Clancy’s has introduced two new cocktail experiences – a premium cocktail bar on the ground floor and a Party Bar on the Sky Bar rooftop. Both will feature cocktails from Clancy’s cocktail lab where mixologists will experiment with infusions, seasonal ingredients and made-to-order creations.
Paul Montgomery, publican and owner of Clancy’s, has been associated with many pubs in Cork over the past 30 years. A new team has been brought on board to help deliver his vision, including Dave Daly as Group General Manager and West Cork restaurateur Shane Spillane as Head of Food & Beverage. “This is more than a refurbishment – it’s a reimagining to bring us into the future. We’re proud of Clancy’s 200-year history and we’re building on that legacy with something truly special. Cork’s food and beverage scene is growing more ambitious and we want to be right at the heart of it,” said Paul.
LVA Summer
OVER 400 PEOPLE ATTENDED THIS YEAR’S SUMMER SOIREE, OPENED BY NEW LVA CHAIR TOM CLEARY
Fiona Mullin and Johanna Mullin, The Temple Bar
Anne Hourican, Allanah Hourican, Aughan Hourican, Jess Larkin, Ronan Hourican, Hugh Hourican of The Boar's Head
Maree Gorman, Jurgita Sheehan (Sheehan’s of Chatham Street) and Montse Hurley
Pictured (l to r): Alan Byrne of Harry Byrnes; Gerry Kavanagh of Kavanagh’s Castleknock; Pat Ryan and Peter Connolly of The Sheds
LVA Chair Tom Cleary (The Temple Bar) with LVA CEO, Donall O’Keeffe
Tomás Young, Andrea Young, Orlaith Corcoran and Philip Corcoran of The Liberty Bell, Francis Street
Paul Daly, Priscilla Khoza and Christina Stritch of Bulmers
Philip McCaffrey and Stephanie Cummins, The Temple Bar
Make great pubs again
THE OWNER OF THE TEMPLE BAR AND NEW LVA PRESIDENT, TOM CLEARY , ON WHY WE NEED TO IMPROVE THE OVERALL OFFERING IN OUR PUBS
In 1992, Tom Cleary purchased The Temple Bar in Dublin city centre. Back then, the Temple Bar Area Renewal and Development Bill had just been introduced, with the aim of revitalising the area and creating a cultural quarter in the city. The legislation was to kick-start a new era for Temple Bar, a part of the city that’s visited
by an estimated 3.5 million visitors every year. With an all-day traditional live music offering, many of them no doubt stop off at The Temple Bar, undoubtedly the area’s most famous pub. Business is good, says Tom, who has also taken up the role of President at the Licensed Vintner’s Association. Live bands that perform all day draw in the crowds, many of whom come from the US. “I haven’t noticed a drop in US visitors. There are 29 North American flights landing in Dublin Airport every day, which is more or less the same as the last couple of years. As LVA President, we’re lobbying Government on the airport cap which is a ridiculous policy. It's an issue of national
"People are used to travelling all over the world, they want fine wine, they want cocktails presented correctly and served in proper glasses, they want hygiene and high standard kitchens. That’s what we need to provide"
importance and needs to be considered by Government, not just by local county councillors.”
The trade has changed since the early 1990’s, says Tom. “Particularly since Covid. There’s a big issue around price and the younger generation are drinking differently to how I consumed alcohol when I was their age. I have three children in their 20s and they certainly drink a little bit differently than I did. Although they still enjoy the experience and the atmosphere, they don't need to go to the pub as much. I think we need to improve the overall offering in our pubs – they’re about more than just alcohol.” The camaraderie, the fun and the mental health benefits associated with socialising need to be highlighted. “I think that aspect is being lost a bit. Research shows that the number one tourist attraction in Ireland is listening to Irish music in a pub. We're losing sight of part of our culture and we shouldn't be letting it go so easily.”
Prices at The Temple Bar are higher than at other pubs in non-tourist areas. “That’s to pay for the bands that play for 10 or 11 hours every day. We don’t have a cover charge and the fact is that musicians must get paid. This idea that musicians come in and play for a few pints is a complete myth. They get paid very well and they also receive tips which can be very generous, especially from US tourists.”
wage has pushed up costs across the board. “We don't have people on minimum wage, but if it goes up by 6%, everybody expects their wages to go up 6% as well, to keep the difference between the minimum wage and their wage ratio.”
Cleaners arrive at The Temple Bar at 6am each morning. The pub opens at 10.30am and closes in the early hours. It’s a finely tuned machine, says Tom, that’s been honed over many years. "My manager, Martin Deegan, has been with me since I bought the pub 32 years ago. He knows how to run it the way I want it run. He has six sub-managers under him; they came to us quite young and they're still with us, some of them over 25 years. They’re excellent, they know how to deal with people.” It’s taken 30 years to get the pub to where it is today. “We’ve been methodical when it comes to putting systems in place and we’ve also had to adapt along the way, looking at what works and what doesn't. We're always trying to improve. Club owners from the US visit the pub regularly and they openly tell us, we’re here to copy you and poach your staff. They want to recreate what we have here and that’s a great endorsement that we're doing something right.”
"I think we need to improve the overall offering in our pubs –they’re about more than just alcohol "
Temple Bar gets a bad rap, quite unfairly believes Tom. Irish people are quick to disparage the area, with the press even quicker to do so. "Maybe it’s because the pints are more expensive than their local pub in Mayo, but that Mayo pub doesn't have a fraction of the expenses that we have in the centre of Dublin. If you were to see the amount of photos of our pub that are posted on the internet every day from people around the world, the letters of thanks we get, the ratings on TripAdvisor –they're through the roof.”
For the most part, recruitment isn’t a major issue at The Temple Bar, “we pay over the odds and we have a number of long-term staff that are absolutely fantastic.” The pub is open late seven days a week, so if a staff member is working until 3 or 4am, they expect to be paid more. I think visitors appreciate that – if you want to be drinking until that time, it’s going to be more expensive.” The increased minimum
As LVA President, Tom is also lobbying the Department of Transport to re-evaluate current requirements for new Small Public Service Vehicles (SPSVs) to be Wheelchair Accessible Vehicles. “All new taxis must be wheelchair accessible and that comes with a big cost, about €60,000 per vehicle. We're working on finding a way around that. We need more taxis and of course, we want them to be accessible for all. While there is some public transport that operates late, there are lots of people that want door to door transport home. We need a combination of both – it's badly needed for the city.”
“Make pubs great again” is Tom’s main ambition as President. “Pubs aren’t as good as I think they were when I left school 40 years ago. We need to improve the offering. People are used to travelling all over the world, they want fine wine, they want cocktails presented correctly and served in proper glasses, they want hygiene and high standard kitchens. That’s what we need to provide across the board. All our staff wear name tags and customers love it – they want to know the name of the person that looked after them. It’s that kind of personalisation that customers are after. It makes pubs a nicer place to be.” Small, clever improvements like staff name tags help to differentiate a premises. “That’s why our turnover keeps going up every year. We're always doing something new and different. That's just the way I am.”
Bloom In
ROBBIE KAVANAGH AT RHK BARS ON A CHANGING INDUSTRY AND MOVING WITH THE TIMES
Owned by RHK Bars, The Botanic reopened its doors in September 2023 after a 20 month hiatus. With a floral new look, revised menu and the focus very much on cocktails, The Botanic has carved a new identity for itself in Glasnevin. The pub’s flower wall in particular has proved a big hit, especially with younger customers after the perfect Instagrammable pic.
"We’ve simplified our food offering, it’s more accessible. We try to appeal to as many people as we can”
Robbie Kavanagh heads up RHK, along with his wife Helen. The group owns and runs seven bars and restaurants across Dublin, Kildare and Laois including The Hideout, The Paddocks, Town and The Anvil. Business at The Botanic is good, says Robbie, particularly at the weekend. “It’s really busy for food but once it hits around 9 or 10pm, there aren’t too many people around. Customers come in early and they leave early. We hold a quiz on Thursdays so that’s also a busy night for us but since Covid, there’s definitely a trend that people just don’t stay out late,” he says. Bookings at the weekend are strong. “We’re turning people away at the weekend, for both food and drinks. We also hold a lot of parties – that side of the business is strong.” The Botanic Pub has always been known for its food; before RHK Bars took it over, the pub was managed by the owners of Howth seafood restaurant, Aqua. “Our menu is quite different; I think previously, the focus was on seafood and the menu was more high-end. We’ve simplified our food offering, it’s more accessible. We try to appeal to as many people as we can.”
Robbie’s career began at The Belgard as a lounge boy. “I worked there for about 10 years and then got the opportunity to take on my first pub, the Arcadia in Tallaght, from Louis Fitzgerald. I took the lease from Louis and it just went from there. At the moment we’ve got seven venues and we’re about to open our eighth in
Saggart. It’s a restaurant and will serve the type of food we serve in our pubs.”
Recruitment is a challenge, says Robbie, with younger staff members reluctant to remain in the same place for too long. “When I started working in pubs, you’d have a book of names and when someone moved on, you would just ring the next person. There was always a waiting list. I think the difference now is that young people are being bankrolled by their parents and they don’t need
"Our pubs have also been refurbished and decorated in a way that really appeals to people; they’ll take pictures and put them on their social media"
to work. I often have young people telling me they can work maybe one or two nights and that’s it.” Costs have also escalated, food and energy in particular. “We have to charge nearly €40 for a steak at the moment. I’ve noticed that a lot of places won’t even put the price of a steak on their menu because it's constantly changing.”
Robbie attributes the success of the Group to excellent customer service and an ability to evolve.
“We’re also not too specialised; if you want a craft beer, you get a craft beer. If you want a glass of wine or a cocktail, you can get it. We offer a broad range of drinks and food because that's what people want. Our pubs have also been refurbished and decorated in a way that really appeals to people; they’ll take pictures and put them on their social media. In this trade, you have to keep changing and evolving. When I started out, there was no food in pubs, no kids were allowed. That's all changed. We have people coming through our doors constantly – we just have to keep that going.”
Supplier F cus
REDMOND
FINE FOODS
WITH ITS PREMIUM INGREDIENT OFFERING, REDMOND FINE FOODS IS AHEAD OF THE CURVE
HOW IS BUSINESS GOING?
We’re seeing strong momentum, especially in the premium and independent food and drink service space. There’s a growing appetite for quality and differentiation. That suits us well, as we focus on curating what’s next for chefs and bartenders and we often work with brands that aren’t yet on the mainstream radar.
WHEN DID YOU SET UP THE COMPANY?
I started the business in 2005 under the name Vanilla Venture Ireland, bringing together my background in hospitality and financial sales. Food and the experience around it was always the real passion. Combining that with the craft of sales, building relationships and solving problems, made it a natural fit. My brother Ian joined shortly after, bringing front-of-house, legal and operational experience. We’ve built the business together with a shared focus on trust, quality and service, all made possible by an incredible team behind us.
WHAT SERVICES DO YOU PROVIDE?
We’re a specialist ingredient procurement company. We import and distribute premium ingredients and bar products, focusing on exclusivity and hands-on support. Our portfolio is both niche and wide-ranging and includes standout brands like 100%Barman, which reflects our focus on quality and innovation and is distributed exclusively by us in Ireland. We deliver through our own fleet, which gives us full control over service and quality.
HOW DO YOU STAY COMPETITIVE?
It’s definitely challenging. Costs are rising on all fronts. But we focus on value, not just price. That means offering products that help customers deliver standout menus or drinks, while protecting their margins and reducing prep time.
IS THERE A PROCESS AROUND SELECTING INGREDIENTS FOR DISTRIBUTION?
Absolutely. We don’t aim to carry everything. We look for products with a story, a point of difference and real professional relevance. They have to taste great and perform under pressure. We’re constantly testing, listening and refining based on feedback from chefs and bartenders.
WHAT ARE THE MAIN CHALLENGES YOU'RE DEALING WITH?
Staffing and logistics are still big ones, especially with niche imports. But the biggest ongoing challenge and also our biggest opportunity, is staying ahead of the curve. Our customers rely on us for fresh thinking and inspiration, not just resupply.
"Our portfolio is both niche and wide-ranging and includes standout brands like 100%Barman, which reflects our focus on quality and innovation and is distributed exclusively by us in Ireland"
FROM YOUR EXPERIENCE WITH PUBS AND BARS, WHAT ARE THE MAIN CHALLENGES THEY'RE FACING?
Labour shortages and tight margins are common themes. Many venues are running with leaner teams and need help maintaining consistency. That’s where we try to bring innovative, smart solutions that save time while still delivering on quality and experience.
HOW IMPORTANT IS CUSTOMER SERVICE AT REDMOND FINE FOODS?
It’s everything. We’re in a relationship-driven business. Whether it’s sourcing a rare ingredient or handling a last-minute delivery, we’re expected to respond fast and follow through. That trust is what keeps customers loyal.
HAVE THE REQUIREMENTS OF BARS AND PUBS CHANGED IN RECENT YEARS – ARE THEY AFTER SOMETHING NEW?
Definitely. Consumers expect more now. Bars are using ingredients and techniques that used to be reserved for kitchens such as verjus, rare spices, infused vinegars, sous vide, dehydration or molecular-based recipes. Trends matter, but it’s about offering solutions that excite without overcomplicating things.
WHY DID YOU DECIDE TO SPONSOR THE BAR OF THE YEAR AWARDS?
It just made sense. We’re big believers in backing the best in Irish hospitality. The awards celebrate innovation and creativity. With our bar portfolio expanding across snacks, spices, purees, condiments, tools and equipment, it felt like the right time to step forward and show our support in a more visible way.
Pictured (l to r): Ian and Rocky Redmond, Directors, Redmond Fine Foods
"We enjoy the challenge of being kept busy. We're focused on innovation in the business and a strong social media presence to maintain growth across the group"
NHance
RAY BYRNE , MANAGING DIRECTOR AT NHANCE, ON WHY THE GUEST IS ALWAYS FRONT AND CENTRE
HOW IS BUSINESS GOING ACROSS THE GROUP?
2025 has been a solid year so far. A lot of our business is in Dublin city and the atmosphere in the city has been transformed this year with a very visible police presence on the streets. It feels safer and visitors are much happier. This has led directly to the bars being busier and generating more revenue. Hotels are going well. Rates are under pressure as a result of new supply and old supply returning to the market at the end of refugee contracts. Overheads are also growing, which makes it harder to grow profits. We enjoy the challenge of being kept busy. We're focused on innovation in the business and a strong social media presence to maintain growth across the group.
ARE THERE PARTICULAR SECTORS PERFORMING BETTER THAN OTHERS?
City centre bars that provide live entertainment, exceptional service and a great atmosphere are all doing really well. The domestic market
is strong in the hotel sector. We see a big emphasis on celebrations, family gatherings, girlie getaways and even getting away from the children for a night.
WHAT ARE THE MAIN CHALLENGES YOU FACE AS A HOSPITALITY GROUP?
The challenge of "keeping all the plates spinning" is conquered by building a team that thrives on the buzz of the industry. We have a small and nimble head office team and each of the individual businesses has its own General Manager. These managers are given autonomy to make decisions and support for aspects of the business that they need assistance with.
IS THERE AN ETHOS AT THE GROUP?
Yes definitely. We put the guest at the centre of our focus in each business. We find that when we focus on the needs of the guest and deal with those requests with efficiency and passion, then the rewards follow; job satisfaction and a sustainable, profitable business.
HOW MUCH OF AN EFFECT HAS THE HIGHER VAT RATE HAD ON THE BUSINESS?
The 13.5% VAT rate has sucked a lot of oxygen (profitability) out of the sector. As an industry we are squeezed by the cost-of-living crisis, good food has become really expensive (for example, the price of beef has doubled in the past 10 years) and labour costs are second only to Luxembourg in the whole of Europe. The promised VAT reduction will be a lifeline for the sector – where many operators are simply hanging on by a thread.
HOW IMPORTANT IS SUSTAINABILITY TO THE GROUP?
Sustainability is key in all our lives – personal and public. It can also add effectively to the profitability of a business; implementing energy-efficient lighting, water-saving appliances and waste reduction strategies
"We put the same relentless passion into every project"
can lower utility bills and procurement costs. Hospitality businesses committed to sustainability are often perceived as more responsible and reliable, leading to higher customer satisfaction and repeat business.
IS STAFF RECRUITMENT AND RETENTION DIFFICULT?
The lack of committed employees in the sector should not be perceived as a difficulty. It’s more like a clear warning to the sector that we have to do more to make it attractive for young people to work in hospitality; better rewards, practical training (dealing with difficult customers, how to avoid burnout in the sector), pathways to promotion and career opportunities.
ARE THERE ANY NEW PARTNERSHIPS IN THE PIPELINE?
We’re always looking for ways to expand. Recently, we took over two of Cork’s busiest bars and we're enjoying getting to know the market in Cork city centre. It’s an exciting space with plenty of potential. Opportunities are always top of mind for us and we’ve recently launched voco The Club in Kildare, joining the global IHG family and benefitting from their international reach and loyalty programme. Kimpton is IHG’s luxury boutique hotel brand and we’re currently on the hunt for the right location to open a Kimpton Hotel in the heart of the city.
WHAT ARE THE ADVANTAGES OF PARTNERING WITH NHANCE?
What business owners get from NHance is complete alignment with their goals for the business. We put the same relentless passion into every project – whether we own it ourselves or manage it on behalf of other stakeholders. We have a reputation for not giving up and a track record of success in the sector across a diverse portfolio of hotels and bars. We have built many times from greenfield sites to highly successful and sustainable enterprises. We’re good at what we do and we have a great team. We want to work with likeminded owners and stakeholders to get the best result for their investment.
FOR LIBBY CARTON AT KINNEGAR BREWING, THE FUTURE IS ALL ABOUT STEADY SOLID GROWTH. AND, OF COURSE, PRODUCING GREAT BEER
Back
in 2011, the Irish craft beer industry was having a moment. The customer palate was becoming more discerning; beer drinkers were starting to move away from traditional Irish stouts and were increasingly curious about independent, locally produced beers. Couple that with a tax incentive for craft breweries introduced a few years earlier and the crop of breweries that sprung up around this time starts to make sense. Some failed to make their mark on what has become a fiercely competitive sector but some, like Kinnegar Brewing, have thrived. Set up by Libby Carton and her husband Rick LeVert, the pair began brewing in a small pilot facility in Rathmullan, Co Donegal. Much to their surprise, their beer proved an instant hit. By 2013, Kinnegar Brewing was operating at commercial scale and just four years later, the brewery had found a new, bigger and brighter home in Letterkenny. Today, Kinnegar Brewing boasts a core range of seven beers, employs over 20 people and welcomes thousands of visitors to its facility every year. It's been said that it takes 20 years to build a great reputation. It took Libby and Rick a lot less than that. So what do they attribute their almost immediate success to? “I think we arrived in the market at a good time, when
there was a real appetite for new beers,” says Libby. “The movement towards local and independent had started a few years earlier in food and then it happened in beer It's since become very important in distilling. So our timing was good, but the main reason is that our beer is consistently good. Consistency of quality isn’t that easy to achieve, but we've done it.” Accessible, drinkable beers also appeal to the traditional Irish beer drinker.
“We’ve never been enthusiastic about high ABV beers. Our aim was always to create drinkable, flavoursome, enjoyable beers for the ordinary garden-variety beer drinker, as well as the beer anoraks. I often say, our beer is for the people who enjoy drinking beer and talking about other things, rather than drinking beer and talking about beer.”
“I think we arrived in the market at a good time, when there was a real appetite for new beers”
Before setting up the brewery, Rick and Libby ran a design and communications business for several years. A graphic designer by profession, Libby does all the design work for the brewery. Can illustrations, featuring rabbits flying planes or driving tractors, are by Irish artist and illustrator, Dermot Flynn. The brewery was named after Kinnegar Beach, close to where Libby grew up, but it’s
"Beer is a fresh food product and the fresher it is going into your customer's fridge, the better "
also an anglicisation of the word Cunigar which means "rabbit warren". Hence the rabbits on the cans. As well as running the communications business, Rick was also a freelance journalist. “One time, he was commissioned to write an article about beer in Germany. I think that's what really sparked his interest in setting up a brewery. Rick is a really curious person. He’s good at lots of different things and he likes the variety. You have to be versatile to succeed with a brewing business and he’s definitely that.” The process of brewing, the innovation
that’s required to hold the customer’s attention, the business side of it – that's what keeps the role fresh for Libby. “I find it really interesting to sit on both sides of the table, to be both the client and the designer. It's fascinating. I'm also responsible for the administration of the business which I really enjoy too.”
Since day one, Rick has held the role of head brewer at Kinnegar. With somebody new set to take up that position in October, things are about to change. “It’s the first time we’ve had a different head brewer. The business is continuing to grow; Rick needs to devote more time to developing it and identifying opportunities.” Beers from Kinnegar Brewing can be found in both independent and chain off-licences across the country, in the large retailers and in pubs, restaurants and hotels. A small amount of beer is exported to France, the Netherlands and Italy. That s set to increase, but in an organic, sustainable way. “Primarily, we see ourselves as a domestic brand. I think sometimes people forget that beer is a fresh food product and the fresher it is going into your customer's fridge, the better. For the sake of diversification, we need to export but it's a secondary strand.” Exporting to the British beer market – valued at approximately £17 billion – is also in the mix. “When we moved to the Letterkenny facility, we were in a position to export to Britain but then Brexit happened. We immediately thought, there’s no point. So we concentrated on continential Europe instead but now that things have settled down, we’re planning on targeting Britain.”
Tours of the distillery are another strand to the business. They're held each week, while a small tap room is open for customers. Regular events are also held at the facility, with local community groups encouraged to use the space. Kinnegar has also partnered with the Dirty Souls food truck so customers can enjoy beef brisket or pork ribs with their pint.
Recruitment and retention are difficult, especially in Donegal. Finding people with brewing experience isn’t always an option, so Libby and Rick have gotten very good at identifying the characteristics in a potential recruit that will translate to a career in brewing. “We’re also good at holding onto staff. If we put the time into finding the right people, it generally tends to work out pretty well.” Costs may not have come down but at least they’ve stabilised, says Libby. Legislative burden – increased minimum wage, DRS, the upcoming auto-enrolment – is another story.
“It’s so difficult. I don’t think anyone in the brewing industry is happy about how the Deposit Return Scheme was introduced and how the costs of it are being shared. It's disproportionately onerous on small producers like us. It’s had a trickle-down effect too; Repak has lost its aluminium can business to DRS and so their prices are going up. Our latest Repak bill is double what we normally pay and there’s absolutely nothing we can do about it.” Water charges are also taking their toll, “it feels like the government didn’t succeed in introducing domestic water rates so now businesses must take on the burden.”
As a mid-size brewer, Kinnegar is perhaps in a better position when it comes to meeting these increased costs. “For the small guys, maybe only four or five people, it’s almost impossible to stay operational. Some of these brewers are doing an excellent job but the burden of administration is too much. We have a really good, independent brewing sector in Ireland and it's tough to see it being challenged to this extent.”
Increased costs aside the future is looking bright, says Libby. The brewery has grown steadily into a sound, profitable business and although 2025 isn’t shaping up to be as successful as last year, there are still lots of reasons to be optimistic. “The aim is to keep building the business steadily and growing organically. Nothing wild or outrageous, just good, sustainable growth. And of course, keep producing great beer.”
“The aim is to keep building the business steadily and growing organically"
Where
SEVERAL YEARS IN THE MAKING, SULLIVAN’S IS FINALLY BRINGING BREWING BACK TO KILKENNY
Sullivan's Brewing Company has opened a new state-of-the-art brewery in Kilkenny city. The new facility marks a significant milestone for Sullivan’s, who since relaunching in 2016, has made it a priority to bring brewing back to the city. The project is several years in the making and the arrival of a commercial brewery in the birthplace of Irish brewing is, says the company, hugely symbolic to those behind the business.
Just off John Street and directly opposite its Tap Room, the 152m2 building was designed by BD Architects and built by McStan Construction, both of Kilkenny.
The structure has been specifically built to house the equipment, which has been fabricated from scratch by brewery technologists ZipTech. Based in Hungary, Ziptech was chosen by Ian Hamilton (Sullivan’s Master Brewer and Co-Founder) after a lengthy global appraisal, with the partnership finally penned in 2022. ZipTech has built over 400 facilities around the world.
optimal yields. The brewhouse can, if required, complete four brews per day. Once brewed, the beer will ferment and mature in-tank for up to six-weeks, depending on the brew. The automatic keg filling equipment allows us to fill 12 to 18 30l kegs per hour. Bottles will be produced on site also,” said Ian.
The brewery will operate from 8am to 5:30pm on both brew days and packaging days. In between, the team will monitor fermentation and yeast handling. Energy saving and recovery technology has been central to the investment, while noise reduction and environmental factors feature throughout – that includes electric steam generation and automated balancing and neutralisation systems for wastewater, meaning that no boiler fumes or harmful wastewater will be discharged. In time, the company expects to use self-generated electricity via solar panels to help deliver an even lower carbon footprint.
"It's with huge pride that we open Sullivan’s Brewery in Kilkenny, a city I’m so proud of "
“Their reputation, proprietary smart-technology, automated systems and environmental credentials were all attributes leading to their selection. It also helped that their brewing kit is just beautiful,” said Ian.
The exterior of the facility has been designed to ensure the brewing process is visible from the outside. The large glass frontage allows onlookers a direct view to the main brewing hall, where both the copper brewhouse (the centre piece of the brewery) and four 1000l fermenter tanks are on display.
“This facility offers us a fully automated brewing cycle as well as fully trackable processes, meaning we’ll be able to brew consistent, high-quality beer and achieve
Co-Founder Dan Smithwick said: “The goal of the brewery is to produce as much of our domestic draught (ie kegged) beer as possible across our current range and future ranges. In our first year, we aim to produce for our valued Kilkenny bars and build from there. With the four fermenter tanks in place, the wide layout in the brewery allows for additional tanks as we grow. It's with huge pride that we open Sullivan’s Brewery in Kilkenny, a city I’m so proud of. A big thank you to all who have supported us to make this happen, especially our friends and partners, the O’Keeffe family. Brewing belongs here and for myself and my cousin Alan Smithwick, this is what we’ve been dreaming of since we were kids. So a very proud moment. Here’s to brewing returning to Kilkenny!
Blarney Brewing Co
WHEN DID YOU SET UP THE BREWERY?
We officially launched Blarney Brewing Co on 1st June 2025, after many months of planning, recipe testing and dreaming. The idea had been brewing (pun intended) long before that; I commenced the process in January 2024 but it was June 2025 before we poured our first pint under the Blarney name.
WHAT’S YOUR OWN BACKGROUND?
My background for over 20 years was in property, but I’ve always had a passion for craft beer. At the age of 40 I decided to opt out of the property scene, burnt out and exhausted from the rigors of the industry. I decided to take a full 12 month career break to re-energise. Little did I know that I would end up here, pursuing my passion for craft beer. Many have said that it's the ultimate example of a mid-life crisis story and you know what, they are probably right. But hey, I'm loving it! And I’ve never looked back. Who wouldn't love to spend their days creating wonderful beer?
PAT FALVEY IS ON A MISSION TO MAKE BLARNEY BREWING THE MOST SUSTAINABLE AND INNOVATIVE BREWERY IN IRELAND
WHAT BEERS HAVE YOU LAUNCHED SO FAR AND WHERE ARE THEY AVAILABLE?
We’ve launched what we believe is a core range of beers that reflects both local tastes and global styles. Our flagship beers include Hydro Lager, Hydro Lite Lager, Muskerry Citra IPA and Pale Irish Ale. All our beers are really sessionable and dare I say, more macro-style than hardcore craft, to meet the demands of the mass market. Thankfully, you can find our beers
on tap in lots of iconic and landmark pubs across the Cork and Kerry region currently. From midAugust onwards, we will also have our core range of beers available in can, in off-licences and selected retailers across the country.
DO YOU PLAN ON EXPANDING NATIONWIDE?
Yes, absolutely. While we’re committed to staying rooted in our local community, we’re actively working on plans to scale up production and distribution. Our goal is to bring Blarney Brewing Co to taps and fridges across Ireland in the next 12-18 months without losing the quality and character we’re known for. We have also commenced discussions with a number of international distributors to expand reach further afield over the coming months.
HOW IS BUSINESS GOING?
We’ve been really encouraged by the market's response to the brand and our associated products. Like any small business there are challenges, but the support from publicans and customers has surpassed all expectations. We’re seeing steady growth and a real appetite for something new, fresh and local. The provenance aspect of the Blarney brand has really resonated with the market and I’m glad to say we’ve hit the ground running since our launch on the 1st of June.
HOW DAUNTING IS IT GOING UP AGAINST THE BIG DRINKS COMPANIES?
It’s definitely a challenge – they have massive resources (financial) and reach (distribution). But we see our David versus Goliath positioning as an opportunity rather than a threat. People are looking for authenticity, quality and local connection – things that big macro producers struggle to replicate. That’s our strength. This, along with our agility and ability to adapt, change and move fast in response to opportunities, gives us an edge which the macro brands can't compete with.
WHAT SETS BLARNEY BREWING CO APART FROM OTHER BREWERIES?
We focus on provenance, storytelling and sustainability. Every beer has a connection to the history of the greater Blarney area, whether it’s inspired by local legends, landmarks or character. Each beer not only tastes great, but each beer name tells a story from the historic past of the Blarney area. It’s not just about what’s in the glass, but what it represents.
WHAT ARE THE BIGGEST CHALLENGES YOU’RE FACING?
Distribution, distribution, distribution... logistics, rising costs and competing for tap space also keep us on our toes. But the biggest challenge is probably striking a balance between scaling to the national and international on-trade market cost effectively, while staying true to our brand.
"Each beer name tells a story from the historic past of the Blarney area. It’s not just about what’s in the glass, but what it represents"
HOW IMPORTANT IS SUSTAINABILITY TO YOU?
Sustainability means everything to me. When I carried out my due diligence prior to commencing the planning phase for the business, I could see the importance of ESG with our macro friends and the future of the industry. This soon became my passion and it is absolutely central to what we do. We’re committed to reducing waste, sourcing ingredients responsibly and partnering with local businesses to keep our footprint low. From energy and water usage to packaging, we’re constantly looking for ways to be more sustainable. As part of our future growth strategy, we have already acquired an incredibly unique half acre waterfront site which will allow us to take our brewery completely off-grid and potentially produce our beer with zero waste – zero energy and zero waste beer! We are already in the feasibility stage of our second phase, which will see us produce the world's most sustainably produced beer over the coming weeks. Stay tuned and shhh, don't tell the big boys!
HOW DID YOUR PARTNERSHIP WITH GLENBROOK FARM COME ABOUT?
It started organically – literally. I have for some time now been a big fan of Peter Twomey's goals and mindset since he started his free range pig farm. Then when I realised that our waste malt was going to be a liability for us and could be a major asset for Peter, it was a no-brainer to create our very own circular economy. In doing so, we could also assist in our mutual sustainability goals. Their ethos around sustainability and quality matched ours and the partnership grew from there. Now we collaborate regularly on seasonal events and share the odd beer or two, as friends.
WHAT ARE YOUR AMBITIONS?
Our ambition is to become Ireland’s most respected independent brewery – not necessarily the biggest but the most loved for our craft, sustainability and innovation. We want to keep innovating while staying grounded in our roots, all the while producing awesome beer!
HOW DID YOU GET INVOLVED WITH CORK ON A FORK?
We were invited to take part in Cork on a Fork because of our links to the wonderful Glenbrook Farm. This, along with our focus on local collaboration and craft. It’s a brilliant celebration of food, drink and community – values we share. We’re proud to be involved and look forward to showcasing what we do to a wider audience.
" There’s a lot of exciting things in the works at Elbow Lane, we're really looking forward to the next few months and years"
HOW DID YOU GET INTO THE INDUSTRY?
I started out in a small, country bar in West Cork before moving into the city when I was around 19. I moved to Belgium in 2015 and worked in a cocktail bar and that’s where I really developed a love for the industry. I thought okay, this is what I want to do. This is a piece of me.
HOW IS BUSINESS AT ELBOW LANE?
Very busy. We’re right in the middle of tourist season. We get a lot of customers coming off cruises in Cobh, along with our regulars. We’re all about innovation and creativity here at Elbow Lane and I think that’s something our customers recognise and value.
IS IT DIFFICULT TO KEEP COMING UP WITH FRESH IDEAS?
It can be but I really love to push things as far as I can and see what comes out at the end. There’s a lot of experimentation that goes on here, not just around drinks but with food and combining the two. It’s a great environment to be in from that respect.
WHAT'S YOUR FAVOURITE COCKTAIL TO MAKE AND TO DRINK?
ELBOW LANE’S NEW GENERAL MANAGER IS PUSHING THE ENVELOPE AT THE CORK INSTITUTION
minutes with... Joe Timbrell 5
HOW’S THE NEW ROLE GOING SO FAR?
I’m really enjoying it. I started at the beginning of June, so I’m only settling in. I previously held the role of assistant manager so I know what’s in store, although there’s a lot more paperwork now!
HOW LONG HAVE YOU WORKED AT ELBOW LANE?
I joined the team in 2017. I spent over five years in the bar and the last couple of years in management. I think I’ve stayed because of the team; I’ve had the opportunity to work with some great people over the years and some really innovative creative minds. The owners are also very open-minded when it comes to new ideas. They really care about their staff.
Definitely our signature cocktail in Elbow Lane - the Sweet, the Smoked and the Sour. It’s a take on an Amaretto Sour, which is my favourite cocktail to drink. We created our own amaretto, called Joe’s Amaretto, and we torch the glass which creates this smoky effect. People love the showman element of it. It’s fun to make and even more fun to drink.
WHAT ARE YOUR AMBITIONS IN YOUR NEW ROLE?
I want to build on what's been created and developed before me. I’m lucky enough to have worked with excellent managers here in the past; the aim now is to build on that growth while forging my own path. There’s a lot of exciting things in the works here at Elbow Lane, we're really looking forward to the next few months and years. I also want to maintain our high standards and make sure our customers get the very best service.
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