Hoxton Drinks
Strategy review · Organisational design · Value-chain analysis · Leadership advisory
Clarifying strategy, structure and value creation for sustainable growth
The brief
Who was the brand and what was the challenge?
Hoxton Drinks is an independent UK spirits business with strong brands and a creative heritage. As the business matured, they wanted a clear-eyed review of their strategy, organisational design and value chain to ensure they were set up for sustainable, profitable growth.
The approach
How we answered the brief
We started by stepping back and looking at the whole business, not just the brands. This included a review of existing strategy documents, financial performance and the operating model, to understand where value was genuinely being created — and where complexity or inefficiency had crept in over time.
Time was then spent with the leadership team to understand how decisions were actually being made day to day: who owned what, where accountability sat, and where teams felt stretched or duplicated.
From there, we mapped the end-to-end value chain — from liquid development and production through to route-to-market and commercial execution. This made it much easier to see where margin was leaking, and where effort was not translating into value.
Using this as a foundation, Hoxton’s strategic priorities were sense-checked and pressure-tested against capability, structure and cost. We worked through practical options together, rather than theoretical models, so the recommendations felt realistic for a founder-led spirits business.
The final output was a clear set of strategic priorities, a simplified organisational design with sharper accountability, and a value-chain view that linked day-to-day activity back to profit and growth. We stayed close as these ideas were socialised internally, supporting the team as they translated them into action.
Impact & outcomes
Clarified strategic priorities aligned to Hoxton’s scale and ambitions
Identified structural overlaps and gaps, improving accountability and decision-making
Highlighted value-chain inefficiencies and opportunities to improve margin focus
Created a clearer link between brand activity, operational effort and commercial return
Gave leadership confidence that the business was organised to grow sustainably, not just creatively
“The review gave us a level of clarity we hadn’t had before. It connected strategy, structure and commercial reality in a way that felt practical and grounded, not theoretical. It helped us see where we were genuinely creating value — and where we needed to change how we worked to support the next stage of growth.”
Thinking about a similar challenge?
If you’d like to explore how we could support your business, whether that’s pricing, growth strategy or commercial decision-making — we’d be happy to talk. Get in touch to start a conversation.
