Today we’d like to introduce you to Brooklyn Howard.
Hi Brooklyn, so excited to have you on the platform. So before we get into questions about your work-life, maybe you can bring our readers up to speed on your story and how you got to where you are today?
I moved to Houston from Flint, Michigan in 2016 to attend college. One night, a friend and I decided to go out, and we ended up at a club where we met the MC. We jokingly told him we were looking for a job — and by pure luck, he was actually building a new promo team in Houston. That chance encounter led to us becoming the very first employees of what became The Influencers.
It all started with me working one night a week, earning $50 to bring attractive crowds to the venue. Over time, we started booking our own nights at multiple clubs across the city — Mercy Nightclub, Parma Lounge, Seaside Lounge, Mynt Nightclub, Space Nightclub, Engine Room, Sakai, Set, Rose Gold Cocktail Den, and others. I transitioned from promoter to waitress, and then into a waitress manager, marking the beginning of my management career.
As a waitress, I cracked the code on booking tables and started making $1,200–$1,500 a week. Eventually, as a waitress manager, I was making a guaranteed $1,500 weekly. As the company expanded, we took ownership of Rose Gold in August 2022 and rebranded it to Ratio Houston. A few months later, we also acquired Space Nightclub, and I was promoted to General Manager — a full-circle moment, considering I had been with the company from day one.
I had no formal training or mentorship stepping into management. I had to learn by doing — creating systems from scratch and figuring out operations on the fly. Thankfully, working across so many clubs gave me insight into how different venues were run, so when it was my turn to lead, I had a foundation. But every venue is different, and it took time to build the structure and team needed to run things smoothly.
The owner, who had more experience than me in nightlife, was instrumental in offering support and coaching, but this was still a journey we were both navigating and building together. Once ownership came into play, everything got more serious — real business, real pressure, and real accountability. I knew I had to truly step into my role, so I committed to learning every position in the building. I trained myself in bartending, serving, hosting, managing the door, running the kitchen, hookah, barbacking — everything except DJing (which is still on my list!).
Managing a venue isn’t just about delegating — it’s about understanding the moving parts and being hands-on when needed. Eventually, I became the GM of both Ratio and Space at the same time. At one point, Ratio was open Tuesday through Sunday, while Space operated Fridays and Saturdays. My weekly schedule was intense: Mondays through Wednesdays were reserved for liquor orders, linen, and CO2 exchanges. Thursdays I worked Ratio from 3 PM to midnight. Fridays, I’d start at Ratio from 3 to 9 PM, then head to Space from 9 to 2 AM, and back to Ratio to close.
That routine lasted over a year and a half. While I occasionally had help from other managers at Ratio, the high demand and high turnover made consistency tough, so I often had to hold it down full-time. Around the time of COVID, we were at our peak financially. I stepped into more of a regional manager role, overseeing both clubs and earning $2,000 a week — $96,000 a year.
Fast forward to today: Ratio has moved to a larger space two blocks over and is now known as Privacy Houston. Space Nightclub, due to the age of the building, was closed for renovations in December 2024. Now, we operate solely out of Privacy, and honestly, it’s been a blessing. After eight years of nonstop work, I finally have a bit more balance in my life.
Currently, I still oversee the venue, but we have strong staff in place, and I no longer have to be present 24/7 — a luxury I’m incredibly grateful for. I’m now shifting focus to a new business venture launching later this year. I’m beyond excited to elevate my career and expand my impact.
The Influencers will always be my home — my first baby. But as I prepare to launch my next chapter, I’m not walking away; I’m just making room for my second child, figuratively speaking.
This journey has taught me so much. I never imagined nightlife would become my path, but here I am — a businesswoman who has learned how to run and manage multiple multimillion-dollar venues. It hasn’t been easy. Nightlife isn’t for the weak. From the outside looking in, it may seem like fun and glamor, but behind the scenes it takes grit, strategy, sacrifice, and focus. And in this business, you can lose it all in the blink of an eye.
You have to stay grounded, block out distractions, and trust your instincts. I don’t claim to know everything — I’m still learning every single day. But I love what I do, and I’m proud of how far I’ve come. And I’m just getting started.
Would you say it’s been a smooth road, and if not what are some of the biggest challenges you’ve faced along the way?
Not at all—the road has definitely had its bumps. One of the hardest parts was being thrown into management roles with zero formal training. I had to learn everything on the job, often while managing large teams of women who were my age or older and expecting me to know what I was doing. Earning their respect, setting boundaries between work and friendship, and finding the right balance between firmness and approachability was a constant challenge. I had to build systems from scratch—for handling call‑outs and tardiness, applying fair consequences, and keeping morale up—without ever firing people for every little mistake, all while growing a team big enough to deliver great service on busy nights.
On top of people management, I was also the single point of contact for literally everything. Whether it was 20–30 waitresses needing direction, door staff and security reporting incidents, DJs and kitchen crews asking for supplies, or liquor distributors chasing invoices—I was the one everyone called. And since I handled payroll too, any question about tips, hours, or paychecks landed in my inbox. That level of responsibility—being the backbone for all those moving parts—was thrilling but mentally exhausting.
Then came the behind‑the‑scenes logistics and legal hurdles that no one ever warns you about. Every few weeks, another surprise would pop up: special sound‑permit requirements based on decibel levels; minimum wage laws and maximum work‑hour regulations for; strict food‑storage standards; mandatory sprinkler inspections; even needing CO₂ tanks just to serve soda and juice. I was completely green in all of that, but each curveball forced me to research, ask questions, and build compliance systems that kept us running smoothly.
It was far from easy, but those tough lessons shaped me into the manager and businesswoman I am today. Learning to juggle people, processes, and legalities simultaneously taught me resilience, resourcefulness, and the value of creating clear structures—skills I lean on every single day.
Appreciate you sharing that. What else should we know about what you do?
I work in the nightlife and hospitality industry, and over the past eight years, I’ve worn just about every hat you can think of — from promoter to waitress, to waitress manager, to general manager, and now I help oversee multi-million dollar venues. I specialize in venue operations, staff management, guest experience, and team development. What I’m known for is my ability to bring structure, systems, and consistency to fast-paced, high-pressure environments — all while maintaining strong relationships with both my team and clientele.
What I’m most proud of is my loyalty and dedication. No matter what the hurdle was, I never folded. I stayed down and committed through every transition, every late night, every setback, and every growing pain. I built my name and my reputation through hard work, consistency, and resilience. That type of loyalty is rare in this industry, especially when things get tough.
What sets me apart is that I take this seriously. To me, this isn’t just a nightlife job — it’s a business, a brand, and a foundation for bigger things. I took time to learn every position in the building so I could lead with knowledge and respect. I’ve learned how to run venues from the inside out — not just manage people, but create systems, maintain compliance, build culture, and keep a business profitable. I’m hands-on, I’m solution-oriented, and I treat every venue I work in like it’s mine — because that’s how much I care about the outcome.
My goal has always been bigger than just running a successful night — I want to build experiences, build teams, and build a legacy. And I truly believe the way I lead, with passion, loyalty, and a deep understanding of the work, is what makes all the difference.
What makes you happy?
What makes me the happiest is seeing my team thriving — financially, mentally, and professionally. When we have strong systems in place, smooth operations, and a leadership team that holds everyone to a high standard, it creates a healthy work environment. That leads to high morale, great service, and ultimately, higher revenue. But more than anything, I love seeing people excited to come to work — not just because they’re making good money, but because they feel supported, respected, and surrounded by a team that feels like family.
That’s what truly fulfills me. When the energy is right, and I know that everyone is being taken care of and has the opportunity to better their lives — that’s when I feel like I’m walking in my purpose. I originally went to college because I wanted to help people, and in a way, I still am. Knowing that I’m in a position to create opportunities for others — whether it’s helping someone pay their bills, take care of their family, or just feel proud of where they work — that means everything to me. It’s not just about running a business; it’s about building something that truly impacts people’s lives.
Contact Info:
- Instagram: @holabrooklyn_
