Screaming Eagle winemaker Nick Gislason wears many hats – he is also the Technical Director of Lopez Island Community Fireworks and co-founder of Hanabi Lager. FONDATA's Gavin Lucas caught up with the busy man to discuss how these dichotomous ventures have more in common than you might think.

Screaming Eagle's Nick Gislason on winemaking, beer brewing (Hanabi Lager) and designing fireworks (Island Community Fireworks)

FONDATA: Curiosity & Wonder: Magic’s Secret Ingredients 

Curiosity and wonder: magic’s secret ingredients

Every now and then, the word ‘singularity’ is used to describe a particular wine that stands apart, for whatever reason, from other wines of its type. But just what is singularity, and how can wine express it? Wine writer Tamlyn Currin investigates.

What makes a wine truly singular? Tamlyn Currin explores the rare bottles that defy convention and challenge the rules of the wine world.

Searching for Singularity in wine

Searching for Singularity

The Pacific Northwest is the birthplace of some of the greatest innovations of the past 40 years. Microsoft, Amazon and Starbucks are just some of the multi-billion-dollar enterprises to come from the region with its spectacular mountainous ranges and lush forested land.

When it comes to drinks of the alcoholic kind, craft brewing has been the area’s most notable export. In California alone there are more than 900 breweries. Unsurprisingly, craft distilleries have followed a similar trajectory – swelling from 35 to over 2,000 in the past 17 years. What may come as a surprise is that single malt whiskey, rather than Rye or Bourbon, is growing apace and pioneering a truly exciting new flavour frontier with traceability and transparency at its heart. 
“We shouldn’t be growing corn,” Seattle-based Westland Distillery Commercial Director Chris Riesbeck says. “We shouldn’t be making Bourbon. We shouldn’t be making Rye. Making single malt makes an enormous amount of sense when you think about the Pacific Northwest climate and agriculture.”

The Pacific maritime influence, warm, dry summers and cool damp winters in Washington, Oregon and California are optimum two-row malting barley growing conditions. “The conversation you hear from almost every distillery on the planet is that barrels and time make whisk(e)y,” Riesbeck continues. “That is true in the most basic, basic way. But the reality is that it gives no real respect to the raw ingredients. “We would argue that whisk(e)y starts in a field – and if you don’t have an appreciation for the grain that you are using and an interest in how you can develop and embrace that flavour, then you’re perhaps not getting the full experience of what whiskey
could be.” It sounds simple enough but, as Riesbeck explains, a seismic shift in global whisk(e)y-making convention needs to occur to produce a varietal-specific single malt that is truly a product of the Pacific Northwest. In Westland’s case, it has been almost a decades’ worth of work. The distillery has partnered with Washington State University’s Bread Lab to find a barley that puts flavour rather than yield first.

“If your goal is to make things cheap, then it’s a race to the bottom and nobody wants to win that race,” Riesbeck says. “But if your goal is to make something that’s lasting and impactful, you have to be willing to support the science.” Westland’s funding of a PhD student is a sign of their long-term investment and it’s the company’s hope that the research produced should benefit the entire industry. But this is just the beginning of the process and many more stages are required to get from grain to glass. Once the barley is chosen, it can take years of testing to balance out things like stripe rust and other diseases before it can be planted in a Skagit Valley field. All this time, money and patience is in the name of one thing: flavour.

Travel 174 miles south and you’ll find Westward on Distillery Row, Portland. Founder and Master Distiller Christian Krogstad has been at the forefront of the craft brewing movement for the best part of 30 years. His role in the spirits sector is not to be sniffed at either – perhaps his biggest achievement is a certain Aviation Gin which was sold to Diageo for $610m in 2020 after actor Ryan Reynolds took on the brand. Brewing informs everything Krogstad does at Westward. “We see ourselves coming out of the beer world,” he says with an enormous smile. “We are much more informed by that than we are by Scottish single malts or traditions.”  In a refreshing juxtaposition to the sometimes-cloak-and-dagger world of whiskey-making, Krogstad is an open book. “We don’t have a lot of secrets and I think that’s something that has gone back to when I was brewing,” he says. “If somebody wanted a recipe for one of the beers I was making, I would give it to them. There’s nothing about the product or the process that is secret.” For the former brewer, imitation is most certainly the sincerest form of flattery. “If somebody wants to try and do what we’re doing then they are welcome to try,” he says. “But just like we’re not trying to copy Scotland, it’s not very interesting for somebody to try and copy us.”    Whether he’s producing a beer, gin or whiskey, Krogstad says his guiding principle is to create a flavourful and balanced liquid that isn’t palate-fatiguing. “My ultimate goal is to produce something that when you finish a glass of it, you immediately want another. I don’t ever want something that I make to be referred to as an acquired taste.” Approaching single malt whiskey with a brewers’ mentality means fermentation is king. A nice, cool temperature and long fermentation produces a beer that Krogstad calls delicious and defect-free. This means there is little reflux at distillation and the spirit is very rich and textural. “Our philosophy is not that the stills clean up the beer,” he says. “It’s that they concentrate it.” The largely defect-free, rich spirit is perfect for maturation in new charred oak because it can stand up to the flavours. “Because we’re not distilling it to a high proof, we have a lot of these great fruity esters from the fermentation that really come through,” Krogstad says. “If we aged it differently, we would want to distil it differently.” Perhaps another hangover of the brewing world is innovation with raw materials. The team frequently experiments with different malts and yeasts to develop more flavours and characteristics. One of the more interesting experiments, according to Krogstad, has been a sourdough levain for the fermentation. “It was almost on a lark and it turned out fabulous, so we are making more of that,” he says. Barrel trading is another inexhaustible playground for flavour development. When the team empties their barrels, they give them to neighbouring breweries for maturing their “big, 10%” imperial stouts for a year to 18 months. The will then return them to Westward 
where whiskies will get a final finish for a year. The process is then repeated ad infinitum. Rather than bringing in barrels from Spain or Portugal, Westward opts to work with local wineries, breweries, and tea and coffee companies. When we speak, Krogstad is wandering around a “buddy’s vineyard” for a photoshoot. The indefatigable founder created a Tempranillo-finished whiskey after he was given a warped butt a few years ago that “turned out fantastic” with red fruit, dried cherry and redcurrant flavours. Every experiment is another learning opportunity for the Portland distillery and its founder and Krogstad speaks about all of them with equal excitement. “I didn’t start this because I created some Business School brief. I started the distillery because I was brewing and I loved brewing. And I loved whisk(e)y and I wanted to do something interesting and bring something new to the conversation.” The whiskey conversation has certainly changed since Krogstad founded the distillery in 2004. When he and seven others created the American Single Malt Whiskey Commission five years ago, there were a handful of members. Today, there are 160 – approximately 60 have products on the market and the remaining 100 are all ageing their liquid. A huge number considering the Federal Government has yet to recognise the category. “It is all about transparency and authenticity now,” Westland’s Chris Riesbeck says. “Brands like Westland will win that war because we were designed with that in mind. "From day one, we really wanted to be authentic [and] we wanted to be transparent. People should know what’s in a bottle of whiskey, they should be able to say without any sort of hesitation – when I buy a bottle of Westland, what am I getting? Well, you’re getting 100% malted barley, distilled in a single distillery, bottled no less than 40% ABV and aged in oak casks with no specificity to an age statement.”

When it comes to the future and the 160-plus American single malt producers, Krogstad says saturation in spirits is a long way off. “In brewing, every six or seven years you get a plateau in the market and everyone confuses a plateau with a collapse. This is the fourth or fifth time I have seen people worrying that the brewing industry is saturated, and I don’t know if it is or isn’t, but what I do know is that comparing the spirits industry to the beer industry, spirits is not saturated.”

Westland is days away from launching the realisation of its 10-year varietal-specific project with the latest addition to its Outpost Range – Colere Edition 1. “It is a really important thing for this distillery philosophically and frankly emotionally,” Riesbeck says. “It’s hard not to get a little misty-eyed about it. The idea was that we should create this not simply because we can but we should create something genuine because this region deserves it.” Browse American whiskey or read more Editorial 

For many, the words “American whiskey” conjure up images of Kentucky, Bourbon and Rye. Two equally innovative and candid producers tell Holly Motion why the Pacific Northwest is perfectly primed to create sensational American single malts

Two key Pacific Northwest whisky producers, Westland and Westward, explain how the region is primed to create remarkable American single malts.

Exploring the potential of American single malts

A new flavour frontier

There’s little Graham Eunson hasn’t seen in his 30 years in the Scotch whisky industry. From pushing barrels at Scapa straight out of school to managing one of the biggest names, the Orcadian has worked in almost every production role at five Highland distilleries. Over the course of his career, the Tomatin Distillery Operations Director has been at the painful end of two consolidations and led the revival of a distillery lost for 22 years. For the past decade, he has had to pool all this knowledge and experience to bring a distillery that was once famed for mass production to single malt prominence. “I always say it’s the most fun I’ve had in the whisky industry,” he declares with a chuckle, “and I’ve loved every single one of the distilleries I’ve worked at.” Eunson talks with such fondness about the industry and all his colleagues that it’s easy to see why both his children have followed him into the profession. He refers to his route into the industry and progression through the ranks from mashman to stillman to brewer as the “old-fashioned way”. When Allied Distillers closed his first distillery during the 1990s whisky loch, Eunson faced a tough decision: leave his beloved Orkney or wave goodbye to a fledgling career he absolutely adored. His homeland lost that tug of war and Eunson moved his wife and one-year-old son to Aberdeenshire and Glendronach Distillery until that also closed its doors. Glenmorangie became Eunson’s third Highland distillery where he worked as Assistant Manager to Dr Bill Lumsden for two years before Head Office beckoned and he took over as Distillery Manager. After a decade in the role, the chance to reopen a ghosted distillery lured Eunson away. “My wife would argue I don’t have a romantic side to me at all, which is probably true, but when it comes to whisky I do – and the opportunity to re-open the distillery after such a length of closure was too much to resist.” On April Fool’s Day 2008, Eunson stood on the balcony in the Glenglassaugh still house looking at the rusted pipework where sections had been pilfered by thieves and seriously questioned if he’d made the right decision to leave the breathtakingly beautiful, not to mention functioning, Glenmorangie. “But I have to say, the sense of achievement on the day we first mashed in again, after about eight months of struggling to try and design everything to get it to work better… the sense of achievement was fantastic,” he says with real pride all these years later. The next call, to take on a newly created General Manager role at a distillery that was once the largest in Scotland and had fallen out of favour, came in 2011. If he accepted, Eunson would look after everything from the malt coming in, to the distillation, maturation and recipes for all the whiskies. “They sold it well to me,” he says with a wry smile. “Basically, the buck stops for everything with me.” Two years ago, Eunson was asked to choose his new title. After some thought, he suggested General Operations Director – “So GOD,” he laughs; in the end he had to settle for “DOD” – Distillery Operations Director. The beauty of working at Tomatin, according to Eunson, is that he and the 62-strong team are masters of their own destiny. “We have gone from being a distillery which made lots and lots of spirit to go into other peoples’ whiskies. To the complete opposite way round percentage wise,” Eunson says. In the 1970s, Tomatin produced 12.5 million litres of pure alcohol a year making it the largest in Scotland. Today, the Highland distillery produces less than two million litres a year. Of this number, 1.1 million goes into Tomatin in its various forms, roughly 400,000 litres are swapped with other distilleries in exchange for whiskies for their Antiquary, Talisman, Big T, Ancient Clan and other blends, and 100,000 litres is sold for cash. Apart from malting and bottling, every stage of the traditional production – milling, mashing, fermenting, distilling, ageing and blending – takes place on the 140-acre site. “It’s great to be in control of all that ourselves,” Eunson says. “In the last 12 to 15 years, we have had a complete change of tact. We’ve reduced the volumes we’re making and it’s all about quality over quantity.” The gear shift is clearly working. Since its rebrand in 2015, sales have soared by 83% and visitor numbers to the distillery are topping 50,000 a year (in non-pandemic times). Tomatin produces a range of unpeated single malts from the entry-level (£30 a bottle) to the 50-year-old-plus (£10k+ per bottle). In their vast warehouses, the team is sitting on almost 200,000 casks and Eunson oversees it all. “It is one of the few jobs I would have thought in the world that you can do for 30 years and still look forward to going into work,” he says. “My job is wide and varied and never the same two days running.” In his latest project, and the first “serious launch” since the rebrand, Eunson has sourced rare Monbazillac, Sauternes and Rivesaltes barrels to finish three parcels of nine-year-old single malt. In typically self-deprecating fashion, Eunson says: “The stars aligned basically. We had released our Sherry-cask finished Cuatro and were looking at alternatives and these wine casks became available. When the cooperage told me about them, I asked them to hold the casks and got straight on Google.” The cask finishing trend has been one of the biggest changes Eunson has witnessed in his career. He says: “It used to be, ‘Well if it was a tree at some point in its life then you can use it for maturing whisky’, whereas now there is so much more care and attention put into it. “Some of the companies I have worked for… Allied, no longer exist, so I can say what I want about them. They had codes on their stock system for seven-fill and eight-fill casks. By the time you’ve filled it seven or eight times, there’s not a lot of flavour going to come from the wood.” While Eunson says he’d never say the cask is the most important part of the process, he is not shy in professing it is the most influential. “What a lot of companies are doing now, ourselves included, is look at the raw materials – different barley varieties, different types of malt, different yeasts, different lengths of fermentation times, different cut points in the stills – you can play around with all of that but it is still only going to arguably contribute 25 to 35% of the final flavours. Seventy to 75%, even 80%, will come from the time spent in the cask during maturation. “So that is where we have to put the attention to detail because it’s going to have such an impact going forward onto the final character of the whisky we produce.” Computerisation is another huge change in the industry. And not one Eunson thinks is strictly positive. “It’s a good thing in that if you’ve got a computer and sensors running the pumps, setting the temperatures and suchlike, there is less room for human error and you get more consistency of spirit. So you know what your new-make spirit is going to be like but at the same time, that human error can sometimes lead to exceptionally unusual whiskies. You become almost a generic whisky, so we need to be careful to keep the individual characteristics there.” The Tomatin Distillery is semi-automated. It is still up to the Stillmen to decide when to make the cut and how fast to run the stills by controlling the steam valves. Whether it’s technology or trends, Eunson says the one constant in the Scotch whisky industry is change. “We are always changing and trying to be innovative and look at different ways of doing things while still trying to stick to the traditions that have been there and the rules and regulations as well." The industry might constantly be evolving but Eunson says the people within it are far more permanent. “We have a Head Warehouseman who’s been working with us since he was 18 and he’s now 67. He has more or less done the same job in the same distillery for 50 years. He is showing absolutely no intention of retiring and he’s probably the fittest guy we have on site in reality.” And how about Eunson? “I can’t see myself retiring at 60,” he says. “There is way too much that I want to do in the industry to even consider that. I’d probably think about retiring at 65… or maybe 66,” he quickly adds. We’ll believe it when we see it. Browse all Tomatin listings or read more Editorial 

After three decades in the whisky industry Tomatin’s Graham Eunson is more energised than ever. He tells Holly Motion why his latest role is the best yet

Tomatin’s Distillery Operations Director on the pace, and people, that keep him in the industry after more than 30 years working at the coalface.

Tomatin’s Graham Eunson on a life in whisky

Graham Eunson: a life in whisky

Waterford founder Mark Reynier speaks to Gavin Lucas about his obsession with terroir, traceability and transparency – and how his radical approach is driving unprecedented scientific research into the flavours derived from barley grown on different soil types

Waterford founder, Mark Reynier, discusses his obsession with terroir, traceability and transparency – and how his approach is driving pioneering research 

FONDATA: The Waterford Revolution

The Waterford Revolution

After speaking with some of the foremost fine tea experts in the western world, a few things are immediately apparent. Fine tea is complex. There are undoubtedly parallels with the world of fine wine. And, almost without exception, the best examples are incredibly hard to source this side of Asia. It is also an incredibly tricky subject to learn more about if you, like me, don’t speak Chinese or Japanese. A quick stroke of the key will yield information on fine tea and where to find it. But your best bet is either boarding a plane to Asia (which is currently not without its difficulties) or finding somebody who has spent years immersing themselves in the fine tea world – they’ll likely speak the local dialect. “People are very literate when it comes to fine wine and whisky,” Jameel Lalani is quick to tell me, “not so literate when it comes to tea, although it is completely applicable.” When he set up his specialist single-batch tea business, Lalani & Co, 11 years ago, Lalani was very deliberate in borrowing the language of fine wine. “Tea is much like wine,” he explains, “it’s a drink of the terroir. Everything you do from when you choose the land and the seeds and the people you are going to work with is going to affect the flavour.” The choice of varietal, distance above sea level and picking season are also of the utmost importance. Lalani says tea is his drink, and has been since the age of four. He hasn’t looked back since tasting green tea for the first time while holidaying in North Africa as a child. One of the magical things about fine tea, I’m learning, is the paths people have taken into it. Burgundy expert and Master of Wine Jasper Morris, for example, was introduced to the world of fine tea in New Zealand, of all places, by a blind Taiwanese winemaker. From that day onwards, Morris attended Chinese tea ceremonies and swotted up on all things fine tea whenever the opportunity arose on wine trips to China and Japan. “I absolutely love it and drink it all day – from first getting up through to after dinner,” he enthuses. Fine tea is now a real passion of his, frequently hosting tasting and writing on the subject. Timothy d’Offay’s induction began while studying Japanese in Kyoto in the early 1990s. He’s been a disciple ever since – writing numerous fine tea books (in English and Japanese) and establishing one of the most highly regarded fine tea shops, Postcard Teas, in the process. Many years later, d’Offay says he is still learning, and it’s one of the things he loves most about the fine tea world. “It’s so disconnected,” d’Offay says. “Whereas specialty coffee is a world industry now and you can drink a similar product with a similar style in Sydney, Seoul, London or San Francisco, tea isn’t like that. Tea is very, very regional and very local. The predominant sales of the fine teas are local, in China in particular. “And the Chinese tea world is so different from even other countries like Japan that get their tea culture originally from China. It’s so vast.” Morris says things we have learned from wine – soil, subsoil, drainage etc – matter a great deal in fine tea. “In the Wuyi Mountains, for example, each individual mountain has its own character,” he explains, “so the underlying rock is crucial. Then also, instead of the grape variety, the cultivar of tea can make a difference as well. How and when you pick it – again a parallel – and how and when you process it.” D’Offay says wine and tea are both at the pinnacles – wine in the west, tea in the east – and despite the groundswell of appreciation for fine tea, many still struggle to shake misconceptions and get their heads around the complexities. “You’re always learning,” he says. “Probably the biggest barrier people have is a concept of what tea is,” Morris adds. “If somebody says black tea to you, they probably mean they don’t want milk in it, but there is a style of tea which we loosely call black. In fact, in China it’s more likely to be called red tea than black tea – that sort of dark tea – but there are white teas, yellow teas (which are pretty rare), red teas, green teas, and a lot depends on the season things are picked. “So, if, for example, we switch from China to India to Darjeeling. Darjeeling is in fact a type of tea which is much much more similar to Chinese tea than it is to the rest of Indian tea. If you get a first flush Darjeeling, it’s almost almost not quite a green tea, and that’s a tea that I adore and buy in big quantities.” Another hangover from old is the misconception surrounding price and what one should pay for quality. “One of the challenges in the tea world is that the mass market has demanded tea at a very low price,” Lalani says. “Some of these terroirs are phenomenal but the market says we want our tea cheap and quick. And that’s kind of like if you went to Bordeaux and you said I’d like your wine for €3.60 a bottle. What are you going to do? It doesn’t give you enough room. So what happens is the quality just goes down because you have to produce in quantity.” When purchasing fine tea, there are good resources online but d’Offay cautions: “Buyer beware.” Some enthusiasts, he explains, have a vested interest and commercial gains tied to your purchase. “The more you pay doesn’t mean that you’ll like the tea more. It’s very important to find out what you like first, before spending a lot of money online.” He says there is no right thing, just like with wine. “It’s a wide field and often your taste will not coincide with somebody else’s, so it’s really important to taste a lot of tea and find out what you like.” On this, Morris says it’s the same as when buying wine. “You just need to be buying it from somebody you trust – both for their taste and their integrity. Then let them guide you down the learning curve. And as with wine, there are some brilliant teas which may just not suit your palate.” If you are interested in getting into tea, d’Offay advises spending more money on tea and less money on the tea-making equipment. “You really need very basic tea equipment,” he explains. For Chinese teas, d’Offay says a Gaiwan – lidded cup – or a simple brewer is a good starting point. Porcelain, he says, is quite robust and glass is ok. You don’t, for example, need Yixing (the exquisite teapot pronounced yee-shing) to start with. He says he did a tasting with some “pretty good teas” with two mugs and a strainer recently. But is quick to add: “I’m not recommending that everyone brews in one mug and strains in another mug, but it is better than wasting a lot of money on really fancy stuff.” It’s always a good idea to ask questions and look for certain things when purchasing fine tea, Lalani says. “Most of the tea that gets produced gets blended – it will be picked, it will be sold to a brand, they will blend it up and it will sit on a shelf somewhere with their brand on it and that’s it. You may know where it’s from, for example, you might know what you’re buying is a Darjeeling, you may know the season – they might tell you it’s a first flush or a second flush. But it could be a blend of any number of different batches. It could be a blend of any number of different producers. It could be a blend of any number of different vintages. So the less information they give you, the less you know what’s in it.” Taking the time to make an educated purchase is a vital step, so too is the time spent learning how to prepare tea correctly. For this, Lalani has the shorthand: leaf, dose, temperature, time, decant. “Like with any of your passions, it’s going to take a bit longer,” he explains. “If you want to get a suit made, you can’t walk out with it the same day – you’ve got to wait six to eight weeks but it’s worth it. If you want to get into fine wine, you’re going to need some better glassware, you’re going to need temperature-controlled storage and you’re going to need to invest your time in a bit of knowledge.” He continues: “When you get into chocolate, you can’t buy it for 50 pence a bar, you’ve got to pay £5 to £10 a bar for a craft-made chocolate – another one of my passions – and it’s worth it.  "So, with tea, you can’t brew the bag – excuse my language – in hot water for 10 seconds, but it only takes three to five minutes to do it well – less time than it takes to make a cocktail. But it’s worth it and the rewards are enormous.” We second that. Everything you need to know about purchasing and preparing fine tea Location, location, location: When it comes to buying tea, you need to know where it was grown – particular regions have particular styles. It’s also important to know the producer and the name of the garden. Seasons matter: Tea is grown pretty much all year round. A leaf picked in the premium spring season is going to be better than a leaf picked in the rainy season. As a quick rule of thumb, look for things like first flush, second flush or spring season. It’s usually the early part of the year when you get the better quality. This is true of Japan, Taiwan and India. Vintage picks: Look for the vintage. This will give you some indication if you should be drinking it young and fresh or aged. Some teas, like the first flush season Darjeeling, are best when young and fresh –drink them as quickly as you can. Some teas, like certain white teas or oolongs from Taiwan, are great if aged. If you buy them young, you’d expect to buy them at a young price, but then if they’ve been intentionally aged, then their value – and price – will increase. So you might buy something from 2015 or 2000 or 1998, for example, where you’ll be paying a premium, but it has been aged and likely improved in flavour. Brewing to perfection: A useful shorthand for how to prepare your tea is leaf, dose, temperature, time, decant. It’s important you follow the instructions regarding the volume of leaves and temperature of water the particular tea you have purchased requires (on many modern kettles you can set the temperature, making this element very simple). There should be ample information about this on the packaging. Lalani wholeheartedly recommends purchasing precision scales to ensure you have the precise quantity of leaves every time. Balance scales cost circa £10. Essential kit: While d’Offay says a temperature-controlled kettle isn’t a must to start with, Lalani suggests it’s a worthwhile purchase at approximately £40. Both say you should be mindful with lower-temperature teas and ensure it’s the desired strength and taste. Lalani also thinks a single-pour tea pot is a wise investment. The Alethea, sold at Lalani & Co, is a beautiful and practical single-serving vessel.  Read more Editorial

The fine tea world is a treasure trove of discovery. As beguiling and complex as any wine or spirit, this enchanting liquid steeped in history can be incredibly confusing to master. Holly Motion talks to a handful of fine tea aficionados about why it's well worth investing the time.

Exploring the world of fine tea: beguiling and complex as any wine or spirit, and why it's well worth investing the time

Exploring the world of fine tea

The time for tea: next-level brews

It’s no secret that Scotch whisky is dominated by two giants – Diageo and Pernod Ricard, who represent 60% of the market, with three other big players taking the next 20%. That leaves a mere 20% for those who have the wallets and mettle to fight over the rest – but that’s an increasing number of people. There are currently over 30 single malt distilleries at some stage of opening.  “I think it’s a bit of a worry to be honest,” Mark Reynier, Renegade Spirits founder and CEO, says. Reynier has been behind three of the most talked-about distillery projects in the past 20 years – the resurrection of Islay powerhouse Bruichladdich in 2000, the renovation of a former Diageo brewery into Irish single malt distillery Waterford in 2015 and the construction of Renegade rum distillery in Grenada from scratch in 2020. All three have a dogged focus on terroir and have not been without their struggles. “Superficially it does look easy - but it sure as hell isn’t,” he says. “With Bruichladdich we almost went bust twice. With the best will in the world and two-distillery experience I got it wrong with Renegade and almost went bust last September.”  In Reynier’s view, many of those opening distilleries are driven by romantic ideas and the desire to make a quick buck – from landowners looking to monetise estates to “crooks” who “promise fortunes to be made”. Few, however, have the knowledge, business nous or money to back up their ambitions.  Wolfcraig – a new distillery in Stirling – is one of the industry’s most interesting projects, largely thanks to the experience of the team involved. While neither of the founders Jamie Lunn or John Moore had worked in whisky before (coming, respectively, from construction and finance), Jamie Lunn’s father is former Whyte & Mackay chairman and chief executive Michael Lunn – and happened to be eager for a new project. It hasn’t been plain sailing though: the team had a false start with an ill-fated attempt to take a controlling stake of an existing distillery. Downhearted but not defeated, they made the decision to go it alone. Moore and Lunn have assembled a first-rate team with over 200 years’ experience. Master Blender Richard Paterson OBE was the most recent addition to the roster – which Jamie Lunn affectionately refers to as “the Harlem globetrotters of whisky” – including Dr Alan Rutherford OBE (former Production Director at Diageo, Master of the Quaich and previous President of the Malt Distillers Association of Scotland), Ian Macmillan (a Master Distiller, also a Master of the Quaich and a member of the Worshipful Company of Distillers) and Iain Lochhead (former UK Bacardi Operations Director, and another Master of the Quaich). But even with a team of such pedigree, it hasn’t been easy. “It was three and a half years of pain,” Moore says. Every decision has been driven by an unwavering mission to produce a truly special liquid, considerable industry experience and business acumen. Stirling, for example, was chosen not just for its infrastructure, but its accessibility – within an hour’s drive of 70% of the Scottish population. The team ensured they were fully funded and have consciously built a brand – and decided on the style of spirit they’ll be making – before physically breaking ground. “Out of all the new whisky distilleries,” Moore says, “very few of them are designing their own unique spirit and they have not put any thought into why they have a particular shape of still.” Wolfcraig, by contrast, is having their still handmade by Forsyths, with a distinctive double-ball design to produce a more muscular, full-bodied spirit. It’s not just new players and mavericks behind the trend though, with some of whisky’s most historic names being given a new lease of life. Halewood International, for example, is bringing malt whisky distilling back to the heart of the Scottish drinks industry in the Port of Leith, Edinburgh, for the first time in 100 years with the John Crabbie Distillery.  Today, the name John Crabbie might be synonymous with ginger wine, but he was an independent bottler, single malt producer and recognised blender in the 19th century. For the team here, creating something new brings great freedom. “One of the key parts of our distillery is its versatility,” Global Dark Spirits Manager Andy Wallace says. “Because of the type of distillery we have, we can change our new make spirit and we can be very adaptable. That flexibility, put in the hands of somebody who knows what they are doing, like our Master Blender Dr Kirstie McCallum – a chemist with an excellent palate – and we’re going to experiment.”   Experimentation with different casks is high on the agenda. In addition to PX and Oloroso casks, the team is looking at how Manzanilla might work and playing around with other wine cask finishes.   Prior to joining Halewood, Wallace spent six years at William Grant & Sons, the home of Balvenie and Glenfiddich since 1887. “They are beautiful, incredible distilleries in a beautiful part of the world,” Wallace says, “but they come with their own inherent limitations… some people will see them as being a bit aspirational and not for them.” In his view, building something from scratch – even with a history like Crabbie’s – means they don’t have to produce a certain type of product. “What we want to do is bring new people into the category and allow people to drink differently,” he explains. Free from the burden of a legacy, a new distillery can be more agile. This can, however, be a catch-22. In a quest to stand apart, rather than play the old boys at their centuries-perfected game, innovation – if not managed in a considered, well-financed, way – can end in tears. “A lot of people have got rather carried away with the romance and [they] don’t really understand the consequences and the costs, and the durability that you need,” Mark Reynier explains.  “And above all you need a unique proposition. Just to be another distillery isn’t enough. The distilling bit is the easy bit. I think this is what’s going to be the downfall for a lot of people. The maturation and the time and cost is the crunch. And then you have got to bring it to market.” Wallace agrees. “You must have a long-term plan for selling your product because you have got a several-year timeline before you can launch anything in the first place,” he says. “One of the big challenges for whisky companies is predicting demand. If you have to predict how much 12-year-old product you’re going to sell on day one, that is a really difficult challenge.”   This was one of the many reasons Wolfcraig was determined to be fully funded from the get-go. “A lot of new whisky distilleries are just living hand-to-mouth and raising money year-on-year and that is emotionally draining,” Moore says. “But, also more importantly, it takes time away from the business when you are constantly fundraising.” It’s no small amount of money required, either. While you might be able to start a gin distillery with £50,000, whisky is a different beast. “Even the small craft distilleries, you’re talking several million pounds to set up,” Moore explains. “Our overall investment will be close on £20million… So, it’s not something you go into lightly.” “Running a distillery is an expensive business,” Reynier adds. “Just when you most need the revenue to get into the market, that is when you are least likely to have it. You are building in a lag period. You have created this brand over a decade, but you don’t actually have enough stock maturing to satisfy the sales that you have created or are creating. So, you have got to plan forward.” Waterford is a distillation of everything Reynier got wrong at Bruichladdich and everything he felt he wasn’t able to do because of a “lack of resource, lack of desire perhaps, tradition getting in the way, and the lack of logistics”. “We had a war chest because we knew that to do it properly, we had to be able to insulate ourselves financially to be able to buy ourselves the time to do it properly, with proper, premium-quality barley, single-farm distillations for uniqueness and for complexity,” Reynier explains. “Practised at Bruichladdich, perfected here.” Ultimately, once you get past the business and branding, it’s the quality of the liquid that will sort the wheat from the chaff. “We need to achieve the same core things any distillery does,” Wallace says. “We want to make genuinely brilliant drams that people will enjoy in years to come.” Browse all Scotch whisky or read more Editorial 

As demand for single malt whisky continues to soar, the number of distilleries – big and small – preparing to fling open their doors increases at a bullish rate. Holly Motion talks to a few of the industry’s newest names to see if everything is as rosy as it seems

Investigating the sharp rise in the number of single malt whisky distilleries with Waterford, Wolfcraig and John Crabbie. 

Distilling dreams

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