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.
Pierre Colombel, General Manager, Wynkoop Brewing — Denver
BREWER: How does a typical day in your role look, and how do you balance operational demands with fostering a positive team environment?
COLOMBEL: As the general manager at Wynkoop Brewing Company, my job is to keep things running smoothly from open to close. That means balancing operations, supporting the team and ensuring a great experience for guests. Here’s what a typical day looks like:
Morning
- Opening the Brewpub: The day begins with ensuring everything is in working order, from brewing equipment and taps to the kitchen. Inventory checks confirm the bar and kitchen are stocked with necessary supplies. A review of the previous day’s financials, including sales reports and labor costs, helps guide the day’s operations.
- Staff Check-In: The general manager meets with department leads—including the kitchen manager, head brewer and bar manager—to discuss the day’s schedule, special events and any personnel issues. Special promotions, new menu items and brewing schedule updates are reviewed before a pre-shift team meeting to align on expectations and key announcements.
- Customer Experience Focus: A walkthrough of the brewpub ensures a clean, welcoming environment that aligns with the brand. Customer feedback and reviews are evaluated to recognize successes and identify areas for improvement.
Afternoon
- Operational Tasks: The general manager addresses any issues with vendors, suppliers or equipment. If brewing is underway, they oversee production to ensure quality and efficiency. Throughout lunch service, they monitor kitchen and bar operations to maintain a seamless flow.
- Team Development: Ongoing staff training and coaching reinforce skills and support a positive work culture. Motivating the team and resolving internal concerns help maintain morale and engagement.
- Financial and Administrative Tasks: Cash flow, budgeting and cost management—including inventory control—are top priorities. Timecards, payroll processing, and labor costs are reviewed and approved to ensure financial stability.
Evening
- Customer Service and Experience: Overseeing the evening shift involves handling any customer concerns, ensuring excellent service and engaging with patrons to enhance their experience. Staffing levels are monitored to maintain efficiency during peak hours.
- Wrap-Up: At the end of the night, the general manager debriefs with the team, reviews daily sales and financials and ensures cleanup and prep for the next day are completed.
Being a general manager at a brewpub requires balancing technical, creative and leadership responsibilities. Prioritizing a strong team dynamic while managing financial and operational demands ensures both customers and staff have a great experience. Below, I have outlined my overall leadership approach:
- Communication: Open, transparent dialogue with both staff and customers fosters a positive environment. Regular check-ins provide clarity on goals and address any concerns.
- Empowerment: Delegating responsibilities and involving team members in decision-making strengthens engagement and morale.
- Work-Life Balance: Modeling a healthy work-life balance and setting realistic expectations helps prevent burnout and supports team well-being.
- Recognizing Achievements: Acknowledging and celebrating successes, whether hitting sales goals or handling a busy night, contributes to a motivated team.
- Flexibility: While structured operational tasks are essential, adaptability is key. Whether adjusting to staffing challenges or unexpected hurdles, staying calm and solution-focused maintains productivity.
BREWER: Are there any recent accomplishments for the brewery you want to tout and how is it going to improve your business going forward?
COLOMBEL: Wynkoop Brewing Co. recently hosted its 12th Annual Day of Darks Festival, a signature charity beer event that brought together local breweries and more than 200 guests for a celebration of dark beers. With all proceeds benefiting the Movember Foundation, the festival paired great brews with an even greater cause. In addition, our Head Brewer Kat Hess has made a significant impact in the brewing community, collaborating on 13 brews last year with other local breweries—an extraordinary achievement in the industry. These collaborations not only strengthened relationships between breweries but also amplified Wynkoop’s presence in the craft beer world.
BREWER: What have you found to be the most effective way to handle customer feedback, both positive and negative?
COLOMBEL: Engaging with guest feedback is a crucial part of creating a great experience. When someone shares a compliment, I make sure to acknowledge it with genuine appreciation. A simple, heartfelt “Thank you! We’re so glad you had a great experience,” goes a long way in showing that their input matters and encourages them to return. When it comes to negative feedback, I handle it with empathy and professionalism. Even if a complaint isn’t entirely justified, I want every guest to feel heard. Responding with something like, “I’m really sorry you had that experience, and I appreciate you letting us know so we can improve,” helps turn a negative situation into an opportunity to build trust and loyalty.
READ MORE: What These Craft Beer Experts Feel is Important for New Breweries in 2025
BREWER: What first drew you to the industry, and what keeps you passionate about being part of it today?
COLOMBEL: The magic of the service industry lies in its fast-paced energy, creativity and ability to create meaningful human connections. Every interaction, whether through a perfectly crafted drink, an outstanding meal or a warm conversation, has the power to shape someone’s experience. The variety in roles and responsibilities makes it an exciting industry to be part of. From operations and logistics to customer service and hospitality, there’s always an opportunity to learn and grow. The constant evolution, whether through emerging food and beverage trends, technological advancements or new management strategies, keeps things fresh and engaging. At the heart of it all, it’s a people-driven industry, and the ability to make someone’s day, whether a guest or a teammate, is what makes it truly fulfilling.
BREWER: What are you sippin’ on right now from your brewery that you really enjoy?
COLOMBEL: Trickrope Blonde Ale, I’m a sucker for a light crispy boy!
BREWER: What’s one piece of advice you’d give to new managers stepping into a role similar to yours?
COLOMBEL: For new managers stepping into leadership roles, my best piece of advice is to prioritize building relationships with your team. Mastering operations, tracking inventory, managing finances and overseeing service takes time, but success ultimately depends on an engaged and motivated staff. A team that trusts its leader, feels respected and believes in the company’s vision will always perform at its best. Fostering a positive culture where employees feel valued leads to better service, higher morale and a stronger business overall.
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