Miranda Richardson FBII is the award-winner owner of the Not Just A Pub Company. She saves pubs from closure in and around Northamption. By Taking them over until new licensees are found. While building upon the huge success she has had with The Squirrels Inn in Duston.
She was awarded Greene King’s extra special honour. The outstanding contributions award at its Night of Excellence, for her role as an advocate and campaigner for the pub sector.
Growth without reinvention: making what you have work harder
Running a pub in today’s climate means constantly being told to reinvent yourself. New concepts, new tech, new ideas, new pressures. But over the years, I’ve learned that sustainable growth doesn’t usually come from tearing everything up and starting again. It comes from doing the basics brilliantly, maximising what you already offer, and staying relentlessly focused on people — your team, your customers and your community.
I operate multiple pubs, each with its own personality and customer base, but the principles behind how I grow them are consistent. Growth, for me, is about longevity, resilience, and relevance — not just short-term spikes.
Start with what you’ve got
One of the biggest mistakes I see operators make is overlooking the assets already in front of them. Your building, your layout, your location, your team’s strengths, your regulars — these are not fixed or limited; they’re flexible tools.
Before adding anything new, I always ask: “Are we fully using what we already have?”
Could a quiet afternoon become a daytime offer? Could an underused space host events? Could existing screens, kitchens, or outdoor areas work harder at different times of the week?
Often, the growth opportunity isn’t about spending more money, but about thinking differently.
Community is not a buzzword – its a business stratergy
Community engagement isn’t a ‘nice extra’; it’s central to how my businesses grow. People don’t just want a pint — they want belonging.
We lean heavily into local partnerships, local suppliers and local causes. From working with nearby businesses to hosting charity events, quizzes, live music and sport-led occasions, we aim to be a hub, not just a venue.
The result? Loyalty. And loyalty is one of the most powerful growth tools there is. When people feel invested in your pub, they bring friends, they choose you again and again, and they forgive the odd off day because they know you care.
Events are growth multipliers
Events don’t need to be complicated or expensive to be effective. Some of our strongest growth has come from consistent, well-run events that customers can rely on: regular quizzes, live music slots, themed food nights, and major sporting fixtures.
The key is consistency and delivery. If people know something is happening every week, they plan around it. Over time, those events build their own momentum.
Crucially, events also help maximise quieter trading periods. Turning a slow night into a reason to visit doesn’t just increase footfall — it changes customer behaviour.
We focus on delivering value by being consistent and reliable. Customers want to know that what they enjoyed last time will still be available for them to enjoy on the next visit. That trust is priceless.
Your Team Is Your Growth
No business grows without its people. I invest heavily in my teams, not just through training, but through trust, flexibility and involvement.
I encourage staff to bring ideas forward, to take ownership of events and to feel proud of the place they work. When your team believes in what you’re doing, customers feel it immediately.
Retention is growth. Experience is growth. A happy, confident team saves money, builds reputation, and creates the atmosphere that keeps people coming back.
Measure What Matters
Growth isn’t just about turnover. I look closely at repeat visits, dwell time, feedback, event performance and team engagement.
Sometimes the biggest win isn’t a record-breaking Saturday — it’s a Tuesday that’s no longer quiet — or a customer who starts coming weekly instead of monthly. Those incremental improvements add up, and over time they create stability.
Staying Adaptable Without Losing Identity
The industry is changing fast, and adaptability is essential. But I’m careful not to chase every trend. Growth only works if it aligns with who you are and what your pub stands for.
Customers can spot inauthentic change a mile off. When we adapt, it’s always through the lens of our identity — enhancing what works, not diluting it.
Final Thoughts
Growth doesn’t have to mean bigger, louder, or more complicated. Often, it’s about focus, consistency and care. By maximising what you already have, valuing your people and staying rooted in your community, it’s possible to grow sustainably — even in challenging times.
For fellow members of the BII, my biggest piece of advice is this: don’t underestimate the power of the foundations you’ve already built. Growth doesn’t always come from doing more. Sometimes, it comes from doing what you do best — better
