Tag Archives: craft beer BC

6 Months after opening – part 1

I just visited my blog again for the first time in about 6 months, and I was shocked to see that people are still visiting it, looking for information on starting a brewery.  I felt a little inspired so thought I would jot down a bunch of things that come to mind regarding running a brewery.  In no particular order, it would be the following:

  • Man you will be tired:  Unless you are flush with cash and you can afford to have extra staff around, you will be working like a dog.  Minimum 60 hour weeks, week-in and week-out.  Get ready for this, or if you are adverse to this kind of thing, get ready to hire additional staff to make life easy.
  • Cash flow:  People look at our brewery and see that we are doing well, and we are.  People love our beer, we have great tasting room staff, we love what we do, and craft beer in Vancouver and BC is on such a huge upswing.  However, cash flow is an ongoing challenge and something that needs constant attention.  The bigger you grow, the more of a buffer you need for working capital.  So know this:  The cash flow needs of your business will get worse over the first 6 months and not better.
  • Managing people:  I don’t say this in terms that it is an issue or a problem, just something that you need to be aware of.  When you are building your brewery, you manage yourself and a team of people that sooner or later will leave and move onto something else.  However, when you hire staff there is so much more to the relationship than a do this do that approach.  You must deal with peoples feelings, strive to make the staff get happiness from doing what they do, and strike a delicate balance between being the good cop and the bad cop.  There are many other small components as well, and to be honest there will be days you suck at being a boss and others that will come easily.  For me, I need to work on this part of my skill-set continuously.
  • Dealing with government:  Don’t know what else I can say here.  Just get ready for inspections, forms to fill out, paperwork, bureaucracy, bitting your bottom lip, and general frustration in this bucket.
  • Customer is always right:  We get lots of feedback from people on all sorts of things.  Mostly though, people who pass along feedback have found something they don’t like or think could be improved.  There are 2 ways to take this information:  Defensively or as constructive feedback.  As much as we may disagree with what people say and how they approach us, there is always value in taking this information and using it to make your business better.  You may not always do what a customer wants you to do, but you can always take a little from the conversation.  Moreover, if you don’t listen to your customers and they take their hard earned money elsewhere, you will have nothing.
  • Did I tell you this process is tiring:  Can’t overstate this enough.  Get your ass in shape, prepare people around you for the workload and find your release so you can stay sane.  For me its exercise … what about for you?
  • Not enough time in a day/week/month to get everything done:  You will need to prioritize on a daily basis as there is never enough time to get everything done.  The fulcrum is never in balance, just make sure you are always checking on where it should be.
  • Know when to hire and add staff:  Hand in hand with the point above, before you burn out, hire someone to help.  Each person has a different threshold for workload, stress and the ability to get things done.  So don’t judge a partner or employee for what they are or aren’t doing.  Just focus on getting your work complete, and help others where you can.  When the burden of your to-do list becomes too much, spend some money and hire someone.
  • Stick to your plan but detour when necessary:  This is a tough one, but certainly one that should not be lost.  There are times when you should stick to your plan and resist going off course, and there are others where you should do the opposite.  How you know which way to go?  For me, taking an extra day to make a decision is often one of the best ways to find my path.
  • More to come … I actually enjoyed writing these points.  Maybe I will start finding time on a weekly basis to fill this sheet in.

50 days out update … this may be my last

For a long time this blog has been a pleasure to write.  I enjoyed going over my notes of things, and putting that into the greater community.  The response and positive energy I received along the way was amazing and helped encourage me to continue writing, especially at times that I was either tired or busy (which seems like all the time).  About 2 months ago, the blog started becoming more of a burden, as the amount of time I spent working at the brewery and on my computer increased weekly.  Add in a complete gut of a house my wife and I purchased, and all of a sudden all of my free time evaporated.  Poof!

So given the state of my personal and professional life, and for the sanity and health of my family life and longevity in business, I have made the decision to free myself from the burden of having to write this blog.  Rather than see a note pop up in my calendar every Sunday night to write a blog post, I have removed the reminder from my calendar, and will let things run their course.  For those of you who follow my blog with regularity, feel free to email me with questions you have.  Also, I promise to continue taking my notes, and should I not find the time to blog about this process until the day we open, I will catch up afterwards.  That way this process will be complete.

So for now, this last blog post may actually be 4 or 5 posts rolled into one, as I update all the different aspects of starting a craft brewery that happen about 2 months out from opening.

Brewhouse:  Ideally, you will have your brewhouse arrive about 60 days prior to opening,  Definitely make sure you put any coatings on your floor.  Also make sure you have your installation procedure decided well in advance.  I am sure by this point you know what you are doing, but it had to be said.

Tank Farm:  Big or small, your tank farm should also be in about 60 days prior to opening, most ideally just before or just after your brewhouse goes in.  Be sure to have your Glycol system scheduled for installation, which needs to be done before you can move your tanks into position.  Also plan for your unloading of tanks for the truck and installation into position.  This can be a really finicky process that needs an experienced touch.

Kegs:  You ideally would get these delivered with about 30 days to go until opening.  Getting them delivered too soon (like we did) means you lose valuable real estate in your brewery that could be used for some other things.  More on use of real estate later.  At the end of the day, get the kegs early, but not too early.

Electrical:  If you are getting major upgrades as we are, make sure you the majority of the work done as soon as possible.  Don’t use an electrician who doesn’t commit to getting things completed by certain dates.  More important than saving a few thousand is someone who works with your schedule, and is always ahead of the game.

Mechanical:   I could literally write the same thing again for this heading that I did for electrical.  Make sure the work gets completed when there is the space and option of doing it.  Never wait for stuff to get done.

Marketing:  Holy crap, the marketing becomes a beast by this point in time.  The decisions you make mean the brand you are creating is formally taking shape.  The big important decisions are long complete, but there are a million and one details.  And the saying goes that the devil is in the details.  Some of the important balls in the air right now are:  Website, content for website, business cards, merchandise, increasing social media presence, glasses, sell sheets, coasters, keg labels, etc.  I would say marketing at this point will likely be taking you about 15 hours per week if you are doing anything similar to us.

Tasting Room:  This is one of the last things to get finished, as the production equipment needs to prioritized, but certainly by now the tasting room is well on its way to completion.  You are definitely making the finer decisions now on this.  Things like designing tables, finishing of walls, merchandise area, etc are all needing decisions to keep things moving forward.  We are about to start on construction of a bar, and I can tell you that there are a lot of factors that go into putting this together, and I promise to one day blog about it.

Accounting:  By now, I hope you have figured out a system for managing your books.  It is easily something that gets left, and before you know it, your GST reporting is due, and instead of a few hours work, you have 3 days worth of book keeping to catch up on.  Dave at Powell Street Brewing gave me the recommendation early to do your accounting every 2 weeks, and while I haven’t yet gotten to that frequency, I can see why he recommends it.

Organizing Trades:  We are sooooo thankful we have a general contractor.  Trying to organize and manage the schedule is a full time job, and one that we couldn’t have imagined not having the support of Graham Disher and his fine team.  They have helped us immeasurably every step along the way, and we are firm believers that paying someone to help is the best move we made.  Organizing trades and their schedule is so important as you come down to this point, as when things get done (or not) has a cascade on all the other things that have to happen after.  Any delays means a delay to every subsequent job.

Cold Room:  After going through the building of a cold room, we are really happy we did this, but man, we think getting a prefab cooler would be a lot better choice next time.  I know we will get exactly what we want and need, but the process of building a cooler is an expensive one, that takes a lot of time, and draws people away from other tasks they could be completing.  Depending on your space and the size of a cooler you need, strongly consider a pre-fab.

Cash Flow:  Hopefully you are meeting your budget, but most likely you are not.  This is where you need to make a decision if you have investors.  Do you take a bigger loan to cover your shortfall or do you raise more money.  In about another month we are going to be pressed with this decision, as we will be out of money.  Managing your cash flow until you get open is the most important part of this process and one that you need to keep on top of constantly.

Government Stuff:  Make sure you keep on top of all the interactions you have with government.  You can easily drop the ball on this one, and the resulting error could be catastrophic to your business.  In British Columbia the government has a website that itemizes all the things you need to do and I suggest you refer to this consistently.

Hiring of staff:  About 50 days out you need to figure out your staffing situation, and start getting ready to hire people.  For us that means people in the brewery and also in our tasting room.  We have been dragging our heels on this one, so do as I say and not as I do.

Other General stuff of note:

Use of Real Estate:  During the process of building a brewery, as you reach about 2 months out, your space is a mess.  There are a hundred things inside your brewery that are at various states of completion, which means there is a lot of stuff sitting in different areas.  For us, even though we are in 9,000 square feet, we are running out of room to put stuff.  We have kegs, barrels, packaging, tanks, wood, plywood, insulation, drywall, tools, work stations, etc taking up space all over.  My advice would be to work on being organized as best you can from day 1.  Don’t let the mess and organization become an issue, as it can overwhelm you.

Manage your Expectations:  I am someone who was raised by a very European father, who was adamant that we were never late for things.  While I am not 100% on time, I do think that making a scheduled deadline is important.  When it comes to something as complex as starting a brewery, just plan for 7 months of building if your size is 6,000 square feet or smaller.  And if you are over 6,000 square feet like us, plan for 8-9 months of building.  I know you will always be able to point to examples that go against this timeline, but do so at your own peril.  Just expect things to go wrong and problems to come up that add time.

Manage your sleep and stress:  For me, a lack of sleep goes hand in hand with being more prone to stress.  To give you an idea, right now I am working about 75 hours a week.  I easily work 12 hours per day 6 days per week, and I do try and take a 1/2 day off on the 7th day of the week.  The 2 things that I hate to lose is my sleep and my exercise.  If I do, I get more stressed, grumpy and unhappy.  So for me, I need to continue to exercise (a lot less intensely with all the physical work at the brewery) and get my 6.5 hours of sleep a night.  Any less than that, and I start to burnout.

Celebrate:  If you don’t stop once and while to celebrate the process, you will miss out on the process of following your dreams.  We are all following our dreams when you start a brewery, and if you don’t take a moment to recognize this, then the process will be less rewarding.

Decisions are now to save time or save money:  The process of making decisions has gone from really taking your time and agonizing over the details, to one that is marked by a lack of research and a plethora of going with your gut.  We are still trying to save money as we always have, but now there is a healthy dose of getting decisions made.  In fact, I would say the first question we usually ask is which option is the quickest?

Stay connected with your partner(s):  It is really easy to divide out a job and then not keep in good enough contact with your partner.  We are all guilty of this, but make sure you take time every day to speak with anyone that needs to be part of a decision.  It also helps to have a master sheet schedule, as I have talked about before, so you can itemize the decisions you need to make, who is doing it, and when the drop-dead date is.

Hopefully, with all this stuff going on you can understand why I am going to blog if and only if I have time over the next 50 days.  My to do list is insane, and I can’t keep up with all the items that need decisions.  I hope you understand!  As such, I am going to take off and get some of these things done.  Until next time …. and always email me with any questions.

 

 

 

Quick Update on Things …

I think back to the days when we were first getting started with the brewery, and I can’t help but think how much time I had to do things.  It didn’t seem like I had a lot of free time, but in reality I did.  What I really had was the ability to get on top of things, which I have completely lost now. Let me try to explain.

When you first start writing your plan, you have time to dream, think about your beers, your brand, name, etc.  It is a natural part of things, and something that if we didn’t do, we wouldn’t be doing this.  As time moves on, you tend to get to more of the meat of the operation, and you need to start figuring out some details.  As time progresses, you think you have figured out a lot of the details of your space.  Things like brewhouse, packaging size, general location of warehouse.  You think you have made a lot of these decisions, but you haven’t.

You continue to work on your business plan, making what you think are decisions and changes of direction …. and then you do it.  You find a space to lease and you take possession.  This is when it starts to really happen.  You actually start making decisions, like general contractor, architect, brewhouse size, etc.  You think you are doing well, because you have made actual and concrete decisions.

What you don’t realize, is that you have only started on the tip of the iceberg.  There are thousands of decisions to make.  None of them are more or less important than any of the others.  Think of details such as these:  Size of cooler door to the inch, length of drainage trenches down to the inch, slope on concrete pour down to the degree, exact location of trade waste interceptor, etc, etc.  There is so many small decisions to make, it can become overwhelming.

Coming full circle, each of these decisions take time, and trust me when I say, you have very little of it.  Your funnel at the top is getting loaded faster than you can empty it.  About a year ago, you could pound out a good 60 hour week and be back on top of everything, but that is a pipe-dream now.  A 60 hour week will only mean that I have about 300 hours of unfinished work sitting around waiting for me to complete.  There is no way of catching up short-term, it is a matter of prioritizing and getting small jobs done.

Add to all this the work around the brewery.  I have been tying rebar and working around the brewery 7 days a week for the past few weeks, and there is still so much to do.  Take for example a typical day in my life.

  • Get up at 5am to 530am
  • Work in front of my computer until 745am
  • Get kids off to school and lunches made 830 to 9am
  • Drive into brewery to do work 930am
  • Manual labour all day at brewery until about 930 am to 3pm
  • Home to do work in front of my computer (accounting, marketing, business planing, etc) 330pm to 5pm
  • Down time, hang with family, 530pm to 8pm
  • After kids in bed, back to computer for more work 8pm to 11pm
  • Off to bed to do it again

This is a pretty standard day, and I know one that my partner also goes through.  If you are going to open a brewery, and you want to take an active role in starting it, be prepared for a day like this.

What you will find is that how badly you really want to do this will go a long way to making the above feel like work, versus feeling like a dream.  Luckily for Iain and I, the long days are a dream and the passion is burning brighter than ever, so we know we have made the right decision.

Best Practices 1st 1/2 of Mechanical

Having just got through the Mechanical portion of the construction of our warehouse, I feel like there is a lot of information that is crucial and really important for future reference.  In all, this is probably the part of the job that is filled with the most grunt work.  It is messy and for the most part thankless work that requires lots of lower back strength and willpower.  There are times that I wanted to quit for the day, but what served the process really well was to persevere and make it to the end of the day.

Like every major step of this process, I have learned much about this portion of the construction process, and I have completed a chart below that helps to summarize the key learnings.

  1. Pick the Right Mechanical Contractor:  This is likely the most obvious item on this list, but the one that needs the most time and attention before things start.  Make sure you work with a mechanical contractor that is willing to work with you throughout the process.  Things like are they going to dedicate their time to the job, are they using 1 man or a 3 man crew, or even how many days of work do they expect the sections to take.  Knowing some of the details, will help your expectations be in line with reality
  2. Make sure you look for ways to cut costs, and make sure to negotiate these reduction in fees can go into your pocket and not your mechanical contractor:  By this I mean, if you want to change something, like a trade waste interceptor or location of a drain, the expectation is that they will not overcharge you for this.  You will need to talk about items that could change down the road.  We have changed a lot of stuff.  Hot water tank, locations of drains, flow meter, trade waste interceptor, and a bunch of other small stuff.  What is important is that we talked about this early on in the process, and we have hammered out a good deal with these kinds of things.
  3. Get ready to dig:  You can hire someone to dig, and the cheapest we could find labour through someone else is $25 per hour all in.  If you want to hire someone off the street, they are not going to be covered by WCB, which is a big no-no, and more importantly if something happens, you are screwed.  So this means that to save money you are going to be working that shovel.  Between Iain and I, we spent over 150 hours combined on the shovel, which by my quick math has saved us about $4,000.  It doesn’t seem like a lot, but in the grand scheme of things, that is $4,000 more we have for something else.
  4. Get the right size trade waste interceptor:  Getting a TWI too big or too small will mean trouble no matter how you cut it.  If you get one too large, you won’t have to clean it out very often, but it will be a pain in the ass to install into your floor.  A TWI that we looked at was over 11,000 lbs, which had a list of issues when you were trying to install.  If you get a TWI that is too small, it might be a lot easier to install, but you will be calling every month to get it cleaned out.
  5. Use a plastic trade waste interceptor:  We ended up going with a plastic TWI which solved all our problems.  It was less expensive that a traditional TWI and it was a lot lighter than a normal TWI, at only 350 lbs.  In fact, it only took of us to lift it in the hole.  Make sure you make the decision on this early in the process.  You don’t want to hold up the process with fretting about a decision.
  6. Get drawings from your Structural engineer early on in the process:  I have written a full post about our issues around a structural engineer, so if you follow my blog you know well our issues with this area.  In short, get your structural engineer on board early, and make sure you agree to a timeline of what needs to be completed and when.  If your expectations are met, you are golden.  If your expectations aren’t met, then you need to take action.  At the end of the day, it is your ass on the line.
  7. Get lots of quotes:  There is more to this aspect of the process than just the mechanical work.  There is laying out of the floor plan, concrete cutting, concrete removal, digging, grading. forming for concrete, installation of rebar, drilling of holes for rebar, packing holes, filling with dirt, compacting, and likely more and more digging.  You can choose to do some of this on your own or you can pay someone to do it all.  Our advice, save some money and do it yourself.
  8. Don’t forget about the flow meter:  I can’t say that I know too much about this, but definitely the city of Vancouver requires a flow meter, located after the TWI, to measure the amount of effluent you pass into city sanitary sewers.  Make sure you include this in your plans when you dig, so that you aren’t left doing additional digging afterwards like we did.
  9. Upgrade the water line:  We didn’t need to put an upgraded water line in, but you will likely be doing this through this part of the process.  I can’t say I know anything about this, but I have heard it costs about $10,000 and up depending on how far the line needs to go.  I am sure its no harder than any of the other digging that happens, it just adds to the amount you are doing.
  10. Tamp the ground excessively:  It is better to tamp the ground more than less, so that you have less movement of the substrate down the road.  This is pretty simple, but it is easy to overlook as the whole process is so grinding.  Just do one extra pass to make sure all goes in well.
  11. Cover up areas near the concrete pour with plastic:  Pouring concrete is a dirty, messy job and the guys that do it, don’t really care about anything other than getting the job done.  We were given the advice to cover areas around the concrete pour with plastic, so that the spray of the pouring wouldn’t get everywhere else.  We are really glad we did this, and it saved us a lot of headaches.  The few areas we didn’t cover we wish we did, as they are sprayed with concrete and we can’t get it off.

A Crushing Day for Us ….

Well, the last 36 hours has been full of angst on behalf of both Iain and myself.  We finally received a detailed budget from our general contractor, and to put it bluntly, we are going to be way over budget on building our brewery.  It is an extremely bitter pill to swallow, especially after the increases we have made throughout this process to our budget.  At the end of the day, we are building a much larger brewery than we anticipated, and with a larger brewery comes bigger costs.

When I look back at my old copies of the business plan, I have to chuckle to myself as I once thought the retrofit of a warehouse, not including equipment, was going to cost about $400,000.  I look at that number and can’t help but think how naive I was.  That is both a good thing and a bad thing.  If I knew how much this endeavour was really going to cost I might have passed on following this particular dream.  I thought the $400,000 was enough to put up some walls, trenches, upgrade power, and put all the equipment in.  Boy was I wrong.  This was about 2012 when I was really starting to get into planning this brewery

Fast forward to late 2012, and after much encouragement from other brewery owners that I met with, we increased this amount to about $550,000.  In my mind, this was an increased of about 30% over my initial budget, and I thought this would be plenty.  But as you learn more about what is required to retrofit a warehouse, the number keeps getting chipped away.  All of a sudden, the additional money that came with a bigger budget seemed to have disappeared.

Fast forward again to early 2013, and it was time to increase the retrofit budget again.  It just seemed impossible that with tasting rooms and their pending approval, along with the realization of additional costs with most spaces, that we could retrofit a space for any less than about $650,000.  At the time, this seemed like a good number, and even included a sprinkler upgrade and water line upgrade.  We figure we would be free and clear, so we charged ahead with this number in our mind.

It was at this time we started to inquire with investors about financing our brewery.  We based many assumptions on this cost, including how much we needed to raise from angel investors.  $650,000 seemed like our golden ticket to get everything we wanted.  So we charged on and hoped that we could what we wanted for this amount.

Then in the summer of 2013 we found what would eventually become our warehouse.  It was bigger than we really needed, but it gave us an excellent location, and most importantly a great landlord that wanted a brewery in his building.  We had our architect in, a couple contractors, some sub trades, engineers, etc and they all pointed to a retrofit cost of about $725,000, depending on a lot of things, such as electrical upgrade and flooring.  I have written about these items in the past, and they were huge uncertainties with out space.  So we moved forward with a newly increased budget of about $725,000 for a retrofit.

So fast forward to this week.  We met with our architect and general contractor to discuss the quotes they have received from sub trades (like mechanical contractor, electrical contractor, concrete slab specialist, etc) and also the budget from our general contractor on all the little things that make up our brewery.  All of this information, along with our wishes and desires, was put into a spreadsheet and at the very bottom of a huge excel file, there sat what was the anticipated retrofit cost of our brewhouse.  The total estimated cost for our retrofit was (drum roll) …. $925,000. 

It is hard to put into words what was going through my mind when this was presented.  It was like someone kicked me in the stomach …. and then kicked me again.  It was awkward for our architect and our contractor, as they could see that what I had believed and what I had assumed was wrong.  I must have looked like a deer in headlights.  Even now, I am fully consumed by frustration and anger that I just can’t seem to shake.  How is it possible that I ever thought $400,000 was enough?  It just seems plain old absurd!

We are so deep into this process, so far down the road, that there is no option but to find solutions.  For starters, it is very likely that the tasting room will have picnic tables and used chairs, be lacking any real artwork and design aesthetic, and have very little “extras” that other tasting rooms might have.  We have also had to dial back a few optional pieces of equipment that we hoped to have for the brewery.  Essentially, there will be a cascade of changes that are mostly out of our control, in addition to some extra cash that we need to raise from investors.

If I could pass some information onto others, I would make note of the following costs you might be looking at:

  • Electrical Upgrade – $75,000 and up
  • Mechanical – $125,000 and up
  • Tasting Room – $50,000 and up
  • Labour costs – $100,000
  • Development and Building Permits – $10,000
  • Concrete – $25,000 and up
  • Boiler and Installation – $35,000
  • Contingency – Easy 10% of your budget
  • Architect Fees – $25,00 and up
  • Engineer Fees – $20,000 and up
  • Management Fee (from General Contractor) – Cost plus 10%
  • Epoxy Flooring – $15,000 and up

Of course there is a long list of other small items, and they have all creeped up in cost, as we have a 9,000 square foot space.

In another few months, I will be sure to post all of our business plan online, so you can see for yourself what all the details in starting a brewery are.  For now, just know that what you think things will cost, will likely double from your initial estimates.  Just hope and pray that you have way more money than you need, or at least a network of people who would be able to offer some financial support to your business.

I hope to have some answers to our dilemma early next week, and I will pass along any notes I have on how to find savings in a budget that doesn’t seem to have a lot of wiggle room.

 

Another general update on progress and happenings at the Brewery!

It seems like I have been knee deep in the process of starting a brewery, that I have neglected to update the readers on our progress.  From the brewhouse to tanks, and forklifts to logos, there is a lot happening at the brewery, and the level of activity seems to have picked up.  In addition to the office and administrative items that have kept us busy for the past 6 months, you can add in the retrofit of our space to things to do.

For starters, Iain Hill has officially left his position at Yaletown Brewing Company to join operations full time.  For several months Iain has been burning the midnight oil after a long day at the office, and he now has the ability to focus on starting our brewery, which is amazing on many levels.  Finding a brewery (and in my case a business partner and equal) is a huge step in the process of starting a brewery.  Its one thing to be a home brewer like many of you.  You understand some of the components of brewing beer, and you have experience with the lingo and terminology, but its entirely another thing to be in charge of a commercial brewery.  With a qualified partner, the beer we make will be of good enough quality that it will offer us a chance to have success.  If you want to follow Iain Hill on twitter, his account can be found here.

We have sent out tenders for our warehouse to electrical and mechanical contractors.  This has been a bit of a process for us.  When you apply for building permit, you have a sense of where things are going to go, and this is reflected in the drawings your architect prepares for you.  However, when it comes to the technical details of these aspects of the brewery, you engage with mechanical and electrical engineers to complete these drawings.  Getting the details correct on these drawings is critical to getting accurate quotes from trades people that will be doing the work.  If you hand over a set of drawings for tender and they change immensely, you will get dinged for additional expenses throughout the build-out phase.  My advice would be to push ahead with these drawings at every opportunity, so that when you get your building permit, you are not at a standstill like we were.  We will literally lose a month from our possible start-date as we were not ready the next step.

Doing things in the brewery that don’t need a permit is also something that is very important.  We have decided to paint the inside walls of the brewery with a marine grade paint, to keep mould from becoming a problem.  Well painting a house is a job, but painting 6 metre high walls in a brewhouse that is 9,000 square feet is a little bigger of a job.  This is something that we really should have started earlier as well, but given the delays in getting started with the rest of the work, we will have this finished within the week.  Once the walls are painted we can move forward with cutting floors open, and getting our brewery ready for building.

If you ever need advice on buying a forklift, I can tell you that we had a great experience and I would love to share it with you.  At the end of the day, when you are spending so much money on everything at a brewery, trying to save money on items like forklifts can go a long way.  We managed to save about $5,000 against our budget, and while that will get sucked up quickly elsewhere, the point is you need to save money when and where you can.  We had a budget of $10,000 for a forklift, charger, and man cage (for doing work on the ceiling of the brewery).  After about 30 hours of work, research and seeing what the options were, we purchased an electric forklift that will hopefully meet all our needs for now and into the future.  Sure we might have to spend money on repairs, but we are not going to lose much money on this machine as it already has depreciated to nothing.  If you are looking; side shift, electric drive, 40 inch forks, 180 inch lift height, and a smart charger that is compatible with your machine are all must haves.

In terms of the voting on our logo, it looks the voting has ended up at 50-50!  After all that, we have a divided opinion on what we should be going ahead with!  As such, Iain and I are going to meet and make a decision on what we should move forward with.  We look forward to making a decision so that we can move forward with other aspects of our marketing.

Our landing page for the website should be up and running in about a week.  I know there has been delays (like everything it seems), but we hope to have an interesting landing page that will continue with giving everyone a sneak peak into starting a brewery and our operations.  More to come on that front shortly.

I have found an individual that has helped me with odd jobs at the brewery so far, and I would recommend to anyone else who is looking at starting a brewery, to find someone with some technical background in general labour … what I mean is find someone to help you that can do some electrical, plumbing, painting, heavy lifting, etc.  We have found a man to help us, and he has been a saviour for us.

From an equipment standpoint, we have ordered our brewhouse and we are very close to ordering our packaging equipment and conditioning/fermenting tanks.  We are trying to determine exactly packaging equipment we want, as the choice we make will help determine our entry point into the market.  If you go cans, you come across as more of a middle of the road company. If you go with bigger bottles (650ml) then you come across as more of a craft operation.  So we are wrestling with what exactly to do, and I hope we can make a decision in the next week.  As for the tanks, we are grinding the suppliers on their price, and hope to get our ideal package within our budget.  We think it is better to go a little bit smaller on the tank farm, knowing that you may run out of capacity quickly, than spend all your money on equipment and have very little left over for everything else.

Thats it for now.  Should there be anything else you want an update on, as always, let me know and I will include it for my next blog.

Success … Building Permit has been Granted!

For the past week I have had my head down, working on our accounting and driving ahead a bunch of projects that are in need to time and attention.  So this blog has been something that I keep thinking about, but couldn’t find the time or the energy to put towards it.  While we were busy with our heads down, we received some great news:  Our building permit was approved and we are good to start trucking ahead with construction.

This sounds great on paper, only we thought the process of getting a permit would take a little longer, so we don’t have all our sub-trades in place and need to refine a few more of our plans.  Given this, we hope that construction will begin on April 1st, so that we can be open sometime in very late summer or very early fall.

My advice to people who are going through the process of starting a brewery, or any other business for that matter is this:  Don’t take your foot off the gas pedal.  When you lose focus and when you lose the drive to push things ahead, small delays can have a cascade effect on the process.  For example, our dithering on a few specifics around the brewery and tasting room, which didn’t seem like huge delays at the time, effected a bunch of other items.  It delayed our architects in making the changes, it delayed our contractor in getting quotes, and it delayed next steps in the process.  It ended up that a couple days delay in one decision ended up delaying the process by 2 weeks.  Arghh!

To be honest, I thought I would feel more happy about getting our building permit, and while this does put a smile on my face it doesn’t make me jump up and down like getting our development permit did.  I guess the difference is that we knew we were going to get the building permit, it was just a matter of when.  I also think that we just have so much work to do, its hard to take a breath to give each other a high five.

Anyhow, we will keep you up to speed on some of the next steps with our brewery in the coming weeks ahead.  Lots of activity and hopefully we can drive this project ahead to start operations sooner rather than later.