The Menu Partners (TMP) has swiftly built a reputation as one of the UK’s leading foodservice suppliers, and works closely with more than 700 pubs – including groups like Young’s and Fuller’s – to create cost-effective, seasonal menus that excite chefs and customers and, importantly keep kitchens profitable. At the centre of this operation is Jason Linke, a man whose decades of experience in produce supply and deep understanding of chefs’ needs have seen him become a trusted advisor to some of the best pub operators in the country

A resilient and evolving sector

Jason is optimistic about the pub sector’s future. While drinking habits have changed and running a pub has become more demanding, he believes pubs remain central to British culture. “People see pubs as a treat now, and expectations are higher,” he adds.

“The food offer has improved massively in the last decade. You’ve got Michelin-starred pub restaurants, and plenty of high-end operators who know their customers will pay a bit more for quality.”

For TMP, the role is clear: to be a true partner, not just a supplier. That means understanding each pub’s clientele, offering the right products at the right price, and providing the inspiration and support chefs need to deliver menus that are both commercially sound and exciting to eat.

Why menu freedom matters

In Jason’s view, pub groups tend to fall into two camps: those with a fixed, uniform menu across every site, and those that give chefs their creative freedom, albeit within agreed parameters. “If you’ve got two pubs in the same group in the same neighbourhood with identical menus, you lose the repeat visit incentive. Young’s lets chefs work with the same core ingredients but create their own dishes. That’s what keeps the offer fresh – you can go into one Young’s pub on Monday and find a totally different menu to another down the road on Wednesday.”

TMP supports this by advising chefs on availability and pricing, often suggesting specials that make the most of peak-season produce. The result? Stronger menus, engaged chefs, and customers who keep coming back.

Gastro strategists

Jason’s relationship with the Young’s pub group stretches back more than 15 years, beginning with his supply to the 30-site Geronimo Inns chain – widely recognised as one of the first true gastro pub groups. When Young’s acquired Geronimo, they inherited not just the pubs, but a new way of thinking about food. “At the time, Young’s wasn’t known for its food offering,” Jason recalls. “It was the same menus across the chain, nothing that really stood out. But they liked what we were doing with Geronimo, so they gave us 10 pubs as a trial – and it grew from there.”

That growth came from more than just delivering produce. Jason and his team worked with Young’s to overhaul its purchasing system, moving from 900 free-choice listed products to a streamlined “larder” of 80–90 core lines – everyday essentials like chips, onions, and mushrooms – supplemented by seasonal lists. The impact was immediate: fewer unavailable items, lower prices thanks to seasonal buying, better GP performance, and less waste.

Seasonality and storytelling

One of Jason’s core beliefs is that pubs should champion British produce when it’s in season – not just because it’s cost-effective, but because it excites chefs and diners alike. “We’ve brought seasonality back to some pub groups. Sure, you can buy imported strawberries in December, but should you? As a UK pub, why not highlight home-grown products? It keeps the menu fresh and connects people to where their food comes from.

“Chefs are excited when they see asparagus back on menus after six months without it. Diners are excited to eat it. Everyone wins when the menu moves with the seasons.” To reinforce this position, TMP runs “Inspiration Days” where chefs visit growers like Barfoots of Botley or the Isle of Wight Tomato Company. They see production firsthand, hear the sustainability stories, taste products in the field, and return to their kitchens inspired. Jason fronts these days in the field.

“When chefs understand the challenges growers face – weather, yield, season length – they make better menu decisions. And when they hear about things like Isle of Wight Tomato Company generating 70% of the island’s energy, they want to share that story with diners,” he says.

More than fresh produce

While fresh produce remains at the heart of TMP’s offer, the company has expanded its service to supply dry goods, dairy, meat, and frozen – replacing up to eight separate suppliers for some customers. That means fewer deliveries, a single invoice, and more streamlined ordering for busy pub managers.

While fresh remains king, Jason sees a growing role for frozen in professional kitchens, especially for consistency across large estates. “There’ll always be a place for hand-cut chips,” he says as a for instance. “But if you’ve got 260 sites, cooking and quality will vary. A high-end frozen chip, like the Koffmann’s range we supply, delivers the same result every time. And products like Marco Pierre White’s frozen spinach and Yorkshire peas are so good they’re used in Michelin-star kitchens.”

Scale and selective growth

TMP now runs over 200 vehicles, delivering mainly at night to reduce congestion and emissions – though city restrictions often make routing a challenge. Around 80% of its pub supply comes directly from New Covent Garden Market, with turnover topping £300 million this year.

The group, which also includes Premier Foods Wholesale and Absolute Taste, serves everything from London pubs to the Falkland Islands, and from Michelin-starred dining rooms to major events like Formula 1 and The Open Golf. TMP still supplies independents where it makes commercial sense, but the focus is on building deeper partnerships with key clients rather than chasing every new lead.

“Instead of looking for constant new business, we ask: what more can we do for our existing customers?,” explains Jason. Growth is deliberate and sustainable. “We’re not rushing. We’re building a diverse customer base across all areas of hospitality,” he adds.

Cost control without compromise

In today’s climate, pubs face rising wages, high alcohol duty, and increased energy costs. TMP helps them stay competitive by optimising usage and reducing waste rather than simply cutting quality. Portion control is one area of focus. Jason says: “It’s not about being tight-fisted – it’s about understanding what diners actually eat. If half the garnish comes back untouched, why put it on the plate? Micro cress used to be everywhere, but often it didn’t add anything to the meal and ended up in the bin. Now chefs use it when it makes sense, and watercress is making a comeback.”

By focusing on in-season British produce – like Scottish girolles at half the price of imported alternatives – pubs can deliver better quality at a lower cost, he says.

The recipe for success

Jason’s roots in the Market run deep. He first helped his grandfather load lorries at New Covent Garden when he was just seven or eight. By 17, he was buying trays of produce, selling them around the West End, and building a loyal customer base box by box.

From those early days, he’s seen huge changes in the industry – the rise of the gastro pub, the growing sophistication of the British diner, and the increasing importance of sustainability. His experience with Michelin starred restaurants through his earlier company, Cream of the Crop, taught him the value of trust and consistency.

He sums it up simply: “Partnership is about understanding each other. Chefs know if you’re spinning them a line. My job is to be straight with them, to share what I’ve learned from growers, from other chefs, from the market. And I’m still learning every day.

"We can’t offer white cabbage to replace tenderstem broccoli, but we can offer cavolo nero. It’s about knowing what works, communicating, and being flexible. And it’s about making sure that growers, suppliers, pubs, and diners all get value from the chain.”

In an industry facing rising costs, changing customer expectations, and ongoing supply challenges, The Menu Partners’ blend of market expertise, seasonal focus, and collaborative approach is proving that cost-effective doesn’t have to mean cutting corners – it can mean raising standards. And as Jason knows from his lifetime in the market, when you get that balance right, everyone – from grower to chef to customer – is better off.