In this episode of The Distillers Institute Podcast, host Marcel Thompson interviews Chris Fraser, founder of Bluff Distillery, shares his remarkable journey of building a premium gin brand in the remote fishing town of Bluff, New Zealand. From launching in 2024 to winning Product of the Year in the UK, Chris unpacks the grit, strategy, and innovation behind their success—including using wild seawater to cool their still and creating a custom bottle that sets them apart. He talks about navigating startup challenges, building the right team, and the power of branding in a saturated market. Chris also dives into how staying true to place has shaped every aspect of their product. This is a must-listen for anyone interested in bold ideas, resilience, and redefining what's possible in small business. A glimpse into the questions Marcel posed to Chris Fraser:

1. Could you tell the audience today about how the idea for the Bluff Distillery company actually came about? According to Chris Fraser, the idea for Bluff Distillery began during a food producers meeting at the historic Ocean Beach site in Bluff, where a casual conversation sparked the vision of starting a distillery in a rugged yet scenic location. The thought stayed with him, and after some reflection, he saw its potential and began laying the groundwork for a multi-year project focused on team-building and meeting compliance requirements.

2. What’s the URL for Bluff Distillery so people can check it out? Chris has shared that the official website for Bluff Distillery is bluffdistillery.com. The brand is also active on social media, including Instagram and Facebook, where you can follow their journey and stay updated on new releases. There’s even a newsletter sign-up at the bottom of the site for exclusive updates.

3. May I ask who helped to design the bottle, and who ended up producing the bottle for you? According to Chris Fraser, the bottle was inspired by a hand-drawn sketch of a Japanese glass fishing float and brought to life through a collaborative design process involving his team and branding specialists. After many failed attempts with manufacturers who said it couldn’t be done, they finally partnered with a French-owned company in China that took on the challenge. The unique bottle became a bold symbol of their brand’s identity and commitment to quality.

4. Have you got thoughts around where you’d like the business to be in three to five years? Chris has shared that Bluff Distillery has big ambitions to become a global brand while staying rooted in Bluff. They’re already exporting to two countries and expanding into more, with plans for larger container orders and increased production. Their facility has the physical capacity to grow, and they’re exploring adding a second still to meet future demand.

5. Are there any other innovations that you’ve seen or implemented that really stood out in your distilling business? According to Chris Fraser, one standout innovation is their use of seawater from Foveaux Strait to cool their still condenser. By tapping into a massive aquaculture system already in place, they reduce energy use and enhance sustainability. This environmentally conscious system is not only rare—it’s virtually one-of-a-kind in the world of distilling.

6. If there was one piece of advice that you’d like to share about starting a distilling business, what would that be? Chris has shared that the most important advice is to do your homework—especially with people who aren’t family or friends. He emphasizes the value of getting honest feedback from unbiased sources and being ready for the unexpected. Startup journeys are full of challenges, and how you deal with setbacks will define both your product and your growth as a business owner.

Quotable quotes from our special The Distillers Institute podcast guest:

We craft spirits where the salt of the sea whispers in every sip – Chris Fraser

Innovation isn't just about the liquid, it's about the soul of the story – Chris Fraser

Bluff isn't just a location, it's a liquid adventure – Chris Fraser

Every bottle is a journey from the edge of the world – Chris Fraser

Distilling isn't just a craft, it's a passion carved by rugged determination – Chris Fraser

In this episode of The Distillers Institute Podcast, host Anne Gigney interviews In this episode of The Distillers Institute Podcast, host Anne Gigney interviews Cam Mackenzie, co-founder of Four Pillars Distillery. Cam reveals how he turned a bold idea into Australia’s most awarded gin brand, taking Four Pillars from a small Yarra Valley startup to a global sensation crowned International Gin Producer of the Year three times. He shares insider stories of innovative creations like Bloody Shiraz Gin, landing a major partnership with Lion, and building a team and culture that fueled rapid growth. Packed with business wisdom, laughs, and the inspiring journey of turning passion into world-class success, this episode is a must-listen for anyone dreaming big. A glimpse into the questions Anne posed to Cam Mackenzie:

1. How did Four Pillars come to be? What was that initial conversation like between you and your co-founders? According to Cam, Four Pillars began almost by accident. After years in the wine industry, he was craving something hands-on and entrepreneurial. Catching up over gin and tonics with his friend Stu, they first toyed with starting a tonic water brand — but Cam wanted to be back on the tools, not behind a desk. Gin felt like the right fit. They brought in Matt Jones, a brand strategist, to help shape a proper business plan. What began as casual chats turned into a serious plan to create a premium, innovative Australian gin brand. In 2013, after plenty of planning (and Cam overcoming the fear of quitting his job with a mortgage and three daughters), Four Pillars officially launched, grounded in a partnership built on trust, complementary skills, and a shared vision.

2.  What did the actual split of roles look like on the ground once you all got started? Cam shares that the split was surprisingly natural. Cam ran production in the Yarra, while Stu and Matt, based in Sydney, handled brand, marketing, PR and strategy. They trusted each other fully and had a rule that no decision could be two against one—it had to be unanimous. That kept the partnership strong and aligned for a decade.

3. How did you know how much investment you needed, and how did you manage that big jump to your bigger vision in the Yarra Valley? According to Cam, they didn’t truly know how much investment they needed—he says they did rough forecasts that looked like a bloodbath for the first few years, then wisely doubled the figure. They raised funds early from friends and family, their “ginvestors,” which gave them enough to pay themselves, design a bespoke bottle, and build a strong brand foundation. When the ideal site in Healesville came up, they made the bold move to buy it using their own super funds, putting “all chips in,” which Cam admits was terrifying. But having supportive, hands-off investors allowed them to confidently scale up to their bigger Yarra Valley vision without compromising quality or the brand’s identity.

4. Why was innovation — like Bloody Shiraz Gin — so important, and what did it bring to the brand? Cam shares that innovation was at the heart of Four Pillars from day one. Gin had been boring for decades, so they were determined to shake it up. Bloody Shiraz Gin began almost accidentally when he soaked Yarra Valley Shiraz in their gin, creating a category-defining product that drove massive growth and showed customers and bartenders they could trust Four Pillars to surprise them.

5. So the big elephant in the room—your sale to Lion. How did that come about, and why was that the right move? According to Cam, as Four Pillars grew, they faced a choice: cap their growth and just enjoy being a profitable business, or chase the original dream of building a truly global Australian brand. Lion offered a partnership that respected their culture and let them keep their early investors onboard. It ultimately gave them the scale, security, and resources to expand internationally.

6. What’s been your biggest challenge over the last 10 years, and what are you most proud of? Cam shares that the biggest challenge over the last decade was keeping up with rapid growth while staying true to their quality and values, plus maintaining strong communication across the business and between the founding partners. What he’s most proud of isn’t the gin or even the global awards—it’s the team and culture they built at Four Pillars. Cam likens it to “Hawthorn in the ‘80s,” a powerhouse group of people who genuinely cared, stayed for years, and grew alongside the company. Seeing talented people thrive—like their first part-time finance hire who is now director of operations for Lion’s spirits portfolio—gives him the greatest satisfaction.

7. Any parting advice for people wanting to enter this industry or start their own distillery? According to Cam, the best thing you can do is pick up the phone and talk to people—not just those who’ve succeeded, but also those who’ve stumbled. He says be ready to have your ideas challenged and interrogated, and actually ask people, “What’s wrong with my idea?” rather than just hoping for praise. Cam compares it to having a good coach: they give tough feedback not because they dislike you, but because they know you (and your business) can be better. Ultimately, he encourages aspiring distillers to do the research, seek honest feedback, and not let anyone completely put them off if they believe in what they’re building.

Quotable quotes from our special The Distillers Institute podcast guest: Build the kind of business you’d actually love to work in—that’s the real secret — Cam Mackenzie

If you’ve got a big idea, let people tear it apart; if it survives, it’s probably worth doing — Cam Mackenzie

We didn’t fit in anywhere, and that turned out to be our biggest advantage — Cam Mackenzie

Surround yourself with people smarter and kinder than you—it makes the ride a hell of a lot more fun — Cam Mackenzie

Sometimes the best strategy is to stop aiming and just fire; you’ll figure it out on the run — Cam Mackenzie

In this episode of The Distillers Institute Podcast, host Marcel Thompson interviews Kyle Skene, founder of Strange Nature Distilling, who shares his remarkable journey from a decade in the spirits industry to pioneering a distinctive gin crafted from Sauvignon Blanc ethanol. By distilling this unique base with juniper, the result is a premium gin that commands a retail value of $54 per liter—substantially higher than the $8 per liter typically achieved by New Zealand Sauvignon Blanc. With an annual output of 70,000 bottles and revenues between $2 to $2.5 million, Strange Nature has earned global recognition. The brand's success is driven by its premium market positioning, award-winning packaging, and strategic partnerships, all contributing to the elevation of New Zealand's wine and spirits industries.

A glimpse into the questions Marcel posed to Kyle Skene:

1. Tell me a little bit about the idea behind Strange Nature Gin and indeed, the Strange Nature distilling business itself. And how did that actually come about? Kyle Skene shared that the idea behind Strange Nature Gin began unexpectedly during his time in the wine industry at Giesen Brothers (with Theo, Alex and Marcel Giesen), after spending a decade in the spirits industry. While working on non-alcoholic Sauvignon Blanc, he became curious about the ethanol being removed during the de-alcoholisation process. In March 2020, during the early days of COVID, he received samples of this ethanol and, upon tasting it, had what he described as an “oh shit” moment—it was incredibly aromatic and flavorful. Recognizing its uniqueness, he contacted Alex Giesen and pointed out that while they had spent decades making wine, they had now inadvertently created a beautiful spirit. This moment marked the beginning of Strange Nature, a gin distilled from Sauvignon Blanc ethanol, uniquely paired with juniper, leading to a product that stood out globally for its flavor and origin.

2. What do you love most about growing your business? What's the thing that you really like the most about this journey? Kyle Skene shared that what he loves most about growing his business is the evolution of the journey—starting with creating the brand, story, and packaging, and then embracing the challenge of taking it global. He finds great satisfaction in building a coalition of passionate people who believe in the story. For him, it's especially rewarding to contribute to and connect New Zealand’s wine and spirits industries on a global stage.

3. Could you provide some insight into the scale of your operations? For example, production capacity in liters or bottles, team size, or sales volume—whatever details you're comfortable sharing? Kyle Skene explained that Strange Nature operates with a lean model, partnering with experts for distillation and packaging while maintaining a core team of just two people. The business produces around 70,000 bottles annually, generating $2 to $2.5 million in revenue. Their operations remain small and efficient, focusing on premium positioning and strategic market segments rather than large-scale volume.

4. Any thoughts you can share around the next steps around scale, particularly with the focus on export markets? Kyle Skene emphasizes strategic growth for scaling with a focus on export markets. Strange Nature leverages its unique Sauvignon Blanc ethanol base for premium positioning, ensuring scalability through steady byproduct supply and automation plans. By adopting a “niche within a niche” strategy, they target less competitive markets, such as secondary U.S. states and duty-free outlets in Southeast Asia. Strategic partnerships with experts in distribution and retail, like RNDC, Total Wine & More and Federal Merchants & Co, are pivotal. Bespoke packaging and compelling storytelling enhance global appeal, while a focus on premiumization over volume drives sustainable growth. Patience, focus, and aligning with market dynamics underpin their success.

5. What do you think has been the greatest challenge you've had around putting the concept and building not only just the production side of things, but just the Strange Nature business itself? Kyle Skene identifies staying focused amidst numerous opportunities as the greatest challenge in building the Strange Nature business. With many ideas and external suggestions, the key difficulty lies in resisting distractions and adhering to a clear strategy. Additionally, funding growth while ensuring reinvestment aligns with their premium positioning requires careful prioritization of resources. Surrounding the business with the right shareholders and experts has been crucial for maintaining alignment with long-term goals, enabling them to navigate challenges while staying true to their vision of sustainable and strategic growth.

6. What would you say has been the biggest challenge in developing Strange Nature—not just on the production side, but in building the business as a whole? Kyle Skene states that the biggest challenge in developing Strange Nature has been maintaining focus while navigating countless opportunities and ideas. Balancing strategic growth with resource constraints requires disciplined decision-making, especially in prioritizing market segments and resisting distractions that deviate from their core goals. Additionally, reinvesting effectively to sustain premium positioning and scaling production without compromising quality has been critical. Surrounding the business with the right partners and shareholders has helped ensure alignment with their vision, enabling Strange Nature to grow sustainably while staying true to its unique value proposition.

7. If there was one piece of advice you would give to someone who's just starting out, what would that be? Kyle Skene advises those starting out to be exceptionally clear about what their brand stands for and the market segment they aim to succeed in. Focus on defining your product’s unique value and aligning it with the right distribution channels, whether retail, on-premise, or direct-to-consumer. He emphasizes the importance of patience, consistency, and spending time in the market to learn from real-world feedback. Ultimately, staying true to your strategy while resisting distractions will position you for sustainable success.

Quotable quotes from our special The Distillers Institute podcast guest: Staying focused on your strategy is the hardest but most rewarding challenge – Kyle Skene

Great brands are built by knowing what you stand for and sticking to it – Kyle Skene

The right partners bring more than money; they bring value and vision – Kyle Skene

Success comes from patience, clarity, and learning from every market interaction – Kyle Skene

The best way to grow is to think small, win big, and stay true to your story – Kyle Skene

In this episode of The Distillers Institute Podcast, host Anne Gigney speaks with Rob Auld from Auld Farm Distillery. Rob shares the story of how their kitchen bench idea in 2015 evolved into a significant distillery in New Zealand, highlighting their unique "seed to sip" approach as both a farm and distillery growing nine different grains. They discuss their product range, including whisky, gins made from origin grain spirits and their popular Usquebaugh. The conversation focuses on the upcoming release of their first single malt whisky in 2025 and the associated crowdfunding campaign. Rob also offers insights into the growth of the New Zealand distilling industry and Auld Farm Distillery's future plans. Support Auld Farm Distillery’s Crowdfunding journey to release their first single-malt whisky! Crafted on-site in Southland, NZ, every bottle follows a true seed-to-sip journey—from grain to glass.

A glimpse into the questions Anne posed to Rob Auld:

1. Tell us about Auld Distillery, what you are, how big you are, what you make? Rob explained that Auld Farm Distillery started as a kitchen bench idea in 2015. After a business development course, they formed the company in 2017 and began laying down casks. By April 2021, they had become the third biggest producer in the country, which was not their intention; they simply wanted to make the best products from their own grains.

2. What inspired you to start a distillery, and particularly one focused on grain-based spirits? Rob Auld shared that the inspiration to start a distillery came from his family’s deep agricultural roots and a desire to create something value-added from their farm produce. The idea to focus on grain-based spirits stemmed from exploring innovative and sustainable crops that could offer both environmental benefits and a unique point of difference in the crowded spirits market. He saw the unique grains on their farm as something to explore and picked up the skills and knowledge they needed to create a delicious range of unique whisky blends that captured the region and the farm’s terroir.

3. How does Auld Farm Distillery manage its farm and distillery operations? Rob explains that Auld Farm Distillery's operations are entirely property-based, including growing nine different grains on-site. Malt Barley is their primary grain for single malt production, although unique varieties like purple wheat and black barley are also integrated. Rob highlights both the challenges and excitement of experimenting with these grains to achieve distinctive whisky flavors. Managing the farm alongside distillery operations makes for a busy schedule, handled primarily by Rob and Toni Auld, with assistance from their dedicated team.

1. What is the purpose of Auld Farm Distillery's crowdfunding campaign, and why is this release so special? Rob discusses their crowdfunding campaign on PledgeMe, which aims to raise funds to support the release of their anticipated single malt whisky. This initiative provides supporters the chance to invest in the brand and receive rewards such as whisky bottles, tasting packs, and exclusive seed-to-soup experiences. Rob emphasizes the value of sharing their passion and storytelling with customers and giving people the chance to ‘own a little piece of Auld’s story’. Set for release in 2025, Rob is particularly excited about the exceptional quality and distinctive flavor profile of the single malt whisky.

1. How does the size of the distillery affect production, and what approach does Auld Farm Distillery take to create unique flavors? Rob describes the distillery's compact yet efficient setup, highlighting a daily brew capacity of 500 kilos of grain. They operate two stills—a 1000-litre wash still and a 400-litre spirit still—which enable them to produce rich, flavorful spirits. Rob reflects on the learning curve involved in utilising different grains but stresses that the resulting complex flavors make the process rewarding. The distillery’s fermentation and distillation techniques are specifically tailored to showcase the distinct characteristics of grains grown directly on the farm.

1. What advice would you give to someone looking to start a distillery or a craft spirits business? Rob says those looking to start a distillery or craft spirits business can start small, and experiment extensively to discover unique approaches and flavors. He emphasizes authenticity, urging distillers to share the genuine passion and story behind their brand, which fosters strong emotional connections with customers. Using local ingredients and natural resources helps develop distinct flavor profiles, while maintaining a readiness to learn, adapt, and embrace trial-and-error is crucial. Engaging the community early through initiatives like crowdfunding builds shared ownership and support. 

Quotable quotes from our special The Distillers Institute podcast guest

Great spirits start with great stories—and ours begins in the paddock – Rob Auld

Everything we do at Auld Farm Distillery is grown right here on the property—it's farm to bottle in the truest sense - Rob Auld

Crowd funding lets people be part of our story; it's not just whisky, it's a shared passion - Rob Auld

We started Auld Farm Distillery on the kitchen bench—now we're one New Zealand's largest distillery’s. That still amazes me - Rob Auld

The whisky’s flavor is shaped by everything on farm—the grains, our spring water, even the sunshine and rain. Nature does half the work - Rob Auld

People don’t just buy whisky; they buy into the journey and the community behind it - Rob Auld

In this episode of The Distillers Institute Podcast, host Anne Gigney speaks with Brad Wilson, founder of Itinerant Spirits, a distillery based in Ballarat, Victoria. Brad shares his journey from advertising to building a distillery in a heritage-listed venue. He discusses producing gin, vodka, and whisky with a capacity of 1.2 million bottles annually. Brad highlights the importance of storytelling, strategic partnerships, and innovative branding in achieving success. Tune in to explore how Itinerant Spirits is redefining Australia's craft distilling industry.

A glimpse into the questions Anne posed to Brad Wilson:

1. What inspired you to set up Itinerant Spirits in a heritage-listed building in Ballarat? Brad Wilson shared that his inspiration for setting up Itinerant Spirits in a heritage-listed building in Ballarat stemmed from his passion for history, heritage, and storytelling. He admired the beauty and durability of old buildings, believing they provide a timeless foundation for businesses. The specific building, a 160-year-old goods shed near the Ballarat train station, offered a rich historical context tied to Ballarat's gold rush era and its vibrant past. This connection allowed Brad to merge modern distilling with the area's legacy, creating a unique destination and narrative for Itinerant Spirits.
2. How did you decide on the scale of your distillery and what factors influenced those decisions? Brad Wilson decided on the scale of Itinerant Spirits by balancing personal aspirations, market goals, and sustainable growth. Transitioning from his smaller, independent venture at Little Lon Distilling Co., he partnered with business associates and secured government grants to achieve a larger operation. The heritage-listed goods shed in Ballarat provided the perfect venue to set up a distillery with a production capacity of 1.2 million bottles annually while starting on a smaller scale. His vision was to meet market demand for high-quality spirits, including gin, vodka, and whisky, while creating a destination distillery experience. This strategic planning allowed for scalability and long-term success.
3. How do you manage distribution, and do you plan for it to change when your whisky is released? Brad Wilson explained that Itinerant Spirits currently manages distribution through a mix of direct sales, independent bottle shops, and partnerships with bars, venues, and hotels. Locally, they focus on building strong relationships in Ballarat and expanding outward to regional Victoria and Melbourne. They recently entered national accounts like Dan Murphy’s and BWS, signaling gradual growth. For their upcoming whisky launch, Brad anticipates adjustments in distribution strategies. With a third product in their lineup, they aim to leverage existing channels while exploring independent distribution or potential partnerships to scale effectively. The goal is to ensure their whisky complements their gin and vodka in market presence and customer reach.
4. How do you approach pricing for your products, considering factors like taxes and market competitiveness? Brad Wilson shared that pricing at Itinerant Spirits is designed to balance market competitiveness, product quality, and operational costs, including taxes like excise duties. Their products are positioned as premium yet accessible, offering a step up from standard options without reaching the high-end luxury price range. While they haven’t increased prices since launching, despite rising taxes and CPI adjustments, they focus on efficiency and sustainability to manage costs. For venues, they explore bulk container options to reduce expenses and remain competitive. This thoughtful pricing strategy ensures their products are attractive to both retail customers and hospitality partners.
5. What’s your advice for someone considering starting their own distillery?Brad Wilson's advice for aspiring distillery owners is to embrace the industry’s innovative and collaborative spirit. He encourages newcomers to focus on creating a unique product with a strong point of difference in a competitive market. Building a compelling story and brand is essential to stand out and connect with customers. He also emphasizes the importance of thorough business planning, including financial strategy, compliance, and permits. Leveraging industry networks, like the Australian Distilled Spirits Association, and seeking advice from experienced professionals can significantly ease the journey. Above all, he recommends diving in with passion and a willingness to push boundaries.

Quotable quotes from our special The Distillers Institute podcast guest:Heritage and history breathe life into modern spirits, creating a timeless connection – Brad Wilson

A strong story and unique branding are as essential as the product itself – Brad Wilson

Scaling a distillery is about balancing ambition with sustainable growth – Brad Wilson

Collaboration and complementary skills are the backbone of any successful business – Brad Wilson

Innovation is the key to standing out in a competitive spirits market – Brad Wilson

In this episode of The Distillers Institute Podcast, host Anne Gigney interviews Patrick Maguire, Director and Production Manager of Maguire & Co Distilling. Patrick shares his journey from leading Sullivans Cove to winning the World’s Best Whisky Award in 2014 to opening the doors of Maguire and Co. He discusses the challenges of building a new distillery, his vision for Australian whisky, and plans for global expansion. With decades of expertise, Patrick highlights the importance of a quality approach, innovation, and industry growth. Tune in to hear his insights on crafting world-class whisky and shaping the future of distilling.

1.  What did those 10 years (before winning the 2014 award) look like for you? In the 10 years leading up to SullivansCove’s 2014 World’s Best Whisky Award, Patrick Maguire focused on scaling production, refining whisky quality, and expanding into global markets. Initially, selling Australian whisky was a challenge, but overseas markets, particularly in Europe, proved more receptive. During this time, Patrick and his team learned the importance of selecting the right barrels, refining maturation techniques, and entering whisky competitions to build credibility. They transitioned from struggling to sell whisky domestically to seeing increasing demand both locally and internationally. By the time Sullivans Cove won the award, it had already established a strong reputation, but the recognition significantly boosted the brand and demand.

2. What changes did you see in the Australian whisky industry once the market came online? Once the Australian market embraced local whisky, the industry saw rapid growth, shifting from a niche craft to a globally recognized sector. More distilleries emerged, consumer demand increased, and Australian whisky gained credibility worldwide. Improved distribution, industry associations, and government support also helped distillers scale production and expand.

3. What are some of the biggest changes in the industry that you’ve seen over the years? The Australian whisky industry has evolved from a niche market to a globally recognized player, with more distilleries emerging nationwide. Consumer awareness and demand for local spirits have surged, driving quality and innovation. Improved industry collaboration, government support, and specialized education have strengthened the sector. Additionally, better distribution networks and access to high-quality barrels have enhanced whisky production and market reach.

4. What’s one of the coolest innovations or products you’ve come across in the whisky industry? One of the coolest innovations Patrick Maguire highlighted is the development of advanced Enterprise Resource Planning (ERP) systems for distilleries. These systems track every detail, from grain sourcing to maturation, ensuring consistency and quality. They also help future-proof whisky production by preserving detailed records for decades. This technology streamlines operations, making whisky production more efficient and traceable.

5. What advice would you give to someone looking to open their own distillery? Patrick Maguire advises aspiring distillers to start small and spend wisely, focusing on quality ingredients rather than expensive equipment. He emphasizes the high costs and long wait times before generating revenue, making financial planning crucial. Understanding the market, securing good distribution, and being patient with maturation are key. Lastly, learning from experienced distillers and industry networks can help navigate challenges.

Quotable quotes from our special The Distillers Institute podcast guest:

Success in distilling isn’t just about making great whisky—it’s about knowing how to sell it – Patrick Maguire Building a distillery isn’t just about today—it’s about setting the foundation for the next 100 years – Patrick Maguire Every cast tells a different story, and the key is knowing when it’s ready to be shared – Patrick Maguire Whisky making is a long game, and those who plan for the future will thrive – Patrick Maguire The best marketing for whisky is making a product so good that people keep coming back – Patrick Maguire