BrewDog co-founder James Watt – ‘at times we expanded too fast and diversified too broadly’: James Watt, co-founder of Scottish brewer and retailer BrewDog, has said at times the business “expanded too fast and diversified too broadly” under his leadership. On Monday (2 March), US firm Tilray acquired BrewDog’s worldwide intellectual property, UK brewing operations and a portfolio of 11 “premier and profitable brewpubs” for £33m, but 38 UK bars closed with immediate effect, with the loss of 484 jobs. Propel revealed in January that Watt, who co-founded BrewDog with Martin Dickie in 2007, was considering launching a bid to buy back the business. His bid is understood to have comprised at least £30m in cash, and handed BrewDog's retail investors – or “Equity Punks”, as they were known – 19.5% of the common equity of a new holding company. Under the deal agreed between administrators and Tilray, previous shareholders in BrewDog have been wiped out. Following the sale, Watt said: “This week has been incredibly hard. It is really difficult to find the right words and know what to say. On Monday, the business I co-founded in 2007 was sold. I am heartbroken for all of the hard working and passionate team members who have lost their jobs. I am heartbroken for all of our brilliant equity punks who did not get the return on their investment they wanted. And heartbroken to have dedicated the best 20 years of my life to something that ultimately did not have the ending we all wished for. I put my heart, my soul and every ounce of energy into building BrewDog as chief executive from inception until early 2024 as we grew from a garage to the world’s leading independent beer brand. We employed thousands and challenged an entire industry. I was 24, working part time on a fishing boat, and still living in my dad’s spare room when we started BrewDog. I had never run a business before, I had no idea what I was really doing and I just made it all up as I went along. As the business grew exponentially, our very public success definitely changed things: it changed how people saw us, it changed how people interacted with us, it changed how the media portrayed us, and perhaps, on some levels it changed us too. When an underdog strategy works so well that people perceive you as the incumbent, that strategy breaks down, and I should have recognised that earlier. With the benefit of hindsight there are also so many other things I would have done differently. At times we expanded too fast and diversified too broadly. During certain periods I did not control spend well enough across the business and furthermore I feel that I did not respond to certain crises that we faced (and we faced many) in a way that was authentic and true to who I am. Those decisions sit with me. During my 17 years in charge there were highs, lows, successes, failures, huge gambles and many mistakes along the way. Ultimately, the mistakes hurt far more than the successes console. I would have loved to save every single job and every single equity punk investment. Ultimately, I couldn’t. That will stay with me. There is much more to say about the final chapter. In time, I will tell that story. Today is not that day. To our team members leaving this week: thank you. You helped build something that mattered. I am sorry we could not protect you. To our ‘Equity Punks’: thank you for having the conviction to believe in the business when this was just two humans, one dog and a crazy idea. It was an honour and a privilege to dedicate my life to trying to build something truly amazing for all of our fantastic team members and everyone involved. I am sorry that I was not able to repay the faith you bestowed in me with the outcome you all deserved. I still love the business. It will always feel like an intrinsic part of me. I will always be cheering it on from the sidelines, even if the next chapter is now going to be written by others.” BrewDog features in the Who’s Who of UK Hospitality, which is one of six databases exclusive to Premium Club subscribers. The latest edition features 1,430 companies. The companies, listed in alphabetical order, have their most recent developments reported as well as broader information around Ebitda, plans and trading style available. The database merges Companies House information, interviews and other public information to provide an easy to reference and exhaustive guide to the sector. A Premium Club subscription costs an annual sum of £495 plus VAT for operators and £595 plus VAT for suppliers. Companies can now have an unlimited number of people receive access to Premium Club for a year for £995 plus VAT – whether they are an operator or supplier. Email kai.kirkman@propelinfo.com today to sign up.