Converting a smoky boozer into a rugby-themed pub

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Converting a smoky boozer into a rugby-themed pub
Former Welsh rugby international Alan Walters has worked his magic in turning around the fortunes of his second outlet - Druids II in Watford. LUCY...

Former Welsh rugby international Alan Walters has worked his magic in turning around the fortunes of his second outlet - Druids II in Watford. LUCY BRITNER reports

How I got here

I played for the Welsh rugby team for the under 19s, under 21s and under 23s but it was at a time when there was no money in it, so I had to find a living. I did a degree in catering and kitchen management at Bournemouth University - sponsored by Beefeater restaurants. I didn't enjoy the cheffing side that much so I decided to move into the pub side. I did a development management course with Beefeater/Whitbread back in 1986 and I was a manager by the time I was 20.

After that I worked in managed houses for Allied Domecq and then Spirit. I managed one of Spirit's biggest pubs in Aylesbury called the Horse & Jockey, with a 100-room travel inn. When I took over, there was 120% growth in 12 months. Then I got promoted to run the Two Drams in Watford. It was hard work and I didn't like the way Spirit was going. I felt like something was hanging over me all the time and if I didn't meet my targets, I'd be out. So, I decided to stop being a manager and take on my own pubs.

I set up the Druid (after my rugby nickname) pubco and bought my Punch lease in Rickmans-worth in 2005. Then I bought Druids II in Watford and opened it, officially, at the end of June.

Why my pub is a success

1. Punch Taverns - They seem to be geared towards helping new tenants. Their tied discounts are good, they invested £120,000 into the pub and my BDM has won awards for his work. If I want anything, all I have to do is ask - point of sale, glassware, you name it. They also gave us two weeks relief on paying for beer and about eight weeks on paying back money for F&F's. Of course you still have to pay it, but this helps you get on your feet.

2. Staff - I'm the boss now so I can take my time picking the right people. We invested £9,000 in the upstairs accommodation because it's important staff are happy. We bought new flooring, a new bathroom, appliances and installed Sky and a phone line. They are in charge here, I pop in but I don't want to be here all the time. I train them myself because I've spent more than 20 years in the trade.

3. Transformation - This pub used to be a back-street, smoky boozer with a lot of undesirables. We've transformed it to accommodate female customers, drinkers and diners. The menu is honest - we serve a lot of pasta and salads but also have doorstep sandwiches and chips. Lots of companies have business lunches here. All the food is cooked fresh and we only use the microwave to boil water!

My unique selling points

1. Rugby - Druids sponsors local team the Saracens - £10,000. That gets us six corporate seats and sponsors one player. I coach at a local rugby club and I found people had nowhere to go so I saw an opportunity. There are about 14 rugby clubs in this area and we want them all to come here and socialise together. I can have 60 to 70 people in here watching rugby. No disrespect to football fans, but rugby fans, unlike football fans, sort themselves out; even the swearing is different. Rugby is my business and my way of life.

2. No smoking - The ban is coming in anyway and we thought "why not". It worked at our Rickmansworth Druids and we've had numerous compliments. People can pop outside to our covered patio if they want to smoke.

3. Over 21s - We did this as it eliminates the prob-

lem of under 18s coming in and trying to get served. Some people walk in here and see a leather sofa, a real plant and walk back out again.

My business tips

1. You have to speculate to accumulate - We spent £63,000 of our own money, as well as £120,000 of Punch's on furniture, big screens, the kitchen, the accommodation, revamping the cellar and the outside area.

2. Look after your neighbours - We built gates to the car park and to next door as well. Previously people would do undesirable things in their garden and the side of their property.

3. Make sure you pick hours you can work with - We're open from 11am to 11pm and that's the way I like it. We have a strong lunchtime trade and if people want late bars, they can go into town. Catering for lunchtime trade also means keeping waiting times to a minimum. All our food is out in 20 minutes maximum here.

4. Don't rush into a grand opening - We opened quietly for the first four weeks. We wanted to iron out all the teething problems before the grand opening. The alarms went off and we couldn't turn them off, the air conditioning broke three times and we wanted to get things like that right before we were packed out. We've just started advertising and had our grand opening at the end of June. We got the Saracens down here and had massive rugby players pulling pints. Our biggest day will be the first Saracens game.

5. Stick to your guns - We've really gone for the rugby theme and spent lots of money on it. In my other pub we have Gavin Henson's rugby shirt, signed by the whole team, that's worth £2,000. You can see the screens from every seat in the pub, but they are high up and not imposing. In this pub, the shirts on the wall are personal to the area and the local clubs.

My plans for the future

l For this pub - to really start growing the business now. I hope to get turnover up to £10,000 to £11,000 a week by the time the rugby season kicks off. We're going to advertise to local businesses and also invite rugby clubs down.

l For the Druid pubco - we're looking at sites all the time. We want to open pubs in big rugby areas. We plan to open one in November in Northampton. We've looked at about 55 sites recently. We've seen one in Hertford we like - there's opportunities everywhere. Two down, 20 to go!

I've also got a business that sells rugby memorabilia and I hope that will grow through the pub as well.

My Pub

Rent: £38,000 a year

Weekly turnover: up from £4,000 to £6,000 but expected to rise to £11,000 when the advertising kicks in and the rugby season kicks off

Wet:Dry: 60:40. It was 80:20. We aim to stay wet led but make food available all the time

Gross profit on food: 62%

Bottles of wine sold per week: 60-80

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