Twenty minutes of planning, 30 minutes of reading, 20 minutes of meditation, 30 minutes of weights, 20 minutes in an ice bath and 30 minutes in the sauna.

For the Maitland husband and father of five children, it's valuable alone-time. For the businessman with a growing stable of pubs in his investment fund, it's essential to his well-being.

"I know how I start the day tends to inform how I finish the day," he says in his newly-published book, Find Build Sell, How I Turned a $100 Backyard Bar into a $100 Million Pub Empire.

"I like to do as many things as I can before I actually hit work because I used to get up at the same time and go to my computer, like from bed to the computer, in pajamas and start tapping away," he says. "That's not good for you long term.

"I like to get my head clear on other things, and then try to be a little bit more disciplined with my work, the same way I am with other things."

The approach is paying off, no question about it.

"I can make decisions quite regularly that are going to make the business over $100,000 a year and more. So, you have to be in the best state mentally to make those decisions," he says.

Hunt's morning reading, by the way, often focuses on The Daily Stoics, readings by several ancient stoic philosophers including Marcus Aurelius and Seneca. In short, it aims to provide lessons about personal growth, life management and practicing mindfulness.

That pub empire, run under the umbrella of Hunt Hospitality International, at the moment includes The Kent Hotel in Hamilton, The Imperial in Maitland, Harrington Hotel in Harrington, Finnians in Port Macquarie, the Ocean View in Urunga and the Seabreeze in Nelson Bay.

The business began in 2016. Since then Hunt has bought and sold the Rutherford Hotel, Lakeside Village Tavern in Raymond Terrace, and The Duke of Wellington in New Lambton.

The odds are pretty good Hunt Hospitality will purchase another pub in 2022. Hunt says the group is likely to acquire three to five more pubs within the next five years.

Hunt's book, by business publisher Wiley Books, is a classic how-I-did-it self-help guide. At 201 pages, it's easy to read, and full of real-world examples.

The best part is the anecdotes spread amongst the chapters.

Like reviving the CBD Hotel in Newcastle and selling it (bought for $3.6 million, sold for $6.25 million).

Or kicking two drunken rock stars out of the Kings Head pub in London when he was the manager (the stars from the band Oasis).

Or handling a heaving Boxing Day crowd at The Kent Hotel (they arrived early due to heavy rain, so to bring order to chaos, he immediately instituted a cover charge, to slow the charge into the bar).

Or raising the $4.2 million to buy his first pub for Hunt Hospitality, the Rutherford Hotel, including raising the final $1 million in the last 24 hours before settlement.

His business insights will resonate with customers who have frequented his pubs.

Like the Ocean View at Urunga, where they hired the guys from the local Men's Shed to build some tables, paint walls and pave the courtyard. They pay them market rates, and get top worksmanship.

"We know that putting ourselves at the heart of any community is not only good for business, it's good for the community," Hunt says in his book.

Training staff, listening to staff and supporting staff also rate as top priorities for Hunt.

One of Hunt's regular habits is buying a potential employee lunch to get to know them better. He also takes them to lunch when they are working for him, to discuss how they are going, what they need or want.

In one instance, he sensed a chef was getting bored. Over lunch with him, he realised the chef had a passion for vegan food, which was not a priority on the menu of that particular hotel (the Kent). He gave the chef a chance to create a vegan menu and test it out - and it was huge success.

Corey Park, who was executive chef with Hunt Hospitality for six years before setting out on his own bistro and catering business recently, attests to Hunt's leadership.

Hunt was always open to new ideas, thinking outside of the box, Park recalls.

"We were always thinking of ways of bringing people into the venue," Park says.

"Let's try a hot dog night. We were doing some of the best hot dogs I've ever seen. It was a complete flop, but he did not give me kickback about that. It was 'what's next?'.''

The two still exchange text messages and talk to each other.

Hunt's reporting systems for all managers, which he notes in his book, are also a key element of the success of the business. Staff know where they stand, and are empowered to control many of the variables which can make or break the business.

For Hunt, the loyalty to staff and customers was a no brainer during the pandemic. Hunt Hospitality venues stayed as committed as possible to serving communities during two years of uncertainty.

"There were other businesses that were shut," Hunt notes.

"As soon as we could have any customers, we opened. As soon as we could have food or beverage or any takeaway, we opened. As soon as we could have 10 people in our venues, we did.

"Our capacity, to give you an example, was probably 2000 people across all of our venues, we [could have a maximum of] 70 across all our venues. And still doing takeaway. And we went - we'll have em!"

Having lived and breathed pubs since he was old enough to drink in one and work in one ("I used to live in London where there was a pub on every corner. And I don't know if there's any I haven't been to," he says), Hunt knows what a good pub should offer.

And it's always on his mind.

For instance, he often orders a steak in a pub.

"I like to have a steak, but I only have it with salt," he says. "I don't have it with mushroom or gravy. I think because it's such a high, select product, people need to get their steaks right. When you ask for it, everyone asks for it medium because they don't know if it's going to be rare, if it's going to be charcoal. That's important to get right. Get the simple things right, the other things take care of themselves."

His drink: usually Toohey's Old (he has a Guinness during the interview). He will take note of the smell of the beer, and the glass ("Apart from Guinness if it sticks to the glass it means the glass is not clean," he says.)

Where would he like to own a pub? He says Forster is a long-time favourite location (from childhood holidays), and he still appreciates the first pub he worked in, the Blue Gum Hotel, in the northern Sydney suburb of Waitara.

This weekend Hunt is heading to Las Vegas, where he is a featured speaker at the huge Bar & Restaurant Expo trade show. His topic: Automate, Elevate, Innovate.

Hunt is keen to offer advice, no matter what business you are in.