In 2012, Mark Roberts and his business partner Chris France embarked on a journey to revolutionise the way people in the UK accessed craft beer. What started as a passion project conceived over a few pints in a pub grew into Beer Hawk, a multi-million-pound enterprise that would ultimately be acquired by one of the largest brewing companies in the world.

Roberts had a strong background in marketing and innovation, having worked with major brands like Procter & Gamble, Lloyds Banking Group, and Laithwaite’s Wine. He notes his experience at Laithwaite’s as particularly influential; it exposed him to the highly competitive wine industry, where he noted the lack of a similar business model in the emerging craft beer sector in the UK. This insight, combined with his newfound love for craft beer discovered during his travels in the United States, led to the idea of creating a beer delivery service that mirrored the wine model – offering a curated selection of craft beers to be enjoyed at home.

Initial Challenges

Launching Beer Hawk in 2012 wasn’t without its challenges. For the first three years, Roberts and France faced a tough market. The craft beer trend was still nascent in the UK, and the concept of ordering beer online for home delivery was far from mainstream. It took time for the business to gain traction, and there were moments of doubt as they navigated this uncharted territory.

Accessing talent and finance were significant hurdles in the early stages. Based in Yorkshire, they found it difficult to recruit the experienced digital talent needed to build and scale their e-commerce platform. The region lacked the robust tech ecosystem found in cities like London or Manchester and forced them to be creative. While they initially outsourced some of their tech work to a team in Poland and relied on the few local agencies that did exist, Roberts decided on a route that developed talent in-house. Roberts emphasises the importance of hiring based on values and culture fit, preferring to bring in less experienced people and train them up within the company. This approach not only filled the immediate gaps but also fostered a loyal, skilled team that grew alongside the business.

On the financial side, the company struggled to secure funding in the early years. Traditional lenders were reluctant to invest in a young business with a novel concept. Roberts recalls the challenges they faced when they needed to expand their warehousing capacity. Without the capital to commit to long-term leases, they were forced to grow incrementally, which slowed down their scaling efforts. It wasn’t until they attracted angel investors about a year into their journey that they gained the financial support – and the advisory benefits – that helped them stabilise and grow.

Broader economic challenges

The broader economic environment also posed challenges. The UK’s infrastructure, particularly in the North, presented logistical difficulties. Transport networks were unreliable, making it hard to connect with markets and attract talent outside their immediate area. Moreover, global events like the COVID-19 pandemic and the notorious Suez Canal blockage had a significant impact on their supply chain, especially as they began importing beer dispensing machines from China. These disruptions increased costs and complicated their inventory management, forcing them to adapt quickly to changing conditions.

Growth and exit

Despite these challenges, Beer Hawk began to hit its stride. As craft beer became more popular in the UK, and as online shopping grew in acceptance, the business started to scale rapidly. By the time AB InBev came knocking, Beer Hawk had established itself as a leader in the online beer retail space. The acquisition by AB InBev wasn’t part of the original plan, but Roberts and his partner could not be blind to the opportunity it presented. Joining forces with such a giant provided the resources and market access they needed to accelerate their growth and achieve their broader vision.

Post-acquisition, Roberts continued to innovate within AB InBev, helping to launch and scale the PerfectDraft beer dispensing system across Europe, the U.S, and Brazil. This experience contrasted enormously with his time as a scaleup founder, underscoring the advantages of being part of a global enterprise, particularly in managing the complexities of international supply chains and product development.

Reflecting on his journey, Roberts noted that a stronger support network, particularly within the local business ecosystem, could have made a significant difference in their early years. Roberts was committed to mentoring other entrepreneurs as part of the Leeds City Region Enterprise Partnership as Chair from 2022 to 2023, sharing his experiences, and helping to build the kind of ecosystem that might have accelerated Beer Hawk’s growth even further.

Roberts’ story is one of resilience, innovation, and strategic decision-making. From a small start-up conceived on the back of a beer mat (Roberts regrets that the original beer mat has since been lost) to a multi-million pound acquisition by the world’s largest brewer, Beer Hawk’s journey demonstrates the importance of building a solid, positive business culture around an innovative idea.

Read more about Beer Hawk via their website and read more of our scaleup stories here.

Mark Roberts, CEO, Beer Hawk