England cricket star Stuart Broad tells of his journey from dominance on the sporting field to entering the world of hospitality by opening pub company The Cat & Wickets with his former teammate Harry Gurney.
When their pub, the Tap & Run, burned down in 2023, it could have been the end of their journey, but they were determined to come back better than ever.
Even in the face of an entrepreneur’s worst nightmare, Stuart shows how staying resilient and maintaining a positive attitude can help you succeed.
He shares his top tips on how to grow your company through small steps, how to turn crises into opportunities and the crucial role appreciation can play in driving your team.
This episode is full of knowledge and inspiration for sports fans and aspiring entrepreneurs.
Here is his unfiltered advice:
What happens next when your sports career comes to an end?
Bex Burn Callander:
So tell me a little about what it was like in your illustrious cricket career when you started thinking, “What am I going to do next?”
Stuart Broad:
Good question. I think as you get closer to 30 as an athlete, you start to think that it’s pretty clear that you’re at the end rather than the beginning, unless it’s something like golf where you might be up to can play at the age of 55 or 60.
People usually start exercising in their mid-30s and if you’re lucky, you might stop. So as you approach the age of 30, you are very aware that you need to focus on something that you might be interested in in the future.
Mine probably started around 24–25.
We’re very fortunate in cricket that we have an organization called the PCA (Professional Cricketers’ Association) that can help you find courses or potential interests that you can take forward, or job opportunities that you can learn about.
But the pub company actually came about by chance, simply from a conversation with a friend in a pub. And he was the manager of a pub and wanted to get involved, so to speak, and that’s actually where the Cat & Wickets Pub Company was founded.
Because I was, what was it, in 2017, I was 30. And I was interested in the business world but hadn’t been part of a start-up and an opportunity came up to start one.
So I was very interested in that. It was a hell of a journey. We have changed and developed a lot in the seven years, but we have also learned a lot.
It’s an ever-changing industry, the hospitality industry. We always say that we are cautiously optimistic, it’s never that we’re at the top, and we’re never at the bottom. We’re always cautiously optimistic, but it’s a wonderful industry because you’re surrounded by people.
Randomly start a business with your teammates
Bex Burn Callander:
Did you always know you wanted to do business with Harry and did you talk about it as teammates, or is it just a coincidence?
Stuart Broad:
A bit random.
So Harry trained as an accountant and was a cricketer for Leicestershire, Nottinghamshire and England, but he always said his heroes grew up as businessmen.
So he always had a great interest in business. And we had a business partner called Dan, Dan Cramp, who was the manager of a pub. And was very successful in running this pub, but as managing director he only had a salary and no shareholding.
So we said, “We can make a difference as a trio.”
Dan sets up the pub and takes care of all the pub stuff. Harry is an accountant and handles the finances and business. And I can play a role in building PR by kind of being the bank, kind of an investor, and having the devilish mindset to ask people the question of what direction they’re going.
So that’s where we started. And it went from almost, I wouldn’t say hobby, but a bit like, “Oh, it would be great to be able to take the family there for a Sunday dinner” to a few years later line: “Well, if we do it.” “Let’s do it right.” Let’s really restructure the business. Let’s try to find a way to grow.”
And now we’re at a point where we can get to a third very soon, maybe five in the next few years, and continue to grow and expand from there.
We’re bringing that sense of community back to the pubs
Bex Burn Callander:
Since you had already started the company and were still playing cricket, were there times when it affected your ability to be a professional athlete? Was there any overlap or distraction from the business?
Stuart Broad:
Not really. Harry was always incredible in that regard and was a big influence in the beginning in him being able to do something like this.
Yes, of course there were times after a game when I was on the phone a lot and discussing different supply routes and different styles of how we wanted to design the pub.
And we’ve always had the culture that we’re there to serve the village, we’re there to serve the local community. That’s why we listen very carefully to everything that comes our way.
Ultimately we don’t have TVs in our pubs because we wanted it to be a place where the family went to eat.
And at the moment we were discussing it, I had taken my mum, my sister and my grandma out for Sunday dinner and I think Man United was on the TV in our first pub — when we still had TVs.
And I have my grandma there, my mother, my sister, and I’m not a Man United fan. I was watching Man United and thought, ‘What am I doing?’ I could watch it any time, just enjoy being with your family.”
So we’ve created this culture, we’ve got Monopoly and Scrabble, and we want people to come and enjoy a Sunday roast and then play a board game instead of talking on the phone and watching TV.
So that was one of our values, which came about, so to speak, from making mistakes early on, getting engrossed in football instead of enjoying my time with my family.
And we’ve actually found that customers really benefit from it because the atmosphere in the pubs is always great. You don’t necessarily have the celebration of a goal, but you have the talking and the joy and the joy of each other’s company.
And there are a lot of families coming who just want to spend time together and enjoy time together, which is what pubs are actually for.
Bex Burn Callander:
This is at the heart of what pubs have always been: a place where the community could spend time together and socialize. There would be a church and a pub and people would gather there.
Stuart Broad:
We place a lot of emphasis on one of our mindsets: Yes, of course we want your family to come and enjoy a meal for six, but we also want an individual who may not have family nearby to come alone and get involved Drinking a pint sitting alone at the bar but being able to talk to everyone.
All of our staff and the culture of our staff is very welcoming and engaging and we don’t want it to ever be like, “Oh, I don’t want to go to the pub by myself and have a pint.”
It’s like, “Come on, that’s what we’re here for.”
Ultimately, we are your friends in the village who you can come and talk to when you’ve had a quiet day, are feeling a little down or have some news to share.
So that’s the crux of bar culture. And if all of your employees know that and all of your employees know that and buy into it, then it becomes a very comfortable place to come to.
Because when someone walks in the door, it’s an instant engagement: “How are you?” How are you? Sorry, we’re a bit busy at the moment, we’ll be with you in a second.”
All of these things are a cultural thing that employees need to be aware of.
Harry, the GM, runs it on a daily basis now, he’s very strong at that. “We try to work with good people” is the polite way of putting it, he has a different way of saying it, but I won’t curse on the podcast. But ultimately, you should only work with good people on your team.
Whether they’re chefs, GMs, receptionists, waiters, or delivery people, if they’re good people, they’ll accept the company culture.
And for us it’s a kind of sports locker room where everyone speaks to everyone with great respect. There is no hierarchy within the staff. The chef has no right to yell at someone who may be below him in the pecking order, that doesn’t work.
It’s all about having a level playing field and having good people around you. And we feel like this strengthens the culture.
When you put on an England cricket jersey you are so proud to wear the three lions. We want people to wear The Cat & Wickets logo and be proud to work there, and that is the culture we have tried to promote.
Turning a catastrophic bar fire into an opportunity for improvement
Bex Burn Callander:
And it’s so clear that the ethos behind this business and the mission really resonates with people, but you still had a really tough time in a lot of ways.
Not to mention COVID, which must have been very difficult, you had a fire.
Tell us about it and tell us how you felt when you found out your company was literally going up in flames.
Stuart Broad:
Yes, I remember it clearly. Luckily I played a friendly in Nottingham and was there, so to speak. It was day 3, day 4.
And Harry Gurney received a call at 5.20am, which is very unusual in the pub industry. You might get a call at 11pm, but never at 5am.
So I said, “Hello.”
“The pub is on fire.”
“What?”
And then he said, “Check your WhatsApp picture.”
So I looked at my WhatsApp picture and he had taken a photo of the top of the hill, as close as possible. The whole roof is high.
So it took eight fire engines to put it out, which actually completely destroyed everything, the whole place was in ruins inside.
But it was strange because at the end of that day I talked to Harry and he said, “We’d better bring it back.”
That was his focus from the start.
I was a little more emotional and thought, ‘Oh no, it’s all gone. We’re never going to do it the way it was again.’
But he said: “We’ll get it back better.” We won’t be able to change the print, but we can make it more user-friendly, with all the little things that make it feel like a warmer pub. Align the kitchen better so it runs more smoothly,” and that was the attitude.
It took a year to get it right, but yeah, eight fire engines.
Reopen Tap & Run
Bex Burn Callander:
You were insured, right?
Stuart Broad:
We were insured. But as with all insurance, it’s always a bit complicated, isn’t it? But yeah, we got it exactly where we wanted it to be and ultimately came out of it with a positive attitude.
When I met people this year they would say, “I was so sorry to hear about your pub,” because it was on the news.
But then when we reopened we immediately did PR because people said, ‘Oh, that was the pub that burned down.’ Should we go and see what it’s like?”
And because we put so much emphasis on making it better, everyone seemed to really love the new amenities and style.
To start with, we did some soft openings to make sure everything was working well. And that’s exactly what our mindset has been throughout the company: start small so your mistakes are small.
If you really go for it without a lot of experience and make a mistake, it can be disastrous, because in every business you make mistakes.
The mistakes we made at the beginning didn’t bother us enough to be a real big problem. We could fix it, learn from it, and then fix it at the next pub, on the next project, or by next week.
That’s what we did when we opened the Tap and Run after it burned down and opened it up to our friends and family. We opened it up to the village and asked them to come and give us feedback.
“What do you think? Do you like this? Do you like that?”
“Okay, we’ll fix this.”
“Oh, it’s too hot. Okay, we’ll make sure we fix this.”
All this information and then, boom, we open it up to everyone.
So we came back as strong as we could have hoped for. But that wasn’t a coincidence, because it was redesigned, it became more user-friendly, better for customers, there was a great beer garden and the entire staff was eager to get it open again.
Start small to expand your vision
Bex Burn Callander:
Your point is to not take risks or not go down a path that would be too expensive to pursue again or repair. I’ve talked to business people and it’s taken them years to learn this and you seem to get it right away.
They are literally pushing a path that other people are pushing. It takes a long, long time and the hard MBA of life to avoid these mistakes. How did you do that? Did you have any good advice or are you just a natural businessman?
Stuart Broad:
The good thing about business partners is the constant dynamic. You always discuss things and are very open.
The key to sports locker rooms and business is that you can’t hide anything. You can’t just try to cover up a small mistake or something, just be as honest as possible.
So the first pub we got I think we could do 50 covers on a Sunday, which is very small. And now we’re at 250.
But, A, it meant that if you made a mistake you would know about it straight away because there were only 50 people in the pub or whatever.
But then when COVID came, reopening was completely impossible because with a distance of 2 meters you can only get 50 people to eat at the same time…
Bex Burn Callander:
Yes, bring 5 people in there.
Stuart Broad:
We had to have more staff than people there, so it was impossible for us to reopen immediately without making huge losses.
I can’t remember the exact moment we decided we were going to start small, but since we didn’t know much about the industry, we wanted to go for it rather than say, “We’re going to buy the best one.” and biggest pub in the world and we will make it the best pub in the world.”
That was never the attitude. The mindset is to have the best pub culture in 10 years.
And in sport you might have a great debut, but you don’t become a Lionel Messi in your first year. So it’s very educational to learn so much about the industry, it’s perfect when you get your star pub.
And now the Tap and Run, it’s a beautiful pub. On a Sunday roast we can get 220, 230 tops in, but now our aim is for it to be the smallest ever.
So as we grow, it will always be bigger than the last one. Because we have more experience, our employees are better and we are better informed.
We get along well with our suppliers, we know the area, we know the industry. We’re trying to locate our pubs all within a 10, 15 mile radius so we can use the same staff and the same suppliers because it’s all about the good people that we trust and then we can grow faster if you Knowing that you can rely on the people around you.
Don’t base your mindset on being successful every day
Bex Burn Callander:
Yes, absolutely. And then in the course of our conversation you mentioned a few setbacks and how you came back from them.
And I would like to know where you found that resilience and how you built it over the course of your athletic career, the ability to shake yourself off and get back up again. And can you tell me how you built that into yourself?
Stuart Broad:
Sport, especially cricket, is full of failures. That sounds a bit negative, but I mean it in a positive way. It’s not every day that you look at yourself in the mirror at the end of the day and say, “I had a great day.”
When I look back on my international career, probably only 10% of the days do you actually go back to your room and say, “Yeah, I did that today. What a great day.”
So if every day you focus your entire mindset on success, you’re going to be a little angry at yourself because it’s not going to work that way.
So in professional sport, managing expectations is crucial, but you’re also built on dealing with failure and processing it in the right way to produce a performance from it, if that makes sense.
You’re going to lose games, that’s natural, you’re going to have days off, but how do you make it better tomorrow? How do you make the next day better?
And I think that has given me resilience over a long period of time. I made my England debut, I think I was 19, just turned 20. I played until I was 37, so think about how many games I lost. A lot. How many times have I bowled badly.
But ultimately I’m more of a person who doesn’t bother with things for a week, it’s a 24 hour rule, and then I take everything I’ve learned. But I don’t look back, I take what I felt and then I move forward in the sports world.
So I would never necessarily go back and say, “Oh, technically I think that’s wrong with this footage.” I would say, “That felt like that’s what I was doing, so I need to correct that.”
So I built resilience by deepening my knowledge of how I feel as a player and how to fix it myself and not rely on coaches.
I think that sometimes athletes have the wrong attitude and think that the coach is there to coach them and turn them into players. It’s not true.
The player is there to make himself a player. The coach is there to support, help and guide. But if you don’t know where you want to be, how will the coach know?
I actually just attended the Sage Small Business 11 call session. I don’t know if you know much about it, but it’s something we put together with ten other small businesses. Having a community to talk to and grow and ask stupid questions that you might feel like you can’t ask, or hire someone who can ask them, and so on.
And one of the small business owners came with the best advice he ever had. And it’s so interesting just listening to how other people see things, isn’t it?
It’s so good to just think and listen to other people, but he said the best advice he got was an old friend who said, “Well, know exactly what you want.”
And it sounds so simple, but he said it changed his life. Because he said, “I don’t know, I don’t know what I want.”
He said, “Well, where did you start with this?” Then where are you going?”
And from that moment on, he was like, “Well, I’m going to decide what I want, and then I know I can find a way to get it.”
And I think that’s really important in business and in sports. As an athlete, I knew what I wanted. I knew I wanted to represent England, but in a winning way. I didn’t want to just get a hat, wear it and say, “I’m proud.”
I wanted to win in the Cap and create memories in the Cap and continually improve and advance the game.
When you get started in business and don’t know where you’ll end up or what you want to be, you can find yourself floating around and experiencing a slight loss of direction.
We started The Cat & Wickets pub company a bit like that, a bit along the lines of: ‘It’s a hobby, it’s fun.’ It’s great to have a Sunday roast in a good pub.”
Whereas now we say, “No, we want 10 pubs in 10 years,” and we want to be positioned so that each pub gets bigger every time we get one.
But the culture and quality never leave us, in fact the quality gets better in every pub. The worst thing that could happen is that we have a great pub, we get a big one and you go there and say, “Oh, that’s not quite as good.” The company has to be in a place where the quality is preserved.
So we know exactly where we want to be and we’re not there yet, we have two. But we know where we want to be, and so I can see how sport and business are linked.
Bex Burn Callander:
How many pubs would you like to have? What would be the golden number you are aiming for?
Stuart Broad:
I think the short term aim is to get to 5 as quickly as possible while maintaining quality but we won’t go wrong with a pub. We always research everything about it.
So we’re not just going to rush in and think, “Oh, this could be a good pub.” We need to know that we can and can develop this really well.
And there are a lot of pubs coming up at the moment. It is a difficult industry, as I mentioned to you with cautious optimism.
It’s not an industry you can go into knowing you’ll be successful, but there are ways to turn brilliant buildings and brilliant pubs that were great with communities into exceptional pubs that people will come back to fall in love.
Bex Burn Callander:
It’s interesting that you went from sports, where you live on a knife edge, to hospitality, where you live on a knife edge. You don’t strive for an easy life.
Stuart Broad:
No, I really, really should do that, right?
Learn the power of appreciation
Bex Burn Callander:
Everything you’ve learned in building this business must have yielded some outstanding lessons that you might think might be useful to people who run cricket clubs, or local cricket clubs, because a lot of them are really struggling at the moment .
How would you suggest they make their businesses more resilient, attract more people and become more and more sustainable as a business, as a going concern?
Stuart Broad:
Ultimately I grew up around cricket clubs, I owned Egerton Park in Melton Mowbray. And one thing that’s so evident in cricket clubs is the sense of community, that it’s a people’s place. Here people do everything on a voluntary basis.
I used to turn up at Egerton Park and to prepare for the game you had to put up the flags on the boundary and put up nets on one side of the river to even start. You have to open the scoreboard and color in the lines.
So everyone just joined in. And I think in cricket clubs like that you get respect from teammates and friends when people just go for it and join in and do their thing, right?
And from my memory, I went to second team away games with an accountant who kept all the cricket club’s books, just as a favor, as a voluntary thing.
And cricket club communities are so strong, but again they’re based on great people, right, and respect. And that’s where Egerton Park was so great.
And the same faces that played there for 20 years are still playing there now, when I’ve gone through and finished a whole international career, they’re still playing there with the same people, which is a great sign.
So I think the advice for cricket clubs is to continue to value everyone and be aware of how much it costs to put on cricket on a Saturday afternoon, but be aware that people love it too, to do it.
So feed off that and feed off the energy of the good people that are out there because people want to feel valued.
If you score or open the score box, hit tees or drink pints, if doing so gives you satisfaction and makes you feel valued and loved, and if it makes you have a social life and earn money that will stop friends from doing it, then this will Community remains.
If people are rude to you or make you feel unwelcome or criticize your work, then you’re not going to move forward, are you?
So it’s the same things that motivate a sports team, a locker room, or a company: moving people forward is being the best human you can be and bringing positive energy to the place.
Give your customers the best show
Bex Burn Callander:
Do you think running a business is similar to running a cricket team in terms of being a positive leader and driving culture, or are there fundamental differences?
Stuart Broad:
I think it’s very similar. For Harry Gurney, managing director of The Cat & Wickets, it’s virtually exactly the same.
He often talks about representing the badge of The Cat & Wickets pub company, which is a very sporting term. But if you can be proud of putting on the outfit, then you’ll be proud of your work and want people to have a great time. And you want people to praise your work.
If you’ve set up a table and the parents had the best night ever because it’s their parents’ 50th birthday, you want them to remember this day. And you can play a big part in ensuring they have a special day.
And that’s definitely the culture, you almost see yourself in the entertainment industry.
In cricket you’re in the entertainment industry, people give up their weekends to watch you at Lord’s or the Oval or something like that.
And the same goes for the pub industry: people waste their time coming and experiencing what you have to show them. So make it the best show possible.
I say give them whatever they want if anyone looks at this…
But if they want something different at dinner, we do everything we can to accommodate that, or they want something different for their birthday.
Or they let us know it’s their birthday, there’s a bottle of champagne on the table, all of those things are part of what we’re there for.
And our employees are incredibly accepting of that because they know that the customer comes first. And we as entrepreneurs know that our employees are the most important thing, because if our employees are happy, the customers are too.
Integrate your personality into your company
Bex Burn Callander:
And you were such an entertainer in cricket, you’re so famous for turning the pads or edging the ball and refusing to go. The noise and reaction online to some of your antics, and much of it was hilarious.
Do you feel like you can express yourself in the same way now and still be cheeky in your own way or is that thanks to your cricket career?
Stuart Broad:
Good question, yes. We’ve actually filmed a few little idents for the pub where I’m washing the floors or drinking beer and Harry is amazed that I’m there.
Or I would say, “Come on, Harry, all hands on deck. Go wash the dishes.”
Very tongue in cheek and a bit funny because I remember having the first pint in our very first pub and saying, ‘That’s the last time I’ll do that.’ That’s for professionals.”
I’m very happy to drink them on the other side. While I was playing I would often draw energy from the crowd and look for the evil in the game that could create some sort of story outside of cricket.
So there’s always this attitude: I’m playing devil’s advocate on the bar board. I always ask myself: “Why, what are we doing this for?” What is the reason? Can you explain that?”
And that is my role, but never in an uncomfortable or difficult way, but I like to play the role of the questioner. I need a reason for this.
I’m pretty statistics oriented. I like analyzing everything, but for that I need to know why. I need to know why we’re spending the money on this. Will this really help us?
Although I took my cricket very seriously, I wouldn’t say I take myself overly seriously.
So I’m not offended by anything. Seriously, I’m not offended, I’m very open to some cheeky chats on one occasion or another with the company.
Bex Burn Callander:
I will not attempt to test this thesis. How can I insult Stuart Broad? Don’t do it.
Master the art of perfect timing
Bex Burn Callander:
I wanted to ask a little bit about adaptability because you seemed to be very good in your career at making the most of what coaches told you, of what people told you, of analyzing your own game to shifting of focus to adapting to new situations. Do you feel like you’ve managed to do this in the same way in business and be very reactive?
Or do you feel like you had to, I don’t know, go a little slower that way? As you said, these are small steps rather than big, sweeping turning points.
Stuart Broad:
I think it’s small steps, but we’re very curious. We are always looking for ways to improve the business. I think when you become comfortable in your surroundings you slow down.
So we’re never a company that rests on its laurels and says, “Oh, things are going great now.” Because if you slow down, the pub down the road will try something different and can be a step ahead of you.
We’re definitely looking a little more at how important social media is. When are the right times for us to post certain things? There’s no point in hanging out a gin and tonic at 11am on a Tuesday morning.
Bex Burn Callander:
I don’t know, maybe there’s a market for it.
Stuart Broad:
But we definitely think you want someone in the village to click on your Instagram and say, ‘Wow, I like this now. Can I go to the pub and eat this now?’
So at some point can you promote “2 for 1” or ensure that something looks so attractive at the right moment that people are just getting off work or feel like having a social get-together?
I would say that we are definitely, no cricket pun intended, pushing the boundaries internally for ourselves but without being too flamboyant externally because it’s the pub business. And ultimately, your customers like familiarity, they like consistency, they want consistent quality.
So if you try too many things at once, you might lose the rhythm of the bar crowd. And actually, you often go to a bar because you know what you’re going to get there, right?
You know you want good quality, you know you want a nice Sunday roast, a few beers, a bottle of red wine or whatever, a great dessert, a nice view and so on.
If you try to overcomplicate it, you might lose sight of what you do really, really well.
But within the board, we’re constantly asking ourselves, “What’s next?” What’s our next thing? What’s our next thing?” Because that’s an important mindset.
Use self-reflection notes to maintain a positive attitude
Bex Burn Callander:
As for mindset, how do you take care of your mental health? How do you maintain a positive attitude?
There was a lot of sad news in the cricket world this week. How do you take care of yourself, your mental strength?
Stuart Broad:
I actually write notes, I don’t like the saying “journaling” because it sounds a bit vapid. But I’ve always done it that way throughout my cricketing career, and even since I’ve moved away from it, I’ve been jotting things down in my head first thing in the morning, whether it’s for five minutes, over a coffee or something.
And it’s generally about rhythm: What is important to me today? What am I grateful for? What’s going through my mind?
Because it gives me the drive for that day, so in cricket I might have written, ‘Wow the crowd today’, so I know that’s my goal. So if I actually attack the crowd, my goal is achieved regardless of whether I don’t get any wickets.
In most cases, the idea is to make other people feel excited. Or in the cricket culture under Brendon McCullum, walking into a room wasn’t appreciated: “How are you feeling, mate?” “A bit tired.”
Because then if I sound a little tired, then you suddenly feel like, “Actually, maybe I’m a little tired,” and that has something of a domino effect.
Even when I felt really tired, I wrote in my notes. So I would write, “Be aware that you feel tired,” because I’m always very honest: “Be aware that you are tired, but when you walk into the room, immediately give some praise, so. “This is something positive.”
So you come in and ask yourself, “How are you?”
“This is the best coffee on the track, isn’t it? How good is the coffee at breakfast, it’s amazing?”
And then the day is already here. So that doesn’t mean you’re not tired, but it does mean you change your mindset to believe that.
You accept your tiredness, but can you actually radiate positive energy?
That’s why I still try to do this as often as possible. Actually, I notice that when I haven’t taken my notes for a few days or have just been here, there and everywhere, my mind keeps thinking about a variety of different things while I’m actually writing it down, It’s from my brain on paper .
And then I can reference it or see it. But basically I’m writing down how I want my mind to function that day, which means I have something to think about a little and compare a little.
There are times when Annabella is home that I’ve been a little too busy on my phone and that makes me sad.
So then I write it down and say, “Be aware, you don’t have to be on your phone. Your daughter is the most important thing, you don’t need to be near your phone.”
And then next time I’m like, “Oh, I’ll just check that.”
Then it clicks: “Actually, I don’t need to check it. Nothing is more important than what is in this room right now.”
Bex Burn Callander:
It does. This is fantastic advice. This is really nice advice and I think this is something everyone can do. On this day, just focus on small, achievable successes and don’t try to do everything.
Stuart Broad:
Every four years of my career I’ve written a brainstorming session with a big goal, be it the next Ashes or whatever, and I’ve circled it.
And then over time I wrote little things that I thought would be important for me to achieve that. It could be: “You have to work really hard in October, fitness is everything” or “Blah, blah, blah.”
But I check that it’s once a quarter, every two, three or four months, not a daily thing. My notes, on the other hand, would try to be daily and I could flip through them.
Even if it was just one line that annoyed me. Bang, and then it doesn’t annoy me, it annoys the newspaper. That was my theory.
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You can find out more about The Cat and Wickets pub company here website.
