This is a part of a continuing series of Q&As with members of the brewing community from across the US. Brewer Magazine will share business and personal insights from Brewmasters, Head Brewers, Brewing Managers, Sales Directors, QCQA Managers and others each weekend to help you get to know each other better in the industry and learn more to better develop your own brand.
Spencer Ebel, District Manager, Chuckanut Brewery — Burlington, Washington
BREWER: How does a typical day in your role look, and how do you balance operational demands with fostering a positive team environment?
EBEL: A typical day in my role mainly consists of making myself available to staff, distribution partners, retail customers, and wholesale accounts. I do have my task list of paperwork, merchandise management and bar management, but the real work is a moving target. I rarely know exactly what my day will look like until I am in it, because my role is basically a catch-all.
BREWER: Are there any recent accomplishments for the brewery you want to tout and how is it going to improve your business going forward?
EBEL: The biggest thing happening at Chuckanut right now is the addition of our new canning line! After 16 years of being asked “when are cans going to be in stores?” we can finally offer them to distribution. As many brewers know, a very large chunk of sales volume can be moved through distribution of packaged product. We have built Chuckanut solely on draft thus far, so we are very excited at the potential that our cans give us in the future.
BREWER: What have you found to be the most effective way to handle customer feedback, both positive and negative?
EBEL: I try to take feedback very patiently and constructively. Sifting through feedback is a huge part of my job. There’s a lot to take action on, and there’s some feedback that you need to just let wash off you. Whether it’s good or bad, not taking feedback personally is paramount. Stay humble with the good, and see bad as an opportunity to further perfect your craft.
BREWER: What first drew you to the industry, and what keeps you passionate about being part of it today?
EBEL: My passion for beer really ignited with the vibrant brewing community. It started in 2009, washing dishes at Snoqualmie Falls Brewery. I’d worked in kitchens before, but the energy around the beer at Snoqualmie was different. There was a palpable excitement., and moving to the bar service side allowed me to connect with customers and share that enthusiasm. Then, in 2012, still fresh at Chuckanut, I poured at the Winter Beer Fest at Hale’s Ales in Seattle. Being surrounded by our passionate brewing community was electric! Even now, I love connecting with our fans at festivals. Ultimately, it’s the beer lovers themselves who fuel my passion for beer.
BREWER: What are you sippin’ on right now from your brewery that you really enjoy?
EBEL: I usually jump around the tap list, from a quality control standpoint of tasting all our beers and I have a palate for variety. But if you had to corner me and get me to pick just one, I am a frequent Dunkel Lager enjoy-er.
READ MORE: Addition Through Subtraction: How Chuckanut Is Beefing up Production Space
BREWER: What’s one piece of advice you’d give to new managers stepping into a role similar to yours?
EBEL: Anyone stepping into a management role needs to have a lot of patience. Having patience with your customers is very important in building good rapport. Patience with your employees is crucial in harboring a positive and efficient workplace. And patience with yourself to adapt to the job through the years. We’re not perfect, after all.
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