Stone & Wood: The Beer, The Business, and The Band That Made It Work
Some businesses start with a grand vision, a meticulously crafted brand name, and a clear roadmap. Others—like Stone & Wood Brewing Co., launched on April 1, 2006—start with a few good mates, an idea scribbled on a napkin, and a philosophy that boils down to: If you have nothing better to say, we’ll just run with what we’ve got.
And yet, somehow, it worked.
Keeping It Local (Because Who Wants to Drive That Far for Beer?)
One of Stone & Wood’s founding principles? Be strong where you are
50% of all beer had to be distributed within a three-hour drive - because if the locals don’t love it, what’s the point?
Sure, Coles and Woolies came knocking, but they were tough customers. The team met with them twice in 12 months, and the first time? They had nothing to sell
A six-month discount later, they finally got the deal - one year after the first meeting
Meanwhile, they played the scarcity card like pros
50% of their beer’s value came from draft sales
No surplus. No flooding the market. Limited supply meant more demand.
The new brewery? A collection of inspiration from a thousand breweries they’d visited.
Selling Stone & Wood: The Decision No One Saw Coming
At the start, selling wasn’t even a thought. But over time, Ross realized something
Some people didn’t love the company the way they did
There were different visions for what Stone & Wood should become
So, they laid down The Way Forward Agreement—because when you sell a company, it better be on your own terms
All four partners had to sign off
The deal had to include
$1 million to the Stone & Wood Foundation
$5 million to Big Scrub Foundation
Two years’ salary for redundancies
A $50 million brewery upgrade
Employees who stuck around for 5+ years got a trip to Bavaria. Because beer deserves a pilgrimage
Two employees walked away with over $1 million each through the Employee Share Plan—a policy Ross probably won’t repeat in his next venture (lesson learned)
The Chair, The Stool, The Bean Bag (A Leadership Model We Should All Steal)
Forget rigid corporate structures. At Stone & Wood, leadership was a rotating three-seat system
The Chair – Running the show. Making the big call
The Stool – Supporting the Chair. Keeping things moving.
The Bean Bag – Personal growth mode. Learning, networking, exploring.
And here’s the kicker: they rotated these roles every three months
No power hoarding
No burnout
Just a well-balanced leadership structure that actually worked
The Special Sauce (It’s a Three-Part Recipe)
Think of the Stone & Wood crew like a rock band
Brad makes the beer
Jamie slaps a fancy label on it
Ross sells it
The magic? You need all three. You need people who believe in the business and its mission
Lessons from the Journey
1. Never Rely Too Much on One Customer
No more than 20% of stock goes to a single distributor—otherwise, they own you
2. You Don’t Have to Own It to Build a “Forever Business”
Selling doesn’t mean failure
A forever business isn’t about ownership—it’s about legacy
You build something that lives on beyond you, whether you hold the keys or not
3. Timing is a Myth—Just Start
Were they early? Yes
Did that create opportunity in the chaos? Also yes
If they had more capital, they could’ve structured things differently (hello, buy-out clauses!)
Final Thoughts: Soft Shell, Hard Core
Stone & Wood wasn’t just a brewery. It was a philosophy—one built on independence, community, and a willingness to adapt
It was proof that you don’t need corporate polish, endless funding, or a perfect plan—just a great product, the right people, and a way to make it work
And, if all else fails, just rotate between The Chair, The Stool, and The Bean Bag until you figure it out
Book Recommendation: Raise Healthy, Wealthy, and Wise
(Because expecting your kids to run your business is a terrible plan)