As an operator of multiple restaurants across different formats, from fine dining to neighbourhood dining and cocktail bars, I’ve seen first hand how exposed the UK hospitality industry has become. The past few years have demanded more adaptability, more creativity and more resilience than ever before. And yet, many of the pressures we face today aren’t a result of bad business decisions; they’re the product of outdated systems and inconsistent policymaking.
Hospitality contributes billions to the UK economy and is one of its largest private-sector employers. Despite that, it often feels like we’re operating within a framework designed decades ago. VAT structures continue to punish operators for serving food that’s otherwise tax free, and rising National Insurance costs add to a labour burden that’s already at breaking point. For an industry built on people and passion, that imbalance is unsustainable.
At JM Socials, we’ve always believed in evolving with our guests and communities. Our restaurants range from Prithvi, a 3 AA Rosette fine-dining experience, to Jai Ho, a relaxed neighbourhood restaurant built around bold, comforting flavours.
It often feels like we’re operating within a framework designed decades ago.
We’ve diversified intentionally to stay resilient, but diversification shouldn’t be the only survival strategy left to hospitality businesses. The current model rewards constant reinvention rather than consistency or excellence and that’s not healthy for the sector long-term.
Another major challenge is recruitment. Hospitality has always been a bridge for international talent, people who bring skill, creativity and culture to our kitchens and dining rooms. The recent restrictions on overseas recruitment have created an impossible situation.
While the government encourages operators to ‘hire local’, many young people don’t currently view hospitality as a long-term, rewarding career. The industry offers incredible opportunities for growth and creativity, which is why it deserves greater investment to showcase its true potential. We’re not short of work; we’re short of a workforce that feels supported to build a future here.
Yet, for all the frustration, I’m still deeply optimistic about the industry. The creativity I see every day, from chefs innovating with local produce to managers building genuine communities around their venues, is extraordinary. Hospitality is a resilient, entrepreneurial sector that can adapt faster than almost any other. What it needs now is a government that recognises its true value, not just in economic terms, but in its power to connect people, drive tourism and enrich local life.
If we can modernise how we tax, support and value hospitality, we can unlock a new era for the industry. One where running a restaurant isn’t just an act of survival, but a sustainable, respected profession again.
Jay Rahman is o-owner of JM Socials and owner of Prithvi