The on-premise landscape has fundamentally shifted, and the strategies that drove success even five years ago are rapidly becoming obsolete in today’s challenging hospitality environment. As bars and restaurants navigate economic pressures, staffing challenges, and an overwhelming influx of brand partnerships, the industry is witnessing a critical transformation in how successful relationships are built and sustained. These Bar Convent Berlin presentations cut through conventional wisdom to reveal what truly drives on-premise success in 2025.
The Hospitality Algorithm: A Playbook for On-Premise Success
In a challenging year for the hospitality industry, Nidal Ramini, Advocacy Director – EAA Division, Brown Forman, shares his playbook for on-premise success. Discover the Hospitality Algorithm, a set of rules designed to drive success by prioritizing culture over accolades. Nidal breaks down the five tenets of “Enlightened Hospitality,” including why you should put your team before your guests and why your vision should be about inclusivity and growth rather than just winning awards.
Service is Psychology: 3 Leadership Ingredients for Beverage Brand Growth
Nicolas Medicamento, founder of NM Coaching & Consulting, breaks down the three essential ingredients for beverage brand leadership success in the bar and spirits world. Drawing from his experience at world-class institutions like The Savoy and The Dorchester, Nicholas explains why Awareness, Connection, and Systems are the keys to scaling a sustainable brand.
The On-Premise Playbook: A Guide to High-Value Bar Partnerships
In a crowded market with more brands than ever, the old rules of the “on-premise” are being rewritten. Chris Maffeo, founder of Maffeo Drinks, delivers a masterclass at Bar Convent Berlin on the reality of building brand-bar relationships that actually last. Move past “PowerPoint theory” and discover why big brands can no longer “own” bars and why credibility is the new currency for bartenders.
The Hospitality Algorithm: A Playbook for On-Premise Success Transcript
Nidal Ramini (0:02)
Before I introduce myself a little bit and tell you who I am, I just want to share a stat. I read this yesterday on the plane over — actually, I read it twice, in two different publications covering different topics. It’s a bit of a downer, sorry, but I’ll make it nice by the end.
So, since January 1st — this is in the UK — 86,000 hospitality jobs have been lost this year, in 10 months. I think there are going to be around 15,000 people at this show over the next couple of days. So take five, or five and a half, of those job losses for every person who walks through this door — and that’s basically what we’re looking at.
But as I said, we’re starting on a bit of a downer, and that’s exactly why this whole “on-trade playbook” piece is so important — because this is such a thriving space for building, seeding, and growing brands. Brands are built from the bottom up, right, Chris? Working in this part of the industry is incredibly powerful for us, and again, a huge thank you to everybody who came out today to listen to us.
As Andrea said, my name is Nidal — based in the UK, in London. I lead advocacy work for Brown-Forman. What I’m talking about today is our playbook — what is the on-trade playbook? Part of it is what we call the “hospitality algorithm.” An algorithm is basically a set of rules you follow to achieve success, and I quite liked that title. The subtitle underneath is about why culture beats lists for business sense — and you’ll see why I say that in a sec.
Nidal Ramini (2:24)
When you think about yourself and your role — and I’m talking mostly to people behind the bar, but let’s open this up to everyone, because I know some people working at brands also used to work behind bars — whether you’re a bartender, an F&B manager, a brand director, or a bar owner: how do you measure how successful you are?
Unfortunately, here’s what we tend to do. First, we look at the awards and accolades we’ve won — best this, best that, greatest this. That’s the first thing we, and the industry as a whole, look at. Then we talk about how famous we are — who’s going to pay us the most to do this, where are we going to go and do that. And the last one is: how successful are we, really? How do we measure our success?
And listen, I get it — right now couldn’t be a better example. There are a lot of people who would normally be at this show but aren’t, because they’re traveling to Hong Kong for the World’s 50 Best Bars. I congratulate every single one of those people — what they’ve achieved is absolutely amazing. But when we’re thinking about driving success, and we’re talking about an algorithm — a set of rules to follow to achieve success — we have to look at some different inputs.
Nidal Ramini (4:03)
When I was putting this presentation together — and to be perfectly honest, I’ve done versions of this before, so I borrowed a few pieces — I wanted to build out the algorithm: what inputs, what data, am I going to feed into it?
The first thing I looked at was a guy called Danny Meyer. While researching, I came across an essay he wrote called Enlightened Hospitality. He basically lays out five tenets for being successful in hospitality.
The first is: focus on team first. Not even your guests — the most important thing is your team. Number one. Number two: hospitality over service. Instead of just delivering or handing someone something, it’s about hospitality — about providing an experience. The third — and I’ll caveat that this is very entrepreneurially driven, since Meyer is talking to potential entrepreneurs in hospitality — is following your passion: this is your passion, follow it through. The fourth is about giving back to your community — how you should behave in the area where you’re located, and so on. And the fifth — again, very entrepreneurial, especially given who Danny Meyer is — is about being a mentor.
So that’s the first part of the input to our hospitality algorithm.
Nidal Ramini (5:57)
The second part is more about what drives motivation in the hospitality industry — when we’re talking to bartenders, bar owners, bar managers, and so on. What motivations do we look at? What drives people? It’s not rocket science, boys and girls.
First: connections. We’re all here — we’ve all flown in from different countries and cities all over the world to connect with one another. That’s a huge motivation for what we do. Second: learning — being taught new skills, improving ourselves, building our capabilities. That’s a big part of why many of us went from doing this on the side to taking it seriously as a career. Third: community — which can mean many things, from locality to who we all are as a group. I don’t know everyone in this room, but we can have a conversation like this because we share the same passions, beliefs, and rituals — what it means to be part of this hospitality “tribe,” if you like. And the fourth is consistency — Chris and I were just talking about this — doing things the right way, over and over again. That’s also a huge motivational factor.
So what we’ve done is look at how these motivations feed into our algorithm, and what that looks like when we land on: okay, what is the hospitality algorithm, and how should it drive success?
Nidal Ramini (7:38)
What we’ve done is take some of Danny Meyer’s tenets and tweak them slightly.
The first one — “team first” — we already covered. I 100% agree that’s the most important part of the business, but that’s more from an owner’s point of view. So instead, I’m framing it as: culture is the most important part. It’s really important to emphasize the role culture plays in your business’s success. That’s tenet number one.
The second is “connection over service.” We talked about hospitality over service — absolutely vital — but within your team, think about how you learn from and inspire each other. Having that connection within a team is incredibly important when building your culture.
The third — as I mentioned, “follow your passion” feels very entrepreneurial — I’ve tweaked to “follow your vision.” Whatever your role — barback to bartender, bar manager to bar owner, beverage director, whoever — you should follow the vision. And by the way, the vision is not “be the best bar in the world.” That’s not your vision. Your vision might be something like: providing the most inclusive, most health-forward environment I can for my team to grow and thrive. That should be your vision — and you want people to understand it, get behind it, and follow it, because that’s how we build culture in this industry.
The fourth is about investing in local. Danny Meyer talked about investing in community — I’m talking about investing in local across the board: where you source your ingredients, who you hire, how you work with your local community. Building trust and respect with the people you work with and around is absolutely vital to achieving success. That’s everything from something as simple as having an open day for your neighbors, to not playing music too loud at night and annoying them — it’s all part of supporting local.
And finally, it’s about being a mentor. Danny Meyer talked about mentorship as his fifth tenet — and probably his most important one — in terms of providing enlightened hospitality.
When we look at the hospitality algorithm and how we achieve success, consistency and growth is what we’re talking about — I’ve updated it to be a bit more team-forward versus entrepreneur-forward. It’s about pushing boundaries, innovating, learning from and inspiring others — all while giving the best guest experience you possibly can, because at the end of the day that’s what it’s all about. But do it time after time after time, not just when the judges walk in to assess your venue.
Nidal Ramini (11:08)
So, to sum all of this up: in our world, when we’re looking at projects and kicking off pieces of work, we talk about something called a “PO3” — Purpose, Objective, Output, Outcome.
Purpose: what’s the overall vision? Objective: what do you need to accomplish? Output: what do we do differently? Outcome: what will be the result?
So, what we’re saying is that your vision shouldn’t be “to be the most recognized bartender, bar owner, or bar.” And the objective shouldn’t be to win awards or drive recognition for yourself. Your vision should be about providing the best environment for your team — and yourself — to achieve success. Your objective should be guest-forward: how do you take that vision, and the amazing team you’ve built together, to give the best possible experience? What you do differently is your business — how you differentiate yourself — and you can work that out for yourself.
But the outcome and the results can absolutely include great things — awards, accolades, industry fame, getting on that list. You absolutely can achieve those. But the final point for this part of the presentation, before I hand over to Nicholas, is this: those things are the result of your work. They should not be the goal.
Thank you. Thanks for tuning in — make sure to hit the subscribe button to keep up with the latest beverage alcohol industry insights.
Service is Psychology: 3 Leadership Ingredients for Beverage Brand Growth Transcript
Nicolas Medicamento (0:03)
Good afternoon, good afternoon everyone! How are we feeling? Having a good day so far?
So, let me ask a question: who here in the audience is an employee of any sort — could be a bartender, a manager, working for a spirit brand — please raise your hand. Okay, thank you. And who here is a business owner, or runs a business — could be a bar manager or a spirits brand rep, but you own the place — raise your hand. Fantastic. And who here is confused, doesn’t know what they’re doing? Okay, well, that’s a good starting point!
And between all of you — who would like to make more money? Just to understand, please raise your hand if you want to make more money. Okay, thank you, thank you — that’s a good point.
Now, I want to welcome you to “The Psychology of Service,” which is part of what I do. I’m Nicolas Medicamento, founder of NM Coaching, Training & Consulting, and also founder of Doctor Cocktail — that’s where I started my career. What you’re going to learn here is mostly about three “leadership ingredients.”
Before I start, can I ask you to join me in a massive round of applause — also a thank-you from me to Park Street for having us. Let’s give them a big round of applause. Thank you!
Now, when it comes to the psychology of service — that’s what you’re going to learn today. There are three leadership ingredients. You’re also going to learn that hospitality service itself isn’t just a service — it’s a psychology. And one thing that’s very important when it comes to business: guest loyalty equals brand growth. This means individual brand growth, but it can also mean spirit brand growth — because if you don’t look after the people buying from you, how are you going to do business?
Nicolas Medicamento (2:14)
So, thank you very much for being here. Let’s start with the first leadership ingredient: awareness and alignment.
I want you to take notes — write this down. The first word is awareness. When it comes to awareness, we’re talking about teams and people. You need to understand — you need to be aware of your guests’ needs, your clients’ needs. How am I supposed to sell something if I don’t know who you are? How am I supposed to know what you love, and how can I serve you the best cocktail ever, if I don’t ask you questions?
The next word I want you to remember is define. “Define” means you need to define how you want to be perceived. If you’re a brand, for example, and someone picks up your bottle and drinks from it — how do you want that person to feel? Are you telling a story? Are you sharing something? If you’re a bartender, or you’re representing a brand, how do you want people to remember you when you’re serving them a cocktail? Because let’s be honest — if I serve you a glass with a cocktail in it, that’s just an object. Nothing about it is inherently important. Guess what is important? The story. That’s right — give yourselves a hand for that one.
Nicolas Medicamento (4:00)
The next principle I’d like to talk about is communication and connection. This is the most important thing from my background. When I worked at the Savoy and at the Dorchester — some of the best places in the world, and I’m so blessed for that experience — there was one common thread everywhere: great service. And if that’s going to click, it comes down to active listening plus emotional connection.
Be present — everywhere you go, in any conversation, not just at the bar, not just at work. You need to be present. If I’m not present, if I’m not actively listening to you, how am I supposed to understand your needs? How can I serve you? We connect through human stories. If you don’t connect, you won’t sell — and we’re all here to do business. I heard that all of you want to make more money — well, money is a byproduct of the service you provide.
If you’re not focused on serving people, who’s going to pay you — AI? Good luck with that. We need to connect more.
When you create the perfect serve, you need to build it around a ritual, because physical is emotional — repeat that with me: physical is emotional. How can I remember your ritual if you’re not telling me a story, telling me something? We always need to focus on the data too — what are people actually looking for? Speak with the guest, ask them what they think, extract information, ask questions. That’s where you really start to understand what matters in the guest experience. Got it? Good.
Nicolas Medicamento (6:02)
Now, the last ingredient for leadership — whether you’re growing a personal brand or a spirit brand — is business focus. Everything I’ve talked about so far is about simple human connection, but at the end of the day, we do business with people.
The next ingredient is called system and sustainability. This comes from research we’ve done many times — every time we go into a new place, every time we work on something, even storytelling. “Tell me more about how you sell your brand. Tell me more about how you sell this cocktail.” In our public speaking courses, we always say: tell me about yourself, tell me an emotion, tell me a story.
We create a system because, often, when we go into a new place, there’s no system in place — everyone is improvising or just bringing their own expertise. That’s great — I’m hiring you for your expertise, and I respect that. However, as a business owner, I want to protect you and make sure you’re not always improvising under stress. Having a system does two things: first, it reduces stress; second, it makes sure the service is consistent across the board.
If I’m working behind the bar, many of us use pre-batching — that’s great, I know this bottle goes here, here, and here. If I’m a spirit brand, how do I systemize my supply chain so everything runs smoothly, so I don’t have to think about the back end and can focus more on the people I need to serve? A system is the key point in business. You can’t run a business just for the sake of running it — you need to find a way to optimize.
If you haven’t invested in this yet, sit down for a few minutes with your teammate, your business partner, or by yourself, and ask: how can I optimize my time to stay focused on selling, while investing in myself a bit more so I can sell more? What can I delegate? AI could be a great tool for this — I actually gave a talk two weeks ago about AI, GPT, and custom GPTs. There are very simple things you can do: just talk to the AI, set it up, and let it handle the admin work for you, so you can focus on connecting as human beings. Got it?
Nicolas Medicamento (8:40)
One thing that’s very important is measuring ROI. How many of you don’t know what ROI is? It’s okay to raise your hand if you don’t know — but it looks like everyone knows. Fantastic. Return on investment doesn’t have to be only about data.
I’m a big data guy, but I’m also a very emotional person when it comes to business — I love emotion, I love storytelling, that’s why I’m a public speaker. But when it comes to business, I need to measure things with data: how much engagement am I getting, how much am I earning, how much am I losing, what’s my business cost? If I can keep the same cost but increase engagement — because my team, the people I’m training, are doing a great job — the business makes more money while costs stay the same, so ideally we make more profit. Make sense?
So when you measure your ROI, make sure you also factor in everything that happens around connection and the emotions involved.
Nicolas Medicamento (9:39)
That’s the last thing I’d like to share. If you want to scale sustainably, I want you to remember: service is a psychology. You have to think about it that way.
When we work in this industry — if you’re a salesperson, a bartender — how many bartenders here have worked, or are working, behind a bar? Many of us say that when we’re behind the bar, we’re “the free psychologist.” It’s true — people come to the bar crying or laughing, and we don’t always know what’s going on. But no one’s looking after us, even though we’re absorbing all that emotional weight, and we don’t have time to process it.
That’s why you need to study — you need to understand psychology. I’m not saying go to university and study psychology, but be curious. Be curious about understanding the human mind, how we operate, study body language. That’s the reason I became a public speaker — my manager inspired me to do that, back when I was at the Savoy. He went on stage to talk about a cocktail, and I thought, “I love that.” When he came back to the bar, I asked him what he was doing, and he said, “I’m just doing public speaking.” Seven years later, I’m doing this professionally. I’m curious, I’m obsessed with serving people, obsessed with finding the best way to make sure you have a great time — whether it’s business-related or just making a cocktail. That curiosity — you need to hold onto it like a child does. Got it?
When you understand the psychology behind how people work, everything becomes easier — every interaction, every step. When you combine high intelligence with low emotional reactivity — meaning you’re in control of what you’re doing — you’ll have more loyal guests. I don’t always call them “clients,” though I understand the B2B and B2C distinction — I do call them clients sometimes. But in the end, we’re serving people. So whoever’s in front of me is my top guest for that moment, and I want to make sure they’re happy with me — not just because it’s profitable, but because if I come in, run a training, and you don’t see results, of course you won’t be happy. Make sense?
So what we’re going to do is make sure you have all the tools and systems you need in place to do the work. I’ll do the hard part for you at the beginning, and make sure your business grows sustainably.
To wrap up, thank you very much for listening. Thanks for tuning in — make sure to hit the subscribe button to keep up with the latest beverage alcohol industry insights.
The On-Premise Playbook: A Guide to High-Value Bar Partnerships Transcript
Chris Maffeo (0:03)
Thanks a lot for being here. It’s an honor — I see many familiar faces. So, what we’re trying to do here is connect all the bits and pieces of the so-called “playbook” of on-trade. It’s tough to call it a playbook, because I’ve been working in corporate for many years before starting my own company, and one of the big issues is that everybody talks about on-trade, on-premise, hospitality — whatever you want to call it — on PowerPoint. But in reality, very few people really understand what it means to work with bars, work with hospitality, and — from the hospitality side — work with brands at the same time.
There’s too much theory: too many boardroom or meeting-room discussions, focus groups, and PowerPoint or PDF readouts, and very little time spent actually going to the bar. I remember in a previous job, the marketing team would sometimes say, “Sales never invites me to the trade, so I never go to bars.” And it’s like — come on, you don’t go to bars in your free time just because you work in this industry. It’s not that — it’s work. Just go out there, be curious, as Nicholas was saying — be obsessed with back bars, menus, why a bartender is recommending a certain thing and why not, and so on.
So along the way to execution, things go wrong. Whenever I’m speaking to people — I have my own podcast, My Fair Drinks — and you’ll see this later — everybody agrees with what I’m saying. But in practice, very often I know that the same two people who agreed with me had a fight that very morning. So where do things go wrong, if everyone agrees and then everyone disagrees?
Chris Maffeo (2:03)
It’s important to bring people with you, on board — whether that’s you as an employee talking to management, or talking to stakeholders in general: brands to sales, sales to brands, logistics, finance, getting an investment. You should probably take the finance manager with you to a bar to really explain why certain things happen.
What does a bar–brand relationship really mean? As Nicholas was saying, ROI — return on investment — is very often misunderstood. A purist, an Excel/finance type of person, will just judge it as “how much am I giving you, how much am I getting back.” But very often, from a brand perspective, we’re quite fluffy about it — “it’ll pay back long-term, this is about brand building, this is about brand awareness.” Who hasn’t said that in a meeting or a discussion with people?
So, nobody’s going to do this for you — you have to do it yourself. You can’t just complain. And I say this to myself in the mirror every day: you can’t just complain, you have to be accountable. Why doesn’t that sales rep get it? Why doesn’t he or she get it? Because you have to explain it — and regardless of how busy we are, we have to be accountable. If you’ve done all the homework you can to make people understand, you’ll ultimately make your own life easier.
Chris Maffeo (4:25)
There’s one thing in general that has shifted in this industry. The industry hasn’t evolved that much — ultimately it’s still about moving cases from a distillery to a warehouse to a bar to a supermarket chain. But what has changed is that there’s now a myriad of brands that weren’t there 10, 20, 30 years ago. Things have changed dramatically on that side.
From a big-brand point of view — whether you work for a big brand or a smaller one — brands can’t really “own” bars anymore. You used to be able to walk into a bar and see exactly which company they worked with. Now it doesn’t work like that. You walk into a bar and you can’t dissect what’s on that back bar, because there are so many brands, small players, bigger players, different distributors and wholesalers bringing in bottles.
Chris Maffeo (5:09)
So there’s pressure on that bartender, that bar manager, that distributor — all of us working in the ecosystem — being pushed by Brand 1, 2, 3, 4 to “sell my brand, sell more of my brand.” And it’s very difficult to recognize that people have to work with many brands, because it’s about their credibility. If that person is a bartender, they need to be able to talk about, work with, and sell many different bottles from many different players. They can’t sell just one portfolio from one company, or they’ll lose their credibility.
So it’s important to put ourselves in the brand owners’ shoes — but at the same time, from a bar or bartender or bar-manager perspective, to put ourselves in the brand owner’s or distributor’s shoes too, and ask: “I want to work with different brands, but how much is too much?” Because when I see bartenders working with different companies — which I love — and then I see their Instagram saying “this gin is the best gin,” and the next day “this other gin is the best gin,” how do we do that in a credible way that maintains relationships with everyone and avoids arguments like, “I thought you were working with us, and now you’re working with someone else”?
Chris Maffeo (7:00)
Choosing the right brand for your bar is crucially important. As bartenders — and I’ve discussed this with many bartenders and bar managers — when building a menu, where it’s legal to be supported by brands on cocktail menus, there’s a tendency to default to a brand that may not actually match your values, but matches your budget. That’s the hard reality sometimes — you might go with the rep who simply has more money than another rep.
My question is: how sustainable is that, really? How do we align our choices more with brand values, while also keeping budgets in mind — because bars are businesses, and we all need to make money, as Nicola pointed out earlier. How do we do that without constantly jumping left and right — “Sorry, that was last year, but this year another brand stepped in with more money, so your gin, your vodka, your tequila is off the menu now”?
At the same time, I see this a lot when traveling around Europe: when there’s a relationship between brands and bars, it’s important to understand the line between “too much” and “good enough.” Brands want to work with outlets that can deliver value and ROI, and that can support the kind of conversations I often have with finance directors — uncomfortable conversations, because when I’m the one paying for a guest shift on behalf of a brand, I’m the one who gets the pushback: “Why are we sponsoring this? It almost looks like a conflict of interest — why did you give that money to that bar?” And I can’t always explain it as “long-term, it’s good for brand building in city X, Y, Z.” So we need to understand what a good partnership actually looks like.
Chris Maffeo (9:44)
Lists, accolades, and competition victories should be the byproduct of doing everything correctly — whether we’re bartenders, brand owners, distributors, whatever we are in the drinks ecosystem. “Best distributor of the year” should be a “by the way, we won — thanks, guys” moment. But very often I see bars focusing too much on getting onto a list — “we want to do guest shifts because we want to get on the list” — and charging listing fees. The end goal isn’t being on the list; it’s doing good hospitality. Being on the list is the byproduct of doing everything well.
At the same time, to bartenders — I’m not one myself, but — things like distillery visits, guest shifts, sponsorships, and travel can get very transactional: “I work with this brand because they fly me to Australia, Hong Kong, Singapore, London, Sydney.” It shouldn’t be about that. Do those values align with you? What are you doing for that brand, and what are you giving back to it?
So how do we make this work so the brand owner can choose the right bar for the right investment? Especially in a capital-constrained time like now, there isn’t unlimited money for brands to fund this whole game of guest shifts, investments, distillery trips, and voyages. Is it sustainable for a bartender to travel on a brand’s money but focus primarily on building their own personal brand rather than giving back to the brand that funded the trip?
From a bar’s perspective — you charge a listing fee, and then sometimes the brand isn’t even named on the menu; it just says “gin” instead of the actual brand. Is that sustainable, when I gave you €2,000, and I bring my managing director in, and the bartender says, “I have this cocktail, it’s with our gin” — and the MD says, “I just see ‘gin'”? “Yeah, but it’s our gin, trust me, they told me it’s our gin.” (laughs)
At the same time, from a brand’s perspective — you fund programs, guest shifts, trips, and sometimes you don’t even show up. I’ve been to guest shifts where I was the only one there from the brand, and the brand manager who signed off the invoice never showed up, never shook the bartender’s hand. How short-circuited is that? And from both the bar’s and the brand’s side, let’s not forget the wholesalers and distributors — who’s actually bringing the bottle? When you run out of stock during a guest shift because nobody told the sales rep to order more, it’s because those people didn’t know an activation was happening in the trade. There are so many moving parts — how do we do “less but better” to make these relationships genuinely sustainable?
When I was in high school, I studied computer science back in Italy — “if this, then that; else, repeat until…” So how about: if a brand pays €2,000, the bar trains the staff, explains what the product is, and tracks sales velocity — gives me numbers I can take back to my finance director, sales director, and other internal stakeholders. If a brand funds a trip, have the bartender genuinely showcase the partnership — commit to something, like “I’ll sell this much,” always bearing in mind the legal implications.
Let’s reinvest, too. I was recently at a guest shift, and it was a great example of best practice: a brand had paid for the activation, and at the end of the year’s contract, the bar manager actually called and said, “There’s still some money left here that we haven’t used — how about we do something together?” I call that best practice because it’s not about milking the budget — in that messy situation, nobody would have noticed if the money had just gone unused. But in an honest partnership, that person called and said, “Let’s do it together,” and that builds real value into next year’s relationship — “I really want to partner with these guys, they walk the talk.”
And again, from a distributor’s perspective — if you get support to work with a brand, make sure the sales team has KPIs that tie back to the strategy and the targets agreed with that brand. Otherwise, things just get lost.
You can scan the code here to listen to my podcast. Thanks for tuning in — make sure to hit subscribe to keep up with the latest beverage alcohol industry insights.
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