Through my tenure in this industry, I have worked in a variety of settings: a brewpub, a very small taproom, and through many years of growth here at Allagash (750-120,000 Bbls). Most recently, our brewery’s expansion into different beverages, including wine, cider, and hop water, allows me to understand the unique challenges, and opportunities, facing breweries of all sizes.

I began serving on the Maine Brewer’s Guild at a time when we had very little funds and no Executive Director. Working with fellow board members over a two-year period, we were able to bring the Guild financial stability and hire our first Executive Director. This set the Guild up for years of continual growth and a dramatic increase in benefits for Maine’s breweries.

To steal a quote from Bart Watson, “The BA needs to solve problems for members that they can’t solve themselves.” At a time when breweries of all sizes are navigating immense challenges, the BA is best suited to provide resources that can save members time and money. In addition, the BA must be a voice for small, independent breweries at the state and federal level.

Small, independent craft breweries are uniquely positioned to broaden the craft beer community. Craft breweries have been gathering places and social centers for years. And right now, through innovation in beverages and guest experiences, they have the opportunity to grow their relevance. Positioning craft breweries as hubs for inclusive beverage experiences, for all sorts of people, has huge potential for not just small breweries, but the entire craft brewing industry.

As a second-generation brewery owner, I have had the opportunity to have worked in the brewing industry in various roles for over 30 years. I am passionate about community and collaboration, and how businesses can collaborate with local organizations to be integral in a community’s health. I am an active BOD member on the California Craft Brewers Association, and have held all of the officer roles, as well as chaired committees.

I am most proud of the work I have done on the CCBA BOD actively protecting the inherent rights and privileges of our members brewing licenses, while monitoring, and acting on, threats to our industry. It has been a rewarding and challenging experience full of collaboration and negotiation. We have helped strengthen the craft industry at the state level, providing educational opportunities, outreach and peer-to-peer connections.

Each brewery has a unique business model, that creates individual opportunities and challenges. Looking at common areas like best practices, human resource navigation, continued education from field to glass, and vocally advocating at the national level for our industry seems like places to continue to build from.

We have had a good beer culture – and I want to see that thrive. Through a focus on quality practices, innovative brewing, new styles and old-world craft, advocating for our industry, and leaning into our three tier, and other, partnerships we can strengthen our foundational pillars. These core tenants allow us to authentically engage with our consumers. We need to continue to be relevant and innovate as our industry has done historically.

I bring a well-rounded background in brewing operations, quality assurance, and team leadership, backed by over a decade in the industry. My experience spans from cellar work to managing production schedules, giving me a deep understanding of brewery workflows. I’m passionate about building strong teams, supporting industry education, and driving innovation while maintaining a practical, boots-on-the-ground perspective.

I haven’t had the opportunity to serve on a BA committee or with my state guild yet, but I’m eager to get involved. I’m passionate about supporting our industry and learning from others who’ve helped shape it. I’d value the chance to contribute, listen, and represent the needs of fellow brewers while continuing to grow personally and professionally. I’m ready to roll up my sleeves and be of service wherever I’m needed.

The BA can support members by providing practical resources, timely industry data, and clear guidance on regulatory, distribution, and supply chain challenges. Educational tools like webinars, best practice manuals, and peer networking can help breweries adapt and grow. By advocating for fair policies and offering support tailored to breweries of all sizes, the BA can be a steady, reliable partner especially during uncertain times helping members make informed decisions and build more resilient, sustainable
businesses.

Small and independent craft brewers have a unique opportunity to deepen local connections, tell authentic stories, and offer creative, high-quality beers that reflect their communities. Direct to consumer sales, taproom experiences, and collaborations allow for strong customer loyalty and brand identity. Embracing innovation, sustainability, and niche markets- like low-ABV, non- alcoholic, or unique ingredients- can also set them apart. With flexibility and a personal touch, small brewers can thrive.

Education as Brewing Engineer and entrepreneurial skill sets. I have served on boards outside of the brewing industry and have actually been chairman of the board for Visit California, the marketing arm for California Tourism. I am an associate Professor at UC Berkeley teaching a class on the production and business of beer wine and spirits and have been guest speaking at Stanford University Graduate School of Business for the past 28 years.

Previously when I was on the board, the craft brewing industry was in an exponential growth curve and nearly every craft brewery was profitable and growing. My role as a board member back then was to offer general guidance, but I did get involved in helping steer the BA (Small Brewers Association) into internationally promoting the sales of craft beers and helping Bob Pease develop the grass roots lobbying effort model and coordination.

Often, we members face very stressful market and operating conditions whereby we feel helpless. These are the issues where the BA should be stepping in to assist by either helping solve, or guiding the members towards source of cost effective expertise. The issues can range from compliance, import-export, insurance, labor, waste water and utilities. Having a fall back is critical.

The biggest opportunity is converting consumers from purchasing imported beers over to craft. Our small and independent brewers cover the entire spectrum of beer styles and we need to compete outside of our traditional categories. The only good thing coming from tariff’s and Trump is the focus on buy American and the higher costs.

With almost 38 years in beer, I have seen cycles of amazing success and tough challenges in this industry. At New Realm we have successfully transitioned to be a full beverage company and our growth demonstrates that we produce a variety of beverages that appeal to today’s generations of drinkers. As one of two board members also on the BA Technical Committee, I am focused on helping breweries get better at what they do.

While chairing the Brewers Association Supply Chain Subcommittee, we helped craft breweries navigate urgent Covid and post-Covid supply chain issues that still remain challenging for many independent brewers. We created many priority communications, prompted by the fast changing issues in supply chain. I drove implementing the quarterly supply chain update communications, and we published many “best practices” documents for sourcing and evaluating ingredients and other supplies in these difficult times.

So many breweries are struggling to survive. The BA needs to continue providing resources for safety, quality, supply chain management, and food safety for beer and non-beer beverages. Government affairs, working with state guilds to make small brewers’ products more accessible to market, and keeping laws favorable to small brewers is paramount. Over the past few years the BA has increased focus on business management skills for small brewers and that needs to continue.

Right now the biggest opportunities including enhancing taproom experiences and striving to become community hubs for entertainment and hospitality, creating beverages that appeal to drinkers of all ages, improving business acumen to ensure profitability of their brewery products, and working with local state guilds to improve franchise law, and abolish antiquated distribution requirements that severely limit options for small brewers. Create demand for non-traditional beer drinkers through diversity programs and non beer beverages.

My background in the Navy brings a massively diverse set of skills and understanding of interpersonal relationships. My brewing background has encompassed all three areas that the board has director seats for. I believe that an understanding of how all of them contribute to the overall industry is essential.

I spearheaded and helped to found the Virginia Brewers Guild. Its growth and pull within the state and standing in the country has been amazing to watch. When started there were 25 breweries in the state and now we host more than 300. As a member of the Seminar committee, the ability to help shape the educational content of the conferences was fantastic!

Provide resources that show real benefit to the members. Business resources such as accounting and management guidance to allow a member to set up their books and understand how to handle employees correctly is invaluable.

Creating local spaces and venues that highlight the area and celebrate the people in it. The ability to create new and sometimes lost styles of beer and introduce them to an audience sets our industry apart from those other companies.

I bring a perspective shaped by working across three tiers of the industry and serving on the board of the Louisiana Craft Brewery Guild since 2021. 12yrs Hospitality; The Bulldog, New Orleans. 4yrs Distribution; Southern Eagle, Craft Brand Division. 9yrs Packaging Brewery; Gnarly Barley Brewing. I have learned much in my journey and would like to share that. Understanding/Developing Process
and Creativity are my strongest skills. I have also organized beer festivals.

I’m proud of helping secure limited self-distribution in Louisiana, a significant step forward in one of the most antiquated, heavily lobbied beer markets. That legislation also included limited transfer between facilities and expanded special event options. These changes created meaningful momentum for small brewers in a state with one of the lowest breweries per capita. Grateful to work alongside Executive Director Cary Koch, Guild President Jacob Landry and former Karlos Knott, and our dedicated board.

The BA can guide members through business challenges by providing workshops on best practices, access-to-market strategies, and financial benchmarks for COGs, profit, and margins. Support around responsible spending, defining and measuring quality, and understanding consumer, retailer, & distributor behavior can help breweries make smarter, sustainable decisions. Above all, the BA should foster quality and community, connecting members through shared experience.

Brewing evolves, but authenticity and quality never go out of style. The biggest opportunities for small brewers come from staying nimble, embracing change, and staying true to what sets them apart. Those who adapt without losing their soul will lead the next wave.

I bring a blend of entrepreneurial experience, nonprofit leadership, and deep community engagement. As a brewery owner and active board member in multiple organizations, I understand strategic planning, advocacy, and collaboration. My work bridges business and culture, giving me a unique lens to represent diverse member interests.

I’m most proud of helping lead the Florida Brewers Guild’s effort to modernize franchise laws throughout the years—an initiative that unified breweries statewide. While not a board member, I’ve been instrumental in guiding the guild through fundraising and legislative work. I also founded two industry nonprofits: Tampa Bay Beer Week (2012) and the Tampa Bay Brewers Guild (2015), both of which have strengthened our local craft beer community and expanded our collective voice across Florida.

The BA can support members by expanding access to educational tools, legal and financial resources, and real-time industry data. Facilitating mentorship between experienced and newer brewers, and strengthening advocacy at local, state, and federal levels, will help members adapt and thrive.

Craft brewers have unique opportunities in localism, taproom experiences, and community storytelling. By deepening direct-to-consumer relationships, embracing hospitality-first practices, and innovating with non-traditional styles, brewers can differentiate themselves and build lasting brand loyalty in a competitive market.