The Juggling King Rum Company

Idea

Introduction

The Juggling King Rum company aims to break boundaries in its ability to make a "seed to bottle" rum.

Based in Guernsey, we are working hard to create rums that are embracing the new revolution of rum. We believe gin is soon to be knocked off the top shelves, we are producing a range of rums which can be consumed on any occasion and at any time.

Guernsey has a colourful pirate trade history which has inspired our logo and bottle design.

Substantial accomplishments to date

- Appointment of Michael Owen as Global Brand Ambassador - 1st January 2021

- Since launch on 1st August 2020 - 18 trade customers including hotels restaurants and bars

- Supply arrangements to Iceland and Morrisons supermarkets in the Channel Islands

- Registered to supply to the UK and engaged in advanced negotiations with two large UK online wholesalers to supply product

- Recently featured on James Martin's Saturday Morning show

- Proven ability to grow cane in Guernsey

- R&D into our second product in final stages

Monetisation strategy

The Board of The Juggling King Rum Company intends to build a substantial brand that encourages either potential acquirers into considering consolidating The Juggling King Rum Company into their portfolio or offers the option of a floatation.

We will build our critical mass (deal examples being Sipsmith selling to Beam Suntory or Diageo buying Chase Distillery) with a view to selling to a larger trade buyer, or a potential floatation on a small stock exchange such as The International Stock Exchange (Channel Islands) with a dual listing on the Alternative Investment Market (London) are options (considered by the Board) to be both viable and available to monetise investors investment. The Board has vast experience in company set ups, sales, M&A and floatations and is as such well positioned to handle such options.

Use of proceeds

Growth Working Capital: funds will be used to grow the revenue line to a point that the company intends to breaks even, whilst strictly controlling a gradually increasing cost base of direct and indirect costs including additional wages, rent (office & distillery), Customs and Excise Duty, input costs such as utilities (especially water), molasses, cost of bottles and labelling, delivery vehicle lease, petrol, transportation and logistics, insurance, bank charges, social media and PR expenses, further trade mark registrations, yeast culture storage, professional services including lawyers and accountants, bookkeeper & company secretary, T&E expenses.

It is the intention to grow the production capabilities by 10 times. The cost of the additional equipment for the distillery is £120,000. With unexpected and external cost increases also taken into account our belief is that the cash received over and above the expenditure will ensure a sufficient buffer to allow a steady and sustainable growth pattern as we enter new markets, reducing our reliance on further fund raises.