Originating from the North-West of England, David Greenall MBII has had a remarkable rise up the hospitality ladder during his career. Now the operator of The Howard Arms, alongside his husband Liam, in Glossop town centre, David has developed the venue to be bustling during the day and vibrant at night. The BII's Max Burke reports

David Greenall started out in hospitality aged just 17, working part-time as a glass collector while still a student. As is the case for so many who are successful in our industry, being immersed in the pub environment from an early age, lit the spark in David that saw him eventually go on to build a career as a publican – although his journey was not linear. After departing for Edge Hill University and completing an undergraduate degree in Business, Management and Marketing, David returned home to Blackburn and hospitality, working in a social club before following one of his co-workers to a company called Last Orders. After various operator and hospitality-based roles at a number of sites around the North-West, including Glossop where David met his now-husband, Liam, the pair found their pub - The Howard Arms.

“I said to Liam, while we were working under previous regimes: Why are we working and doing this for other people? Why are we making other people money when we can just do it ourselves?” Liam did not need any encouragement, so they took over The Howard Arms on a Tenancy at Will in March 2016, with Enterprise Inns (now the Stonegate Group) before signing a full five-year agreement in June of that year.

David and Liam began with just the three staff they had inherited, now extended to the 10 staff they employ today. The local favourite shows plenty of sport for its regulars, and they have expanded their offering from one TV to seven in a venue that isn’t massive, by David’s own admission. “We had to do a lot of the work ourselves to build and extend the business. We were originally taking peanuts but have built it to where it is now, where it is doing outstandingly well.”

Located in the town centre of Glossop and near to the station, The Howard Arms is not short of competition with a JD Wetherspoons and managed houses from other pub companies located nearby. This means David can leave no stone unturned when trying to outshine his competitors. Although he confesses that he might charge more than those nearby, he explains that a customer’s experience in his pub makes the prices almost immaterial.

“I always think if you make sure the basics are right, it’s clean, tidy, the staff are right and the offering is right, people forget all about the price. You can go elsewhere and pay £2.35 for a pint or come to mine and get it for £3.60. You’re paying that extra pound, but we’ve got Sky TV, music, a friendly environment, and familiar faces behind the bar.”

David’s regulars are his bread and butter, with many elderly customers visiting during the day to catch the horse racing, while the younger 18–21-year-olds party until 2am on a Friday and Saturday night. Although both will have different experiences at The Howard Arms, it is important that the two groups come away from the pub with the same feeling. “The way I look at it, those 18-21-year-olds are your next generation of teatime drinkers in 20-30 years’ time.” 

David confesses that the first 18 months of his tenure at The Howard Arms were challenging. The venue they inherited was dark, dingy and in need of a big clean-up. After getting his feet under the table and showing Stonegate that the business was viable and doing well, they both invested into the pub. “We both put joint CapEx in and did a refurb on it, brightened it up and made it look smarter. It made our business then go even further.”In addition to this, last year The Howard Arms had a refurbishment of the toilets, something David feels strongly about, mentioning how him and his partner Liam are always looking at the cleanliness of other venues when they are visiting elsewhere in their down time. Since the installation of the new toilets, they have been getting rave reviews from customers.  

Social media and keeping up with the trends are key facets of how David runs his business. Darts has always been an important part of many pubs, but with the craze of the sport at the beginning of this year, David was quick to pounce. He set up a darts tournament taking place every Tuesday, with 32 players taking part over seven weeks. Thanks to connections with one of his staff, they were able to get professional darts player and current World Matchplay Champion, Nathan Aspinall, down to The Howard Arms to play in the final. David adds that the tournament has done wonders for his midweek takings, with plans in place to do another in September this year.

In order to ensure that his customers are aware of what’s going on at The Howard Arms, David says that social media and promotion is key to these events getting the recognition they deserve, but he adds that customers do not need to be overloaded with information.

“If I’m not going to read that, my customer isn’t going to read that, if something is too long then people will just scroll past it. That being said, I’m a strong believer that you should have a strong rhythm of the week. People should know what you’re doing, week in, week out.”

With regards to their menu offering, The Howard Arms is fully wet-led and has 13 draught products on the bar. The fact they sell at least two barrels of each product every week, means that David doesn’t feel inclined to change his menu frequently. Price increases are limited to an annual basis, but David insists his customers are happy to pay a slight premium based on what they’re getting back. “If someone is paying a good price for something and a customer is happy and can see you’re reinvesting in things like toilets, sound systems, outside areas, then people appreciate it.”

When quizzed on the importance of his BII membership, David cannot speak highly enough of how it helps him on a regular basis, adding that it is a must for anyone starting out in hospitality.

“After seeing what the BII offers with the website and everything else, I would definitely recommend it. I’ve just built all of my contracts with the Staff Contract Builder, and I check the Trusted Partner page frequently. If anyone is new to the pub business, the BII is the way forward.”

David’s rise from a glass collector to an experienced publican emphasises everything that is great about the hospitality industry, demonstrating that what you might think is a part-time role can evolve into a career for life.

Trailblazing a pub and curry concept in the north west of England, Xavier and Ewelina Bastian MBII opened up The Gatehouse, also known as Ale & Aloo, in September 2023. This unique pub concept, just 20 minutes from Manchester city centre, embraces delicious Indian cuisine alongside a fantastic drinks range. Teodora Pancheva MBII reports

Xavier and Ewelina Bastian MBII are no strangers to the hospitality industry. Xavier worked for more than 20 years at the international Indian restaurant chain Usha, as Operations Director, and Ewelina was a Food and Beverage Director for a Manchester hotel. Together, they have well over 50 years of hospitality experience. It was in December 2022, while taking a much-needed holiday and discussing what they wanted to do with their careers, that the idea of owning a business took root. 

"I wanted to do something on my own,” says Xavier. “There were quite a few Indian gastropubs in the South, but there was nothing in the North, so I mentioned it to Ewelina, she said, yeah let’s do it ourselves.” 

Having worked in the fine dining industry for many years, Xavier and Ewelina were ready to take on something more casual – a place where they could make their mark. “Anyone can open an Indian restaurant…. You can get the chefs, the white tablecloths and call it an Indian restaurant, but to do it in a pub– something that is such a big part of British heritage – that’s what we thought would be a really great idea.” That holiday dream started the couple on a long journey of research, planning and location scouting.

“We were looking for something close to Manchester city centre, but far enough away for it to be considered a local pub, so we could create a community environment,” says Ewelina. And, in the summer of 2023, they came upon The Gatehouse, a wet-led boozer in Tyldesley, a stone’s throw from the city centre. Once the keys were exchanged, they got to work: tearing up carpets, applying a fresh coat of paint, renovating the kitchen and finally they were able to re-open The Gatehouse as The Gatehouse: Ale & Aloo. 

They envisioned a quiet and humble start as new pub landlords – without anticipating the power of social media and PR. Just 24-hours before re-opening, Ewelina created The Gatehouse’s first Instagram page. By the following morning they had 244 followers, and interest from Manchester’s Finest, a media company focused on finding the best independent spots within Greater Manchester. “So, we invited Manchester’s Finestto do a piece on the pub. By two o’clock that day, we had people queueing up and by four o’clock, we had 30/40 people waiting outside. By seven o’clock we had to close the kitchen because we had run out of everything! They next day we had to remain closed so we could restock the kitchen. And it just went on and on from there.”

With the business starting with such a bang, it was a lot for The Gatehouse’s small team to cope with, and the couple have had to work hard to keep things under control. “There’s just the two of us, one kitchen helper, one bar lady, who has been working here for over 10 years, and two 16-year-old part-timers…. Unfortunately, we can’t afford to hire more staff, with the cost-of-living and our low prices, it’s just not feasible. Instead, we prefer to do all the work ourselves, which means doing 15-hour days, but it’s just how the times are,” says Ewelina. 

Through hard work and determination, The Gatehouse: Ale & Aloo has become well-known for its unique experience. With Desi Delights and even Masala Roasts on Sundays, it’s a pub that appeals not only to the locals but to those from the city too. “The best thing we did in the pub was to listen to what people wanted. We found out what they liked and disliked, and we have changed it to fit. We have had the privilege of being able to change things as and when we want to – it’s not like in a restaurant chain where it can take six months to a year to change the menu.” The ability to bring about change swiftly has reaped rewards for the business too. They’ve attracted a more diverse customer demographic, and regularly attract first time visitors. In under a year, Ewelina and Xavier have created a new business that offers something unique and much wanted by people in the area. 

“What’s interesting is, before we took over this pub, it was wet-led boozer. But now it has become a destination dining venue. The pub experience is centred around the food offer, rather than being just a place to come and drink.”

But despite their success, the couple find themselves struggling in some areas. “I find doing the themed events hard. It’s quite overwhelming when you’ve put a lot of work into advertising it and not many people show up. It’s a big investment too,” says Ewelina. With that said, plans are in motion for a big summer, with an Indian twist on summer barbecues.

“We’ve been told that this pub was dying before, but we’ve brought it back to life. One guy even said that we had saved his favourite pub. “We are very interactive with people, especially Ewelina. She talks to every table,” says Xavier. 

All the positive feedback from customers has inspired them to dream big. With less than a year under their belts, they are already considering a second site. “We’re looking into costs and locations, so we’re hoping to make that happen towards the end of the year,” says Xavier. “We’re lucky that Daniel Thwaites has been very helpful and is supportive in our journey to help take our concept to another venue.”

As newbies to pub ownership, the couple offers advice to other newcomers: do your research and figure out what sets you apart. “Look at your labour costs too. The beauty of us doing this together is that Ewelina can manage the front and I can manage the back and vice versa. We’re both hands on in every aspect of the business,” says Xavier. “I think the most important aspect is having a concept. If you’re opening a regular pub, then it’s going to be very hard. Concept and social media are vital. You need to sell it to your potential customers before you even open,” says Ewelina. 

The Gatehouse: Ale & Aloo, is proof that with a great concept in the right location, the Great British pub can be anything you want it to be.

The Pelican Inn is a traditional English Public House located in Devizes, a typical bustling market town in Wiltshire. This friendly venue has been operated by the same family for four generations, with the beginning of June 2024 marking 70 years since they first took the reins. Sarah-Jane Burt, part of the current generation in charge at The Pelican Inn, tells the BII's Max Burke MBII all about the family’s magnificent journey.

On the 5th of June 1954, Sarah-Jane’s mother, Natalie, moved to The Pelican Inn from nearby town Swindon with her parents Frank and Lillian Goodman to take on the tenancy. Their decision came after Lillian (Sarah’s Grandmother) had worked in pubs and clubs in Swindon, and Frank (Sarah’s Grandfather) had worked for Great Western Railway. This decision to move to the pub came after many years of working life, wanting some independence and to become self-employed.

During their early days at the pub, Lillian worked behind the bar and helped with the lodgers in the letting rooms at the pub, delivering bowls of hot water to each room every morning & night, as there was no such thing as running hot water to the letting rooms then!

Frank sadly passed away in 1970, but Lillian was allowed by Major Bartholomew to continue holding the license in her name – something that was very unusual in those days. Sarah-Jane’s mother and Frank and Lillian’s daughter, Natalie, supported in the pub on evenings and weekends alongside her partner and Sarah-Jane’s father, although they continued their own daytime jobs until Lillian passed away in 1987.

Sarah-Jane’s parents made considerable changes to The Pelican Inn after taking it on following Lillian’s passing. The bar areas that had previously been for private use were opened up and the business flourished with regular live music and discos. At the time, they also had four darts teams two pool teams and a football team, who all looked on Natalie and her partner as a second Mum and Dad. In Sarah-Jane’s own words, there was a great community feel with regulars of all ages enjoying the friendly welcome of The Pelican.

Natalie’s partner and Sarah-Jane’s father unfortunately passed away after a long illness five years ago, something the family felt the full effect of with him being an amazing character and it was a great loss to the venue and its locals.

Sarah-Jane has continued to run The Pelican Inn alongside her mother Natalie and her partner David, aided by their two daughters Natasha (23) and Zoe (17). The pub found the covid pandemic a great pressure and a real challenge from a business point of view, surviving due to their ability to offer take away food that they delivered to the vulnerable and accommodation to key workers.

Despite always working behind the bar from as soon as she was old enough, Sarah-Jane now says she is happiest in the kitchen, with The Pelican Inn having a great reputation for homecooked food, notably their Sunday Roast.

Turning her hand to every job in the pub, Natalie still works behind the bar and keeps all of the books for the business, always gaining five-star reviews from customers. Extremely proud of her and her family’s achievements, Sarah-Jane has a message for her mother expressing her gratitude for so many amazing years at The Pelican Inn.

“All I can say is that my Mum is a legend in every sense of the word.  She has been a role model for several generations now and is a friend to everyone.

“She always says it has been a gift and an honour to be a part of so many people’s lives, through not only the good times, but also the bad.

“Times have changed a great deal in hospitality, meaning you have to work ever harder to succeed, but she is a firm believer that you must move with those times in order to succeed!

“She has always said running a pub is a way of life.  You can't count the hours you have worked, when you start doing that it's time to move on!

“Everyone says she is the most welcoming person you could ever meet; nothing is too much trouble, and she treats everyone the same.  Our front door is a Golden Door, you never know who may walk in!”

The BII would like to congratulate Sarah-Jane, Natalie and the whole family on their outstanding achievement of 70 years at the helm at The Pelican Inn, and we hope to see them continue for many years to come.

Running a pub in a small village may have seemed like a romantic idea, but behind the cosy and welcoming atmosphere lie numerous challenges. Tim and Jos Nash MBII, the operators of the crown inn in Lanlivery, Cornwall, share their story and insights with the BII’s Ben Mueller MBII

Tim and Jos Nash’s introduction into the pub industry was not through the usual route. Living in Lanlivery in Cornwall, a small village with a lacklustre pub experience, they saw an opportunity when the lease for the local pub became available. 

“In our small village, the pub was a central hub of social activity. However, over the years it had lost its charm and sense of community. Having grown up in the village and waitressed back in my youth, I remembered how busy and lively the pub used to be, and Tim and I truly believed we could bring it back to that,” says Jos. This belief, coupled with their complementary skill sets – Tim’s background in clothing retail and customer service, and Jos’s expertise in event management and compliance – they took the leap into running their first pub. 

The reality of running a pub has naturally brought its fair share of challenges. 

One of the biggest hurdles was underestimating rising costs. Despite meticulous planning and forecasting, and allowing a 20% increase across the board, it wasn’t enough. The energy price hikes, which affected most other suppliers, including laundry which, for example, went up 28% and had a huge impact on profitability. 

“Our rent alone went up 28% just after the first full year’s trading owing to a big jump in RPI which the lease is linked to,” says Tim. The minimum wage increase, although factored in, has had another big impact with another rise due in April 2024. Tim and Jos count themselves lucky with their very loyal and dedicated team, and they have made concerted efforts to retain them through fair treatment and occasional perks. 

“We applied a small loyalty increase. So for every year you work, your pay goes up. It’s letting them know that we are looking after them and rewarding their long service,” says Tim. 

Tim and Jos’s approach to staff management is focused on fair compensation and recognition, which has seen them maintain good retention rates. Additionally, occasional team outings and experiences, such as team dinners, strengthen camaraderie helping to build a really positive work culture. Encouraging young people to join their workforce has helped to solidify them in their community and ensures they are building a talent pipeline for the future of the pub. 

In the face of rising costs, Tim and Jos knew that they needed to keep a close eye on their cashflow, and have always kept a very close eye on the numbers, ensuring they continuously review and adapt their business plan. “We look at our margins and cashflow all the time to see where we can tweak stuff. We also check what costs we have coming in on a daily basis,” says Tim. They closely monitor expenses, scrutinise invoices, and make necessary adjustments to maintain their gross profit margins making sure to keep a good balance of quality and value. This approach allows them to be agile and adaptable, meaning they can tackle each challenge head-on, while staying true to their vision for the pub. 

Setting their pub apart from others in the area, Tim and Jos focused on creating a warm, welcoming atmosphere, bringing the best bits of traditional pubs into The Crown Inn. They consciously avoided the trend of gastro-pub transformation, instead prioritising quality food and a dedicated space for drinkers, allowing them to take care of their regulars, keeping them at the heart of their community. Embracing sustainability, they source local produce and minimise waste, reflecting their commitment to their rural community and its values. “We don’t use any single use plastics, and none of our waste goes to landfill. We’re in the centre of quite a rural farming community. Our potatoes come from two fields away, they don’t even go into a freezer! We also got to make the most of our location and had venison and pheasant all last winter,” says Jos. 

Despite the challenges, one of the most rewarding moments for Tim and Jos came from seeing their pub bustling with life during Christmas. “It was like the whole village was in here. Wall-to-wall, rafter-to-rafter,” says Tim. 

The sense of community spirit among villagers is strong and reaffirms their belief in the importance of the pub as a social hub. Their efforts to create a welcoming space where locals can meet and feel at home have paid off in the form of positive feedback and a continuously growing loyal customer base. Trade continues to grow with a more than 60% increase in turnover since taking the pub on in 2022. Review scores have improved and they are now receiving consistent top marks on Trip advisor and Google. 

Reflecting on their journey, Tim and Jos offer valuable advice for aspiring pub owners. They emphasise the importance of careful financial planning, and maintaining a business-oriented mindset: “It is not simply enough to be a welcoming host!” They stress the need for realistic expectations and resilience in the face of setbacks. They also emphasise how important it is to thoroughly do your due diligence before buying into anything, “don’t accept that there is a Fire Certificate – get the certificate checked by a professional as this could save you some very expensive costs in the long run,” they advise. 

It’s about checking all the paperwork and if you are new to running pubs, use professionals to cast an eye on anything that is compliance based. Make sure that you’re making a decision based on business sense – use your head, not your heart, they say. 

“Be 100% sure you’re making a business decision, not a romantic fuzzy hot decision. And then, if you decide to go ahead, go for it! Be prepared for hard work. Running a pub is not for the faint-hearted but it certainly is exciting, challenging and rewarding.” 

Looking ahead, Tim and Jos’s primary goal is to achieve profitability and sustainability for their pub. Despite the financial challenges to the industry as a whole, they remain committed to their vision, using their experience and learning from past mistakes to steer their business towards success. With their focus on fantastic hospitality and their hard work to bring a sense of community, they will ensure that their pub remains a cherished institution in their village.

Exposure to a wide variety of venues has enabled Paul to build his knowledge of what it took to succeed in different locations. This led to a successful DJ sourcing and supplying business, working with some of the most popular late-night venues across the UK. 

Following many music-fuelled late nights while providing the rhythm for thousands to dance to each weekend, the passion for DJing started to dwindle for Paul, as he became more interested in the business side than the work on the decks. Thoughts such as ‘Why am I earning money for someone else when I could be doing it myself?’ started to cross his mind and it was then when he decided to make the switch to pubs. 

“I really enjoyed the management side more than I did the DJ business, so I started to dip my foot in the pub industry,” explains Paul. 

Paul’s work across so many venues over the years enabled him to build up an extensive contact list including many pub landlords and operators. After undertaking courses on running a pub with both Whitbread and Mitchells & Butlers, he took on a tenancy in The Parkinson Arms in Scunthorpe with Enterprise Inns in 2002, providing him a good grounding for a career running pubs. 

Early success at The Parkinson Arms lead to him taking on a second pub in Grimsby, The Tap and Spile. This Cask Ale venue proved incredibly popular with locals and even earned him a visit from the BII! 

Paul’s world was then rocked following the opening of a JD Wetherspoon pub in Scunthorpe, taking his trade in The Parkinson Arms down from £12k a week to £2k a week, within the space of three weeks. The following months proved difficult and ended up with Paul leaving his two venues in Grimsby and Scunthorpe, leading him to believe that his brief venture in pubs had come to an end. 

Despite the challenges with his first two pubs, Paul was determined to not let this derail his journey and it was his contacts once more that meant he could return to the industry. The Litten Tree in Grimsby had gone bankrupt and after conversations with a friend who was connected to the pub, he ended up getting keys to the venue, presenting him with his first venue free-of-tie. Paul did not look back and credits his BII membership as a factor on his successful journey there on. 

“That was when I joined the BII, meaning my membership is now 20 years old. I put my whole life and focus into the industry and in all honesty from there, I had the bug for pubs. I could get them, and it was almost like I had a golden touch.” 

The success Paul references came in the following years. He took on the incredibly successful County Hotel in Grimsby, a pub he still has to this day, and continued to grow his estate. Eventually he got to a point where he was involved in some way with 150 pubs, whether that be on his own, working with a company or alongside other people. 

Paul’s expertise and knowledge of the sector eventually enabled him to take up his current role as Operations Director at Advocate Pubs in 2018. Advocate are an operating company spanning 36 sites across the Lincolnshire and East Yorkshire area. 

When quizzed on his biggest success tips, the long-time Publican labels local knowledge as a huge factor when it comes to differentiating venues that are successful and those that aren’t. 

“Having knowledge of local people, the town, what it needs and doesn’t need can make such a difference. Personality-led businesses are the ones that are successful in our sector.”

Coupled with this, Paul goes onto explain that though this knowledge can be key, it is worthless if you don’t know your key data points, something that he confesses himself that he never used to look at when starting out. 

“Know what your break-even is, control your stock, control your cash, and drive your sales. You’ve really got to have some good financial understanding, that’s where I made my mistakes previously.

 “It’s all well and good arguing with a supplier to save a bit here and a bit there on a barrel of beer, but if you’re not concentrating on the fact you have four members of bar staff on when you only need one, then it makes it harder to be successful.” 

Despite the difficult trading conditions currently for licensees, Paul does believe there is light at the end of the tunnel, with more consolidation but plenty of opportunities on the horizon in this coming year. 

“It’s incredibly challenging at the moment, the business front is challenging. People make pubs, but the community-feel venues is where success lies at the minute. People want to go where they feel comfortable in a good, safe environment, which is why there will always be a place for hospitality.”

With his experience and longevity in the hospitality sector, Paul has been to several events and spoken to politicians. He is keen to continuously work for positive change and emphasise the importance of the industry to Government. 

For Paul, the BII provided a sense of belonging and recognition when new to the industry and would recommend it to any new licensee starting out. A membership that has spanned over 20 years has provided him with knowledge and assistance in navigating his way through the sector. 

“For anyone starting out it’s essential. There’s so many tools to help you when starting out and I would recommend it to anyone new to the business.” 

All of Paul’s thriving community hubs have provided a sense of purpose and belonging to so many across the years, and the East Yorkshire and Lincolnshire areas are bound to benefit further from Paul’s expertise for many years to come.

In the vibrant city of edinburgh, you’ll find a hidden gem that’s more than a typical pub. It’s a community hub where inclusivity, diversity, and a welcoming atmosphere are at the forefront. BII’s Ben Mueller MBII spoke to Alan Nichols MBII to find out more about his pub, The Regent.

Alan Nichols MBII’s journey into the world of hospitality and owning The Regent is a testament to his commitment to creating spaces that foster community and acceptance. With a passion for astronomy, which brought him to study in Edinburgh as an undergraduate, his first starring role was with a small café in Edinburgh’s LGBTQ+ center, where he sought to provide a welcoming environment for the local community. The café soon became a hub for people to connect, find support and simply enjoy belonging.

Alongside running the café, Alan was also a successful DJ for 13 years, and while the energy and excitement of the nightlife scene held its allure, as time went on, he found himself realising it was time for a change. “I was approaching 40, and I thought, you know what, I’m getting a bit too old for doing this DJ thing.” Passing The Regent every night on his way to DJ at a club, he saw the place fall into a state of disrepair and finally be closed down. Alan recalls: “It was in a real state. I mean, it had been closed for over a year and there was still a half jar of pickled eggs sitting on the bar.” It was like whoever had locked up that last night had just disappeared, he says. Determined to transform this neglected pub into something special, Alan dedicated about four months to renovating the place – and it was his hard work and passion that breathed new life into The Regent, transforming it into more than just a pub, but a haven for the LGBTQ+ community. He explains: “It couldn’t have been anything else if I was running it.”

Located in the heart of Edinburgh, it is a welcoming and relaxed environment, with an interior designed to exude warmth and charm. The atmosphere isn’t only down to the décor, but also the amazing staff who pride themselves on being friendly and always ready for a chat with customers. The Regent embraces all of those who walk through its doors. Alan explains: “I never wanted The Regent to be like an archetypal gay bar, with lots of UV lights and loud music. My whole plan centred around providing something that wasn’t on offer anywhere else at the time.” A special place for people to gather for a relaxed pint, engage in friendly conversation and enjoy a sense of camaraderie, without conforming to stereotypes often associated with gay bars. The Regent’s warm welcome extends beyond the LGBTQ+ community, attracting a diverse clientele that pays tribute to Alan’s determination to be truly inclusive. Over time, the pub has also evolved to become a safe haven for the transgender community – a safe space where they can socialise and enjoy the company of friends, without the fear of discrimination or prejudice.

The team actively engages with various LGBTQ+ charities in Edinburgh, and their collaboration with organisations like Waverley Care, a charity focused on HIV and AIDS, demonstrates their commitment to giving back to the community. The pub hosts fundraisers, including an annual event on World AIDS Day, where they partner with their brewer and other pubs. They each contribute a cask of ale, with the proceeds of the sales going to charity, a reflection of the pub’s mission to not only create a sense of community, but to also support worthy causes.

The Regent goes a step further in its commitment to the community by supporting local artists, providing them with a platform to showcase their work for a month at a time, without taking commission on any sales. Alan’s motivation for this approach is simple: “I just like the fact that our scenery changes once per month.” This practice not only adds to the pub’s vibrant and ever-evolving character, attracting customers back on a regular basis, but also encourages local artists to flourish.

Alan’s attitude and commitment earned him the title of Punch Publican of the Year in 2022, in recognition for all of the great work he does for pubs and his local community. In a conversation about his best advice for fellow licensees, Alan highlights the importance of taking care of your team. “The best tip is to look after your team. Make sure they’re happy, because they’re representing the business and they’re representing me. I want them to be happy and having a good time because if they’re having a good time, that will rub off on the customers.” 

With a focus on inclusivity, The Regent has transformed a neglected space into a thriving and essential community hub that welcomes people from all walks of life. Alan’s leadership and commitment to supporting local artists, engagement with charities, and his emphasis on caring for his team all contribute to the success of The Regent, making it a shining example of how a pub can be so much more than just a place to grab a drink. It can be a thriving community hub that benefits staff and customers alike.

Maggie Anderton MBII runs the black swan inn in York’s city centre. It’s a popular old inn with a great variety of regulars, visitors and tourists – and even a few ghosts. The bii’s Teodora Pancheva MBII reports

York Minster, the worldfamous Gothic Cathedral, is considered to be the most haunted place in the city, but it has some serious competition. Just a stone’s throw away from the Cathedral’s steps is the Black Swan Inn, a half-timbered building dating back to the 15th century which is, according to licensee Maggie Anderton MBII, home to a handful of ghostly regulars. A traditional pub with three bar areas, the Black Swan Inn serves classic home-made steak and ale pies, fish and chips and, of course, giant Yorkshire puddings. But alongside the delicious homemade dishes and warm welcome, people choose to visit and stay overnight to try and experience some activity of a supernatural kind – more about this later!

Before becoming Landlady, Maggie had long been a regular of the Black Swan. She used to join her uncle and friends there for a beer and a chat, until one night, having left her job as a chef, Maggie ended up securing herself a job in the kitchen. That was more than 15 years ago. Good spirits were at work, because love blossomed between Maggie and the Landlord, Andy, and they got married and ran the old inn together until he sadly passed away in 2017. Since then, Maggie has been managing the pub alone, with the trusty support of her brilliant team.

Being in the heart of York, the pub attracts a variety of characters through the doors. “We get tourists during the summer season, but we’re also home to various clubs and groups who meet up here, so we see a lot of the same faces week-in and weekout,” says Maggie. “It’s a weird mix, but we have a lot of dedicated regulars, so it’s a win-win.” The group that has been meeting at the pub for possibly the longest is the Black Swan Folk Club, which has been a regular for more than 40 years. Maggie and her team collaborate with the group in the summer to host a Folk Music Festival. “We’ll have an outside stage, plus things like workshops going on in all of our different rooms – it’s always a highlight of the year,” she says.

The function room is always in high demand too, with birthdays, Christenings, anniversaries and more. “If people want space for something, we’ll do it,” says Maggie, adding that this extends to paranormal occasions. Over the years, Maggie has heard stories about the ghosts who frequent the pub, and while she hasn’t seen them all, she has witnessed strange goings on. “There’s a man who wanders around the kitchen, dressed in boots and a coat like he’s going riding. The kitchen is actually built over the old stable yard, back when the pub was a coaching inn way back when,” she says. Another ghostly visitor is a black cat, which bears a strong resemblance to the pub’s resident cat, Salem, creating lots of confusion among the team and guests. “There is also a little boy people see a lot. We call him Matthew and he’s supposed to be a pickpocket – and stuff does move. It turns back up, but always in a ridiculous place!” While some customers have no interest in ghosts or the stories, others will book themselves a room and a meal in the hope of spotting something spooky. “There are a surprising number of companies that do paranormal investigations. They will book our three bedrooms and stay up all night with their ghost hunting gadgets to see what they can find. We must have about 15 to 20 of those a year. People are really into it, especially around Halloween time.”

With the building being more than 600 years old, there have been a lot of changes over the centuries, so Maggie likes to keep the pub’s oldfashioned pub charm alive. There are no TVs and customer service remains face-to-face, without any apps. “The people who come here know what they want and I’m focused on building the trade we’ve got, rather than trying to push gimmick after gimmick,” she says, adding that she is working with her younger team members to help increase the pub’s social media presence. “I use social media in my spare time, but that’s different to creating and posting for a business, so the girls are more than happy to take control of that, as they know what they’re doing,” says Maggie.

The Black Swan’s cat, Salem, even gets in on the act with his own Facebook page. Maggie is passionate about looking after her team of 18 and likes to make sure that they are doing well, both in and outside of work. “I’ve worked in places before where I’ve dreaded going in – hating the very thought of it. I was miserable. I would never want someone working for me to feel that way.” She adds: “I am lucky that I have a really good team. I couldn’t do it without them, because without them none of this would be happening.”

Trying to keep footfall high in a big city like York can be a hard task, but the Black Swan has built a loyal community around it. “We make all our own food, and people keep coming back in for that. It’s hugely popular. On the weekends, people want a good meal and they know that if they come here, they won’t be served microwaveable meals but homemade food,” says Maggie. The Black Swan has become a staple place for the community and others. “If you didn’t know us, you’d walk in and think it was an old man’s boozer – but it isn’t. I think that’s part of what makes us so special. We have different faith groups, music groups, hobbyists… everyone. It really is somewhere for anyone – everyone’s welcome,” says Maggie. Regular, tourist, visitor or ghost, the Black Swan has stood strong for over 600 years, providing a warm welcome to all. And when it comes to an overall customer experience – it has got oodles of charm with an added measure of good spirits.

Based in st austell, the largest town in the county of cornwall, Rachel Truman MBII manages two distinctive and thriving local venues. The duke of Cornwall boasts a bed and breakfast offering, attracting visitors from near and far, while the Carlyon Arms offers the locals the chance to get involved in all things entertainment across the week. The BII’s Max Burke MBII reports

Prior to becoming a licensee, Rachel Truman MBII was working as a Teaching Assistant at a local school. When her husband Richard mentioned the idea of taking over his favourite local as a new business venture, she didn’t think twice. Richard’s “Shall we just go for it?” was all the encouragement Rachel needed. Following a successful interview with St Austell Brewery, the pair became tenants of The Duke of Cornwall (known as The Duke), proving that a career in the hospitality industry can provide a fresh spark for anyone, no matter the stage of their working life. Fast forward seven-and-a-half years and Rachel now manages two pubs, recently acquiring the Carlyon Arms situated just five minutes down the road from The Duke. Despite confessing to loving life as a licensee, there are no current plans for Rachel to take over another venue. “I think two’s enough to be honest,” Rachel chuckles. “It takes up a lot of my time at the minute!”

It is not just Rachel and Richard that run the two venues, their son and two daughters help too, and in doing so, continue the family-run tradition of The Duke, which has been a pub since the mid-19th century. The Duke’s ageing infrastructure has provided Rachel with a few challenges: issues with damp resulted in making changes to the pub, including the use of an open fire, to help combat the problem. The traditional two-room layout of The Duke provides Rachel’s the flexibility of having a bar and separate lounge area, which she believes has undoubtedly made a huge contribution to the success of this local favourite. The bed and breakfast offering at The Duke attracts visitors both locally and from out-of-town. Recognising the need to maintain high standards within this offering, all rooms were renovated as en-suite in early 2023, something Rachel labels her best investment since taking over the venue. “It was something that really needed doing, we felt the rooms had let the pub down a bit. We don’t get any complaints anymore. It’s brilliant really.” Although the refurbishment came too late for the potentially uplifting Easter trade last year, it did give them the chance to increase the overnight room rate, which allowed Rachel to breakeven for the year – plus her income has been boosted by customers now booking directly, instead of via booking. com, which saves them the agent’s fee.

With the growing interest in UK staycations, Rachel is now looking forward to reaping rewards this upcoming Easter. “Post-Covid, we saw a big initial uptake when people could travel but not abroad, it is not at that level, but it’s increased since pre-pandemic and Easter is really where we see the bulk of our visitors. Lots of people come down for holidays during that time. It’s an important part of our trade.” The bed and breakfast offer at The Duke provides the only food offering at the venue, with Rachel serving breakfast for all customers personally. Having tried a more extensive food offer many times, the number of takeaway restaurants situated across the road from the pub has always meant that dry trade has proved difficult.

Rachel has not let this be to her hinderance however, instead turning it into a business opportunity. She explains: “We are quite happy for people to bring takeaways in. We supply them with plates and cutlery and as long as they buy a drink we have no problem at all.” Although it may seem a simple local’s pub on the face of it, The Duke provides an offering that not many, if any, other pubs in the UK can say they have – a twilight escape room. Following conversations with a friend during the pandemic, Rachel decided to convert an old room at the back of the pub into the escape room, which has proved hugely popular with customers, whether that be on a rainy summer’s day or for a work Christmas party. This extra source of income made a massive difference to trade at The Duke, with many customers opting to visit the bar before or after they go about their escape room activity.
Ultimately, the success and selfsufficient nature of The Duke has enabled Rachel and Richard to take over their second pub, the Carlyon Arms. The couple are placing a different emphasis on this vibrant venue, which hosts several pool and darts nights during the week and live music every Friday night. “We’ve gone in there and brought it up-to-date a little bit, put a few new pool tables in and a new jukebox. We’ve got the vibe back.”

Furthermore, Rachel is keen to stress the importance of social media in building up their new venue, detailing the success it has brought the Carlyon Arms and offering tips for any licensees who may be in a similar situation. “Try and advertise everything. The more you post, the more you grow your followers, and we have a good following. We make sure to keep up with events, plugging the rugby that has been shown, Halloween and all of the seasons. Anything you can put on there, you should. Even if it’s just pictures of drinks to pique people’s interest,” she says.

As one of the BII’s most active responders to the weekly INNfocus newsletter, Rachel is clearly not one to stand still, always looking to read new information and add another string to her bow. Such is the strength of the hospitality industry, her adventure alongside her family shows the enrichment it brings to so many, no matter when in their professional career they decide to join. Who knows, maybe St Austell could do with another one of Rachel’s pubs after all!

Castleton is a small village with just 300 residents, but attracts tourists and others with its scenic walks and famous caves and caverns. Under the ancient ruins of Peveril Castle, on the quiet Castle Street, is The George, a Wells & Co pub, operated by Vicky and John Judson FBII since 2018. Experienced licensees, having run another pub locally for many years, the couple arrived at The George with a good knowledge of the area, accompanied by their most loyal customers and team members – many of whom have been with them for 17 years. Having refurbished the pub, the couple then looked to expand the business and purchased a neighbouring house with a plot of land attached. While planning restrictions wouldn’t allow them to build on the land, a seed of an idea germinated in September 2022, leading to the cultivation of an ambitious allotment project, which has seen the creation of 29 raised beds growing delicious home-grown produce for the pub’s kitchen. This successful project has become the talk of the town, as Vicky and John grow a wide range of produce, from cauliflower and carrots, to berries and tomatoes. It all gets harvested and is used to create dishes for their special’s menus, either as part of a dish or to feature as a jam, chutney or sauce. “There are only 300 people living here and we are the village local. We have a tourist menu with pie, fish and chips, burgers and so on, but for the specials we use the produce from the garden, and we also use local suppliers. We have gained a fanbase and our loyal customers keep coming back,” says John.

Community Since first developing the garden, they have put up greenhouses, installed a polytunnel and, most recently, established beehives. John and Vicky have also built strong connections with the local community, who have been more than happy to help by offering their own produce and even additional land. As word has spread, more locals have become involved, with the Judsons growing a whole network of people offering a variety of produce. And in return they give back something they’ve made, which could be anything from jams and chutneys to flavoured vodkas. “It’s a village community. Everybody brings along their surplus produce – it’s lovely,” says Vicky. “We have had enough rhubarb to make crumble for four months, but that’s boring. So, we have also used it in some of the specials, serving it with venison for instance. We have also made flavoured gins and used the leftover pulp to create boozy rhubarb and ginger jam.” Vicky loves chatting about the garden and sharing new ideas, so much so that she says customers in the pub can spend whole sessions talking to her about little else. And the interest has spread outside of the four walls of The George. “A lot of locals, or people staying in the campsite, will walk down just to visit the garden and to see what they will be eating that night,” she says. The garden provides other benefits too, from cost cutting to marketing. “We find that when people know a dish contains ingredients from our garden, it sells really quickly because people appreciate the fact that it’s homegrown.” They have also created about 40 lines of flavoured products in jars and bottles to sell. “When people realise we make our own home-made sauces, they’ll end up buying some to take home,” says Vicky

New ideas As an experienced chef, John is always using his food knowledge to find ways to reinvent dishes, so that whatever produce is available, it can be put to good use at The George. “I always tell my staff that when I was younger and working in the kitchen, I wish I had had Google! We either had to watch what others were doing, or find it in a recipe book. Now, we keep an iPad in the kitchen – it’s the best tool out there.” The George’s Head Chef, Billy, has been with the Judsons for an impressive 17 years and John likes to give Billy and the team, including the newest staff members, the freedom to pick and choose what to make with their ingredients. New ideas have seen the team expanding from jams and crumbles into making ice cream and sorbets. John says: “It’s hard to get chefs, but we find that if you keep them engaged and interested, rather than sticking to the same repetitive tasks every day, it’s makes the whole experience a lot better.” Part of the couple’s sustainable approach sees them also thinking of ways to ensure any by-products are not discarded, like the aforementioned pulp from flavoured vodka. “By repurposing everything, we’ve cut down on how much we throw out, meaning we’ve saved about £150 off bin tax a month – it’s a factor people often forget about,” says John.

With September 2023 bringing to a close the end of their first full year with the garden, John and Vicky took the opportunity to learn about what worked and what didn’t. For instance, while 75-80% of the garden worked well, there are areas with more direct sunlight that affects what can be successfully grown there. “It has been a bit of trial and error, but that’s what gardening is – it’s unpredictable.” To get the best from their garden for the upcoming year, they have been working with a friend who can provide drone footage of the area. Using this overview, they can plot out where everything should go, along with taking advantage of all available space, including planting herbs and peas on the garage roof. “The owners of the field next door Vicky loves chatting about the garden and sharing new ideas, so much so that she says customers in the pub can spend whole sessions talking to her about little else. And the interest has spread outside of the four walls of The George. “A lot of locals, or people staying in the campsite, will walk down just to visit the garden and to see what they will be eating that night,” she says. The garden provides other benefits too, from cost cutting to marketing. “We find that when people know a dish contains ingredients from our garden, it sells really quickly because people appreciate the fact that it’s homegrown.” They have also created about 40 lines of flavoured products in jars and bottles to sell. “When people realise we make our own home-made sauces, they’ll end up buying some to take home,” says Vicky. New ideas As an experienced chef, John is always using his food knowledge to find ways to reinvent dishes, so that whatever produce is available, it can be put to good use at The George. “I always tell my staff that when I was have allowed me space for three beehives. I’ve ordered the bees online – which is weird thing to say,” says John. And along with a move into beekeeping and honey production, they are also planning to increase the number of raised beds, get more beehives and install solar panels. Inspired by our BII Ambassadors’ Lee and Keris De Villiers, Licensee of the Year Award 2023 finalists, the couple are currently in talks with local holiday home owners and village residents about setting up a SAVE the DRAIN scheme. This will see The George collecting people’s waste oil for recycling. “Every day is a school day,” says John, concluding that it’s always nice to learn about what other operators are doing and see how they might be able to do something.

If you’re looking to create your own pub garden, John and Vicky share their best advice on starting out: “Start off small – work on stuff you know you’re going to use. We always recommend pea shoots, they’re quick and easy and always on the menu.” “Never expect everything to work – gardening is a process, not everything grows. Learn from mistakes and change for next time.” “You don’t need to buy new – take an empty tub, make holes in it and now you have a planter. You can always find something to repurpose without spending money for new stuff.” “When it starts growing, figure out how to use every part of it – whether that will be in a sauce, gin, jam or as compost for the next project.”