Competitive socialising is something I’ve harboured reservations about for a number of years on the back of the flood of money that has gone into the category to inevitably fund some rather dubious concepts. This has led to saturation in some sub-categories. On top of this, there is the problem in the UK of there being only a modest number of locations that can support the sizeable venues associated with most competitive socialising concepts.

 

Fuelling the investment argument is the undeniable appetite of the younger generations to not simply go out for a drink, but to marry it with some form of entertainment. Competitive socialising has been recognised as an investable solution, with food and beverage sitting alongside a technology-energised entertainment – such as golf, darts, F1 driving, table tennis and axe-throwing etcetera – and many dedicated venues have opened.

 

While this trend has been sucking in the money and media attention, pubs have had to mainly watch from the side-lines. They’ve traditionally had the likes of darts, pool, and bar billiards in their mix, but these old-school activities have all too often been stuck in a corner largely unloved and with question marks hanging over whether they justify their square footage and ongoing running costs. 

 

What’s surely been needed is a reboot of these traditional pub games in their natural habitats. As a pub lover who wants to see them thrive, I’m pleased to say that it’s now happening. While darts has successfully been reinterpreted through the likes of Flight Club in purpose-built environments, there is now the opportunity to have similar technologies operating on single boards in pubs from technology providers such as 501 Fun. 

 

And we are just about to have the same reboot of pool with the creation of Poolhouse. When the first venue opens in February in its own large-scale competitive socialising space in the City of London’s Broadgate Centre, housing 20 tables and a quality food and beverage proposition, it will also be a showcase for the artificial intelligence-powered pool table technology that can be bought by pubs.

 

The idea is that the technology will recognise each players’ skill level and effectively introduce a handicapping system in a fun way by superimposing images on the table (via a projector on the ceiling), including obstacles like banana skins that should not be crossed, lest penalties occur.

 

Talking about this proposition ahead of its unveiling might seem premature, but the guys behind Poolhouse are the real deal in terms of competitive socialising. The founders, Steve and Dave Jolliffe, created Topgolf 25 years ago and sold it for $2bn in 2020. They also co-founded Puttshack in 2018 along with Adam Breedon, founder of Flight Club and F1 Arcade. This grouping is competitive socialising royalty.

 

Poolhouse has attracted interest from investors and is working with VAR creators Hawkeye to fine-tune the technology and technology advisor/investor Danny Potter, who co-founded Inamo, and also sector investor Andrew O’Brien, who has come on-board as chief executive. He fully recognises the opportunity for pubs, hotels and casinos to take the technology.

 

This can be as an upgrade to an existing table (it is estimated there could be around 4,000 currently in use in pubs and 9,000 in dedicated pool rooms) or taking a new table. There are different versions of the tables and technology at different price points – from the basic at £500 to high-performance kit at £7,500 – and revenue sharing models can make the numbers more digestible.

 

Maybe we will see this introduction of pool 2.0 prompt a turnaround in the declining numbers of pool tables in pubs, because whereas it is typically a two-person game, the new technology can turn it into a multi-player experience in the same way Flight Club has made darts a group affair. The handicapping aspect is also crucial in enabling a much broader group of pub-goers to embrace the game.

 

While I’ve been blackballing many of the competitive socialising concepts that have appeared in the market over recent years, I’m definitely looking forward to potting the black ball when this makeover of the traditional pub game opens its doors next year.

 

There are cities that inspire, and then there are cities that redefine what’s possible. Bangkok firmly sits in the latter category.

My most recent hospitality study tour to Bangkok, in partnership with Propel, saw us hosting a group of UK hospitality executives and suppliers to the sector, all eager to immerse themselves in one of the most dynamic, creative, and fast-evolving food and beverage landscapes in the world. What unfolded was a journey rich in insight, flavour, innovation, and unforgettable experiences – a powerful reminder of why Bangkok is regarded as the true gateway to Asia.

Bangkok excels at layering surprise, storytelling, and design into hospitality experiences, and this was evident from the outset. One of the standout visits was to Havana Social, a superb speakeasy hidden behind a working phone booth tucked away in a side alley. Step through the door and you are transported into a Cuban-inspired world of music, rum, theatre, and energy – a brilliant example of experiential hospitality executed with precision and soul.

Equally impressive was APT 101, a penthouse concept sitting atop a residential building that completely rethinks how space can be used. With a club room, bar, co-working space, outside terrace, games room, and no fewer than four distinct bars, it blurred the lines between work, play, and community. A bold, intelligent concept clearly designed for modern urban living.

Another unforgettable highlight was Crimson, a speakeasy that perfectly captured Bangkok’s ability to blend intimacy, craft, and soul. With a live jazz quartet setting the tempo, Crimson delivered an atmosphere that felt timeless and deeply considered – the kind of venue where service, sound, and storytelling align effortlessly. It was yet another reminder that Bangkok’s nightlife isn’t just about spectacle; it’s about feeling.

We were privileged to enjoy a private Thai culinary masterclass hosted by the exceptionally talented team at Mango Tree. This was far more than a cooking session; it was an education in balance, technique, and cultural heritage. Understanding the philosophy behind Thai cuisine added new depth to every dish we enjoyed throughout the trip.

At the opposite end of the spectrum, we headed skyward to two of the city’s most breathtaking rooftops. Nobu, refined and effortlessly cool, delivered elegance and precision high above the city, while Tichucabrought a high-energy, ultra-vibe atmosphere with dramatic design and views that felt almost cinematic. One smooth and sophisticated, the other electric and uber cool – both world-class in their own right.

At ground level, Bangkok’s legendary food scene continued to impress. We sampled outstanding street food in the markets of Chinatown, soaking up the old-world charm of sizzling woks, neon-lit streets, and generations of culinary tradition. We also dined at Michelin-rated hawkers and restaurants, reinforcing the idea that in Bangkok, greatness is defined by execution rather than formality.

One of the most eye-opening elements of the tour was exploring Bangkok’s fast-casual operators, particularly within the city’s awe-inspiring food courts. Across four highly invested shopping malls, we experienced food halls that redefine expectations – design-led, experiential, and delivering quality at scale. These are not food courts as we know them in the UK; they are vibrant hospitality destinations in their own right.

We also visited BLVD 24, a new mixed-use development that left a strong impression. With nine F&B operators, each delivering something distinct and clearly targeted at a Gen Z demographic, it was buzzing, full to brimming, and undeniably relevant. Operators such as Baccarat, Upper House, and GOT stood out, but the collective energy of the development was what truly impressed – a blueprint for future-facing urban hospitality.

Beyond food and drink, the tour offered deep cultural immersion. We visited serene temples, explored the famous floating market and railway market, took a long-tail boat journey along the Chao Phraya River, and of course experienced our fair share of tuk-tuk transfers – an essential part of the Bangkok rhythm.

Our base for the trip was the Kimpton, which proved to be nothing short of exceptional. From what may genuinely be the most incredible buffet breakfast I have ever experienced to a rooftop bar with jaw-dropping views, it delivered personality, warmth, and impeccable hospitality in equal measure – the perfect anchor for a busy and immersive itinerary.

The final evening took us to Yankii Robatayaki, which delivered a truly superb Japanese dining experience. An engaging, charismatic team, theatre-led cooking, outstanding food – and for those with energy left, a karaoke bar on the lower level that ensured the tour ended on a high.

Taken together – from hidden speakeasies and rooftops in the clouds to street markets, Michelin-rated hawkers, and next-generation mixed-use developments – you truly experience the very best of what is an incredible hospitality city. Bangkok stands confidently as the gateway to Asia, a place where global influences meet deep-rooted tradition and are executed with flair, humility, and precision.

And underpinning it all are the people. The warmth, generosity, and pride of the Thai hospitality community is unmatched. Having hosted study tours across the world, I can say without hesitation that the welcome we received here was the most genuine and heartfelt I have ever experienced. It is this human connection – as much as the food, the design, and the innovation – that makes Bangkok not just a destination, but a benchmark.

Bangkok is hospitality at its most alive – and a masterclass every operator should experience

 

I have spent a bit of time looking at minimum wage rates across different countries of the world and trying to get a deeper understanding of the purpose and effect of them. It is fascinating.

 

If we look at the core minimum wage for those aged 21 and over, the government has always aimed for it to be two-thirds of the median wage in the country. According to some research (although not all), this target has already been achieved, which is why the government is now trying to grow the core minimum wage in line with national wage growth.

 

At least this means the core minimum wage should now grow only in line with wage inflation. The target of two-thirds of median wages is among the highest in the world – only Mexico sets a higher benchmark.

 

Economic research has long suggested that the effect of minimum wage on unemployment is low, but increasingly, studies show while this holds true in the short term, it doesn’t in the long term. No surprise there – in the short term, we have to carry on as we are, but in the long term, we will find better ways to run our businesses and shed staff. 

 

Another proven effect of the minimum wage is that it drives inflation – and that inflation hits the very people it is intended to help the hardest of all consumer groups, because it affects the goods they buy more than anyone else. As a result, the increases in the minimum wage produce no economic benefit for those people. The government could, and should, lower the target two-thirds of median wages to 60% and let the rate drift upwards more slowly – it would help everyone.

 

The government, now that it has hit the target for over-21s, is aggressively pursuing growth in the 18-21 rate so that this cohort have the same wage rates and standards of living as their elders. While this is admirable, it is somewhat academic. It only works if you have a job. If you don’t have a job, then the rate is irrelevant.

 

Surely the government’s most important objective should be getting more young people into work. With almost one million 16 to 24-year-olds not in employment, education or training (NEETs), we face an even bigger and more worrying challenge. Our NEET rate has risen by 6% year-on-year and is now higher than both the US and Europe.

 

That must be the priority. If young people don’t learn to work at that age, they may never learn – and there is a serious risk that these million young people go through life without ever working. The UK cannot afford that, and it’s not good for those individuals who suffer as a result.

 

Hospitality is one of the key industries helping young people take their first steps into the workplace. By my calculations, we employ around 5% of the country’s 16 to 24-year-olds. When the government damages our industry, it also damages the prospects of countless young people trying to get that crucial first foothold on the working ladder. And as supermarkets move to cashless tills and the high street continues to contract, where else will young people learn their essential life skills?

 

In truth, the only reason the minimum wage is so politically acceptable is that it shifts the cost of supporting people on to employers rather than the government. If the government had to pay the difference, I’m sure it would be far less enthusiastic. The average age for leaving home in the UK is now 25, with more than half of 21-year-olds still living with their parents – so the economic need is not as pressing as some suggest.

 

So come on, government. Stop driving inflation by continually raising the minimum wage and give young people a real chance to get a job and start climbing the employment ladder. Make youth employment a primary objective and recognise that increasing the minimum wage isn’t helping – nor is making the hospitality industry suffer even more.

 

The Bevy sits on top of a hill to the east of Brighton, linked to the city centre by the fragile umbilicus of the number 49 bus route. A decade ago, it became the first community-owned pub on a housing estate. It still claims to be the only one.

 

Bevendean is not the glamorous side of Brighton that visitors see. It’s not even the Brighton most residents see. Mostly built after the Second World War, there’s still a lot of council housing here; pale grey, terraced and semi-detached, on streets that wind up the steep slopes behind the university campus on the Lewes Road.

 

The electoral ward of Moulsecoomb and Bevendean had a population of close to 17,000 at last census, and only one pub between them. For a few years, they didn’t even have that. The Bevendean Hotel was closed in 2010 on the insistence of police who were fed up with dealing with the disorder.

 

When I first visited, the local community was in the middle of raising the money required to reopen it. I was shocked when I walked through the door. The building had been totally gutted. It was an empty shell. Warren Carter, who chairs the committee that runs it, walked me round and talked about his vision for the place. It seemed a long shot at that time, but they did it. Warren is a determined man.

 

Alongside the pub itself, there’s a café area for meetings, and behind it, a full-scale commercial kitchen that delivered thousands of meals to residents during covid, but that is sadly under-used now. There’s also Warren’s pride and joy, the vegetable garden.

 

The other week, the Bevy announced that trade has got so bad lately that it will be closed weekends from January to March and opening evenings only Monday to Thursday to host its games teams. And an even larger uncertainty looms. The charitable trust that owns the building is selling up. Can a new landlord be found that will charge a rent low enough for the Bevy to survive?

 

Community ownership is often held up as an ideal solution to the plight of the pub industry. The Campaign for Real Ale recently produced a series of three short films, case studies of successful community-owned ventures, to promote the idea. They are beautiful, warm pieces of work that listen hard to the stories of the ordinary, or rather extraordinary, people who have come together to save their local.

 

Yet they also give a strong sense of a struggle against the odds that is never quite won. And these are the lucky ones. In a piece last year for Pellicle magazine, food writer Jacob Smith argued that hype around community ownership was an example of “survivorship bias”. We tend to draw our conclusions from the winners rather than the losers – and the vast majority of bids by locals to buy their pub fall at one of the many hurdles on the way.

 

Even by the most generous definition of “community ownership”, there are probably not many more than 100 of these pubs trading around the country. I stayed at one of them in the summer, the Gun at Ridsdale, in the wilds of Northumberland.

 

It was rescued in 2020 by an ambitious fundraising campaign that attracted hundreds of investors from around the world – which nevertheless doesn’t solve the problem of how you keep it running. That comes down to a small, clearly dedicated and talented group of local people who find themselves very much hands-on when it comes to the day-to-day operations. They do it not to make money but because they care. But is that sustainable?

 

Back at the Bevy the other week, the focus on Wednesday night was on the toad-in-the-hole table, a traditional Sussex pub game that’s enjoying a surprise revival and attracting younger people into the pubs.

 

December’s events calendar was busy and gives you an idea of the wide range of things that make it “more than a pub”, as its slogan goes. There’s the Music & Memory Café, for people with dementia; Family Friendly Thursdays, which includes a free meal; the Seniors Lunch Club, £7 for two courses; the Disability Disco, and so on. 

 

And the survival plan, when it goes quiet in the new year, is not to hunker down but to use the time to organise even more stuff like this and make sure everyone knows about it too. The Bevy’s gamble is to make itself indispensable. “We want the authorities to look at us and say, ‘we can’t lose this place’,” says Warren. If that doesn’t work? Well, let’s just hope it works.