When Carly Coggan launched Sandboy Beverages less than a year ago, she did not expect the pace of growth to be quite so rapid. Kim Berry finds out how it happened and the brand’s road ahead.
Sandboy Beverages launched in April 2025, and within six weeks, the Byron Bay-based founder, Carly Coggan, had secured local ranging with Dan Murphy’s and BWS – an outcome that many early-stage beverage brands spend years chasing.
“I landed in Dan Murphy’s and BWS within six weeks of the product launching, which is unheard of, apparently,” Coggan says.
“I didn’t have a huge track record of sales, but they just believed in the product.”
That early vote of confidence has propelled Sandboy Beverages into one of the most competitive segments of the beverage market: alcoholic ready-to-drink (ARTD) beverages. But Coggan’s approach has been deliberately different from the outset, shaped by a clear understanding of consumer demand, cost discipline, and a willingness to take calculated risks in product development.
Sandboy’s core proposition is simple but challenging to execute – an ARTD made with coconut water that is 100 per cent natural, low calorie and low sugar, with no additives or preservatives.
In a category crowded with artificial flavours and colourings, that point of difference has resonated with health-conscious consumers – particularly women.
“One of the things I really noticed when doing tastings is how many people, mainly females, go straight to the low-calorie count.
“People are moving away from heavy colourings and intense sweetness. Low sugar, low calories and more health-conscious choices are where I think it’s heading.”
That insight is backed by what Coggan sees in-store. She says she has been surprised by how many consumers read the back of the can, even though nutritional panels are not mandatory on alcoholic beverages.
“People want to know exactly what they’re getting in that can,” she says. “That clarity really matters.”
The chilled challenge
The decision to keep Sandboy completely natural came with manufacturing challenges, particularly around shelf life.
Coconut water is notoriously difficult to stabilise, and many brands rely on preservatives to manage the risk. Coggan chose not to.
“It’s almost impossible to find a drink that’s 100 per cent natural,” she says.
For now, Sandboy is positioned as a chilled ARTD, with refrigeration clearly specified on-pack.
Coggan says logistics have not been a major barrier, but she is already exploring natural preservation options to support future scale.
“I’ve found a natural product derived from mushrooms that can give up to two years’ shelf life. That would allow retailers more flexibility, but it has to stay true to the brand.”
Coggan’s commercial strategy is just as considered as her product design.
After previously owning a bar in Byron Bay, she was acutely aware of how fixed costs – particularly rent – can constrain a business. Sandboy was built to avoid that pressure.
“I wanted to create a business where I didn’t have to pay rent and could work from home,” she says.
“I don’t own equipment. I hire what I need, manufacture locally, and keep overheads as lean as possible.”
Coggan works with a contract manufacturer in the Northern Rivers for production, which has helped her avoid capital-heavy investment in the early stage of the brand’s lifecycle.
Despite strong early momentum, Coggan has resisted rushing into line extensions.
There are two flavours available – Original and Lychee & Hibiscus – with a third recipe ready, but intentionally on hold.
“Fridge space is such a competitive thing,” she says.
“Some stores will only take one flavour, and you’re lucky if they take two. I’m not going to rush a third just for the sake of it.”
Instead, her focus is on expanding distribution nationally and building depth with existing retail partners.
While independent retailers remain important, Coggan acknowledges the efficiency of working with major chains at this stage of growth.
“I’ve found dealing with BWS and Dan Murphy’s is the easiest way to grow the business. The systems, the deliveries – it just works.”
Growth goals
Like many founders, Coggan is currently running the business solo and says her next major step will be hiring.
She has also had investor interest but is taking a cautious approach.
“I’ve had four investors step forward, but none have felt like the right fit,” she says. “I want to see how far I can go on my own first.”
That patience and discipline are hallmarks of Coggan’s journey so far.
In a fast-moving RTD market, Sandboy Beverages stands out not just for its product, but for the strategic restraint behind it.
This article first appeared in the Q1 2026 edition of Food & Drink Business magazine.
