The organisers of the annual London Spirits Competition recently met with the UK Bartenders’ Guild President, Claudia Carrozzi, who is also a judge at the London Spirits Competition.
Few people have a broader view of the hospitality industry than Claudia Carrozzi. As President of the UK Bartenders’ Guild and Head of Beverage at Cunard, she works across education, operations and product evaluation, helping to shape the future of bartending while championing higher professional standards.
This is an abridged version of the interview that first appeared on the London Spirits Competition’s website.
London Spirits Competition: As President of the UK Bartenders’ Guild (UKBG), what do you see as the biggest challenges and opportunities facing the UK’s bartending profession today?
Claudi Carrozzi: Right now, the industry is facing several significant challenges: rising operating costs, the loss of experienced talent following the combined impact of COVID and Brexit, and reduced budgets impacting training and development.
Many venues simply don’t have the time or resources to properly train their teams, which can lead to declining service standards. As a result, fewer people are viewing bartending as a long-term profession, and that’s something we need to change.
Our goal is to create a pool of highly skilled hospitality professionals who understand not only how to make great drinks but also the foundations of hospitality, customer service, mentorship, and teamwork.
LSC: How does the UKBG support UK bartenders?
CC: Founded in 1934, the UKBG connects hospitality professionals across the UK and gives members a voice within the global bartending community.
Our training team brings decades of industry experience and can adapt programmes to support businesses of all sizes. By helping operators develop their people, we improve standards, increase guest satisfaction and sales, and reduce the pressure on managers who often don’t have sufficient time to train staff themselves.
LSC: How are you tackling the gap between education and the needs of industry?
CC: Through conversations with colleges across the UK, I’ve seen that many hospitality programmes simply don’t have access to specialist bartending and beverage training.
These institutions are developing the future workforce of our industry, yet they often lack the budget to bring in experienced professionals who can provide practical, up-to-date training. It’s a challenge we’re passionate about addressing.
The UKBG is keen to collaborate with colleges, educators and industry partners to help bridge that gap and create clearer pathways into professional hospitality careers.
LSC: You work closely with bartenders, operators and suppliers, while also judging international competitions. What separates the brands that earn lasting respect behind the bar from those that generate only short-term excitement?
CC: The brands that earn lasting respect genuinely invest in the industry. They understand that success isn’t built solely on a great product or clever marketing; it’s built on relationships, trust and adding value to people’s customers and careers.
Bartenders quickly recognise the difference between brands that support the trade and those that only appear when there’s a sales opportunity. We remember the companies that invest in education, support industry initiatives, and help people develop, even when there’s no immediate commercial return.
LSC: As consumer drinking habits continue to evolve, with growing interest in moderation, premium experiences and new categories, which changes do you believe will have the biggest long-term impact on bars and beverage programmes?
CC: We continue to see a major shift towards “drinking less but drinking better,” and I believe that trend is here to stay. Consumers increasingly expect premium experiences whether they’re choosing full-strength, low and no-alcohol, or wellness-led options.
The quality and variety of alcohol-free, low-calorie, gluten-free and functional products have improved dramatically in recent years, making these choices part of mainstream hospitality rather than niche offerings they perhaps once were.
LSC: How do you see the role of technology and AI?
CC: New technologies will play a growing role, helping operators optimise menus, improve efficiency and better understand consumer behaviour. However, while technology can enhance the guest experience, it won’t replace the expertise, creativity and personal connection that skilled bartenders bring.
Ultimately, the businesses that will thrive are those that remain adaptable, embrace innovation, and continue to put guest experience at the centre of what they do.
LSC: Education has always been a core part of your career. What skills do you believe today’s bartenders need most to build successful, long-term careers?
CC: For me, it all starts with the fundamentals. Anyone can learn a recipe, but great bartenders understand hospitality. They know how to communicate, work as part of a team, stay organised, support their colleagues and create memorable guest experiences.
The guest experience goes far beyond what’s in the glass. You can serve an exceptional cocktail, but if the service is poor or guests don’t feel welcome, that’s what they’ll remember. The best bartenders are often great hosts, mentors and teammates.
The key to success is to master the basics first and everything else is built on that foundation.
LSC: If a spirits producer had just one opportunity to impress you, whether as a buyer, educator or judge, what would you want them to get right?
CC: Authenticity, be genuine.
Whether I’m evaluating a producer as a buyer, educator, or judge, authenticity matters most. What makes your brand different? What do you stand for? Why did you create this product in the first place? Is it simply chasing a trend or a commercial opportunity, or is there genuine passion, purpose and belief behind it?
Ultimately, the brands that leave the strongest impression aren’t necessarily those with the biggest marketing budgets. They’re the ones that help build stronger people, stronger businesses and a stronger hospitality industry.
LSC: Thank you for your time.
Super Early Bird entries are open for the London Spirits, Wine and Beer Competitions until 31 August 2026.
The London Spirits Competition, along with the London Wine and London Beer Competitions are already accepting submissions for their tenth anniversary edition, marking a decade of recognising spirits, wines and beers that not only deliver exceptional quality but also stand out in an increasingly competitive global market.
The 2027 events represent an important moment for the competitions and the brands that have been part of this journey.
For many producers, winning at these competitions has become far more than a medal. It serves as a practical business tool — helping support distributor conversations, strengthen retail pitches, build confidence with on-trade buyers, and create meaningful marketing opportunities long after judging has finished.
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