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.
Shawn Tappa, Distribution Manager & HR Representative, Badger State Brewing — Green Bay, Wisconsin
BREWER: How does a typical day in your role look, and how do you balance operational demands with fostering a positive team environment?
TAPPA: My days and weeks are split between two distinct roles. I attempt to allocate and schedule time for each of these roles but also need to be ready to jump between them as certain situations arise. I am typically the first person in the brewery in the morning and I start my day in my office reviewing the tasks at hand for the day and actioning emails. Once everyone arrives for the day I review the production team’s needs for the day with our head brewer and then start with a focus on packaging, production, and warehouse operations needs. In the afternoon I typically focus on HR related topics and tasks.
BREWER: Are there any recent accomplishments for the brewery you want to tout and how is it going to improve your business going forward?
TAPPA: We recently completed our statewide distribution network and will have the final rollout to the remaining distributor in February. Once this is complete our products will be available throughout Wisconsin and we will be able to get more pints in more hands. We will have our great products available to more people than ever before and can continue to grow from there. This growth will not only be in sales, but in our knowledge and understanding of beer trends throughout our state and many diverse areas of Wisconsin. We will continue to expand our portfolio while pushing ourselves to make better and more exciting beverages for our customers.
BREWER: What have you found to be the most effective way to handle customer feedback, both positive and negative?
TAPPA: One of the most important things I have found to help deal with customer feedback is to make sure you take time to process after receiving it. Responding immediately can lead to emotionally charged responses that can cause unintended results. If time allows it also helps to bring in other perspectives on the feedback from various people and positions on the team. Finally determine what action is needed. Respond to the feedback if possible and warranted and then either take corrective action when negative or celebrate the win with those that are involved when positive.
BREWER: What first drew you to the industry, and what keeps you passionate about being part of it today?
TAPPA: I have been an avid consumer in the industry for many years who was originally captured by the constant expansion of styles and creativity, the combination of art and science in brewing, and the simple variety of new beverage experiences to partake in while supporting small independent businesses. I started working in the industry in spring of 2020 while laid off during the pandemic. Once I started part time while laid off I observed a remarkable sense of community within the breweries throughout our city who banded together to make sure we all were able to navigate the business environment created by the lockdowns and keep our doors open. This sense of community led me to move into a full-time management role and I haven’t looked back since.
BREWER: What are you sippin’ on right now from your brewery that you really enjoy?
TAPPA: Ski-Brw Winter Lager. This dark Lager brewed every winter is absolutely one of my favorite beers we produce. With the seasonal availability I make sure not to take if for granted when it does roll out.
BREWER: What’s one piece of advice you’d give to new managers stepping into a role similar to yours?
TAPPA: First and foremost, embrace having your ideas and beliefs challenged and surround yourself with people that are willing to do just that. There is no better way to test an idea than to have it challenged. If that idea fails, it simply wasn’t a good enough. Second, be ready to make mistakes and be ready to pivot quickly when you do. Mistakes show that you are taking risks and trying new things and there is no better way to learn and grow in your role. Just make sure you aren’t making the same mistakes over again.
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