Being a cornerstone of its community while creating the chance to be a destination that embodies the laid-back lifestyle of Michigan’s Upper Peninsula wasn’t the original plan for Blackrocks Brewery. Andy Langlois and David Manson, the brewery founders, just wanted to make great beer for their friends. Yet since opening in late 2010, the brewery has tried to combine quality beer with a focus on creating unforgettable experiences, which has helped draw visitors from across Michigan … and beyond.
“We’ve always believed it’s about more than just the beer,” said Marketing Manager Steve Farr. “It’s about how you feel when you’re here — whether you’re sitting on the patio in the evening sun, listening to music, or enjoying the camaraderie of a welcoming space.
“The beer is like the salt on a great dish — it elevates the experience.”
Farr said Blackrocks has evolved into a lifestyle brand, tapping into the unique vibe of the Upper Peninsula while maintaining a commitment to brewing the best beer possible.
From the music curated by Langlois — a musician himself — to the brewery’s multiple spaces (with multiple taprooms and patios located on the corner of a busy downtown street that say two different houses converted into what the brewery has now) to finding a staff that is welcoming … every detail is designed to create a sense of belonging.
“People come for the experience,” Langlois said. “But the beer has to stand on its own. It’s what brings them back or puts us on the map for someone who’s never been here.”
That commitment to quality starts with the team of brewers, described by Farr as “super beer geeks.” They continuously refine recipes to ensure that every pint lives up to Blackrock’s reputation.
“The beer needs to be consistent and excellent,” Farr said. “Without that, the brand would eventually fizzle out. The experience may draw people in, but the beer is what keeps them loyal.”
Despite its hyperlocal ethos, Blackrocks has steadily built a following far beyond Marquette. Much of this growth has been organic, driven by word-of-mouth recommendations.
“If someone in Grand Rapids or Detroit hears about us, it’s often through a friend who’s visited,” Langlois said. “They’ll give the beer a try and, next thing you know, they’re planning a trip up here for the full experience.”
Blackrocks embraces its regional identity, naming the brewery after a popular swimming area located in Marquette on the shores of Lake Superior.
While the brewery leans into its lifestyle brand appeal, Manson emphasized that the team never loses sight of what matters most.
“Our brewers are always looking for ways to raise the bar,” he said. “It’s not about resting on what we’ve already done. It’s about consistently improving and matching the experience with a product that exceeds expectations.”
The word “organic” came up a lot in the conversation and the brewery’s grassroots business ethos looks to blend intentional growth with a commitment to high-quality beer and a sense of community.
“The brewery was created to serve just the community of Marquette,” Farr said. “Everybody here knows what the Blackrocks are — the iconic jumping-off point into Lake Superior. That familiarity, paired with the experience we offer, has organically grown into a lifestyle brand.”
That organic growth is central to Blackrocks’ identity. From its earliest days on a one-barrel system in the house, the brewery has expanded thoughtfully. Now the brewery produces on a 20-barrel system located nearby while the Third Street house has become a central hub for music and beer. The trio credits slow, deliberate steps allowing them to maintain the culture and quality that define their brand.
“It’s been rewarding to grow a step at a time,” Langlois said. “From adding a patio to connecting another house, every improvement has felt intentional and has enhanced the experience for our customers. It’s exciting for us and them.”
Making everyone feel welcomed matters, they said. Whether it’s swapping out a pint for someone who didn’t enjoy their first choice or ensuring that the staff exudes kindness, the brewery prioritizes relationships over transactions.
“Making the experience more important than the sale has always been our approach,” Farr said. “If someone doesn’t like their beer, we’ll happily replace it. That one pint could make them a lifelong fan.”
While experience is key, Manson is quick to emphasize that Blackrocks wouldn’t thrive without excellent beer to back it up. The brewery’s flagship IPA, 51K, is the result of tireless experimentation and refinement.
“We brewed the beers we wanted to drink,” Manson said. “We’re not trend-chasers. Hazies are popular, but they’ve never felt right for us. We’ve stuck to what we love and what we do best.”
This philosophy of quality over fads has not only solidified Blackrocks’ reputation locally but also helped them gain recognition across the state and into northern Wisconsin.
Despite a clamoring for a growing footprint, the brewery remains grounded in the values that shaped its early days.
“The culture here is the brand,” Farr said. “We’ve built something that feels authentic because it is. It’s a reflection of what we love about the UP: great beer, great people, and a great vibe.”
Change is inevitable, Manson said, but for Blackrocks, it’s about evolving in a way that enhances the environment they’ve created.
“We’re building something sustainable, something people want to be part of,” he said. “That’s what keeps us moving forward.”
When Manson and Langlois decided to turn their homebrewing passion into a full-fledged business, they had no grand illusions of expertise. The duo leaned heavily on resourcefulness, trial and error, and the kindness of industry veterans to learn the business ropes.
“It was a lot of guesswork,” Manson said. “We called different breweries around the state, trying to get an idea of what we thought we could do.
“Then we worked backward to figure out what we needed just to survive and keep the doors open.”
Their approach was inherently grassroots — both out of necessity and philosophy. The house was owned by a friend who allowed them to knock down walls and set up shop.
“We started brewing on that one-barrel system and quickly found out it wasn’t going to be enough,” Langlois said. “We’d sell out in one night and tell people, ‘Sorry, you drank us out of beer.’ Luckily, they found it amusing rather than disappointing.”
With no prior brewery business knowledge, Manson and Langlois relied on help from peers like Joe Short of Short’s Brewing. They learned the essentials of pricing, inventory, and scaling through conversations and first-hand experience.
“It was like running a glorified lemonade stand,” Manson said. “You figure out the cost of input, what you need to charge to keep the lights on, and then just build from there.”
The brewery grew by adding capacity as needed and maintaining a focus on quality and connection.
Farr credits the brewery’s gradual growth to its strong internal culture.
“There’s something special about taking things step-by-step,” Langlois said. “Every addition — whether it’s a patio, a bigger brewing system, or more staff — has been rewarding because it’s felt earned. And that’s a big part of who we are.”
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The brewery was born out of necessity when the pharmaceutical industry faced upheaval in 2009. Rather than ride the waves of uncertainty, the two friends and former pharmaceutical reps decided to turn their homebrewing hobby into a full-time pursuit.
“We didn’t set out to create a brewery immediately,” Manson said. “Homebrewing started as a hobby to scratch a creative itch. But when we were staring down potential layoffs, we thought, ‘Why not us? Let’s give this a real shot.’”
From homebrewing to the one-barrel system, the brewery’s first year saw them produce around 280 barrels.
“We brewed a lot of beer,” Manson said. “It was just constant. It was how we learned — through sheer repetition and experimentation. “We thought, ‘Oh, a few more fermenters will solve everything,’ but we were constantly chasing our tails. There was no shortcut. It was all about putting in the work.”
Starting on a shoestring budget, the team deliberately chose to scale production incrementally, balancing supply with demand. Rather than overinvesting in equipment upfront, they added tanks and infrastructure as needed.
“We never wanted to over-leverage ourselves,” Langlois said. “Some people might say we missed out by not taking bigger loans or growing faster, but I’m glad we stuck to this path. It allowed us to prove ourselves along the way and avoid unnecessary risks.”
This measured growth also meant choosing cans over kegs for distribution early on. The portability of cans resonated with their audience, especially in a transient college town like Marquette with Northern Michigan University just a few blocks away. Over time, as demand grew in regions like Traverse City and Grand Rapids, they extended their reach, but only when they were confident they could meet the demand without overextending their resources.
Navigating the labyrinth of city, state, and federal regulations was another hurdle.
“Each entity has its own requirements, and you’re trying to figure it all out while also brewing beer,” Manson said. “The first few years were a lot of begging for forgiveness because we didn’t know what we didn’t know.”
But those challenges laid the foundation for the brewery’s ethos of persistence and adaptability. “Every mistake taught us something,” Langlois said. “And now, years later, we’re the ones helping guide the city on certain processes. It’s come full circle.”
The brewery’s early success was also fueled by a strong sense of community. Friends, family, and a growing team rallied together to meet the demand. Two part-time hires from a local homebrew supply store — Andrew Reeves and Chris Hutte — are now key leaders in brewing operations.
“It was a team effort from Day 1,” Manson said. “Everyone pitched in wherever they could, whether it was brewing, pouring, or paperwork.”
For others charting similar paths, perseverance and community matter most, Manson said.
“There’s no magic formula,” he said. “It’s just about showing up every day, learning from your mistakes, and staying true to your vision. We didn’t start by chasing 10,000 barrels or building a 20-barrel system overnight.
“It was always about finding a pace that felt comfortable, letting demand drive the growth, and staying within our means. If we could keep making great beer and people kept coming back, we’d grow naturally.”
This approach has kept Blackrocks grounded even as it expanded distribution across Michigan and ventured cautiously into Wisconsin. The decision to dip into Wisconsin came only after securing its home state, ensuring that Michigan accounts for the bulk of its sales and its focus.
“There’s still a lot of runway here in Michigan,” Manson said. “There are draft handles and shelf spaces we haven’t touched. Wisconsin is present but not pushed. We’re happy to meet demand from those who want us there, but we’re not aiming to saturate every bar and supper club. Michigan comes first.”
Blackrocks recognizes that the craft beer landscape has evolved significantly since its early days. For a younger generation entering the beer market, craft beer is no longer the novel, exciting option it once was. As they look ahead, Blackrocks is content with their current scale while leaving the door open for thoughtful evolution.
“We’ve been saying for 13 years that we’re happy where we are,” Langlois joked. “But honestly, it’s true. We’ve found a size that works for us, our team, and our community. If growth comes, it’ll come because it makes sense — not because we’re chasing it.”
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