INSIDE DISH: Brewpub beats sales goals in rocky first year

Back to TopCommentsE-mailPrintBookmark and Share
Inside Dish

Welcome back to IBJ’s video feature “Inside Dish: The Business of Running Restaurants.”

Our subject this week is Black Swan Brewpub, which celebrated its first full year of operation on Oct. 10 with a better-than-expected $597,000 in gross sales. That’s a relief for co-owner and brewmaster D.J. McCallister, who sweated through 100-hour work weeks, staffing woes and unexpected slumps in business along the way to essentially breaking even for the first year.

“In the next 12 months, I want us to get to a point where we can predict our weekly revenues, plus or minus 10 percent,” said 36-year-old McCallister, a novice restaurateur but longtime brewery authority. “That’s a big thing for us—adding some predictability to what we’re doing.”

The business plan for Black Swan had been steeping in McCallister’s mind for more than a decade. As a somewhat reluctant physics major at Wabash College, he developed an interest in the art of mixing hops, barley and yeast, and soon began filling entry-level positions at central Indiana brewpubs. That evolved into a greater mastery of the process and contract work at local breweries.

Black Swan feverA six-year stint in Chicago followed as both D.J. and his wife, Erin, pursued advanced degrees—an MBA in finance from DePaul University for D.J., and Erin’s Masters of Science in Environmental Science and Policy at University of Chicago. Not entirely comfortable with the tenor of big-city life and expecting to start a family, they moved back to Indianapolis in 2009, intending to follow through on D.J’s brewery business plan.

Armed with a modest $80,000 in savings, they initially looked for a site in downtown Indianapolis, but found that the few suitable spaces on the market were too expensive or required extensive remodeling. Gazing outward, they landed in Plainfield, which provided some highly attractive demographics.

“This area has two personalities,” McCallister said. “It has a strong, rural side, but there’s a new element too, a lot of younger families moving here. And not just Plainfield, but Avon, Brownsburg and Mooresville.

“That only covers part of the business. One of the reasons I felt comfortable with this location was the proximity to the hotels here. Plainfield has become a default hotel-stay area for the Indianapolis International Airport. Based on what we can gauge, about 50 percent of our business comes from business travelers.”

In the video at top, McCallister recounts preparations for opening the restaurant, which included about six months of do-it-yourself interior work. The restaurant site formerly housed the eatery Hog Heaven, and provided leftover dining room furniture and kitchen equipment. The cause was further aided by a $50,000 SBA-backed loan to outfit the brewery, and a $50,000 line of credit from commercial bank Chase to help Black Swan take flight.

Acquainted with horror stories about new eateries that overpromote themselves and fold under the strain, the McCallisters opted for a soft opening. When a nearby competitor’s radio ad campaign brought misdirected customers to Black Swan instead, they decided to invest in their own spots on WTTS-FM 92.3. In December, Black Swan grossed an impressive $52,700.

Still, the enterprise was hemorrhaging cash, and soon had all but exhausted its $80,000 nut and $50,000 line of credit. For example, because it was difficult to anticipate sales patterns at the start, the restaurant often was overstaffed. Food waste in the kitchen also was a problem. The operational woes required some old-fashioned goal-setting and monitoring.

“It was a very big event for us to finally sit down—I think we hammered it all out by January—and say, ‘These are our targets. Here’s how we attain our targets, and if we don’t, we have to figure out why we didn’t,’” McCallister said. For example, one early goal was to ensure food and labor costs were either equal to or less than 70 percent of gross sales.

Sales were steady through June, then they suddenly cratered some 20 percent. Mystified, the McCallisters examined every aspect of the restaurant until they finally sussed out the problem. Their two biggest constituencies—area families and business travelers—were taking their summer vacations.

Business ticked back up in July, in part due to the completion of Black Swan’s on-site brewery. (Previously, Black Swan offered craft brews from other Indiana-based makers.) Assembled by D.J. from used and leased equipment, the project stayed within its $50,000 budget. And partly because D.J. is the sole brewer, the profit margin on a pint can reach as high as 1,000 percent. (For example, a $3.75 pint might have an overall cost of about 35 cents.)

“It sounds like a fantastic number,” McCallister said, noting that beer accounts for less than 30 percent of total sales, and that the profit margin on food is typically in the single digits at best.  “If we only sold beer by the pint here, yeah, this would be a fantastic business.”

Why doesn’t everyone open a brewpub? According to McCallister, purchase and installation of brewing equipment usually require a prohibitive investment and amount of square footage. Plus, the expertise is hard to come by.

McCallister is in the unusual position of running the operation by himself and not requiring a salary or profits from the restaurant. He and his wife live off of her income as a writer and researcher in the biotechnology industry.

“We never had the expectation that the first year we were going to be able to draw a salary and have some great lifestyle, or even a marginal lifestyle,” said D.J., who was hoping first-year gross sales would at least top $500,000. “Maybe even the first five years, we still might be in a position where any money we get from the business might be limited and not enough to support a family.

“This is a self-sustaining business in its first year, and I don’t know where that falls in the expectations of other restaurant owners, but for the first year I’m very happy about that.”

Black Swan Brewpub
2067 E. Hadley Road, Plainfield
(317) 838-7444
Concept: Modern pub food (think "gastropub") with European influences, and featuring a beer menu consisting exclusively of craft brews--most created on site.
Founded: Oct. 10, 2010
Owners: Husband-and-wife D.J. and Erin McCallister
Startup costs: The restaurant required about $80,000, and the brewery was finished in late June for about $50,000 (financed with a $50,000 SBA loan).
Gross sales: $597,000 for the first 12 months of operation; the enterprise essentially has been breaking even since the beginning of the year.
Employees: 23 to 28, depending on the season.
Seating: 120 inside, and 30 on an exterior deck.
Goals: To be able to predict weekly sales within 10 percent; to continue to develop more beers and improve the brewing process; and to institute definitive systems for operations.
Good to know: Executive chef Nick Carter and D.J. McCallister were fraternity brothers at Wabash College; Carter most recently was executive chef for in-house eateries in Nordstrom's two Indianapolis locations (and left the downtown Nordstrom Cafe before it closed earlier this year).



  • Master Brewer
    I'm glad to hear that D.J. has his on-site brewery up and running - his expertise with the wort is second to none!
  • Not impressed
    Dont waste your money.
  • hidden gem
    I've been here twice now, and it's been an enjoyable visit both times. While I did not drink any of their beer, I enjoyed one the serve from an area vendor. The food has been tasty, and a break from the norm with Brie on the menu. The pretzel rolls the sandwiches are served on are great. Venture out to Plzinfield to see what you're missing.
  • My whole family loves the food
    If you want your typical pub burger and fries then this is NOT, the place for you. However, if you want a buffalo burger, with an amazing sause and multi grain bun. Served with fries that are tossed with truffle oil, parm and choicest of homemade dipping sause. Then this is the place for you. I have tryed most if the menu all of it was good most of it was great.
  • Good Luck!
    I went to high school with D.J. and he was always a great person. I hope he has success with this venture!
  • SUCKS!
    This is the worst place I have ever eaten. We sent our food back twice and it was still not right. Pricey, small portion and horrible quality. I will not be back.

    Post a comment to this story

    We reserve the right to remove any post that we feel is obscene, profane, vulgar, racist, sexually explicit, abusive, or hateful.
    You are legally responsible for what you post and your anonymity is not guaranteed.
    Posts that insult, defame, threaten, harass or abuse other readers or people mentioned in IBJ editorial content are also subject to removal. Please respect the privacy of individuals and refrain from posting personal information.
    No solicitations, spamming or advertisements are allowed. Readers may post links to other informational websites that are relevant to the topic at hand, but please do not link to objectionable material.
    We may remove messages that are unrelated to the topic, encourage illegal activity, use all capital letters or are unreadable.

    Messages that are flagged by readers as objectionable will be reviewed and may or may not be removed. Please do not flag a post simply because you disagree with it.

    Sponsored by

    facebook - twitter on Facebook & Twitter

    Follow on TwitterFollow IBJ on Facebook:
    Follow on TwitterFollow IBJ's Tweets on these topics:
    Subscribe to IBJ