Building a Dream: The Foundation of Hygge Clifton Bay

When it comes to launching a hospitality venture, Kerry and Robyn Brannigan are living proof that a powerful vision trumps experience alone. In this article, Kerry recounts the origin story of Hygge at Clifton Bay. The dream? To create a place where families, women, and children could relax, shop, and enjoy great food, a true home away from home, built on the Danish concept of “hygge”: warmth, comfort, and good company.

Without coming from a traditional hospitality background, but firmly guided by their vision and business acumen, Kerry and Robyn set out to transform a run-down café into what would become a Hawke’s Bay staple. Their story is a testament to the clarity, persistence, and community-minded values that are vital for anyone embarking on a similar path.

Lessons from Year One: Challenges, Adaptation, and Growth

Early days weren’t without their hurdles. After an energetic renovation sprint and a successful opening, Hygge quickly encountered the reality of dynamic, unpredictable hospitality trade. Smooth sailing on opening was followed by the café being “steamrolled” a few weeks later, staffing fell short, systems buckled, and the Brannigans faced the first of many steep learning curves.

As Kerry openly reflects, “business is business, but hospitality has its quirks.” The real growth came from honest self-assessment and a willingness to embrace new advice and coaching from The Hospitality Company (THC). The arrival of COVID-19 accelerated this learning process, forcing the Brannigans to reevaluate, adapt, and seek out best-practice support. It was during this time that they took the advice of their THC Coach, and the implementation of robust operational systems, particularly reporting and financial management software, became a game-changer for Hygge.

The Power of Systems and Knowing Your Numbers

One of the most potent themes in Kerry’s journey is the profound impact that implementing innovative systems and “knowing your numbers” has had on business outcomes. Tools like Loaded provided real-time insight into costs, wages, and sales performance, enabling the team to analyse what was working and what needed to change properly.

Kerry stresses that advice is easy to find, but the best advice, especially actionable, on-site, and ongoing guidance, made a world of difference. For aspiring hospitality owners, he’s unequivocal: “Get the best advice you can (we got ours from THC), and know your numbers.”

This system-first approach not only helped navigate the stormy waters of Covid but set the stage for consistent, data-driven decision making. Regular reporting, clear budgets, and accurate forecasting allowed Hygge to pivot when needed and invest for the future.

Open-Book Management: Empowering the Team

Perhaps the most distinctive aspect of the Hygge story is its understanding of (via their THC Coach) and commitment to open-book management. While many business owners shy away from sharing numbers with their team, Kerry is adamant about the value of “engaging all of our staff in the finances.” Staff are not only privy to daily takings, wage costs, and gross profit, they actively participate in budgeting, forecasting, and proposing new ideas.

This level of transparency cultivates trust, accountability, and a shared sense of ownership. It also becomes a cornerstone for team retention and a powerful opportunity for upskilling. “We want people to succeed, and to go where they want to go,” says Kerry, describing how staff leave Hygge with improved knowledge of business, finance, and life skills they can take anywhere.

Stepping Back: Delegation and Leadership

Another key to growing Hygge has been Kerry and Robyn’s gradual transition from daily operations to a more strategic role. The secret? Developing managers, delegating authority, and investing in ongoing training (including industry-specific management academies). Systems support this delegation, they clarify roles, standardise processes, and give managers the framework they need to succeed without continual oversight.

This shift freed up time for Kerry to focus on fine-tuning business systems, engaging in industry advocacy and supporting other local operators, a positive force multiplier for both the business and the wider community.

Advice for Aspiring Owners and Managers

Kerry’s closing advice for is as practical and on point:

- Get the best advice, particularly from those who’ve been “massively successful” in the industry.

- Focus on systems and clarity. Implement strong procedures from day one.

- Know your numbers inside and out. Profit follows precision and planning.

- Empower your team. Share the why, not just the what. The result is a culture of trust and high performance.

And for managers? Have a clear vision and seek out the knowledge, especially in finance and systems, that turns hospitality from a job into a sustainable, fulfilling career.