The latest figures from UKHospitality are a gut punch to an industry that is, by its very nature, about people. To learn that more than half of all UK job losses since the last Budget have come from our sector is a devastating, if not entirely surprising, blow. As per UKHospitality, of the roughly 165,000 jobs lost nationwide since April, almost 89,000 were in hospitality. That’s 89,000 stories of talent, passion and livelihoods cut short.

 

In my decades leading some of the country's most recognised restaurant brands, I’ve navigated my share of economic headwinds. I’ve sat in the same boardrooms, poring over the same spreadsheets that many of you are today. I understand the “agonisingly tough decisions” that Kate Nicholls, UKHospitality’s chair, rightly highlights. When squeezed by rising taxes, supply chain inflation and wavering consumer confidence, labour costs often feel like the only lever left to pull.

 

The industry calls for government action on VAT, business rates and national insurance contributions are absolutely vital. We must continue that fight. But while we lobby for a fairer fiscal environment, we cannot afford to ignore the powerful operational levers that lie entirely within our own control. Stick with me here, but we must ask ourselves a difficult question: is this solely a jobs crisis, or is it the brutal symptom of a long-running efficiency crisis?

 

For too long, our industry has relied on the sheer grit and intuition of its managers. We promote our most talented chefs, bartenders and front-of-house stars into leadership, only to restrict them to the back office. Our best people-leaders are frequently left handling the manual labour of rota planning, holiday approvals and chasing staff to cover a last-minute sick call. We ask them to be clairvoyant – to perfectly predict next Friday’s footfall from a spreadsheet, a weather forecast and a gut feeling.

 

The result is a constant, exhausting cycle of guesswork. We can overstaff on a quiet Tuesday or understaff on a manic Saturday, burning out our team and damaging the all-too-important guest experience. This operational friction creates inefficiency, which erodes already thin margins. And when margins disappear, jobs are the next to go. The UKHospitality data shows that part-time and flexible roles are often the most at risk, which tells a story of businesses being unable to carry any slack in the system.

 

This is where we stand at a crossroads. We can continue to operate this way, accepting that job cuts are an inevitable consequence of economic pressure, or we can build a more resilient foundation. The conversation around technology in hospitality is often dominated by a misplaced fear of automation replacing people. This narrative is unhelpful and, frankly, wrong. The true promise of smart technology, particularly the new wave of agentic artificial intelligence (AI), is not to replace our teams, but to unshackle them. It’s about augmentation, not automation.

 

Imagine a general manager who doesn’t spend eight hours a week building a schedule. Instead, an intelligent system – cognisant of historical sales data, local events, weather patterns and individual staff skills and preferences – proposes an optimised rota in minutes, ready for review and approval. Imagine that same system, once fully up and running, autonomously handling shift swaps between employees based on pre-set rules, without the manager ever needing to get involved.

 

This isn’t science fiction; it’s the reality of what modern, AI-native workforce platforms can deliver today. This technology handles the complex, data-driven, administrative tasks that many of us don’t enjoy doing. This frees your most valuable asset – your manager – to be on the floor. They can now spend their time coaching new hires, engaging with regulars, tasting the food and mentoring the next generation of leaders. They can focus on the uniquely human elements of hospitality that no algorithm will ever replicate.

 

By perfectly aligning labour with demand, you eliminate wasteful spend. By giving employees more control and flexibility over their working lives through intuitive apps, you boost morale and dramatically improve retention. When your operation is a finely tuned engine, running at optimum efficiency at all times, the business is more profitable and more stable. And that stability is the single greatest form of job security there is.

 

The job losses our industry has suffered are a perfect storm of economic pressures and out-of-date processes. They are a direct result of external economic pressures, but they are also a consequence of an operational model that is no longer fit for purpose. We owe it to our teams and to the future of our sector to build a smarter, more resilient hospitality industry. The solution isn't about choosing between our people and new technology; it's about using technology to unlock the full, brilliant potential of our people.

When I founded Chocoberry in 2018, the UK was in a totally different place. Interest rates were sub 1%, business costs – from energy prices to wages and national insurance contributions – were a fraction of what they are today, and consumer confidence was in a much better place. On the face of it, the UK is a less attractive place to do business for food and beverage operators. But that view, in my opinion, is wrong.

 

The UK is a melting pot of cultures, cuisines and creativity, with new, innovative ideas wherever you look. That creates a new expectation among consumers. They no longer settle for average and are instead seeking exciting new food and beverage experiences – the kind that they feel possessive about and proud to share with their friends and family.

 

Generation Z consumers are driving this change, with 70% using social media to inform their dining choices. In response, food and beverage brands are adapting quickly, becoming “Instagram-first” with dishes that look fantastic across social platforms. This isn’t without its challenges – negative experiences can be shared as quickly on social platforms as positive ones – but can be transformational. 

 

At Chocoberry, a key driver of our growth over the last 12 months has been through the creation of viral dishes, like our knafeh “Dubai Chocolate” range. The impact was explosive – traction was generated almost overnight, which resulted in a material impact on our business. Social media has not only helped us to capture the attention of experience-seeking consumers in the first instance but also become meaningful brand advocates, which is critical for our long-term growth ambitions.

 

The UK food industry is also becoming increasingly regional. Up until a decade ago, there was a legacy view that if you wanted to succeed, you must do so in London and expand nationally thereafter. Those days are over. Today, there is a new wave of exciting brands emerging from cities like Manchester, Birmingham and Leicester – where Chocoberry itself began – bringing new and exciting ideas from the regions.

 

This is no doubt a welcome relief for regional consumers, who for decades were underserved or faced limited choices between single-site independents with the resources to constantly innovate, and tired mid-market brands. Chocoberry is proud to be part of this regional movement, with 15 out of our 17 locations outside of London. As we look ahead to reaching 50 stores by the end of 2026, the majority will remain outside the capital.

 

The new era of food and beverage brands outside of London is turning the heads of multi-unit franchisees and institutional investors. The combination of fiercely loyal consumers who are generally less price sensitive to the right experience, alongside lower operating costs outside of London, makes for a really compelling case for prospective franchisees.

 

Because of this, we are seeing demand from more ambitious and sophisticated franchisees who are pushing up operational standards and are willing to commit more capital to rapid expansion. That, in turn, is helping lower the risks associated with franchising and make it easier to find partners that can commit to matching your operating standards. It’s a win-win for all parties.

 

The UK food and beverage market is, at its core, full of potential. Success here demands getting every component right: from the operating model and customer proposition to franchise support and marketing strategy. The market serves as a rigorous test, but those who crack the code earn a distinctive badge of honour. Being “built in Britain” and thriving here is a powerful endorsement, especially for international partners evaluating new investment and franchise opportunities.

 

We see this in our ongoing conversations with partners in the UAE, Canada and Turkey. Our unique and scalable brand and track record of growth despite the macroeconomic pressures – not to mention a global pandemic – means our partners can quickly see a very identifiable opportunity.

 

As we embark on international expansion, the UK will remain the cornerstone of our growth story. Most of our stores will be here, serving communities across the country, and our investments in product development and menu innovation will continue to be driven by insights from the UK market. At the same time, our ambition is to lead the next generation of high-growth brands venturing overseas, sharing the best of UK food culture with new audiences.

 

The UK boasts truly remarkable food and beverage success stories. Now, more than ever, it’s time to share them with the world.

It’s no secret that our industry is going through some incredibly tough times. Rising taxes, national insurance hikes and increased operating costs – it feels like every line on the P&L is under pressure. Now more than ever, every penny counts. Every great customer experience, every plate of food served and every single shift that keeps the lights on matters.

We’ve said it time and time again: this industry is powered by its people. From the baristas who know your coffee order by heart to the kitchen teams creating unforgettable meals, they are the beating heart of hospitality. And yet, what happens when the very people who make this industry what it is don’t trust their employer, or are struggling with personal financial pressures that we can’t see? The consequences can be devastating, not just for them, but for the businesses they keep afloat.

It’s time to talk about something that still feels like a taboo in our industry, personal finances. I’m incredibly proud to work in an industry that welcomes people from all walks of life – students pulling their first shifts, single parents juggling work and family, experienced professionals running multimillion-pound sites. It’s a unique strength. But with that diversity comes complexity, and often, vulnerability.

The reality is stark. The BBC recently reported that 12 million people in the UK struggle with financial worries. Sync Savings found that, in the workplace, that translates to 4.2 million days lost each year due to money-related stress. Even more telling, 77% of employees say that financial worries impact their work, their focus, their performance and their ability to deliver great service.

And yet, we don’t talk about it. Just as conversations around mental health have finally become normalised, financial health needs the same treatment. The uncomfortable truth is many people believe everyone else is more financially secure, more knowledgeable or simply “better with money” than they are. But that’s not true.

When we stay silent, we leave the most vulnerable at risk. I’ve seen first-hand how good people – hard-working, reliable, loyal – have been taken advantage of by payday lenders or trapped in debt cycles that could have been avoided with an open, supportive conversation.

So, what can we do? The first step is recognising the signs that someone may be struggling. Often, they’re subtle. A team member consistently asking for more shifts. Someone borrowing money from colleagues. Staff feeling anxious around payday or reluctant to talk about their situation.

Most of us, at some point in our lives, have felt the weight of financial stress. It can feel overwhelming, like climbing Everest in flip-flops. But there are simple, practical steps anyone can take to build financial resilience. It often starts small – setting aside a little each week, paying down debt in manageable ways and gradually building buffers for the unexpected and for the future.

The steps are simple, but without the right support, they can feel out of reach. And that’s where leaders in our industry can make a difference – by creating open spaces for conversations, sharing guidance and providing access to tools that help.

If we are serious about supporting our people, conversations alone are not enough. They need to be paired with simple, practical tools that reflect the realities of hospitality life, irregular hours, variable income and limited access to traditional financial products.

What we need now is a shift in mindset. Financial well-being should not be seen as a “nice to have,” but as an essential part of how we look after our teams. Small steps, like encouraging staff to build emergency savings, signposting reputable advice services or partnering with experts in financial education, can make a significant difference.

When employees feel more secure about their finances, they not only perform better at work, but they are also more likely to stay in the industry – helping us all build stronger, more resilient businesses.

Hospitality is, and always has been, about people. When our people feel valued, supported and in control of their lives, everything else follows – higher engagement, better service, lower turnover and stronger businesses.

It’s time to extend that openness to financial well-being. When we create workplaces where it is safe to talk about money without shame or fear, we create stronger teams and healthier businesses. This isn’t about handouts or complicated programmes. It’s about kindness, awareness and practical support that meets people where they are.

The challenges facing our industry aren’t going away anytime soon. Margins will remain tight, and costs will remain high. But if we invest in our people, in their skills, their well-being and their financial health, we’ll build workplaces where teams thrive, customers are happier and businesses are more resilient. It’s time to start the conversation.

I’ve worked in hospitality long enough to know that no two customers are the same. Some guests want to breeze through their visit with as little interaction as possible, while others come in not just for the food or service, but for the connection. That’s why I firmly believe the future of hospitality lies in striking the perfect balance between technology and the human touch, not replacing one with the other.

Technology has been a game-changer for the industry, with self-service kiosks, online reservations and mobile apps transforming how guests interact with us. For customers who value speed and convenience, this is a dream come true. If someone wants to order their morning coffee through a kiosk without waiting in line, we should make it effortless for them. This efficiency doesn’t just improve their experience; it also helps businesses allocate staff resources more strategically.

 

But technology can’t and shouldn’t replace human interaction. Hospitality is, at its core, about people. There’s a reason guests remember the server who recommended the perfect wine pairing or the barista who greeted them by name. Technology can take care of repetitive tasks, so staff have more time to focus on guests who crave that personal touch.

 

The key is offering choice. Some customers want minimal interaction; others want conversation, recommendations and reassurance. By offering both options, we can cater to everyone. Kiosks and apps can now handle everything from straightforward orders to allergy alerts and special requests, giving guests confidence in the technology while freeing staff to focus on building meaningful connections. This balance also makes operations more efficient. During busy hours, technology takes pressure off staff, reducing queues and mistakes while still allowing us to deliver thoughtful, personalised service to those who seek it.

 

It’s also worth noting technology can empower our teams, not replace them. Digital systems help us track guest preferences, manage reservations and streamline kitchen operations, which means staff can spend less time on logistics and more time delivering exceptional service. When implemented well, technology enhances rather than erodes the human side of hospitality.

 

Of course, finding the right balance requires thought and investment. Too much automation can make a venue feel cold and impersonal, while relying solely on staff can slow service and frustrate customers who just want efficiency. The sweet spot is when guests feel they’re in control of their experience: they can self-serve when they want to, or they can interact with a real person who genuinely cares.

 

For me, hospitality has always been about making people feel welcome. Technology is a tool to help us do that better, not a replacement for human connection. The goal isn’t to choose between digital convenience and personal service; it’s to seamlessly integrate both. 

 

Imagine a casual dining restaurant where a guest books their table and places their order through an app but is still welcomed by a server who knows their preferences. Or picture a coffee shop where a customer orders via a kiosk yet still gets a personalised recommendation from a barista who remembers their favourite roast. That’s the kind of hospitality that keeps guests coming back.

 

In an era where customer expectations are higher than ever, striking this balance isn’t just a nice idea, it’s a necessity. By embracing technology without losing the heart of hospitality, we can create experiences that are not only efficient, but genuinely memorable.