Creating brands that stand out: lessons from Tiny Rebel

From brewing beer in a bathtub to building one of the UK’s most recognisable craft beer brands, co-founder and CEO of Tiny Rebel, Brad Cummings, knows that great products alone don’t create a cult following, brands do.

Ahead of ‘Brand Magic: Creating Brands That Stand Out’, Brad Cummings reflects on the early decisions, unexpected moments and values that shaped Tiny Rebel into more than just a product. His story shares real, practical insight into what branding really means when you’re growing a business from the ground up.

What first sparked the idea for Tiny Rebel, and when did you realise this could become a brand, not just a product?

The idea goes back to around 2009, and it all started with a love of beer. Gaz and I weren’t from a brewing background at all, we were both engineers. He was an electrician, and I worked in air conditioning.

At the time, craft beer didn’t really exist as it does now. Gaz got me into real ales, and instead of drinking the same thing, we started exploring different beers, different pubs, different flavours. That curiosity turned into home brewing, literally brewing in Gaz’s bathtub on weekends using makeshift equipment we’d cobbled together ourselves.

What began as a hobby slowly became something we genuinely loved. The beer wasn’t bad, so we thought, why not take it a step further? We each put in £500 and bought a home brew kit, still not imagining it would become a business. It was passion first. Looking back, that willingness to experiment and ignore the rules is probably when Tiny Rebel stopped being just a hobby and started becoming a brand.

What was the biggest challenge in turning that passion into a business?

Finance was a huge one. We had a solid business plan, went to the bank and got turned down. This was just after the 2008 recession and no one wanted to invest in a small brewery. Without funding, it’s incredibly hard to get going.

The second challenge was knowledge. We didn’t come from the industry, so between 2009 and 2012 we researched everything from visiting breweries, reading books, talking to landlords, learning not just about beer, but about the industry and how it worked.

And then there are the people. You can’t build anything alone. Even before we launched, we had a small but committed team: Gaz on beer, me on branding and commercial, my dad as an investor and mentor, and a designer who believed in us long before there was any guarantee of success. That belief made all the difference.

Club Tropica is everywhere now. Did you know it would become such a flagship beer?

Not at all. It started as a one-off. Back in 2014, hops were a big deal, and everyone was chasing the fruitiest flavour just using hops. We thought, why don’t we actually put fruit in it?

That wasn’t really being done in the UK at the time. The name came together in about ten minutes, and that was it. We brewed it once, thinking it was just a fun experiment.

Now, around 50% of what we brew is Club Tropica. It’s crossed age groups, genders, and expectations. It’s become a cult beer without us ever planning it that way, which is a big lesson in itself.

What led Tiny Rebel to pursue B Corp certification, and what does achieving that mean to you?

We’ve always tried to build a business that aligns with our values, people, community and planet. When we discovered B Corp, it felt like what we were already trying to do, but with a framework to help us improve properly.

For us, it’s not just about the badge. It gives us access to expertise and pushes us to be better across everything, from governance to supply chains. And customers care about that now. People don’t just buy products anymore; they buy into brands that stand for something.

How does Tiny Rebel engage with and support the local community?

It’s always been part of who we are. We now have our own Tiny Rebel Community Fund, where we put money aside every year to support projects across the UK. Locally, we work with schools, charities, host free fireworks displays, and every Christmas we cook and deliver around 350 meals for people in need. It takes a lot of effort, but it’s one of the most important things we do.

In such a competitive craft beer market, how does Tiny Rebel continue to stand out?

Back in the early days, it was easier because we were pioneers. Now, anyone can make a good-looking can. Standing out is about the whole journey, how it looks, how it tastes, what it stands for, and whether the brand is credible and consistent.

Consumers understand brands more deeply now. They look at culture, values, behaviour, not just the product. That’s where real differentiation comes from.

If someone only came to one event about branding in 2026, why should it be this one?

Because branding and marketing are incredibly powerful, and I say that as someone who didn’t come from that background at all. I’ve learned the hard way how much impact a brand has on growth, loyalty and long-term success.

If you’re starting a business or growing one, you have to understand the brand. It moves fast, it shapes perception, and it’s often the difference between being remembered or forgotten.

What will people get from attending in person that they won’t get from reading about branding online?

Real life. And honesty. Things don’t always go right, and you learn far more from what goes wrong than what goes right. At events like this, you get real stories, real mistakes, and real lessons you can actually apply. That’s something you don’t get from a LinkedIn post.

Tiny Rebel’s journey shows that standing out isn’t about following trends or perfecting aesthetics, it’s about building a brand with belief, purpose and personality, and staying true to it as you grow.

These are the kinds of honest conversations and real-world lessons that ‘Brand Magic: Creating Brands That Stand Out’ brings to life. For anyone building, scaling or rethinking their brand, it’s a chance to hear directly from those who’ve learned what works and what doesn’t through experience.

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