11th August 2026
Written by Holly Richardson
This September, we wish farewell to Martyn Weeks as he steps away from his role of Director of Brewing and Brewing Operations and departs us for a slower pace of life. We caught up with him to reflect on his career in brewing and his journey at Robinsons.
Firstly, congratulations on your recent industry award. How did it feel to receive that recognition?
Thank you. It was a really nice surprise. I've been in the brewing industry a long time and it's always pleasing when your peers recognise your contribution. I never expected it, and Oliver knows I’m not one for the limelight, but it was a lovely way to reflect on a career that's given me a great deal.
What first attracted you to brewing?
If I'm completely honest, nothing at the time. I left college at 18 and needed a job. I wrote to every laboratory I could find around Portsmouth and ended up getting a role at Brickwoods Brewery. It was pure luck. At that stage I wasn't looking to get into brewing. I was looking for laboratory work. But once I joined the industry, I never really left. What started by chance became a great lifelong career.
What was the brewing industry like when you started?
Completely different. Pubs mostly served mild or bitter, there was very little choice and lager was only just becoming popular. The industry was much less regulated than it is today and the culture was very different. Despite all the changes though, one thing hasn't altered. Family brewers still make beer with the same care and passion they've had for generations. That's something I've always loved about the industry.
You've worked across a number of breweries. How did your career develop?
I started in laboratories and I still think of myself as a lab technician who's been very lucky. I spent time with Brickwoods, Whitbread and Boddingtons before joining Robinsons. Along the way I moved through quality and operational roles before eventually becoming site manager and then brewery director. What I've learned is that my strength was never necessarily brewing itself. My strength was building teams, bringing people together and helping talented people succeed.
Looking back, what makes you most proud?
Without question, it's the people. I've always believed that the best thing you can do as a leader is help others become better than you. Seeing people grow, develop and go on to great careers has been incredibly rewarding. I had someone come back from New Zealand years after we'd worked together just to thank me for helping him early in his career. He now runs a brewery there. To be honest, moments like that mean far more to me than any award.
You've spoken a lot about building teams. Why is that so important to you?
Because great teams achieve things that individuals never can. I've been fortunate enough to be part of a couple of genuinely winning teams during my career. When you have a team like that, everyone pulls in the same direction and success follows naturally. What makes me especially proud about Robinsons is seeing people such as Richard, Rick, Nick and others grow into leaders in their own right. They don't need me anymore, and that's exactly how it should be.
What has been your proudest achievement at Robinsons?
The new brewery. I knew we would create something special, but seeing it completed and watching people understand the vision was incredibly rewarding. What makes me proud is that it isn't just functional, it's a beautiful brewery as well. For someone without formal brewing qualifications, helping create a facility like that through common sense, teamwork and determination is something I'll always look back on positively.
How has Robinsons changed during your time here?
Dramatically, and for the better. When I joined there were no director roles outside the Robinson family. Over the years the business has evolved and brought in new skills, expertise and ways of thinking while still staying true to its values. That's been one of Robinsons' greatest strengths. It has continued to modernise without losing what makes it special.
What has it been like working alongside Oliver Robinson?
I've been incredibly lucky. Oliver's management style gave me the freedom and trust to do my job. He supported me, challenged me when needed and allowed me the space to grow. You can't ask for much more than that from a leader. It's one of the reasons I've enjoyed my time at Robinsons so much.
What do you think the future holds for brewing?
I'm optimistic. No and low alcohol beer has huge potential and will help attract new consumers into pubs. More broadly, people will always want quality products with authenticity and provenance.
The challenge for the industry is ensuring pubs remain viable. We should be incredibly proud of Britain's pubs. They're part of our heritage and our social fabric. People travel from around the world to experience a British pub and a British pint. As long as the industry continues to innovate while protecting that heritage, I think there's a bright future ahead.
What does retirement look like for you?
I'm approaching it with three principles in mind: health, fitness and family. Many years ago I read The 7 Habits of Highly Effective People and one lesson stayed with me. Rather than building detailed plans, focus on the principles that matter most.
For me that's spending time with my family, staying active and enjoying life. If something contributes to those three things, I'll happily say yes to it.
Finally, how would you like people to remember you?
As someone who helped people. I've never wanted to be in the spotlight. I'm much happier supporting others from behind the scenes. If I've helped people develop, helped build successful teams and left things a little better than I found them, that's enough for me. There's always something new to learn, always another small improvement to make.
My philosophy has always been simple: just keep going.
