Luke Harbor: ‘Looking Back, Forging Ahead’

By Harpers Editorial team

Published: 21 August, 2026

As we press ahead with our summer Q&As, next up is leading sommelier Luke Harbor, group beverage director at The Pig Hotels, who reflects here upon on-trade trends; the exciting prospects for English wine; and why more young people should take a chance at a career in hospitality.

How has business been for you in the first half of 2026 and how do things compare to where you were last year?

I’ve noticed that guests aren’t necessarily spending less, rather they’re spending more deliberately. Every order has to feel worthwhile, be that a £5 coffee or a £90 bottle of wine. That puts even more emphasis on creating memorable experiences rather than simply serving drinks.

Wine continues to be resilient because it remains synonymous with celebration, relaxation and spending quality time together. It’s one of the few categories that people still treat as an experience rather than a transaction, I think.

Another significant shift has been alcohol free. It no longer feels like an extension of the drinks list or a compromise. It has become a fully-fledged category with guests expecting the same level of quality, theatre and choice as they would from wine or cocktails. As Paul Beavis of Wild Idol says, ‘it’s about being part of the occasion’.

Commercially, we’re relying less on straightforward price increases and far more on smarter stock/range management, premium BTG and giving our teams the confidence to recommend well. Stronger education has probably delivered more value than simply adding more products.

I’m also delighted to see English wine continue to gain more momentum. That growth hasn’t happened by accident. Staff training, vineyard visits, thoughtful list positioning and helping our teams tell the stories behind the wines have all driven this.

What are you most proud of achieving this year in terms of driving the business forward?

Without question, it’s the people.

Over the last decade we’ve built one of the largest structured sommelier development programmes in UK hospitality and this year we’ve continue to invest in this. We have just had superb results from our in house WSET Level 2 and 3 courses, paving the way for the next generation of wine and beverage professionals. Seeing young sommeliers develop into confident leaders is far more rewarding than any commercial KPI.

I’m equally proud of developing a bespoke wine education programme alongside one of our key supplier partners. The objective was never simply to sell more wine, but to create knowledgeable hospitality professionals who can engage guests with confidence and make the guest journey more exciting.

We’ve also continued developing specialty coffee as a part of our beverage identity rather than treating it as a separate operation. Guests increasingly expect excellence across every drink they consume, not just wine.

Finally, seeing alcohol free evolve into a category with real credibility has been hugely satisfying.

What have been the biggest challenges so far this year and how have you sought to circumvent those?

Like most operators, we’ve faced significant cost pressure across almost every aspect of the business.

Supplier costs continue to rise, labour remains challenging, energy costs are unpredictable and changes to packaging legislation have added another layer of complexity (mainly for suppliers at this stage). The days of simply increasing prices to offset those pressures are largely behind us, so operators have to become much more commercially on the ball.

Recruitment remains another challenge, although I think we’ve moved beyond simply asking how we attract people into hospitality. The more important question is how we develop them once they’re here. Creating careers rather than simply filling vacancies has become one of our biggest priorities (and has always been a focus for The Pig).

One area that’s become even more important is supplier partnerships. I’ve never believed in purely transactional relationships. The strongest partnerships today are built around shared education, staff development, activations and long-term collaboration. Those relationships are delivering far more value than simply negotiating another percentage point of discount.

Looking ahead to the second half of the year, what do you have in the pipeline?

We’ll continue investing heavily in English wine and make sure it sits naturally alongside the world’s best regions rather than being treated as a novelty.

Education remains central to everything we do. The better our teams understand wine, coffee and hospitality, the better the guest experience becomes.

We’re also continuing to develop a fully integrated beverage strategy where wine, coffee and alcohol-free drinks complement one another rather than existing as separate departments.

Behind the scenes, we’ll keep making better use of data to understand guest behaviour and refine our offering, alongside further investment in premium BTG programmes that encourage exploration without compromising accessibility.

What significant or emerging trends are you seeing in the drinks’ world that are likely to have an impact on the future nature of trade?

Experience motivated: Guests today aren’t necessarily looking for the most expensive option. Rather we are finding that many are looking for the most memorable one or something different. Storytelling, provenance and knowledgeable service increasingly offer value and activities while staying.

English wine finding its own path rather than dovetailing on the classics: One of the biggest shifts is confidence. For years we compared ourselves with Champagne and added a nod to Burgundy. Increasingly, English wine is comfortable being English wine. The quality continues to improve, pricing is becoming more sensible and the category has momentum.

Alcohol free growing up: The category has matured enormously over the past few years. Quality has improved dramatically and guests now expect premium alcohol-free options rather than simply soft drinks.

Data driven decision making: Hospitality is becoming much more analytical. Decisions are increasingly based on spend per head, gross profit, cost of sales, guest behaviour and menu performance rather than instinct alone. Good operators are combining data with intuition and remembering the guest in decision making!

Education becoming a competitive advantage: Perhaps the biggest trend of all is investment in people. Operators are recognising that knowledgeable teams create better experiences and stronger commercial performance than simply carrying more products.

From government, consumers, or the trade itself, what change(s) would you most like to see to help your business and others to thrive?

I’d love to see wine duty simplified. The current ABV based system has added unnecessary complexity for both operators and consumers.

I’d also like to see continued government support for English wine through tourism, education and export opportunities. The industry has made great progress, but there’s still huge untapped potential.

Hospitality also deserves a stronger apprenticeship pathway. We need qualifications that better reflect the modern skills our industry demands.

Finally, I’d love to see hospitality recognised for what it truly is: a long-term profession rather than summer job. This industry has given me an incredible career and continues to offer extraordinary opportunities for those prepared to embrace it.

What fills you with joy and optimism about the drinks world?

I’ve never known our industry to be more collaborative.

Producers, sommeliers, chefs, bartenders, coffee professionals and suppliers are sharing knowledge far more openly than they were even five years ago. That willingness to help one another can only improve hospitality as a whole.

I’m also constantly inspired by the next generation. Young people entering hospitality today ask brilliant questions. They’re curious, ambitious and want to understand the 'why', not just the 'how'.

Any other predictions for the second half of the year?

English sparkling wine will become a standard listing rather than a specialist addition.

Alcohol free lists will become every bit as considered as wine lists.

Smaller, better curated beverage programmes will outperform larger lists with unnecessary duplication.

Coffee innovation: iced/cold brew will lead a wave.

AI will become an increasingly valuable commercial tool, helping operators analyse data and improve efficiency, but it will never replace proper hospitality, empathy and human touch.

Quick fire questions…

Burgundy or Bordeaux?

Burgundy. Always a discovery. Every bottle teaches you something – even if that’s frustration

Germany or Greece?

Greece. Salty!

Pet Nat or Prosecco?

Neither… traditional method English sparkling every time

Bottle or by the glass?

Bottle. Always best shared

Whisky, rum, gin or tequila/mezcal?

Tequila. Great agave reminds me of fine wine: tiny production, extraordinary diversity, a sense of place and craftsmanship

Go-to cocktail?