Here’s how Singapore’s restaurant owners can weather crippling staff shortages

Indra Kantono, Director of Jigger & Pony, sees it as an opportunity.

Indra co-founded Jigger & Pony in 2013 along with his wife Gan Kwok Yee (Guoyi), and steered it as it became Singapore’s celebrated classics cocktail bar. Since its opening, Jigger & Pony has received global acclaim, and is currently ranked #59 in the world by the prestigious Drinks International list of World’s Best Bars. On managing the business, Indra oversees the marketing and business development functions.

Originally from Indonesia, Indra moved to Singapore where he spent his teenage years, then to the United States, where he graduated summa cum laude from New York University Stern School of Business.

Prior to founding Jigger & Pony, Indra was also a strategy consultant for Bain & Company, and a Principal at Quvat Management, an Indonesian-focused private equity firm.

Indra is part of the panel that will talk about how the manpower crunch cripples Singapore’s restaurants at the upcoming SBR Industry Insights Series. Here's more about Indra:

SBR: What are your previous experiences and positions held that contributed to who you are as an entrepreneur/businessman today?

Previously, I held two professional jobs before co-founding Jigger & Pony.

I was a management consultant with Bain & Company which gave me the chance to work with leading MNC's on the growth strategy and in honing their competitive advantages.

My most recent prior experience was as Principal at Quvat Management, an Indonesian-focused Private Equity firm. Here I get to evaluate and make capital investment decisions, as well as working together with senior management of the companies we invested in to grow the company according to the business plan.

SBR: What are your key business philosophies?

In terms of management philosophy at Jigger & Pony, we starts with a clear purpose statement and strive each day to create a culture within our team that lets us achieve that purpose. In particular with our philosophy regarding the current manpower crunch, we view that as much as an opportunity as it is a challenge. We believe it is an opportunity within our control to make our competitive advantage stronger.

SBR: Can you give us a glimpse of what you will talk about at the SBR Industry Insights Series?

We view the shortage of manpower as an opportunity to build on our competitive advantage in delivering hospitality, at a time when many other F&B venues choose to sacrifice their quality of service. We have launched over 15 initiatives for our 'People Pipeline' over the last 2 years to help us recruit, retain and develop our team to deliver our brand of hospitality.

Some examples of the initiatives:

Recruit:
- Clear and differentiated programs. We seek to do things differently.
- Two-tier interview process + On-the-job Trials. In a shortage situation, mis-hires are very costly.
Retain:
- Clear Job Titles and Work Expectations, tailored to our company
- Monthly Service Bonus for all full-time staff, mathematically calculated as a % of sales
- Semi-annual Performance Review and Promotion Review
Develop:
- Reimbursement budget for team to visit other bars and restaurants
- Buddy system upon joining and Mentorship program after 1 month
- Support for competitions, international travel to conferences