How Webster Splits His Time with 2 Taprooms Now for Lone Tree

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.

Michael Webster,Director of Tasting Rooms, Lone Tree Brewing — Lone Tree, Colorado

BREWER: How have recent challenges in your position helped make you better? What were those “pain points” and how did you solve or adjust to the issue?
WEBSTER: We expanded to a second location this year, and I’ve welcomed the chaos that has come with it. The recent challenges in my position have helped me focus on time management, communication skills, and engagement with guests and fellow staff members. One of the “Pain Points” that I encountered in my new position was how to keep information flowing from the brew staff all the way to the front of the house to ensure our staff fully understands our products at both of our locations. We therefore created systems in our brewery to fast track new beers being released so all the information pertaining to new products are fully shared to our staff quickly and without confusion. Another “Pain Point” was that with Lone Tree expanding into a second location we needed to have a better way to communicate quickly and efficiently instead of a text message. We now utilize a third-party app to host all company communications between brew staff, beertenders, managers and owners. It drastically speeds up communication on all levels in the brewery. The guest/staff engagement ”Pain Point” has shifted from having a single location to now two locations — twice the work and twice the need for engagement. I had to adjust my schedule to ensure that my focus is split between both of our locations managers, guests, and staff members. I am working on team building events for both locations, collaboration beers for our staff to help brew, and working with my management team to create welcoming, fun, and engaging events that create a welcoming atmosphere at both of our locations.

BREWER: What has been your brewery’s most recent accomplishment and how is it going to improve your business going forward?
WEBSTER: I’ll stay on theme: Our brewery’s most recent accomplishment is opening up our second location in Parker, Colorado along with only being in the building the day prior to opening. This improves our business by allowing us to sell more of our products, and spread our brand further throughout the Denver metro area.

BREWER: How did you start in the industry and why do you still want to be a part of it?
WEBSTER: I started working in the brewing industry when I saw how much my twin brother Matt loved working for North Coast Brewing and Lost Abbey out of California. When I moved to Aurora, Colorado, my brother Matt recommended that I check out a local brewery (Dry Dock Brewing) that was down the street from where I moved. He mentioned how great their beers were, and how he learned to brew via their homebrew supply shop, The Brew Hut. I started going in more and more and became friends with the staff there. One day they were looking for a beertender and I decided to apply … and as they say, the rest is history! I still want to be a part of the brewing industry because we get to drink beer for a living. I love the community that beer space brings, and love how much the brewing industry does for its local communities.

BREWER: What are you sippin’ on right now from your brewery that you really enjoy?
WEBSTER: Right now I’m sippin’ on our Vanilla Caramel Amber Ale. I love this seasonal beer because we use real Madagascar Vanilla Beans, and the caramelization comes from the malt — instead of adding an extract.

BREWER: Be it in styles, ingredients, business strategies or sales & marketing techniques, what are some recent industry trends that you’ve tried or are excited about trying this year?
WEBSTER: Here at Lone Tree, there are a few observations of the current industry trends that we have been experimenting with that will carry into 2025. First, we have observed the IPA style swingback towards more traditional, less hazy beers. Our brewing team is working on developing full flavor West Coast-Style IPAs to go out into the market. Second, we have noticed a shift in customers leaning towards drinking lower ABV and non-alcoholic beers. Our Lone Tree brew staff is working on developing session IPAs along with a non-alcoholic beer to serve in our tasting rooms. On the sales and marketing side, we’re focusing more on storytelling through social media — particularly for our new Parker location. We’ve also been focusing on community events such as craft markets, themed trivia nights, and unique events such as baby goat happy hours to give guests a more memorable experience that will help build loyalty.

BREWER: What are some adaptations to business practices in the industry that you’ve observed over these past few years, and how has your brewery adjusted to stay competitive?
WEBSTER: Over the past few years, the craft brewing industry has faced new hurdles that have pushed us to evolve. Pandemic-related restrictions and shifts in guests behavior have accelerated the need to be flexible and creative. To stay competitive, we’ve expanded some of our focus to include more experimental aspects of our tasting rooms, beyond just the beer we brew. Hosting unique events and fostering a welcoming environment with unique activities helps us stand out. These shifts have allowed us here at Lone Tree to maintain our core customers while attracting new faces, ensuring that we continue to embody our slogan: ‘Take Root and Grow Friends.’