Talking Heads: Reflections & Projections

Here comes the second instalment of Talking Heads – a series that explores the topical talking points impacting hospitality today. This time, four insightful operators reflect on the highs and lows of 2023, also drawing on their insider knowledge to forecast potential industry developments that could shake things up next year

Jack & Bryan Coghill, father-son restaurateur duo and owners of Jack 'O' Bryan's

Jack 'O' Bryan's

Business profile: Located in Dunfermline, Fife, the restaurant serves a fusion of Iberian, South American and Asian cuisine; it is run by father-son, chef-restaurateur duo Jack and Bryan Coghill. With Bryan stepping back from the day-to-day to write a family cookbook, Jack has been appointed head chef at just 23 years of age.
Name: Jack Coghill
Job title: Head chef

Dine Out (DO): What have been the most impactful trends in hospitality in 2023?
Jack Coghill (JC): Dealing with food waste is one. We use double acorn-fed black Iberian pigs, farmed in a sustainable way by multi-generation family farms in the Extremadura area of Spain and Portugal. For us, this has become a zero-waste product.

Promoting more females to senior hospitality roles is another. We have two women in senior front-of-house positions; my Mum, Michelle, brings four decades of experience to the table, while my future wife, Sarah, is leading the next generation of Jack ‘O’ Bryan’s and assisting in the training of future female recruits.

DO: What have been your biggest wins this year?
JC: Having settled into the head chef position and with business doing well, we have made the decision to establish a second venue. We have selected the location and are looking forward to the next chapter in our family’s journey.

DO: What do you view as the biggest challenge facing hospitality right now?
JC: Many businesses across the country are still struggling to attract experienced staff. We are fortunate as we kept our team together throughout the pandemic and have since added to it, funding young chefs who are training to be part of the company’s future.

Energy costs are still a concern, as are the costs of imported supplies since we use ingredients that come directly from Spain. We can but hope that the economic forecast improves in 2024.

DO: What are your biggest goals for 2024?
JC: With Dad stepping back, I’ll be assuming full responsibility. With a number of entries for industry awards lined up for next year, I will continue to put myself – and my family’s – impressive track record in the spotlight.

DO: What advancements do you hope the industry will have made by this time next year?
JC: We’d love to see more respect and professional status given to the industry and the people therein, and for the government to acknowledge hospitality’s contribution to society.

There also has to be a seismic shift in government education policy in regard to hospitality being viewed as a career, instead of just something to do until something better comes along. Hospitality can offer a career as fulfilling as any other.

Nick Grieves, chef and founder of GRDY Restaurant Group

GRDY Restaurant Group

Business profile: Founded this year by chef Nick Grieves and tech entrepreneur Dan Smyth, GRDY Restaurant Group currently owns and operates three Newcastle venues: Ophelia, a French-inspired brasserie in Gosforth; The Patricia, a neighbourhood restaurant in Jesmond; and Cafeteria, a concept inspired by the ‘cafs’ of yesteryear, also located in Gosforth.
Name: Nick Grieves
Job title: Chef-patron

DO: What have been the most impactful trends in hospitality in 2023?
Nick Grieves (NG): The integration and use of technology has without question been a major trend this year. Things seem to be moving so fast that keeping up requires a lot of work. For example, the use of video on Instagram has meant that more time and resources need to be allocated to socials just to stay relevant in the space.

This, in turn, has created problems – especially when coupled with the ongoing industry staff shortages, which has meant that simply freeing up an individual’s time to create content has become an increasingly difficult task.

Another advancement is the use of artificial intelligence (AI) – those of us who aren’t particularly tech-savvy will need to train or hire people to keep up with this type of technology.

DO: What have been your biggest wins this year?
NG: With the terrible economic struggles facing hospitality, I think our biggest win would probably be our event strategy. Each month, we have run a special ‘event menu’ that is available every Thursday. This has encouraged more frequent bookings, helping massively with cover numbers – especially on days that might otherwise have been slow.

We’ve also been running our pop-up pasta concept ‘Vinny’s’ once a month on a Monday, adding much-needed revenue to the bottom line.

Other than the financial side, Ophelia was voted into the Good Food Guide’s Top 100 Local Restaurants, which was great for us – especially since we’d only been open a few months at that point.

DO: What do you view as the biggest challenge facing hospitality right now?
NG: Produce cost surges have obviously meant that our prices have had to increase. Unfortunately, a lot of guests don’t seem to understand why.

We recently opened Cafeteria, offering simple food made with restaurant-grade produce. We had some negative feedback because our chip butty costs £5. True, that’s probably not very cheap, but when all relevant costs are attributed, we make a net profit of 28p per sandwich. The single biggest challenge for restaurateurs is to somehow help people understand how restaurants work and the gulf in difference between quality over value.

DO: What are your biggest goals for 2024?
NG: Our biggest goal is to ensure Ophelia keeps getting better and better. It’s quite a new food style for me, so I feel we’re pretty far away from where I would like it to be.

We’re opening a private dining room next door fairly soon, so that’s pretty high on the agenda. We’re also hoping to launch a standalone ‘Vinny’s’ which is super exciting! We’re still on the lookout for a new site for The Patricia, but that might get pushed into 2025. There’s so much to do!

DO: What advancements do you hope the industry will have made by this time next year?
NG: I’m not sure there needs to be any ‘advancements’ in our industry as such. Good restaurants are always pushing to be better. However, I do hope that as an industry we can somehow get together and try to effectively lobby the government for a reduction in VAT. We’ve all seen so many places shut down this year, which is why there’s no doubt in my mind that the sector needs help to stabilise to ensure its sustainability. Once the right help is in place, the sector can begin to look to the future rather than firefighting all the time.

Jonathan Doherty, managing director, Worq Hospitality

WORQ Hospitality

Business profile: Worq Hospitality has built an expansive hospitality portfolio, including the following brands: El Santo, a Latin American bar and restaurant in Glasgow; Chianti, an Italian restaurant in Falkirk; Riva Boutique Hotel in Helensburgh; Hemingway’s Restaurant in Edinburgh; Revolver Hotel in Glasgow; Boutique50 hotel in Glasgow’s West End; and 55 Bearsden Cross, a cocktail bar and kitchen in Glasgow.
Name: Jonathan Doherty
Job title: Managing director

DO: What have been the most impactful trends in hospitality in 2023?
Jonathan Doherty (JD): We think that live entertainment events in restaurants and bars are becoming more commonplace. We have regular live entertainment at El Santo, including fiesta dancers, DJs and musicians. We also have weekly open mic sessions where budding local performers can take to the stage to entertain everyone. This Christmas, we’ll provide small instruments that customers can pick up and play for themselves. We want everything to be fun and interactive. When they come out to drink and dine, people are looking for a performance as well as a great meal.

DO: What have been your biggest wins this year?
JD: We’re about to celebrate El Santo’s first year. We’ve made an impression on Glasgow’s hospitality scene, with the Latin American concept proving a hit. The ‘hidden’ speakeasy bar, named El Santito, has also made a name for itself with popular margarita masterclasses, a great staff incentive and team builder, as well as a fabulous hen night experience.

We have also secured prestigious support for our live entertainment from Patrón Tequila. Patrón has graciously added its name and logo to the selfie-ready flower wall at El Santo.

DO: What do you view as the biggest challenge facing hospitality right now?
JD: For all hospitality businesses, sustainability is no longer a choice but a necessity. As we gaze into the future, environmental, social and governance (ESG) considerations are becoming increasingly critical. At Worq Hospitality, we’ve leapt into the sustainable revolution by integrating vegetable gardens across all our sites. This not only connects our customers with nature, but also promotes healthier, locally sourced produce. Moreover, we’re exploring renewable energy sources, with solar panels currently under consideration, aligning with our commitment to reducing our carbon footprint. We are also working towards a Green Tourism Award.

DO: What are your biggest goals for 2024?
JD: We have identified a lucrative opportunity to scale up and extend the Revolver Hotel brand model beyond its current borders, with potential expansion into other UK cities and European territories in view.

El Santo anticipates a few enhancements in the coming year, including the installation of a secondary door and a new tequila rack.

Another exciting development in the pipeline is the launch of The Hive WA1 in Warrington, set to open its doors in 2025.

DO: What advancements do you hope the industry will have made by this time next year?
JD: Many hospitality businesses will say the same thing: there has to be greater value put on our sector and what we contribute to the economy. As we look for economic recovery, with interest rates hopefully starting to drop and a general election next year, we could look to have hospitality elevated as a career, backed by more government support in the workplace itself, along with secondary schools and colleges.

Francesco Lombardi, F&B director, The Prince Akatoki

The Prince Akatoki

Business profile: The Prince Akatoki is a luxury five-star hotel in London, celebrating the art, ritual and elegance of Japanese hospitality. The on-site restaurant, Tokii, serves a fusion of local and Japanese cuisines, while The Malt Lounge & Bar offers a relaxed ambience where guests can enjoy a selection of Japanese sake, international whiskies, cocktails and premium wine and beer.
Name: Francesco Lombardi
Job title: F&B director

DO: What have been the most impactful trends in hospitality in 2023?
Francesco Lombardi (FL): The most impactful trend this year was the increasing integration of technology in hospitality services. This includes the use of AI for personalised guest experiences, the adoption of contactless check-ins and the implementation of smart room features. If this trend continues to gain momentum in 2024, it would likely lead to more efficient operations and enhanced guest satisfaction, while also playing a role in reservations and social media.

DO: What have been your biggest wins this year?
FL: The Malt Lounge and Tokii restaurant have started to be recognised in the industry through positive reviews, culinary awards and social media acclaim. The outlets are making waves, contributing to the evolving narrative of London’s gastronomic landscape. They have created space for exceptional dining but have also managed to establish a dedicated following, increasing our revenue while building a positive outlook for 2024 and the years to come.

DO: What do you view as the biggest challenge facing hospitality right now?
FL: Generally speaking, it’s worth considering the impact of global events, economic conditions and public health concerns on the hospitality industry. These factors can influence travel patterns and consumer behaviour.

In terms of day-to-day operations, I consider recruitment and high turnover rates as the biggest challenge for hospitality that will still be relevant in 2024.

DO: What are your biggest goals for 2024?
FL:  To further culinary innovation by continuing to push the boundaries of Japanese cuisine, introducing new and creative dishes while expanding beverage offerings. We will aim to elevate the dining experience, explore collaborations and embrace sustainability. We’d also like to strengthen the sense of community and loyalty among our neighbours.

We will also invest in staff development, prioritising training to ensure a high level of expertise and service. Happy, knowledgeable staff contribute significantly to the overall guest experience and can become ambassadors for the brand.

DO: What advancements do you hope the industry will have made by this time next year?
FL: I hope hospitality will be seen as an appealing career path once again, supporting recruitment stability and improved length of service.

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