🥃 Distillery Challenges & New Whiskies - Scotsman

Bari was recently interviewed by Rosalind Erskine at the Scotsman with a Q&A for their March 2026 Whisky Club Newsletter

“We like distilleries because they are shaped by process, place and people”

In this month’s exclusive Q&A I chat to Bari Reid, director at Organic Architects about inadvertently becoming a main player in building sustainable distilleries, dream projects and weathering the current industry storm.

Did you set out to become builders of distilleries?

Not exactly. It was very much a case of being in the right place at the right time. We were working on the Ardnamurchan peninsula on a renewable heating job when the opportunity came up to pitch for Ardnamurchan Distillery. It was one of the early “new wave” projects and a steep learning curve in the best way.

That led quickly to more distillery work, including Lindores Abbey and Nc’nean, and we realised we’d found our lane. We like distilleries because they are shaped by process, place and people. A good distillery should feel like it could only belong there, much like the spirit.

You specialise in sustainability. How have you seen this change over the years for working buildings?

Sustainability has shifted from being a “nice to have” to being central to the design brief. A big driver is simply cost, because energy and water now have a real impact on day-to-day operating budgets. Distillers are rightly focused on the practical stuff that makes a difference, such as energy efficiency, controls, heat recovery and water use.

But sustainability is wider than utilities. Distilleries can be brilliant anchors for rural communities, with year-round skilled jobs and spin-off businesses. When it is done well, the project does not just minimise harm, it strengthens the place it is in.

What are the main sustainable aspects for distilleries that are being planned now?

There is not one single answer, because it depends on the site, the budget, the production aims and even the spirit character. There have been big improvements in distilling equipment, but the most efficient kit is not always feasible for smaller operations.

What we are seeing more of is a joined-up approach. Reduce heat demand first, then recover and reuse heat, reduce water use, and think hard about how the place will actually operate day to day. In some cases, that can even mean revisiting older techniques where they genuinely make sense. The most sustainable answer is usually a set of good decisions rather than one headline technology.

The whisky industry is facing tough times, but we are still seeing more distillery plans being submitted. What are your thoughts on this?

The industry is cyclical, and distilleries run on long lead times. From first drawings to spirit being laid down, and then finally to bottles being sold, can take years. Some teams see a downturn as the moment to plan and build, because they are aiming to be ready when the cycle turns.

The bigger truth is that lots of schemes get planning but never reach site, and the reason is usually funding. Capital for distilleries has always been competitive. When the headlines are negative, investors become more cautious and the bar gets higher. The projects that keep moving tend to be the ones with experienced teams and a clear route to finance before they go public.

Do you have a dream project?

I’m a bit greedy. I’ve got two. One is a bourbon distillery with a proper “brand home” mindset. There is some really exciting visitor experience work in bourbon, but the buildings do not always match the global standing of the spirit. I would love the chance to create something that feels as confident as the product.

The other is a distillery on the Isle of Mull, which is my homeland. Being able to apply everything we have learned about malt distilleries, visitor experience and efficiency into a contemporary building on the island is a long-term ambition. If I ever need a stress-free change from architecture, I can obviously take up the famously relaxing job of building a distillery. As if I am short of grey hair.

“Scotch is also a very long game. You cannot be too fashionable with the building”

What do you think the future is for distillery design?

I hope it continues in the direction of properly integrated visitor experiences. No one wants to visit a new distillery where the visitor centre feels bolted onto the side of a big, clinical, production shed. The best places let you feel the production without getting in its way.

We have seen a lot of attention on the premium end. What I would love to see next is someone raising the bar at the entry level too. The first-time visitor deserves a great experience, not just the top tier tour.

Have you seen a rise in more eye-catching or daring designs as businesses look to attract more visitors?

I am not sure “more visitors” is always the goal. Average spend is usually a much more important metric, so what you tend to see is more refinement and nuance in the offer, based on the audience.

Architecture should be the built form of the brand. If your brand is understated, the building should not shout. If it is bold, you can push harder. New distillers do have the chance to do something different. Benbecula’s “Still-in-a-lighthouse” is a great example. It really makes sense when you understand the site on the edge of the island and the style of spirit they are making.

Scotch is also a very long game. You cannot be too fashionable with the building, because if it ages badly you will still be living with it when you are trying to sell a very expensive 21-year-old.

Plans for 2026?

We have Glen Tromie on site at the moment, so we are really looking forward to seeing it come to life and, hopefully, seeing spirit start to flow. We have also just submitted planning for Ardrishaig, so that will need careful navigation through the process. We would love to see Coleburn moving forward too, because it is a genuinely unique proposal. And yes, hopefully a few more overseas trips. Who knows, maybe we will even get that Mull site sorted.

Anything to add?

It is a tough time for people at the sharp end, particularly sales and marketing. Hopefully we start to see a recovery with the bigger players, because that tends to reset confidence across the wider industry. The positive is that the talent and ambition in whisky has not gone anywhere, and the projects with substance will be the ones that last when things turn.