5 Areas To Look At Ahead of The Autumn Budget

After Rachel Reeves’ press conference yesterday morning, I think we’re all worried about 2026. The next budget will almost certainly bring changes that make this harder. Whether it's NI, VAT thresholds, or business rates, something's coming. And it'll land on top of cost pressures that are already biting.

But here's what I genuinely believe: good operations will see this through.

Not by panicking. Not by slashing quality. But by getting ready now with clear, sensible steps that protect both your members and your business.

Start With What You Can Control

You can't control Rachel Reeves.
You can't control inflation.
But you absolutely can control what happens in your operation over the next few weeks.

Here are the moves I'd be making today if I were in your shoes:

1. Know Your Numbers Cold

If you don't already have a firm grip on your cost structure, now's the time.

• What's your actual GP on every menu item?

• Where are you bleeding margin on labour or waste?

• Which products are pulling their weight, and which aren't?

You can't make smart decisions in three weeks if you're guessing now. Get forensic. Look at what's working and what isn't. Because when costs rise or you need to adjust pricing, you'll need to do it strategically, not desperately.

2. Cut The Menu (Seriously)

I say this in almost every conversation I have: most golf club menus are too big.

You're trying to serve too many people, too many things, and it's killing your consistency. When everything's average, members lose trust. They order chips. They eat at home.

Do less, better.

Cut the bottom 25% to 50% of your menu. Focus your team's energy on the dishes that actually sell, that members love, that you can execute brilliantly every time.

This isn't about giving people less choice. It's about giving them better choice. And when taxation or cost pressures hit, having a lean, focused menu will save you time, waste, and stress.

3. Don't Compromise On Quality

I know it's tempting when costs rise to shave a bit here, swap something cheaper there. But let me tell you what happens: members notice.

Not immediately. But six months down the line, they stop coming in. They stop raving about the food. And suddenly you're trying to win back trust whilst also managing higher costs.

Build the product first. Then price it accordingly.

If your bacon bap needs to be £6.95 instead of £5.45, and you're using quality bacon, proper bread, and serving it with pride, members will pay it. What they won't forgive is a worse product at the same price.

4. Get Granular On Labour

Labour is likely where the tax hit will land hardest. So get ahead of it.

• Are there prep tasks you can batch better?

• Can you cross-utilise ingredients to speed service and reduce headcount needs?

• Is your rota built around actual demand, or historical habit?

This isn't about cutting corners. It's about being smarter. Roast a joint in-house and use it across sandwiches, salads, and specials. Batch your sauces. Simplify your mise en place.

Do this well, and you can absorb cost increases without compromising what members experience.

5. Price With Confidence

If you need to adjust pricing after the budget, don't apologise for it. Stand behind it.

Members aren't daft. They're seeing price rises everywhere; from Tesco to Nando's. What they care about is value. Not cheapness. Value.

So if you're serving great food, in a great environment, with care and consistency, then charge what it's worth. Explain the why if you need to. But don't undercut your own quality to avoid an uncomfortable conversation.

The Opportunity In This

Here's where I stay optimistic: this moment will separate the good operators from the rest.

Clubs that react thoughtfully, that focus on quality, that treat their members with respect and transparency, they'll come through this stronger. Members will remember who looked after them. Who served great food even when it got tough. Who created a space they wanted to be in.

This isn't about surviving. It's about positioning yourself to thrive when others are scrambling.

Yes, the next few months will be challenging. But challenge creates opportunity. To tighten your operation. To get closer to your members. To prove that hospitality in golf isn't a cost centre, it's the thing that makes people love your club.

What's Your Move?

I'd genuinely love to hear how you're approaching this.

Are you streamlining your menu? Reviewing your pricing? Getting your cost structure in order?

Because the clubs that prepare now will be the ones who get through this, still standing tall in six months' time. Let's be one of them.

Quick one — if you’ve not done this yet, my scorecard helps you spot gaps across guest experience, costs, and day-to-day ops. Takes a few minutes and you’ll get a proper report at the end.