ParrotDog Brewery

Five years ago we began plotting a map as we stumbled into the beer industry with no real master plan behind us, other than to follow a dream of brewing good beer.

This dream was our only guide as we went about building our brewery, relying on our insticts to navigate us. We've gained our experience out of a necessity for keeping ParrotDog alive and we have our supporters to thank for getting us this far.

Through exploring this unmapped territory we've had to learn the hard way, as we've slowly gained an understanding of what ParrotDog means to us and what we'd like it to mean for you. ParrotDog has led us on an organic growth path, where retrospecive responses to our environment have been key for our survival in the market. We've continued to adapt and evolve to our changing surroundings, but we're now ready to reverse these roles. As we stand on the edge of a new frontier, we now plan to guide ParrotDog through the next boundary line of this map, with a desire to make our product more accessible to New Zealand and its friends.

This requires a further step into the unknown, but this time with a more detailed plotted map of how we aim to guide ParrotDog through this next phase. We want to expand ParrotDog in a way that stays true to its founding values, while creating a product that can be accessed by anyone who wants to enjoy it. This requires a new base from which ParrotDog can spread its wings. We're inviting investors to join us as we pursue plans to build a new brewery within Wellington.

We're here to stay and we want to remain a brewery owned by new Zealanders - so we're creating an opportunity for our supporters to join us as we embark on this new journey. Equity crowdfunding is our solution and invitation to be part of ParrotDog and its next growth step by supporting our plan to make it more accessible to you.

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Matt Kristofski // Matt Stevens // Matt Warner

Founders & Directors

We invite you to use this Field Guide as your orientation device in calculating your position as a potential ParrotDog investor.

The Share Offer.

We are issuing up to 2 million shares at $1 per share. This will represent 16.81% of the company. We are offering a minimum of 1,200,000 shares (for the offer to go live) and up to a maximum of 2,000,000 shares.

We chose equity crowdfunding because we wanted to provide our supporters with a unique opportunity to be involved in what we're planning.

The Challenges.

We entered this market with only a plan to brew the beer that we loved. There was no predetermined life-cycle or plotted objective path for how we might like the future to look - we entered it alone and without any official guidance.

We designed, installed and commissioned the whole brewery independently at our current Vivian St, Wellington site and have still managed to grow to a point where there is no longer any space to expand past our current boundary line. For this reason, we've been limited by an inability to produce a sufficient level of product to even justify developing a sales network that extends past the organic growth that we've only ever allowed for.

View the full description of challenges in the Field Guide.

The Opportunities.

Our challenges in maintaining supply have prevented us from enjoying the full potential that this growing market has to offer. While others might have ventured off beyond the horizon, we've continued to maintain our position - we've been plotting our own map and waiting for the right time. This map has seen a number of potential routes considered as we've fielded opportunties to expand our domestic and export markets.

The market has continued to grow rapidly since we entered it and we now intend to make the most of this by focusing on what we've always focused on - making good beer - and making it as accessible to you as we can.

View the full description of opportunities in the Field Guide.

The Plan.

We understand the need for investing in something tangible - physical assets to put your name to. We plan to build a new brewery from the ground up.

An investment into stainless steel vessels and packaging equipment forms the basis of our share offer - a transparent proposition and one that we think has real value. Combined with the new premises, ParrotDog will be presented with an ability to expand far bayond the reaches of its current habitat.

Lyall Bay presents the opportunity for ParrotDog to cement itself as a permanent resident; we're not moving to move again.

View the full description of the plan in the Field Guide.

About our Team

Matt Warner - Director, Brewing / Production. Warner is the Head Brewer and is in charge of all beer production and quality control. He oversees all raw material supplier relationships and the inbound flow of ingredients. Warner is also the lead on all recipe development and refinement.

Matt Kristofski - Director, Marketing / Sales. Kristofski is the Head of Marketing and Sales. He leads all brand direction and development, as well as managing all customer engagement. He also oversees strategic sales distribution and partnerships including exports.

Matt Stevens - Director, Finance / Administration. Stevens, a chartered Accountant, is the Head of Finance and Administration. He oversees the back-end of the business processes including cashflow, HR, inventory, CAPEX and all internal systems.

Daniel Bowie, Packaging / Production . Dan is the Head of Packaging and leads both the bottling and kegging teams. Dan oversees all the inbound flow of packaging and raw materials and is in charge of quality control throughout the packaging process.

Paul Watson - Sales / Distribution . Wattie is the Head of Sales and Distribution and is in charge of the flow of all outbound beer including managing all logistical partnerships. Wattie also leads domestic sales, wholesale customer service and event management.

Use of Capital.

Our Financials.

View the full description of challenges in the Field Guide.

Risks.

Risks. How we'll mitigate it. BEER QUALITY - The risk of a decline in beer quality from moving to new premises with new equipment We intend to invest in our first proper lab space and lab equipment to ensure quality control policies are in place, that they can be measured with certainty and that they are always met - before any beer is released out into the market. We intend to invest in better brewing equipment to brew higher quality beer. We will continue to maintain our Food Safety Programme and recall procedures, which help ensure safe, reliable and consistent product BEING UNDERFUNDED - the risk of not raising the maximum subscription of $2 million We believe that we will still be able to do enough to get the ball rolling with the minimum subscription of $1.2million. Please see ‘Use of Capital’ on page 25. CASHFLOW - the risk of not having enough cashflow or working capital to meet obligations, due to either poor sales or late paying customers We will endeavour to execute our sales strategies, either in-house or with our distribution partners, both domestically and internationally, to our best efforts. We will chase up late payments, either in-house or with our distribution partners, to the best we can. We will also continue to work closely with our bank for any working capital assistance. HOPS SHORTAGE - the risk of not being able to procure the necessary supply of certain hop varieties to brew our beers as you already know them Ww currently forward contract our hops for one year ahead and will now look to forward contract for three years ahead. We have diversified the hop variegates we use in our Regulars range to include hops sourced from NZ, Australia, UK and the US. INCREASED COMPETITION - the risk of the market significantly heating up with increased competition We believe that with a combination of an already established brand in the market and the new volume capacities coming online, that we will be able to remain relevant and continue to compete. Continued product diversification will also aid in maintaining a competitive advantage. KEY PERSONNEL - the risk of losing key personnel We will continue to train our staff in multiple areas so as to diversify their skill bases, which allows for cover in all areas of the business should we lose any key personnel for a period of time. PROFITABILITY - the risk of not operating profitabily Brewing larger volumes will allow us to spread our overheads further and increase profit margins. Diversifying our income streams will allow us to also operate at retail margins (eg. the Brewery Bar). We also strive to keep a tight control of all our costs. PROJECT DELAYS - the risk of the new brewery build being delayed by unforseen circumstances We believe that we will be able to engage other breweries to contract brew for us to bridge the volume gap before commissioning the new brewery, should the need arise. REGULATORY - the risk of anti-alcohol groups interfering with business We are proud to include a low-mid strength beer ClippedWing in our Core range at 3.5% ABV for responsible drinking. We strive to encourage a wider drinking appeal base whihch results in less quantity per person and more focus on quality. REGULATORY - the risk of local council regulations halting the new brewery build progress We believe that there will be minimum issues here as the new building has been used for manufacturing purposes in the past and it is located in an industrial area.

Note from PledgeMe

We have completed a Veda check on the company and their directors, as well as a Google check. There were no adverse findings.