We start with where you are now: production volumes, tour numbers, pinch points and pain points. We then map where you’d like to get to – from capacity and product mix to visitor expectations and price points – and agree what mustn’t be lost along the way.

Because you’re already up and running, we can learn a lot from reality. We map process and people flows, look at back-of-house spaces, review safety and compliance concerns, and identify patterns in the “work-arounds” your team have developed. This shows us where the current layout is quietly helping – and where it’s holding you back.

Next we test how far the site itself can go. That includes remaining buildable areas, opportunities to repurpose existing buildings, planning and heritage context, neighbour relationships, and headroom in utilities and access. The outcome is a realistic envelope for what ‘more’ might mean in your particular setting.

We look at how to unlock more spirit without turning the place into an obstacle course. That might mean debottlenecking the existing process, adding or enlarging vessels, changing shifts, or introducing new buildings. We consider how each option ties into current plant, services and operations, and what it would feel like to run day to day.

Most established distilleries already know their audience. We focus on how to sharpen the offer: reassessing the visitor journey, tour formats, price ladder, use of tasting rooms, bars, shops and outside spaces, and spotting opportunities for new experiences in underused corners of the site. We balance ambition with operational reality – staffing, cleaning, crossover with production and evening use.

We then pull the production and visitor strands back into a single site picture. We set out where new or expanded buildings could sensibly sit, how yards and circulation might be reorganised, and how changes can be phased while you stay operational. We also look ahead, leaving room for potential future phases so today’s decisions don’t box you in.

Architecturally, the aim is evolution rather than reinvention. We consider how new elements talk to the existing buildings in terms of form and materials, where a clearer ‘front door’ might help, and how key visitor touchpoints could be upgraded. Throughout, we look for ways to support your established brand and packaging rather than fighting against them.

For an existing business, some of the biggest wins are operational. We explore targeted improvements to building performance and plant, opportunities for heat recovery and water efficiency, and ways to reduce unnecessary movements for people, forklifts and product. The focus is on practical changes that reduce running costs and headaches.

Finally, we’re honest about money, time and disruption. We outline order-of-magnitude costs for the main options, compare cost/benefit, and sketch indicative programmes and phasing. Because you’re a live site, we pay particular attention to how works can be sequenced to minimise downtime and risk.