Issuu

NOVEMBER 2026

GIVE BACK YOUR COMM TO THIS FESTIV UNITY E PERIOD

HOW TO

ENTER

PURCHASE A CASE OF PRINGLES

SCAN THE QR CODE

UPLOAD YOUR RECEIPT*

*GB residents only. 18+. Opens 00:00 on 21.10.26 and closes at 23:59 on 31.12.26. Purchase necessary. Promotion open to business owners and employees of trading businesses or sole traders who are registered customers of Buying Groups, Bestway, Booker, Brakes, Bidfood, Country Range Group, Caterforce, Nisa and Spar. Internet access and employee/employer consent required. To enter the prize draw, purchase at least x1 qualifying case of Pringles (40g/70g/160g/165g), as listed in the full Terms and Conditions, Scan QR code in-depot or visit https://www.kelloggsvantage.co.uk/Xmas2026 and enter your full name, email address, mobile number and upload a photo of your receipt. Multiple entries permitted. There are ten prizes available to be won. Each prize consists of: 1x £1,000 cash prize, awarded via BACS payment to winner and £1,000 cash to be donated to a charity of the winner’s choice. Retain receipt. Exclusions apply. For full terms and conditions visit: www.pringles.com/uk/tsandcs.html. Promoter: Kellogg Marketing and Sales Company (UK) Limited, Orange Tower, MediaCityUK, Salford, M50 2HF.

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EDITOR’S NOTE

NOVEMBER 2026

very so often an issue comes together and you realise that contributors who have never shared a room have arrived at the same place, and this month everyone, from brand founders to bar managers, seems to be on the same wavelength about people. Nate Sorby starts it in First Orders, arguing that the brand-bar relationship has become a spreadsheet exercise, and that putting reps back in venues might fix it. I think he’s onto something. He’s far from alone in this issue, with Agostino Perrone, eighteen years into the Connaught Bar, saying he has never hired for skill, only for shared values, while Sergio Leanza, back running Nine Lives after pouring its opening drinks in 2017, tells us mixology means nothing without hospitality. In our whisky feature, Matt Workman of HopScotch credits his regulars with carrying the bar through a brutal few years, proof that if you look after people, “they will rally around you”. Laki Kane is our Venue of the Month, and founder Georgi Radev is refreshingly honest about why the Islington original closed, admitting that opening in a residential area was the biggest mistake they made. The new Oxford Street site is already packed, and our Partnerships pages show how a Papa Salt Land Rover parked outside turned free cocktails into paying guests. Elsewhere, BuzzBallz and HACIEN explain how they want to work with venues, Sagamore shares a Honey Orange Old Fashioned, and two leading bar designers show where a refit budget earns its keep. Tickets for the Bar Magazine Awards are on sale. We’re back at Troxy on 25th January, and if this issue proves anything, it’s that people make this industry. Come and celebrate them with me. As ever, if you’ve got a story, an opinion or an idea worth sharing, my inbox is open.

TOM WOOLLIN DIRECTOR OF CONTENT, PARTNERSHIPS & EDITORIAL

NOVEMBER 2026

GIVE BACK TO YOUR COMMUN ITY THIS FESTIVE PERIOD

HOW TO

ENTER

PURCHASE A CASE OF PRINGLES

SCAN THE QR CODE

UPLOAD YOUR RECEIPT*

On the cover: Pringles www.kelloggsvantage.co.uk/Xmas2026

© 2026 Cogent Multimedia Limited, 1st Floor, Saphir House, 5 Jubilee Way, Faversham, Kent, ME13 8GD. No part of this magazine may be reproduced or stored in a retrieval system or transmitted in any form – electronic, mechanical or physical – without express prior permission and written consent of the publisher. Contributions are invited and when not accepted will be returned only if accompanied by a fully stamped and addressed envelope. Manuscripts should be type written. No responsibility can be taken for drawings, photographs or literary contributions during transmission or in the editor’s hands. In the absence of an agreement the copyright of all contributions, literary, photographic or artistic, belongs to Cogent Multimedia Limited. The publisher accepts no responsibility in respect of advertisements appearing in the magazine and the opinions expressed do not necessarily represent the views of the Publisher. The Publisher cannot accept liability for any loss arising from the late appearance or non publication of any advertisement.

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CONTENTS

FIRST ORDERS

Nate Sorby asks whether blending UK pay-to-play with American-style venue presence could fix the brand-bar relationship.

BAR MAGAZINE AWARDS

Eron Mibo, Giulio Guarini and Paul Goodwin on what to expect when the BMAs return to Troxy on 25th January.

VENUE OF THE MONTH

Georgi Radev on bringing Laki Kane back on Oxford Street, and the hard lesson Islington taught him.

HOSPITALITY HEROES

Agostino Perrone on eighteen years at the Connaught Bar and the culture that has kept it at the top.

BEHIND THE BRAND

Jess Scheerhorn on taking BuzzBallz from supermarket shelves into bars, and the venue partnerships she wants next.

WHISKY

From HopScotch to Jameson, six leading voices explain how venues of every kind can sell more whisky.

THE MANAGERS’ CLUB

Sergio Leanza returns to Nine Lives as General Manager, nine years after pouring its opening drinks.

BEHIND THE BAR

Stirred Studio and Grapes Design on ergonomics, lighting and where a refit budget really earns its keep.

38 DIRECTOR OF CONTENT, PARTNERSHIPS & EDITORIAL Tom Woollin tom@cogentmultimedia.com

PUBLICATION MANAGER Manjeet Griffiths manjeet@cimltd.co.uk Tel 01795 509109

HEAD OF BUSINESS DEVELOPMENT Jazmine Davis jazmine@cimltd.co.uk

ACCOUNT MANAGER

SOCIAL MEDIA MANAGER

Harrison Hume hh@cimltd.co.uk

Lily Lawson socials@cimltd.co.uk

HEAD OF DIGITAL

DESIGN & PRODUCTION

Xhulio Bishtaja digital@cimltd.co.uk

James Taylor Grant Waters

CREDIT FACILITIES MANAGER

MANAGING DIRECTOR

Gwen Lee creditcontrol@cimltd.co.uk

John Denning

MARKETING MANAGER Lucas Payne lucas@cimltd.co.uk www.barmagazine.co.uk

FIRST ORDERS

WHY NOT BOTH? OUR FIRST ORDERS FOR NOVEMBER COME FROM NATE SORBY, FOUNDER AND CMO OF ELEMENTARY TRADE MARKETING AND THE BRAND AMBASSADOR ACADEMY. THE RELATIONSHIP BETWEEN BRANDS AND BARS IS OFTEN DESCRIBED AS BROKEN. HERE NATE ASKS WHETHER A HYBRID OF UK PAY-TO-PLAY AND THE AMERICAN HABIT OF PUTTING REPS IN VENUES COULD FIX IT.

t has been said more than once that the relationship between brands and bars is broken. So what if we could fix it? Depending on which side of the Atlantic you stand, that relationship looks very different. In the UK it is largely transactional. We call it pay-to-play: listing fees, retros paid against volume, and marketing budgets carved up in spreadsheets. It is efficient, but often faceless: deals managed through contracts rather than handshakes, and a rep who is a name on an email rather than a face at the bar. In the US the model is built on presence. Brand ambassadors and sales reps are expected to be in venues, building rapport with the whole team and, crucially, spending money over the bar. Their success is judged on trust as much as volume. It has its own flaws, but the principle is sound.

SO WHY NOT BOTH? Imagine a brand that keeps the commercial discipline of the UK approach, still agreeing listings and retros, but requires its people to be a consistent, visible presence in the venues that stock its products. Then go further. Trim the retro and ring-fence a share of the marketing budget for spending in venue. That puts money back on the bar floor rather than in the boardroom. It raises an uncomfortable question. If a bar’s offer is strong, should it need large brand payments to survive? I would argue that a rep who is properly present brings friends, colleagues and regulars with them. They create a buzz that drives organic revenue in a way a cheque never will. It would level the playing field too. Today the biggest budgets simply buy the menu. A hybrid model would force everyone to compete on relationships, so a small independent brand that puts in the hours with bartenders, bar-backs and managers could earn its place on merit. It would also get the big players out from behind their desks. I am often told that “people buy from people” is a weakness of the old way. I would say the opposite. Why shouldn’t a venue support the brands that support its team, rather than the ones that cut a big cheque and return a year later asking for a volume report? Over the past decade the industry has been pushed towards corporate efficiency, and something has been lost. Putting people back at the centre of how brands and bars work together might be how we get it back.

Nate Sorby

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FULL FLAVOUR, PURE AGAVE FROM A TASTING TRIP TO MEXICO TO LISTINGS IN MORE THAN 350 UK VENUES, HACIEN HAS BUILT A PREMIUM FLAVOURED TEQUILA BRAND WITH INTEGRITY AT ITS CORE. WE GRABBED FIVE MINUTES WITH FOUNDER, SEB FRANCIS, TO HEAR HOW. HOW DID TWO FRIENDS FROM TECH AND ENGINEERING END UP STARTING A TEQUILA BRAND? My business partner Jordan and I went over to Mexico to taste authentic tequila, and we came back with an idea we weren’t willing to let go. We realised tequila is made to be savoured: a complex spirit, much more than the shot culture that dominated the bar scene back home. We’d seen flavoured gin take over the UK and realised no one was doing flavoured tequila with integrity: authentic, 100% agave, made in Mexico. When we launched our first flavoured expression, Pineapple, over three years ago, I knew we were onto something.

HOW DO YOU BALANCE FLAVOUR WITH THAT 100% AGAVE BASE, AND WHAT’S THE SERVE VENUES SHOULD PUSH? Using 100% agave across our range was non-negotiable from the get-go. For us, authenticity means it’s made and bottled out in Mexico. The Tommy’s Margarita has always been our preference over the classic Margarita: no triple sec, nothing standing between you and the tequila. Our pineapple, lemon and lime, and summer berries expressions were never designed to mask the base, they’re there to enhance it. Swap your Blanco for HACIEN Pineapple and the Tommy’s Margarita becomes the best version of the drink. Fewer ingredients, more flavour, more tequila character. That’s the serve.

YOU’VE GONE FROM LEEDS BARS TO VENUES ACROSS THE UK. WHAT DOES A VENUE PARTNERSHIP LOOK LIKE IN PRACTICE? It starts with the team. We don’t just want to land a listing, we want the bar team behind the brand so they can sell the experience, not just pour the drink. That usually means training on how we’re made and how we’re meant to be drunk, then bringing a unique activation to the venue. The classic night out has shifted, people start earlier and blend drinking with everything else in their day, so the activations follow: Pilates and Palomas, Day of the Dead tasting dinners, coffee shop style raves.

FOR AN OPERATOR, WHAT’S THE CASE FOR STOCKING HACIEN OVER THE TEQUILA THEY ALREADY POUR, AND WHAT’S NEXT? The case is simple: most flavoured tequila was built for shots, sweetness bolted onto a lower-grade spirit to mask it. HACIEN starts as 100% agave tequila, so it drops straight into the formats bartenders already trust. You can hit the trend pulling guests toward fruit-forward margaritas without reaching for a syrupy liqueur. In 2027 we’re taking HACIEN UK wide, at events, festivals and on the ground with operators. Expect to see HACIEN Tommy’s Margs everywhere, and we want readers of Bar Magazine to be part of it. For more information, visit hacien.com

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REFRESHING AN ITALIAN ICON DISARONNO HAS REDESIGNED ITS BOTTLE AND ROLLED OUT A NEW GLOBAL PLATFORM, THE DOLCE SIDE OF LIFE. WE LOOK AT WHAT THE REFRESH MEANS FOR THE BACK BAR, AND WHERE THE ITALIAN LIQUEUR FITS ON A FESTIVE MENU.

ome things are worth keeping. Others are worth refreshing. For Disaronno, it is both. The world’s favourite Italian liqueur has unveiled a new bottle design as part of a wider global brand refresh, evolving its instantly recognisable look while staying true to the Italian heritage that has made Disaronno an icon behind bars around the world. Taller, lighter and brighter, the new bottle retains Disaronno’s unmistakable silhouette while introducing a series of refined details designed to give the brand a more contemporary, premium feel. A redesigned square cap adds a modern edge, while Domenico Reina’s embossed signature and a new DD monogram pay tribute to the founder behind the brand’s enduring legacy. A refreshed palette of bright gold and light blue completes the look. For operators, a back bar is as much a display as it is a working space, and a bottle that holds its shape while looking sharper on the shelf is no small consideration. The silhouette is familiar enough that neither staff nor guests have to go looking for it, which matters on a busy service, and the brighter palette gives the bottle a little more presence among the premium listings it sits alongside. The new identity forms part of Disaronno’s wider evolution following the launch of The Dolce Side of Life earlier this year. The global platform celebrates the small moments of enjoyment

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and connection that make everyday life feel more special, bringing a fresh and more accessible expression to the brand’s Italian heritage. For the on-trade, the refresh comes at a time when consumers are continuing to look for drinks that feel premium, distinctive and worth trading up for. Christmas in particular presents an opportunity for operators to refresh seasonal menus with serves that offer a sense of discovery, without adding unnecessary complexity during busy trading periods. A recognisable name does a lot of that work on its own, giving guests the confidence to order something they have not tried before. Disaronno’s versatility makes it well placed to meet that demand. Disaronno Originale works across a wide range of serves, from the refreshing Disaronno Spritz to the timeless Disaronno Sour, for operators looking to deliver a premium cocktail with broad occasion appeal. The wider portfolio also gives bartenders scope to cater to different drinking preferences and occasions, with Disaronno Velvet Cream Liqueur providing an indulgent option for festive menus and liqueur-led serves. Between them, the range covers the lighter, longer end of a Christmas list and the richer afterdinner occasions that tend to follow it, which is useful for operators trying to get more out of a small number of listings. As the refreshed bottle rolls out across the UK, Disaronno offers operators a recognisable premium brand with the versatility to work across menus and occasions, giving bartenders plenty of scope to put their own take on an Italian classic. For more information, visit disaronno.com

COVER STORY

MORE THAN A TUBE CHRISTMAS FILLS VENUES, BUT THE SPEND BETWEEN THE DRINKS IS EASILY MISSED. EVIE PICKERING, ASSISTANT ACTIVATION BRAND MANAGER AT PRINGLES UKI, TELLS US ABOUT SNACKING OCCASIONS, BUNDLING WITHOUT BURDENING THE KITCHEN, AND GIVING GUESTS SOMETHING EXTRA THIS FESTIVE SEASON.

hristmas is the one period of the year when hospitality can count on volume walking through the door. The harder question is what happens in the gaps: the half hour before a table is ready, the round that turns into three, the group that has eaten but is not ready to leave. Those in-between moments are where a lot of potential spend quietly disappears. For Kellanova, that is precisely where a snack earns its place on a bar. “Christmas is one of the biggest social occasions of the year, with consumers spending longer in venues, meeting in larger groups and looking to treat themselves,” says Evie Pickering, Assistant Activation Brand Manager at Pringles UKI. “For hospitality operators, that creates a great opportunity to drive incremental spend through snacking occasions that complement drinks and encourage sharing.” The format matters as much as the brand. “Pringles 40g packs are particularly well suited to this environment,” says Evie. “Their single-serve format makes them ideal for bars, pubs and leisure venues where consumers are looking for a convenient snack to enjoy alongside a drink without committing to a larger food purchase.” That last point carries weight in December, when kitchens are running at capacity and a full food order is not always the answer for either side of the bar. “Positioned at the bar, alongside drinks menus or as part of festive meal deals, they can help operators capture those in-between eating occasions and increase spend

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per customer,” she says. “The festive season is also a time when shoppers are more open to trying new flavour combinations, making snacks a simple way for operators to add variety and elevate the overall customer experience.”

BEYOND THE TUBE ON THE BAR Pringles is a brand most operators think of as a sharing product, which is not necessarily how it works hardest in a venue.

COVER STORY

“While Pringles is famous for sharing, the 40g format opens up a different opportunity in foodservice,” says Evie. “It offers operators a convenient, recognisable brand that can be used to complement a range of occasions throughout the day.” The examples are deliberately low-effort, which is the point during a period when staff have little time to spare. “A Pringles 40g pack can be bundled with a sandwich, toastie or soft drink as part of a lunchtime offer, sold alongside drinks as an easy bar snack, or included within entertainment packages such as bowling, arcade gaming or sports screenings. These simple additions can increase transaction value while giving customers a more complete experience.” None of it requires kitchen input, additional prep or anything that slows service down, which is what makes it workable in the middle of the busiest weeks of the year. For a venue weighing up whether to add anything at all to a December offer, that absence of complexity is often the deciding factor. Recognition does some of the selling too, particularly with the mixed groups and office parties that fill venues in December, where a familiar name is an easier sell than an unfamiliar one. “Consumers increasingly expect trusted brands when they’re eating and drinking out,” says Evie. “Offering recognisable products like Pringles can provide reassurance, quality and convenience, all while generating incremental revenue for operators.”

GIVING GUESTS SOMETHING EXTRA Where this gets more interesting for operators is in what sits around the product. Guests arriving in December are not short of options, and venues are increasingly competing on how a visit feels rather than on what is listed on the menu. “Consumers today want more than just great food and drink,” says Evie. “They are looking for experiences that feel engaging, convenient and rewarding. That’s where brands can play an

important role in helping operators add value beyond the product itself.” For Pringles, that means Poptopia, the brand’s digital destination bringing its promotions and competitions together in one place. “This Christmas, consumers can visit Poptopia where there are hundreds of prizes to be won in a festive promotion, creating an additional point of excitement and engagement alongside their purchase.” Crucially for a venue, it asks nothing of the team. “From an operator perspective, it’s simple to activate. Consumers can scan a QR code on-pack, on point-of-sale materials, or visit the promotion website directly, making participation quick and convenient.” The combination is what makes the case. “By combining a trusted brand, an easy-to-enter digital experience and the opportunity to win prizes, operators can offer customers something extra that enhances the overall occasion and helps make their venue visit more memorable.”

AND FOR CHRISTMAS DINNER Finally, the question every drinks and snacks interview should probably end on. If Pringles were taking centre stage at Christmas dinner, which flavour gets the job? “I’d go with Sour Cream & Onion,” says Evie. “It’s a true crowd-pleaser and has the versatility to pair with almost everything on the festive table. I’d serve it alongside a classic roast turkey dinner with all the trimmings, using the crisp, tangy flavour to cut through the richness of the meal.” There is, inevitably, a Boxing Day application. “For the ultimate festive indulgence, I’d finish with a turkey and stuffing sandwich made from the leftovers, with a handful of Sour Cream & Onion Pringles added for extra crunch.” For more information, visit kellanova.com www.barmagazine.co.uk

TICKETS AVAILABLE NOW!

WWW.BARMAGAZINEAWARDS.CO.UK

BAR MAGAZINE AWARDS

BMA PREVIEW THE 2027 BAR MAGAZINE AWARDS RETURN TO TROXY ON 25TH JANUARY AND TICKETS ARE NOW ON SALE. BACKSTAGE HOST ERON MIBO, ENVIRONMENT AWARD WINNER GIULIO GUARINI OF DOVER YARD AND PAUL GOODWIN OF ECOSCENT TALKED TO US ABOUT THE ATMOSPHERE IN THE ROOM, WHAT WINNING FEELS LIKE AND WHY THE NIGHT MATTERS.

ickets are now on sale for the 2027 Bar Magazine Awards, which take place at Troxy, London, on Monday 25th January. Now in its fourth year, the night brings together more than 300 owners, operators, managers, bartenders and suppliers to celebrate the people and venues that make this industry what it is, with Jack Sotti and Kate Meehan returning as hosts. Three people who know the awards from different sides have talked to us about what to expect. Eron Mibo, Founder of Tales & Tails UK, will be backstage with the microphone, catching winners in the moments after they come off stage. She has been to the BMAs as a guest and as a finalist. “Each year, I’ve experienced the BMAs from a completely different perspective, first as a guest, then as a finalist and now

www.barmagazineawards.co.uk

as a backstage host,” she says. “What has remained consistent across each experience is the care and commitment the BMAs show towards the development of their network.” “The atmosphere is about so much more than celebrating the winners. It celebrates professional growth, industry excellence and most importantly, the relationships that make hospitality such a special industry. For someone attending for the first time, I’d say expect a room full of energy, pride and genuine connection. You’ll find people at every stage of their hospitality journey, from those just starting out to some of the most established names in the industry, all brought together by a shared passion for what we do.” Eron has won awards herself and knows exactly what those first minutes feel like. “There’s an emotional rollercoaster of

BAR MAGAZINE AWARDS

excitement, pride and often a little overwhelm. It can all feel like a blur in the moment, with the reality of what you’ve achieved only really sinking in afterwards. My aim is to capture that raw emotion while giving each winner the space to take in what has just happened and celebrate their achievement. I’m also really interested in hearing the stories behind the wins.” “And, of course, once the interviews are done, I can’t wait to let my hair down, shake a leg and meet some awesome people!” Giulio Guarini, Director of Bars at Dover Yard, 1 Hotel Mayfair, lived those minutes in January, when the bar was named winner of The Environment Award. “Thinking back to the moment we heard that we had won the award, it really felt like a flash of all the moments, people and hard work that had made that possible,” he says. “It truly takes a village, as people rightly say, and in that moment, I wished we could have had everyone who helped us get there around us. The room was filled with incredible people, peers, mentors, and some of the most inspiring figures in our industry, which made the moment even more special.” For Dover Yard, winning in that particular category meant everything. “Sustainability is not simply something we do; it is very much who we are. Every development, every decision and every project revolves around sustainability and finding our own way to contribute, even if it is just our small grain of sand. To have that commitment validated and recognised is incredibly empowering. It gives the team even more motivation to keep pushing boundaries, to do more, and to continue building a brand that truly lives by its identity and values.” That is what the BMAs are for. Behind every winner is a team that has spent a year getting better, usually without anyone

outside the four walls noticing. In January, they get noticed. EcoScent returns as official scent partner for a third consecutive year and headline sponsors the Inclusive Employer Award. Paul Goodwin, Director of Client Experience, says the reason the company keeps coming back is simple. “This night allows us to celebrate the success of our clients, their teams and the wider bar industry. The event grows every year, attracting more attendees and offering more opportunities to create new connections, catch up with familiar faces and discover the latest trends shaping the industry.” “For us, it is genuinely one of the most electric nights of the year. The atmosphere, the music, the entertainment and, of course, the scent throughout the venue all combine to create a memorable guest experience. By creating a welcoming atmosphere through scent, we help enhance the guest experience and make the evening even more memorable. There is also something different about those who attend the Bar Magazine Awards. Everyone is friendly, chatty and ready to have a good time.” His message to anyone still undecided: “Don’t miss it. It is one of the best nights in the industry and a rare opportunity for those who spend every day creating exceptional experiences for others to finally stand on the other side of the bar and enjoy those same high standards themselves.” Tickets include a welcome drink, a three-course dinner, an open bar throughout the evening and access to the after-party, and are available now via the BMA website. Shortlisted finalists across all ten categories will be announced ahead of the event. Whether you are there to be recognised or simply to be part of the celebration, 25th January is a date to clear in your diaries! www.barmagazineawards.co.uk

BAR MAGAZINE AWARDS

BORN BEHIND THE BAR EVERLEAF PRODUCES AWARD-WINNING NON-ALCOHOLIC APERITIFS INSPIRED BY FOREST, MOUNTAIN AND MARINE ECOSYSTEMS. ITS PARTNERSHIP WITH THE 2027 BAR MAGAZINE AWARDS SEES THE BRAND PROVIDE THE ALCOHOL-FREE WELCOME DRINK AND A COCKTAIL BEHIND THE MAIN BAR. FOUNDER PAUL MATHEW TELLS US MORE. TELL OUR READERS ABOUT YOUR BRAND AND WHAT SETS YOU APART WITHIN THE HOSPITALITY SECTOR. Everleaf is a range of award-winning, non-alcoholic aperitifs that were born behind the bar, and created to sit with any of the world’s best brands on the back bar. Founded by conservation biologist and bartender Paul Mathew, Everleaf grew from a demand for complex, sophisticated non-alcoholic spirits that don’t compromise on flavour, texture or storytelling. Using some of the world’s most wonderful plants, each expression, Forest, Mountain and Marine, is built around a distinct natural ecosystem, with layers of flavour whether you’re making a simple highball or exploring what they have to offer in more complex recipes. Given Everleaf was founded by a conservationist, it’s no surprise that as well as using plants (at least 15 species in each of our flavours), we also give back to plant conservation, donating at least 1% of our turnover to charity, and we are proud to have been a B Corp since 2023. We want our plants to be around forever!

WHAT INSPIRED YOUR DECISION TO SPONSOR THE 2027 BAR MAGAZINE AWARDS, AND HOW DOES THIS ALIGN WITH YOUR BRAND’S VALUES AND VISION? Everleaf came from the bar, and the majority of our business is in the UK on-trade, so it’s only fitting that we support and give back to it, both through awards like this and our continued advocacy work and commitment to get hospitality professionals out amongst the plants! Everleaf’s values are rooted in sustainability, craft and community. The Bar Magazine Awards champion all those things, driving industry standards forward and pushing creativity. Sponsoring this event allows us to celebrate the people who make the UK bar scene world-class, while supporting an inclusive, progressive drinking culture where moderation and quality drinks go hand in hand.

HOW IMPORTANT ARE EVENTS LIKE THE BAR MAGAZINE AWARDS TO THE INDUSTRY? Industry events like the Bar Magazine Awards are part of how we can maintain the energy, creativity and resilience of hospitality. They provide a great platform to celebrate excellence, showcase innovative bar programmes and acknowledge the immense

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dedication of teams and individuals in what is currently a challenging time for our industry. Beyond the winners and ceremonies, awards foster connection across the industry. They offer a space for us to reunite, share inspiration and come together as a community, something we believe is so important. At Everleaf we often talk in terms of thriving ecosystems, whether that’s Forest, Mountain and Marine, flavour, aroma and texture, or bartender, bar and brand. Working together we can be greater than the sum of our parts. www.everleafdrinks.com

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BAR MAGAZINE AWARDS

100% AGAVE, ALWAYS HACIEN TEQUILA ARE BACK AGAIN FOR THE 2027 BAR MAGAZINE AWARDS, POURING ITS 100% AGAVE FLAVOURED EXPRESSIONS FOR GUESTS ON THE NIGHT. FOUNDER SEB FRANCIS TELLS US ABOUT CHALLENGING THE NORMS AND BACKING THE UK BAR SCENE. PLEASE TELL OUR READERS ABOUT THE BRAND. Tequila needed a shake-up, so we built HACIEN to lead the charge. We’re crafting 100% agave, flavoured expressions that honour traditional distilling in Jalisco while completely reimagining what tequila can be. We put our heart into ensuring there are zero shortcuts in our bottle, just premium quality, full strength tequila, and a brand that isn’t afraid to disrupt the status quo.

WHAT INSPIRED YOUR DECISION TO SPONSOR THE 2027 BAR MAGAZINE AWARDS, AND HOW DOES THIS ALIGN WITH YOUR BRAND’S VALUES AND VISION? Our decision to sponsor the Bar Magazine Awards is rooted in our respect for the UK bar industry, and we wanted to show our support for the innovation and dedication that constantly elevates the drinks scene across the country. With our tequila now listed in over 350 incredible venues, we understand that our success is intrinsically linked to the people behind the bar. We are forever grateful for the support and love we’ve received, and we believe in fostering a strong and supportive industry community. When we first started, our aim was to do something truly different for tequila, to challenge the norms and stand out. This desire to push boundaries and innovate is a value we share with

Bar Magazine, which serves as a benchmark for creativity and quality in the industry.

WHAT SETS YOUR BRAND APART FROM OTHERS IN THE INDUSTRY? What truly sets our brand apart is our identity as pioneers and quality leaders in the growing flavoured tequila movement. For too long, the concept of flavoured tequila has been undermined by synthetic shortcuts and cheap liqueurs masquerading as the real thing. We believe this sector is now ready for a premium evolution, and we are driving it. We’re not taking shortcuts or diluting the essence of tequila. We’re crafting innovative flavoured expressions while remaining utterly true to what real tequila should be: 100% agave, always. Our mission is to show that innovation and flavour can be delivered without ever compromising on the integrity and quality of the tequila itself. We look forward to celebrating the winners and the entire industry at the awards and raising a glass, specifically a HACIEN Pineapple Tommy’s Margarita, to the boundless future of the UK bar scene. www.hacien.com

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VENUE OF THE MONTH

THE RETURN OF LAKI KANE SEVEN YEARS AFTER OPENING IN ISLINGTON, LAKI KANE HAS BEEN REBORN ON OXFORD STREET IN PARTNERSHIP WITH THE BREAKFAST GROUP. FOUNDER GEORGI RADEV TELLS US WHY CLOSING THE ORIGINAL TAUGHT HIM THE HARDEST LESSON IN HOSPITALITY, AND HOW POSITIVE ENERGY BECAME THE ENGINE OF ONE OF LONDON’S MOST FUN VENUES.

LAKI KANE HAD SEVEN YEARS AND A LOYAL FOLLOWING IN ISLINGTON. WHAT DID CLOSING THAT SITE TEACH YOU ABOUT THE BUSINESS? Laki Kane was a huge success in Islington. We won many awards, including Best Menu, Top 10 in Europe and 50 Best Discovery, and we were the busiest bar in the area. But that level of quality comes with a price. After Covid, people stopped travelling long distances to their favourite bars and Islington became even more local. We were still busy at weekends, but not in the week, and at some point

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the numbers stopped making sense. Our biggest mistake was opening in a residential area in the first place. People always say location is one of the most important things in this business, and they say it for a reason. Laki Kane was created out of passion, so closing was emotional. Opening a new venue in central London is expensive and risky, so we explored a collaboration with The Breakfast Group at the Burlock site, opposite Selfridges. Four months into trading, the bar is already very busy, and it’s great to see so many happy faces in one room again.

VENUE OF THE MONTH

YOU ARE ONE OF THE MOST ENERGETIC, FUN-LOVING FIGURES IN THE UK BAR SCENE. IS THE FUN A PERSONALITY TRAIT OR A MANAGEMENT PHILOSOPHY?

pretentiousness and a cold experience. Laki Kane is the opposite: all the benefits of a nightclub without the hassle.

YOU LAUNCHED WITH 5,000 FREE COCKTAILS AND A SECRET PASSWORD. WHAT WAS THE THINKING, AND WHAT DID IT DO FOR FOOTFALL?

Passing positive energy to other people is a way of life. It’s a little bit like the Aloha spirit in Polynesian culture: you say Aloha with a big smile and a hug, and that energy is contagious. You have to look after yourself: eat well, train, be good to people. That’s how I pass energy to my staff, and they carry it even when I’m not there. The downside is that fun can lead to cutting corners, so you have to balance being friendly with being firm enough to make sure the service is great.

It was a message to our loyal followers: we’re back, and this drink is on us as a thank you. It was very popular. So many people came back because they had missed our famous Pin Up Zombie, Fatal Attraction and Mahi Mahi, and many stayed for a few more to celebrate.

THE NEW LAKI KANE IS A TIKI BAR THAT TURNS INTO A LATE-NIGHT PARTY WITH A 3AM LICENCE. HOW DO YOU MAKE ONE VENUE WORK FOR BOTH?

AFTER TWO DECADES CHAMPIONING RUM AND TIKI, WHAT HAS YOUR INFLUENCE BEEN, AND WHAT SHOULD THE LAKI KANE TEAM TAKE FROM THIS NEXT CHAPTER?

The new Laki Kane is more of a mix between Mahiki, where I was Global Creative Bar Manager for over ten years, and the Islington original. During the week we operate as a cocktail bar with Thai food. I call the Laki Kane experience “fun dining”, no fine dining: good food, amazing cocktails and a fun atmosphere. At weekends our Spirit of Tiki brunches are fully booked, with DJs, entertainment and a room full of people dancing. When you go outside and see the daylight, it’s almost a shock to the body! In the early evening we celebrate birthdays with themed serves, noise, lights and smoke, then at 9pm the DJ starts and it becomes a late-night party. I wouldn’t call it a nightclub vibe. Nightclubs are known for

Hearing that I’ve been doing this for 20 years makes me wonder how I’m still doing it! The energy is still there, and I’ll keep adding fun to the bar industry for as long as God gives me the strength. I’ve always shown people that service, personality and aura are just as important as making good drinks. Good drinks are a must: a bartender who can’t make drinks is like a chef who can’t cook. It’s what you add on top that makes you exceptional. That comes naturally to some and never to others, but it can be trained, and that’s what I want the Laki Kane team to take into this next chapter: keep passing on that positive energy. www.lakikane.com www.barmagazine.co.uk

HOSPITALITY HEROES

AN ACT OF LOVE EIGHTEEN YEARS AFTER OPENING THE CONNAUGHT BAR, AGOSTINO PERRONE REMAINS THE STANDARD AGAINST WHICH HOTEL BARTENDING IS MEASURED. THE CONNAUGHT’S DIRECTOR OF MIXOLOGY TALKS TO BAR MAGAZINE ABOUT CULTURE, CONSISTENCY AND WHY HOSPITALITY, DONE PROPERLY, IS AN ACT OF LOVE.

Agostino Perrone

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HOSPITALITY HEROES

We never changed who we are, we never changed what we do, we never forgot that guests are our priority.

ery few bars stay at the top for two years, let alone eighteen. When the Connaught Bar opened in 2008, Agostino Perrone, Director of Mixology at The Connaught, set out with his team to deliver what he calls the best hotel bar experience ever. Nearly two decades, a Phaidon book and countless imitators later, it is hard to argue they haven’t. Ago’s route to Mayfair began on Lake Como, via Battersea’s Dusk and Notting Hill’s Montgomery Place, and before bartending there was photography. The two, he says, come from the same place. “It’s the sense of discovery. I’ve always been driven by a strong desire to see, meet, blend experiences and cultures, and this is why I embraced photography in my youth. When I started working behind the bar back in Como, I immediately realised to what extent bartending and hospitality provided an opportunity to unite all these things.” Ask how the bar has held its position and the answer is not a system or a spec sheet. “It’s not simply about discipline, it’s about turning that discipline from a daily commitment into an actual culture,” Ago explains. “To establish something that lasts, despite the changes, you need a set of values and standards that remain the north star for you and for everyone else in the team.” At The Connaught, that north star has a name: placere placet, pleasure to please, a motto that reaches every role in the hotel. “We never changed who we are, we never changed what we do, we never forgot that guests are our priority. Everything else around us might have changed, and we have evolved accordingly. It might sound simple, but achieving this level of longevity and consistency remains the most ambitious thing we’ve ever done.” That culture is also his hiring policy. Ago has developed some of the most celebrated bartenders of the era, Giorgio Bargiani among them, yet he insists he has never recruited for a particular skill.

“We don’t hire and nurture machines, we encourage everyone to be themselves and be as human and individual as possible. This is hospitality after all. What we look for in new team members is a synergy in terms of values: they join if we feel they have that utmost commitment to being part of our team and to sharing our dedication to our guests.” The martini trolley, now borrowed the world over, is that culture made visible. “Hospitality is an act of love and generosity. It’s taking pleasure in making people feel better, feel special, feel they belong to that moment and space. This is the idea behind our Martini trolley: making the guest feel protagonist, choosing what flavour fits their mood and occasion, enjoying a bit of theatre, remembering that moment in time.” Underneath the romance sits an operational truth any operator can borrow: personal connection at this volume is designed, never hoped for. “We have the capacity and capability, from a staff and managerial point of view, to design a service that caters for all our guests’ needs and desires. But above all we have the hospitality ethos that allows team members to bring the human touch that makes every guest experience unique and personalised.” Eighteen years in, what keeps him walking into the bar each day? “A day at The Connaught Bar is never the same. I still find the same magic, the same inspiration through regular and new guests, existing and new team members. I try and keep a beginner’s mindset, because that helps remind me why I started to do my job. While a lot has been done, there is still a lot to do.” That may be the real lesson for any venue chasing longevity. Specs and serves can be copied, and the trolley certainly has been. What cannot be copied is a culture nurtured daily for eighteen years by a man who still watches, still learns, and still takes his greatest pleasure in pleasing. www.barmagazine.co.uk

BEHIND THE BRAND

CREATING A BUZZ BUZZBALLZ WENT FROM NEWCOMER TO THE FASTEST-GROWING RTD BRAND IN THE UK IN BARELY A YEAR, AND NOW THE LITTLE ROUND COCKTAILS WANT A PLACE BEHIND THE BAR. JESS SCHEERHORN, PRESIDENT OF THE BRAND AT SAZERAC, TALKS SERVES, VENUE PARTNERSHIPS AND WHY 2027 IS SET TO BRING PLENTY MORE SURPRISES.

ew brands have arrived in the UK with the speed of BuzzBallz. Created in Texas in 2009 by former teacher Merrilee Kick and acquired by Sazerac in 2024, the brightly coloured, cocktail-strength spheres were a top 20 RTD brand within weeks of landing here, carried by TikTok and the pre-drinks occasion. The next chapter is the on-trade, and the person plotting it spent most of her career at the opposite end of the drinks business. “What draws most folks to BuzzBallz is just how different it is, and that’s exactly what it was for me,” says Jess Scheerhorn, president of the BuzzBallz global business unit at Sazerac. “I’d spent years working across Sazerac’s whisky and cognac portfolio, where heritage, craftsmanship and storytelling are such an important part of building brands for the long term.” The RTD world, she admits, is a completely different space:

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fast moving, culturally connected and naturally fun. “But the fundamentals are actually very similar: understanding what makes a brand distinctive, staying close to the consumer and protecting what people love about it as it grows.” Most of the UK story so far has been written in supermarkets, so what does the brand look like on a back bar? Simple, says Jess. “When BuzzBallz lands in a bar or pub, it’s served exactly as intended: ice cold, straight from the ball. Our instantly recognisable round shape and bold colours are a huge part of the experience. It’s a drink people spot across the bar and want to get involved with, which is why we’re now available in major trade accounts including Wetherspoon and Stonegate, and counting.” The shape starts the conversation; flavour, she says, is what keeps people coming back. “Our cocktail-strength serves bring

BEHIND THE BRAND

something different to the occasion, with big, fun flavours and a bit of theatre, without the wait for a traditional cocktail. Our bestsellers tend to be our biggest flavours, with Berry Cherry Limeade and Strawberry Rita leading the way.” The theatre point matters, because the most talked-about BuzzBallz serve in the country was not the brand’s idea at all. All My Gods in Bethnal Green sells them from a repurposed vending machine, and Jess is delighted about it. “The All My Gods vending machine was actually a brilliant surprise. We weren’t involved in creating it, but it’s a perfect example of how venues can take the BuzzBallz experience to the next level. It takes our iconic round format and turns simply ordering a drink into part of the experience.” It also says something about the venues where the brand works best. “BuzzBallz thrives in spaces that don’t take themselves too seriously, so we love seeing venues have a bit of fun with us,” she explains. “For the on-trade, it’s about much more than putting BuzzBallz behind the bar. We want to work together on ideas that feel right for their venue and audience, taking the energy people already associate with BuzzBallz and translating it into a real experience. Whether that’s a vending machine or something completely different, we love seeing venues make BuzzBallz their own.” That energy has been hard to miss this year: a ten foot gacha machine on London’s Southbank, a pink diamond engagement ring to mark a flavour launch, Harry Redknapp fronting a World Cup campaign.

“Those were all super fun activations our team brought to life because we’re absolutely obsessed with finding creative ways for people to engage with BuzzBallz,” says Jess. “We love tapping into culture and doing things people might not expect from a drinks brand.” Venues, she insists, can be part of that. “We’re looking for partners who understand the brand, know their audience and are up for creating something epic with us. The right audience and energy are important, but so is an appetite to do something different. Ultimately, we want partnerships that give people a genuine reason to talk about and try BuzzBallz.” As for next year? “We’re still only scratching the surface of what BuzzBallz can be in the UK. As we head into 2027, we’ll keep expanding our on-trade presence and exploring even bigger ways to show up, from new partnerships and flavours to serves, experiences and ideas we haven’t revealed yet. We love surprising our fans, so we won’t give everything away just yet, but you can definitely expect to see a lot more of BuzzBallz in the UK on-trade.” The operator takeaway is straightforward. BuzzBallz walks in with its own audience, a serve any team can execute in seconds, and a brand team actively looking for venues to build ideas with. If your crowd matches, the conversation costs nothing, and on this year’s evidence it is unlikely to be boring. www.barmagazine.co.uk

The Ofﬁcial Whisky Glass

Over the past 25 years, more than 50 million Glencairn Glasses have been trusted by bars, restaurants, distilleries, and whisky events across the globe. Scan here to visit the Glencairn Whisky Hub for the latest whisky news, events, and history.

WHISKY THE DRAM IS BACK, AND THIS TIME IT’S FOR EVERYONE. SIX LEADING VOICES FROM ACROSS THE TRADE ON HOW WHISKY SHED ITS INTIMIDATION FACTOR, AND WHY THERE’S MONEY IN IT FOR ANY BAR WILLING TO POUR WITH CONFIDENCE.

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WHISKY - ESSENTIAL 5

TALKING WHISKY WITH CONFIDENCE A DEEP WHISKY SHELF IS ONLY WORTH WHAT THE TEAM CAN DO WITH IT. FRANK MURPHY OF THE POT STILL IN GLASGOW AND MATT WORKMAN OF HOPSCOTCH IN LIVERPOOL HAVE BUILT THEIR BARS ON STAFF KNOWLEDGE. HERE’S HOW TO BUILD IT IN YOURS.

START SMALL AND KNOW IT INSIDE OUT Matt Workman’s advice to any bar adding whisky is not to go full speed ahead. Leave the big selections and obscure bottles to the specialists and start with no more than ten, but make sure everyone on the team knows those ten inside and out. A confident recommendation on a small range sells more than a shrug in front of a big one.

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BRING THE EXPERTS TO YOU The whisky industry is full of knowledgeable, friendly people who will happily train a team, and brands are keen to host tutored tastings in your venue. Take them up on it. Frank Murphy also shares out distillery visits, whisky festival tickets and trade show places equally across the team, so learning is part of the job rather than a perk for the few.

CRACK EVERY NEW BOTTLE TOGETHER At The Pot Still, every new bottle is opened and nosed by whoever is on shift that day, and an opinion forms on the spot. Nothing goes on the gantry unknown. It costs next to nothing and takes minutes, and it means the team has something real to say about the bottle before a guest ever asks, which is where sales come from.

LET EVERY BARTENDER HAVE THEIR OWN TASTE

Frank has no time for a cookie-cutter approach. The same question should get similar but not identical answers from each member of his team, because each one recommends from their own likes and dislikes. Guests can tell when a recommendation is personal, and Matt makes the same point: his team only suggests what they are enjoying themselves. It also keeps the experience fresh for regulars.

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TAKE THE FEAR OUT OF IT Confidence behind the bar comes from permission to be wrong. Matt’s rule at HopScotch is that no tasting note is incorrect, because a smell pulled from someone’s memory can’t be. If the team is allowed to say a dram smells like their nan’s trifle, they’ll talk about whisky in plain language, and that is exactly what puts a nervous guest at ease.

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WHISKY - ESSENTIAL 5

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WHISKY

DRAM ROLL FROM SINGLE-CASK SPECIALISTS TO THE WORLD’S BIGGEST IRISH WHISKEY BRAND, THE CATEGORY IS GROWING AGAIN, AND THE OLD RULES ABOUT HOW IT SHOULD BE DRUNK ARE FALLING AWAY. WE SPOKE TO SIX LEADING VOICES ABOUT COCKTAILS, CURATION AND CONFIDENCE, AND WHY WHISKY NOW BELONGS IN EVERY VENUE.

or a long time, whisky did a very good job of keeping people out, and plenty of venues let it: the reserved back bar, the reverence, the assumption that it was a specialist’s category best left to the specialists. What emerges from talking to six people at very different ends of the trade, from one of Glasgow’s best-known whisky pubs to the world’s biggest Irish whiskey brand, is how completely the people selling whisky best have abandoned that thinking. The question for operators is whether their venue has too. Start with the trajectory. “I see whisky entering a phase of growth, with drinkers coming back as well as new drinkers seeking it out as tastes change and evolve,” says Billy Abbott, Brand Ambassador for The Whisky Exchange, who watches what drinkers actually buy from a rare vantage point. “Mixing

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interesting whisky is not a crime, and increasingly people are breaking that ancient ‘rule’.” Nathan Last, On-Trade Channel Director at Pernod Ricard UK, can put numbers on it. Jameson has become a Top 10 spirits brand, growing 6.1 percentage points ahead of the wider imported whiskey market in the on-trade and now accounting for over 20% of imported whiskey value sales. “Irish whiskey remains underrepresented on many back bars compared with categories such as gin and rum, yet consumers are increasingly seeking versatile spirits that work equally well neat, on the rocks and in cocktails,” he says. Growth, in other words, with headroom still in it. So what held it back? Matt Workman, owner of HopScotch in Liverpool, is blunt about it. “Two elements contribute to the

WHISKY

intimidation factor: the drink itself and the culture surrounding it. I believe that much of the whisky industry is designed around exclusivity, and that in itself can be intimidating when you’re faced with dress codes, expensive pours, and formal service.” He always felt out of place in those venues, which is why HopScotch was built as the opposite: relaxed, a bit rough around the edges, alternative music on, more a pub crossed with a whisky bar than a temple. His answer to the intimidation problem is worth pinning above any back bar. “Come in wearing jeans and a t-shirt, listen to some Alice in Chains, have a dram, tell me it smells like your nan’s trifle, if you think it needs a teaspoon of water then crack on, and most importantly have fun with it. How can a smell or a taste that you’ve pulled from your memory be wrong?” Iain McPherson, owner of Panda & Sons in Edinburgh, arrives at the same place from the innovation end. “I think sometimes we create a barrier for ourselves by thinking of whisky as particularly tradition-bound. Most spirits are traditionbound in some way. For us it’s not really about that. It’s about championing the flavours.” “As much as innovation is a large part of what we do at Panda & Sons, so is promoting Scotland and everything Scottish,” he adds, and the bar’s annual Clan Gathering bottling, a blended malt limited to 100 bottles and released at its Panda Highland Games in aid of the Scottish Wildcat, is proof of it. Panda & Sons is one of the most decorated bars in the country, yet its whisky programme is rooted in the same permission-giving instinct: “I think using more Scottish whisky in cocktails can help break down some of the stigma around how it should be drunk.” Cocktails are where that stigma goes to die, and every contributor lands on them as the way in. Iain designs for it

deliberately. “We believe you need those introductory cocktails for people who come in saying, ‘I don’t like whisky’ or ‘I don’t like Scotch’. Those drinks give people a chance to appreciate the flavours in a more toned-down and approachable way.” Panda & Sons’ Wildling, a long, carbonated sipper, exists for exactly that guest. “That’s often the starting point, getting someone who says they don’t like Scotch to realise they actually enjoy those flavours in a cocktail. From there, they’re much more open to trying different styles and exploring the category.” Nathan sees the same journey at scale. “Historically, whiskey might have been seen as a neat or rocks serve, but Jameson is increasingly being discovered through longer, more refreshing drinks. Jameson, Ginger & Lime has become a standout serve because it gives guests an easy entry point into the category whilst fitting naturally into contemporary drinking occasions.” For winter menus he points to indulgent, seasonal builds: a Jameson Gingerbread Highball, a Hot Apple Toddy, and an Irish Coffee Martini to catch the Espresso Martini drinker. Annie Ingram, Prestige Trade Marketing Manager at Disaronno International UK, whose portfolio spans The Busker Irish whiskey and Maryland’s Sagamore Rye, agrees the season is on whiskey’s side. “Whether it’s a rye Old Fashioned, a whiskey sour with depth, or something more adventurous with Irish whiskey at its core, these premium spirits bring the kind of warmth, spice and complexity that cold-weather cocktails are built on.” The other engine is premiumisation, and here the suppliers are unusually aligned. “Guests are increasingly looking for elevated experiences, but they still want brands they recognise and trust,” says Nathan, whose recommended route is the simple step up: standard Jameson to Black Barrel, or a Black Barrel Old Fashioned as the premium serve. Annie sees it across the www.barmagazine.co.uk

WHISKY

whole drinks list. “We’re observing growth of our products in the premium price range across many categories, as people increasingly choose quality over quantity when it comes to what they’re drinking.” The Busker’s positioning as affordable luxury is built for that drinker, able to sit on a cocktail list and stand as a sipping pour at once. Education is part of the pitch too: The Busker’s home, Royal Oak Distillery, produces single malt, grain and pot still styles under one roof, “providing consumers with an educational journey into the category while remaining accessible”. Billy adds a useful check on all of this: premium only lands when there’s substance behind it. “Story has always been important, but with so many whiskies on the market, it’s become even more so. While drinkers are drawn towards newer and less mainstream styles, smoke, interesting casks, new production techniques, they are also checking for gimmicks. Style choices with good reasons behind them lead to the authentic stories that people want.” His map of where those stories are coming from stretches well past Speyside: Nordic distillers, east Asia, India, Thailand and Korea, and a thriving English whisky scene he calls himself a proponent of, “all a few hours drive away at most”. The category’s centre of gravity is shifting, and menus might as well shift with it. Which raises the practical question: what actually earns a place on the back bar? Billy’s formula is a core of standard releases with deliberate space for the unfamiliar. “Indie bottlings give alternative looks at more familiar distilleries, but lesser-known distillers give bartenders the opportunity to share new stories, giving guests further insights into what they are drinking.”

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At HopScotch, independent bottlings form the lion’s share of the list. Most of the range is single cask, which keeps the offer moving by its nature: once a bottle is gone, it is generally gone for good. Matt’s tip for the enthusiast market is to watch the new wave. “Some of the new distilleries are in my opinion very impressive, such as Ardnamurchan and Dornoch. Both of these have only been distilling for about a decade, but they’re run by people who really know what they’re doing and that shows in the liquid.” Frank Murphy, proprietor of The Pot Still in Glasgow, manages one of the biggest gantries in the country, and his stocking logic is refreshingly unsentimental: new releases the customer wants to try before buying a bottle, whiskies the team has tasted and rates regardless of the label, oddities that push the envelope, and a fourth category he makes no apology for. “There has to be a benefit to running your own whisky bar, so we have a deep range of distilleries like Benromach and Glen Moray, because I enjoy drinking it.” Pricing is just as brisk. “We have no time for trying to figure out what the customer will accept. The number of bottles that come in and out every week, and the changing prices, means that every dram gets the same percentage applied to the cost price and then up on the bar.” It will horrify the yieldmanagement crowd; it also leaves his team selling whisky rather than second-guessing it. But Frank is adamant that the range is not the asset. “A groaning gantry deep with drams is lovely to look at, but without a team behind the bar who can find the right whiskies within that, it’s just something to dust.” The Pot Still invests in perpetual

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WHISKY

learning, tutored tastings, distillery visits and festival tickets shared equally among the team, and the payoff compounds: its alumni now work at Chivas Brothers, Edrington, William Grant’s and half a dozen more, which has itself become a recruitment tool for ambitious bartenders. What he refuses to build is uniformity. “The same customer query should get similar but not identical selections from Sally, Iona, AJ or Lucca, based on their own personal likes and dislikes. That keeps the experience fresh for returning customers also.” Matt’s version of the same lesson is community. HopScotch’s regulars, its whisky club and its reputation among enthusiasts far beyond Liverpool have carried the bar through a brutal period for hospitality. “Show people your passion and knowledge, people can tell when the passion is genuine. Give people a place where they belong, look after them, and they will rally around you.” None of which requires a venue to become a whisky bar. On this the panel is emphatic, and specific. “Don’t go full speed ahead into it, leave the big selections and more obscure bottles to the places that really specialise in it,” says Matt. “Maybe start with no more than 10 bottles, but get to know those bottles inside and out so that you and your staff can make solid recommendations. There are plenty of knowledgeable, friendly, and passionate people in the industry,” he adds. “Bring one of them in to do a bit of training with you and your staff.” Iain’s advice is to match the style to the venue rather than defaulting to the famous names: a light single grain for a bar that leans towards white spirits, younger blends that undercut the old-equals-better myth, sherried and sweeter cask finishes

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WHISKY

for an easier landing. Nathan’s is about visibility: “Make whiskey easy to discover. If guests can’t see it, they won’t order it.” Menu placement, staff confidence and simple stepping stones through the category, he argues, move rate of sale more than anything exotic. And Frank makes the commercial case in one breath. “You can offer a great range of flavours with even just half a dozen bottles, it doesn’t go off the same way other drinks might, price points go all the way up and down the scale, and there’s never a point where anybody has seen it all.” He adds one benefit nobody else thought to mention: a good dram gives a drinker an out. “If you want to stay part of the group but not the round, few query the person slowly sipping a good dram, while a flat pint quickly gives the game away.” We half expected a squabble between tradition and innovation somewhere in these interviews. Nobody turned up to have it. The message from these six is remarkably consistent, and quietly radical for a category that once traded on mystique: not one of them argued for gatekeeping. The specialist bars are stripping out the formality, the brands are building entry ramps, and the retailer is telling bartenders to mix the good stuff. Whisky’s fundamentals suit an operator under pressure: it keeps, it sells at every price point on the list, and it rewards knowledge that any team can build six bottles at a time. The venues winning with whisky are simply the ones that stopped asking guests to earn it. A back bar built without that attitude is, to borrow Frank’s phrase, just something to dust. www.barmagazine.co.uk

WHISKY - NEW CREATIONS

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WHISKY - NEW CREATIONS

HONEY ORANGE OLD FASHIONED SAGAMORE’S HIGH RYE BOURBON IS A MARYLAND WHISKEY BUILT ON A TRADITIONAL THREE-GRAIN RECIPE, WITH FRUIT, A TOUCH OF HONEY AND A LONG FINISH. FOR THIS MONTH’S NEW CREATIONS THE BRAND SHARES ITS HONEY ORANGE OLD FASHIONED, A FIVE-INGREDIENT SERVE THAT GIVES THE CLASSIC A GENTLE SWEETNESS AND IS QUICK TO BUILD.

agamore High Rye Bourbon is made in Baltimore, Maryland, a city the brand describes as the historical confluence of rye whiskey, and that heritage runs through the whole approach. The bourbon is built on a traditional three-grain recipe with a higher proportion of rye than most, and the intention is to evoke the founding of America’s inaugural spirit rather than simply add another bottle to an already crowded category. In the glass it brings plenty of fruit, a murmur of

ABOUT SAGAMORE WHISKEY Sagamore Whiskey is an award-winning American brand rooted in Baltimore, Maryland and leading the modern Maryland-style whiskey. Built on a philosophy of balance, hospitality, and connection, Sagamore Whiskey represents a more approachable and welcoming expression of American whiskey culture. Through its signature approach, the brand creates whiskeys known for their layered character, quality, and versatility, equally at home in cocktails, around the table, or enjoyed neat. As Sagamore Whiskey continues to expand in the American whiskey category, the brand remains committed to defining the future of Maryland-style through innovation, craftsmanship, and meaningful shared experiences. Sagamore’s portfolio has earned more than 200 international awards, including “Best Rye Whiskey” at the 2023 John Barleycorn Awards. Its lineup includes Sagamore Small Batch Rye Whiskey, Sagamore Cask Strength Rye Whiskey, Sagamore Double Oak Rye Whiskey, and a variety of limited-edition Reserve Series releases at sagamorespirit.com.

honey and an unyielding finish, which gives it enough character to hold its own in a stirred drink instead of disappearing behind the sugar and bitters. The brand calls it a whiskey that demonstrates how hard work and patience yield rich rewards. For an operator, that complexity is the practical point: it lifts a house Old Fashioned without asking the bar team to change the build. The Honey Orange Old Fashioned is a refined take on the classic, and a sensible one for a bar to run. Honey syrup stands in for the usual sugar, bringing a rounder, richer sweetness that echoes the honey already present in the bourbon. Orange bitters lift the citrus, while walnut bitters add a subtle nutty warmth that sits comfortably against the caramel, spice and ripe stone fruit in the spirit. The result is smooth and balanced with a gently sweet finish, and it keeps the recognisable shape of an Old Fashioned so guests know exactly what they are ordering. Five ingredients, a single glass and a stir make it fast to serve and easy to standardise across a team, and the honey syrup can be made up in advance so the drink tastes the same whoever is behind the bar.

INGREDIENTS 60ml Sagamore High Rye Bourbon 10ml honey syrup 2 dashes orange bitters 2 dashes walnut bitters Orange peel, to garnish

METHOD 1. Add the Sagamore High Rye Bourbon, honey syrup, orange bitters and walnut bitters to a rocks glass. 2. Add ice and stir until well chilled. 3. Express an orange peel over the drink and drop it in to garnish. www.barmagazine.co.uk

PARTNERSHIPS

THE POWER OF PARTNERSHIP WHEN A PAPA SALT-BRANDED LAND ROVER PULLED UP OUTSIDE LAKI KANE THIS SUMMER, A FREE COCKTAIL OFFER TURNED PASSING TRADE INTO PAYING GUESTS. WE SPOKE TO PAPA SALT, LAKI KANE, ELECTRIC VINTAGE AND ARTISAN DRINKS ABOUT HOW ONE STREET ACTIVATION DELIVERED SOMETHING FOR EVERYONE INVOLVED.

ark something impossible to ignore outside a great cocktail bar, give passers-by a reason to walk in, and let the venue do the rest. “The idea was really simple: use Papa Salt to create excitement outside the venue and turn that into genuine footfall for Laki Kane,” explains Emily Timberlake, Head of Sales at Papa Salt. The truck parked outside the venue, with

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brand ambassadors engaging people passing by. “They handed out Papa Salt postcards which could be redeemed for a complimentary cocktail inside.” The truck itself came with a story. “We provided Papa Salt with one of our EV Ad Rovers, a fully electrified vintage Land Rover Defender equipped with HD wraparound screens, speakers and a Starlink satellite,” says John Hargan, Co-Founder and Director of

PARTNERSHIPS

Electric Vintage. “We wrapped the vehicle in Papa Salt’s branding at the start of May and have been running a campaign for them throughout the summer months, focusing heavily on supporting the on-trade.” The venue partnership began, fittingly, over cocktails. “We met Emily from Papa Salt at Cocktails in the City,” says Georgi Radev, Co-Founder of Laki Kane. “We spoke about the activation and I was very impressed by it. I like the brand and the liquid, and was very happy to be part of it.” Inside, guests found a dedicated menu of three Papa Salt highballs, built by Georgi with mixers from Artisan Drinks. “I wanted to create a menu where the flavour of Papa Salt was the king of the cocktails,” he says. “When you have good ingredients, you don’t need many ingredients.” “We’ve got 11 different mixers in our Artisan collection and we simply sent the range to Georgi and asked him to have fun and get creative,” says Steve Cooper, Co-Founder of Artisan Drinks. “He used our Pink Grapefruit Soda in a twist on the classic Paloma. He then chose our Violet Blossom, which created a fruity and floral Blossom Fizz that worked so well with the hibiscus notes in Papa Salt, and our Tailor Made Lemonade in his Salty Passion highball. The added benefit for bars is that these perfect serves are incredibly easy to create.” Crucially, the free drink was designed as a beginning, not the whole offer. “We did not want to create an activation that gave someone a free drink and nothing more,” says Emily. “We wanted to use Papa Salt to bring new people through Laki Kane’s doors and give the venue the opportunity to turn that initial visit into a paying customer.” That is exactly what happened. “The activation brought people

in and they had more than one cocktail,” says Georgi. “They liked the taste of the drinks and wanted to try more from the menu.” Emily saw the same in the numbers Papa Salt tracks. “Seeing people stay beyond their complimentary drink and purchase additional cocktails was a really positive indicator that we had created more than just a free sampling occasion.” That on-trade connection is the point for the brand. “We want to use our marketing activity to support the venues pouring Papa Salt, rather than everything being focused solely on getting the brand in front of consumers,” she says. John sees more brands arriving at the same conclusion. “We are seeing more drinks brands realise that consumers want more than just a great tasting product; that is the bare minimum these days,” he says. And what separates the activations that work? “It comes down to the people involved. And it is down to communication with the venues, making sure we are adding value to the experience rather than causing extra stress for staff or ruining the atmosphere for guests.” Georgi’s takeaway is the one for other operators. “I truly believe that collaborations are the key to success,” he says. “Companies can help each other to grow all the time. Obviously you need to choose who you are collaborating with, so your brands are represented correctly.” The model is not complicated: a striking vehicle, a stack of postcards and three well-made highballs, each partner putting in what it does best and taking something out. The door is open, too. “We are always interested in hearing from bars with great ideas about how we could work together,” says Emily, “and we have plenty of ideas of our own that we would love to bring to the right venues.” www.barmagazine.co.uk

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FROM ORDER TO PAYMENT VENUES RARELY RUN ONE SYSTEM, THEY RUN FIVE. HAYLEY HENSHAW OF TYL BY NATWEST AND SHANE WESTE OF SMART VOLUTION TELL US ABOUT JOINING PAYMENTS AND EPOS TOGETHER, AND WHY SWITCHING NEED NOT MEAN DISRUPTION.

Shane Weste

ost venues already run several systems doing different jobs: a till, a booking system, perhaps a couple of delivery apps and an accounts package, each bought to solve a problem rather than to work with the others. That is the gap a partnership between Tyl by NatWest and EPOS provider Smart Volution is aimed at, pairing the Register platform with integrated payments so the two feel like one system rather than two suppliers. “Register brings the heart of the operation together, from taking orders across tills and handheld devices to sending them to the kitchen, managing stock and tracking performance,” says Shane Weste, Head of Partnerships, Smart Volution. “Integrated payments from Tyl then make the move from order to payment smoother for staff and customers.” The platform is also built to sit alongside what a venue already has. “Register connects with tools venues may already rely on, including Xero, QuickBooks, FreshBooks and Sage for accounting, and Fresh KDS for kitchen displays,” says Shane. “Our Deliverect integration helps venues manage orders coming from online ordering and delivery channels alongside their in-house trade, reducing the need for staff to re-enter orders from separate

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Hayley Henshaw

tablets. Deliverect also helps operators manage menus across those channels.” “Tyl and Register consult closely with our customers to make sure the solutions and technology they put in place now can grow and evolve with them, so they avoid starting all over again in the future,” adds Hayley Henshaw, Head of Partnerships at Tyl by NatWest. “The result,” says Shane, “is less time juggling systems and more time focused on service.”

GETTING OVER THE SWITCH For many operators the barrier is not the technology, it is the thought of changing anything mid-season. “It is a fair concern, and there is definitely a preconceived idea that switching technology is too hard,” says Hayley. “But the cost of not investing in the right payments and technology may be harder in the longer term.” “After more than ten years in EPOS, and working with payment providers like Tyl, we know how much a good deployment matters,” says Shane. “Nobody wants to change systems in the middle of a busy service, so we do not do that. We do the core

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set up, menu build and configuration before the equipment even reaches the venue.” “We start with a planning call to understand the menu, inventory, staff permissions and how the venue needs orders and payments to flow,” he continues. “We configure and test Register before shipping the equipment, so it arrives ready to install. Our team then trains staff on the tasks they’ll use every day, while managers and finance teams learn the reporting portal.” Go-live is not the end of it. “For the first 30 days, we provide a hypercare service to help with any adjustments as the team starts using Register in real service,” says Shane. “By then, most venues are comfortable managing the system themselves, with our seven-day support team still there whenever they need a hand. How long the initial switch takes depends on the venue, but the preparation and support are designed to make it as smooth as possible.”

MAKING THE NUMBERS USEFUL Between them, payments and EPOS generate a lot of data, which brings a problem of its own.

“The data driven by EPOS and payments is so powerful, but it can be overwhelming,” says Hayley. “That is why it is so important to choose the right payment partner, one who can help you understand how the data can help you grow your business.” For Shane, the starting point is the headline figure. “The key is to look beyond the total takings. A manager should be able to see when the venue is busiest, what’s selling, what isn’t, and where service starts to slow down. Register brings that information into one reporting portal, so operators can spot patterns across individual shifts as well as over time.” “That leads to practical decisions,” he says. “If Friday’s rush starts an hour earlier than expected, you can adjust the rota. If a popular dish regularly sells out, you can change the next stock order. If drinks are moving quickly but food orders are backing up, you can look at how orders reach the kitchen. The value of the data is in helping operators make those calls while they can still improve the next service.” The commercial gains are less obvious. “The biggest ones are often hiding in plain sight,” says Shane. “A dish can be one of the best sellers on the menu but contribute less profit than expected once you account for its ingredients. A promotion can fill tables without increasing what customers spend. Without a clear view of sales and stock, those patterns are easy to miss.” “Register helps operators see which products sell, when they sell and what customers tend to buy together,” he says. “That gives them a better basis for reviewing prices, building offers around quieter periods and training staff to suggest a side, dessert or second drink. Even a small increase in spend per head makes a meaningful difference when it’s repeated across hundreds of covers. The important thing is to measure the result and keep the changes that improve the margin as well as the sales figure.” To get in touch with the Tyl team visit tylbynatwest.com/bar-magazine Tyl eligibility criteria, terms, conditions and fees apply.

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INDUSTRY INSIGHT

THE COST OF AN EMPTY TABLE WITH VISIBILITY ACROSS THOUSANDS OF UK VENUES, OPENTABLE HAS A RARE VIEW OF HOW HOSPITALITY IS REALLY TRADING. SASHA SHAKER, SENIOR DIRECTOR AT OPENTABLE UK AND IRELAND, TALKS EXCLUSIVELY ABOUT NO-SHOWS AND WHAT BARS CAN BORROW FROM RESTAURANT DATA.

sk a bar operator how trade is going and you tend to get a shrug and a sentence about costs. Ask OpenTable, who can analyse dining data across thousands of UK venues, and you get numbers. We put five questions to Sasha Shaker, Senior Director at OpenTable UK and Ireland, and the picture that comes back is more encouraging than the mood. “UK hospitality is a sector proving its resilience in the face of real pressure,” he says. “Costs are up, and margins are tighter, but diners are still dining out.” Online dining at OpenTable restaurants is up 8% year on year on the company’s own data. What has changed is the thinking behind each visit. OpenTable’s consumer research found 29% of diners looking for more happy hour and promotional offers in 2027, and 43% saying

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their appetite for eating out will depend on the occasion. “This gives restaurants an opportunity to make every moment worth showing up for, especially in the run up to the festive season.” The pressure everyone wants lifted is VAT, and OpenTable asked both sides of the bar what a cut would actually do. “If a VAT cut were passed on in lower menu prices, 39% of diners say they would eat out more often, and a further 22% say they would spend more when they did,” Sasha says. Operators, asked how they would use the saving, mostly would not pocket it: 42% said they would primarily protect or increase staff wages and hours, 31% would lower menu prices and 30% would reduce how often they need to raise them. Whether the Treasury is listening is another matter. The research is restaurant-led, so we asked how much of it

INDUSTRY INSIGHT

travels to bars and late-night venues. Quite a lot, in Sasha’s view. “Restaurants are part of a much wider hospitality ecosystem,” he says. “Our research found that 42% of UK diners say that their local restaurant, pub, cafe or bar is where they reconnect with friends and family, while 42% of hospitality workers identified pubs and bars as beneficiaries of busy restaurants. Whether it’s drinks before dinner or somewhere to go afterwards, people often build an entire occasion around dining out. When hospitality businesses thrive together, the benefits can extend across the whole local area.” For a bar, the practical reading is to know which restaurants your guests are coming from and going on to, and trade off it. So what are the venues that consistently fill tables doing that others are not? Sasha’s answer is clear and concise. “Every restaurant is different, but understanding your diners and what brings them through the door is key. Operators who understand their customers’ habits and booking patterns can use those insights to make more informed decisions.” The steps he lists are easily skipped: “sending automated confirmations and reminders, implementing deposits and credit card holds, and using online waitlists to refill cancelled tables. These practical measures can help restaurants keep tables full and protect revenue.” None of it is beyond a bar with a bookings system. Quiet periods are harder, and the temptation is to note that early week is slow and leave it there. “Booking data can help operators understand not just when it’s quiet, but why, and where there might be an opportunity to entice more diners in,” he says. “Looking at booking patterns, party sizes and how far ahead people book can help restaurants identify where to focus their efforts.” One example he gives is adjusting table configurations and booking rules by party size so more groups can dine on quieter nights. Another is to give people a reason to

come at all, “creating bookable pre-paid Experiences from tasting menus, special events or wine pairings that give customers an added reason to visit.” A bar’s version is the ticketed tasting or pre-paid masterclass on a midweek night, and pre-paid is the point: it turns a vague intention into money in the till before the night arrives. The sharpest material is on no-shows. Operators surveyed by OpenTable put the cost of a no-show table for two at £55.70 on average. Deposits are the obvious fix, and the one plenty of bars resist for fear of putting people off booking at all. “That worry is understandable, but our research suggests there are ways to protect restaurants without putting diners off,” Sasha says. “When asked how much they’d be willing to pay as a refundable deposit to secure a table at a restaurant they really wanted to visit, the average answer was £35 per person, rising to £58 among Gen Z. Meanwhile, 44% of diners said a small deposit or card hold would make them more likely to honour or properly cancel a booking.” Then there is the number that should settle the argument. “OpenTable’s global platform data shows that restaurants using deposits see a 60% reduction in no-shows. Deposits can therefore help protect restaurants from lost revenue while encouraging diners to take greater responsibility for their reservations.” December is when all of this bites hardest: the party season, the group that books three venues and turns up at one, the noshow at its most expensive. Sasha’s advice adds up to something simple. Know your bookings data, act on it rather than file it, and do not be afraid to ask for a commitment. The guests who care about the booking will pay a deposit to keep it. The ones who will not were probably never coming. www.opentable.co.uk www.barmagazine.co.uk

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PAID BACK IN A MONTH WHEN LIVERPOOL EVENTS VENUE CONTENT NEEDED ITS AGEING BAR REPLACED, IT HAD A FOUR-DAY WINDOW BETWEEN SHOWS AND NO ROOM FOR LOST TRADE. &SERVE DELIVERED AN ELEVEN-METRE STEEL BAR THAT PAID FOR ITSELF INSIDE A MONTH.

ucked inside Liverpool’s historic Cain’s Brewery complex, Content is one of the city’s most exciting multipurpose events venues. As the Liverpool home of Bongos Bingo and a regular host to big names in music and live entertainment, the 1,500-capacity venue needs a bar that can keep up with its relentless calendar.

THE CHALLENGE Content’s ageing wooden-framed bar was no longer fit for a venue serving over a thousand guests a night. The venue approached &serve to design, supply and install a brand new eleven-metre stainless steel bar and bar top, requiring a complete strip-out, new fabrication and new plumbing. The catch? Content’s calendar is packed with back-to-back events, and every closed night means lost revenue. The entire installation had to fit into a four-day window between events, while a new till system and soda drinks system were installed at the same time.

THE SOLUTION The &serve team designed a fully bespoke stainless steel bar built around speed of service and ease of cleaning, with more workstations and a far more efficient layout than before. Detailed planning ahead of the install meant that once work began on site, everything ran to schedule. The bar was stripped out, rebuilt and handed back ready to trade in just four days, slotting neatly between events so the venue did not lose a single night of trading or a penny of revenue. “&serve managed every aspect of the project, from the initial design and logistics through to the final execution, making the entire process straightforward and efficient,” says Rob Vondy, General Manager at Content Liverpool.

THE RESULTS

Nearly a year on, the bar is still performing flawlessly. “We have not experienced a single issue with any of the work. The quality of the workmanship has been excellent, and the bar continues to perform exactly as intended.”

The switch to stainless steel has transformed how the venue runs. Speed of service has improved, contributing to a 10% increase in drinks sales per event, while the easier breakdown and cleaning process has cut both cleaning consumables and labour costs. From additional sales alone, Rob says the bar “paid itself back in just over a month.” “The increased number of workstations, combined with the much more efficient layout and workflow, has considerably improved the way the bar operates both operationally and financially,” he explains.

For busy venues, a bar is the engine of the business. This project shows how the right design, materials and a well-planned install can deliver a return almost immediately, without costing a venue a single night of trade. “We would have no hesitation in recommending &serve to anyone considering a bar refurbishment or new installation.” Planning a bar refit or new venue fit-out? Email bm@andserve.co.uk or visit andserve.co.uk

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WHY IT MATTERS

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SEVEN BEERS FOR THE FESTIVE SEASON VOCATION BREWERY HAS SEVEN LIMITED-EDITION BEERS LANDING ON KEG AND CASK THIS NOVEMBER. CHRIS MITCHELL, HEAD OF MARKETING, SPEAKS TO US ON BUILDING A FESTIVE LINE-UP THAT RUNS FROM A 3.4% SESSION PALE TO A PANETTONE-INSPIRED STOUT. FOR OPERATORS WHO DON’T KNOW VOCATION YET, TELL US ABOUT THE BREWERY AND WHAT YOU’RE BRINGING TO BARS THIS CHRISTMAS. Vocation was founded in 2015 by John Hickling, who left a career in IT to brew the big, flavourful beers he loves. From an old chicken shed 1,000 feet above sea level in the Yorkshire hills, we now brew more than 10 million pints a year. What makes Vocation different is our focus on bold, fullflavoured beer without barriers: beers that are distinctive yet accessible to a wide range of drinkers. That philosophy runs through our Christmas range of seven limited-edition beers across keg and cask, spanning bright, sessionable styles through to richer, indulgent festive stouts.

YOUR BEER CENSUS SUGGESTS DRINKERS ARE MORE WILLING THAN EVER TO TRY NEW BEERS. HOW SHOULD THAT SHAPE A VENUE’S FESTIVE LINE-UP? Our Beer Census* found almost 70% of drinkers had discovered a new favourite beer or beer style within the previous 12 months, while 44% of 25 to 34-year-olds said they would visit pubs and bars more often if they could try new and distinctive beers. Christmas is a great opportunity to tap into that appetite. Trusted favourites remain important, but seasonal beers give customers something new to explore and create a sense of occasion at a time when people are more open to trying something different and trading up.

Praline Stout (4.6%) layers chocolate and hazelnut praline with caramel and vanilla, and White Gold Panettone White Stout (6.0%) takes its cue from the festive bake with honey, orange peel and raisin, lifted by vanilla and spice. Together they cover everything from after-work drinks and office parties to longer Christmas get-togethers.

WHAT’S THE THINKING BEHIND THE SEVEN, AND WHERE DOES EACH FIT ACROSS THE FESTIVE SEASON?

Seasonal releases are an easy way to introduce something new and timely alongside established favourites, encouraging discovery and trade-up without asking venues to overhaul their core range. All seven beers are available to on-trade outlets nationwide from November, in 30L kegs and 9G casks, directly from Vocation Brewery and through selected regional and national wholesalers.

Different occasions call for different beers, so rather than defining Christmas beer as one style, the range gives venues options across tastes and occasions. On cask, Panic Buy Session Pale (3.4%) provides a lighter, easy-drinking option, while Huddle Up Galaxy Blonde (4.2%) brings bright mandarin, citrus and passionfruit notes. Dark Delights Dark Cocoa Stout (4.5%) moves into richer territory with layers of caramel, dark chocolate and roasted cocoa. On keg, Office Party Hazy IPA (5.0%) delivers juicy tropical fruit and soft apricot, while Winter Sun Limoncello IPA (6.5%) offers vibrant lemon peel over a smooth, biscuity malt base. For something more indulgent, First Pick Chocolate & Hazelnut

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WHAT WOULD YOU SAY TO A VENUE WEIGHING UP WHETHER TO GIVE A FESTIVE BEER A LINE THIS CHRISTMAS?

For trade enquiries and pricing, email sales@vocationbrewery.com or visit vocationbrewery.com *Vocation Brewery Beer Census research conducted by 3Gem via an independent online general population survey of 2,000 UK adults, aged 18+, between 28th November and 2nd December 2025.

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INNOVATION ON TAP JAMES PALMER, HEAD OF ON-TRADE AT THATCHERS, TALKS US THROUGH PERFECT DROP, THE CIDER MAKER’S NEW INTELLIGENT DISPENSE SYSTEM, AND THE FREEDOM IT OFFERS FOR CHOOSING THE PERFECT BRAND LINE-UP

TELL US ABOUT PERFECT DROP AND WHAT PROMPTED THATCHERS TO DEVELOP IT. Perfect Drop is Thatchers’ next-generation intelligent dispense system, designed to help operators serve consistently highquality drinks on draught while reducing operational costs and providing unprecedented visibility of cellar performance. It combines advanced keg-to-tap chilling, remote diagnostics, live telemetry and patented dispense technology. Many operators already use smart cellar systems, but these are often tied to a specific brewer, drastically limiting choice and flexibility. At the same time, publicans are under increasing pressure to maintain quality, reduce waste, save energy and maximise profitability. Perfect Drop was developed in response to those challenges, giving operators greater control over both their cellar and their drinks offer.

WHAT ARE THE BENEFITS FOR A VENUE ON THE GROUND? They are significant. Keg-to-tap chilling helps maintain drinks at their best, while increased yield and extended line cleaning intervals reduce waste. Energy consumption can be lowered by up to 35%, and clear status indicators and easier installations make cellar management simpler. LiveView telemetry provides real-time data and enables remote monitoring, helping to resolve issues quickly, reduce callouts and minimise costly out-of-stocks. What really sets Perfect Drop apart is the combination of freedom of brand choice with intelligent, data-led cellar management. Unlike many brewer-owned systems, it gives operators flexibility across their drinks range without sacrificing the benefits of a smart cellar system. Ultimately it is a commercial tool. It gives operators more time to concentrate on their customers and their business rather than the cellar, helping them improve quality, increase profitability and future-proof their cellars.

WHAT ROLE IS TECHNOLOGY PLAYING IN THE ON-TRADE MORE WIDELY? The most valuable innovations solve genuine operational challenges. With costs, staffing and sustainability all high on the agenda, venues need solutions that make running the venue easier while improving the customer experience. We are also seeing a shift from reactive to proactive management. Connected technology and real-time data can highlight problems before they disrupt service, rather than operators having to respond once something has gone wrong. That is where technology becomes valuable: not adding complexity but taking it away, and giving operators information that helps them make better decisions.

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James Palmer

WHAT WOULD YOU SAY TO OPERATORS WHO ARE CAUTIOUS ABOUT NEW TECHNOLOGY? Focus on technology that solves real business challenges rather than adding another layer of complexity. The best innovations improve quality, save time, reduce costs and make life easier for teams. Perfect Drop is a good example, delivering tangible benefits through better dispense quality, reduced waste, remote diagnostics and operational insights, while remaining straightforward to use. Ultimately, technology should support people, not replace them, helping teams spend less time managing issues and more time delivering great experiences for their guests. For more info visit thatcherscider.co.uk or contact the team; customer.service@thatcherscider.co.uk, or call 01934 822862

THE MANAGERS’ CLUB

HOMECOMING WELCOME TO THE MANAGERS’ CLUB, OUR NEW MONTHLY SIT-DOWN WITH THE PEOPLE WHO RUN THE COUNTRY’S BEST BARS. FIRST THROUGH THE DOOR IS SERGIO LEANZA, WHO POURED THE OPENING DRINKS AT NINE LIVES IN 2017 AND RETURNS, VIA HIS OWN VENUES FUNKIDORY AND MAMA FUNKI, AS ITS NEW GENERAL MANAGER.

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THE MANAGERS’ CLUB

ome appointments just make sense. Sergio Leanza was behind the wheel on the night Nine Lives opened its doors in 2017, part of the original team that turned a Victorian basement in London Bridge into one of the capital’s best-loved cocktail bars. He left to build two independent venues of his own, Funkidory and Mama Funki, and learned the lessons that only come with your name above the door: the ones about contractors, about prioritising and about knowing what to leave alone. Now, as Nine Lives moves through its ninth year, he is back to run the place where it all started. Few managers get to see a bar from the opening shift, from ownership and from the GM’s office, and that breadth shows in his answers, which are practical, unsentimental and firmly on the side of the guest. We put our five questions to him.

YOU POURED THE FIRST DRINKS AT NINE LIVES IN 2017, THEN WENT ON TO OPEN FUNKIDORY AND MAMA FUNKI AS YOUR OWN VENUES. WHAT DID RUNNING YOUR OWN BUSINESSES TEACH YOU THAT YOU COULDN’T HAVE LEARNED AS AN EMPLOYEE, AND HOW DOES IT FEEL TO RETURN TO THE BAR WHERE YOU STARTED, THIS TIME AS GENERAL MANAGER? “Running my own bars taught me a lot of practical skills I didn’t know before, like plumbing, electrics and carpentry. Understanding what contractors are actually doing, so you know what a job really requires and you don’t get ripped off. It also taught me how to prioritise, and to adapt quickly when needed. “Coming back to Nine Lives feels great. I really care about the people and what Nine Lives stands for, and having been there from day one, it’s great to now have the trust and responsibility to bring my experience and put my own mark on things.”

YOU HAVE BUILT TEAMS FROM SCRATCH AS AN OWNER AND NOW INHERITED AN ESTABLISHED ONE AS A RETURNING GM. HOW DO YOU APPROACH RUNNING A TEAM DAY TO DAY, AND WHAT DO YOU DO TO RECRUIT, TRAIN AND RETAIN GOOD PEOPLE IN A CITY WHERE BARTENDERS MOVE ON SO READILY? “It’s still early days for me at Nine Lives, as it’s already a very well-oiled machine. But one thing I’ve always believed in is clarity. I hate when things are just verbal. Everything should be written down so people know exactly what is expected. “I also like to employ people I want to hang out with. The team has to get along, so I think it’s important to listen to their opinion when bringing new people in. “You can’t expect bartenders to stay forever, but if you treat people well, train them and look after them, they become ambassadors for you even after they leave.”

EVERYONE IN THE TRADE HAS THEIR OWN DEFINITION OF HOSPITALITY. WHAT IS YOURS, AND WHERE DOES IT SHOW ITSELF AT NINE LIVES IN A WAY A GUEST WOULD FEEL WITHOUT NECESSARILY BEING ABLE TO NAME IT? “For me, hospitality is about making people feel welcome and looked after. The only thing people remember shouldn’t be how good the drink was. Mixology means nothing without hospitality. “It’s not just the drink, the music, the smell or the temperature. It’s the combination of everything that creates a great

experience. For me, it’s about great vibes. You might not be able to explain exactly why you had a great time, but you remember that you did.”

TURNING TO THE COMMERCIAL SIDE, AN INDEPENDENT OWNER SEES THE P&L FROM A VERY DIFFERENT ANGLE TO A MANAGER. WHAT DO YOU NOW MONITOR MOST CLOSELY AT NINE LIVES TO PROTECT REVENUE AND MARGIN, AND WHAT IS THE ONE COMMERCIAL LESSON FROM FUNKIDORY YOU WOULD PASS ON TO ANOTHER OPERATOR? “I like to identify what works and what doesn’t, and focus on the strengths. I don’t like venues that try to do too much. I’d rather focus on the things people really love than waste time and money on things that aren’t adding value. “For me, it’s about understanding what people actually want, getting rid of what’s unnecessary and doing the important things really well.”

NINE LIVES IS NINE YEARS IN, WHICH IS A LONG RUN FOR A LONDON COCKTAIL BAR. WHAT IS THE PLAN FOR ITS NEXT CHAPTER, AND WHERE DO YOU SEE YOUR OWN CAREER IN FIVE YEARS’ TIME: MORE VENUES OF YOUR OWN, OR BUILDING SOMETHING LASTING HERE? “The plan is to keep listening to our guests, understand what they need and keep adapting while staying true to what Nine Lives is. You need to stay fresh without losing your identity. “I’m still very new in this role, so for me it’s really about focusing on the present and seeing where the journey takes us. I don’t tend to think too much in terms of five-year plans. Right now, I want to focus on Nine Lives, do my best here and take things one step at a time.” www.barmagazine.co.uk

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EVERY BOTTLE WITH A JOB AGAVE KEEPS GROWING, BUT A CROWDED BACK BAR IS NOT THE SAME AS A PROFITABLE ONE. DAVID HOOD AND JANE HARBER OF SPIRIT CARTEL TELL US ABOUT BUILDING A RANGE WHERE EVERY BOTTLE HAS A JOB.

David Hood

gave has been one of the UK’s fastest-moving categories for years, and back bars have got crowded accordingly. For Spirit Cartel, the job is less about adding bottles than making sure each one has a reason to be there. “Our house is Pa’Todos, a three-ingredient 100% agave tequila with no additives,” says David Hood, General Manager at Spirit Cartel. “We then have Cascahuín, G4 and Terralta, which highlight the very best of valley and highland production, with some tahona, some roller mill and even recovered rainwater as a water source.” The range steps up from there. “We also have 818, an organic, 100% agave, B Corp certified brand which leads from the front for the mainstream brands. We also have limited edition and allocation only products from producers that lead the Agave category for cultural and artistic production as well as using unique and innovative production.”

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Jane Harber

Getting on that list is not only about quality in the glass. “Before we take a brand on we want to understand their production process and where we see it fitting in our existing range,” says David. “We don’t like brands that clash with each other. Once we have that, we look at how we can build a brand plan together to achieve our shared ambitions for the UK market.”

WHAT THE PREMIUM END ACTUALLY LOOKS LIKE Ask David what has changed at the top of the category and he talks about bar teams first. “At the premium end we are seeing a real passion in the bartenders to understand the production processes brands use,” he says. “The trade wants to know that if they recommend a brand to a guest, the product will deliver.” That has exposed a gap between packaging and substance.

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“We have seen a lot of brands launch in fancy, often ceramic, bottles that do not have that delivery, and so don’t have the sell through.” He also notes a split between what the trade reaches for and what drinkers buy. “Blanco is the trade’s preference, but retail sales suggest reposado is the consumer choice. The best blancos or reposados always show the distillery style and do not use additives or caramels to adjust the flavour or colour.” There is a practical warning for anyone building a back bar now. “The very best tequila houses have very limited extra añejo right now, because the market in the US is so hungry for those lines. If you can get them, buy them.”

SERVES THAT SELL On the menu, familiar names do the heavy lifting. “No surprise that the best selling cocktails are the Margarita and Picante, as well as the Paloma,” says David. “But more venues are now offering their own house option using new flavours such as yuzu. I love finding a Classic Tommy’s Margarita made using a really good blanco like G4 or Cascahuín, which shows off the agave flavour at its best.” Beyond the cocktail list, he makes the case for simpler serves. “The neat sipping serve is always the best way to highlight these tequilas, at room temperature and in a small glass. Tequila works really well as a boilermaker with a beer and a shot, and blancos and reposados work best for this. Even better is a flight of three different blancos, showcasing valley, highland and a higher ABV perhaps, to give guests a chance to find their tequila sweet spot.”

WHAT WORKING WITH SPIRIT CARTEL INVOLVES For Jane Harber, Marketing Manager at Spirit Cartel, a listing

starts with the people pouring it rather than the price list. “Agave is a category where staff confidence drives sales,” she says. “If a bartender can explain the difference between a highland and a lowland tequila, or between diffuser-made and traditionally produced tequila, guests trade up. So training comes first, with our sales team on the ground. For those who want to go deeper, we run Soil to Serve sessions led by producers and agave specialists.” Menu support follows, covering signature and seasonal serves, menu design and printing, POS and serve development. The commercial argument is about how a back bar is built. “Our agave portfolio covers 818, G4, Terralta, Cascahuín, Pa’Todos, San Cosme, Rosaluna and more, so we can give a venue options for every occasion,” says Jane. “That starts with a quality pour for the speed rail and margaritas, then steps up to sipping tequilas from cult producers like Felipe Camarena, and goes all the way to handcrafted bottles that are a true expression of Mexican artistry. Those justify a premium price and make the back bar a talking point. We’d rather a venue lists five agave SKUs that each have a job than fifteen that sit gathering dust.” Spirit Cartel is also building activations that work across a city. “In Aztec belief, Mictlan, the underworld, has nine levels, so we built a Día de Muertos trail across nine Edinburgh bars, each creating its own cocktail for one level,” says Jane. “Guests collect stamps in a passport as they go, which drives footfall between venues rather than into just one.” It is a model she wants to repeat, with trails in London, Manchester and Liverpool planned for 2027. “It brings bars together as a scene, gives guests a reason to explore the category, and celebrates the culture agave comes from, not just the bottle.” For more information, visit spiritcartel.com www.barmagazine.co.uk

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THE AUTHENTIC PIZZA SOLUTION HAND-STRETCHED IN ITALY AND DESIGNED FOR BARS WITHOUT A SPECIALIST KITCHEN, PIZZASI IS MAKING PREMIUM PIZZA A SERIOUS COMMERCIAL OPPORTUNITY FOR OPERATORS. WE SPOKE TO CO-FOUNDER STEFANO LAUDADIO ABOUT QUALITY, CONSISTENCY AND PROFIT PER CUSTOMER. PIZZASI DESCRIBES ITS PRODUCTS AS PREMIUM. WHAT DOES THAT MEAN IN PRACTICE? For PizzaSi, premium means delivering a noticeably better pizza experience at every stage, from carefully selected ingredients and quality flours to traditional fermentation and production methods. Our dough is given the time it needs to develop flavour, texture and structure, rather than relying on shortcuts, and our bases are individually hand-stretched at our production sites in San Severino, Marche, giving them their distinctive light, airy texture and crisp finish. We combine authentic Italian craft with a consistent production process, so operators can deliver a premium pizza without needing a pizza chef or a specialist kitchen.

WHAT DO GUESTS NOTICE, AND HOW DOES THAT TRANSLATE INTO REPEAT ORDERS AND SPEND? Customers notice the difference both visually and when they eat it, from the authentic Italian appearance and well-developed crust to the crisp, airy texture and quality toppings. For bars, that matters because food can play a much bigger role than simply giving customers something to eat. A premium pizza becomes more than a functional food option; it can be part of the reason customers choose a venue, encouraging longer stays, additional drinks, repeat visits and higher overall spend.

HOW DOES PIZZASI BALANCE PREMIUM QUALITY WITH EASE OF PREPARATION BEHIND THE BAR? We take care of the complex parts of pizza production, so the operator doesn’t have to. PizzaSi products are designed to be simple and consistent for bar teams, requiring minimal equipment, training and specialist skills. This allows operators to offer a genuinely premium product while keeping preparation straightforward and reducing reliance on skilled kitchen staff. It’s about giving operators the best of both worlds: the quality and theatre customers expect from a premium pizza, with the operational ease of a carefully developed convenience product.

AND WHAT’S THE COMMERCIAL CASE? The commercial case is about profit per customer, not simply the lowest cost per pizza. A premium pizza gives operators the opportunity to command a stronger menu price while also

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driving additional drinks sales. Our products are designed for consistency, easy storage, preparation and portion control, helping operators manage food costs, labour and wastage. Ultimately, a cheaper product isn’t necessarily more profitable if it commands a lower selling price or doesn’t encourage repeat orders. Premiumisation is about creating more value per customer, rather than simply adding cost to the menu. For more information, visit pizzasigroup.com

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BEHIND THE BAR EVERY GREAT NIGHT OF SERVICE STARTS WITH DECISIONS MADE LONG BEFORE OPENING: COUNTER DEPTHS, SIGHTLINES, WHERE THE ICE SITS. WE TALK ERGONOMICS, THEATRE AND REFIT BUDGETS WITH THE DESIGNERS BEHIND SOME OF THE WORLD’S BEST BARS. www.barmagazine.co.uk

BEHIND THE BAR - ESSENTIAL 5

DESIGN FOR THE SHIFT A BAR THAT LOOKS THE PART IS ONLY HALF THE JOB. LOTTIE RADTKE-PAYNE, FOUNDER OF STIRRED STUDIO, AN INDEPENDENT BAR DESIGN CONSULTANCY, SHARES THE FIVE LAYOUT DECISIONS THAT DECIDE WHETHER A BAR PERFORMS AS WELL AS IT LOOKS.

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KEEP BARTENDERS FORWARD-FACING A good layout keeps the bartender facing the room rather than turning their back to make every drink. Position the key preparation stations to face guests and each serve becomes part of the venue’s theatre. That connection builds instant rapport, draws the guest into the process and turns a simple transaction into something they’ll remember and come back for.

RESPECT THE WORKING TRIANGLE

The working triangle means keeping the main equipment within a single movement. When the core elements sit within an easy pivot or step, wasted movement disappears. Cutting cross-traffic and awkward reaches reduces physical fatigue over a punishing shift, and that translates directly into faster ticket times, higher volume and a much smoother service flow across the whole bar.

DESIGN FOR EFFICIENCY

Operational efficiency is the hidden multiplier of venue profitability. A well-designed underbar removes bottlenecks by putting every tool and bottle exactly where muscle memory expects it, so the layout works with the bartender rather than against them and service speeds up. A streamlined station also cuts spillage and wastage, keeping staff calm, focused and able to drive more revenue.

TAILOR IT TO YOUR DRINKS CONCEPT

There is no universal bar module that fits every concept. A high-volume, draught-heavy pub has completely different spatial and equipment needs from an intimate cocktail lounge working with bespoke ice and garnishes. Build the underbar around your menu, from ice requirements and speed-rail configuration to where the rinsers and sinks go, so the physical space supports your particular style of hospitality.

PRIORITISE BACK-OF-HOUSE INTEGRATION A stunning front bar will always stall if the system supporting it fails. Treat ware washing, waste management, stock storage and ice machines as a priority from day one, and remember the route to the back of house matters as much as the space itself. If staff are colliding with each other, or with guests, just to clear glassware or restock fridges, front-of-house grinds to

a halt.

www.stirredstudio.com

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BEHIND THE BAR - ESSENTIAL 5

Lottie Radtke-Payne

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BEHIND THE BAR

BUILT FOR SERVICE THE BAR IS THE HARDEST-WORKING ELEMENT OF ANY VENUE, AND OFTEN THE ONE LETTING IT DOWN. WE SPOKE TO TWO LEADING BAR DESIGNERS, LOTTIE RADTKE-PAYNE OF STIRRED STUDIO AND DARREN GRAPES OF GRAPES DESIGN, ABOUT ERGONOMICS, LIGHTING AND LAYOUT, AND WHERE A REFIT BUDGET GENUINELY EARNS ITS KEEP.

alk into any successful wet-led venue and the bar is doing more work than anything else in the room. It sets the atmosphere, directs the eye, sells the stock and houses the team for every hour of service. Strange, then, how often it is the weakest part of an otherwise good site. “From my experience, the bar should be the main focus of any wet-led venue, whether it’s a high-street multiple or a highend destination bar,” says Darren Grapes, Founder and Design Director of Grapes Design. “Yet, surprisingly often, the bar itself is the element letting an otherwise good venue down.” Lottie Radtke-Payne, bar designer, consultant and Founder

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of Stirred Studio, sees the same pattern, and puts it down to priorities. “Far too often, the visual impact of the bar is prioritised while the operational mechanics are treated as an afterthought. Over time, that imbalance becomes the Achilles’ heel for many operators, manifesting as bars that look good, but suffer from slow service, unpassionate staff, and reduced sales.” Get it right, though, and the effect runs through the whole business. “If bartenders can work efficiently, you unlock higher revenue potential, reduce product wastage, and create happier staff, which naturally drives better employee retention,” Lottie explains. Much of that comes down to ergonomics, a word few

BEHIND THE BAR

operators reach for when planning a bar. In practice, it means shaping the workspace around the people using it every day, and Lottie’s examples will be painfully familiar. Counters that are too low leave bartenders hunched over for a full shift. Gantries set too high are out of reach for shorter staff, while too low they block the room. Ice wells positioned too far away turn a simple grab into a multi-step process, multiplied across hundreds of covers. Darren works to critical dimensions developed over more than 30 years of bar design, covering counter heights and depths, the position of everything from glassware to ice wells, and the routes between stations. “Each unnecessary reach or step costs time; during a busy session, those small inefficiencies quickly become congestion, slower service and lost revenue,” he says. None of which means the theatre doesn’t matter. “Guests should see the energy of cocktails being made, bottles being selected and drinks being beautifully presented, but not the washing-up, empty glasses, bins or restocking,” says Darren. Lighting is central to that sleight of hand: “The back bar and bottles need to be illuminated beautifully, almost like jewellery,” he adds, with layers that shift from a brighter lunchtime feel to a richer evening mood. Lottie refuses to see premium looks and practicality as a trade-off at all. Practical flooring and properly plumbed wet areas keep away the sticky zones that “instantly project a ‘cheap’ vibe”, she notes, and “true luxury in bar design means never having

to choose between a stunning aesthetic and a seamless, highperformance workspace.” Both are clear about where projects go wrong: decisions made too late, budgets skewed towards the front. “A front bar can only ever function as well as the back-of-house ecosystem supporting it,” warns Lottie, who wishes clients asked earlier about storage, ware washing and cellars, and how a design flexes between a packed Friday night and a skeleton-crew Tuesday. Her plea is simple: bring operational design in early, before compromises and plumbing reroutes take hold. And on a limited budget? Audit the workflow first, says Lottie. If bottlenecks are the pain point, spend on the underbar workhorses: ice wells, sinks, speed rails, storage and prep counters. If the problem is purely visual, a new frontage, bar top or accent lighting can transform the room’s energy without major capital expenditure. Darren looks for moves that do both jobs at once, such as an overhead gantry that provides essential glassware storage while doubling, with considered lighting, as a strong visual feature. The message from both is remarkably consistent. A great bar is neither a centrepiece with a workstation hidden inside it, nor a machine dressed up for the room. It is one piece of design doing both jobs, refined and effortless from the front, with every surface earning its place behind. Operators who treat it that way, and who bring the specialists in early, are buying speed, staff who stay and guests who come back. www.barmagazine.co.uk

BEHIND THE BAR

BEYOND WATER SAVINGS SUSTAINABILITY BEHIND THE BAR IS ABOUT MORE THAN THE FIGURE ON A DATASHEET. GEMMA CHRISTIE, BUSINESS ACCOUNT MANAGER AT MIELE PROFESSIONAL, ON THE HIDDEN COST OF WASHING THE SAME GLASS TWICE. lipstick marks or other contamination, the environmental impact increases significantly. For high-volume operations processing thousands of items during service, those inefficiencies add up.

LOOKING BEYOND HEADLINE FIGURES A common misconception is that the most sustainable dishwasher is the one with the lowest published water consumption. Operators need to consider the total resources required across a full working day rather than the litres used during a single cycle. Cleaning consistency, throughput, rewashing and chemical consumption all influence the true environmental impact. This is particularly relevant when comparing technologies. Tank systems can offer low consumption figures once operational, but those do not always reflect the resources required to fill, heat, drain and replace contaminated wash water during service.

or years, sustainability conversations in hospitality have focused on reducing plastics, water and energy consumption. Those priorities remain important, but bar operators are increasingly recognising that sustainability is about more than simply using less. It is about understanding how resources are used across the wider operation and identifying hidden inefficiencies that affect both environmental impact and profitability. Alongside rising utility costs, many businesses are under pressure to demonstrate how they manage resources while still delivering the standards customers expect. With staffing challenges across the sector, how do operators balance customer demands, rising hygiene standards and sustainability at the same time?

SUSTAINABILITY IS BECOMING AN OPERATIONAL ISSUE Water efficiency continues to come under the microscope, but many businesses are beginning to look beyond individual consumption figures. One of the key challenges behind the bar is rewashing. While operators often focus on the water or energy consumption published on a machine’s datasheet, the environmental impact of washing the same glass twice is rarely considered. Every repeat cycle consumes additional water, energy, chemicals and labour, a hidden cost that escalates during busy service. A dishwasher may appear efficient on paper, but if glasses regularly need washing a second time because of residue,

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TECHNOLOGY THAT SUPPORTS MULTIPLE OBJECTIVES Operators are increasingly looking for technologies that support cleanliness, consistency and sustainability together. Freshwater dishwashers, such as Miele Professional’s MasterLine Hygiene commercial dishwasher, are one example. By using fresh water throughout the wash process, they help maintain consistent washing and rinsing performance, reducing the likelihood that glasses and crockery need processing again. Longer wash programmes give detergents more time to break down organic residues, helping to achieve the desired result first time, and the Hygiene model includes a final rinse temperature of 85°C. The benefit is therefore not limited to water consumption per cycle. Reducing rewashing avoids unnecessary use of water, energy, chemicals and staff time, creating efficiencies across the wider operation.

A BROADER VIEW OF SUSTAINABILITY As expectations increase, operators are recognising that the true measure of efficiency lies in the total resources required to deliver a consistent result. The most effective solutions are not necessarily those using the least water per cycle, but those that minimise waste across the entire operation. For bar operators, sustainability is becoming less about saving water and more about making better use of every resource across the business. To discover how Miele Professional’s MasterLine dishwashers can support your bar operations, visit miele.co.uk/pro/masterline

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MasterLine PFD 402 dishwasher with special-purpose baskets

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Image courtesy of Dover Yard at 1 Hotel Mayfair