Crafting Cocktails and Careers: An Interview with Angad Chachra, Founder of The Bar Consultants

In an exclusive interview, Angad Chachra talks through what a decade of bar consulting has taught him - from the most neglected part of a new bar business to his single piece of advice for first-time owners.

Angad Chachra, Founder of The Bar Consultants, recently sat down for an exclusive interview to talk through what over 16 years in food and beverage - and more than a decade in F&B consulting specifically - has taught him about building bars and restaurants that actually last. Here are the highlights.

From Operations to Consulting

Angad's background spans hands-on operations, management and consulting, and he credits that mix for how he approaches F&B advisory today. Having spent his early years deeply involved in running outlets before moving into consulting and leadership, he brings a ground-level understanding of what actually happens on a busy shift, combined with the strategic thinking needed to scale a business. Because his team has been on the operating side themselves, they often anticipate problems before they surface - and much of that comes from mistakes made earlier in their own careers.

The Most Neglected Parts of a New Bar Business

TBC's consulting practice sits on three pillars: concept development, operations and revenue. According to Angad, revenue and operations are the two most commonly neglected by first-time owners. Many new businesses assume revenue alone is enough, without realising that revenue without sustainability doesn't hold up - the goal has to be building income streams that are consistent and scalable, not just a strong opening month. Operations is even more widely misunderstood: there's a common assumption that once the doors open, the money follows automatically, when in reality profitability comes from structured manpower planning, clearly defined roles and disciplined processes.

Concept development matters just as much. In a competitive F&B landscape, a concept lifted directly from another city or country rarely survives contact with a new market - it needs to be adapted and localised around that city's own sensibilities and consumption habits.

The Single Biggest Factor in Long-Term Success

Asked what determines whether a new bar concept succeeds or fails over the long run, Angad points to something often overlooked entirely: people. Building strong teams, investing in training and genuinely taking care of staff isn't optional - it's fundamental. Even the best concept and the most well-structured systems mean little if the team executing them is unsupported or disengaged. His core belief is simple - take care of your people and your people will take care of your business.

Why Design Is a Commercial Tool, Not a Cosmetic One

Guests may walk in for a drink or a menu, but what brings them back is how the space makes them feel. Good design, in Angad's view, isn't about being visually loud - it's about being intentional. Lighting, acoustics, seating comfort and spatial flow all quietly shape guest behaviour, and a well-balanced space encourages people to stay longer, order more and return. Design also directly affects operations: how a bar is laid out influences service speed and staff efficiency during peak hours, which shows up on the bottom line.

What's Next for The Bar Consultants

Having just completed ten years in the business, Angad sees the next five as the most critical phase of TBC's journey - with a focus on quality of projects over volume. The firm has already opened a small Bangalore office to serve the South Indian market more closely, and has begun diversifying into allied verticals, including furniture and lighting sourcing tie-ups and a sister vertical focused on brand storytelling and film for hospitality clients.

His Advice for First-Time Bar Owners

Asked for one piece of advice for anyone launching a bar or restaurant today, Angad's answer comes down to two things: realistic budgeting and intentional marketing. The most common mistake he sees is poor financial planning - most first-time owners underestimate project costs, and projects either stall midway or slow down significantly once finances get constrained. The second, equally critical factor is marketing, something many F&B consultants don't emphasise enough. No matter how strong the concept or talented the team, none of it matters if the place isn't put on the map - through social media, PR, print and genuine word of mouth. Restaurants aren't just selling food or drinks, in his view - they're selling an experience, and that story needs consistent investment from day one.