We didn’t attract enough customers and it slowly dawned on me that the publican is not the customer – it was me who had to eject unruly patrons and make tough decisions
y accountant once gave me two pieces of business advice: don’t run anything with your family and don’t run a pub. So I decided to run a pub with my family. I had always loved pubs, even before I was old enough to drink. I earned my first money in them, as a very bad pianist, and found them friendly, sociable and very relaxed about my blindness.
But the incompatibilities were clear from the start. Sure, it was a live music pub, but my new business partners preferred jazz over our rock’n’roll vision. They wanted to take the clientele upmarket; we were happy with a, shall we say, “edgier” crowd. Gradually the realisation dawned that the publican is not the customer. It’s now you who has to eject the unruly patrons and tell the well-behaved punters that it’s time to go home when they are still having a good time. When money is tight, it’s you who has to tell your staff: no drinks on the house, and no drinks for staff either, even when it has been a hard night. You realise that you – the person who used to be the life and soul of the lounge bar – would give anything for a night in.
Don’t get me wrong, there were some great moments – and times when I even thought the dream might be coming true. But, after almost three years , we pulled out; sadder, wiser, and in my case, significantly poorer.
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