Bookpleasures.com welcomesas our guest. David Bruce OBE, a renowned British entrepreneur,master brewer, and philanthropist whose career has spanned nearlyfive decades of innovation and adventure in the brewing industry. 

Best known as the founderof Bruce’s Brewery and the iconic Firkin pubs, David revolutionizedthe UK beer scene in 1979 by opening London’s first pub in acentury to brew its own beer. 

His entrepreneurial spiritled him to co-found and invest in multiple craft breweries and pubcompanies, including the popular Slug & Lettuce chain. 

Beyond business, David’scommitment to giving back is evident through The Bruce Trust and TheBruce Foundation, which provide holidays for disabled anddisadvantaged individuals. 

Honoured with an OBE in2021 for his charitable work, David shares his extraordinary journey,business insights, and colourful stories in his memoir, The FirkinSaga: Brewing up entrepreneurial adventures and pioneering tales withthe Prince of Ales, published July 3, 2025.

Good day David and thanksfor taking part in our interview.

Norm: What inspired youto write “The Firkin Saga” at this stage in your career? Wasthere a particular moment or story that convinced you your journeyneeded to be shared now?

David: I first startedthinking about recounting my experiences in starting, developing andoperating Bruce’s Brewery and the Firkin pubs soon after sellingthem in 1988.  However, that was also the year that I createdThe Bruce Charitable Trust, in order to provide holidays fordisabled, disadvantaged or elderly people on specially designed,purpose-built, wide-beam canal boats.

That whole new charitableventure was incredibly time-consuming to research, develop andoperate so I had to devote all my time to it, which meant that Inever finished writing about my Firkin experiences.

This was furthercompounded by the fact that, after setting up my charity, I thenfound I was missing my entrepreneurial business life so startedand/or invested in innumerable new ventures across the world whichmeant that I was too busy to even think about returning to writingabout my first business success story.

It was only after sellingthe last of my craft-breweries in America and my latest pub chains inEngland during the past few years that I decided that I had the timeto write about my roller-coaster, helter-skelter, entrepreneurialescapades, especially as I don’t know anyone else in the world whohas enjoyed such an unusual, fun career.

Norm: The Firkin pubsbecame iconic in the UK—what do you think made them so special andmemorable?  Did you anticipate their popularity among studentsand beer lovers, or was it a surprise?

David:  It isimportant to remember that I only started the Firkin pubs in order tonever have a boss ever again and also to get myself off the dole.

Whilst unemployed for theumpteenth time, I became determined to start my own business but itwas only when I ventured down into the cellar of a closed-down wreckof a pub that I had the flash of divine inspiration to start abrewery.  Luckily, my training and experience so far had been inbrewing and operating pubs, so I did at least know what I was doing!

Having no personal moneyat all, the whole development was financed by debt so it had to bedone on a shoestring budget of £20,000.  I decided to make thisnew venture exactly what I wanted a pub to look and feel like and toensure that my beer was delicious.

Somehow, from day one, thepublic endorsed everything I had hoped to achieve, and we were rammedfrom then on, especially with beer lovers and students.

A few years later, adirector of a big brewery said that he thought the reason for mysuccess was “the professional standard of amateurism which pervadesmy business”!

Norm: Your book isfilled with humour and irreverence. How important was it for you tocapture that tone in your writing? Were there any stories you foundtoo outrageous or risky to include?

David: All my life, I havealways tried to see the funny side of things, even during the badtimes, of which there were many!

Trying to help peoplerelax, smile and enjoy themselves is of paramount importance to meand became an important part of my Firkin ethos.  This led tothe creation of the Firkin Club which united my innumerable, loyalcustomers, the use of slogans, e.g. “For Fox Sake buy me a FirkinPint!” and my excruciatingly, appalling puns.

Inevitably, all thatbonkers stuff would come out naturally in my writing!  Most ofmy anecdotes and experiences feature in the book but a few notableones have been (sadly!) deleted by my editors, fearing that I mightbe sued by those whom I had originally named and shamed…!

Norm: You defiedindustry Norms by opening London’s first brewpub in a century. Whatgave you the confidence to take that risk? How did you handle theskepticism or resistance from the industry at the time?

David: After becomingunemployed all too often and hating having a boss, I stumbled uponthe opportunity to start my own brewery.  Following that initialflash of inspiration, I became absolutely determined to bring mydreams to fruition, regardless of all the obstacles I had to overcomealong the way as a pioneer.  Somehow, I never doubted that Iwould eventually succeed so I was passionately confident anddetermined to do so.

Also, I wanted to prove mymany critics wrong:

• The city brewinganalyst who wrote on my business plan: “This project hasabsolutely no chance of succeeding, I suggest you abandon itimmediately!”.

• The bank manager whosaid: “If it’s that good an idea, why hasn’t somebody elsethought of it?!”.

I was a determined,driven man with the absolute conviction and confidence that somehow Iwould succeed against all the odds.  If I didn’t, then I wouldnot only have a failed business but also I would lose my home whichthe bank would sell to recover its loans.

Norm: The book coversboth your triumphs and setbacks. Which setback taught you the mostvaluable lesson, and what was it? How did that lesson shape yourapproach to future ventures?

David: My biggest failurewas Honeypot Inns which was a 50:50 joint venture with Brakspear’sBrewery. The chemistry between us was all negative and gloomy andthere was no synergy, friendship, fun or rapport.

Stupidly, I investedanother £100,000 on top of my initial £250,000 investment when Ishould really have packed it all in.  In the end, I lost£349,999 in just over a year(!) and vowed never again to getinvolved with projects where the chemistry just wasn’t right, andwhere I wasn’t in control of the equity, i.e. no more jointventures!

Norm: Many chaptersfeature colourful anecdotes—from pub brawls to boardroom battles.Is there one story that stands out as your favourite?  Didwriting about these moments change how you remember or feel aboutthem?

David:  There are somany incidents and events, both brilliant and horrific, that they alljust merge into one great, big, unbelievable melting pot.

When I was recalling manyof them whilst writing my book, I would often wake up at 3am and fretabout how on earth I either created or survived any of them. No-one I know has had such enjoyment, or indeed the ups and downs, asI have experienced during my entrepreneurial adventures. 

Norm:  You’veinvested in breweries and pub companies internationally. Whatdifferences have you noticed between the UK and US craft beer scenes?Are there any business practices or trends you wish would cross overbetween the two markets?

David: When I firstvisited America in 1982 there were only 4 craft-breweries and nowthere are over 10,000!  American craft-brewers were immediatelymore innovative than me and my other small brewers back in the UK. Americans would research interesting beer types often by tracingtheir roots back into European beer styles whereas the Englishbrewers (including me!) would initially just stick to producingbitter, mild, porter etc.  Only recently have Englishcraft-brewers become more adventurous and have followed the Americaninfluence on beer styles.

Norm: The book offerspractical business lessons. Which lesson do you hope readers willremember most? How can aspiring entrepreneurs apply this lesson intoday’s business climate? 

David:  My wholeentrepreneurial life seems to have been learning lessons non-stop,usually the hard way, so it was difficult to only list 10 in thebook.  However, these are my absolute key ones:

• Be brave, ambitiousand determined

• Follow your instinctsand ignore the experts and prophets of doom

• Seize everyopportunity

• Delegate to your teamand build a trusted support network

• Control the cash fromday one

• Inspire and educateothers and put something back into your community

• Look after yourself,family and friends and savour the special moments, which more thanmake up for the bad experiences.

Norm: Yourphilanthropic work is a significant part of your legacy. How did yourbusiness success influence your approach to charity? What achievementwith The Bruce Trust or The Bruce Foundation are you most proud of?

David: Starting my charitywas just as difficult and hard work as starting my first business. Bureaucrats and jobsworths did their usual best to hinder and stifleenterprise.  If I had not learnt so many lessons in business, Idon’t think I would have succeeded in creating my charity.

I am delighted that byselling the Firkin pubs, I was able to create my own charity and payfor its first boat in 1989.  Since then, over 30,000 people withspecial needs, together with their carers, have enjoyed holidays onthe Kennet & Avon Canal.  Also, as I’m not getting anyyounger(!), I have secured the future of the Bruce Boats by donatingthem (£600,000 worth at cost!) to the Kennet & Avon Canal Trust,of which I am a former President.

Norm: You’vedescribed learning “the hard way” in several situations. Can youshare an example where things didn’t go as planned? Looking back,would you have done anything differently?

David: There wereinevitably loads of major and minor hiccups along the way but, evenwith hindsight, I’d just put them all down to “stuff happens”when one is a pioneer building a business and taking on theestablishment with no personal financial resources at all.  Onecan’t be a provocateur and a disrupter without taking a few knocksalong the way!

However, my biggest regretwas the Honeypot Inns 50:50 joint venture; the chemistry wasn’tright from the start, their approach to business was very differentfrom mine, and I should have got out much sooner than I did! It was alesson well-learned.

Norm: The brewingindustry has changed dramatically since you started. What excites youmost about its current direction?  Are there any trends you’reskeptical about or wish would return?

David: Since Covid, thereis absolutely nothing that excites me about the brewing and pubindustries!  I am just so lucky to have been around during thegood times and for getting out before the current hard times for bothcraft-brewers and the whole hospitality industry.

Norm: Where can ourreaders find out more about you and The Firkin Saga: Brewing upentrepreneurial adventures and pioneering tales with the Prince ofAles, published July 3, 2025.

David: On my WEBSITE: 

Norm: As we end ourinterview, you’ve worked with a wide range of people, from brewersto bureaucrats. Who had the biggest impact on your journey?  Isthere anyone you wish you’d worked with, but didn’t get thechance?

David: 

• My wife, Louise, whohas put up with me and my entrepreneurial adventures for over 52years

• My executive PA,Danese Rudd, who has worked with me for 36 years and was theAdministrator of my Trust for 22 years

• Clive Watson, withwhom I teamed up following my Honeypot Inns debacle 25 years ago. Clive and I subsequently co-founded several new pub companies, twoof which were sold for £93m and £162m respectively.

There is no-one I wished Ihad worked with other than the three above.

Norm: Thanks once againand good luck with all of your endeavors