An interview with Hadrien Haumont, Bar Manager at Fitz’s, London

The subtle art of relevance, presence and menu influence in 2026.

Luxury hotel bars operate to a very different rhythm. Standards are exacting, service is choreographed, and every brand interaction is noticed, for better or worse.

We spoke to Hadrien Haumont from Fitz’s at the Kimpton Fitzroy London about what genuinely resonates with top bars today, what feels tone-deaf, and how brands can build relationships that last beyond short-term sales spikes.

First up — what kind of bar operation are we actually talking about?

At Kimpton Fitzroy London we work within a luxury hotel environment where expectations are high, standards are precise, and guest journeys are carefully curated.

From the moment someone arrives at the bar to when they leave, every interaction and timing matters. It’s not a casual bar, it’s a coordinated guest experience.

Which drinks brand has genuinely impressed you recently, and why?

A trip to the distillery is always a big one. I’ve had the opportunity to visit a few, and it always feels special — especially when you aren’t from one of the most talked-about bars or part of the 50 Best.

Organising special days and events specifically for hospitality workers also stands out. Those moments make you feel valued rather than just targeted.

So what brand behaviour feels outdated now?

First, turning up with your brand without having set up a meeting. Also, brand ambassadors not coming in regularly to check in and take the temperature.

From personal experience, speaking negatively about another brand I stock, or making menu placement conditional without understanding the type of venue you are in, feels very out of touch.

When it comes to menu listings, what actually drives the decision?

First comes the relationship. I’ll always give priority to brands that the bar I work at has collaborated with productively before, or to personal relationships I have with brands.

Then there’s the level of support the brand can provide, at whatever scale makes sense. Just because you are the brand that “everybody” orders doesn’t guarantee you a spot on our menu. The brand’s image on a national and even global stage also has an impact.

What’s the fastest way for a brand to lose credibility?

Starting the discussion with demands — whether that’s volume expectations or insisting that a group of SKUs from the portfolio must be listed in order to receive support.

That negative energy of being a “big brand everybody wants,” and therefore feeling you don’t need to provide support, is a real credibility killer.

Best brand training you’ve experienced, and why it worked?

I can’t recall a specific session right now, but any brand ambassador, rep, or advocacy person who is able to talk confidently about the category as a whole, including other brands, and who doesn’t come across as a corporate goon that brings genuinely useful insights and lived experience.

What makes you never skip a brand training session?

I’ll attend if the subject of the training feels relevant, or if it’s a brand I genuinely want to learn more about. I’m also more likely to attend if it’s a workshop rather than a simple taste-and-learn session.

Many times, I’ve skipped training simply because it was too early in the day after a late shift, or because I wasn’t interested in the product.

From service reality, what makes a branded serve workable?

Branded serves can work well in chains of bars and pubs such as Be At One or Slug & Lettuce. But once you move into craft cocktail bars and above, where skill and identity are core, forcing a particular serve, other than a classic where the product is featured, often feels out of place.

More often than not, it simply doesn’t match the bar’s identity.

If you were designing the ‘perfect’ brand serve for a busy premium bar, what rules would it follow?

It should be simple to execute, with special or bespoke glassware and a garnish that is delicious or intriguing, but easy to produce.

A ritual also helps — for example, pouring the drink from a vessel at the table rather than at the bar. That kind of moment gives the brand greater visibility without disrupting service.

What’s your temperature check on the on-trade right now?

In hospitality as a whole, people are definitely choosier than before. You have to make a strong first impression, or you risk guests not coming back or recommending you to others.

Guests also seem to crave interaction more than ever, and that interaction is a key way to turn them into regular patrons.

If you could give drinks brands one piece of advice this year, what would it be?

Be present. Come and visit at least every three months. Our back bars are full of beautiful brands, and every bartender has their favourites — but if you show up regularly, even sometimes with a sample to share, it will be appreciated and remembered.

Ask bartenders what they need. You might be able to help and that will be remembered too.

And finally, we have to ask, what’s your favourite brand right now, and why?

Sipello, a British bittersweet aperitif made by Tim Simmons. He’s a one-man band who is genuine, caring, enthusiastic, and supportive. There will always be space for him and his product in one or two drinks.

Hadrien Haumont is Bar Manager at Fitz’s, the destination cocktail bar within Kimpton Fitzroy London, operating at the intersection of luxury hotel service and contemporary cocktail culture. Working to exacting international standards while serving a broad, discerning guest mix, Hadrien brings a grounded, service-led perspective shaped by daily operational reality.