Hospitality runs deep in Mark Bryant’s family. As the owner of The Swan Revived Hotel and its busy pub, The Frog & Nightgown, he represents a multi- generational legacy in the trade that stretches back to the 1980s. His great-great grandfather worked as a townhouse manager for Watneys in London, laying the foundations for what would become a long-standing family connection to hospitality.
After training at hotel school, Mark built his career, spending four decades in the industry, gaining experience across a wide range of operational settings. Over those years, he has witnessed a huge array of changes in workplace culture and customer expectations. Yet through all of that change, one thing remained constant for him. Hospitality is about people. It is about creating an environment where individuals feel comfortable, welcome and valued from the moment they walk through the door.
Located just outside Milton Keynes, T he Swan Revived operates as a hotel, restaurant and thriving pub, The Frog & Nightgown. This combination allows the business to serve a varied customer base, day-to-day, the venue welcomes everyone from 18-yearolds to pensioners. That diversity is one of the venue’s greatest strengths. However, it also presented a challenge.
Because The Swan primarily presents itself as a hotel, some local residents were unsure whether it was somewhere they could simply pop by. T here was a perception that it might be too formal, or reserved mainly for overnight guests and special occasions. Mark recognised that the pub needed a more informal pull for casual customers to feel comfortable to visit.
The turning point came during the pandemic. When lockdown restrictions were introduced, like many operators, Mark was forced to rethink how the business could continue serving its community. He recalls how the team set up a trestle table outside and began selling takeaway coffee and homemade sausage rolls.
What started as a simple idea turned into something much more significant. Residents, who had lived in the town for 30 years, visited The Swan for the first time. Regular dog walkers dropped by for coffee. As Mark explains: “People realised they were allowed in, not just for a room.”
Importantly, the shift in mindset did not disappear when restrictions lifted. Instead, it prompted Mark to reflect more deeply on who his customers were and what they truly wanted. He began to question whether the existing food offer was in line with the needs of the locals. The result was a move away from higher end dining towards something more relaxed and welcoming.
The new focus was clear. “Serve food that customers want to eat, not just what chefs want to cook.” The Swan diversified its offering to suit dog walkers stopping by after a morning stroll, parents looking for a casual lunch, retirees meeting friends, and daytime visitors seeking a coffee and a snack. This shift in strategy helped to build a more consistent and reliable daytime trade.
One of the most surprisingly effective changes involved something simple. The exterior of the building was repainted and rebranded with the words Eatery and Coffee House. Mark shares that a small repaint and clearer messaging made people feel comfortable popping in on a whim, even if it was just for a coffee and a toastie.
That straightforward use of signage told passers-by that they did not need a reservation or special occasion to enter. Today, the venue sells hundreds of coffees each day, a testament to the power of listening to your communities wants and needs.
Along with this small change other adaptations were introduced. Breakfast service was extended until 3pm, which Mark says “has proven hugely popular amongst locals”. The flexibility appeals to those who prefer a slower start to the day. And the introduction of themed afternoon teas has also increased interest in food reservations, attracting groups who want to celebrate an occasion.
While daytime trade has strengthened, Mark has also noticed changes in customer behaviour around events. Traditional Christmas parties, once a major fixture in the calendar, have declined significantly. In previous years, The Swan hosted 23 nights of discos during the festive season. This year, there were none. Mark believes this reflects shifts in office culture and the continued rise of remote working. “The large corporate Christmas party is not what it once was, and customers are also more hesitant to prebook festive events.”
The business has adapted accordingly to suit these changes. Disco bingo nights have gained popularity, offering a more informal and interactive alternative. Private functions with less additional entertainment are increasingly in demand, as are wakes and smaller gatherings. Guests still want to socialise and enjoy time out, but they are starting their evenings earlier and seeking a more traditional pub atmosphere. Listening carefully to these patterns and adjusting accordingly has been essential to maintaining loyal customers.
Mark is realistic about the pressures currently facing the hospitality sector. Rising supplier costs and changes in business rates cause worry and mean margins are tight, and any choices made are carefully considered. Despite this, he remains resilient in his outlook. Mark believes positivity and proactivity are, “critical to long-term survival”.
His advice to others in the trade is: “Adapt and reinvent yourself around what your customers are looking for, because they are your bread and butter.” For Mark, success is not built on chasing trends. It is about understanding the people who walk through your doors each week and “ensuring they feel valued.”
He places emphasis on the importance of regular customers. “A loyal local who visits weekly is far more valuable than a once-a-year big spender.” That loyalty cannot be taken for granted. To ensure this, Mark invests in experienced staff, many of them have between seven and 20 years’ hospitality experience. He is clear in his belief that poor service can lose customers permanently, and in the current climate, no business can afford that loss.
When asked about the value of being part of the BII, Mark highlights the reassurance and practical support it provides, especially during challenging times. Access to the legal helpline offers essential guidance when navigating complex situations. The magazine and member stories give Mark a shared experience across the industry. Most importantly, it provides the feeling of not being alone. In a sector that continues to face pressures, that sense of community and collective understanding for licensees is more important than ever — just as it is for customers!
For Mark, hospitality is not simply about serving food and drink. It is a way of life and about adapting with purpose, making sure you look after your staff and customers throughout any changes the industry may face.
