Smarter trading and technology

Succeeding with a supper club model - with Adam Reid, owner of The Whippet and Pickle set in the historic heart of Holmfirth.

Mark Ferguson at Favouritetable, speaks with Adam Reid, Owner of The Whippet and Pickle Supper Club, about building a focused neighbourhood dining concept, managing costs in a difficult economy, and how smart, simple technology is essential for modern hospitality operators. 

Mark: Tell us about your background and The Whippet and Pickle Supper Club. 

Adam: My background is as a chef and restaurateur, with a few operations mainly around Manchester and the North West. The Whippet and Pickle is a smaller family venture I run with my wife. We wanted to do something local and neighbourhood-focused, and the site in Holmfirth really appealed to us. 

The name was already there when we took it on, and it was too good to lose. The only thing we’ve really kept from the previous business is the name. Today, we’re a dinner-focused restaurant operating as a supper club. 

Q: How does the supper club format work? 

A: We run a single-seating model. Everyone arrives at the same time, has their own table, and enjoys a set menu served to the room together. It’s not communal dining, but it creates a shared atmosphere and allows us to deliver a more controlled, elevated experience. 

 We only run around four services a month, so it’s event-based rather than a traditional restaurant model. That makes it focused, efficient and manageable. 

Q: Are you very hands-on in the business? 

A: Completely. That’s part of the reason for having a small neighbourhood restaurant. I’m involved in everything, from the booking system to washing the pots. The aim is to deliver a slightly elevated experience in a relaxed, local setting, and being hands-on helps keep that consistent.  

Q: What role does technology play in your day-to-day operation? 

A: You can’t really run even a small neighbourhood restaurant now without some form of booking system. The days of answering the phone with a diary open are gone, especially if you want to focus on improving the customer experience. 

What I like about Favouritetable is that it doesn’t overcomplicate things. It feels designed for busy operators. It gives you what you need, quickly and without fuss. Two clicks and it’s done. 

Q: Which parts of Favouritetable are most useful to you? 

A: We use the core booking platform. Our offer is very simple: one menu, limited dates, one sitting. So we need to know who has booked, whether they have paid a deposit, and what the booking sheet looks like for the day. 

The system is perfect for that. I can quickly add the dates we’re opening, customers see them on the website, book directly, and pay a deposit online. That simplicity is exactly what we need. 

Q: How has the current economy influenced your business model? 

A: The Whippet and Pickle has been designed around both what we want to offer customers and what is realistic in the current climate. Rising wages, food costs and energy bills mean the traditional model of opening most of the week and hoping people come in is becoming harder to sustain. 

We’ve flipped that model. We open on specific dates, know we’ll do around 20 covers when full, and can plan staffing, food and service around that. It reduces waste, protects margins and gives customers better value. 

Q: Is this a model other restaurants may increasingly adopt? 

A: I think so. Operators are having to look much more closely at which services actually make money. There are many places now that don’t open Sunday nights, Mondays or Tuesdays because the labour and operating costs are too high.  

Previously, a strong Saturday might cover a weaker Monday. Now, Saturday has to pay for Saturday. Every service has to justify itself. I think we’ll see more businesses becoming tighter, more concise and more selective about when and how they trade. 

Q: How important is repeat business? 

A: It’s very important, but balance matters. We’re probably about 50% regular customers and 50% new guests. The regulars like the structure and atmosphere, but because the menu changes every month, there’s always something new for them. 

The other half tends to come through word of mouth, often from those regulars. That’s ideal for a neighbourhood restaurant: a strong base of returning guests, but still enough room for new people to discover you.  

Q: What should operators focus on over the next six months? 

A: Know your capacity, your costs and your resources. Don’t just chase volume—make sure the services you open for have the strongest possible revenue impact. 

Cut away the loss-leading parts of the operation. If brunch on a Thursday morning doesn’t work, don’t do it. If Monday night loses money, question whether you should open. The smartest operators will be the ones who streamline their offer and focus energy where they are strongest. 

Q: Are customers becoming more selective?

A: Yes. Eating and drinking out is becoming more expensive, so people are more discerning. They want to know they’re getting value for money. That doesn’t mean every restaurant has to be fine dining, but it does mean operators need to understand their strengths and deliver them consistently. 

 For me, it’s not survival of the fittest, it’s survival of the smartest. 

Q: What do you enjoy most about running the business? 

A: Creating something. I’m constantly thinking about how to improve, refine and develop the experience. A restaurant, for me, is about creating a space and an experience that I believe is exceptional, then inviting people in to enjoy it and make their own judgement. 

That’s what hospitality is really about. 

Find out more about The Whippet and Pickle here: https://thewhippetandpickle.com/