{"id":9392,"date":"2023-04-09T00:00:00","date_gmt":"2023-04-09T04:00:00","guid":{"rendered":"https:\/\/www.restaurantscanada.org\/menu\/new-game-new-rules-the-contemporary-bar-owners-playbook-according-to-christina-veira-evelyn-chick\/"},"modified":"2026-10-20T13:18:53","modified_gmt":"2026-10-20T17:18:53","slug":"new-game-new-rules-the-contemporary-bar-owners-playbook-according-to-christina-veira-evelyn-chick","status":"publish","type":"menu","link":"https:\/\/www.restaurantscanada.org\/fr\/menu\/new-game-new-rules-the-contemporary-bar-owners-playbook-according-to-christina-veira-evelyn-chick\/","title":{"rendered":"NEW GAME, NEW RULES: THE CONTEMPORARY BAR OWNER\u2019S PLAYBOOK – According to Christina Veira & Evelyn Chick"},"content":{"rendered":"\n

Canada\u2019s bar and beverage industry has forked. Arguably more than any other hospitality format, bars had to reinvent themselves multiple times throughout the pandemic. The need to eat is pandemic proof, but bars are social-first venues, and social was against the rules for a long time. When the doors finally reopened, bar owners found that the needs of their guests had permanently changed. Again.<\/em>

We met with bar personalities, owners and entrepreneurs Christina Veira and Evelyn Chick to explore the midspace the industry finds itself in because, as celebrated Millennial innovators, they have a foot in both its past and its future. We discuss the top things bar operators should be taking a close look at, and how the industry can reconnect with legacy learnings that matter while charting a new path.<\/em><\/p>\n\n\n\n

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In 2015, Evelyn Chick had recently moved to Toronto and, having just won a global bar competition, was killing it as bar manager at the Harbord Room. Around the same time, Christina Veira had noticed a sea change in the bar world, led by the renaissance and evolution of mixology as an art form. \u201cI knew how to make cocktails, but this whole new area of growth had kind of passed me by as a bar employee,\u201d she recalls. \u201cI really wanted to work somewhere I could hone my skills and be held to a higher standard of cocktail creation. That\u2019s when I reached out to Evelyn.\u201d<\/p>\n\n\n\n

Since that first connection, the duo has organized and co-produced some of Canada\u2019s top bar industry events including Speed Rack, an all-female speed bartending competition for charity, and have presided over the RC Show Bar and Beverage stage as Bar and Beverage Ambassadors curating both the stage and the supercharged Beyond The Rail Cocktail competition. \u201cInitially, it was not the size that it is now,\u201d Evelyn laughs. \u201cWe had a cute little bar stage with a few seminars and some tastings on the side. Since then, it just grew and grew and grew\u2014now it\u2019s a monster.\u201d<\/p>\n\n\n\n

The \u201cChristina & Evelyn\u201d co-brand is a by-product of their collaborations over the years, but it is not an official business alliance. \u201cIt just kind of grew that way,\u201d Evelyn recalls. \u201cWe\u2019ve had many \u201ctravelling partnership\u201d events where being a dual entity helps with bartender education. We\u2019re not formal partners in any way, but we look toward the same goals. We want the industry to grow. We want to educate people to help them grow and we have the resources and the capabilities to support them.\u201d Christina agrees, \u201cOutside of the professional work we do together, we are best friends. Sometimes it might look like we\u2019re working on things together, but we\u2019re just working in the same room on very different things. What we do is pretty different, but I can see that, from an outside perspective, there are still a lot of similarities.\u201d<\/p>\n\n\n\n

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Some of the top hospitality companies have absorbed what other industries have done better; however, many more have attended a seminar that points our the a diversity of people leads to diversity of thought, but haven’t implement that at higher levels. <\/strong><\/p>\n
– Christina Viera<\/cite><\/blockquote>\n\n\n\n

Their friendship has evolved alongside their co-productions, in part because they have achieved similar milestones and earned accolades in relative lockstep, a phenomenon Christina attributes to their shared profession and open exchange of ideas. These ideas have added range and reach to their careers, which have spanned (and continue to include) everything from traditional bartending, bar management, event conception, planning and design, competition, retail and ownership. They\u2019ve both followed\u2014and sometimes led\u2014the arc of the industry as it curved away from hustle toward a more intentional development and delivery of the bar experience and design, programming and menu development, which has earned them an omniscient view of the industry. And, while they see a lot of the same opportunities listed in trend reports, they also see patterns and systems that obscure and sometimes even block the path to success.<\/p>\n\n\n\n

Prior to the pandemic, Christina had successfully transformed multiple creative side hustles into full-time, freelance work, taking on projects in education, consulting and working with experiential marketing companies. But when bars shuttered and events were suspended, these opportunities disappeared. \u201cSo much of what I did relied on travel and people being together,\u201d she explains. \u201cI had to decide if I was going to wait around for the industry to bounce back and someone like me could get back to full-time freelance work or if I needed to go back to a bricks-and-mortar role.\u201d The opportunity to take on Bar Mordecai, which Christina co-owns with Josh LeBlanc and Emily Blake, presented itself in the summer of 2020, which was the best of both worlds. \u201cI could take on the bar in a bricks-and-mortar venue using what I had learned and done out on my own, but as a self-reliant business owner.\u201d<\/p>\n\n\n\n

Evelyn\u2019s endeavours have a similarly large wingspan, but she credits a large part of her success to her natural business sense and upbringing. Her father worked in banking and her mother was \u201csuper corporate\u201d. From her childhood in Hong Kong, the importance of being able to take care of yourself was instilled in her. Finding her way into the industry after studies in the Arts\u2014a financial decision she thought would be short-lived\u2014Evelyn took on a variety of bar roles, working on the full build out for Pretty Ugly, and eventually became beverage director at the Donnelly Group (now Freehouse Collective). Like so many in the sector, the pandemic would push her onto a different path. \u201cWhen everyone was laid off, I repositioned myself and my own brand. I felt that I had enough knowledge on both the operations and creative side as well with a different perspective to offer the industry, so I built Evelyn Chick Projects as a bar consultancy and hub. I found it allowed me to do different things and think well outside the box, like doing cocktail kits during the pandemic. Eventually, it got big enough that I needed an event space\u2014which had never been part of the plan, but it was the right opportunity at the right time, so I did it. My entrepreneurial sense was kickstarted by not knowing what the future would hold, and leaning into what I had learned and recognizing that that holds value. I was spiraling out of control and then suddenly, I landed on my feet as a multi-venue owner.\u201d<\/p>\n\n\n\n

>><\/strong> 1. Lean in to positive social disruption.<\/strong><\/p>\n\n\n\n

Viewing the industry through a multi-faceted lens, Christina and Evelyn point out that the biggest hurdle for new bar owners and entrepreneurs will be seeing into a future that feels more like fortune telling than forecasting, and experienced operators still raw from endless pandemic pivots are realizing the success formulae\u2014or \u201cthe rules\u201d\u2014 for the industry have been replaced with a new, ad hoc playbook. \u201cWhen we were bartenders coming up, we were looking at success stories and owners\u2019 blueprints, models and three, five and ten-year plans,\u201d Evelyn notes. \u201cNow, everything has changed. Learning how to navigate ownership and partnerships in this new climate is crucial. These are some of the ideas we\u2019re talking about at RC Show.\u201d<\/p>\n\n\n\n

This period of sustained disruption will undoubtedly continue to favour agile and creative entrepreneurs over more traditional business styles. While this is tough, there is an underlying positive. It\u2019s not just \u201cpent-up demand\u201d, but a new willingness to try something new, engage differently and expand the concept of community. As consumers rethink the relationships they have, bars and restaurants may be advantageously positioned to service new consumer demographics, desires and need states, with an unmet desire for \u201ccommunity\u201d and \u201cbelonging\u201d at the top of the heap. \u201cSome of the top hospitality companies have absorbed what other industries have done better,\u201d Christina acknowledges. \u201cHowever, many more have attended a seminar that points out that a diversity of people leads to diversity of thought, but haven\u2019t implemented that at higher levels. They\u2019re not comfortable knowing what it\u2019s like to truly disrupt the models they use, and they\u2019re not engaging with people on the ground. Evelyn and I do not own hundred-million-dollar hospitality companies, but what I do know is that with the diversity of our work experiences and the connections we\u2019ve made, if we were in different bodies, the value of our work would be drastically higher. The good news is that more companies are starting to notice that the people who are economically important to them are more similar to us in demographic than to the people in charge.\u201d<\/p>\n\n\n\n

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As a Black woman working in the hospitality space, Christina notes that Black entrepreneurial success stories are commonly shared because of how\u2014and to whom\u2014opportunities are distributed within the industry. \u201cNot only in hospitality, but especially in hospitality, we don\u2019t see the same styles of opportunity given to people of colour and especially women of colour. We tend to see more \u201centrepreneurial\u201d success stories because people hit a wall or they see their success as something they have to self-create. I became more entrepreneurial than I necessarily wanted to, because I found it harder to grow in traditional or corporate environments. It was a way to be able to do what I wanted to do and showcase my abilities when I wasn\u2019t getting some of the same opportunities as others.\u201d<\/p>\n\n\n\n

The need for bars and restaurants to change how they engage with talent and their clientele is a demographically-driven priority. To be successful, businesses need to learn to welcome guests from increasingly diverse age, ethnic and cultural groups. To do that, they need to realize that making space for leadership and perspective from representative talent isn\u2019t just a line in a community social responsibility report. As neighbourhood meeting places, bars and restaurants can\u2019t fake it until they make it\u2014they\u2019re the heart of hospitality. \u201cOperators need to demonstrate greater understanding of the people who come in\u2014what they might find curious, what technologies enhance their experience and how to deliver a real, inclusive experience,\u201d Christina says. \u201cFor example, are you only showing Asian hands during Lunar New Year? Or Black customers during Black History Month? Or posting feminized hands holding a drink on your Instagram? What do people look like in your ads? On social media, or TikTok, it could instead be not having a strategy at all. Our staff understand that people who come in and have a good experience will essentially create advertisements for you, but you need to know what people want from your place to be able to do that.\u201d<\/p>\n\n\n\n

>><\/strong> 2. Don\u2019t pay for influence, inspire co-creators.<\/strong><\/p>\n\n\n\n

Christina notes that Bar Mordecai has grown its business using authentic, earned posts from guests. \u201cBased on the way TikTok works, people don\u2019t need to have a lot of followers. They can just hit the algorithm in a certain way. A person might only have a hundred followers on TikTok, but because of the way the algorithm works and how it geolocates, those videos can actually bring in hundreds of people. Engaging naturally with customers and allowing them to add to your brand story can bring in a lot more business. You don\u2019t have to pay for five influencers with a lot of followers. It could be as simple as naming one of your happy hour cocktails using the most current slang. It works and people love it. Our happy hour gets featured all the time.\u201d<\/p>\n\n\n\n

>><\/strong> 3. Foster a sense of belonging.<\/strong><\/p>\n\n\n\n

When people emerged from lockdown, they wanted more from many businesses. For bars, this has manifested in a heightened consumer appetite for business that deliver superior human interaction and connection and a sense of belonging. This new demand is reshaping bar offerings and design, ushering in a renaissance of the old club or public house-style spaces. Bars are no longer just a place to get a drink, they\u2019re a community social space with a new ability to make money across multiple programs.<\/p>\n\n\n\n

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Fluidity isn’t something people talk about in business. People may have a vision and feel they need to have things roll out a certain way, but the pandemic changes that forever. <\/strong><\/p>\n
– Evelyn Chick<\/cite><\/blockquote>\n\n\n\n

Culture plays an enhanced role in the new landscape and desire to belong, and great bars deliver culture by creating a harmonized, well-programmed experience that\u2019s shared with its customers. The food, bar and experiential menu define the boundaries and guests are welcome to participate within them. \u201cBars are inherently experiential,\u201d says Christina. \u201cThat\u2019s why programming is so important. Your vibe, your lighting, your level of intimacy\u2014that\u2019s all programming. Bar Mordecai is really big, so I try and do a lot of different levels of programming, like karaoke. You don\u2019t have to drink; you can come for just an activity at the minimum spend.\u201d Evelyn agrees. \u201cWe\u2019re exiting the realm of thinking in terms of \u201cdrinkers\u201d and \u201cnon-drinkers\u201d\u2014everyone is a guest. It\u2019s about rethinking profitability. We\u2019re moving past the mentality that non-drinkers are just taking up a seat. Whether it\u2019s a karaoke room, a special DJ or just curating a really special social space, bars are no longer transactional. It\u2019s not about how we get the most money from a seat. It\u2019s total profitability\u2014adding activities, no\/lo options and other programming aspects to keep people in seats and expand your customer engagement and reach\u2014that\u2019s the point.\u201d<\/p>\n\n\n\n

>><\/strong> 4. Build fluidity and connection points into your bar experience.<\/strong><\/p>\n\n\n\n

Creating resonant community connections through features and subtle design touches from menu item names and custom events to targeted bar zones is the essence to placemaking and plays an important role in customer engagement and comfort. Adding design features that encourage photography or video is a smart choice, but also pay attention to other often-photographed areas of your bar\u2014it may surprise you to learn what others like about your space. \u201cIt\u2019s almost never what you expect when you design it,\u201d Christina points out. \u201cIt\u2019s actually humbling. Both of our spaces were designed by us and have our aesthetic, but there are always other things that people focus on. You lean into that because it creates a visual story that draws people in. Word of mouth is a real thing, but it\u2019s not just through spoken language anymore.\u201d<\/p>\n\n\n\n

Evelyn and Christina note that in a post-blueprint business world, success relies on inviting the consumer in to engage and co-craft bar spaces over time. Both acknowledge that their spaces have evolved away from their original business plans over time and that this is essential to guest belonging and loyalty. The pivot has become a permanent, element of the bar business, though now it\u2019s less reactionary and more fluid. \u201cFluidity isn\u2019t something people talk about in business,\u201d Evelyn says. \u201cPeople may have a vision and feel they need to have things roll out a certain way, but the pandemic changed that forever.\u201d<\/p>\n\n\n\n

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>><\/strong> 5. Make communication a core business competency.<\/strong><\/p>\n\n\n\n

If inviting guests into the tent is about building loyalty, inviting staff in is about building the stability and consistency an operation needs to survive. Independent bars in high-competition locations rely on staff to not only serve their guests, but also represent the philosophy or vibe of the operation. Younger consumers and employees are prioritizing differently, often considering their choice to visit or work at a business as an investment in the business or an implied endorsement of its practices and values. This shift has put greater emphasis than ever on communication and specifically around setting expectations with guests.<\/p>\n\n\n\n

\u201cWe are solidly Millennials,\u201d says Christina. \u201cWe have a lot of Gen Z staff, and there\u2019s a significant difference between how we were trained and the expectations staff have\u2014or the fact staff can have expectations. Or what guests expect. I\u2019ve never seen businesses (or myself) put in so much effort to setting and conveying guest expectations\u2014from rules, seating times, order modifications\u2014we spend a lot of time communicating to our staff how they should communicate expectations to our guests in a way that\u2019s firm, but hospitable. This can be difficult in a society where rules are sometimes perceived as control. I do a lot of training with staff on how to communicate that it\u2019s not about saying \u201cno\u201d, it\u2019s about making sure everybody has a good time.\u201d.<\/p>\n\n\n\n

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>><\/strong> 6. Embrace the trends that make sense for your business.<\/strong><\/p>\n\n\n\n

When we talk about bar trends, Evelyn, who has been advocating for the no\/lo movement for years, laughs out loud. She believes trends like the no\/lo movement not only accommodate the needs of a growing guest cohort, but are also reshaping the scope of experience bars can offer all visitors. \u201cBars are now offering an evolving range of entertainment,\u201d she says. \u201cThere are a lot of hybrid and innovative models that have come up that will feed this \u201cmovement\u201d. I\u2019ve seen a move toward no\/lo options, but do I think drinking is going to go away? No.\u201d<\/p>\n\n\n\n

Christina notes that cultural and lifestyle awareness need greater consideration in the hospitality space. \u201cI come from a family that doesn\u2019t drink alcohol, so I\u2019ve never thought that if people don\u2019t drink, they don\u2019t belong in the space. There are many cultures and lifestyles that do not centre drinking in their ability to access social spaces. You can see it in how some people are still framing no\/lo\u2014that you can only have fun if you go out drinking\u2014it\u2019s very North American. Many cultures don\u2019t think that way. We put a no or lo-alcohol cocktail on our happy hour menu, and these options often get cycled throughout a guest\u2019s night. A Campari and soda is low alcohol, until you drink 12 of them. We see more people drinking a cocktail and then having a non-alcoholic beer, like Corona Sunbrew, because it tastes and looks similar to the regular brew. Being able to have something that doesn\u2019t look comical and tastes similar appeals to people and means they don\u2019t have to explain their actions. That can matter to people.\u201d<\/p>\n\n\n\n

Evelyn further qualifies that although no\/lo plays an important role in bar culture, both in terms of provision and quality of experience, it doesn\u2019t mean operators should be embarking on a wholesale menu conversion. \u201cIt really goes back to building spaces of community and socialization. \u201cSomething as basic as the wording on the menu listing and how you train your staff to talk about it is huge. It\u2019s not realistic to expect bars to stack their menus with no\/lo options, but in terms of curating your space to make sure every single person is welcome and cared for, this service is now an integral, normalized part of service. No\/lo options need to be integrated into day-to-day service to have a successful bar program.\u201d<\/p>\n\n\n\n

The winning approach is to develop a bar menu that reflects the bar concept, with options available to suit different guest needs. If you\u2019re a cocktail-focused bar, you don\u2019t need to offer a robust selection of beer or wine options\u2014just one or two complementary beers or wines will suffice. \u201cWe do not sell a lot of beer,\u201d says Christina. \u201cWe\u2019ve whittled the menu down so that we have interesting options we always carry, but Bar Mordecai doesn\u2019t need 20 beers. We have a tight, non-alc cocktail menu with a few cocktail options, a house-made soda and some non-alc beers, but we\u2019re a cocktail bar and that\u2019s what the majority of people will order.\u201d<\/p>\n\n\n\n

>><\/strong> 7. Build a healthy bar culture.<\/strong><\/p>\n\n\n\n

Evelyn and Christina\u2019s Tuesday Takeover at RC Show is centred around the ways owners can take care of themselves and their staff to help them serve their customers. The day\u2019s lineup focuses on strategies to create better work environments, improve personal and employee mental health, decrease stress and increase sustainable profitability.<\/p>\n\n\n\n

\u201cLast summer, we saw a lot of people exit the industry,\u201d says Evelyn. \u201cThere was a constant conversation about the labour shortage and the sense that owners couldn\u2019t find or hold on to staff. The biggest thing owners are looking for in the uncertain and chaotic future is an upward trajectory on longevity. This is perceived as a transient industry where people can come in and make money to continue their education or work toward other goals. We need to think about the industry as a professional space where you can expand and grow. With experiential design, social media content marketing, activations and employee health support, there\u2019s a lot of new movement in the industry and room to invest in your staff. Building a healthier bar culture is not only going to keep people in your space, it\u2019s going to help build a better industry narrative.\u201d<\/p>\n\n\n\n

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I come from a family that doesn’t drink alcohol, so I’ve never thought that if people don’t drink, they don’t belong in the space.<\/strong><\/p>\n
– Christina Viera<\/cite><\/blockquote>\n\n\n\n

Evelyn acknowledges that the tight labour market and growing industry attrition has changed the rules of attraction and retention. \u201cThere\u2019s a growing realization that a person will probably perform better in the space if their needs are accommodated. The industry is waking up. Younger employees have seen others working less hard for a greater return on investment, and they want to see that in this industry. We need to help operators navigate through this integral period of growth for their staff and the industry by giving them the right tools.\u201d<\/p>\n\n\n\n

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Many young people entering the industry did not work during their teen years, so their manager may be their first authority figure who is not a parent, coach or teacher, Christina points out. Managers need to take the time to communicate clear expectations with these employees and explain any consequences of their preferences or boundaries. \u201cIf an employee doesn\u2019t want to work late hours, they need to be told they won\u2019t earn as much from tips because our volumes increase after 9 or 10:00 p.m. If an employee needs to take a mental health day, that\u2019s completely okay, but they need to understand that they are responsible for making that call. Clear expectations and accountabilities need to be laid out. Those conversations help keep the individual employee and the entire workspace healthy.\u201d<\/p>\n\n\n\n

\u201cIt\u2019s all about managing accountabilities,\u201d Evelyn adds. \u201cPreviously, the employer called all the shots and made all the rules. Some owners may feel that roles are reversed and staff have all the power, but that\u2019s not true. It\u2019s about the relationship you establish with your staff. From independents to large corporations, conversations with employees are happening to establish expectations, and understand their needs. 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