All language subtitles for The.Hidden.World.of.Hospitality.with.Tom.Kerridge.S01E04.1080p.HDTV.H264-DARKFLiX

Check on, two covers.
Two set soup, followed two cods.Oui!

I'm Tom Kerridge,

and I've been working in hospitality
for over 30 years.

Behind, behind, behind.

Standing shoulder-to-shoulder...

How are they? I LOVE it, mate.
Good. Right, four beef now!

..with some of the country's most
skilled and inspiring professionals.

You've got this, mate.

I'm Tom. Nice to see you.

I wouldn't want to be doing
anything else.

But how much do our customers
REALLY know about what it takes

to deliver a warm welcome,
amazing food and great service?

to deliver a warm welcome,
amazing food and great service?

In this series, I'm letting
the cameras into my world.

We have got 1,500 people
to serve lunch.

And I'm going behind the scenes

in dramatically different businesses
across the UK...

You're amazing.Oh, thanks.

..from a plush city-centre hotel...

..to a hideaway rural retreat.

From a fancy
Michelin-starred restaurant

to a century-old fish and chip shop.

And from a huge wedding venue

to a buzzing street food festival.

I'm lifting the lid on our industry
like never before...

We've actually got vinegar
for blood, by the way.

..to reveal the side of hospitality
our customers rarely see.

Six hours until we open
and as you can see...

..nothing's here.

How we operate...

Lady boss.

..our trade secrets...

300 portions of gravy.

When you ask for more gravy,
just think about that.

..the gambles we're taking...

So what's your timescale?
Four weeks.

Up and over!

..in the face of huge challenges.

Fallout of last few years
of Brexit and Covid,

it's real in this industry,
it's massive.

This is UK hospitality
and this is our inside story.

This is UK hospitality
and this is our inside story.

Service!

How are we, boys and girls?
Feeling all right?

This time,

how much are hospitality
trailblazers prepared to risk

to redefine the British boozer?

This is looking lush.

Brother and sister Josh and
Holly Eggleton are gambling big

on a brave new direction for their
acclaimed Somerset gastropub.

This is the largest risk
we'll ever take in our lives.

It's ride or die.

In Newport, South Wales,

two rebellious mates are going all in
with a revolutionary addition

to their brewing business.

This for us was
a £4.5 million investment.

It was go in, go big,
which is absolutely huge,

considering the business was
only less than five years old.

And in Marlow...

Side of mash, please.

..the cost of living crisis

threatens my own high-stakes plan
for expansion.

The cheapest one's £51,500.

So it's an extra two grand a month.

When does our insurance run out?
It runs out tomorrow.

Perfect.

I've known Josh and Holly, probably
for, I imagine, coming up ten years.

I've known Josh and Holly, probably
for, I imagine, coming up ten years.

Josh and Holly set up
The Pony & Trap

about the same time as we opened
The Hand & Flowers.

I need a veggie
second table in. Let's go.

Like me, they achieved Michelin-star
success and followed

it up by opening several other
local restaurant businesses.

But during lockdown,
the siblings took a bold decision

to start afresh.

They ripped apart their pub to begin
a costly expansion project,

meaning they lost
their Michelin star.

Where does the staircase come in?

The business has now
been closed for three years

and is still two months away
from being reopened.

And that's not all.

I've heard a rumour that they've
had a bit of a radical rethink

about the way that
they're going to approach

the opening and the way
that they're looking at business

and a completely different outlook
into the pub and restaurant world.

I think sometimes
to make things better,

sometimes you need to
completely take it apart

and put it back together.

It's going to be something
to everyone.

A multifaceted melting pot
food tank. There you go.

The last time I was here, it was
a much-loved, highly acclaimed

classic example of a pub restaurant.

I'm dying to find out what
Josh and Holly's plans are

and why on earth they're
changing it so much.

Knock, knock. Anyone here?

You all right? I'm all right, buddy.
How are you?Good.

This is a...Bit of a sea change.
Massive, isn't it?

We talked about reopening
after Covid, and I was like,

"Well, we've got to knock the toilet
block down. I just got to do it."

And then before we knew it...we'd
ripped down all the ceilings.

Everything.We ripped everything out.

Once you start taking one bit away,
you start adding new ideas

and new plans of what to do,
and it just starts getting

more and more and more and more.

The pair have added
over 5,000 square feet

to their original 40 cover
pub restaurant.

But what I really want to know is
how they plan to use the extra space.

So I wanted to change it,
definitely,

and I wanted to be able to create
events in this space.

Yeah. And then we just ripped up
all the other ideas as well.

So this is still going to be
food operational up here.

This is still going to operate.

You can eat here.Yeah.
All throughout the building?

All throughout the building, yeah.
But only for limited services.

Right.

What do you mean by limited services?

For me, it's all about the garden.
With produce we grow.

I want everybody to see it.

So I don't want anybody turning up
when it's dark.

JOSH LAUGHS
Right. Yeah.

So what happens right now?
Like in autumn?

Clock's gone back. It's dark.

Well, no, we're walking
the line, so I want to do...

I keep calling it a long lunch,
early supper.

So we're going to be open
Wednesday, Thursday, Friday,

1:00 till 7:00 doing bookings,
and we'll do a straight service.

Saturdays, I've literally said
we're not going to be a restaurant

on Saturday. We're going to put it
into private hire, namely weddings.

Right. OK.

So we've worked out that
if you have your wedding in an event

here, based on what we've built
and the gardens, there's 100 covers,

you can get married in the garden,

we can generate the same turnover
that we were generating before.

So this used to be like
a conservatory space, didn't it?

30 seats down there.

And now we could do...
for a wedding, we could do 100.

Then in the restaurant days,
when it's open, what is it -

Wednesday, Thursday, Friday?Yes.

This would be a restaurant and we'll
be bringing back our Sunday lunch,

but we won't be doing it
every Sunday.

But how will I...? Like, I'm a guest.

So how will I know what Sunday
I can come?

We'll sell it as a ticketing form
on the website,

300 covers throughout the day,

and there's your Sunday lunch
for each month.

You're changing the whole business
and making it fluid.

Is there a fear...

..that that's diluting it too much?

Yes. Yes, definitely there is.

OK, good. I'm glad you've got...

I've got to be honest, I'm glad
you've got a little bit of fear

because there's just a little
bit of me that... I'm nervous.

I would be... I'm really excited
by it, like super excited.

But at the same point,
it does make you go...

This property you purchased,
had that been all paid off?

No, we've got about 200 grand left.

Right. So there's 200 grand
on the freehold left to pay.Yeah.

But now you've taken
a load of extra money

or invested a load of extra money...
Yes, bit of both.

..to develop all of this.Yes.

At the moment, where we stand,
it's about 800,000.

Right. OK. Plus the 200 grand.Yeah.

So you're now £1 million in debt.
Yeah.

Three years of closure.Yeah.

This business now
massively needs to work.

All of our restaurants, all of our
businesses have been pouring

into this to make this happen.

We are in the most vulnerable
position we've ever been in.

We've all got kids now and we've all
got mortgages

and we've all got things
to worry about.

And we need to make sure
that we can't...we can't fail.

It's clear that the financial
pressure

on Josh and Holly is immense.

And on top of that, they're ditching
a tried and tested business model

for something totally new.

It feels like a huge gamble
in the current climate.

We are extending the bookends
of what we see food and hospitality.

We are extending the bookends
of what we see food and hospitality.

We're going to go this way.

We'll grow a lot more of our produce
in the garden. We'll teach people

how to grow it. We'll teach people
how to eat well

and good environment, and then we'll
teach people how to cook it

with a cookery school upstairs.

Ah, is that what's going to go
upstairs?Yeah.

The plan is to build work stations
for up to ten aspiring cooks.

There was a wall here,
and then this was the storeroom.

So we knocked into two...
New floor down.

So we knocked into two...
New floor down.

And then that's the original window
from the Pony Restaurant.

And then that's the original window
from the Pony Restaurant.

With that view,
it's so cool, isn't it?

So we've tried to re-use quite a
lot of...from The Pony & Trap

because you don't want to...rip
the heart out of it, do you?

So is this being driven, then,
through, first and foremost,

through heart and soul and emotion
and wanting to make this work,

wanting to get it reopened?

I want to be here.

This is...this is where
MY career started.

This is...this is where
MY career started.

This is where we learnt.

Will we get it right?

Don't know. Hopefully.

Outside, extensive landscaping
has transformed the terrace

and garden beyond recognition.

Josh and Holly are also creating
a 1.5 acre kitchen garden

Josh and Holly are also creating
a 1.5 acre kitchen garden

to supply their various restaurants
and the cookery school.

I mean, it's like a National Trust
property.It is.

Tell me if it's bonkers, but
I won't care if people turn up

to walk around this garden and
don't spend a penny in that pub.

Come on in, you're welcome.
Have a walk.

Have a nice time,
see what we're doing.

And then you'll probably come back
if you enjoyed it.

Or just have a cup of tea.

That's not bonkers at all.
That's hospitality.Yeah.

When you look back,
I like that view.

Yeah, that view looks great,
doesn't it?

And just takes you to that,
I mean, your amazing pub.

Or...it's not a pub, is it?

Your amazing...hospitality space,
venue, place...

Your amazing...hospitality space,
venue, place...

..events, catering...One final one.
..pub restaurant...

One final one I've not really
told you about...

Community centre.

TOM LAUGHS

So, like, well, this brings me
to the final bit.

Like, I haven't really
talked about it yet, but it is...

We do so much in the community
and you do it as well.

We cooked for every
homeless person in Bristol in
the pandemic for a year.

For me, I want to make 20%
of these spaces available for free,

For me, I want to make 20%
of these spaces available for free,

for community to use, to enhance
those community projects.

So alongside
our commercial business,

we're going to have Pony Community.

With £1 million to pay off...
Yeah. ..how does that work?

With £1 million to pay off...
Yeah. ..how does that work?

I base all my business models
from Wednesday to Sunday.

Monday, Tuesday, those two days that
are floating about that we can use

to have a positive impact.

Have you done this at the right time?

The timing is never good, I find.
And, no, the timing is really bad

based on what's happening
within the country.

But at the end of the day,
if we don't keep going,

then it will...it will collapse.

So it's not a problem. It's fine.

You're only a young man anyway.
You got ages to pay it all off, mate.

Yeah, I know. Well, I don't know,
I'm getting old now. Yeah.

Over the last 17 years, we have
built quite a large business

and often I ask myself the question,
"Why are we doing this?"

and often I ask myself the question,
"Why are we doing this?"

The priority is what I call
responsible capitalism,

and we should expect to make
a profit to survive.

To then filter down
into pay increases, to improve

the environment that's
around you and potentially

do something else.

And what that all equals is
everything we make goes back in.

And I think that's the best way
that we can try to lead by example.

And I think that's the best way
that we can try to lead by example.

That's what we're trying
to aspire to.

I've been in hospitality
for 32 years.

You learn how to cook,
and you operate,

and then you open a space
and a restaurant, and it works

and you make money.
That's textbook. That's it.

That's how you normally do it. These
guys - thrown that textbook away.

They've burnt it, they've set fire
to it,

and they're going to have another go

at rewriting a textbook completely
different to everybody else.

But the big issue for me,
they've run out of money,

and they've got two months before
they open.

So between now and then,
it's all about the hustle.

But it's not going to be easy.

Table six and table ten. Yeah.
Is that what we're going on?

Yes, Chef. Table six and table ten.

Thank you.And we'll go in three
minutes.

So I think anybody that's successful
in hospitality has pushed themselves

So I think anybody that's successful
in hospitality has pushed themselves

and put themselves on the line
every single time.

People think that hospitality
is a way to print money.

We've made some great cash
in different businesses,

but we've also lost, like, lost
millions.

At the moment, our hospitality
businesses are not making any money.

They're treading water. They're
breaking even if we're lucky.

There's a couple that are losing.

I am personally making money
and keeping places afloat

because of commercial deals
that I have outside

of my hospitality businesses.

So it's all massive gambles,
massive risks.

And if we're to weather the storm
and come through the other side,

we have to keep evolving.

Table 14.

And like at the Pony, in my pub,
The Hand & Flowers,

there's simply no way to increase
the number of restaurant guests.

So I've come up with a different
approach for pushing

my business forward.

Side of mash, please.

Our plan - to diversify the pub
into a pub with rooms.

Over the last 15 years, my wife Beth
and I have taken out mortgages

on five properties around Marlow
and converted them

into 15 guest bedrooms.

CLASSICAL MUSIC PLAYS

It's a risky strategy, but one
I firmly believe is the right

thing to do.

It's a mixture of being super proud,
absolutely terrified,

It's a mixture of being super proud,
absolutely terrified,

and also trying to piece together
how we repackage

and also trying to piece together
how we repackage

and sell what we are as a business.

Because, fundamentally,
what we're doing is a very different

business model
to when we set up 18 years ago.

My ultimate goal is to have enough
bedrooms for every one of the guests

in my pub, so they can enjoy
hospitality with us

around the clock.

By the time all those people
are eating in The Hand & Flowers,

it's almost fully booked.
There's no room for anybody else.

So we've now become this destination,
overnight stay, room,

dinner package.

It's a full experience, and plays
right into that special occasion,

treat market for our guests.

Suitable properties close enough
to the pub don't come up very often.

So, despite the £1.6 million project
costs, we need to act fast.

So, despite the £1.6 million project
costs, we need to act fast.

This is the latest purchase,
whether it was arguably the right

time to buy it.

Although it works beautifully
as somebody's home, to turn

it into bedrooms, the costs
always spiral out of control.

The design always... We always go
for more luxury than we think

we're going to. We go, "That would
be really lovely,

"but actually, that bath is
much nicer.

"Oh, just get it." And then you just
start...

So, whatever we budget,
I know will be at least 50% more.

Half of that's probably my fault
as well, though.

I turn up and go, "What about that?
Wouldn't it be nice to do that?"

Undoubtedly, we will overspend.

The amount of pressure
that that puts on the business right

now is pretty huge, to be honest.

It's a huge amount of cash to borrow
against everything else AGAIN,

It's a huge amount of cash to borrow
against everything else AGAIN,

to try and get it repaid.

Everything is in. You're constantly
risking buildings, property,

your life, your life's work, savings.

It's a massive gamble.

It's a massive risk.
Nothing is ever safe.

The other thing that I'm getting
quite conscious of is the fact

that I'm 50.

It's not like I'm 25 again and

getting a new mortgage. It's now -
I'm 50.

So I'm kind of ignoring my age,
rolling the dice and running

with...
backing myself in the business.

Back in Somerset, five weeks on

since my visit, Josh and Holly
have a hell of a task

to complete their multipurpose
venue.

With £1 million of debt,
and more funds to find,

the brother and sister duo
have to get creative

to push their project forward.

PRODUCER:Who's the biggest
risk-taker?

Josh.

Yeah, that's fine.

And then...and then the other
vegetables are... Hold on.

We are risking everything we have
and everything we've grown.

This is the largest risk
we'll ever take in our life.

But I guess we've just got to get...
We've got to see it through now.

It's ride or die.

Firstly, they turned
to their successful Bristol

fish and chip restaurant,
Salt & Malt.

Siphoning money from here could help
fund the redevelopment project.

This tactic is often the only option
open to operators trying

to fund something new.

If you want to grow and expand,
you have to hustle,

you have to find cash.

But it also does put in this added
pressure of moving money

around and keeping your fingers
crossed that the new thing

that you've moved the money into
is actually going to generate

money quick enough so that you can
move the money back.

Their harbourside restaurant does
great trade through the summer,

but its lack of indoor seating
poses a problem through the winter.

Less diners means reduced profit
and less cash to feed into the Pony.

Today, Josh has a plan to change
that by creating a new indoor seated

Today, Josh has a plan to change
that by creating a new indoor seated

dining area
from old shipping containers.

It doesn't look like much yet,
but this is a new dining room

for Salt & Malt in Wapping Wharf.

So we're pivoting, we're trying
to adapt our business

to make it work
12 months of the year.

So we need to do it to survive
and we need to continue to innovate

and continue to build
on our business and think

about how we can make things work.

That's what it's going to look like.

So this now means this business is
going to be completely viable

in the winter.

It's going to work really well,
and then any profit we make will go

to the Pony Chew Valley
to help finish that project.

And it is coming together.

So all we now need to do is perform
some good hospitality service

and good food and hopefully
everyone enjoy it, you know?

Yeah, it's in. Square on the back.

We'll tidy it all up on the front
angle, grind it off.

Sweet.

Investing more money now might seem
counter-intuitive, given Josh

and Holly's finances,
but it's a sound plan

for the months ahead.

What it doesn't solve is their
immediate cash flow problem.

For their second hustle,

they've been booked for a private
dining gig, an exclusive Christmas

meal, prepared and served
in a client's home for 25 guests.

Boom.

And demonstrating just how supportive
the wider hospitality

industry can be...

..Josh has secured help
of the very highest calibre -

local restaurateur
Dominic Burrell...

..and Michelin-star chef
Pete Sanchez-Iglesias.

Oooh!

I want to help Josh because
I believe the Pony & Trap could

be something unbelievable
when he's finished with it.

Working on making it nonprofit,
not worrying too much

about the gastronomical stars
or statuses in books.

He's more than a chef.

What he's doing is, like, ten
years ahead.

It's the people that are
growing up in this industry

that might own bars, pubs,
cafes, restaurants, farms.

It's for them to be inspired.

Tonight, this trio of Bristol's best
chefs will bank £5,000 towards Josh

Tonight, this trio of Bristol's best
chefs will bank £5,000 towards Josh

and Holly's project.

Definitely needs a lemon. Yeah.

It's a pretty unique situation.

I think this is the first time
we've ever cooked in someone's house

with this many people with, like,
all of us doing it, you know,

because we are... Well, we're busy.

LAUGHTER

We can always do it again.

But it would be, like, three
times the price.

LAUGHTER

Everything we do is
skin-of-your-teeth stuff.

There's never any buffer.

And actually, to be fair, we ran
out of money about five times last

And actually, to be fair, we ran
out of money about five times last

year, you know?

I don't think we can laugh
about that. That's ridiculous.

But actually, it's just...

..a nervous laugh.

The next part of the plan
will be the toughest to pull off.

With the new Pony
still a work in progress,

Josh and Holly have decided
to open their doors for a special

discounted trial run
of the restaurant.

New oven.

Anyone know how to use this oven?

I got it. I was joking.

I'm getting there.
It's a new control panel.

After three years of closure,
their old regulars are eager to see

After three years of closure,
their old regulars are eager to see

the changes Josh and Holly have made
to their local.

We've kind of built a new restaurant
here. I know we've been here

for 16, 17 years, but, like,
we almost don't know how to work

in it because it's so different.

So we now need to figure it out
again.

So, for me, this is ticking a lot
of boxes, welcoming people back,

raising a bit of capital,
which we need to get open fully,

and figuring out what works
and the dynamic.

Their former restaurant was known
for its excellent Sunday roast,

so guests' expectations will be high.

Have we got carrots?
I just thought about that.

Right, let's go find Alex.

Josh and Holly have taken
more bookings for today

than they'd originally planned.

Two, four, five, seven.

Two...six. That's right.

How many's on this one, Lauren?

Oh, yeah, it's a massive one,
isn't it?

But we've got 260 people booked.

So...

Do you call that practice?

I call that "let's just do it".

We had such a great response
on people wanting to book,

and we have the space,
and it's a bonus to have a bit

of revenue coming in.

I've just noticed there's a chair
missing on table three.

Oh, look at this. No response.

I'll do it.

But it's £30 a head
for two courses, 260 covers.

That's going to generate
almost 7,500 grand,

which we have, which is great.
And we need that to push through.

And then I'm hoping to probably
sell about 2,500 grand's worth

of drinks today, which will turn
this into a £10,000 day.

of drinks today, which will turn
this into a £10,000 day.

Hopefully. Hopefully it'll work.
We'll see.

To serve everyone today
and achieve that 10K target,

there'll be three separate sittings
over seven hours of service.

there'll be three separate sittings
over seven hours of service.

It's a proper test for the kitchen
and front-of-house teams.

Any delays in flipping tables
could lead to a bottleneck

of unhappy guests.

This is the gravy.

This bloody gravy...

I'm making this since Tuesday.
It's Sunday now.

Because we want to do it properly,

we're making everything fresh
from scratch. Five kilos of beef

bones in. Roast them off.
Kind of like slowly

poach these beef bones,
almost like clean them.

You start kind of like bringing it
into here.

Then we start another stock with
pork bones and pig's trotters.

We've roasted and burnt onions
to go in there.

We use all the leek tops to go
in there.

We've got like a beef fat
brown roux, which we'll then use

to thicken the gravy.

If it's not, like, dark enough
and unctuous enough,

we'll start putting all the roasting
juices from all the roasted meat

in that. And then if it's
not good enough, we might put

a reduction in there of red wine
and vinegar, and hopefully

we'll have 300 portions of gravy.

So when you ask for more gravy,
just think about that.

HE LAUGHS

In a move that might surprise
his guests,

Josh has decided against table
service today and has opted

for a self-service carvery.

Honestly. It's like a canteen.

SHE LAUGHS

He'll need to turn a carvery's
normal reputation on its head.

Cool. So let's just do
a quick briefing.

I've got five minutes.

So do you want to do the food first?

It's pork from Luke Hasell.
The story - reared on his farm.

Slow-roasted shoulder pork
rubbed in fennel

from the garden, salt and caraway.

And then the Wellington
is squash, chestnut, mushroom.

Everyone all cool on the food? OK.

ALARM BLARES

Oh, there's the fire alarm.

Nice. Well, I'm glad it's happened
now. I'll go and sort it out.

They haven't got...
You have to turn the extraction on!

Yeah, it's because it's so
sensitive, because it's new.

Yeah, just keep your...loading bay
open.

What to do?

All right.

So much food.

Get all your stuff ready,
because I want you doing veg.

I'll do meat.

Nice to see you. And you.

Come on up when you're ready.
We will do. Thank you.

With all the prep done,
and the fire alarm reset,

Josh and Holly's trial run
of the restaurant is under way.

But just as they're getting
into the swing of things,

there's another problem.

We're in darkness.

It's a bit embarrassing, isn't it?
We've got power.

We've got power in the building.
We just don't have the lights.

Maybe I'll see again.
What are we doing?

All right, nice one. We've got two
that are all off.

Yeah.

We've got outside light
and that's tripping now.

And garden room lights.
That's tripping.

Oh, the pendants. OK, we'll just go
with...

OK. Well...

Well, we still can...

OK, cool. I think we're set, then.

And that... I'm going to go back
to service.

They're good, mate.

Apparently, got no lights.

We've got hot lights, so we can see.

So we've got heat.

There's a few issues
with the electrics.

I think the hot plates on the
carvery are tripping stuff around.

This is the reason
why we're doing this.

Sometimes I can only really figure
things out

when you...when you get inside them.

It's had its bumpy moments,
but the end of a long 12-hour shift

is drawing to a close,
and the last of the 260 diners

are being served.

Last one.

HE LAUGHS

One bit of crackling left.
Do you want it?

I think that's the last table.

The last one is just done.

I've got to be honest,
it felt like about 400.

HE LAUGHS

Good fun, that. Let's go again.

Is that all the roast potatoes gone?
I'm only just getting started.

They're veggie ones. Right.

HE LAUGHS

Oh, the roast was lush.
Yeah, that was lovely.

I dragged a whole crew of people
out today, and everyone

was like, "Wow, this is the best
roast I've had - ever - for years."

was like, "Wow, this is the best
roast I've had - ever - for years."

The meat was just amazing.

I think when it's open,
it'll be amazing, and definitely

an event possibility in the future
for us as well.

Actually, maybe one of the water
glasses.

Emma, has the private dining room
gone yet?

They just paid, and they're just
finishing up now. Great.

It's been a long day, but,

yeah, it's been...been good.

Chef's been great.
Food's been great.

Service has been great.

Massive team effort.

Massive team effort, to be fair.

Cheers. Cheers.

I quite enjoyed today.

I served every customer,
I wanted to speak to every customer,

I wanted to get that narrative
across,

wanted people to understand.
It's about refinement now.

By doing today,

we learned so much moving forward,

and that's how you make things
better.

It's definitely not what
The Pony & Trap was.

It's like a new restaurant.
We've got to figure that out.

And it's a new beginning.

As Josh and Holly are proving,
necessity is the mother of invention.

The UK pub market has been
in freefall for decades.

We've lost a quarter of all our pubs
since the year 2000.

Those of us left are having to adapt
and innovate to survive.

The latest trend to hit the pub world
can be found in the most

unlikely of locations.

Like here,

tucked away on an industrial estate
in South Wales.

This is the award-winning Tiny Rebel
brewery, where founders

Brad and Gazz are redefining what a
pub can be.

They've opened a seven-day-a-week bar
attached to their brewery,

known in the trade as a taproom.

The idea for Tiny Rebel
really started in my dad's garage.

We couldn't find beer that we wanted
to drink out in the pubs local

to South Wales.

So we thought, "Do you know what?
Why don't we make it ourselves?"

What started as a hobby has now grown
into a brewery producing

nine million pints of craft beer
every year,

with 5% of it sold directly
to the customers in the taproom.

with 5% of it sold directly
to the customers in the taproom.

But the move to this
state-of-the-art site was

a risky one.

This, for us, was a £4.5 million
investment, which is absolutely

huge, considering the business was
only less than five years old.

It was go in, go big.

We didn't want to be a faceless
brewery factory either.

We wanted to bring people
to the venue.

It was very important to us,
is - come and feel it

and experience, you know,
what it is, what we do.

To grow the business
so quickly was a brave decision,

and the pair have been just as bold
with the beer they produce.

We wanted to kind of change up that
perception of old man's beer,

We wanted to kind of change up that
perception of old man's beer,

changing it into a bit more of
a modern thing, really.

We didn't want to kind of
turn our nose

down upon the traditional style
beers.

It's kind of mixing that
with the new era, the hops

that were coming in.
Beer styles that we love,

but really put our own stamp on it.

We also do a lot
of new product development.

It kind of shows off what we can do,
so we can make salted caramel

imperial stouts,
make sort of tropical IPAs.

At the end of the day, we're
beer geeks and we love to drink

these beers as well.
So it's us having fun, I guess.

So this is the beginning
of the brewing process.

So what's kind of happening now is
that all the English malted barley

that we have comes in as a whole
kernel that needs to be crushed.

that we have comes in as a whole
kernel that needs to be crushed.

So we'll usually use around about
a ton of malted barley per brew.

95% of the make-up of the beers
that we do, certainly our core

beers, will have this English
malted barley.

From one primary ingredient,

they're now producing a huge variety
of types and flavours of beer.

I'll try and get some out now,
see if I can get some in my hand.

I think we're around 600 beers made
at the moment.

Last year, we were just shy of 100
new beers for last year alone.

Was it?

There's so many aspects to making a
new product and I think that's why

it involves the team
and it's... And we do make it a team

effort and, you know, it's not me
and Brad coming up with everything.

We've got a bunch of passionate
people that work for the business,

you know, people that are very
experienced.

They love beer. I guess they're
beer geeks.

So they all have an input
as well.

For Brad, Gazz and their 165 members
of staff,

today marks a very special day -
the brewery's 11th birthday.

today marks a very special day -
the brewery's 11th birthday.

To celebrate the occasion,
they're taking a punt with some

of their most innovative flavours
yet.

Good to start the sparge.

Cellar operator Rosie is in charge
of brewing one that brings a taste

of Italy to South Wales.

Today we are brewing
one of our birthday beers, specials.

It's the limoncello, which is going
to be very delicious when we add

all the lemon puree to it.

But at the moment, we've just got
a lot of pale malt in here

to try and get the base
of the beer sorted.

So this is what's going to ferment
out and create the alcohol that ends

up in your beer.

So this will take two weeks
before it's ready to drink,

but we've already brewed
some of our limoncello,

which is good to be drunk
in our bar already.

It's all hooked up.

Tasty.

There are eight unique birthday
beers alongside the limoncello

flavour - Creamsicle,
Peach Iced Tea,

and Cookie Dough Biscuit Mix
Millionaire Shortbread,

to name just a few.

Yeah, well, there are a few
instances where we've made a few

dodgy beers along the way.
I think the most recent was our...

Every year we do an Advent calendar,
where we do 25 new beers,

and came up with... Turkey Soup.
Turkey Soup.

Yeah, the Veggie Turkey Soup.

I think it was mixed reviews
on that one, wasn't it? Yeah.

The freshly brewed beer is canned,
kegged and casked,

then shipped around the UK and
beyond.

But for the very freshest beer,
it's just a short roll

from the brewery to the taproom.

Hi, Roscoe. All right. You OK?
Yeah. Beautiful stuff.

Got your delivery, mate.
Top man. Thank you very much.

Catch you later, mate. Cheers, mate.

You literally could be sitting down
drinking a can of beer

and watch the cans coming past.
We wanted it to come in to the bar,

but we couldn't get that passed.

We'd probably steal them
off the line.

You know, you've got 10m
from tank to bar, you know,

and that's a really sort of USP.
On any hospitality level now,

that's what people want.
They want that experience.

We really like coming to Tiny Rebel.

It's not my first time here,
we come quite a lot because the

atmosphere is just so good.

It's so different, it's so quirky.

It's just nice to visit somewhere
where, you know, the beer hasn't

travelled hundreds of miles
from the brewery to the pub.

Yeah, I tried a few weird beers.
I like the jam doughnut one.

I've probably tried everything
in here. Been coming here probably

about two years now.

I like all of it,
depends what mood I'm in.

Um, I don't know if I'll try
the limoncello one.

It sounds a bit like heartburn.

Well, you can't please all of the
people all of the time!

But that won't dampen any spirits
today, with so much progress

and so many beers made over the last
11 years.

I don't think we still realise,
kind of, like, what we've created,

a lot of the time, because we're
always so immersed in what we do.

I just think we'll keep on doing
what we're doing, just to

keep enjoying it. I think keeping
enjoying it is the main focus. Yeah.

We're lucky enough to, you know,
to turn a passion and a hobby

into a living. You know, what we
need to be doing on our birthdays

is really reflecting.

Right, gang, so...

Happy birthday to us.

Yeah. Big cheers.
Awesome job, everyone.

And from me, Gazz, and everyone,
you know, massive pat on the back

for all of us. It's going to be
an awesome year.

Happy birthday. Cheers, gang.
Happy birthday! Woo!

Well, you was confident
that it'd work as a, sort of,

bar, seven days a week. And I was
like, "No, it's not going to work as

"that." And you'd be like, "Yeah,
it'll...this is what it's going

"to be." And we did, we went with
that and it...and it worked.

So we've done something right.

Bit of luck. Yeah.

I am not surprised that Brad
and Gazz are enjoying success

with the model they've created
because so many people want

interactive, immersive experiences,
interior design that feels stripped

back and industrial. But if you can
get that, as well as, you know,

it's still a working, kind of,
factory.

I mean, it's a win-win for everybody.

At the Pony Chew Valley, three
months on from my first visit,

Josh and Holly's multipurpose venue
is still not fully open.

On a day-to-day basis, it...

You come to work and it is,
it's like we're just playing one

massive game of snakes and ladders.

You get a couple of steps forward
and then you get knocked back

and then you just pick yourself up
and start again.

And it just needs to be like that
all the time, and I don't think

that will ever change. So you need
to accept it and play the game.

They're four weeks beyond their
deadline, with one crucial part of

the overall plan
nowhere near finished.

It's still a building site up here.
And it keeps filling up.

Josh told me that he wants a fifth
of the whole business dedicated

to community and charitable causes.

And this area above the bar is
intended to be the new,

community-focused cookery school.

This is the area within this whole
site we've never done before.

This is the area within this whole
site we've never done before.

Yeah. That's the fun bit.

Yeah. Figuring it out.

Yeah. Be all right. So...

So we've ordered the kitchens,
but we could do...

What colour did you choose?
Don't say mustard.

Yeah, it was mustard, yeah.
No, it wasn't.

Yeah, it was.

It's a light mustard yellow.

Oh. Yeah.

I want to see the colour.

Time for another clear-out.

Another one. Yeah.

Work upstairs will have to wait,
because today

is a momentous occasion.

QUIET CHATTER

The time has finally come to
officially open the new restaurant.

Today is the first service to the
public with, um, real diners.

Today is the first service to the
public with, um, real diners.

Which is going to be fun, isn't it?

So as we start, we're going to
tiptoe back into what we're doing.

Basically, we're going to do
Wednesday, Thursday, Friday, 1:00

until 7:00, as a long service,
just trying something new, really.

until 7:00, as a long service,
just trying something new, really.

That is the first check, yeah.

Um, you know what you're doing
with that? Yes, Chef.

So that's our drinks list
and there's the menu.

OK, would you like some water
for the table? Yes, please.

Tap water? Tap water's lovely,
thank you.

These are real diners.

And we've had a walk-in of two.

Didn't know,
just drove past, walked in.

LOUD NOTIFICATION CHIME

Oh, that's my notifications.
Turn it off! I turned it off!

Well, you obviously didn't, did you,
Will? I did!

This midweek service is the first
chance for guests to experience

the new menu, the new timings
and the expanded dining area.

Everyone's really interested.

I feel like there's quite
a good buzz around it.

It's very nerve-racking
because the expectation

is still there.

Whereas I feel we're down here and
everyone still thinks...

With so many elements to this bold
new business, Josh and Holly

constantly need to juggle the
day-to-day with their

strategic planning. A key part of
their long-term business plan is to

strategic planning. A key part of
their long-term business plan is to

host events and wedding receptions
in the venue.

We've got a table of ten in there.

We've just done a little lunch
service.

And one couple planning their wedding
have chosen today to take

another look at the space.

You can bring all of that the day
before, or a couple of days

before... Yeah. ..all your props.
Yeah. So garden games and...

The food, you know that the food is
going to be really good

and the outdoor space and then
the kind of the indoor aesthetic,

I don't think you've really got
to do a lot to it.

Yeah. Um, because it already looks
great. Looks great. Yeah.

So, you're sold?Yes. I think so,
yeah, yeah, we're sold.

And, uh, just need to, uh,
do the paperwork. Do the paperwork.

Yeah. Yeah. So this would be
arrival drinks, food, canape,

wine on the table,
three-course meal... Yeah.

Yes, we do have a target,
to get to...14.

Yes, we do have a target,
to get to...14.

So, I've currently got nine.

So, will I fill another five?

Who knows?

Today's wedding booking is a much
needed boost, but by mid-afternoon,

Today's wedding booking is a much
needed boost, but by mid-afternoon,

the restaurant is almost empty.

So, how's the numbers feel?

Low. It's not a bad thing
that it's a slow start,

we haven't announced it hugely
because we really got focused

on, like, "Right, we want to turn it
into a cookery school,

"we want to do loads of community
stuff" and we talked about that

loads. but to be able to activate
those things and deliver it,

I still think that we have to be a
restaurant.

You know, big ideas cost money,
don't they?

Cash flow is a constant worry
for hospitality operators,

me included.

Changed the, uh, raisin roll
to fig roll, Tomas.Yes, Chef.

That's not all of it.

And despite what you might think,
The Hand & Flowers doesn't make

an awful lot of money.

It has been a bit like that movie
Money Pit, where you just are

constantly throwing cash and tipping
money into it for it to exist.

constantly throwing cash and tipping
money into it for it to exist.

Our yearly payroll alone costs
£2.5 million.

So that's table three you're sending
now, as well.Yes, Chef.

Over the last few months, our costs
have increased sharply but we're

Over the last few months, our costs
have increased sharply but we're

doing everything we can
to avoid pushing up our prices.

In hope of stabilising our revenue,

we've recently introduced
two fixed-price menus.

So we have two menus that run
at lunchtime,

we have the set lunch and
then we have the a la carte that

runs lunchtime and dinner.

And this is the one that's the
constant, that's on all the time.

The a la carte is £155 for three
courses. That is including sides,

it includes service.

It's exactly the same price
as if you were ordering three

different courses that was
individually priced, and we give

big portions. It's not a tasting menu
where they're small individual

pieces. The staff levels, the people
that we have, the wage costs,

are exactly the same as any other
two-star restaurant.

The ingredients are as good,
if not better.

So, yeah, it's really expensive
for a pub.

It's bottom price of the market
for a two-star restaurant.

Pig's head, follow on set beef,
one cod.

Oui, Chef. Oui. Oui.

That fixed-price menu means that we
guarantee we know how much we're

going to take, which will allow us
to build our costings around it.

It's that clean, that simple.

What I'm not finding quite so simple
is dealing with the sharp rise

in costs affecting
the whole industry.

My managing director, Alan,
has called me up from the kitchen

to run through the latest figures.

Right there, Mr Dooley,
where are we at?

So the current insurance company
won't insure

hospitality companies any more.
It's too much of a risk.

And how much was that per year?
26 and a half thousand.

So we've gone out to the market.

We've got...
We went to 20 companies.

Only three have come back.

The cheapest one is
51 and a half thousand.

So it's an extra two grand a month,
roughly.

All for the same level of insurance?

All for the same level.
When does our insurance run out?

It runs out tomorrow.

Perfect.

THEY LAUGH

Great. So we've signed
for the 51,500.

We've signed for the 51,000.

That's not the main one.

No, the main one is going to be
energy.

We were paying... We are paying
about 14 and a half pence a unit.

The best we've got is 94p.

So we've agreed 94p.

From 14p...14p. ..to 94p.

Yep, 94p. Right.

Honestly, I'm so glad I'm sat down.

So, on 28,000 units a month
where we currently are, at 94p,

So, on 28,000 units a month
where we currently are, at 94p,

it goes to 26,000. Per month.

Yeah. So that's an extra £6.70
a cover roughly. To just exist.

Yeah. So that's an extra £6.70
a cover roughly. To just exist.

That we've got...Just for the
energy increase, right?

That doesn't include the insurance
which is about another 70p

roughly per person per cover.

What do we do, then?

Is there savings on staff?

Is there efficiencies that could be
made that don't alter

our business model or the way that
we can operate?

Right now I wouldn't...I wouldn't
say there is, no.

So it's really down to what you want
to do with the prices.

From a business point of view,
you've got a huge amount of costs

that are coming in
that's driving all those prices up.

But then at the other end
of the scale, you've got

the consumer, you've got the guests
that come through the door.

They are on a real-time pay cut.

They're earning the same amount
of cash, but actually the money

in their pocket is a lot less
because of the cost of living

crisis, because of food inflation.

So what happens is you've got
a business whose prices have gone up

which inevitably have
to go on to the consumer.

And then you've got the consumer
who's got less money.

So, they're not going to go out
as much as these guys need

you to go out, and then right in the
middle, you're just going to be left

with loads of closures.

OK, everybody.
What's going on at the Hand?

What feedback do we have this week?

Since October 4th,
when we introduced a set menu

onto the website, we've taken
446 bookings for lunches on Mondays

to Thursdays until the end
of January, so it's just

over 1,000 covers.

Now, they may choose
a la carte or set lunch,

but that's just great
for midweek covers.

Erm, one thing I did want
to bring up was cancellations.

So, we're getting a lot of
last-minute ones.

We're going from having 40
on a Wednesday lunchtime

down to like low 20s.

But when you say it drops
to the low 20s,

that's not happening every day,
though, is it?

It's not happening every day,

but it is happening maybe
on Tuesdays and Wednesdays.

And then do we...
How much more do we pick up in that?

Do we just... Like, we... That's the
problem - we're not picking up.

So this is the reality of people
in their pocket.

And I think it's just...
Things are starting to bite.

How is the response to the 155 menu
now?

Very good. Yeah?
Yeah, people love it.

And no-one's moaning about price

and they feel they're getting
value for money?

If you went to 165? Mm.
What would the response be like?

I don't think...I don't think £10
would be...

I don't think it would
shudder people too much to be like,

"Oh, no, that's..." Yep.
"It's getting too much."

But be careful.
We have to just monitor it.

It's gonna be quite a tricky
four months now.

With the current cost of living
crisis,

anybody who's taking a risk,
having a go and pushing it now,

I think is being incredibly brave.

Leaning in to a problem.

But I also think
it's the only way to go.

This social and economic environment
that we find ourselves in now

is the bully. It's the school bully.
Don't be bullied. Face it up.

It's four months since I first
visited Josh and Holly.

Their rule-breaking ideas
for their business were different

to anything I'd seen before.

But there was a problem.

They were running very short on cash.

So, to see it open,
to see where they've got to,

and to see how the whole place
is looking,

I'm very, very intrigued
and super excited.

How do you know when a new project
is finished, Holly?

How do I know
when a new project's finished?

I don't think they ever finish.

It's continuous. Good answer.

Yeah, we're on a continuous
conveyor belt.

This is looking lush.

Bit different? Very different.

Are you happy?
Yeah, it's getting there.

You know, it's kind of warming up
a bit more.

We're finding our way, finding
the logistics of the building

and giving it
that kind of soul again.

You know? It's going to take a
while. We're literally on week five

open to the public, but, actually,
today is a really clear day

for you to get out there
and have a look.

Shall I go and have a look in the
garden and let you set up for lunch

and we'll catch up later?
Yes, please. Yes, please!

"Clear off, Tom."
All right. See you later.

The hope outside was to grow fresh
produce for Josh and Holly's group

of restaurants
and for their staff to get involved.

It may be a little early
in this season for a useful harvest,

but two of Josh's chefs
are here today helping resident

gardener Tim with some planting.

And it just... It's a visual feast.

Knock, knock! Do you knock-knock
on a polytunnel?

Is that what you do? How are we
doing, guys? What's going on?

So what we're doing, we're just
looking for things that we can grow

for a March sowing.

It's just a nice, wild wasabi one.

And are they super spicy?
They're not. No.

There's a little bit of spice here,
Tom.

Those things aren't too.
But there...

There is a little bit of a note
in them.

They're absolutely delicious.
Are they?

There's a lot of radishes going in.

There's a lot of lettuce going in.

There's a lot of kale being seeded
and grown as well.

Bringing these lads in from...from
other elements of the organisation

as well, they've had their hands in
the soil,

they've had some investment... Yes.
..in it. Yeah, rightly so.

Yeah. I never thought of that.
That's much more connected.

So, like, as a chef, you can go
into a garden and see opportunities.

You know, I was thinning out some
broad beans and I was taking

the broad bean tops and
straight away, that's like a first

sign of spring that you can give
to the kitchen and be like,

"There's a fish garnish."
Yeah.Like, straight away.

And you can take it back
and it's there already ready to go.

Actually being right at the heart
and the soul at the forefront of it

I think it's magical.Yeah.
What a great opportunity.

It doesn't look like enough for
a full restaurant service, though!

THEY LAUGH
I'll leave you to it, guys.

I could see how the produce grown

here will, in time, be a real boost
for the kitchen and for the guests.

here will, in time, be a real boost
for the kitchen and for the guests.

How are you getting on?

Now I want to see how the rest of
the business has grown and evolved.

Nice little buzz. Service. Lunchtime.

It's good. Are the numbers good?

Yeah. Really good. Yeah.

About 32 for lunch for a Wednesday.
Midweek lunch.

Yeah, I'll take that. All day long.

We've already
changed the opening times. So, no...

Because you were originally
going to do it open

from one till seven, weren't you,
and just kind of like be open?

Yeah, we were going to do
like an all-day service,

but when we were taking bookings,

it was naturally going into a lunch
service and a dinner service.

But then because the final booking
was at seven,

you were getting people wanting to
book for the evening

but couldn't book any later
than seven.

It's definitely not off the cards

to be able to open up to offer
an all-day dining.

But at the moment we're doing
twelve till three, five till eight.

Now, what about the weekends?
What about... Cos Sunday,

I know you were looking
at like a really long, leisurely

Sunday lunch kind of service.Yep.
Is that the one still the same?

Yep. So we just did last Sunday
and we did 160 covers,

twelve till five, which was good.
Wow. Yeah, that's amazing!

Holly also tells me they've managed
to secure 12 bookings for weddings

at the venue - just two short
of their target

for this first year of opening.

Service! Right, then, Chef.How you
doing? Is it going all right?

Service! Right, then, Chef.How you
doing? Is it going all right?

Yeah. Not too bad.
Nice, busy lunch service, actually.

Are there any particular
changes that you made?

Is it the same style of food?

We're paying homage
to what we did before.

You know, we've got ham, egg
and chips on the menu.

Because everybody
says to me, "I used to love that

"ham, egg and chips.
I can't wait to come back."

But nobody's buying ham, egg
and chips.

They're not having
ham, egg and chips?No!

They're all coming for this.
They're all coming for the...

Well, tranche of brill,
stuffed saddle of lamb.

Probably because they want to come
for a special occasion. I get that.

Yeah.But we still want to make sure
we've got that accessibility.

So, when you talk about
accessibility,

what about the price point?
Where does the price point sit?

Is it the same as it was before?

Is it a bit more?
Is it a bit cheaper?

I would say is it...

It's the same
as where it was before...

..but with a bit of inflation
on top. Right. OK.You know?

Yeah, well, yeah.

We want to make sure people get
good value for money.

We need to make our margin
more than ever now.

We all know that. Then we need
to pay for what we've just built.

So it's striking that balance

and we're now trying
to figure that out.

How to make it work.
Especially with the economic climate

and what's happening out there.

Despite the financial pressure
of debt these two have taken on,

driving profits was never
the sole purpose here.

Josh and Holly really want
this place to do good,

to give back
to their local community.

At the heart of these plans
is the new cookery school.

So, here is where they're going
to do all of the cooking.

This is ten stations round here.

So, you know, five on each side,
little hob each,

sink each, fridge each.

You come up here into the,
sort of, the chef demo area.

Oh, I LOVE it.

And, so ten stools around there.

With that view.

Again, all about the view.

How many classes do you think
you'll do?

How many? How often do you think
you'll run them?

I literally want to have this
working six or seven days a week.

Really?Two classes a day.
Two classes a day?Yeah, yeah.

We'll do a lunch, we'll do
a morning and we'll do a dinner.

Last time I was here,
this was an empty room.

It was an empty shell.Yeah.

When did this get finished?

Oh, this got finished
about two hours ago.

Yeah. OK. That's why...

That's why I can still smell
the wet paint!

And then when is your first kind of,
like, cookery session event...Yeah.

..or whatever it is you're going
to hold it here?

Oh, it's in about an hour.

Is it really? Is it really?!Yeah.

HE LAUGHS

We're doing a cook-along supporting
ABC Refugee Charity,

which is going over Zoom
to about 50 different people

where they're going to be cooking
the dish.

OK. Well, it looks beautiful.

And, like you say, you love
a deadline and you've just

about, just about, made it.

This community cook-along
is the first in a series of charity

events Josh and Holly will be
hosting.

And with a total of 15 scheduled
this year,

it feels like they're hitting
their community target, too.

Are there any regrets
in what you've done?

Is there anything
you'd do different?

Fundamentally, no regrets so far.

Don't do regrets, really.
You know, we do a lot of stuff.

You put yourself out there and you
try to do the best job you can.

What I would do differently.
So, there are some things.

So, the parquet floor doesn't have
a border and it really bothers me.

THEY LAUGH

Of all the things that you've done,
the parquet floor not having a

border is the biggest regret.
You're not in a bad place, guys.

You're all right.

I'm convinced that Josh and Holly
will make the new Pony

a great success.

They've risked everything
to innovate and now have a venue

that gives so much more
to their guests

than just a great dinner.

They're driven with this wonderful
social conscience.

I mean, the idea is resonating
with people, but I suppose most

importantly, they are just
brilliant hospitality people.

It's as simple as that.

Next time...

As demand increases
for global cuisine...

This is our Thai fried chicken.

Here is the pork belly
with the lime.

..at affordable prices...

Our standard portion.

..I discover the pioneers...

Honestly, I think it's amazing.
Thanks. Well done.

..behind the UK's dynamic
street food scene.

Great food. Super tasty.

I mean, what's not to love?