DREAM

Before I decide where the espresso machine goes, I want to know how customers, staff and coffee will move through the room. A few unnecessary steps become a lot after a full shift.

A coffee shop can buy a long list of equipment. I would start with the quality and work the business actually needs, then add machines only when they solve a real problem.

A busy corner can be a great coffee shop location and still be wrong for Filgap. I would also look at parking, building fit, rent and whether I could stay there for years.

If Filgap promises freshly roasted coffee, I want customers to see some of the work behind it. But a visible roaster also creates real questions about staffing, storage, air, noise and space.

Before choosing furniture, colours or materials, I would first decide how the room should welcome people, support conversation and make coffee feel easy to approach.

A sustainable coffee price has to work for both sides: the business must be able to make the product properly, and the customer must be willing to come back.

Before choosing lattes, flat whites or signature drinks, I would first decide what the coffee should taste like, what customers need to understand, and what the bar can make consistently.

Whole-bean coffee is more than one product in my plan. It is the part that keeps roasting, freshness, repeat buying and the future tasting room connected.

A bigger menu can serve more people, but every new item also brings equipment, storage, training, cleaning, waste and attention. So how much choice is actually enough?

I made a tidy SWOT analysis for Filgap in 2024. Looking at it now, some strengths were still plans and some weaknesses were warnings I had not yet allowed to change the business.