__________________________________________

FRASER THORNTON may not seem like a number-crunching firefighter, but a cursory look at his CV tells a different story.

A chartered accountant, he joined Burn Stewart Distillers in 1996 as business development manager for North America. The company was then taken over by CL Financial, that intriguing Trinidad-based conglomerate that, for a few years, became very acquisitive in the drinks sector.

Basically CL got caught out and overstretched in the global economic downturn, having to be bailed out by the Trinidadian government in 2009. Thornton was seconded by the government-controlled board to become acting CEO of Angostura, one of its acquisitions.

Then, in 2011, the affable Glaswegian was sent to sort out a dispute between the CL board and the board of Lascelles de Mercado, which owned the Jamaican rum company Wray & Nephew, which owns the Appleton brand. Thornton was seconded to replace the CEO and “develop an exit for CL”. He sold off non-core assets and convinced the CL board to sell Burn Stewart to Distell. This was 2013.

Distell poached him and, in July 2015, he became head of its European operations. Distell is a significant player these days, owning Burn Stewart Distillers, Bisquit cognac, Amarula cream liqueur, Savannah cider and a wine division including Nederburg, Durbanville Hills, Alto, Fleur du Cap, Plaisir de Merle and Cape fizz Pongrácz.

CORE VALUES

On the spirits side, it has Black Bottle, once thought the successor to The Famous Grouse and sixth-largest blended scotch brand in the UK (80% of its sales are in Scotland), and single malts Bunnahabhain (Islay), Deanston (Highland), Ledaig (Mull) and Scottish Leader. It has South African brandies Klipdrift, Van Ryn’s and Oude Meester.

“My father taught me the core values of loyalty, respect and hard work and they have served me very well,” Thornton says.

“As part of the Distell group, there is an opportunity to step-change our wine and cider business in the UK and across Europe. These are new categories to me and our opportunities to grow are substantial. Helping to widen the distribution base and premiumise our brands in these categories is my main goal,” he says.

So Thornton is on a mission to put market share on all his major brands across the board. Last November, Distell launched its Bain’s Cape Mountain single grain whisky globally.

Its Nederburg wine brand is heavily involved with the Tour de France pro-cycling team, Team Dimension Data, in helping the African Qhubeka charity to buy bicycles to help people in remote African villages.

Riding a bike is said to increase a person’s carrying capacity by five times. For every 16km, a person on a bike saves three hours. A bike will get a youngster to school so he or she can get an education.

Through Thornton’s CL contacts, Distell has taken on the agency for Angostura’s bitters and rums and it is looking after Stock Spirits’ Amundsen and Keglevich Polish vodkas and its XO Italian brandy. Thornton has overseen bringing all the Distell brands in house, instead of being distributed by third parties.

Thornton is a keen squash player. Anyone who knows or plays squash knows there is nothing the slightest bit ‘social’ about it, unlike other racket sports such as tennis and badminton. You have to take it seriously at every level. It’s all about crushing your opponent – simply because if you stop and have a chat, the ball gets cold and it is like starting again.

So, despite his casual, relaxed demeanour, Thornton has to have that tenacity to achieve and win. If you don’t want to win, don’t play squash, let alone sort out corporate problems such as CL. Thornton is obviously an operator.

Very businesslike, he states: “I am very focused on developing our business for the foreseeable future. The future will look after itself but eventual retirement will include taking the time to enjoy the brands I have invested so much of my life in building – responsibly of course.”

So what was his first drink and when did he have it? “McEwan’s lager on a school rugby tour to the north of Scotland. It tasted quite good but didn’t do much for my game as I recall.”

FAVOURITE DRINK

His reply to his favourite drink is rather disappointingly corporate, but if that is what you have lived and breathed: “Black Bottle scotch whisky in a tall glass over ice with diet cola and a dash of Angostura bitters.

“Savanna cider when watching sport and wine with food – particularly our Nederburg Anchorman or Motorcycle Marvel. Single malt scotch when relaxing in the evening.” The words of a true Scotsman.

Apart from squash, Thornton plays golf and enjoys “watching sport, particularly football and rugby”.

His proudest (corporate) moment: “Driving the acquisition of Black Bottle and Bunnahabhain (Burn Stewart) from Edrington in 2002. Over 15 years these brands have driven considerable shareholder value and continue to do so.”

Married with two boys, both studying at university, he continues: “I love the passion individuals have for the brands they represent – it is a defining feature of the industry.

“The frustration is binge-drinking and the social and regulatory consequences. At its heart the industry is very responsible.

How would he like to change things? “Reduce the domination of the retail sector across Europe. It limits consumer choice and drives an unhealthy focus on price which often does not reflect well on the industry – a craft-based industry should not be commoditised.”

What is his message to buyers, specifiers and to consumers? “Don’t be obsessed with low pricing. Price increases are necessary to ensure quality and investment in the category. Market and sell our brands with respect for their heritage and consume them with the responsibly they deserve.”

And is he lucky? “Yes, very. I work in an industry where the brands we sell build long-lasting connections with consumers and deliver enjoyment –what could be better?

“My epitaph might say: ‘Why is everyone going home early?’ They are not really, but I’m a bit of a workaholic.”