A Year of Learning to Stay

thandars1089
Dec 26, 2025
4 min read

Reflections on Year-End 2025

As this year comes to an end, I find myself reflecting less on what was built — and more on the decisions that helped us stay.

Running a hospitality business requires steadiness more than excitement. This year reminded me how much energy goes into holding consistency — not just in operations, but in judgment, communication, and decision-making.

The Power of Clarity

When I planned to open Yangon Delight, several people suggested adding Thai or Chinese dishes — cuisines that were more familiar and widely recognised. I listened, but I didn’t follow that advice. I decided early on that Yangon Delight would be Burmese — fully and clearly. Not diluted.

That choice wasn’t about being rigid. It was about having a concept strong enough to stand on its own. Research on restaurant longevity supports this: many failed owners can describe their food, but can no longer clearly explain their concept. Successful owners, on the other hand, maintain a distinct, focused identity that guides every decision — from menu and operations to staffing and communication. Protecting the concept wasn’t just a creative decision; it was a structural one. The same clarity showed up in smaller decisions. I tested a brunch sandwich menu and closed it within a month. It was information that not every idea needs to be carried forward.

The Quiet Power of Systems

As the restaurant settled, business processes began to matter more than constant effort. Clear workflows, better training, and more structured routines reduced waste and prevented overwork. What surprised me most was that systems didn’t make the work feel colder — they made it more human. When processes are clear, people have more space to think, communicate, and take responsibility.

This year also pushed me to think more seriously about technology. Even for a small, independent restaurant, data-driven tools — from modern POS systems to automation, and increasingly AI and machine learning — are no longer abstract ideas for the future. They already shape forecasting, inventory control, waste reduction, staffing, and planning. They don’t replace experience or intuition; they support better decisions when margins are tight and consistency matters.

At the same time, I’ve become more realistic about what digital transformation actually requires. Strong systems need investment — not only money, but time, attention, and learning. The return is long-term, not immediate.

For smaller restaurants, this has to happen within constant financial and human-resource constraints. That’s why sequencing matters. Rather than trying to do everything at once, this year has been about understanding where systems create the most value — and building toward integration at a pace the business can sustain.

Not everything is integrated yet. Our inventory system, for example, doesn’t fully connect with suppliers, which still requires manual work and limits accuracy in stock counts and waste tracking. After the first year "survival stage" has been overcome, this year has been about identifying those gaps clearly and choosing the right tools, rather than rushing into solutions.

For me, digitalisation isn’t about scale — it’s about sustainability. Even at a small restaurant, better data and more connected systems create clarity, reduce unnecessary loss, and protect margins over time. In 2026, my intention is to move toward a more integrated setup — one that supports better decisions, reduces waste, and allows the business to operate with more ease and resilience.

From Introversion to Presence

I’m naturally introverted. For a long time, I waited for people to start talking to me. This year, something shifted. I realised I genuinely enjoy conversations with customers — not small talk, but real exchanges.

Those conversations also sparked an idea I want to explore more intentionally. I’m planning a small social corner at Yangon Delight with one of our customers — a simple space to share stories, exchange thoughts, and listen. Nothing formal, nothing branded. Just room for dialogue.

In many ways, it reflects how I’ve always worked: thinking through conversation, learning through listening, and letting ideas grow in shared space rather than isolation.

Looking Ahead: From Solitude to Future Partnerships

By the end of December 2025, Yangon Delight will be one and a half years old. In an industry where the first year is the most vulnerable, staying open is the work.

For Yangon Delight, handling everything alone was the right path. It allowed for speed and clear decision-making during the critical survival phase. That structure works, and I’m happy to keep steering it exactly as it is.

Surviving this year also taught me something important about how I want to build next.

From this place of clarity, new business ideas have started to take shape — separate from Yangon Delight, but connected to hospitality and sustainable systems. I’ve always processed ideas through conversation, sharing and refining them with friends. Through those exchanges, one thing keeps returning: long-term success depends not only on efficiency, but on whether a system supports human well-being alongside the business itself.

I’ve always been someone who thinks out loud and shares ideas in conversation. These ideas are still forming in that way — tested through dialogue, reflection, and lived experience — before they turn into anything concrete.

For these future ventures, the right structure will look different. As these ideas develop, I’m open to building them with partners — thoughtfully and selectively. Not because I cannot build alone, but because I believe the next chapter will be stronger with shared perspective.