We sat down for a chat with one of those individuals who actually seems to possess the courage of their convictions. We attempted to draw out from Danil Nevsky what perhaps we would all like to say, because let’s be honest: this isn't about what we think, but often about what we simply don’t have the stones to voice. To the more open-minded, he might bring Orwell to mind; he too didn’t write to destroy hope, but to serve as a warning. Danil appears to do the same: at times pessimistic about the current system, yet optimistic enough to believe that those who truly put in the hard graft will, in the end, stand out.
Rankings and the System
We began with the most contentious topic in the bar industry: rankings. In many establishments today, the desperate desire to be a mere number on a list often one unknown even to the patrons filling the till, is becoming the tail wagging the dog.
"I believe the bars on those lists are the result of many different overlapping forces. Once a bar wins, it creates a chain reaction: awards bring attention, attention attracts brand support, brand support leads to travel, collaborations, and greater visibility. And then that visibility feeds the system all over again. It becomes a loop. At the same time, that pressure pushes cities to progress. It raises the bar. It forces people to commit more, to think bigger, and to execute better. You either stay at the top and continue to evolve, or someone new arrives and takes your place."
All bars are equal, but some are more equal than others.
Let’s be frank: the risk is significant. Lately—and not necessarily through the fault of bar managers or the industry—bars seem to have become identical. Bombarded by inputs and a desire to be 'different,' many fall into the 'copy-paste' trap; you find yourself sitting in a London bar wondering where on earth you’ve seen the exact same thing before. Perhaps the real difference is made by those willing to speak their mind, expressing an often contradictory opinion that says far more than any ranking.
“Because at the end of the day, these bars are businesses. They are hospitality companies under pressure to perform. But the higher you climb, the easier it is to grow complacent—and therein lies the danger. “
The Creed of "FAMILY" (Because deep down, we all believe it)
This is perhaps the rawest subject we often fail to confront: the reality for many young people entering a sector defined by insane hours, pressure, and, above all, a total lack of guarantees. It is a sector where Sunday is Monday, where 3:00 AM feels like 9:00 AM in front of a vending machine coffee, and where a smile is mandatory even when you're having a wretched day. We appreciate Danil’s definition:
"’We are a family’ becomes pressure, it becomes guilt, it becomes control—and suddenly that word loses its meaning. It transforms into hypocrisy. Sometimes even into abuse."
It’s much like 'passion,' which often forces us into sacrifices that perhaps aren't even worth it ; that same passion frequently becomes a justification for burnout, absurd shifts, and poor conditions. We continue to recite the same lines, play the same roles, and accept things we often dislike, with the distinct feeling that to move forward, one must find a Plan B. Because after a certain age, you cannot expect to stay behind a bar until 4:00 AM; the body simply won't hold up.
"Very few bartenders in the world are actually capable of sustaining this lifestyle long-term without burning out, quietly fading away, or leaving entirely. Even for me—I’m 36 now and I’m already thinking: what is the plan? What do I build while I still have relevance, while I still have momentum, to prepare for the inevitable decline? Because it will come. So, the biggest lie isn't just 'we are a family'."
Brand Training and Standards
As is often the case, the conversation returns to training, culture, and brands—the ones who frequently foot the bill for the salaries. Too many figures nowadays don't even scratch the surface of the topics they discuss; they often recite memorised copy designed by communication agencies, leaving you to listen to banal messages stripped of all context. Yet, it isn't the brands' fault; many professionals have simply stopped having original thoughts. On the other hand, brands also find themselves navigating an absurd level of bureaucracy.
"That’s why you now see brands outsourcing to people like me—not to control the message, but because they can no longer provide that level of depth internally on a consistent basis. There is less depth, less rigour, less substance across the board. Advocacy, marketing, even product development in some cases has become thinner. If I work with a brand, it has to be authentic. The training must have value, the product must make sense, and I need the freedom to say what I truly think."
There are still plenty of brands and professionals who possess value, knowledge, and competence. There are individuals who work tirelessly and believe fiercely in what they do; perhaps it is they who truly encourage a consumer to return, even after the hype has faded.
We're putting the question to you now: are we all truly one big family?
