Blackheart

Silk: Forgive my ignorance, but is it possible to run a 100psi boiler at the low pressure range? I've heard arguments to contrary on this and I'd like to get a different perspective.

Ive used a thermostat controlled valve for steam control on my boiler and it was not the way to go. A better tuned steam supply window from the boiler as Sudzie suggests is what worked for me.

Alternatively we seal and store membrane/polishing filters in the freezer to inhibit bacterial growth. Has been working great.

+1 for an increase in temp and as Silk suggested, a double shot of BG enzymes works for us. Watch those pH and temp levels when you add it (use a proper thermometer and pH indicator, not your cooker's dial thermometer). If you are still getting foam in the cook, a healthy dose of fermcap does the trick. We have added it at the end of the mash cook, an hour or two after we pitch yeast, or sometimes when we transfer to the still, post ferment. Results varied, but not by much.

We've used small, medium and large distributors in different markets to different effect. Like Bluestar says, each has its strengths and weaknesses. Its a good exercise to list what you like and don't like about your current distribution partner and use it to interview new distributors. Chances are, if they're small the problems may be timely payment and delivering product when it's ordered by retailers. If this is the case, this isn't a good partner to keep, regardless of their size. They're a liability to your business. Again, if/if/if that's the case, interview a few potential distributor partners, set expectations, set goals, define your and their responsibilities and go from there.

What was the insulation they used?

Would you use accounting software like quickbooks? This is no different in my opinion. Distillery management software is a big shortcut if you cant afford to hire someone with the skill sets necessary to track the data of your operation. You can spend ages figuring out the *required* way to organize your inventory, process, sales, addition to and removal from bond, etc. We did it wrong at first, had he TTB help us understand (anxiety producing, for sure), and then figured it out. Alternatively, you can subscribe to one of these software applications get it all correct from the jump, save time, money, and have a solid understanding of your businesses performance. We have done both. I choose the software. I and my staff prefer Whiskey Systems, but each system is worth a look to check functionality, cost, applicability for the size of your operation, etc.

Terrible thing. This lawyer is a piece of work too. I cannot fathom why the counsel for a client facing a "possible" bankruptcy would solicit more money from customers. Perhaps it's worth asking your lawyer about standards of ethics for the ID bar assn. to see if this kind of thing passes muster.

TBQH this guy is the only reason I watch these boards closely.

Your specific location drives all of these numbers. Off the beaten path? Probably more bottles and tours vs. cocktails. In a high-traffic area? Probably more tours and tastings vs. bottles (maybe, depending on what times you're open, etc.). Groupon helps, but like before, location matters. These are often deal-seeking customers. Your product and deal (and the products) needs to be affordable or they'll bounce without buying a thing. It's helped us drive traffic to our shop, but the conversions have been sub 40%. They're just not big spenders, unfortunately, and we're in a value-conscious (not affluent) area.

I'd be careful on estimating how to calculate value, especially from a distance like this and not knowing your particulars. The pricetag is dependent on so many variables, it can be staggering. Location, absolutely, but also what and how the business functions is paramount. On the one hand, if you're a lean shop, no dedicated sales (on/off premise, retail) or production staff, it's doubtful anyone would consider any cashflow formulas. They aren't buying a system, people or processes, they're picking up where you left off. And it would be absent the most important part: you. I would suggest FFE and assets (inventory/real estate) minus debt plus AR. If you have a self-driving production and sales team, processes that they follow without you directing their every step, budgets, plans/forecasts of sales, operations, etc., then the business may be ready to stand with or without you there. That' could be a better candidate for cashflow formulation. Just my two cents worth. I am certain there are more informed folks here too!

A good read. Lots to consider for all players. http://portal.mshanken.com/vm2/3a79f565cc661e4a/25682/d78bc5f9e705567ca6473c7b9fa19141/25682

I'd look for durability, support and cost as factors. We just bought a new one from Hanna (the old one is now the replacement backup). https://hannainst.com/hi99161-haccp-ph-meter-for-food-and-dairy.html It's spendy but we've had good success with Hannah in the past and they support their meters without any questions. I got this last one because it's robust, waterproof and high accuracy. Don't forget: you will need a backup in case your good one dies (or goes for a swim).

A conflict of interest? Seriously? On a product you designed? All I want to do is get your help or at least insight on fixing a gearbox and mount on a mash tun you designed. You cant do that? You cant even answer one of the many emails I sent to this effect? Phone calls? Texts? I am absolutely dumbfounded and was worried, hence this posting. Oh, and one would presume you would want to discuss the equipment your new entity quoted us for? This is just so odd.

We have some equipment he sold us and we're having some serious problems getting hold of him. Has anyone heard from him? Is he ok?