Two packaging brewer seats are open for three-year terms. Packaging brewers are defined as those who sell 75 percent or more of their product outside of the brewery.
Note: Only your vote in your voting membership class will count.
Packaging Brewery Candidates
Click on the candidates for more details.
Short’s Brewing Company
CEO/Partner, Short’s Brewing Company
I have worked in most positions throughout a brewery and therefore have a diverse knowledge of challenges that many of us face. With a strong analytical and finance background I am able to find solutions to problems that a diverse group can agree on.
We obviously have some industry challenges coming with growth starting to slow. This means maturing companies are unable to find growth opportunities and smaller companies have greater barriers to entry than ever before. We have to make sure we do not lose focus on fair trade practices, quality products, being unique, and access to market to allow a healthy market to continue.
Embracing diversity. Yes, I realize I am an often bearded white guy but the future growth of craft brewing is in expanding our footprint. We have to not merely focus on diversity but truly embrace and champion it. It is good business practice, good for sales, and most importantly the right thing to do.
The BA has been a big part of my life for over a decade, serving on both the Government Affairs and Finance committees. I am wrapping up a decade on the Michigan Brewers Guild board currently serving as president until January. With my time on that board coming to an end, I am able, ready and willing to serve on the national level promoting the industry and helping membership ride the challenges of the current market. I love helping others and have an extensive knowledge of legislation, compliance, and financial management that I want to share with others.
Co-Owner/Founder, Fremont Brewing
I’ve served on the Government Affairs Committee of both the Brewers Association and Washington Brewers Guild for over four years – working to lower your excise taxes, cut through regulatory red tape, and defend and grow your access to markets. I am also a member of the BA’s new PAC committee to increase our influence on Capitol Hill. While not terribly videogenic, I’m scrappy, tenacious, and 100 percent committed to advancing the interests of independent craft brewers. If elected to the Board, you can be confident I’ll have your back!
We can expect intensified efforts by large brewers and wholesalers to limit our access to markets. I’’ll continue my GAC work on federal issues (like making our excise tax cut permanent and blocking unfair labeling rules) and help strengthen state guilds’ capacity on franchise reform, expanding self-distribution and on-premise sales, and other industry priorities.
An internal challenge will be preserving craft’s culture of collaboration and passion for the art of beer that has made this community so vibrant and fun to belong to. The message I’ll carry is that we need to stick together, build on the work that has advanced our industry so far, and defend and promote INDEPENDENCE by any means necessary.
Promote and educate craft beer consumers about the value and importance of buying INDEPENDENT.
Be leaders in sustainability – i.e. water and energy conservation, investing in green technologies to deal with our waste streams (CO2 recapture, biodigesters for solids and wastewater, procuring sustainably produced ingredients, etc.)
Related to the above, spur new opportunities for innovation by growing the market for locally-grown and independently-malted grains.
Take advantage of the locavore movement to expand interest in beer and food pairing – why should wine own that space?
My husband Matt and I launched Fremont Brewing in Seattle in 2009, and it’s a great honor to be nominated to the BA Board. In addition to my work on the GAC, I have over 15 years of experience in public policy at the Seattle City Council, which informed Fremont Brewing’s sustainability programs and community partnership strategies. I currently serve on the boards of the Seattle Metropolitan Chamber and the Manufacturing Industrial Council, where I advocate for our manufacturing and small business sectors. After 10 years in the industry, I know a thing or two about the trials and triumphs of craft beer and I’ll bring dedication, strategic thinking, and love of our industry to the Board.
Mass. Bay Brewing Company, Inc.
Co-Founder and Chief Executive Officer, Mass. Bay Brewing Company, Inc.
Craft brewing is a small community full of great personalities. Those personalities have helped make the community as vibrant as it is. I have spent 33 years in the business developing relationships with personalities in and outside of the industry. From politicians to fellow brewers to community leaders, my tenure has given me a personality that allows me to fight with conviction without making it personal. Relationships matter – and they aren’t developed overnight. Mine have developed over years and represent both an even-handed approach and a long-standing belief that good-hearted people can create real change. I’ve been around long enough to play the long game – and to work with others to create real change. I’d like to bring that perspective to the BA.
I see an acceleration of the changes that we have been facing over the last five years with the full impact of both private equity and large brewer investments in the craft space continuing to challenge what consumers understand about craft brewing. This will have a great impact on how we compete as truly independent craft brewers. The BA has a key role to play to highlight the value of independence and protect our shared interests, and most importantly, to focus on growing the market for craft beer.
Each craft brewer has to find, develop, and defend their own niche of the market. There will be a very limited number of craft brewers who will obtain national distribution, a larger number who will be regional brewers, and a very large number who will succeed quite well by staying small and locally-focused. Each brewer needs a unique approach to the market. The BA needs to provide the umbrella under which truly independent craft brewers have the opportunity to thrive vs. the industrial brewers and their private equity backed feeder network.
During my 33 years in craft brewing, I may have seen it all. I’ve seen brewers (and friends) come and go, fads burn bright and pass, fads burn bright and keep right on burning (who knew Harpoon IPA would change the industry like it did in 1993? I didn’t!), the entire craft brewing business model change with the advent of taprooms (a change we helped drive in our home state of Massachusetts), franchise reform battles in many states, and more innovation than I ever thought possible. My role as a co-founder not just of Mass. Bay Brewing Company but of an industry has given me a valuable perspective on a category unlike most others. I’m still 100 percent involved in the day-to-day business of Mass. Bay and have not budged one bit on my convictions to create a thriving market for truly independent craft beer.
Night Shift Brewing
Co-Founder & President, Night Shift Brewing
My strengths lie within my genuine desire to collaborate. I believe if we can all work collectively that we can build a stronger industry. We need to put our heads together to make sure we are building a strong industry with solid business practices and amazing liquid. We need to continue to facilitate the conversations with consumers on why American craft beer is amazing so that we can all grow and thrive.
The beer landscape is changing and so our consumers. We need to continue to evolve as an industry to stay relevant. Bringing new ideas to the table about how brewers can thrive at any size would be a key part of what I’d be excited to offer. We also need to stay strong together, finding the middle ground for us as a collective industry. This applies from the perspective of knowledge sharing, to political and legal, to beyond.
We need to continue to expand the pie for independent brewers. We should work on initiatives that improve our ability to get access to the market, go after non-traditional craft beer venues, enable group purchase advertising, expand the range of styles and price points we produce, challenge wine and spirits, and get us involved deeper on the political front. We need to tell the stories that demonstrate why independence, quality, freshness, and our ability to create jobs truly matter!
In 2007, two of my best friends and I were eagerly clocking out of our 9-to-5s and starting the night shift of our homebrewing adventure. In 2012, that part time dream morphed into a full-fledged brand and company, and we’ve been evolving ever since. I subscribe to the notion that we can all “Create Better.” I am eager to share ideas and initiatives, but I am equally invested in listening to your thoughts and proposals, and leveraging our collective genius. The opportunity to help elevate and serve the industry would be an honor.
Roadhouse Brewing Co.
Jackson Hole, Wyo.
Cofounder/Owner and CEO, Roadhouse Brewing Co.
Jackson Hole, Wyo.
I have purchased and sold more than $1 billion in business transactions as a private equity owner/investor in my former life. I have owned my own company and been self-employed since I was 22 (19 years). I am acutely aware of how to be the David that takes on Goliath.
As much as we would all like to think that consumers give a shit about independence, the truth is that independence alone is not going to win this battle with big beer. I want to launch a campaign around “Independence Created That” where we remind consumers that the proliferation of great beer was created by small and independent breweries and that it is big beer which actively seeks to destroy that. I want to be more aggressive with our messaging.
The biggest opportunity for all of us is to create segmentation between faux craft and true craft. An effective campaign which successfully educates consumers with the “Independence Created That” message will drive growth to our industry where it belongs.
As a homebrewer, turned pub owner, turned production brewery owner, I have experienced our business at various scales. I have served on the boards of large organizations such as the Teton National Park Foundation, and have a history of serving on both for-profit and non-profit boards. As a member of the Public Relations and Marketing Committee for the BA for the past 2 years, I am intimately familiar with the Independence campaign and the efforts of the BA to differentiate independent craft breweries from everything else. My focus as a member of the BA board will be to create a resounding and meaningful message to the consumer as to why independence matters. I believe we have a real battle in front of us with faux craft taking more and more shelf space, and my experience as a production brewery owner, and a graduate of one of the world’s leading marketing programs will be put to work for you and the other independent breweries out there who proudly serve your customers and your communities.
President & Founder, Coelacanth Brewing
With a background that includes a variety of Marketing and Sales, Digital, Strategy Operations, and Government Relations positions at Fortune 50 companies, as well as consulting and import/export experience in the beverage industry, I bring a broad view of the challenges and possible solutions facing the brewing industry today.
The industry faces all of the same challenges it has for the past 10 years – plus new ones. First, an incoherent foreign trade policy that impacts materials and markets, and creates fluctuations that are difficult for the average brewery to plan for. And second, increasing competition – both from Big Beers’ renewed assault on small brands – but also from increasing growth and fragmenting markets due to new small brewer entrants to the market. The best way to help the first issue is to create an ever-stronger Government Affairs function within the BA. The second challenge is to help new and established breweries understand how to tap new markets, reduce saturation in crowded markets, and understand best business practices and exploit new marketing techniques.
(1) In an industry with a history of accelerated trend life cycles, the best opportunity is to identify and exploit new business models and trends early, while helping small breweries avoid the pitfalls of following fads. (2) Understanding the increasingly fickle “average” beverage consumer (now it’s mixed drinks, now it’s hard soda, now it’s glitter beer, now it’s hard seltzer, etc). (3) Identifying a solid sales business model (Brew pub? Small local distribution?) and evolving it to the next phase. (4) Collaboration is giving way to co-opetition. We want to make sure that it doesn’t devolve into a fractured, competing craft market.
Kevin has been in the beer, wine, and spirits industry for over 15 years – as a consultant, distiller, importer, brewer, writer, and as the first American judge in the Whisky category of the prestigious IWSC. He has been on the board of the Virginia Craft Brewers Guild since 2016 – originally as Co-Chair of the Marketing Committee – and is in his 2nd term as Vice-Chair for the Guild. Kevin is a strong proponent of reforming the Franchise Acts and holding Distribution partners to enforceable performance measures through a mutually beneficial, yet severable contract. He also wants to see parity across the beverage industry, and would seek to allow beer to be shipped as easily as wine for retail as well as competition purposes.
Biscayne Bay Brewing Company
President, Biscayne Bay Brewing Company
Before becoming a part of the brewing community I spent nearly 20 years in government and politics working at the local, state, and federal levels. My experience helps me contribute a different perspective on public policy which helps in our efforts to advocate for better legislation that helps our members. Miami is one of the most diverse cities in the country. That perspective helps me as a board member when we talk about ways in which we can expand our reach to different communities across the country.
Our craft brewing community is constantly evolving. Our growth continues but our make-up is very different today than it was 5 years ago when we opened our doors. While exciting, it also presents new challenges. For example, the Board’s creation of the new taproom brewing class is a good step in addressing the needs of so many new breweries that are only brewing beer and selling it in their taprooms. Its where we have the most growth and the most potential for growing our craft beer consumers and fans. Taprooms are essential to the future of small and independent beer, and we have a duty to protect them and encourage their continued growth.
The craft beer industry is contributing in so many ways to the towns and cities that they serve. Continuing to create jobs, redevelop blighted areas, and support the growth of small farmers and service providers is probably one of the most exciting aspects of what lies ahead. We need to stick together, continue to support each other’s success, and encourage innovation in our industry which leads to exceptional quality and unique experiences for our craft beer fans.
It has been a great honor to serve as an at-large member on the Brewer’s Association Board of Directors for the last two years. My involvement with the BA began shortly after we opened our brewery in 2014, as a member of the Government Affairs Committee. That gave me an opportunity to contribute to the association some of my knowledge of government and public affairs from my life before beer. It also exposed me to so many fellow brewers from across the country and gave me a real sense of what a wonderful community this truly is. Cheers!
August Schell Brewing Company
New Ulm, Minn.
Assistant Brewmaster, August Schell Brewing Company
New Ulm, Minn.
As a sixth generation German-trained brewmaster, I’ve been able to gain a lifetime of experience in all different aspects of the brewing industry. I am extremely passionate about brewing, and very active in the beer scene both locally and nationally. I am committed to the long-term growth and sustainability of craft brewing, and feel that my skills and experience would make me a unique asset as a member of the Brewers Association Board.
The craft beer movement is constantly evolving and maturing, and with that comes new and unique challenges for brewers. Working my whole life at a brewery that has been in business for over a century and a half, I feel like I can bring multi-generational experience of the brewing industry to the BA and its members to help our industry continue to grow and prosper.
As a brewer located in a rural community, I see a lot of potential in small town America. Craft breweries help to give an identity and a sense of pride to towns that are otherwise struggling in many cases. Craft beer has the opportunity to become a part of the fabric of the culture in these communities, and that is key for the long-term growth and sustainability as a small, independent craft brewer.
My name is Jace Marti, and I am the assistant brewmaster at the August Schell Brewing Company, where I have been working for the past 18 years. I studied brewing at the VLB in Berlin, and interned at breweries in Germany and Austria. I am currently the president of the St. Paul/Minneapolis MBAA chapter, and previously served two terms on the Minnesota Brewers Guild Board. My focus has been on quality improvement both here at Schell’s and through my state technical boards.
Allagash Brewing Company
Brewmaster/ VP Brewing Operations, Allagash Brewing Company
I have been in the craft brewing industry for 22 years, with the majority at Allagash Brewing Company. I grew with Allagash as we went from a 1,000 bbl to a 100,000 bbl-per-year brewery, helping our team brew award-winning beer throughout that time. In 2016, I received the Russell Schehrer Award for Innovation in Craft Brewing. I have worked on the BA Technical Committee for 7 years and have chaired the Quality Subcommittee for 6 years.
Many of the challenges for the craft brewing community will come from sources outside beer (wine, spirits, regulation, etc). We will be best suited if we tackle these challenges by being better together. The resources I have worked on with the BA Technical and Quality committees have focused on the idea that we need to collectively improve the quality of all craft beer and therefore the experiences that people have with our beer. I aim to continue advocating for this type of work as a board member.
There is almost no industry better positioned to support local communities than independent craft breweries. They are gathering places for locals and tourists alike, consumers of local grain and fruit, supporters of the environment and the arts, employers who provide a living wage and positive work culture, and more. I see significant opportunity to find new fans with innovative, delicious beer that cements craft breweries as an essential part of every American community.
Throughout my twenty-plus-year brewing career, I’ve been grateful for the support I’ve received from other breweries. During my time as brewmaster at Allagash as well as my work with various trade organizations, I have strived to do the same for other brewers. I have worked at a brewpub, a 250-bbl brewery, and now a 100,000 bbl brewery—giving me insight into the opportunities and challenges at all levels of brewing. In my current role, I work cross-departmentally, building relationships with all different personalities. My ability to see the same issues from multiple perspectives would be an asset on the BA board, where I could find common ground to work toward solutions that benefit a wide range of craft brewers.
Bayou Teche Brewing
President, Bayou Teche Brewing
As far as skills, I’m not unique. I’m just like about everyone in our industry – we’re all creative and friendly, work exceptionally hard, and we like to drink delicious beer. I am especially passionate about our craft beers. I adore the folks working in our industry. I’ve been an officer of our state guild since its inception, talking to the press, writing columns, and lobbying and testifying in both our nation’s and Louisiana’s capitol.
Wow, there’s almost too many to list. With the increased successes of our industry come increased governmental oversight and greater attention paid to our hard-won markets by large multi-national breweries, distilleries, wineries, and distributors. One only has to look to the successes of the hard seltzer industry to learn how fast everything can change. Like most of you, I’ve invested everything I am and have into craft beer. I want us all to win.
Our biggest opportunity is also our smallest – getting a craft beer into someone’s hand. We all enjoy handing someone a beer in our taproom and seeing their face light up after tasting the awesomeness. We have to continue thinking of how we get our beers into people’s hands – whether that’s encouraging satellite taprooms, internet ordering, or deliveries of our beers directly to consumer’s homes. The consumers’ fascination with technologically-driven convenience is not going away.
My start in craft beer was when we built a small, one-barrel brewery on our family’s farm ten years ago. Before that, I was in the Army, stationed in Germany. My first beer overseas led to an epiphany – this is real beer. Today, that beer would pale in deliciousness to what America’s craft brewers are brewing. My brewery and our industry are larger now, and together we face many challenges. But as I drink beers at breweries and taprooms around America, I still think, man this is real beer – made by real people. l believe that’s something worth fostering.
FX Matt Brewing Co.
President & COO, FX Matt Brewing Co.
There’s the joke that blood is thicker than water. In my family, beer is thicker than everything. I was born into a family of brewers and grew up in the beer business. Out of college, I worked in marketing and sales in corporate America, and then returned home to a floundering family business. That was 30 years ago, when I came back to the family business to help reinvent a near-bankrupt small, regional brewery. Our success has and continues to come from a commitment to quality and producing beers that the consumer chooses to buy.
The market environment for craft beer is changing rapidly. It is becoming more competitive and growth is slowing, creating new challenges for many of us. I have experienced many of these challenges in my time at the brewery and also worked on the BA Market Development Committee, NYS Brewers Association, and a number of community boards (in a struggling community), with the single-minded objective of working with others, who often have diverse interests, for the betterment of all.
While we have challenges ahead, we also have great opportunities by continuing to make innovative products and by brewing great beer. We will likely need to redefine what small independent brewers look like and evolve our products as consumer preferences change. We can achieve a 20 percent share of the total market; it just may look a little different that we originally imagined.
Since our family brewery was founded in 1888, we have seen the brewery community thrive, shrink to near extinction, and now thrive again with over 7,000 breweries in the U.S. today. Despite this tremendous growth, independent American brewers are now experiencing market challenges that today’s brewers have not had to encounter since they began their breweries.
Throughout my career at the FX Matt Brewing Co., I am proud of what we have done to strengthen our brewery and the craft beer industry, but we have a lot more to do. As co-chair of the BA Market Development Committee for over 15 years and as past President of the NYS Brewers Association, I have worked to build awareness of independent craft beer. In New York State, we have successfully lobbied and won franchise reform, production tax credits, the ability to sell pints in our tasting rooms and are currently working to bring more realistic usage rates to the farm brewers license. While we have had many successes in New York and nationally, there is lots of work to be done to further the independent craft beer movement.
Going forward, there are plenty of opportunities to build our share and awareness that great beer is “independently made.” I am asking for your vote to continue my work in helping to build a stronger and more vibrant craft beer market in America, and a future where independent breweries represent 20 percent of the total beer market.
- Only one ballot per member brewing company will be counted (NOT one vote per location).
- Voting member criteria are described by the BA bylaws (no breweries in planning, contract breweries, etc.).
- Ballots will be accepted through October 16, 2019.