My route to management in restaurants
Sean Gavin, 36, has one of the most enviable workplace views in London. "We are right next to Tower Bridge," enthuses the manager of Conran restaurant Butlers Wharf Chop House. "When the sun shines, the atmosphere is brilliant. You can sit on the terrace watching the river, and also Tower Bridge, which goes up two or three times a day to let ships through."
For Gavin, restaurant management has been his chosen career since the early 1990s, following an abortive attempt to become an engineer. "I went to college to study engineering but soon realised it was a mistake. I didn't enjoy it. I left college, worked in bars and clubs - which was really sociable - and went travelling."
On returning to London in 1992 he chose to make catering a career path instead of just a casual job, and quickly landed the position of head waiter at celebrity chef Antony Worrall Thompson's London restaurant, dell'Ugo.
"I got on very well with Antony," says Gavin of the gregarious man who has recently been marooned in the Australian jungle for ITV's I'm a Celebrity Get Me Out Of Here! "He is very fair and forward-thinking, always looking for the next trend and style of restaurant."
He progressed his career with Worrall Thompson by joining Zoe, in London's St Christopher's Place, as assistant manager, and then moving to the new Café dell'Ugo, in London's Tooley Street, where he worked as general manager for three years. Following Worrall Thompson's departure in 1998, Gavin decided it was time to move on.
Conran Restaurants was his first choice and, although he narrowly missed out on a manager's job, he was offered the position of assistant manager at the architecturally stunning London restaurant, Quaglino's. A year later he became manager of Cantina del Ponte, before moving to his current role at Butlers Wharf Chop House in 2001.
The job involves responsibility for all aspects of the restaurant, which serves British food and is famous for its steak, kidney and oyster pudding. He is in charge of everything from recruiting, training and leading a team of about 60 people to managing the financial side and driving the business forward.
After a decade in catering his enthusiasm hasn't worn off. "A lot of people wake up in the morning and don't want to go to work," says Gavin. "I never feel like that. I'm meeting interesting people every day. I wouldn't fancy getting stuck in an office looking at the same faces every day."
Some office-based work comes with the territory, however. The job tends to be Monday-to-Friday office hours (apart from a couple of evenings each week) because there is an administrative element that involves frequent liaising with head office. However, having worked his fair share of punishing hours over the years, it fits in well with two children and family life.
The manager's day begins with sending figures (forecasts, sales, wages, etc) to head office, and working on budget plans for the year ahead. With the paperwork out of the way, the team have a meal together followed by a briefing to ensure everybody is up to speed before the lunch rush. The briefing includes preparing for any visiting VIPs or special-occasion meals and looking over wine lists.
"At lunch I'm out on the floor looking after things and saying hello to regulars, some of whom come in two or three days a week," says Gavin. "I prefer to lead by example - it's not sufficient to tell somebody to do something; showing how and explaining why is much better for morale. We have a great team here."
After lunch winds down everything starts again, including another staff meal and briefing, before setting up evening service.
Customers are a mix of business people and local residents and, to a lesser extent, tourists.
"The best part of the job is when you sit down at the end of the night and know that customers have really enjoyed their meal and talk about when they are coming back. Sometimes they will shake your hand and thank you for a really special evening," he says.
"The downside is dealing with difficult customers. Most people are very happy, but occasionally you just can't please somebody - perhaps they have had a hard day at work and need to take it out on my staff. It can be satisfying if you can turn the situation around."
Clearly there are few dissatisfied customers, as the restaurant, one of the most successful in the Conran group, is usually buzzing. Who knows what the future will hold, but one day Gavin would like to take even more responsibility and manage several restaurants.
Sean's tips
* Attention to detail is very important. There are lots of restaurants opening to become the latest Big Thing only to fade away again. Never sit back. Be consistent and keep up standards.
* Look after staff and treat them fairly - they are your sales team and should feel motivated.
