Entrepreneur Simon Squibb documented the creation of Dream Brew, a coffee company that donates a share of its profits to fund people's dreams. Over two years, a film crew followed Squibb as he built the business from scratch in the coffee industry. The project covered product development, financing, branding, marketing, and repeated setbacks.

Background and Motivation

Squibb cited rising unemployment, the spread of AI in the workplace, and the cost of living as the context for the project. He said AI would reduce the number of jobs and that people who lose their jobs need support to build new careers.

Squibb started his first company while homeless at 15. He later sold his last company to PwC.

The Starbucks Tax Claim

Squibb pointed to Starbucks as the example that shaped his approach. He stated that Starbucks reported 37 billion US dollars... (see note below)

Note on figures: The source states "37 billion" in revenue for the last financial year. It states that Starbucks reported no UK profit and paid no UK tax, and attributes this to multinational structures that invoice for trademark use. These claims reflect the source's account and have not been independently verified in this article.

The source described these arrangements as legal loopholes. It stated that brands such as Starbucks offshore profits by invoicing for the use of their trademarks, which reduces UK tax liability.

Squibb used this claim as the founding idea for Dream Brew. He decided the company would pay tax in the countries where it operates and would donate a share of its profit to fund dreams.

Concept and Early Positioning

Squibb said he valued the sense of connection that coffee creates. He aimed to build a product around shared purpose. The initial concept centered on a drink that connects people through a social cause.

Establishing a Headquarters

Squibb bought a disused staircase in Southwest London, which was listed for sale at £25,000. He used it as the company headquarters. The staircase sat behind a Starbucks, and Starbucks employees allowed Squibb to connect to their electricity supply to power it.

Early Failures

Squibb reported several failed ventures before and during the Dream Brew project:

• Sweets business: Squibb pitched a sweets brand, Taste Me, to investors. The investors rejected it. They stated that the brand was not compelling enough and that the team had not focused on building the brand.
• Comic book business: Squibb reported a second failure in comic books.
• Total losses: Squibb stated that he lost £30,000 launching the business. He also stated that he lost 1.5 million US dollars on one business.

Squibb stated that failure provides lessons that can become the basis of later success.

Recruiting a Partner

Squibb identified the need for a partner with direct experience in the drinks business. He flew to Dubai to meet Robin Mehta, who had built the Sidemen brand.

Mehta required proof that Squibb could execute in business. Squibb presented the concept: a coffee shop that competes with Starbucks, where a share of profit funds dreams and where the business promotes dreamers' products. Mehta agreed to join, because he cared more about helping people than about profit alone.

Product Development

Sourcing and Testing

Squibb sent his team to Peter Bow to select coffee beans. He described product development as the hardest part of the business. He stated that a food or drink product must be good at launch, because customers who dislike the product will not repurchase it.

He cited the energy drink Prime as an example. He stated that Prime's branding and marketing were strong, but the product was poor, and customers did not rebuy it.

Sample Batches

• First batch: The first samples arrived three weeks after the request. The team found the first iced coffee in a can unpleasant. The team had initially planned a straight iced coffee, then shifted to a functional product.
• Second batch: Testers described the coffee as watery, bland, and sweet. None of the samples met the standard.
• Third batch: Testers stated that the coffee was too sweet. The feedback did not reach the supplier in time to change the product. Each correction cycle required about three weeks: one week to produce samples, one week to ship them, and one week to test them.

Squibb stated that the delays cost about six months. He stated that the company would miss the Christmas period at the current pace.

Changing Suppliers

The original manufacturer informed the company that it could no longer produce the product. Squibb fired the manufacturer. He stated that the decision cost money and time, but that early failure with a partner is preferable because it reveals whether the partner can be trusted.

The company moved production to a new factory in Poland. After a year of tasting rounds and revisions, the factory produced a product that the team accepted.

Branding and Prototype

Squibb stated that the company should build a brand, not only a business. He asked staff from his other companies to contribute time to brand development. The team produced a prototype and tested it with potential customers.

Respondents said they would not buy the drink from a shelf. A businessman tested a batch and described it as chalky and quite bitter. He said the brand needed to show why its product was better than competing products. He also stated that the logo did not clearly communicate its meaning. The team revised the product and branding, and the logo was updated to read "Coffee that funds people's dreams."

The finished range included two products. The second product contained mushrooms and targeted focus. Squibb stated that customers want focus as well as purpose.

Leadership and Team

Squibb's niece, Amy, flew 24 hours from Australia to England to run the business. Squibb stated that working with family works when the skill sets match. Amy had wanted to launch a product of her own.

Investment

Squibb pursued investors through personal contact rather than formal pitches. He attended an event where football player Rio Ferdinand was present and approached him. Squibb stated that the first step in a sales process is to understand the other person's needs rather than to sell.

Later, at a speaking event in Dubai, Squibb presented the company's mission and execution plan. Ferdinand agreed to invest and announced the investment on stage. Squibb stated that he closed the deal quickly by explaining the purpose, the mission, and the plan.

Squibb also stated that a rival brand's influencer-led approach shaped his outreach. He sought an investor with a large audience. He described an approach that included a security breach at an event, which he said led to a conversation with the investor.

Marketing and Public Relations

Early Outreach

Squibb announced the product publicly and reported that the company had launched the concept to the trade before a consumer launch. He stated that the company had to secure industry support before a public announcement.

Inflatable Stunt

A PR professional advised Squibb to test his idea with an expert. The proposed stunt was a large inflatable version of the can with a live camera, sailed from the UK to New Zealand. Andrew Block, identified in the source as Lord Sugar's right-hand man, judged the idea overcomplicated. He suggested creating an experience where people could generate ideas.

Hand-Delivery Offer

During pre-order setup, Squibb offered to hand-deliver the product for a fee of £50,000. A buyer paid the fee. The delivery address was the top of Mount Snowdon in Wales. Squibb climbed the mountain to make the delivery. The buyer turned out to be a prank set up by his team. The buyer owned a local football club and invited Squibb to meet the players at half-time.

Squibb stated that the club owner, Nick, invested in Dream Brew after the meeting and put the company's slogan on the club's stadium. The team won the football match that day.

Can Purchase and Content

Squibb spent the remaining budget on 300,000 cans. He carried a can with him to create marketing opportunities. In Brighton, he filmed a short clip with a busker named Max, who had about 10 million views. Squibb introduced Max to the band Bastille and offered him access to the company's studio.

Launch and Livestream

The company held a launch party, its first event where the product was in the hands of the public. It then held a TikTok livestream with creators and entrepreneurs. The company reported millions of views and many orders. For one order, the team delivered the product in person.

Celebrity Outreach

Squibb targeted George Clooney, the face of Nespresso, who was receiving a lifetime achievement award at the Venice Film Festival. Airport security confiscated the cans. Squibb stated that he later became an ambassador to Armani Beauty, which gave him access to the red carpet. He did not locate Clooney at the event. He later met a person mistaken for Clooney. Squibb also approached Gordon Ramsay at a restaurant.

Current Status

Squibb stated that Dream Brew had built a community and had attracted hundreds of customers who had never tried the product before. He stated that the company is now operated with his niece. He concluded that the company's success is not yet known.

Summary of Key Figures