The shift from the brew deck into management isn’t usually marked by a single decision. More often, it’s a gradual realization that the skills that built the brewery aren’t always the same ones required to sustain it.
For Kevin Moreland, COO of Fretboard, that transition came into focus through the numbers.
“I stepped away from brew deck operations due to taking a bigger dive into COGs as well as my operational skills to manage more day-to-day focus for the brand and taprooms,” Moreland told BREWER.
That reasoning can reflects a broader inflection point that many breweries face. The assumption that great beer alone drives long-term success begins to erode when cost pressures, staffing complexity and multi-location operations enter the picture. What replaces it is a more disciplined focus on margins, forecasting and resource allocation, which are areas that don’t always come naturally to brewers trained in process and creativity.
Moreland didn’t fully detach from production, but his responsibilities widened in scope rather than shifting entirely. He said the change in title didn’t dramatically alter his core involvement at first, but the details told a different story.
“Not much changed. I still manage quality and recipe development,” he said. “The fine details of brewing operations became challenging and some things fell through the cracks.”
That gap is where many transitions fail. The assumption is often that a strong team can absorb those details seamlessly. In practice, oversight — especially around quality — doesn’t transfer as cleanly as expected. Moreland acknowledged that reality forced a recalibration.
“I did take a step back into the brewery once I noticed these quality issues and we addressed them head on,” he said.
It’s a reminder that stepping into management isn’t a clean break. It’s a balancing act that requires staying close enough to production to protect the product, while far enough removed to make higher-level decisions that impact the entire business.
That dual responsibility becomes more apparent when financial visibility increases. While some brewers treat business metrics as secondary, Moreland argues that’s a flawed approach from the start.
“I have been on that side of the brewery for a long time, so I recommend every head brewer to know the numbers,” he said. “This is a road map for long-term brewery profitability.”
Many small breweries can have issues in financial literacy and think it can be deferred until growth demands it. But by then, decisions have often already been made without a clear understanding of their cost implications. Moreland’s thoughts suggest that waiting to learn those skills creates unnecessary risk. As responsibilities shift upward, the definition of value changes as well. The work that once defined success, such as dialing in recipes; managing fermentation; and executing brew days, becomes only one part of a much larger equation.
“The greatest value, I say, is knowing cash flow and strategic planning for big orders — grains, cans, etc.,” Moreland said.
It can be a common blind spot. Operational excellence inside production doesn’t automatically translate to effective inventory management or capital planning. Yet those decisions often carry more financial weight than any single batch of beer. At the same time, the transition introduces a less tangible challenge: restraint.
“Most difficult is controlling your passion of wanting to brew something special all the time, maybe when it’s not needed or doesn’t fit at that time and moment,” Moreland said.
The tension between creativity and discipline sits at the center of many management struggles. Brewers are conditioned to innovate, experiment and chase the next idea. Leadership roles, however, require filtering those instincts through timing, demand and financial impact. Not every good idea is a good business decision.
Even after stepping into his executive role, Moreland maintains a consistent presence in production, reinforcing where priorities ultimately lie.
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“I am always at the production brewery on a day-to-day standpoint. I make myself always available for questions and sensory,” he said. “No matter which hat I wear every day, the product comes first.”
That approach shows that leadership distance can equal effectiveness. In reality, too much separation can erode both quality and culture. Staying engaged (without micromanaging) becomes a critical skill.
For brewers considering a similar move, Moreland’s advice focuses less on ambition and more on preparation.
“First off, find someone you trust to take a bigger role … a problem solver,” he said. “Also don’t leave completely. You’re asking for a disaster to happen and it will. Understand COGs, cash flow and set goals for success.”
Transitioning into management isn’t just about stepping up; it’s about building the structure that allows you to step back without losing control. That means developing people, understanding the business at a granular level and recognizing that leadership is less about doing and more about directing.
