As we step into 2026 after a busy Christmas and New Year, I find myself reflecting on the challenges and opportunities that lie ahead for our sector. Having spent my whole career in hospitality and retail, I’ve seen first-hand how resilient, innovative and community-minded our industry can be. And while the past few years have tested us all, I’m confident that pubs will not only weather the current storm but emerge stronger, more relevant and more vital than ever.
My own journey through hospitality, working with some of the UK’s most recognised brands from TGI Fridays and Costa to Whitbread Hotels and SSP, taught me many things that I’ve brought into my role at Marston’s. T he power of having a clear strategy, high standards and a relentless focus on execution. That success is never just about the numbers, but rather the culture you create. Teams who care deeply about what they do, and guests who trust us with their special moments. These are the things that keep our sector moving forward.
Of course, there’s no escaping the fact that recent Government interventions have made life tougher for pubs and hospitality businesses across the country. Rising costs and reduced support have forced us all to look hard at how we operate. Difficult choices have had to be made.
But adversity brings out the best in us. Despite the pressures over the past year, I’ve seen countless examples of pubs and operators going above and beyond for their communities. Staying positive and adapting to meet every challenge. Driving innovation, supporting local jobs and finding new ways to entice people through their doors. Good businesses find a way through tough times, and I’m confident this year we’ll do it again.
When the Chancellor delivered her first Budget back in October 2024, the mood music was sombre. But our pubs battened down, focused on the basics and managed to defy the gloom, delivering significant growth in 2025 despite the obstacles put in our way.
As a Group, we invested more than £60 million into our estate last year, including launching 31 of our new differentiated pub formats — from our nostalgic Two Door format and game changing locals sport pub concept Grandstand to five new family focused pubs known as Woodie’s. We’ve tested them, refined their offers, and are now rolling out these formats at scale, with strong growth in sales, guest feedback and team engagement giving us the confidence to increase investment still further this year.
Events were another key highlight — bread and butter for local community pubs like ours — bringing energy and excitement to guests of all ages, whatever their interests. From themed nights and live music to community celebrations and seasonal promotions, each one creates a compelling reason to visit and opportunity for guests to connect, while cementing your pub’s position at the centre of community life.
But we took it a step further, delivering a series of high impact, national events at scale — from our Best Ever Pub Pie and 90’s themed Pub Life events over the summer, to the UK’s biggest Oktoberfest celebrations last autumn — delivering memorable experiences for guests and measurable returns for our pubs and partners. Still doing what pubs do best, but bigger, bolder and better than ever.
We doubled down on standards within our pubs too, ensuring stronger consistency across both the managed and partnership sides of our estate, such that our health and safety, food safety, and allergen management are now best in class. And we ensured that our customers remained at the heart of every decision, growing our guest reputation scores to record levels last year, reflecting our teams’ tireless commitment to great service.
Looking ahead, collaboration remains key to our sector’s ongoing success. In today’s challenging market, going it alone — without backup or support — is why so many pubs are closing.
Our own Partnership model — launched back in 2008 and the first of its kind in the pub industry — is proving its salt today more than ever. Churn rates are down, partners are staying longer and our agreements are delivering real value for both sides.
As a revenue-share agreement, it rewards entrepreneurial operators for driving sales, with low start-up costs, deposit-building support and low barriers to entry — great for both experienced operators and those joining our industry for the first time. But what makes it so popular is the support we give our partners. It’s not just about financial incentives, though those matter too. It’s about best practice sharing, collaboration, and the sense of being part of something bigger.
Our partners benefit from national events, tech support, and access to the latest digital tools. Our new Order & Pay app — available to our partners at no cost — allows them to target local guests with promotions and incentives, drive revenue and the crucial upsell, and build stronger relationships within their communities.
At the same time, we’ve automated back-of-house tasks, streamlined business reviews, and provided granular insights and AI-driven analytics to help our partners focus on the things that really move the dial. And for incoming partners, we’ll shortly be launching our new and improved Partner Induction programme, a truly industry-leading and fully bespoke training course for new operators, designed to set them up for success from day one in their pub.
If you’re ambitious, entrepreneurial, and want to be part of a business that really cares about its people and communities, you won’t find a better home than Marston’s. You’ll get the support, tools and freedom to build something truly special.
As a final thought, my message to fellow operators and the wider hospitality community this year is this. Stay focused on what matters most. Invest in your people, embrace innovation and new ideas. And never lose sight of your role in the community. The challenges are real, but so are the opportunities. With the right strategy, culture, and commitment, I believe pubs will continue to thrive, supporting communities and driving our industry forward for generations to come.
