West Berkshire Brewery’s transition to Renegade is described by Pete Flynn
A visit to Renegade Brewery quickly dispels any notion that this is a business merely recovering from past difficulties. Set against the rolling Berkshire countryside in the village of Yattendon, the brewery today feels confident, forward-looking and — most importantly — busy. From the moment I arrived, it was clear this is a brewery that has not only found its feet again, but is striding ahead with purpose.
I was welcomed into the expansive taproom by marketing manager Clare Candy, a long-standing member of the team, before being introduced to head brewer Hugo Fullerton. The taproom itself is an impressive, open-plan space, complemented by an attractive garden offering fine views across the surrounding countryside. A glass partition provides a clear view into the brewing area, and a sign on one of the doors — “positive vibes only” — neatly captures the tone of the place: professional, optimistic, and quietly confident.
There is also a strong visual identity at play. Renegade’s cyberpunk, post-apocalyptic branding, complete with bold character artwork, reinforces the sense that this is a brewery keen to stand apart. It’s a striking contrast to more traditional imagery and signals clearly that this is a new chapter.
Yet the story here cannot be told without acknowledging the past. The site was formerly home to West Berkshire Brewery, a name well known to many CAMRA members. Core beers such as Good Old Boy, Mr Chubb’s, Maggs Mild (now rebranded as Misfit Mild), and Maharaja built a loyal following and remain part of the brewery’s output today — an important nod to continuity amid change.
Hugo, who has been with the brewery for almost nine years, spoke candidly about the challenges faced during the final period of West Berkshire Brewery. “Renegade, formerly West Berkshire Brewery, went into administration coinciding with a massive capital investment and some poor leadership and financial decisions,” he explained. It was, he suggested, a difficult time for a workforce that remained largely committed. “Ninety per cent of the workforce are loyal and hard-working people who had been let down by a few.”
Like many independent brewers, the business was also navigating a rapidly changing market. The Covid period added further complexity. “We managed to get by with a skeleton crew,” Hugo recalled, “and always having spare capacity we were able to brew and package other brewers’ beers. Like many independent brewers we were navigating a rapidly evolving market, with WBB facing mounting pressures.”
The turning point came with the intervention of the Iliffe family of Yattendon Estates. Their acquisition of the brewery, confirmed on Christmas Eve 2021, provided both relief and renewed optimism. “The announcement… was a welcome Christmas present to the employees,” Hugo said.
Crucially, this was not simply a financial rescue. The Iliffe family’s long-standing connection to the local area and their willingness to take a long-term view created the conditions for a genuine reset. Stability, investment, and — perhaps most significantly — stronger leadership and communication have all played a part in the transformation.
For Hugo, the changes were tangible. “I was very happy with some new kit that enabled me to brew some innovative small batch products via this pilot brew kit,” he noted. That investment in equipment has allowed the brewery to experiment and expand its range, while maintaining consistency in its core beers.
The decision to rebrand as Renegade Brewery marked a clear break from the past. The name itself suggests independence, a willingness to challenge convention, and a fresh start. It is a modern identity that reflects both the brewery’s ambitions and its broader appeal. Importantly, however, the rebrand has not come at the expense of tradition.
Cask ale remains central to the operation — a point that will reassure many readers. “Some of the big brewers are stepping back from cask ale production,” Hugo observed, “but cask ale is alive and well, with moderate growth forecast within our business plans for the foreseeable future.” That commitment, backed by investment and careful cellarmanship, underlines the brewery’s confidence in the format.
What stands out most in speaking with Hugo is the emphasis on team culture and good practice. “I see ourselves as a family,” he said, “with a great knowledge within the brewery team who I can leave to get on managing new projects.” That trust and cohesion appear to have been key ingredients in the brewery’s recovery. Combined with clearer communication from management — regular updates and a shared sense of direction — the result is a workforce aligned behind a common goal.
That sense of alignment extends to customers as well. “We are very supportive and appreciate our local customers who supported us continually throughout the difficult times,” Hugo explained. “Our journey has given us a broader reach, although we shall continue to brew the beers we love whilst striving to be innovative.” It is a balancing act — respecting heritage while embracing change — that Renegade seems to be managing with assurance.
The brewery’s ambitions are far from modest. “We want to try and push our volumes up each year, keeping our capacity to full use,” Hugo said. Sustainability is also firmly on the agenda. Solar panels now provide the site’s electricity, while waste water is recycled into methane for future energy production—practical measures that reflect a responsible, forward-thinking approach.
Innovation continues through the brewing programme, particularly with seasonal and small-batch beers. Hugo spoke enthusiastically about recent successes and hinted at what’s to come, including a pumpkin-spiced stout planned for the autumn — evidence that creativity is very much alive in the brewhouse.
Perhaps most reassuring of all, particularly from a CAMRA perspective, is Hugo’s confidence in the brewery’s backing. “We are fortunate to be backed by such well-known people with good business expertise and valuable connections, with cask ale always going to be there,” he said. It is a statement that neatly encapsulates the blend of tradition and modernity that defines Renegade today.
My visit left a strong impression. This is a brewery that has learned from its past, embraced change, and put in place the kind of good practices — clear leadership, investment in people and equipment, and a commitment to quality — that make a tangible difference. The result is not just survival, but a genuine success story.
My thanks go to Clare Candy for her warm welcome and for showing me around, and to Hugo for his openness and insight. I look forward to returning — hopefully in the company of fellow CAMRA members, who I am sure will find much to enjoy in both the beer and the setting.