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Goodradigbee Distillers

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Revolutionary Spirits

Rather than use Oak for maturation as the traditionalists do, Goodradigbee Distillers looked to the mightiest trees from the rugged Australian high-country. It’s these rare hardwoods that imbue the single malt spirits with unique provenance. By using the patented Australian hardwood cubes instead of old sherry or bourbon barrels for ageing, the maturation process is accelerated, producing distinctive, complex single malt spirits utterly unique to Goodradigbee Distillers. The cubes have a much higher wood-to-liquid volume than a barrel, so more wood equals more flavour and the colour of a 10-year-old single malt whisky in just eight weeks.

Tastes that are sweet, complex and revolutionary.

GOODRADIGBEE meaning: Pure Water Running Over Rocks

For John O’Connor, standing on the banks of the Goodradigbee River as a teen was an idyllic and entrancing experience. He used to fish for rainbow trout in this Snowy Mountains river. The crystal clear waters babbling through a picture perfect river valley framed by knife-edge mountains represented Eden. Pure, clean and serene, his memories of this beautifully remote yet accessible river have, strangely, guided the design of Goodradigbee Distillers. Create something utterly entrancing, and with hard work ensure it’s accessible to all.

Distilling spirit of any sort is a process that has been endowed with an almost mystic complexity, which is counter to the truth; if a 17th Century Scottish farmer can make whisky for the local Inn from barley, water and yeast, surely such a simple process and the unique spirit(s) created should be accessible to all?

Goodradigbee Distillers is a trusted business that rejects the elitist ideals of old, debunking those myths by democratising distilling, whilst retaining a bespoke fascination with product development. Creating bespoke, yet accessible super-premium spirits is Goodradigbee’s mission and primary business opportunity.

  • $800,000 invested
  • 267% funded
  • 0 days left
  • 44 No. of investors
  • $800,000 Minimum subscription
  • $800,000 Maximum subscription
  • $1,000 Minimum investment parcel


Food & Beverage

Message from the Founder and CEO

Goodradigbee Distillers Pty Ltd was born from a simple idea; can we produce super-premium spirits, quickly. The idea coalesced in my mind when I was in the Scottish town of Pitlochry, staring at a warehouse full of barrels of single malt, slowly ageing. I couldn’t help but think about all that hard work, all that production effort, sitting, waiting to be monetised. I started interrogating the process – distilling, maturation, marketing, sales. All single malt whiskies are imbued with the flavour of the liquid that was previously in the oak barrel – wine, sherry, port, and so on. I thought of an obvious question; ‘what would the flavour be like if it was untarnished?’

I decided to import Australian hardwood into the United Kingdom where I lived at the time and find out. I built four wooden cubes, not barrels, as cubes have a higher surface area than a barrel, and I reasoned this would accelerate the ageing of the whisky. Within three weeks I had arrived at an initial cube design and built an oak cube (my ‘control’ cube), a Jarrah cube, a Red Ironbark cube, and a Yellow Ironbark cube. I made some spirit in partnership with Tony Reeman-Clark, then owner of Strathearn Distillery, and we filled them.

Eight weeks later, Tony called me back up from London to witness the results. The spirit from the oak cube was clear and tasted like the original new make. The Jarrah cube was yellow, a bit bitter, and clearly needed more time. But the Ironbark Yellow was a brilliant gold in colour, and the Ironbark Red a rich, deep orange with the flavour of an aged scotch. Clearly, we were onto something.

That was the start of our journey. We were innovative back then, and this passion for innovation remains; if we can’t innovate, be truly unique, we don’t do it. Subsequent to those cube trials, we have aged gin in Ironbark, vodka in Mountain Ash, and soon, rum in Blackbutt. We have tested eight different hardwoods, and currently have another four hardwood trials in the lab.

Importantly, we are determined to be as innovative in our marketing and sales as we are in product manufacturing, distilling and provenance. Innovation, doing things differently to improve the process, is the core of what we do. Further, we are determined to be carbon neutral from the outset because we can and feel we should. $1 from each sale will go to planting the trees we use. It’s a commitment to ensure the future is bright and sustainable.

We think differently yet remain focused on quality. Our brand has been built for export. The business is achieving targets. The Board is very experienced and we are growing. That, and the fact we’re here for the long haul.

Yours sincerely

John O’Connor
Chief Executive Officer


The Adventurous Traveller – the Australian whisky drinker – presents a simple yet crucial challenge for new entrants like Goodradigbee; any new (or old brand) must create an emotional connection to the drinker and encourage repeat purchase. Drinkers, especially the young, buy into what a brand stands for as much as the functionality of the product. Brand Values mean something to these discerning younger drinkers. Hence Goodradigbee Distiller’s bespoke approach to meeting needs and taste profiles, as well as building brand values that resonate.

Who are we?

Goodradigbee is the only distiller in the alcoholic beverages industry that uses cubes for maturation (not used wine barrels), made from Australian hardwoods, to enhance the new make spirit.

We’re determined to ensure everything we do is unique. If we develop a product SKU that is not genuinely unique, we don’t release it and keep thinking. For example, our small-batch quadruple-distilled vodka has an excellent taste profile, but until
it is totally differentiated from every other brand, it will not be released. We produce products that enhance our positioning of ‘Revolutionary Spirits’ through differentiation, and will be successful in their respective markets.

Goodradigbee Distillers is more than just another innovation play in beverages, it is a re-thinking of the norms that drive the industry. That said, we need to achieve the same end as competitive distillers and beverage businesses i.e. great tasting spirits, well marketed and well supported through our distribution channels.

Developing product manufacturing efficiencies (speed to market) is a key part of our business model, whilst retaining quality as a core value. It is the old adage – ‘quality with speed’.

Our plan is to be an export based business, and we believe we can develop an export marketing program in two to three years. We have three key strategies, specifically discrete product provenance, sales, and marketing strategies that should lead to a very positive reception in Asia, the UK and Europe.

What problem we are solving?


We are debunking old myths by democratising distilling:

  • Goodradigbee Distillers (GD) is an innovation play designed to disrupt whisky sales and associated marketing, product provenance and manufacturing
  • Goodradigbee is working with Scottish whisky master Tony Reeman-Clark, who is a key stakeholder and investor in the business
  • Goodradigbee is a truly contemporary brand that makes bespoke, uniquely Australian spirits accessible to all
  • Goodradigbee’s ambition is to lower the average age of the whisky drinker from 55+ to 30+
  • Goodradigbee has already produced three variants of its single malt spirit (un-aged whisky) and wood infused gin and vodka
  • Goodradigbee has produced over 1500 bottles of single malt spirits and gins as proof of concept, sold into over 30 retailers in our core target market of Sydney’s Northern Beaches, The Inner West and Sydney CBD, and Canberra, 1500 x 500ml bottles for sale
    in the UK and Australia
  • Goodradigbee’s patent-pending accelerated maturation cube technology matures whisky 3-5 times faster than whisky matured in traditional Oak barrels
  • Goodradigbee is creating new taste profiles through our whisky cubes enabling us to create bespoke spirits for individuals and corporates
  • Goodradigbee will mature spirit in hardwoods indigenous to each market we enter, i.e. Ironbark, Jarrah, Blackbutt, Tasmanian Blackwood in Australia, Karri in NZ, Rosewood in China, Chestnut in the UK (post acceptable R&D)
  • Goodradigbee donates $1 for each bottle sold to plant native trees like Ironbark and Blackbutt, our commitment is to be a 100% sustainable company


Market Overview

Spirits are the second-most important segment in the global Alcoholic Drinks market by value. The segment only includes distilled alcoholic beverages (including blended or mixed beverages), The global market for spirits has been mostly driven by premiumization as volume demand has been mostly flat or falling in developed markets. Whisky Compound Annual growth Rate (CAGR) for 2020 – 2023 is forecast at 3.8%. 2020 revenue was US$89,946m with India accounting for US$19,789. Whisky revenue in Australia is US$1,557m and the segment is growing at 2.55% CAGR, on a total spirits market of US$3,717m and overall CAGR of 3.6% 2020-2023.

The Super-Premium whisky market in Australia is growing at 7% Monthly Adjusted Total (MAT) to June 2020, with Premium segment up 8.5%, whilst the regular segment is down 5.2%. Premium and Super premium segments are fueled by Japanese whiskies which are up 55%, and some traditional scotch whiskies like Laphroaig (33%), Balvenie (27%), Macallan (140%) and interestingly, Australian made Starward (owned by Diageo) which is up 57% MAT June 2019.

Clearly, whiskies are highly responsive to marketing investment but lack resilience when marketing spend ends. A brand experience / destination distillery will help create resilience. Mainstream brands like Johnny Walker are in decline. The trend of mainstream brands declining in volume and share is also reflected in the American Bourbon category.

Sale of spirits in Australia

The consensus is that the mainstream BLEND brands have been polarised by new entrants and new craft distillers, to such an extent that unless they re-brand completely (like Jim Beam White with 7.3% share growth) they will end up losing large chunks of share – see Jack Daniels down 4.7%, Johnny Walker Red down 11.7%, J&B down 11.5%, Vat 69 down 18.9% and Ballantine’s down 6.4%.

They key conclusion is that DISCERNING DRINKERS are adopting discerning brands, whilst the established brands are losing a portion of their traditional value-conscious drinkers. Pricing strategies for single malt whiskies are accelerating this shift ’upmarket’. There is also demographic change. Younger drinkers are adopting white spirits and whiskies that represent quality not quantity, and leading the charge in new brand adoption.

Whilst whisky drinkers are adventurous, moving from brand to brand, consistent sales performance by super premium brands like Macallan and Balvenie suggest they will stick once they have settled upon a repertoire of preferred brands. The key challenge for any new or old brand is to create an emotional connection to the drinker and engender repeat purchase.

Goodradigbee Distiller’s brand and business strategy is designed to create just such a connection.

Channel Strategies are changing in Australia in response to shifting consumer preferences. Large scale discounters are increasing share against small independent bottle shop retailers, broadening their range of specialist smaller brands and flooding the shelves with choice.

Non-store retailing and internet retailing is growing at 3.6%. Considering the small size of internet sales market share, internet retailing represents a significant growth opportunity for a business that can offer both range and a pathway for sales on the smart phones of the discerning, younger drinker. Archie Rose in Australia is working assiduously to develop its online channel through active social media marketing, and serves as a good example of this trend.

Product Categories


GD’s product strategy is to cover the premium whisky market vertically with locally rooted flavours that span AU$75 – AU$120 for 500ml bottles. Cube sales will centre on, for the first two years, Ironbark Red and Ironbark Yellow, with solera clients being offered Jarrah Malt Spirit subject to their tasting and blending preference. Cubes will be offered in a 5 litre variant, made from wood cubes made from the tree of origin, and stainless steel cubes engraved with the client’s name, with a wood maturation insert.


A rich red and surprisingly soft spirit aged in Ironbark Red, the heartwood of the Ironbark tree. With hints of vanilla and chocolate, it is a sweet and soft premium malt spirit that will be the mainstay of GD’s whisky stable. Ironbark Red competes with the Scotches of the Scottish Highlands (think Old Pulteney, Balvenie and Highland Park – our target), as well as the finer Rye whiskies like Woodford Reserve from the USA.


Ironbark Yellow gains its rich golden colour from the outer layers of the Ironbark tree. It’s softness promotes easy drinking along with its sweetness and hints of elderberry and orange. Ironbark Yellow is designed to compete with Balvenie, Glenmorangie and Dalwhinnie.


Native to the south western tip of Western Australia, the Jarrah tree – the hardest of hardwoods – grows to over 200 feet tall and can live for a thousand years. Complex and bitter at first, GD’s Jarrah responds well to aging. We believe that with appropriate aging, Jarrah can be an alternative to the finest premium Islay single Malts – think Ardbeg 12 Year, Bowmore 12 Year and Laphrohaig 10 Year. When distilled peated, it will open a new segment for GD.

Blackbutt, Spotted Gum, Mountain Ash, and Tasmanian Blackwood product trials commenced 26 March 2020.


GD will produce peated malt spirit whiskies within three years of start of sales (SOS). We hope to source peat from the same location as the Ironbark trees in the north coast of NSW. Peat supply is yet to be negotiated.


We have produced an ironbark-aged gin, Sweetwater Gin that is unique in the Australian and global market. There are other oak aged gins available, but none have the unique characteristics of the mighty Red Ironbark. Sweetwater Gin has an inherent sweetness due
to the botanicals used, and the tannins of the hardwood.


Freshwater Gin is made from native fruits and botanicals, and as such stands alone in the market. It is fresh and floral on the nose with a sweet and zesty palate, plus an after-taste of native pepperberries.

Product Uniqueness

We will use the snow-melt water from the Goodradigbee River in the Snowy Mountains of NSW. Then once it has been filtered and purified, we will re- create its exact chemical composition for use in all of our whiskies. Each year we will produce whisky matured in cubes from the Goodradigbee water and age the spirit for enhanced provenance.

ONLY GD uses Australian hardwoods for product maturation. These hardwoods create unique flavours and colouration, enhancing the single malts.

ONLY GD will create a local hard wood whisky variant specific to countries we wish to sell into, as well as the Australian hardwood variants. For example, we will offer Karri Whisky for New Zealand, Chinese Rosewood for the Chinese market, Selangan Batu for Malaysia, and so on. Whisky matured in local hardwoods is a key new market penetration strategy.

ONLY GD uses cubes for maturation. Our patent-pending Whisky cubes with vane technology increases the surface area of wood to liquid by a factor of 2.49:1 over barrels, which accelerates the maturation process.

ONLY GD will offer clients a refill service where they can purchase malt spirit or, at a price premium, aged whisky to top up their cube ‘solera’. Our sales representatives will help them blend the solera, so they can craft an ultra premium, totally unique spirit only they possess.

ONLY GD will sell 5litre cubes, in either wood or stain less steel with wood inserts, to clients.

ONLY GD will sell 50 litre cubes to investors, and offer a buy back option of10%ROI after two years.

ONLY GD will engrave each 50litre cube with its owner’s name and batch number, and enable each owner to view their cube via remote control camera live streamed online to engender complete confidence that their investment is safe and secure in our high security bonded warehouse.


Business Model

Quality with Speed

Our model is to produce and sell quality single malt spirits within a three to four- month timeframe. We have designed the business to appeal to 40 something drinkers who relish our point of difference and hence, readily introduce our unique products to their friends. As a demographic group, we call them Adventurous Travellers.

For gin, the business model is to release seasonal variants each spring and summer, expanding the range from Sweetwater Wood Aged Gin and Freshwater Gin to Drywater Gin (Navy style), Redwater Gin (aged in Red gum) and Stillwater Gin (a sloe style gin).

Our cubes are a halo product, and allow us to penetrate the high net worth market and introduce our innovation platform(s) to these discerning drinkers.

Connect Bi-Monthly

When viewed together our product planning and new SKU roll-out strategies allow us to connect with our target audience – and have something important to say – 6 times each year, which gives them reason to consider us, and buy our product,

The ADVENTUROUS TRAVELER – the Australian whisky drinker – presents a simple yet crucial challenge for new entrants like Goodradigbee; any new (or old brand) must create an emotional connection to the drinker and encourage repeat purchase. Drinkers, especially the young, buy into what a brand stands for as much as the functionality of the product. Brand Values mean something to these discerning younger drinkers. Hence Goodradigbee Distiller’s bespoke approach to meeting needs and taste profiles, as well as building brand values that resonate.

Our brand is built to engage our target repeatedly, through the following:

  • Active CRM communications announcing additions and updates to the business
  • Two new product releases for gin and single malts per annum
  • Launch of a Vodka in late 2021
  • Launch of a Rum in early 2022
  • Continual evolution of the marketing initiatives, including promotion of the solera cubes, investment cubes and retail offers.
Key Objectives
  1. Build a brand renowned for innovation and product excellence
  2. Create a new paradigm in whisky marketing and sales, through the sale and promotion of aged (2 years on wood) and unaged local hardwood malt spirits sold in bottles and cubes to investors and clients, online and through traditional channels
  3. Lower the average age of the GD whisky drinker from 50 to 38
  4. Be the first, truly contemporary distillery that democratises the age-old traditions surrounding whisky (and other spirits) and consigns them to the dustbin of history. GD will be a transparent and trusted business that involves new and younger drinkers every day.
  5. Create ‘unique–to–me’ spirits for discerning (new and younger) drinkers
  6. Produce a new ready-to-drink pre-mix product whisky (whisky Tango Foxtrot) and gin (Scarlet) RTDs by year 2, the ‘Goodie’ by year 2 targeting women, and for a younger market
  7. Zero carbon footprint within five years of operation
Approach to Sales

The Goodradigbee Distillers sales function is the most critical aspect of our business, and the key driver of growth. Distribution is everything in the alcoholic beverage business. We will resource our sales team by hiring, at first, a Sales Manager with the potential to become our Sales Director, and then recruiting sales representatives with a specific sales channel focus – ie Independent retailers bars and restaurants, etc.

Importantly, the brand is an easy ‘sell’ for sale people. The key for the management team will be to reward application, effort and results.

Our sales strategy is focused on building enduring relationships with customers. For each cube we sell, we will offer a refill service of either new spirit or, at a higher cost, aged whisky. Cube sales are a genuine innovation in this market. As gifts
to Fathers, a mantle-piece hero for HNWIs, or a quality spirit sold by volume to experienced drinkers, the cube will become the new norm for whisky provenance and marketing. As such, our patent-pending cubes, GD’s brand and product trademarks, and use of natural hardwoods, means our level of IP will be unmatched amongst distillers globally.

Whisky Cubes – Revolutionary

  • Goodradigbee will disrupt traditional sales processes by selling our unique Whisky cubes direct to the customers, targeting HNWI with our patent pending 5 hardwood cubes
  • Goodradigbee uses cubes for maturation. Our patent-pending Whisky cubes with vane technology increases the surface area of wood to liquid by a factor of 2.49:1 over barrels, which accelerates the maturation process
  • Goodradigbee will create local hardwood whisky variants specific to countries we wish to sell into, as well as the Australian hardwood variants. For example, we will offer Karri Whisky for New Zealand, Chinese Rosewood for the Chinese market, Selangan Batu for Malaysia, and so on. Whisky’s matured in local hardwoods is a key new market penetration strategy.
  • A key plank of our ‘trade’ marketing strategy will be to craft bespoke spirits sold in our Whisky cubes with thought-leader bar owners and larger hospitality businesses and chains
  • Goodradigbee’s Whisky cubes will be sold separately to the spirit. When the Whisky Cube is nearing empty it will be refilled at owner’s expense via re-usable bladders delivered direct. Part of the sales strategy will be to educate and engage owners in Cube Care.
  • Goodradigbee will position its spirits against super-premium Japanese product (the segment growth driver) online, at trade shows and in whisky bars
  • Goodradigbee will disrupt marketing by promoting cubes that never empty – ie GD will refill the cubes with likewise aged or new whisky spirit, or in consultation with the client, promote the re-birth of the age-old Scottish solera – a unique-to-the-owner spirit blended to their tastes from GD product

Growth Strategy

There are 7 key steps to growing our business to a $3.5m EBITA business in 3 years:

  1. Direct sales to expand our market share within the independent retailer channel. We have a 90% sales penetration success rate thus far in this channel – 90% of retailers stock our product once it has been presented
  2. Direct sales to premium whisky bars, to gain penetration amongst thought leader bar staff and build a deeper understanding of our unique processes and brand
  3. Once we have thought leader whisky bars, employ a distributor in Sydney (Think Spirits), Canberra and Melbourne to enhance penetration into bars, restaurants and clubs. We have already appointed a distributor for the Brisbane and Sunshine Coast market – George Scott Trading.
  4. Utilising a social media manager, drive online sales from 30% of sales to 50% of sales, via the website
  5. Produce a seasonal gin each quarter to create new sales in the gin market
  6. Produce (post successful R&D) and launch a new Australian single malt as a limited edition release at cask strength, biannually. Current Cast Strength limited release will be 90 litres -180 numbered bottles – of Goodradigbee’s Tasmanian Blackwood single malt spirit
  7. Market 5 litre cubes to High Net Worth Individuals, promoting the ‘solera’ concept whereby the purchaser can design and own a whisky unique to them

Route to Market

Method of Production

Overview: Distilling has been around for 1000s of years and if it works, why fix it? A tried and tested, traditional approach will be taken to making the spirits for GD whilst leveraging new technologies to make the installation as efficient, and environmentally friendly, as possible. Alembic copper pot stills will be used at the heart of the distillery giving both flexibility and simplicity to the operation allowing the production of varied quality products.

Production elements:

  • Traditional copper pot stills of an alembic design will be used to produce the spirit. Two 100 litre stills will be used for small batch production of gin, vodka, and botanical vodka. Two or three larger, 1000 litre, stills will be used to produce the bulk of the whisky, and potentially rum, spirit. The smaller stills will also have botanical baskets and a lens, which will allow for various configurations and hence products. The larger stills will be steam heated, the smaller stills direct fired with gas.
  • Brew plant – Whisky is basically distilled beer without the boiling phase. A modern and efficient stainless-steel brew plant will be installed to match the requirements of the stills. Ultimately, it is planned to brew every day, so space will be allocated for the additional fermenters when required and the brew plant sized accordingly.
  • Energy – Distilling uses a lot of energy as it is simply the process of heating something
    to boiling point and then cooling it back down immediately. GD will utilise modern advances in heat recovery and look to store heat for further use. An example of this will be the overnight storage of spent lees and pot ale (the remains of the distillation sitting in the stills at 100oC at the end of a distillation) in an insulated tank and the re-use of this heat in the morning to pre-heat the new still contents via a heat exchanger. This can save 2 hours of boiler operation and additionally 2 hours of staff time. In parallel to this, other initiatives like a steam generator rather than boiler will provide instant heat without the need for a large reservoir of heat.
  • Water – Key to the product but also widely used in the process. Every effort will be made to re-use water where possible. Wort cooling will be used for brewing the following day, condenser coolant will be stored for wash pre-heat.

Production Methods. Again, traditional methods will be employed to provide quality spirit. Automation will not exist in the still house as quality and flavour can not be judged reliably by machine. Atmospheric pressure makes a difference to distillation decisions, so taste and smell will be the main methods using in distillation. Botanicals vary, grain varies, so automation is out, and quality comes above everything else.

Production Approach Summary: Keep it simple. Use traditional equipment and methods, combined with a surround policy of efficient and energy saving measures in order to produce a repeatable range of small batch quality products.


Crowd Funding helps Australians to share in our success and fuel our growth, as we’re built for export – our patent pending bespoke single malt spirit cubes and spirits are the halo product for high-net-worth individuals in China, Singapore, Malaysia and Japan.

Our export strategy revolves around developing single malts and gins matured in indigenous hardwoods specific to the country of export, ie Karri in New Zealand, Rosewood in China and so on.

Ultimately, that is why Goodradigbee represents a good investment. We built this business from the ground up to be a global brand.

John O’Connor

Founder & CEO

Goodradigbee’s Chief Executive Officer has run advertising agencies like Dentsu Australia, JWT and McCann Erickson over a 30 year career. He is an experienced marketer and, importantly, gained significant digital skills over 10 years running Simple Truths, his Manly-based agency. John has been working in distilleries in Scotland and London, to gain practical experience to compliment his business management skills. He is responsible for the IP of this business, and all strategies detailed in this Business Plan.
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Tony Reeman-Clark


Tony is the founder and former owner of Strathearn Distillery. He has been involved in distilling for over 8 years with Strathearn, previously having a career in IT Engineering across Europe and Central Asia. Tony consults to distilleries to aid start ups and scale ups with equipment procurement, distillery design, product control and quality, sourcing raw materials and management of distillery operations. He is an ideal partner for GD, with his skill set perfectly suited to an innovation play like GD and because John O’Connor has worked in Strathearn Distillery on multiple occasions, producing everything from GD’s whisky to gins, gin liquers and rum.
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Neal Albert


Neal is a qualified civil engineer with over 25 years’ experience in engineering and project management both in private and public sectors throughout Victoria, New South Wales and Queensland. He currently works developing statutory plans for the NSW government and undertaking technical review for numerous developments in NSW. Along with the technical skills Neal has vast experience in stakeholder engagement and facilitation in developing projects. Neal has also been an active member of both government and industry committees throughout his career.
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Peter Brazel

Company Secretary

Peter is a Chartered Accountant who left KPMG in 1992 to join Tamex Transport as its Finance Director. Tamex is the state’s Express Parts and Medical Supplies Specialist delivering throughout NSW, extending to Southern Queensland and Victoria for the past 27 years. The Tamex brand is synonymous with reliability and has built a reputation of being committed to service excellence and consistently delivering outstanding customer outcomes. Peter brings a wealth of knowledge in this space to the business as well as his financial acumen to the Board.
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Michelle Hutton

Advisory Board

Michelle is one of the most senior women, globally, in Public Relations. She has a deep understanding of digital marketing and the role that digital, data, and content play in building brand.
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Company updates

Food & Drink Business Podcast Ep21: Thinking inside the box with John O'Connor, Goodradigbee Distillers

Food & Drink Business editor Kim Berry talks to John O’Connor, founder of Goodradigbee Distillers about his journey into the world of distilling spirits and what happens when you age them in Australian hardwoods.




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