I have experience in both on-premise sales and off-premise chain distribution as well as building our business at the tap room level. In addition, I have also worked extensively on state licensing, contracts and franchise law in the state of Arizona and surrounding markets. This understanding of multiple points of distribution and market conditions will help me provide input on all aspects of the beverage industry covered by the BA board.

The biggest challenge now and in the immediate future will be maintaining and regaining shelf space for craft in the off premise and handle share in the on premise. Demonstrating success to the off premise buyer has historically been to show success on premise and in our tap rooms. Work with key regional and national accounts, on and off premise to create opportunity for members. Communicate the programs the BA has for our members.

Independent On and Off-premise support for small and independent brewers will continue to offer opportunity for Craft. Though the landscape has changed with Seltzers and RTDs, we share a commonality with independent retailers that resonates. These channels continue to be open to our members. It’s where many of us started distribution and it’s a great opportunity to demonstrate success and grow into large format and create opportunity with national on premise accounts.

Brewing operations, forecasting, on/off premise chain business, raw materials sourcing, maintenance, construction and building design with understanding of location construction requirements and ADA, equipment sourcing/design, restaurant leadership, menu development, COGS in brewing and restaurant space, legal, trademarks, marketing and design of all materials, taxes both local and federal, property taxes, accounting best practices, distribution experience, city and county leadership, grants/tax abatements, business planning, budgeting, new/existing business funding, small business administration, brewery software/sales software/point of sale/Microsoft

Bring relevant resources, mentoring and training to all members that are functional for the business needs. Education for new business owners is crucial for growth and retention of those businesses. Each business has a different strategy for revenue, helping those owners understand challenges prior to them occurring and giving them a line of sight on how to correct could prove valuable.

Costs are the biggest hurdle as they pinch profitability, creating regional GPO’s for small breweries can help to compete in a more adequate manner at the point of purchase as well as at wholesale. These groups could be stretched across all suppliers to increase buying power at each avenue.

I’m a DJ. I’m very well connected in my community music and night life scenes. I strive to include people wherever ever I am regardless of race, religion, orientation or creed. This experience has allowed me the courage to be kind to strangers and network with the disenfranchised. And I can offer my skills as an entertainer to help bridge generation gaps and people off all lifestyles to better serve the association’s mission and goals.

Education and inclusion. Scholarships and data. Everything the BA currently does. But while effectively utilizing social media to micro teach with best practices and digestible information. BA can appeal to brewers of all education levels with facts and case studies on what works and what doesn’t specific to their home town or state. Host free/sponsored events in areas hit hardest by the lastest decline in craft beer sales.

I’d say the people. The workingclass folk who craft and create. Everyone has a story to be highlighted and shown. This is what separates us from global companies. Our beer is designed and produced by people who spend their time and money in the community where it’s created. I believe knowing where your favorite beer comes from and the hands that touched each can be broadcast in a way like never before. And is vital.

Over the course of my career, I have seen boom times and slower times, market growth and market slumps, and I have successfully built brands and navigated all different market cycles. My breadth and depth of experience in sales, distribution, brand-building and our brewery’s devotion to quality and consistency will enable me to effectively serve on the BA Board of Directors during this pivotal time.

The BA should continue advocating for independent craft brewers at the Federal level to prevent regulatory overreach and promote common sense policies that help us run our businesses more profitably and successfully. The BA also should continue providing resources and programs to help small brewers increase operational efficiency and the level of beer quality and consistency. I’d also like to help the BA find new and creative ways to expand enthusiasm for independent craft beer.

We need to find ways to achieve strategic growth in the markets we serve. I think the way to do this is to broaden our customer base, reach new audiences, and provide great service to our distributors, retailers and customers. We can also innovate with new products that appeal to new customers. The next greatest opportunity is to focus on increasing operational efficiency and reducing costs.

In addition to decades in the industry, I used to train birds for the University of Minnesota, as well as being a bicycle messenger when that was a thing.

Greater investment in legislative assistance.

Thoughtful taproom experiences.

Our company and our team have already provided unique perspectives and lessons to the BA and the craft beer community via education, committees, hill climbs, forming ANBA, and more. We also have a tremendous amount to offer the community regarding sustainability, giving, and other B Corp values. If chosen, we hope to continue. In addition to that, my experience at all scales of brewing and all facets of the F&B world is a valuable perspective.

Keeping up with the times—I do feel that there are opportunities for the BA to develop further by exploring adjacent categories and regulations to help brewers prepare for and/or be equipped to pivot to other sectors with quality, safety, and durability in mind. The future is uncertain, and the BA can help prop up the entire brewing community by exploring adjacencies, including marketing and its power in sustainability and durability.

The brewing community was built quickly from enthusiasm, grit, and ingenuity, but with limited participants and audiences. Learning of the myriad opportunities in broader CPG, and about the various futures that are available beyond, the better off we will all be. Focusing on professionalizing and diversifying systems and roles, sustainability, marketing brewing, beverages, lifestyles, and companies, no matter the size, to help build long-term communities and consumers should be a priority for a healthy future.

As the founder of a brand who contract brews, I’ve developed an understanding of how to create engaging experiences for consumers, even without a physical brewery. This is becoming more prevalent as brewers aim to diversify, outsource capacity, and minimize risk. Combined with my background in directing large-scale production processes, this enables me to offer insights that align with the needs of packaging brewers. This is essential for navigating today’s market.

The Brewers Association can help members navigate business challenges by providing educational resources on efficiency, trends, and regulatory compliance. Facilitating networking and collaboration among members fosters the sharing of best practices. Advocacy efforts ensure members’ voices are heard in policy decisions affecting their businesses. Additionally, promoting diversity and inclusion strengthens the industry by attracting and retaining top talent, helping brewers adapt and thrive in a competitive market.

Small and independent craft brewers can seize opportunities in 2024 by expanding into non-alcoholic, low-ABV, and functional beverages which appeal to health-conscious consumers. They can embrace sustainability practices, like water conservation and local sourcing which strengthen brand loyalty. Experimenting with unique flavors and adopting advanced technologies for brewing can enhance product quality and differentiation in a fast changing product space. Consumers value authenticity and that is our bread and butter!

I have been in this business since I was 14 working at Dogfish Head.  When I started Roadhouse in 2012 we produced 500 barrels.  With the acquisition of Melvin Brewing we are producing over 40,000. I have been in this business at various, but maintain an entrepreneurial mindset. My 30 years in this industry at every level give me a unique skill-set to represent the broad base of our membership- from tap room to large scale production. 

Our job is to promote and protect craft beer.  What the board has been diving into lately addresses questions beyond these things and is focused on the consumer side.  I am the Chair of the Public Relations and Marketing Committee, and our focus is on efforts to bring the consumer back to craft.  Ideas being generated are new events, modifying (potentially) existing events, and delivering tools to our membership to drive consumers to your brands.  

We have been losing members to closings and acquisitions, thus our strength as an organization may diminish.  You may have seen some of the changes recently at GABF.  This was based on the fact that small and independent craft breweries need to create experiential environments for the consumer.  Craft needs to become cool again.  Tap Rooms, Brewpubs, and Production Breweries that focus on that concept will win in this environment. That is the primary opportunity we all have.

My expertise is in the development and operation of breweries. I thrive to find new systems and structures that prioritize productivity and savings while streamlining growth. Under my management, Guilford has gone from 20 accounts to over 600 while also expanding operations to 4 other states. Currently, we are working on the licensing for two more states and plan to open a new Brewery in the next year to keep up with the distribution demand.

The Brewers Association helps members leverage partnerships with each other to create a better economic environment in Maryland for Breweries to thrive. This can mean anything from helping fellow members overcome issues our own breweries have already faced, forging emerging connections, creating a supportive community of like minded individuals that have similar goals, to things as big as lobbying the State for better self-distribution standards, tax breaks, and water exemptions.

I believe the biggest opportunities for small breweries can be found in distribution focused on chain accounts and major wholesalers; however, this requires marketing our products and working with the local community to create name brand recognition. It will also require us to work together to lower some of the legal barriers that make it difficult for small craft breweries be able to start distribution.

As a Black woman and beer brand owner, I offer a distinctive perspective on diversity and inclusion. My background in finance, branding, community outreach, and overcoming challenges as a minority equips me to champion broader industry representation. My journey with Brown Girl’s Brew has further enhanced my expertise, reflecting a commitment to continual learning and professional growth. This blend of experience and education positions me to effectively advocate for inclusivity and innovation within the industry.

The BA can continue supporting members by providing resources for financial management, marketing strategies, and promoting diversity. Additionally, focusing on technological advancements in brewing and business operations is crucial. Access to mentorship within distribution and other areas of rhe beer eco-system, peer networks, and tech-focused guidance will enable breweries to adapt, innovate, and excel in evolving markets.

The biggest opportunities for small and independent craft brewers include expanding consumer markets through innovation, embracing sustainability, and fostering inclusivity. Additionally, capitalizing on effective brand storytelling can significantly enhance market presence. By leveraging local community support, crafting diverse offerings, and sharing compelling narratives, small breweries can differentiate themselves and thrive in a competitive landscape.