Speaking to The Morning Advertiser (The MA), Jacobs said decision-making has changed little in practical terms, as the pubs were already operating with a high degree of autonomy.
“We were largely quite independent anyway,” he said. “The key difference is that we now have a slightly more streamlined board structure – it’s just myself and a partner – and there’s a fresh impetus on growth and an appetite for that too. It’s very exciting.”
Jacobs said Ardent remains firmly London-focused and believes there is “great opportunity” in the capital. “I feel we’ve only scratched the surface really of what we can do,” he added.
Identity
Operationally, Jacobs said the biggest shift came last year when the business formally established Ardent as its own internal entity, moving away from the JKS Pubs identity.
“We thought it was really important for our teams to have an entity that was more tangible within our small business,” he said. “We didn’t have a group name before. As you grow, you need something that galvanises everyone together – a group name and a set of values.”
Jacobs described the process of defining Ardent’s core values as “essential” to its growth, with those values now embedded in onboarding and day-to-day operations.
“That was the biggest operational push for us – for everything to lead back to this group identity and the values that we have as a business,” he said.
Sales growth
Jacobs said the group’s more established pubs, including The George and The Cadogan Arms, have reported more than 20% growth in their fifth year of trading.
Jacobs said the uplift has been driven by volume growth rather than significant price increases, with particular strength in later evening trade.
“We’ve actually seen big growth in later evening trade – 10pm till midnight,” he said. “Contrary to some of the press, that’s been a real area of growth for us.”
He attributes performance to what he describes as a “zero compromise” approach across drinks, food and atmosphere.
“Whether you want a cocktail, a cask ale, a lovely glass of wine, six pints of Guinness or a non-alcoholic drink, you’re very well catered for,” he said. “We’ve worked tirelessly to have that broad offering that attracts everyone.”
Jacobs believes delivering value remains central to the modern pub proposition.
“You have to be delivering value in what you’re doing,” he said. “Fish and chips and a pint with us is under £30. In the current climate, that’s a fantastic lunch. People expect to be able to go out a few times a week if they’re working hard. The pub gives you that option without spending £150 a go.”
Quality over quantity
Jacobs said he plans to open up to eight sites over the next three to four years.
“We as a business have the capacity to do two sites a year from an operational standpoint,” Jacobs said. “But for me, it’s got to be quality over quantity.”
He said growth is essential commercially, but also to retain talent. “We have an incredibly talented team and their expectations of us as employers is that we can facilitate a career path for them,” he said. “In order for us to keep our talent and keep them engaged, we have to create a career path – and that requires growth.”
When assessing new sites, Jacobs said scale is a key consideration.
“The George is our smallest site and it’s a phenomenal business, but that’s probably the smallest we would approach,” he said, noting the level of capex and creative resource required for each opening.
He added that Ardent tracks guest crossover across its existing venues and looks to open in areas where its customer base is already active.
“We want brilliant sites in the capital where we know we can deliver our product and it’s going to be well received.”
Jacobs said the group would “love” to open a new site in 2026 but would not rush a deal to meet a deadline.
“We’re working on the assumption we will have one open later this year,” he said. “But what we’re not going to do is rush something just to get it done this year. It has to be done with justice.”
With the separation from JKS complete and a new investment cycle under way, Jacobs said the business is now returning to what he calls his preferred phase of the job.
“By far my favourite is the hunting and creating cycle,” he said. “It’s fun to get back into the creative process again.”
