Co-founder Tim Bird told The Morning Advertiser (MA) that the business, which employs around 200 people, had remained focused on growing sales rather than cutting staff.
“We haven’t sacrificed anything different in terms of staffing levels,” he said. “You could come along and make draconian measures and they just don’t work.”
Bird said the rise in employer national insurance (NI) contributions had created additional pressure, adding the cost was worth £250k in profit to the business.
“We talked about it six months ago, that we were under more pressure because of course we’ve got NI. This is what NI does to us, it’s worth £250,000 in profit,” he said.
However, he said the business had shared the challenge with managers and continued to focus on sales and service.
“Everyone was aware and we just all sort of huddled around as a team,” he said. “The team have done a great job actually. If anything, we need people. We need more people.”
Retention focus
Bird said retention had “always been a key driver” for the business, with all head chefs and managers developed through the ranks.
He added the average service across key roles, including managers and head chefs, was around seven years, while some head chefs had been in position for 12 years.
“Continuity is key to consistency and success within the sales line and the business for the customers,” Bird said. “Our retention is around 81% last time we measured it three months ago. That’s key to our success, definitely.”
Bird said there was a clear progression route within the business, with staff able to join part time and work towards management roles.
“We’ve got great examples within our management, within our head chefs, that you actually can work your way through the ranks and take the top job,” he said.
The operator has also developed a champions programme across food, spirits, ale and beer, and wine. Bird said the programme allows team members to build specialist knowledge and share it with colleagues, while others can also work towards becoming champions.
The approach helped Cheshire Cat win Best Drinks Offer at the 2026 Publican Awards for the third year in a row, with judges recognising the group’s drinks champions model and commitment to training, education and service.
“The Champions programme is ingrained into everything we do and it’s real fun for them,” he said.
He cited one assistant manager at the Fitzherbert Arms who started as a beer champion and has since become a beer sommelier through Cask Marque. Bird said the success of that progression had encouraged others in the business, with two members of staff going for wine sommelier qualifications this year and two others working towards beer sommelier status.
“I think we’ve got an environment where knowledge is key and everyone wants more knowledge and it gives them confidence,” he said. “The winner is the customer, of course, because they can answer more questions on product.”
Cheshire Cat also takes head chefs and managers on educational trips, including supplier visits and overseas trips linked to food and drink development. Bird said the company continued to make space for those incentives despite rising costs, partly by working with suppliers.
“The key is that you work your suppliers hard,” he said. “If we do well, the suppliers do well.”
He added that supplier support from the group’s wine merchant is largely reinvested into team development, helping fund wine trips and training.
Staffing levels
Bird said Cheshire Cat had not changed rotas, roles or staffing levels in response to cost pressures, adding the business still needed six or seven key people.
“We’re out there recruiting at the moment in a big way,” he said. “I haven’t seen us do anything other than make sure the service to the customer isn’t impaired.”
The comments come after The MA Labour Report found word of mouth and referrals remained the top method of finding candidates, cited by just over 40% of operators, followed by social media at 25%.
- You can access The MA Labour Report for FREE here.
On technology and AI, Bird said the business already used sales forecasting and payroll planning tools, but had not moved into higher level systems. “I think the key is the customer and the sales,” he said.
Bird warned operators risked damaging the customer experience by cutting staff and raising prices too sharply.
“As prices rise, customer expectation rises,” he said. “We’ve got to stay really good value for money. Value isn’t cheap, but it’s good value, and it’s a great visit and staff look after them. That’s what builds our sales line and converts our wage percentage.
“Technology can’t help us serve the customer well, really. In my opinion, it’s people that serve customers well.”
Bird said smaller operators looking to invest in people should focus on suppliers, incentives and internal knowledge.
“Look at your suppliers, see what you’re bringing into the business and can you afford to do nice things with the team,” he said.
“There’s nothing to stop people having a champions programme of their own.”
He added: “Try and keep people as long as you can, but keep them happy and find ways of incentivising them.
“A continual team brings consistency and consistency is what the customer desperately needs.”
