I'm updating a couple of my spreadsheets. Particularly my bittering worksheet that helps me figure out the amount of hops to add to my large batches as well as my soft-drink sheet that helps me manage scaling for the Root beer and lemonade.
However, I am also working on the master spreadsheet that we used to figure out if the brewery would be a viable cost-effective business in the first place.
We originally (Ok, I originally,) worked it up when I had pretty much no idea whatsoever how much beer we'd be able to sell or how much it would take in terms of employee help in the brewery or the taproom. I had virtually no idea what we'd have to pay for excise taxes, for rent, for utilities etc.
In short almost everything was a S.W.A.G. But I knew that. So I was very conservative in order to prove to myself that the brewery could, in fact, make a profit. Not only did I dramatically under-estimate how much beer we may sell, I over-estimated what we may pay for utilities, insurance etc. Then just to be sure I added a huge "Buffer" each month that was our "You have no idea what you're getting into" insurance.
That's what we took to the bank and they accepted it as being on-point enough and conservative enough that they were willing to go ahead and back us.
Now that we're actually up and running and I'm starting to get real numbers to plug in, I can actually retroactively update the thing with more realistic numbers and see what a real projection looks like on it. The good news is, our conservative estimates were precisely that, extremely conservative. We're selling probably 2 or 3 times as much product as I expected. Admittedly, our staffing has gone up a great deal over what I planned as well, however our margin is great enough that our increased sales dramatically over-rides that.
Let's keep in mind of course that the owners still aren't getting paid anything. We don't expect to for some time. We would rather pay down the loans, upgrade the equipment and generally secure the future of the business. We're just barely into things and we fully intend to reinvest every dime into the brewery in order to keep the customers happy. So far we've been blessed with great reviews and very happy customers. We have restaurants around town clamoring to put our products on tap and we want to keep it that way. The best way to do that is to not get overly aggressive and slowly upgrade our equipment and processes.
On the way + side, as owners who have invested a TON of personal finances into the brewery over the last year, since the brewery has thus far shown a huge and tremendous loss on the books to this point, we can count on a very enjoyable tax return in a few months. We're talking "Should I pay off the Honda or take the family to Hawaii?" type of return. (Sigh... I'll pay off the Honda... I really hate debt.)
Anyway, over the first 8 days of being open, we went through 16 bbls of product clean. (By that I mean that's the empties that came down from upstairs. We still have quite a few partials upstairs so I'd guess we probably went through closer to 18 to 20 bbls altogether.) That's just in the taproom without any outside distribution yet. It's been exciting if exhausting.
I suppose it's a good problem to have.