The On Trade 
20/01/2022 Having spent many years in the hospitality industry, Antonio Del Monte is focused on growing a profitable bar program that also controls wastage.
Place of work
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A collection of modern cafés with handsome bars, serving neighbourly hospitality and awesome food.
Tell us a little bit about yourself. How did you begin your career and how did you progress into this role?
My first job was in the drinks industry and it still is. At the age of 18, I started in my father's wine company as a goods receiver and later as a stock controller. After a bachelor's degree in business administration at the University of Perugia I moved to London to pursue a successful career in hospitality. In 2011 I joined Soho House Group as a bartender/mixologist, launching the "Library Bar '', a brand new concept at the Electric Club in Notting Hill first and after in Shoreditch House. A few years later I managed Little House Bar and The Ned, as opening Bars Manager. I was always known for bringing innovative, creative trends and an unusual combination of flavours. I am now an executive for House cafe Ltd, overlooking the bar's operation with extensive involvement in other sides of the business.
Define your role and the tasks involved in your role.
Overseeing a team of three bar supervisors, 15 bartenders, and 7 bar support. Increasing consistency of product and service while maintaining individuality and identity of each site. Menu development according to beverage agreements with suppliers and third parties. Market research and competitor analysis. Overseeing bar rotas and weekly targets. Full control of stock take and weekly GP target.
As an executive for the bar operations, I'm a true leader who leads by example. I'm the heart and soul of this company. An inspirational figure, who acts as a bridge between different realities.
What questions would you ask the bar owner before you plan your sales growth strategy?
How much do you value your staff?
How can suppliers work with you to drive sales?
Our suppliers work relentlessly with us to assure brand alignment, competitive prices, and technical support. We do have retrospective agreements in place.
Give us an example of a profitable bar menu program with examples of names and why you have them.
My team and I are working on a bar menu program focused on "Controlled Wastage". As far as I know, zero wastage is not realistic. Therefore we will work on items that generate wastage and we can control and quantify them. The new menu will utilise discarded citrus and vegetables to make cordials, flat sparkling wines to make syrups or shrubs, beer wastage to make homemade liquors, and so on.
What do you look for in items that qualify for house pours?
Good ratio of price/quality.
What do you look for in items that qualify for non-house pours?
Quality, brand alignment, they need to stand out, a good background story.
What are the four main things you focus on daily in your role?
Be humble, supportive, and a discreet listener. Finally, be a good mediator.
5 ways to upsell drinks at the bar
1) Always go for quality. Nowadays, people prefer to drink less but better.
2) Understand your guests. What they want is not always what they really want. Any sign of doubt or insecurity is always a good start for upselling.
3) Carry with you a little cocktail bible with ten favourites. They may come in handy.
4) Running out of a menu item does give you the opportunity to upsell something else.
5) Praise the back bar. Everyone knows where the good stuff is. Don't be shy about it.
Tips on training new bartenders
The guest is the center of the universe. They are looking for an experience that goes far and beyond a cocktail vessel with a liquid compound inside. Be confident, smart and well-dressed. Always look after your grooming and manners. Be an example for your team and always look out for the ones who need support.
What's trending in the UK drinks scene? Which cocktails, brand names, and categories?
Looks like we are heading back to classics. I can't be happier. I have always welcomed creativity, however, it needs to have a direction and be financially justified. New brands are coming up strong and hopefully will manage to establish themselves in the market. See Proof Drinks and Spirits Cartel. Vodka and gin are still strong, followed by a great comeback of the rum category.
What's customer service to you?
It's a concept. A journey. An experience to be delivered.
Define a good bartender
He/she is both efficient (does things right) and effective (does the right things).
How do you manage non-performing brands?
I'm looking into their life-cycle as a category. In which stage do they belong? Are those brands receiving support? Could they be the "new thing" and we are still at the early stage? If I don't like the answer I usually divest them.
How can you increase your beverage sales with the selection you already have?
Staff training, rewards, and incentives.
How according to you has the role of the Bartender evolved, especially now during Covid times?
More aware and sympathetic.
What else do you look for in a brand before saying yes apart from quality, value, and package?
Brand alignment. Does it go well with the company mission and direction? Does it sit well with the other brands? Does it bring value to the establishment?
Give us an example of a common problem in the bar business and how you handle it.
Shortage of staff = opportunity to develop inexperienced people.
Your favorite places to enjoy drinks in London?
What's the best part of your job?
Knowing that I can make a difference. Everyday.
What's the worst part of your job?
Seeing members of staff leaving.
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