For this edition of Taproom Talks, The Pub Show sat down with Sonia Labatut, General Manager of The Plough East Sheen and a finalist in the BII Licensee of the Year Awards. Since taking over the historic south-west London pub in 2022, Sonia and her team have worked to build on The Plough's long-standing place at the heart of the local community, carefully balancing tradition with a fresh approach to hospitality.

From earning the trust of local residents and creating a strong team culture to navigating the challenges facing today's pub sector, Sonia reflects on the lessons learned during The Plough's recent evolution, the importance of consistency, and why community remains at the heart of everything the pub does.

Congratulations on reaching the BII Licensee of the Year finals. What does this recognition mean to you and your team?

It means a lot, probably more than I expected it to if I’m honest. I took over The Plough in 2022 and that first year was tough. There was definitely some scepticism, people weren’t quite sure who we were or what we were about, and we had to earn our place. What makes this so special now is that it really reflects what the team’s done. We’ve stuck together, supported each other, and helped turn things around into something we’re all genuinely proud of. As a result, this award feels like recognition for the whole team, not just me.

The Plough has a long history in East Sheen and holds a special place in the hearts of local residents. How do you ensure the pub remains a true community hub while continuing to evolve for modern customers?

For me, it starts with respect. The Plough was here long before us, and it means a lot to people, so we never try to force change. We listen, we observe, and we make gradual improvements that feel natural. At the same time, we make sure the offer stays fresh, whether that’s the food, the drinks, or the energy in the pub, so it feels as relevant today as it did years ago.

East Sheen is a unique neighbourhood with a strong village feel despite being in London. How does the local community influence the way you run the business?

Massively. East Sheen has that rare village feel, and you can’t fake your way into it. People see straight through that. In the beginning, we had to earn our place, and that wasn’t easy. But by being consistent and genuine, we slowly built relationships. Now, the community really shapes how we operate, from what we offer to how we communicate and show up every day.

The Plough has undergone significant change in recent years. What have been the biggest lessons from leading the pub through a new chapter in its history?

Patience and resilience are probably the biggest ones. That first year taught me you can’t rush trust; it has to be earned over time. We had to stay calm, stay consistent, and back ourselves even when it felt difficult. The other lesson is that the small details matter, how you greet people, remembering names, creating atmosphere – that’s what ultimately wins people over.

How do you create a culture where staff feel supported, valued and motivated to deliver excellent hospitality?

I try to lead in a way that I would have wanted from my managers – open, fair, and supportive. Hospitality is hard work, so it is really important people feel appreciated and heard. We celebrate wins, we support each other through tough days, and we make sure everyone understands they play a big part in the pub’s success. When the team feels good, the guests feel it too.

How are you adapting your business to stay resilient and relevant in the modern pub sector?

It’s about staying switched on, without losing your identity. We’re always looking at what works and what doesn’t and adapting accordingly. But we don’t chase trends for the sake of it. We focus on delivering consistently good experiences, as that’s what keeps people coming back, especially in a challenging market.

What do you think are the key ingredients that turn a good local pub into a great one?

For me, it’s about how people feel when they leave. You can have great food and drink, but if the atmosphere isn’t right or the welcome isn’t there, it doesn’t stick. A great pub feels like somewhere you belong – it’s warm, it’s consistent, and it’s genuine.

The Plough benefits from its proximity to Richmond Park and attracts a mix of regulars, families and visitors. How do you create an experience that appeals to such a broad audience?

We think a lot about different moments in the day. You might have families coming in after a walk, regulars popping in for a pint, or people celebrating something special. It’s about creating an environment that can flex, where everyone feels comfortable, without losing that core pub feel. A big part of that is the team – they’re great at reading tables and understanding different occasions, then adapting their service style to suit. Those small adjustments make everyone feel properly looked after.

Looking back on your hospitality career, what achievement are you most proud of?

Honestly, it’s this – turning The Plough into what it is today. Knowing where we started, with people unsure about us, and seeing how far we’ve come as a team. That is something I’m really proud of. It wasn’t overnight, and it wasn’t easy, which makes it even more meaningful.

What are you most excited about for the future of the pub sector, and where do you see the biggest opportunities for operators over the next few years?

I think pubs are more important than ever. People are looking for connection and real experiences, and pubs can offer that in a way few other places can. The opportunity is in staying authentic while still evolving.

If another publican visited The Plough hoping to learn from your success, what is the one piece of advice you would share with them?

Be patient and be consistent. You won’t win everyone over straight away, but if you stick to your values and look after your people properly, you will always win in the end.

What would winning the BII Licensee of the Year award mean for you, your team and the local community that supports the pub?

It would mean everything. For the team, it would be recognition of the work they’ve put in, especially through that early period when things weren’t easy. And for the community, I’d like to think it reflects something they’ve helped build as well. The pub only works because of the people who support it.