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How to Open a Pub in Paris with Hyacinthe Lescoët, Co-Founder of The Cambridge Public House
Episode 25830th September 2025 • Lush Life • Susan L. Schwartz
00:00:00 00:33:37

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How does someone from Brittany end up in Britain, only to return to Paris and open—of all things—a pub? Don’t be surprised, though: this pub comes with a touch of oh là là.

I’m joined by Hyacinthe Lescoët, whose journey began in France, where his love for hospitality was first sparked while helping out in his mother’s pizzeria at just 12 years old. After earning his master’s degree in advertising, Hyacinthe made his way to London, igniting his passion for the craft of the cocktail.

He returned to Paris, where he championed seasonality, sustainability, and innovation. With this wealth of experience, in 2019, he teamed up with friends to open their own bar, The Cambridge Public House—a space that brings his philosophy of flavor, creativity, and hospitality to life. Today, he’s here to tell us how it all began!

We would so appreciate your support by signing up to our newsletter.  You can get our advice on anything to do with home bartending, where to drink in every major city, special recipes, and even your very own Lush Life mug! Just head to alushlifemanual.substack.com and sign up!

Our cocktail of the week is called Cigarette After Sex.

INGREDIENTS 

  • 25 ml Siete Misterios Mezcal 
  • 15 ml Sloe Gin 
  • 90 ml Agua de Jamaica 
  • 10 ml Verjus 
  • Garnish: Lapsang souchong tea rim  

METHOD

  • Prepare the trim by making the side of a wine glass wet and dipping it into the tea
  • Fill a wine glass with ice
  • Pour in all the ingredients and stir well 
  • Add more ice if necessary
  • Serve 


You’ll find this recipe and all the cocktails of the week at alushlifemanual.com, plus links to most of the ingredients.

Full Episode Details: https://alushlifemanual.com/hyacinthe-lescoet-cambridge-public-house/


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Transcripts

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>> Susan Schwartz: How does someone from Brittany end up in Britain

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only to return to Paris and open, of all things,

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a, uh, pub? Don't be surprised though. This pub

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comes with a touch of ooh la la. I'm, um, Susan

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Schwartz, your drinking companion, and this is

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Lush Life podcast. Every week we're inspired to

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live life one cocktail, cocktail at a time. I'm

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joined by Jacynt, uh, Lesquitt, whose journey

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began in France, where his love for hospitality

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was first sparked while helping out in his

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mother's Pizzeria. At just 12 years old, after

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earning his master's degree in advertising,

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Jacynth made his way to London, igniting his

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passion for the craft of the cocktail. He then

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returned to Paris where he championed seasonality,

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sustainability and innovation. With this wealth of

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experience, in 2019, he teamed up with friends to

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open their own bar, the Cambridge Public House. A,

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uh, space that brings his philosophy of flavor,

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creativity and hospitality to life. Today, he's

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here to tell us how it all began. But before that,

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if you love Lush.

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>> Susan Schwartz: Life, we would so appreciate your support.

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>> Susan Schwartz: By signing up to our newsletter, you can get our

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advice on anything to do with home bartending,

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where to drink in every major city, special

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recipes, and even your very own Lush Life mug.

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Just head to a lushlifemanual.substack.com and

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sign up now. Let's join Jacent.

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>> Susan Schwartz: So it's really great to have you on the show. I'm

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so excited to have you, especially right after

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your global series. So we're. Why don't you

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introduce yourself? Even though I've done a little

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intro in the beginning and tell the people who you

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are, where you work and then we'll start.

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>> Speaker C: Yeah. Well, thank you for having me. It's really

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good to be here this morning. My name is Yassin

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Espette. I'm the co founder of the Cambridge

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Public House cocktail pub in Paris and also the co

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owner of Little Red Door, also in Paris. And I'm a

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bartender, owner and everything that's related to

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this profession, this age.

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>> Susan Schwartz: Of time, all that great stuff. So here at Lush

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Life, we always like to go back before we go

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forward. It would be great to hear where you're

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from and a little bit about your upbringing.

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>> Speaker C: Yeah, of course. So I'm from, uh, Brittany, from a

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tiny island in the west of France. I've been going

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there until I was 18. They went to university. I

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studied advertising strategy, which brought me to

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Italy, Germany, and then some internship that I

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didn't really like. So I moved to London and

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started to Work in, in cocktail bars and.

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>> Susan Schwartz: Oh, wait, wait, wait. There's a lot to unpack

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there. All right, so a little town in Brittany.

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And were you always bartending while you were

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studying? Was this something that you were doing

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for extra money or was that something that came

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after?

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>> Speaker C: Yes. Uh, my mom had two pizzerias. So, um, I was

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like 12, which is not really legal. I was working

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there in the summer to just help and make some

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money. And all the time throughout my university

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time, I've been working in restaurants. Balls,

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mostly. Drink, like waitering, not really

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cocktails until London.

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>> Susan Schwartz: Was it something that you thought that you would

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ever get into? I mean, was you. Did you have

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parental pressure to say, come and take over our

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pizzerias or was it, no way am I doing that, I've

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got to do something completely different?

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>> Speaker C: No, there was no pressure at all. But it's just, I

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guess a lot of people going in my age going to

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marketing or communication, uh, studies was like

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kind of where you go and you don't exactly know

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what you want to do. So I think I've been looking.

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I, um, didn't really know what I wanted to do. So

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I've just been, okay, I'm going to study and

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hopefully it will appear to me.

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>> Susan Schwartz: But you worked in IT for a couple years, you said.

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>> Speaker C: I wanted to get a master degree in Italy, and then

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I moved a little bit to Germany, still in the

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process of studying. So I've done some internship

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throughout my university time and never actually

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worked full time in there.

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>> Susan Schwartz: What was it about the drinks industry or what you

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had been doing that was kind of so seductive that

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you said, you know what, screw it, I'm going to

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try my hand at this.

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>> Speaker C: On the first day in London, it was, uh, at the

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radio bar and there was the bar backing. So I just

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wanted to stay for the summer and I just got

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interested. So I tried to push really hard to jump

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behind the bar every time I see an occasion. I

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tried to study cocktails. It just looked very, uh,

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fun. And also the interaction with the guests and

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the people and it was actually also really good

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money. So there was a lot of factor that was

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attractive to this profession. And then I was

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lucky enough to push the right dolls and world of

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like world, uh, class Cartel came to me and I hear

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hand services. And um, yeah, I started at 69

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copycrow and a drink factory. And that's where I

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actually learned everything.

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>> Susan Schwartz: I know you've mentioned a few things about the

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community, about making some money. The cocktails

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at that Time. Did you realize that this could be a

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profession? You know, was. Because it's a while

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ago.

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>> Speaker C: Uh, yeah, for sure. I mean, the first year I was

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like, okay, should I go back into what I've been

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studying? So I don't like wasting it. I always say

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the past five years of my life. No, I think also

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my goal after doing some internship, I didn't

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really enjoy the office of his job. I didn't

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really enjoy having like, uh, the same schedule

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every day and doing the same, like going to the

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same office every day. So I think through

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bartending and also seeing what could happen with

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like events and guest shift and mostly also being

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my own boss was something that really, uh,

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interested me.

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>> Susan Schwartz: Especially working someplace like 69 Cobweh, which

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was at the forefront of the cocktail renaissance

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revolution or whatever you want to call it,

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Especially here in London. Those you just. It

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could blow your mind. I guess what they were doing

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then.

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>> Speaker C: Yeah, definitely. It wasn't really about the. The

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cocktails are really interested there. I mean the

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cocktails were interesting, of course, but it was

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more the. The way the service was going was such a

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tiny space, but, uh, so many people are going

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through it. Uh, working there was probably still

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the best bar ever walked out because it was like a

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dance with the team. I, uh, was lucky enough to,

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to be there at golden age the bar as well. So it

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was a really incredible place to, to work at. And

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then after I entered the drink factory part where

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you can actually see the lab and you can see

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production. And so, yeah, I was lucky enough for

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them to trust me to go in every single department

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of the company.

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>> Susan Schwartz: Having such a great experience there. Did you

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always want to come back to Paris or, you know,

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did you think that London would stay your home for

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a while?

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>> Speaker C: Uh, London was a little too intense for me. So

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it's a really major city and um, it's quite long

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to go any place to commute. Paris seems to be a

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big city, but it's actually quite small. And if

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you want to go from east to west, I cycle there in

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30 minutes. Uh, London, everything takes 30

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minutes minimum in London, which is good, but it

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just wasn't for me. I think I also cherished like

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work, life, balance. So Paris was a, uh, bit more

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that to me and also a business perspective. I

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think it was easier for me to. To open a bar in

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Paris because I've got like my people here and I

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didn't know the market at the time, but maybe it's

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one or so came back to Paris. So we had. And I

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think the cocktail wasn't as developed as London.

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So, yeah, a lot of factors.

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>> Susan Schwartz: What year are we talking about? When did you move

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back?

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>> Speaker C: In 2015.

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>> Susan Schwartz: Okay. So a good 10 years ago when.

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>> Speaker C: I worked at the Bacon, La Marie Celeste, which is

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part of the Quixotic Project. So Candelaria Group

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and I opened the. A new business for them. And

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after that, in 2019, we opened the Cambridge.

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>> Susan Schwartz: When you were in London, what do you think that in

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your mind, being an inherent marketer and having

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studied it for a long time, that you were

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thinking, okay, my goal is to have this kind of

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thing that you thought, when I get to Paris, I

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want to do everything that I can to do that.

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>> Speaker C: Yeah, definitely. I think, again, the ultimate

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goal was to not have any bosses.

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>> Susan Schwartz: All right, I forgot. Yes. I don't think you said

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that before. Exactly.

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>> Speaker C: Yeah. It's to be free to do, like, whatever kind

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of whatever I want. So that was. That was the goal

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behind opening a bar.

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>> Susan Schwartz: Sometimes the bar can be the boss, you know?

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>> Speaker C: Yeah. There's always the bank.

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>> Susan Schwartz: So the bank and the bar. Right. There's always

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some ball. All right, so. So you're working,

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you're doing your menus. Did you have a kind of

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bar in mind? Because it's. It's funny that you

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started one that's named after some place in

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Britain. Not Britain, but Britain, you know. So

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what were some of your ideas before you started,

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uh, the Cambridge?

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>> Speaker C: Well, to be honest, when we moved to Paris, we

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were, like, maybe a little cocky. Was like, oh,

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we've been to London. We're going to move to

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Paris. We're going to. We're going to open the

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best bar. Something like that. And then after one

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week, we realized, like, we weren't ready. So we

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pushed back the project for.

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>> Susan Schwartz: Okay.

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>> Speaker C: We didn't decide for how long, but we're like,

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okay, we're not ready. Uh, you guys are gonna do

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what he's doing. I'm gonna walk in different bars

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and restaurants and see how it goes. We didn't

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have the idea of the pub at first, but it's, uh,

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with another. Our third partner called Greg, is

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from London. We used to work together there. And,

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um, we realized we. We miss pubs, so we are

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meeting every week for some drinks. And then we

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always talked about it. So the idea came. Came

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like that, just by having something that we were

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missing in Paris.

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>> Susan Schwartz: Now, you said we. Who was the other person?

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>> Speaker C: Uh, so a guy called Greg Inder.

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>> Susan Schwartz: No, no, I meant other than Greg. You said, we came

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in So I wasn't sure if there were two of you @

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Paris.

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>> Speaker C: My partner today is uh, called Hugo, uh, is uh,

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doing more the back of house and the financials

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development part of the company. It's not working

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in bars. It's always working as uh, an

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entrepreneur or in startup, something like that.

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So he's my m business partner.

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>> Susan Schwartz: So the three of you, you got your two Frenchmen

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and one Brit and you come up with this idea for a

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pub type bar, right?

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>> Speaker C: Exactly.

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>> Susan Schwartz: Did you think there is kind of a rivalry between

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the Brits and the French? How did you think the

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Parisians would take to it?

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>> Speaker C: I say everybody, everybody loves a pub here. We do

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have a lot of pubs but they all have the same

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offers kind of so you can find the same beers and

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the same food, etc. Uh, and it's not really well,

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well seen. Sometimes it's a little bit dirty. It

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doesn't have the same appeal as the pubs you have

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in London and UK or in Ireland. So we want

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something a bit more modern. We already saw some

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cocktail pubs in London where it's a little bit

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more of a modernized version of a pub. So we

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really wanted to have this like, include cocktails

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and into like casual environment. At the time it

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was still very much a speakeasy trend. In Paris

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you have a lot of speakeasies and we didn't want

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to walk in the dark for our life. So we want

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something very open, something welcoming. Cocktail

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culture is a bit hard in France because we have a

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big wine culture, beer culture, sorry. So to have

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like a very uh, welcoming space to make everybody

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feel like safe and welcome to enjoy your cocktail

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beer they want, that was the goal.

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>> Susan Schwartz: Maybe you can talk me through not just your first

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menus but maybe your kind of your mission for it

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because you're a B corps now. I mean was this

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always part of your plan to put sustainability at

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the forefront?

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>> Speaker C: Well, the last, last project I worked at before

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the uh, Cambridge was called Les Gros Vert. It was

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the new bar restaurant of the quixotic groups in

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Paris. And it was a goal to be to waste as less as

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possible. Even with the kitchen, to the bar, to

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the furniture was really well uh, thought of. So I

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got a lot of inspiration from that. But it was

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mostly to work with seasonality and I think was it

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wasn't really nice everywhere but it wasn't that

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much at the time. We always had the idea to change

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the menu a bit every week. Also it's, I find it

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boring sometimes to work in bar where you know,

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you don't really have access to creativity and you

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just replicate the menu for one year. So after a

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few months it becomes quite monotonous. So

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changing a little bit every week, working with

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season because we have such a great terroir in

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France. So it wasn't so much about being like,

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okay, we're not going to waste anything away. It

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was always to incorporate this in the creative

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process. But some of it, you have fun and to be

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playful with ingredients.

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>> Susan Schwartz: Uh, I don't know if you remember it's been a while

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since you opened, but you know, some of those

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first cocktails and how you felt that the people

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who were coming into the bar and enjoying them, as

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you said, how they took to these cocktails, did

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they like them? Were they open to this? Was it

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tough to get people thinking about the way or

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thinking the way you thought?

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>> Speaker C: No, to be honest, it was quite easy. Uh, the first

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menu was mostly some classic twists I've learned

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from London that was maybe not very famous in

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Paris. So we took a stone friends and worked with

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quints. We took an army navy and worked with

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seaweed. Uh, just having a little twist on this

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classic. Mixing spirits as well into cocktails is

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something like we always did. And slowly, slowly

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we walked throughout the, the cocktail of the week

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phase. So every week we have a, we have a new

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cocktail. And it was a great way for us to um, to,

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to work with Regulus to open the uh, cocktail

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world to some of, some of the guests that were

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just coming for beers and we became friends. So

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after a few weeks, like, okay, we have this new

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cocktail. Do you want to try it? It's on us. And

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then, you know, slowly, slowly, they just come

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every week to, to try the new cocktail. So it's

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very, very easy and well received from a

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community.

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>> Susan Schwartz: That's a great idea that cocktail of the week,

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especially to get beer drinkers. Because obviously

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you come to a pub here, most people drink it.

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Actually, most people don't expect cocktails to be

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that great at a pub. It's really. I won't say it's

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rare, but they're definitely coming for the beer.

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So if that's the same, and especially in Paris

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where they weren't, as you said, so in tuned to

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cocktails. That's brilliant. It's a great see the

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marketing in you.

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>> Speaker C: And the cocktail of the week is always our best

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sell, whatever it is. So even if we have a drink

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with red onion, it will still be the best sell.

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But people get really interested and I think they

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kind of trust us now.

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>> Susan Schwartz: So, yeah, they're coming back for that cocktail of

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the week. It's a brilliant one. So let's go on to.

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Okay, you're chugging along. You're doing your

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cocktail of the week. Why don't you talk about

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what your global series is and why you thought it

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was necessary to start something like that?

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>> Speaker C: Definitely it was more about community than

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sustainability. I think we look more into, like,

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community and responsibility, but it's just

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because we've always been kind of grateful. We are

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really lucky to be living in Paris. We have

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everything we need. So, uh, very grateful to have

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some food on our plates and, like, a roof over our

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head. So we're always grateful for all of this. So

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we really want to give back to our community.

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Also, the first year we opened in Paris, we were

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struggling, so we only survived because we have

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communities. Always been very grateful, and we

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kind of want to give back. So the global series

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started as a fun project. We used to have this

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amazing, amazing festival in Paris, Cocktail

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Spirits, where they were really pushing education.

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And this disappeared with COVID So we didn't have

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really a, uh, platform for this in Paris. I think

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it's also very, uh, for me, I mean, I'm super

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happy to invite this, like, nine people, A, uh,

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lot to say about. And there's three topics that

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are very important to the Cambridge, which are

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education, environment, and the social aspect of

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the bar industry. So every year now, we invite

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nine bartenders from all around the world to share

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the story. There's three days of events and guest

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shifts, but there's also one big day of education

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where we do some roundtables about very, uh,

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important topics. And it's super well received. We

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had over 100 people this year, uh, attending the

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seminars, which is very good for Paris, for

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France. So, yeah, very happy about this. It was

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just an idea at the beginning where the Rugby

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World Cup. I wanted to do something with all the

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cocktail pubs. And then we're like, okay, why we

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don't do it with more bars?

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>> Susan Schwartz: Who comes to these?

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>> Susan Schwartz: Who attends them?

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>> Susan Schwartz: Um, are they geared towards on trade or also

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consumers? Do any consumers come as well?

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>> Speaker C: It's open to everyone for the education part and

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even the guest shift. Really, it's really fueled

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by the industry part. So we have a lot of

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bartenders, chefs, waiters, et cetera coming. But

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we try to open it to Pakta schools as well. So we

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try to have a lot.

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>> Susan Schwartz: Of students coming because I find, uh, you all in

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the industry are just so conscious of it. So Hyper

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conscious. I always tell people I think you guys

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are really doing the most that I've ever seen in

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any industry. Of course, I only know this

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industry, but so much for sustainability. And I

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wish that everyone could attend. These are, uh,

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people not in the industry to hear and to be

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influenced by you guys. And obviously that's why

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I'm interviewing you, is that I also want to get

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that word out because I find it so important. Do

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you find that this is getting disseminated as much

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as you would like to the greater world at large?

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>> Speaker C: I think it's just the right amount. Now we don't

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want to stream it as a thing. We're really

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conscious about greenwashing, social washing. So

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everything we do is for us and the community. And

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we have all the information on our website. If

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people want to know more about it, we're happy to

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share. If people want to know more about it. But

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we don't want to put it in people's face and be

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like, hey, listen, we are the first big. That's

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what we. This is not really us. We try to be

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humble about it.

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>> Susan Schwartz: Oh, gosh. Well, I'm going to shout it out, let me

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tell you. Hopefully people like me do. Now you

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brought it up, but I would love to talk a little

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bit about your B Core status and what that process

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was like and why you decided to take those steps.

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Because a lot of people might not even know really

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what a B Core is, of course.

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>> Speaker C: Well, B Corp is the certification that is all

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about all the scopes of sustainability. So not

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necessarily just the planet, but also community

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and guests and, um, transparency, governance. So

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it's all the parts of the company are taking into

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consideration, which is why it was really

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interesting to us because we had a motto, because

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we always say, like, be nice in the planet, but

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don't forget the people on the way. We're very

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close to our community and we really want to push

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this. So BICOP was a good structure for us to go

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through and that's what we needed. The way Hugo

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works as well, uh, it's always about trying to

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find some structure to get better. So, um, the

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goal was not to achieve it, but when we looked

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through different structures and there was like

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the Paris Agreement or the Sustainable Development

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Goals of the United nations, we looked at all

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these things and BCOP gave us, you have 200

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questions to or 200 reports to do. And for us it

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was 200 opportunity to get better in different

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ways. So we just took them one by one.

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>> Susan Schwartz: Can you give us an Example of one or two of them.

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>> Speaker C: Yeah. Somewhere really simple uh, is to do like

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transparency meetings with your, with your

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employees and staff. It's something we do, we have

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always done, we always meet every week. But we uh,

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don't have any report, we don't have any, we don't

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really follow up. We do it, we have a small team

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and we go on. But bcorp, uh, say oh no, you need

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to have this report and structure. You need to be

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uh, organized about it. So this kind of

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organization really helped us to get better. It

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was also some simple thing with like maybe uh, the

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data of your guests, like how do you treat the

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data of your guests? Or we went through a website,

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we didn't know about this and went through a

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website. Okay, this maybe we need to change

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because you will be more secure for, for the

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people that go through our website or with the

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banks with the credit card details, et cetera. So

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you have a lot of different things that you don't

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actually know about. And some are very simple,

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some are um, not that simple. It's definitely not

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something that's easy for a small business and a

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small team to accomplish but it's really rewarding

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at the end.

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>> Susan Schwartz: And how do you feel that it's changed you? Was

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there something on the list where you thought oh

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gosh, I've never even thought of that and now I do

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it completely differently. There may not be

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because you may have been doing everything but I

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was just wondering if there was something that it

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just awakened in you to do more of.

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>> Speaker C: Well here's something really eye opening and

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something that's ah, really hard for us to

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improve. Like there's some categories with like

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um, we sell alcohol so uh, with big copies like

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not nice because you don't sell a nice product to

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your guests. So this is really challenging. So

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maybe we have to push more of a non alcoholic

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offer or there's something we can try to do. We

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also been doing our uh, carbon footprint audit so

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to know exactly where we spend the most of our

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footprint and this is really high opening because

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we realize some small decision can actually have a

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big impact. We knew beef was bad for m the planet

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when you actually see the. But your spending is

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incredible. And from one day to another we changed

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chicken and we saved about 8% of our footprint. So

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something like this, yeah, you can always get

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better. And that's the nice thing we have about B

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Corp. I don't want to preach about because I'm not

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here for that but uh, you always have to get

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better. Like, we have three years to, in three

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years we have to redo the audit and we don't have

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to go through the initial score, but we have to

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get better than our score. So that's what's

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interesting is that you, they always push you to

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get better.

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>> Susan Schwartz: Uh, you're not preaching at all. No, it's really

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interesting. And also I'm hoping that if any other

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bars or anyone in the industry who may be

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listening might want to do it, they can hear from

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you that it is absolutely achievable. And it's

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something maybe to have a goal for because it's,

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uh, a really wonderful thing that you've been able

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to achieve with this and it's really important for

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the world. You should be so proud of yourselves.

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There are a couple other things as well. I know

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you started something called Shaken Leaf and I was

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wondering if you could tell everyone what that is.

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>> Speaker C: Yeah, of course. It came from, um, from something.

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We have something called the Community Plan within

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the team, the Cambridge, where everybody, every

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single person from the team works into either like

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some team, um, sorry, education, part, environment

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focus, uh, topics. And it was the goal of one of

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our, uh, teammates called Julien. He was like,

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okay, I want to share information and to collect

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information and share to the world. So the first

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goal was to interview pioneers from the world of

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sustainability and responsibility. So we were in

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art and interview people like Luke Worthy and Matt

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Wiley and Agun from penicillin. And he was to have

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this interview and put into poor advices. So you

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can go on the website and go into like, um, I want

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to improve my electricity, uh, spending on my

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water concentration. So you can go through water

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and you can find some tips and maybe they will

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apply to your market, maybe they won't. But it's

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to have all this thing really simplified for

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everybody around the world to, to get some ideas

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and to, to get better. Because sometimes you

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don't, you don't know where to start. And people

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want to get better, but there's also some pressure

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to be like, oh, I want to, I want to be zero waste

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or I want to, to be sustainable. It's a really

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like step by step process. And the thing is to get

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better every day or every week and not

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necessarily, you can't, you can't get there in one

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day or so. Simple devices. Yeah, of course, all

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collected in a single platform. We also ask

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people, anybody in the world to go and put the

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information. There's like a form where you can,

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you can share your story, you can share Some tips,

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and then we will, we will go through it and put it

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on the website as well. So it's a new project you

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just started. Hopefully it will get bigger.

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>> Susan Schwartz: Yeah, it just shows how, um, after three years of

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doing the um series, a lot changes within that

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world. And it's great to have something that makes

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it completely up to date. Now I would love to talk

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about some of the things that you do in the bar.

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You alluded to the fact that it was really tough

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for your first year a few minutes ago. Why do you

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think that was and why do you think things

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changed? Is it just people became more aware of

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what you were doing or what the world was doing in

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cocktails?

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>> Speaker C: I think there was a lot of different factors.

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Also. We struggle because we make some mistakes.

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We are here like too much stuff. The stuff. Um,

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rates in Paris are really high. You have a lot of

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taxes. And because we really care for our staff,

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it took a long time for us to, to, to restructure

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the team and to let people go. So it affected a

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lot of the money we had. But also in Paris it's

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people like novelty. So over the first two months

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we're doing really well. And then after you have a

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big, big crash, which is pretty hard to, to deal

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with. We didn't really have any money for PR or

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communication. So it just, it just takes some

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times. I think it's, it's a normal thing in Paris

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to wait a year, year and a half, two years before,

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uh, you actually see some, some improvement. Lingo

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also was really hard for us that we've been

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getting some awards right away. So we wear, wear

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Smith pudding. So we won like best bar. And then

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you win this award and you're like. But nobody's

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there in the box. It's really frustrating. But

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that after one year we had Covid. And so, oh yes,

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for us in France, it was really, really easy. We

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had some good help from the government. All the

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staff were taken care of. We didn't struggle as

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much as the communities or countries, but, um,

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also give us a lot of time to reassess and to, to,

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to take a step back and see our, uh, mistakes and

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what we can do better. And yeah, we were seeing

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some improvement before COVID but after that we

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really. It's really when it started, uh, for us to

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get busy. And of course three years ago we had

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the. Or two years ago we had the first appearance

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in the 50 Best World list. So that gave us a big

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push. But also it changed a lot of the guests. We

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have in the bar. So we used to be. Maybe we lose a

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little bit of regulars. We sell more cocktails

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definitely. But uh, we also had to adapt to this.

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So I give way long answers. But you can.

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>> Susan Schwartz: Sometimes people speak for an hour and a half. So

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don't. No, we want to hear you. It's all about

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your bar. Also you had the Olympics, so that.

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Sure, I'm sure uh brought some other people in.

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But I love the fact that you're doing something so

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new in the oldest part of Paris and Le Marais. Was

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there a reason why you picked there, Sammy?

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>> Speaker C: We had a few areas in mind. The biggest thing was

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to be in the area that were open to having a pub

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of course, but also where there's the ratio of

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consumers between 25 and 40 years old. Some

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locals, both, some tourists, a mix of everything.

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But finding that this bar in Marais was really

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great because it was also in this little cocktail

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hub of this little red dog on the layer like

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Celeste. Everything is like five minutes walk. And

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so it really helped us to be in this cocktail

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world rather than just being like a pub in the

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neighborhood.

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>> Susan Schwartz: So what are you doing going forward now? Now that

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the global series I know just ended well with the

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Cambridge.

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>> Speaker C: I think now we're looking for more stability. As I

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mentioned we had this thing called community plan.

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So we really try to push the team to work within

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the field, uh arts in the bar, but outside of the

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bar towards education, environment, some social

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aspect. We haven't done as much as we wanted the

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past year because we really got busy and we hired

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new positions. So the team got bigger. We also

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purchased um, a uh, Little Red Door last year. So

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we went through a company of 8 to a company of 29.

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So there were some big changes for us. I think we

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were looking for more stability in order to grow

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and to start doing again to community feels that

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really matter to us.

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>> Susan Schwartz: And as you brought up you took over Little Red

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Door. How did that come about?

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>> Speaker C: So Little Red Door was going through some. They

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were under administration so not getting to

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bankruptcy but looking for some state uh of France

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or looking for some new owners. So we found it was

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honestly a good opportunity for us. When does the

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one of the best buy in the world next? 300 meters

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from your embarclass. So it was not a good

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opportunity uh, financially and to grow as a

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company. But also we didn't really want to see

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Little Red Door going to bigger groups or to be

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just bola for the. For the image or for the brand

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and not really after legacy it deserves. There was

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a mix of these things that led us for. To just go

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through it and to go for it. So we won the bid and

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we had the keys, and in two weeks, we had to, uh,

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was. Was still the sixth best Buy in the world at

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the time. So a lot of pressure, uh, on the team

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and from the guests. Like, I guess maybe 95% of

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the of our customers weren't aware that actually

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been a change. So we had to step into some

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pictures.

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>> Susan Schwartz: Yeah, yeah, I'm, um. You are their angels. I mean,

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if anyone should take over how fabulous that it

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was you guys, because you certainly have the same

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vision and ethos and missions, and so it's great

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to see. So, um, thank you. I think, you know,

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that's a great place to stop. Um, thank you. Um,

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obviously you've got a great website where anyone

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can find anything, and I'll have all the links on

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the show notes. So, you know, everyone head to

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Paris and go to the pub. I know that sounds funny,

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but I.

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>> Speaker C: Think our website is also very interesting because

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we are the. Every year we do an ESG report. I

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think it's. It's nice to go through it as a

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bartender, as a business owner, because you can

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find a lot of tips, and we're very transparent and

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we love data. There's a lot of information in

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there that can be useful or not. But, uh, really

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interested to see us. If you're a little bit

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nerdy, Uh, I think it's nice to go.

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>> Susan Schwartz: Definitely. It is. I am a little nerdy, and I've

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been through it, and it's fantastic. But thank you

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so much for being on the show. It's great to hear

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your story. It makes me want to get on your show

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right now and come out and have a drink with you,

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even though it's only, uh, 8:30 in the morning

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here.

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>> Speaker C: Thank you so much for having me. It was great.

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>> Susan Schwartz: Sure.

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>> Susan Schwartz: It was great for me too. So, um, thanks and

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abiento.

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>> Speaker C: Bye. Bye.

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>> Susan Schwartz: I so want to thank Yasen for.

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>> Susan Schwartz: Joining me on the program.

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>> Susan Schwartz: I must admit it, this may be the cocktail of the

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week that might have my favorite name. Our

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cocktail of the week is the cigarette after sex.

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How French is that?

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>> Susan Schwartz: First you need a wine glass.

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>> Susan Schwartz: Then wet the side of it and dip it into some

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lapsang souchong tea. Then fill that glass with

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ice and pour in all the ingredients. 25 mils of

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siete mistieros mezcal, 15 mils of sloe jam, 90

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milliliters of agua uh, de Jamaica and 10

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milliliters of verju and then stir well. Then add

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more ice if necessary and serve. You'll find this

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recipe and all the cocktails of the

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week@alushlifemanual uh.com thanks for everyone's

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patience. Seems like scheduling can be really

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tough at this time of year. If you live for Lush

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Life, then make sure you head out to the bars you

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love and order a drink. Theme music for Lush Life

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is by Steven Shapiro and used with permission. And

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Lush Life is always and will be forever produced

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by Evo, Terra and Simpler Media Productions. Which

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leads me to say the wise words of Oscar Wilde all

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things in moderation, including moderation, and

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always drink responsibly. Next time we head from

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Paris to Cinzi. Until then, bottoms.

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>> Susan Schwartz: Um.

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