By Anthony St. Clair
For the Oregon Beer Growler
Women beer professionals from all over the world are converging on San Diego for the Pink Boots Society’s 10th Anniversary Conference & Beer Festival June 2-3. In addition to the decadal birthday celebration, the conference brings together all-female faculty — a first for beer conferences — who will lead workshops and discussions on a range of topics.
Yet the conference represents far more. It kicks off the future of what executive director Emily Engdahl calls a “sisterhood” of craft beer professionals in the 1,200-member organization, which has 50 chapters in 10 countries from Australia to Spain.
Engdahl first became involved with Pink Boots in 2013. The Society had recently received 501(c)(3) status, and Engdahl wanted to help out at a fundraising party held that February. By June she had assumed her role of executive director (though she also has a full-time career as an office manager and fiduciary at a family business). “I’ve seen these women not just on a professional — but personal level. They come together,” says Engdahl. “I loved the tribe, everyone I met, the camaraderie, the amazing wealth of knowledge I found in the beer industry.”
And yes, that includes the pink, which has also made the organization a sometimes-lightning rod for controversy.
“I take issue when people tell us we shouldn’t be pink. If you are a feminist, why the hell would you let anyone tell you what color you’re supposed to wear?” says Engdahl. “I love pink. It’s one of my favorite colors.”
She also points out that in the 18th century and until World War I, pink was a masculine color: softer than the more aggressive red, but still manly. Girls wore blue. “We are reclaiming pink. It’s the ultimate feminist movement to wear pink,” says Engdahl. “Just as you shouldn’t tell a girl she should only like fruity beers and not stout, why would you tell a girl she shouldn’t wear pink if that’s the color she wants to wear?”
Pink Boots evolved out of co-founder Teri Fahrendorf’s 2007 road trip, where she worked to connect with female brewers and help further their careers all while donning a pair of brewhouse-ready pink boots (a pre-trip gift from Fahrendorf’s mother-in-law). While traversing some of America’s 1,511 craft breweries, she kept hearing the same thing from the women brewers she met: “I thought I was the only one.”
Fast-forward 10 years, and Fahrendorf can see how much has changed. “We were pioneers,” she says. “Having Pink Boots, whether members or not, gives women confidence to shoot for the top. Some women don’t need it, but some do. Sometimes it takes a very simple role model. We’ve changed the dialogue, and the dialogue now includes women.”
From fewer than two-dozen women at their inaugural lunch in 2008, Pink Boots had grown to about 2,500 members in 2015. At that point, membership was free (though many members would donate funds) for women making any portion of their income in the beer industry. In 2016, Pink Boots made some big changes: they established a more organized board, started charging membership dues and gave chapters more control over money and communication. And to qualify for membership, a 25 percent income threshold was instituted.
“We wiped out our entire membership database,” says Engdahl. “Now we’ve already rebuilt over half those numbers. It’s a more professionally and educationally centered organization.” By 2018, Engdahl estimates membership will be above 2,250.
With U.S. craft breweries potentially topping 6,000 by the end of 2017, Engdahl is not surprised by Pink Boots’ growth — or the number of women joining the industry, though how that’s happening has changed. People often found a job in craft beer either through family business ties or via a winding, indirect path. Now Engdahl sees young adults enrolling in college or vocational programs specifically to launch careers. “Brewing and brewing science is a viable lifestyle, one you can enter deliberately and with intent,” she explains. “That’s very exciting and very different from any other way that we’ve seen brewing become a vocation before.”
The anniversary event was made possible thanks to “an amazing team of women who dreamed up this whole conference,” says Fahrendorf. As the Society’s most active chapter, San Diego was a natural location. But in addition to providing education and motivation, Engdahl wants women to come out of the conference knowing “they can do what they want to do in the industry and nothing holds them back,” she says. “I want these women to be seen as role models and as heroes in the industry. Breweries exact a lot of social change, and I think it’s important to remember the social magic we do in beer.”
As Engdahl looks ahead to the next 10 years, she hopes she will be able to look back and see that Pink Boots has changed the industry and overall awareness of broader societal problems that can make it difficult for women to advance. “I want it to not matter if you’re a man or a woman in the beer industry. Do you make good beer? Are you a nice person?”
She also suggests ways men can support women in craft beer. “Speak out and make sure you are being the best feminist you can be. It doesn’t have to look big or heroic. It just has to be the normal everyday things we do to encourage society toward equity,” says Engdahl. “Make sure your daughter isn’t getting left out of STEM in middle school. Get your sister a homebrew kit. Patronize businesses that support Pink Boots and tell them you are glad they support women in the beer industry. For associations, ask for more diversity in the board and in presenters.”
Pink Boots, though, isn’t about special treatment — it’s about equity and betterment for all. “I hope I can work myself out of a job,” says Engdahl, but cites educational system deficiencies, sexual harassment issues and inequality around the world as proof we’re not there yet.
By Patty Mamula
For the Oregon Beer Growler
Sometimes a great business idea hangs heavy in the air, just waiting for the right person to pluck it down and run with it. That’s what happened with Portland’s BREWVANA tour company and Ashley Rose Salvitti, a high-energy ambassador for Oregon’s craft beers.
The young entrepreneur started BREWVANA, an obvious nod to Beervana, six years ago with one bus and one employee. In April, Salvitti and friends celebrated the touring company’s anniversary at Breakside Brewery’s new Northwest Portland location.
Ashley, who added Rose to her first name because she liked it, established her LLC in November 2010. “My first tour was on April 8, 2011,” she said.
Today BREWVANA has grown to include public and private tours, bus and walking, with three small buses and one large one, for a total of nine weekly tours that include 26 breweries. And the excursions go beyond just bar hopping. For example, the “Behind the Scenes” tour provides a tutorial on the brewing process with stops at Breakside and Unicorn Brewing Company/Portland U-Brew. “Beers and Barrels” highlights breweries and a distillery where barrel aging takes place. There are now even walking tours where guides talk about neighborhoods and their histories in between brewery visits.
The seeds for Salvitti’s beer-related business took root in college when she started working at Liberty Steakhouse and Brewery in High Point, N. C. She was attending the nearby University of North Carolina at Greensboro and her dad, who was a mug club member at Liberty, suggested she should get a job there. Once she hit 21, she got behind the bar to serve.
Salvitti moved to Portland in 2007 after graduation. “I wanted to go where young people go to retire,” she said. Naturally, she gravitated to beer and her first job was at Laurelwood Brewing Co. Then she moved to Hopworks Urban Brewery when the brewpub opened in 2008. “Christian had a huge following then,” she said.
Salvitti’s sunny personality quickly made her a favorite with guests and those interactions helped her quickly fall in love with Portland’s craft beer industry. “I found that in Portland you would greet a table and people clearly wanted to drink beer and they were very knowledgeable about it,” she said.
The brew tour idea came together after a trip to Puerto Rico with her family. “We wasted a lot of money trying to find fun things to do. On our last night, we met a server at a bar who said she did tours on the side. She could have shown us all the places to go and things to do,” she said.
Salvitti had also encountered a few other local tours that didn’t seem to have a strong connection to the breweries.
“I thought I could do it better. I was optimistic and ready to take a risk with no husband, no kids, no big responsibilities,” she said.
Salvitti wrote up a business plan and took the Business Foundations course through Mercy Corps Northwest and participated in the nonprofit’s matching savings plan. Her initial investment was $20,000 — a $16,000 loan from her father and a $4,000 loan from her best friend’s parents. “That was enough to buy a buy a bus and get my website done,” she said. “I didn’t quit my day job.”
After her first tour, she was on an amazing high after experiencing the success of her idea. But she also worked very hard in the beginning since she was the one and only employee. After seven months, she hired her first tour guide, but continued to work full-time at Hopworks for two more years.
“BREWVANA was created to provide an all-inclusive VIP access fun and educational touring experience,” she said. “We’re working with the breweries. BREWVANA is nothing without the relationship we have with the breweries. It’s our mission to support them,” she said. Because of her background as a server, she is also very focused on the guest experience. You can’t board a BREWVANA bus without smiling—the vehicles are covered in beer-centric graphics both inside and out that beckon passengers to “come join the fun.”
Brewvana has three short 14-passenger buses for the public tours, named Angel, Georgie and Lil’ Johnny, and one standard large school bus, named Pam, that seats up to 44. That vehicle is also used to shuttle people to and from out-of-town festivals like Fort George Brewery’s Festival of the Dark Arts in Astoria.
Salvitti said they got “Pam” because they spent $14,000 during the last couple years to rent buses that arrived dirty, smelly and in unacceptable condition for hosting guests. She wanted a bus that represented the BREWVANA ethic. The buses are one of the company’s biggest challenges because of the constant maintenance needs and the fact that they are all used vehicles with some pre-existing conditions.
While the buses get much of the attention, the heart of the tours are the guides. Salvitti still hosts some tours, but she recently hired four guides. Her challenge with guides is finding the right people and making their jobs sustainable throughout the year. Guides must be multitasking masters, so the training process is lengthy and complex. In addition to studying the training manual, guides learn about local history, undergo bus driving training, and then shadow existing tours before assisting and practicing with an experienced guide.
On a recent “Pacific Northwest is Best Tour” that visits Baerlic Brewing Company, Hopworks, Migration Brewing and Scout Beer, 13 of us were entertained by guides Liz Shihadeh and Kelene Stinson. The easy-going duo had an engaging routine that went from the ridiculous (they gave us the no-vomiting-on-the-bus talk) to the educational when we tasted different malts and passed around samples of hops. In the space of four hours, we became friends — sharing pretzels from our pretzel necklaces and stories about our lives.
Business continues to grow and Salvitti said that demand for private tours is stronger than ever. She also has more responsibility now that there are 10 employees, a fleet of vehicles, a husband, a daughter, a house and a dog.
“We’re proud that we have many repeat customers. On one recent tour with 14 people, six had been on a tour before, and several had been on more than one.” Repeat customers can join the Brew Veteran program.
Salvitti was recently featured on “Start Up,” a series that tells the stories of entrepreneurs. You can watch her segment at pbs.org/video/2365903935/. For tour information, check out brewvana.com.
By Jim McLaren
For the Oregon Beer Growler
The brown bottle on the low table in front of Hilda Stevens is labeled Westmalle.
“It’s Belgian-style tripel. In Belgium you have dubbels, tripels and quads. And the tripel comes from the fermentation process. It follows a traditional fermentation process; making beer and then double fermenting it — meaning they add more sugar to get the alcohol level up. In this case it is tripel fermented. So, right before they bottle it they add a little bit more sugar so it helps the alcohol build up. It helps in the aging process. In the case of tripels, for instance, you can age it for five, eight, 10 years if you want to.”
The popularity of Belgian-style beers has been on the rise in Portland for several years now. The flavors can tickle your tongue with a range of styles more complex than hop-heavy IPAs.
As for those flavors, Hilda explains: “Traditionally, in the case of Westmalle, because they’re a Trappist brewery, they use their own yeast. So, the yeast will have a lot in the flavor profile. They also add some candy sugar to it. In tripels you’ll pick up some caramels, some roasted notes because they’ll use more of a roasted malt in it as well. It’ll have a nice golden color. Usually, in the case of the bottles, you get a lot of the effervescence. Westmalle tripel has a really nice creamy head when you pour it in the right glass; it opens up more of the aromatics, too.”
It’s just after 3 p.m. on a quiet, drizzly March afternoon. Bazi Bierbrasserie on Southeast 32nd Avenue and Hawthorne Boulevard in Portland has just opened. There’s some music playing. The beertender is checking glasses. A couple wanders in, orders a couple of beers and hovers over them in quiet conversation. The drinks are undoubtedly Belgian or at least, like Hilda, Belgian-inspired.
Beer is not Hilda’s first job. After undergraduate and graduate work, she landed positions with high-tech companies and start-ups. Along the way, she did a lot of business traveling and during one of her stops in Philadelphia she first tried a Belgian beer. It was love at first sip.
The romance turned torrid during a vacation in Europe. On the advice of a couple she met while traveling through France, Hilda took a detour to Bruges, Belgium — an ancient city she refers to as “the Venice of the North.” Hilda began studying Trappist beers, appreciating and understanding their balanced flavors.
By 2011 Hilda was ready to do what would seem foolish to many people. Encouraged by her entrepreneurial father, she walked away from a six-figure paycheck and used a plan developed for her grad school thesis to open Bazi. Originally, she’d planned on operating a European-style bistro, but she soon realized she needed to find a market niche. Looking around, she realized what was missing — there were no Belgian-focused taprooms in Portland.
Something else was beginning to happen about the same time. Brouwerij Huyghe, a 111-year-old brewery based in Melle, Belgium was marking International Women’s Day by making a special beer. Hilda explains the idea was in response to Belgian women saying, “We drink your beer, but we don’t have a beer of our own and we want to learn more about making beer.” The event began slowly “with just women in Belgium; restaurateurs, homebrewers, everyday women who were interested in beer and learning more about it.”
Dressed in white lab coats and bonneted in white hairnets, dozens of women followed brewers through the Huyghe facility learning about and making beer they dubbed “Deliria.” It is the little sister of Huyghe’s best ale, “Delirium Tremens.” Both beers come in white bottles with blue foil cap wraps and feature ‘de roze olifant,’ a pink elephant, on the label. The name is also found on a bierbrasserie sign in Melle.
The “Deliria” event has been slow to open its doors to outsiders. At first it was only for Belgians. Then applications were accepted from other European countries. But finally through Wetten Importers, Huyghe’s U.S. distributor, Hilda heard 2017 would be “the first year they invited women from the U.S. and their goal was to send two women from the U.S.”
When Huyghe accepted Hilda’s application, they got more than a rookie brewer. She has done some collaboration brewing in Portland, surrounding herself with “people who are passionate about it ... I’ve brewed with Upright and Lompoc and Widmer. And any time you brew with somebody, everybody has a different way.”
In Belgium, Hilda learned more about the evolution of the brewery that has been working since 1906 — how it ferments and filters, but also how it is adopting eco-friendly policies such as using gray water from the brewing process for cleaning up and keeping plants hydrated.
But more important to Hilda was the social aspect of the one-day event. “I really enjoyed brewing with women from different parts of the world ... and the influence that a family-owned brewery, like Huyghe, can have on women brewing. What I loved about that experience, it wasn’t just industry related. They really cater to the community. We had some of the women brewing that day who were stay-at-home moms who wanted to have that experience.” The beer and how it’s made may be different, country to country, but the community beer creates seems to be the same wherever you go in the world.
Though she did taste the wort from the beer made that day, Hilda did not taste the Deliria she worked on until this Easter Sunday when she debuted it at Bazi.
Proost, de roze olifant!
This year was also not Hilda’s first time brewing in Belgium. Her house beer is Hofbrouw Tripel. “Two years ago I went to Belgium. A friend of mine owns a nano-brewery. We created a recipe and made 120 cases.” There are only 20 cases left. Hilda will go back to Belgium to make more.
By Andi Prewitt
Of the Oregon Beer Growler
It wasn’t that long ago when the dirge for the American family business began to crescendo. Big box stores and transnational corporations had pushed and prodded small mom-and-pop operations ever closer to the grave. But there’s at least one industry where the family-run model has thrived — craft beer.
The business of brewing has long involved kin. For instance, Anheuser and Busch were joined by a hyphen only after the families joined in marriage. Closer to home, the most well-known relatives to start a brewery — Kurt and Rob Widmer — also helped launch the craft revolution in the 1980s. But they’re not the only brothers who’ve decided to make beer under the same roof. That duo is joined by the Hughes behind ColdFire Brewing; the Coombs, founders of Alesong Brewing & Blending; and Three Mugs Brewing Company had the Jennings (before the older brother departed); just to name a few.
While siblings seem abundant in the beer industry, one type of family pairing is rarer to find: the father-daughter team. Much of that is likely due to the fact that men still outnumber women employed in brewing. But that doesn’t seem to bother Lisa Allen, who joined her father Rick Allen at McMinnville-based Heater Allen in 2009. In fact, working closely with each other on a near daily basis in physically demanding roles has only strengthened their relationship over time. And while there certainly have been challenges along the way, right now both are more focused on Heater Allen’s big accomplishment — 10 years in business.
Lisa Allen never pictured herself hovering over her dad’s brew kettle or cleaning tanks as a full-time job. In fact, she didn’t even have full confidence that his mission to make good, local pilsner on a commercial level would ever take off.
“I remember thinking when my dad first started kind of like, ‘Yeah, we’ll see how long this lasts,” she recounted. “When he first was working on recipes and stuff like that, I would come and brew a couple of times and that sort of stuff. I was interested in the process and I’d been interested in craft beer for a while, but I never really thought that I would actually be brewing.”
Instead, she was focused on a different fermented beverage: wine. Lisa Allen spent several years living the life of a vineyard vagabond. It’s not unusual to jump from tasting room to tasting room and even follow the harvest from the West Coast to the Southern Hemisphere since regular positions can be hard to come by. Lisa Allen guesses she moved at least once a year after finishing college, including stints getting grapes off their vines in California and New Zealand. Even her dad thought she was bound for a career in that industry.
“I have to admit my first thought was that she was going to dominate in another male-oriented field, and that’s wine,” said Rick Allen. “Because she’s always had a terrific palate and always been someone who basically could detect flaws and, you know, really kind of understand the whole sensory analysis side of things.”
But after a while, Lisa Allen discovered that brewing was more fulfilling than winemaking. The seasonal downtime with wine didn’t keep her as busy as she liked to be, so the year-round nature of the beer business was one plus. Another is the more hands-on nature of brewing — providing assistance to those microorganisms that complete the crucial task of turning sugars into alcohol.
“The thing that I really like about brewing is that you’re not just relying essentially on nature. You actually get to create something,” described Lisa Allen. “I mean, the one thing I always found coolest about wine was the fermentation process. I wasn’t actually as interested in the growing process and stuff like that. I was much more interested in the actual fermentation.”
Lisa Allen’s experience with winemaking helped her easily transition to the brewhouse. However, there were still obstacles.
“When we first started out, there was a certain amount of yelling and screaming and people going away mad,” said Rick Allen. “In the past, there have been a few times where things were thrown. I don’t think anything’s been thrown for a while,” he added with a laugh.
Aside from hurtling objects, working with a family member has several hazards — there are hurt feelings, head butting and moments of miscommunication. Not everyone would work well with a relative, particularly a parent or offspring. But with time, the Allens figured out how to pull it off.
“When my dad and I first started working together, I would say it took about a year to kind of know how we work together,” explained Lisa Allen. “I think part of the problem is that we are pretty similar in our personalities. We both kind of like being in control and doing things a certain way. And I still sometimes have to tell myself I take things too personally.”
Rick Allen said they’ve both become more sensitive to the way they give and receive feedback. And their similarities began to work in their favor. Rick Allen noticed areas where his daughter could improve were some of the same issues he once struggled with.
“It’s always easier to encourage them to spread their wings and understand their weaknesses or the things they need to work on a bit better,” Rick Allen said.
And that begins to touch on the unique benefits of working alongside a family member — you witness improvement and mastery over time. Few parents have that opportunity once their child reaches adulthood.
“You’ve got your own flesh and blood that you’re working with and they’re taking over and they’re taking more responsibility, and you get to see the growth up front and personal that you don’t normally get to see with your children,” Rick Allen described. “I don’t get to experience that with my son who’s off doing something else. But I can see that with Lisa.”
Both father and daughter take pride in the fact that they work a little harder and care a whole lot more about a brand that doesn’t just stand for quality beer. It also represents their family.
“It’s a family product, so I do think I have more investment in it than someone who would just work at a random brewery,” said Lisa Allen. “You know, it’s my name on the label as well, so I want that product to show really well.”
Lisa Allen is marking eight years with the brewery, and she knows she’s fortunate to have bypassed some of the discrimination other female brewers face — particularly those outside of Oregon. That’s not to say it never happens, though. There’s always the salesperson who wants to talk to a man at the brewery, the vendor who will only address Heater Allen’s male buyer instead of the woman who will actually make the purchasing decisions about equipment. And even getting singled out as a “woman in beer” can be a bit exhausting.
“I mean, it would be nice to just be seen as a brewer and not a woman brewer,” Lisa Allen said. “But because it’s a male-dominated field, that is going to happen. You are going to be seen as a woman brewer because there’s not that many of us.”
One way she’s reached out to support that industry minority is by participating in a group meetup that includes other female brewers from the Portland-metro area. They invite new women to join in order to share, learn or just seek camaraderie. While Lisa Allen described Oregon’s overall beer community as encouraging and helpful, she said meeting solely with women provides a safe space that’s free of judgement.
“It’s good for women to have a support group in a male-dominated field,” she said.
Many of those women are likely to pay the Allens a visit on Saturday, May 27 for the business’s 10th anniversary party. There will be a special zwickel beer tapping, a release of their kolsch in 500-milliliter bottles, commemorative half-liter ceramic mugs and possibly even a cake. Neither Lisa Allen nor her dad are ones to go on bragging about their milestone. But it has sunk in that they’ve done something pretty special in an industry that’s grown increasingly competitive.
“To think that it’s been 10 years is pretty amazing,” said Rick Allen, “because I really had no idea where this was going or how far it would go. But it’s gone further than I ever thought it would.”
“And I will say that even the impact on the Oregon beer culture too — no one else in Oregon made a craft pilsner before we started our Pilsner. And now there’s a bunch,” Lisa Allen said. “It’s really cool to think that we’ve been around for 10 years, so hopefully 10 — maybe 20 more.”
Heater Allen Brewing
907 NE 10th Ave., McMinnville
By Anthony St. Clair
For the Oregon Beer Growler
Effective May 1, Eugene-based Ninkasi Brewing Company has a new leader. In her five years at the company, though, chief executive officer Cheryl Collins has already been an integral force shaping the brewery’s culture. Now she’ll set the company’s overall course.
“Our core purpose has been, and will always be, to perpetuate better living,” says Collins. “My chief role in guiding and molding Ninkasi will be to continue our pursuit of perpetuating better living by building an effective team that aims to create an exceptional customer experience by producing quality craft beers.”
Co-founder Nikos Ridge stepped down as CEO to take the role of president and will continue to serve on the board. “The first 10 years of Ninkasi were about inventing ourselves as a company,” says Ridge in a press release. “The next chapter of Ninkasi is about taking the capabilities and teams we’ve built and aligning them even more to better serve our customers and craft beer fans.”
Since its founding in 2006, the 11-year-old brewery has grown to 103 employees in Eugene and other states. In 2016 Ninkasi produced approximately 100,000 barrels of beer and had sales of $30 million, and the Brewers Association ranked Ninkasi the 33rd largest U.S. craft brewery, up from 36th in 2015.
With more than 10 years of organizational leadership and development experience, Collins began at Ninkasi in 2012. A recipient of the Recruiter of the Year award from the University of Oregon, Collins has also been recognized as Manager of the Year by the Willamette Chapter Credit Union Association, and she holds two national awards from the Credit Union National Association for development and execution of training programs. Industry publications look to her leadership on small business best practices, and in 2016 Collins was the keynote speaker at the Oregon Manufacturers’ Summit.
Her time at Ninkasi, though, awakened Collins to the joy underlying craft beer. “It started with Ninkasi, the first time I heard a brewer describe what they had made,” she explains. “You could feel the passion that went into it; they talked about it similar to an artist talking about a painting. It was contagious. As I expanded my palate and began visiting other breweries, I noticed this trend throughout the industry. There is such great passion we all have in craft beer, how could you not enjoy it?”
In her role as chief people officer, Collins shook up the company — and the industry — with a radical proposal: get rid of performance reviews. The company agreed, leading to an ongoing evolution in how Ninkasi employees and management collaborate on professional improvement. The change was just one of many ways Collins modified company policy and practices to ensure that they built and maintained a cohesive, mutually supportive company culture — instead of being mere tools of employee compliance.
“My background and education is rooted in understanding and building organizational cultures,” says Collins. “Above all else, if leaders do not understand the importance of impact of culture, then everything else becomes more challenging. By being able to lead the organization with respect to culture and how we operate as a business, we will be able to position ourselves in an even more viable position in the future.”
As vice president of organizational development and chief operations officer, Collins spearheaded implementation of both cultural and operational initiatives. She instituted programs for employee recruitment, training and onboarding programs; continuous improvement strategies and best practices across brewery operations; team-building activities to nurture organizational culture; safety protocols and initiatives; leadership development programs; employer branding; and overarching company strategies.
“Cheryl has worked closely with every department across Ninkasi and is a pivotal force in pushing our teams to their full potential,” says Ridge. “Her leadership, coaching and strategic focus make this transition an obvious step forward.”
Now Collins expands her role to direct and lead the company both in its day-to-day operations and to guide long-term strategy. “I look forward to continuing our commitment to our core purpose — perpetuate better living — and working with our teams to develop innovative approaches to how we do business,” says Collins. “The door is open for new and innovative methods for how we operate as a business. We a have a team of creative and dedicated people who have made Ninkasi what it is today, and I’m excited to continue to help us improve and remain leaders in the industry.”
The craft beer industry is experiencing upheavals. Some independent brewers have been acquired, others have closed. And Collins knows she’ll encounter hurdles during her tenure as CEO. “Of the many challenges we face in the industry, the ones prevalent right now are the increasing number of breweries in the market and the impact of localization, both of which present growth challenges for most breweries,” says Collins. “As the industry continues to shift and change we will navigate these challenges through staying true to who we are at Ninkasi and listening to what our customers are saying.”
Whatever challenges come, she knows she can rely on Ninkasi’s collaborative culture. “People — both women and men — are passionate about craft beer, and all of us strive to make the industry better.”
As she takes up her duties as CEO, Collins will continue to lead with a belief that operations and culture are interdependent, and that the success, growth and health of one depends on the other. “It’s inspiring to be a part of a community with the level of commitment and engagement we see here at Ninkasi,” explains Collins. “You feel, believe and know you are part of something bigger than yourself; that level of inspiration is what we strive for every day.”
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