With a combined 50-or-so years in hospitality and customer service, their story is one of resilience, hard work, the wisdom of surrounding themselves with the right support, and knowing when to lean on good systems and processes to see them through the ups and downs. 

A lifetime in hospitality

Prior to taking the plunge into business ownership Simon had worked in “hospo” for more than three decades, cutting his teeth in high-end restaurants, and Marnie had worked in customer-facing roles at Air New Zealand for more than two decades.

Their first major venture in New Plymouth was Arborio restaurant, which they ran successfully for more than 12 years (including navigating the challenging Covid years) before selling. “When the opportunity to sell came up, we really had to think hard about whether we were ready to move on,” says Marnie.

“Night-time hospitality is intense. We recognised that we wanted more balance and some of our nights back as the kids were growing up, so we decided to look at daytime business opportunities.” 

That decision was a turning point, one that led them to opening their current café, the iconic Teahouse at Pukekura Park in central New Plymouth. But it wasn’t an immediate leap between the two. 

The value of personalised advice from trusted business advisors 

Transitioning from a bustling bar and restaurant into a daytime café was not without its hurdles. Simon and Marnie took the time to look at a number of business opportunities before The Teahouse. 

Their Baker Tilly Staples Rodway Taranaki business advisors, Marise James and Kylie Hollard were right there with them, helping them run the numbers on each business opportunity that came up. But it was much more than ensuring that the profit and loss calculations stacked up. 

“They actually know us – who we are, how we operate, what drives us, what challenges us, our values, family commitments, backgrounds etc. They knew what being part of the business community meant to us, and where and how we thrived,” explains Marnie.

Those conversations were vital.

Sometimes a business looked great on paper, but Marise would ask a few questions or challenge their thinking, and the couple would realise that it wasn’t the opportunity they thought it might be.

“Marise and Kylie weren’t just accountants for us – they were our wise council,” says Marnie, who also received sage advice from her Dad.

Other than their own work ethic, one of the reasons Simon and Marnie have weathered the storms of the hospitality world is because they’ve built a support system they can trust and have implemented robust systems and processes that stand the test of time.

Building systems for sustainable business success

The Teahouse is a council-controlled site, and so a thorough and in-depth business plan and clear marketing strategies were required by the council to even be considered. Eventually, they won the tender, and their vision for the café took root. From the outset, Simon and Marnie brought their trademark energy and ambition to the project.

But they did not do it alone.

The Baker Tilly Staples Rodway team had already helped the pair develop detailed financial systems, implement software and develop processes (for the Arborio days) that covered their menu costings, wage tracking, profit analysis etc. Marise and Kylie updated these and transferred them to the Teahouse operations.

“We never used to look at that level of detail. But they created the spreadsheets that opened our eyes,” Marnie explains. “Now we know exactly what each item contributes. That kind of insight changed everything. And when you look at the cost of butter and eggs today, that sort of calculation can make a real difference.”

These systems and processes continue to guide their day-to-day operating decisions. And when you’re operating a business in recessionary and challenging times, the details matter.

Retaining great staff and earning public trust

Since opening their new café, Simon and Marnie have focused on more than just the bottom line. Team culture and customer loyalty are also critical to their definition of success. “Staff retention is huge for us,” says Marnie. “If our team members stay, it means the culture is good. It means they feel valued.”

And while the early days of the new-look Teahouse came with some resistance from a few long-time patrons, public response has now swung to overwhelmingly positive. “There’s always a vocal minority when historic or iconic things undergo change,” Marnie reflects. “But we stuck to our vision and people have really embraced it.

Families are coming in, groups of elderly, the dog walkers and post-walk friend groups. Business meetings are taking place and the tourists are always there, no matter the weather. Locals are saying that it feels like a special place again, and visitors are leaving glowing reviews.

Dividing roles to create strong, balanced leadership

Some of their business success can be credited to the fact that Simon and Marnie are very different operators and they know it.

“It’s a yin and yang situation,” says Marnie. “Simon’s the operations guy: Orders, logistics, tough calls. He’s ordering the potatoes; I’m managing the marketing and organising writing up the roster. That’s how we work. You need all the ingredients to make the dish work.”

Their ability to divide roles and respect each other’s strengths has created a balanced leadership approach that employees respond well to, and which keeps the business running smoothly even under pressure.

“You just can’t do it all. There are too many hats to wear. You need to have a good advisor, someone that offers more than an annual tax return and a P&L spreadsheet. You need to recognise when to outsource the things you need help with because in the long run the investment is worth it,” she explains.

Advice for aspiring café and hospitality business owners

Even with a new business on their hands Simon and Marnie are always planning for the future. They're laying foundations for long-term growth with the same grit and ambition that have carried them this far.

Only 11 months into the new venture and it’s looking bright; so what lessons do these seasoned professionals have for aspiring hospo owners?

• Resilience is everything. “You have to be able to take the knocks and get back up.”
• Team culture matters. “Staff who feel appreciated will stay and deliver better service, even during the times you can’t control.”
• Complementary leadership works. “Know your strengths and weaknesses.”
• Get the right advice early. “Having business advisors that know us and know our businesses has been game changing. We trust them completely.”
• Know your brand. “Be consistent with your messaging.”
• Don’t be afraid to drill into the numbers. “Systems and insights are your roadmap, not your enemy. You should know what every single item on the menu contributes to the bottom line.”

Of their new venture, Marnie says: “Running a hospo business is like raising a child. You know it’s going to be really hard at first, but it does get easier and you’ll eventually get some sleep… you just have to keep showing up every day and do the work.”

That combination of realism, heart and smart thinking is why Simon and Marnie have been able to evolve through the decades, and why The Teahouse is already well on its way to becoming another business success and a firm community favourite.

Talk to a business advisor who understands your goals

If you are running a business and need some help or solid business advice from an accountant who takes the time to understand you and your business goals, Baker Tilly Staples Rodway’s national Business Advisory Services team can help. Get in touch with your local advisor today.