Why Ownership Mentality is Key for Day as a Brewpub GM

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.

Wes Day​, General Manager ​& Event Coordinator​, Voodoo Brewing Co. State College Pub ​— State College, Pennsylvania

BREWER: How does a typical day in your role look, and how do you balance operational demands with fostering a positive team environment?
DAY: There are no typical days in this business, you just have to embrace the chaotic nature of the beast. By offering consistent programming for guests and scheduling for our staff we’ve been able to facilitate a special vibe at our pub. Our team environment is a by-product of our staff being committed to our goals. In my personal experience, I’ve found that investing in the professional and personal growth of the staff leads to higher productivity and a deeper commitment to the overall success of the pub.

BREWER: Are there any recent accomplishments for the brewery you want to tout and how is it going to improve your business going forward?
DAY: The State College Pub launched our own kitchen in September (of 2023). A growing partnership with our neighbors — a fresh seafood market (Maine Bay & Berry) — has given us the unique opportunity to provide fresh, high quality seafood to pair with our artisan craft beer and rotating cocktail features. Our kitchen has had a focus on sourcing as much fresh and local products as possible. Maintaining high quality, minimizing waste, and managing cost of goods sold has led to exciting (and sustainable) growth.

BREWER: What have you found to be the most effective way to handle customer feedback, both positive and negative?
DAY: Whether it’s positive or negative, guests must feel heard and understood. Creating open avenues of communication is vital to get this feedback. Most feedback these days comes in the form of reviews. By following up on these reviews we can create an open dialogue with guests that wanted to take time out of their day to let us know how their experience was (either good or bad). Maintaining a presence in this capacity, as well as on social media, can be a powerful way to project your image as an organization. Guest feedback can also go directly to staff in quick interactions. Staff can be empowered to represent the pub appropriately and professionally in these instances when the leader communicates processes, offers routine training/retraining, and builds a positive team environment.

BREWER: What first drew you to the industry, and what keeps you passionate about being a part of it today?
DAY: Like so many others, I was first drawn to the industry in a period of transition. After spending time behind the bar I was given the chance to run this location — this is when I felt like I was able to start making a bigger impact. Being able to create a vibe for our regulars and guests as well as provide a desirable job experience for staff is what continues to drive my passion.

BREWER: What are you sippin’ on right now from your brewery that you really enjoy?
DAY: It’s football season… so that means we have Non-Trademark Infringement Alma Mater IPA on tap! This is my favorite beer in our portfolio. This Imperial West Coast style IPA is hopped with 100% Simcoe and comes in at 8.6%. Not only is this beer my favorite to drink, but it is also one of my favorite names we have. There are certainly a lot of stories about how this beer came to have such a ridiculous name (just don’t tell our Penn State fans)!

READ MORE: Why Voodoo Launched 2 Brands into Stovepipe 19.2oz Cans

BREWER: What’s one piece of advice you’d give a new manager stepping into a role similar to yours?
DAY: Ownership mentality is a must, and it starts with you. Being invested leads to success. Your goal should be to create an ownership mentality amongst the whole staff. Everything from job performance, consistency, and attitude is improved when everyone has bought into the success of the entire operation. Incentivize your staff. Create programs and ways for staff to be rewarded for their contributions. And always remember — customers don’t buy products, they buy people. Your staff is the face of the organization and it’s the easiest way to drive success (or failure).

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