Ubrew Updates

Updates on going on the membership brewer

Updates from the Membership based contract brewer, facing challenges

Posted by Relte on June 28, 2019 |

Key Dates

We are open now for commercial brewing and contract services 

June 29th - First open day for taproom and Course Delivery

Sunday 30th - Member beer collection and packaging catch up day please book your slot for pick up or packaging here 

July 4th - First member booking and brewing - Full operations

Booking Link - https://ubrew.cc/calendar/authenticate.html

If you have had any technical, booking, collection and communication issues around courses please email courses@ubrew.cc

Please contact us directly at team@ubrew.cc

https://ubrew.cc/

Email update from Matthew at Ubrew below;


26 Jun 2019, 17:35

SUBJECT: UBREW UPDATE - KEY DATES

Thank you so very much for your support over the years.

It has been a pleasure hosting you and being part of the UK Beer community.  We look forward to continuing working and brewing with you and being an active positive part of the community. You believed in us and invested in our idea from the start. We have driven the business with passion, energy and hard work. Our team personally poured our hearts and soul into this for the past 5 years. It has been our life for better or worse. Together we changed the world of brewing and have been helping hundreds of people and businesses to further explore their passion and businesses in beer.

That said we could have done much much better. 

Our members, course attendees, clients,  stakeholders, and the team deserved so much more and we failed you in many ways. This has affected people financially, personally and it has been more than frustrating for you. I accept full responsibility for this. 

We / I sincerely and honestly apologize. We are embarrassed about how we acted or did not act in many cases. From the bottom of my heart, I am sorry. 

I need to update you that despite all of our efforts and business strategies we had a rollercoaster financial year and we struggled to stay afloat. We never gave up and despite our lack of communication we have yet to give up. This year we hit a financial wall and were personally severely affected. We were unable to effectively communicate during this time. This was a terrible mistake. We had several options that needed to be explored keeping our commitment to this business, you and fiduciary responsibility in front of mind. 

We have restructured and simplified the business with new investors and management. We have now finalised this with a talented new and revitalised team onboard with the finance functions held with the inbound investors. Leaving the operations team to focus on delivery and customer service.  We were unable to communicate or be open in the meantime as we needed to be sure this option was going ahead and there was a secure way forward.

How we got here and where we can go next

The strategy that we executed from last summer was to complete a substantial investment raise alongside growth in quality. This took too long to execute and the investment story changed. This investment was to invest in quality, growth in Bermondsey, open Manchester and Copenhagen, technology and future growth. 

The investment round that we targeted to be closed in August changed from a growth story to a turnaround story. This paired with a lower than expected sales lack of adequate cash flow and the timing of this cash led to a very tough position 

We worked with a professional firm to build a recovery plan that pays all of our creditors and sees the business grow, achieve the runway to close the investment activate all our plans. This would have needed to be paired with an immediate cash injection to enable the runaway to close the round and a team to support.This took attention away from what mattered the most. Delivering for and communication with our customers. 

In March I reached out to the key major shareholders that we were in distress. One of our key Shareholders stepped in to help. Provided free office space, to enable me to work closely with them and helped with governance and sourcing more help. We put together a further recovery plan, searched for senior people to take over the finance functions of the business so that I could focus on the business on the ground and grow sales /turn the business around. We executed this for a further 3 months but did not secure the senior people we needed in time. 

All of this has led to a high level of burnout in me personally. I have a huge amount of tenacity and energy but this has been real, compounded and very challenging. I was on the verge of collapse without the team we needed to execute. This has also led me to lose some key members of staff that further increased my workload and decreased communication at a time when we needed great structure, great team, and high communication. This lead led to reputational damage that has affected sales and the business. 

During this process, we continued to try to open Manchester and support a team in Copenhagen that continued setting up a subsidy of UBREW in Copenhagen.One of the managers of the recently set up Copenhagen subsidy put his hand up to help in London.  We brought him on as a temporary CEO to lead part of the turnaround and lead on sales. We agreed on a temporary sabbatical for me to ensure my health and successful turnaround with fresh eyes with the new temp CEO at the helm would be a positive, healthy step and also flush anything held directly with me out to be dealt with. 

The temporary team struggled to deal with the complexity of the business. This lead to us having to close for a couple of weeks to secure the sustainable way forward or unfortunately closed for good. 

What is next

Our honest and true purpose is to be a great business that supports people and businesses to brew and enjoy high-quality beers and to build a great community to enjoy the process together. That is what we are going to focus on. 

We have a way forward with a great team. We know it is important to focus and not make big promises but to just focus and deliver, deliver, deliver on our core business model. 

We are very excited to solve this, get brewing and move forward with passion and energy. 

Our Focus 

  • One site only - Bermondsey
  • Great Beer
  • Great customer Service
  • Great communication
  • Great systems
  • New Course structure

This leads to the unfortunate reality that we cannot achieve our goal to open Manchester, Copenhagen and any future sites until Bermondsey is wildly successful and everyone in our community is happy. 

CPH will continue to be operated by the team there and is now owned by them. With a heavy heart, this means that Manchester is now canceled. For manchester refunds please connect with peter@ubrew.cc. We look to solve these refunds as a priority and will be reaching out proactively to the members for these. 

If you have had any technical, booking, collection and communication issues around courses please email courses@ubrew.cc

We are going to take the time we need to reopen properly fully stocked, a trained team ready to rock and do this right.

We are going to go back to every course booking in the past 12 months and ensure everyone is contacted and properly communicated to and booked in and discuss/solve any issue they may have. 

If you have any questions about this. Please contact us directly at team@ubrew.cc

Further to this, we will be on-site to discuss this and anything else that we can with during regular opening hours on Sunday 30th -  and from July 4th, 2019 furthermore. 

Key Dates

We are open now for commercial brewing and contract services 

June 29th - First open day for taproom and Course Delivery

Sunday 30th - Member beer collection and packaging catch up day please book your slot for pick up or packaging here 

July 4th - First member booking and brewing - Full operations

Thank you very much for your understanding and we look forward to delivering and brewing with you. 

Sincerely, 

Matthew Denham

UBREW