29th October 2025
Written by Holly Richardson
So tell us about your journey at Robinsons
When I started at Robinsons 10 years ago, I had a varied background in building surveying and project management but no experience with pubs, at least in a professional capacity, so this was quite a new challenge for me.
I was introduced to Robinsons by John Riley [Director of Property]. We had worked together for a previous employer and he appointed me to provide health and safety training and building surveying consultancy services. It struck me how much he enjoyed his job and when, a few months later, I was looking for a change, it seemed an obvious move.
When I joined, property maintenance was under prioritised and under pressure. I was rolled out in front of the board, made my pitch and to my surprise; well astonishment really, received the family’s backing to make the changes needed.
It was quite a challenge that the team took on, and I am very proud that the core team is still with us. Craig, Nokomis and Simon, and Paul and Tom who joined us since, work enormously hard to deliver repairs, improvements and compliance in a responsible and professional way.
So the question we always ask. What changes have you seen?
Ditching paper and the implications of that inevitably require different ways of working. We moved from lists to an online database, to an online purchase order management system.
Much of the periodic compliance work is now managed via estate-wide programmes of work which is far more efficient. Accordingly, the surveyors have time to undertake more planned maintenance which is a far more satisfying than dealing with emergencies such as leaks and boiler breakdowns.
Apart from improving the condition of our estate, we have better relationships with our Pub Partners. It’s no longer adversarial and I think we are seen now as supportive and reliable, something we can be proud of it.
A lot of people externally may wonder why we have a full surveying team…
We own the property we trade from, which is a huge asset to be managed. It’s impressive that Robinsons want to do that with an in-house team and there is almost nothing that we cannot tackle, from structural repairs to sewer connections. The surveyors know the properties well and know so are best placed to determine the scope of work, rather than outsource that to contractors.
If we shrink the property team like others have done, it will reduce what we can get done or the service we offer. From what I have seen of other companies, Robinsons offers a lot of property support and our buildings are well maintained which I think produces a stronger tenancy.
So what does a day to day look like?
I like to think I do the bits that enable the surveyors to work effectively. Anything that gets in the way of them doing a good job, maybe things they haven’t time to do, or that have implications across the team. That might be looking at costs, payments and managing contractors, and guiding what they do.
We have a strong framework for engagement, normally the tenancy agreement, and a strong culture of how we apply that so I suppose, my role is to reinforce that.
As a team, we know what we need to achieve and it gets done. We trust each other so it doesn’t always have to go through me, and that works. Between John and I, we agree on nearly everything.
Go on, what’s something you’ve not agreed on?
Ha. I can’t remember…
What’s the best thing about the job?
The people. The family and John backed me to make some big changes. The surveyors are a loyal and hardworking bunch and great fun to work with. It’s my role to back them.
Last month we caught up with Nokomis who celebrated 10 years and has started her own journey into surveying. So has her mentoring been something you’ve taken on?
Yes, absolutely. The route to ‘Assoc RICS’ is a serious undertaking and Nokomis deserves support. Passing on the best of 40 years of property experience is a hugely satisfying part of my role. Whether the surveyors always appreciate my encouragement remains unreported.
So from being ‘on the ground’, have you enjoyed the shift into a more leadership based role?
The team is so strong that I don’t need to be involved in day-to-day repairs, other than those arising at the Brewery sites. This gives me the time to drive improvements in process, compliance and programmes of work which benefit everyone.
What’s the most difficult thing about the role?
Working in a site which remains open and reopening a site which has been closed for a while can be challenging, as can negotiating with adjoining owners. Dealing with fire or flood damage, or so rarely when someone was hurt – those are the hardest times.
So finally, away from the job, what does the life of Tony Roberts look like?
I enjoy catching up with my twin boys, club cycling, walking holidays in the Tyrol and getting away on a motorcycle, all of which are a great antidote to life on the M56.
