As managing director at Theakston, Richard Bradbury has overseen consecutive years of growth at the Yorkshire business. And as the storied brewery prepares for its bicentenary in 2027, he’s an enthused as ever about beer, brewing and the people that make it all happen.

“I joined the business in November 2020, and the company’s bicentenary in 2027 seemed quite a long way off. We were in the middle of the global pandemic and the focus was one of survival. I thought ‘Let’s get through this crisis and if we come out the other end then we can look forward to the celebrations that come with a 200-year anniversary’.

“We managed just that and the bicentenary was then five years away. It was probably time to start planning… Now suddenly it’s five months away! Time flies, but thankfully we’ve got a good idea on how to mark such an occasion.”

Richard Bradbury is the managing director at Theakston. An independent, family brewing company founded in 1827, the business is located in the Yorkshire Dales market town of Masham, North Yorkshire, controlled by fifth generation direct family descendants of the founder, Robert Theakston.

As one of Britain’s oldest established family brewing companies Theakston is famed throughout the country and overseas for its wide range of premium ales brewed in their historic Victorian tower brewery. The business is chaired by Simon Theakston, with his son William joining the company in 2024.

And since 2023, Richard Bradbury has led the business operations in that role of managing director. As guardian of an institution known for such storied beers as Old Peculier, he is more than aware of the rich history Theakston boasts. A story that encompasses everything from world wars to economic highs and lows, and even takeovers and buy-backs throughout nearly two centuries of brewing.

But as the business approaches such an important landmark in 2027, the focus at Theakston isn’t one of reflection but of relevance. And the company continues to ably demonstrate how to respect its heritage but operate highly effectively across the modern hospitality landscape.

“Leaning into your heritage while also recruiting new consumers is always a balance,” says Bradbury. “However given that we are a sixth generation business we have that history as a guide. We’ve always had to cater for the existing customer base while also looking ahead to the future. And we’ve done that successfully multiple times.”

Theakston is known for such flagship beers as Old Peculier. Brewed using a generous blend of finest pale, crystal, and roasted barley with two bitter hops combined with Fuggles hop to produce a beer of awesome full-bodied flavour with subtle cherry and rich fruit overtones.

“Leaning into your heritage while also recruiting new consumers is always a balance. But we’ve always had to cater for the existing customer base while also looking ahead to the future. And we’ve done that successfully multiple times.”

However the company has also launched a wealth of newer beers in recent years including Nowt Peculier, its foray into the no-and-low space. They have also worked with younger breweries such as Rooster on the collaboration Peculier Assassin. For Bradbury, these projects are bound by a common thread and that’s one of shared passion for the industry.

“It doesn’t matter how long they’ve been in business, we can all bring different things to the party. A company like Theakston can offer tradition, heritage and experience. Newer breweries, I suppose it’s a bit stereotypical, bring that youthful exuberance,” he explains. “I think we both benefit from that.”

Bradbury adds: “I think one of the things that helps us, even though it’s something of a challenge, is that we aren’t a pub business. We are brand owner. So we only perform by building brands. There is no tied estate and no ‘must stock’ agreements with anyone.

“Instead we’re driven by the ethos that every outlet that stocks us, stocks us through the choice of the licensee. It’s not foisted on them by a head office, so it’s their choice and that, of course, is driven by their ability to sell our beers to the drinkers that come into their pub.

“I think that keeps us really honest, It keeps us very mindful of having to both support our existing beers, but also evolve with what’s going on in the market.”

And an intimate knowledge of what people are drinking, and why, is something Bradbury and Theakston have developed over time. Part of the Theakston business since 2020, Bradbury was previously part of Heineken UK for more than 20 years, holding roles such as commercial director and trading director. But prior to this, he started his career in beer at Banks’s in Wolverhampton.

“Did I go looking for a role in beer? To be honest it’s something that I probably landed without trying too hard, and I’m grateful for that!” he recalls. “I left university in the mi1980s during a period of high unemployment. At that point the best way of getting a career as a graduate was joining one of the big half dozen accountancy firms.”

But that didn’t appeal to Bradbury. By his own admission he wasn’t sure what he wanted to do but he also knew that he had a “vague interest” in leisure or beer. “I applied for a few graduate programmes and got offered a role at Banks’s in Wolverhampton. It was known as Wolverhampton & Dudley Breweries at the time and each year they’d take on four graduates. You just had to be prepared to get involved in anything and everything.”

And it was this time that gave Bradbury formative, valuable experience working in beer and hospitality.

“You might be with the tech services team for a few weeks, or perhaps out with the dray crews. You would then do a month working in pubs or doing pub relief helping out elsewhere. You got your hands dirty doing lots of different tasks,” he says.

“And then you’d be sent to work on a small free-trade patch in Dudley. For someone coming out of university, dealing with social clubs, British Legions and club secretaries, you would soon have any airs and graces you had knocked swiftly off!”

After departing Wolverhampton & Dudley Breweries in 1998, Bradbury joined Heineken as national sales manager for Heineken Ireland. “It was the time of the Celtic Tiger, so it was a great experience,” he remembers.

Bradbury would return to the UK as trading director at Heineken UK before taking on the position of commercial director in 2013. Handling the development of commercial strategy and trading policies, it’s a role he held for seven years before he left the company in 2020.

And since then, he has been part of the Theakston family. During his tenure, the company has not only survived but thrived. And cask beer sales have provided a solid and successful backbone for the Yorkshire business.

“When we came out of the pandemic we knew we needed a growth mindset.”

“I think we’re probably in our sixth successive year of cask ale growth,” says Bradbury. “When we came out of the pandemic Simon and I knew we needed a growth mindset. In the run-up to that period we had been performing well financially but in terms of volumes we were probably managing decline a little bit.”

He adds: “The pandemic made us reflect. We own brands and in our view, brands only live if you are recruiting more drinkers and growing as a result. You need to create a quality, consistent product that consumers want to drink and licensees what to stock. If you don’t do that I think you are heading towards a slow death as a brand.

“Whether it’s ourselves, Thornbridge, Timothy Taylor’s, Wye Valley, Titanic or some of the newer smaller breweries, it’s our responsibility to create a quality product that not only keeps the category alive but helps recruit new drinkers to it.”

Bradbury is understandably bullish about the category and the company’s role in its future. He’s in no mood to look backwards. “I think the average quality of a pint of cask is way, way better than it used to be 10 or 20 years ago.

“And we should be celebrating what a fantastic product we have here in the UK. I see pubs selling high-quality cask beer and you know what? They are doing really well. The beer is kept in great condition, the range is diverse and the staff are passionate about the product. That is contagious.”

While cask beer is performing strongly at Theakston, its export markets are also a positive facet of the business, too. And in certain geographies, Bradbury observes trends in the demand for the types of beer the brewery produces.

“You need to create a quality, consistent product that consumers want to drink and licensees what to stock. If you don’t do that I think you are heading towards a slow death as a brand.”

“We have always had a reasonable level of distribution overseas and that can fluctuate overtime. If you look at the US for example, we were out of that market for quite a long time,” he says. “We were popular because we offered something different to the wealth of macro lagers so commonly available to consumers. But then the craft beer boom took place and independent US brewers were making beers that filled that demand for ale drinkers.”

Bradbury explains: “Interest in our beers probably died off a little but once the craft beer market started to mature we found beer drinkers seeking us out once again. It was the right time to re-enter the market with beers like Old Peculier.

“Exports are often a challenge. You need the right partner, the right distributor, and I think we have that. We are adding to our range all of the time and also adding new importers in places such as China too, which is very exciting.”

And the future for Theakston is just that – exciting. But as the company approaches its bicentenary, the UK also approaches 2027 with a new Prime Minister in office too. Bradbury is hopeful that Andy Burnham will make the right decisions for beer, brewing and hospitality and says it’s time “for a bit of optimism”.

He also says that Burnham’s decisions to cut business rates bills for pubs, social clubs and live music venues across England from April next year is welcome and a “move in the right direction” during a tough time for hospitality. 

He explains: “What is critical is an understanding of how business in general and the brewing and hospitality industry in particular, can help drive growth and be a force for good in their communities.

“For pubs, their role has never been more important in this increasingly polarised world. We need a permanent resolution to fair business rates so small business owners can plan and invest.”

From the brewing side, Bradbury wants to see trading relationships for their export markets that are as free of tariff and red tape as possible and a regulatory regime that is consultative and light touch.

“While the government’s finances are strained, we are probably at the top of the Laffer curve and a reduction in excise duty would be both good for brewers and for tax revenue. Within an overall reduction, a more creative approach to excise that supports beers that are unique to Britain’s pubs such as cask ale, would be very welcome,” he adds.

Cask beer will no doubt be front and centre of Theakston’s bicentenary celebrations next year. And as Bradbury looks back on his own decorated career, he’s as enthused as ever. He’s also grateful to have found a home at Theakston during these last six years.

“I love beer, I love pubs and I love the hospitality sector. This role at Theakston is the perfect job for me. I’ve never wanted to leave the sector and still don’t want to leave. When I come towards the end of my career you’ll probably have to drag me out kicking and screaming!”