From a social media connection to a fast growing Australian beer brand, Better Beer’s CEO shares the importance of a balance between flavour, identity and moderation.
It started with a dance.
In 2019, Nick Cogger, founder of alcoholic kombucha company K.Booch, was searching for unique ways to promote the brand’s product following its launch. He came across Matt Ford and Jack Steele, better known as The Inspired Unemployed.
“I found these two people on the internet called The Inspired Unemployed doing a dance down the street in their hometown,” he said.
Intrigued by the comedy duo, he said they suited the brand’s vibe of the coastal kombucha lifestyle. With a strong number of followers on the social platform, Cogger took a chance and reached out, offering them their first brand deal. From then on, the three have maintained a friendship.
The next two years were silent – until they met again. This time, Ford and Steele reached out.
“Being in the beverage industry, they approached me with a concept to do a craft beer brand in their hometown,” said Cogger.
According to him, craft beers were trending with the likes of Stone & Wood and Balter. During this time, Cogger had been thinking of a new business plan. His background in alcoholic kombucha provided early exposure to ‘better for you drinks’ and highlighted how quickly categories can move when they align with changing expectations. He said there was a sense that the next phase of growth would come from beers that delivered familiarity without excess.
For Cogger, moderation does not need to come at the cost of enjoyment. Rather than introducing new flavours or styles, the three decided to focus on reworking a classic lager format to remove unnecessary carbohydrates and calories while remaining easy to drink.
With the help of Australian Brew Co., they created a lager recipe that was zero carbohydrates, easy to drink and able to be produced at scale.
“We pitched it to Endeavour Group, who offered us exclusivity to 1,600 bottle shops straight off the bat,” he said. “And so that’s how we created Better Beer.”
Better Beer
Launched in November 2021, Better Beer partnered with distribution company Mighty Craft to extend its reach so the product could be enjoyed across Australia. In December 2024, Casella Family Brands (CFB) was announced as Better Beer’s exclusive Australian distribution partner – who has been brewing Better Beer at its Yenda facility since 2021.
The brand recorded more than $95 million in retail sales over the past year, with 12 million litres sold across its range, available in more than 7,600 retailers nationwide. Since its launch, it has sold 100 million cans in mid-2025.
According to Cogger, Better Beer has honed its brewing technique to steer clear of the 200–300 calories per can that heavier craft beers sometimes contain.
“What we’ve been able to do through our brewing process is almost halve that down to 87 calories per can,” he said.
Part of this process includes eliminating excess sugars and carbohydrates, which is more appealing to health-conscious consumers.
In less than four years, Better Beer now sits behind Coopers Brewery in branded beer sales volume among independent operators, a rare achievement in Australia’s competitive beer market. According to Cogger, this competitiveness is shaped by ownership dynamics.
“Most of the beer consumed in Australia isn’t Australian owned,” he said. “We’ve leaned into brand storytelling that we are an authentic and Australian owned brand.”
Maintaining the momentum
The early response exceeded expectations. Cogger said the company faced challenges in supply management in the early days. With an initial launch of 15,000 cartons of beer, stock expected to last two to three months sold out within a week.
“We had to back solve all of that,” he said. “It’s not as easy as turning on production out of a tap.”
Initial production volumes were rapidly exhausted, forcing the team to address supply constraints in real time. Brewing schedules, fermentation timelines and packaging availability quickly became pressure points, revealing how fragile momentum can be when infrastructure struggles to keep pace with demand.
Recognising that canned supply could not be secured in time due to can shortages, the team quickly sourced millions of clear glass bottles. Rather than risk disappearing from shelves, the business introduced a new product format for Better Beer, allowing production to continue while supply chains adjusted.
“By doing that, we were able to keep up in the market,” Cogger noted. “If we had a two-month outage, we would have lost the momentum that has carried us up until today.”
For Cogger, this market challenge proved a blessing in disguise. Through swift response, the company ensured its product remained available while expanding and experimenting with formats.
This period shaped the company’s operational mindset. Rather than viewing production as fixed, Better Beer learned to remain flexible and pragmatic, prioritising continuity and availability. Maintaining presence in store was seen as critical to sustaining brand recognition and trust, particularly in a category defined by choice.
Better Beer for all
Distribution played a central role in the company’s strategy.
“The big thing for us was trying to find out how to reach all bottle shops in Australia,” Cogger said.
With an estimated 7,000 to 8,000 bottle shops nationwide, the team realised there would be limits without a manufacturing or distribution partner. The decision to partner with CFB as Better Beer’s distribution partner was a strategic decision. With an established sales team already servicing retailers, the company achieved coverage that would have been difficult to replicate independently.
“The fact that they have been making our beer this whole time has made it a really easy transition,” he added.
Focusing on on-trade and off-trade expansion, the partnership evolved from a three-year production agreement, leveraging CFB’s distribution network to reach bottle shops nationwide within a two-month period.
Cogger said the partnership has enabled Better Beer to focus on strengthening its brand and consumer connection, while relying on CFB to expand presence across both on trade and off trade channels.
While the business operates with a small remote team, outsourcing production and distribution has allowed it to scale efficiently. This lean structure reflects a broader shift in beverage entrepreneurship, where brand building and partnerships often outweigh vertical integration.
“We have been able to unlock a huge amount of growth in the business through joining up with Casella Family Brands,” he said.
Set for growth
Looking ahead, the company has set ambitious long-term goals, including reaching production volumes of 20 million litres per year. Achieving this will depend on continued market expansion, operational efficiency and sustained consumer engagement.
Leadership is also evolving as the business matures. The appointment of a new chief financial officer, Chris Pensabene, reflects preparation for future capital raising and the need for deeper financial expertise.
“Chris has come from Stone & Wood,” said Cogger. “He’s got a wealth of knowledge in the industry. Adding him to the team will increase our knowledge base and it’s an exciting appointment.”
In the shorter term, product innovation remains focused on refining existing categories. The launch of a new light beer – Halfy – aims to reshape how consumers talk about lighter options, positioning it as half a standard drink while maintaining recognisable beer characteristics.
By introducing new language around light beer, the brand hopes to influence category perception rather than simply follow it.
Importance of connection
Cogger noted how brand identity has been central to Better Beer’s growth.
“The main thing for beverage brands is trying to connect to a consumer,” said Cogger. “You have to create a little community around the product.”
The association with Matt Ford and Jack Steele, known for their portrayal of contemporary Australian humour and culture, shaped the tone and personality of the brand. Their public image resonated during the pandemic, offering light-hearted content that reflected everyday Australian life. This sensibility carried into Better Beer’s storytelling, reinforcing familiarity and authenticity.
In a market where many popular beers are owned by large corporations, Better Beer positions itself as locally owned and developed. This message has resonated with consumers seeking transparency and connection, particularly younger drinkers who value alignment between brand values and personal identity.
As consumer preferences continue to evolve, brands that balance flavour, identity and moderation are likely to shape the next phase of growth in the beer category. Better Beer’s journey shows how clarity of purpose, paired with operational agility, can allow new entrants to compete meaningfully in a crowded market.