Running a high-caliber kitchen alongside a functioning brewery taproom requires more than just operational finesse, it demands collaboration, consistency, and strong leadership. For many brewpubs, balancing both halves of the business is a daily challenge that evolves in response to customer demand, staffing levels, and strategic goals.
Whether it’s through regular meetings, shared tastings, or flavor alignment, the teamwork between the brewery team and the culinary department will ensure a cohesive guest experience that blends food and beer effectively.
“Our teams communicate regularly to make sure flavor profiles align, whether we’re developing new dishes or brewing a seasonal special,” said Iron Hill Brewery & Restaurant’s Director of Culinary, Brendan Mullan.
Mullan added that the value of systems and training that allow the brand to scale while still remaining agile is key, especially with 19 brewpub locations.
“We’ve also invested in training and systems that allow our teams to maintain high standards while staying nimble, especially important when we’re rolling out new menus across multiple locations,” he said.
As a single location, Twin Oast Marketing Director Lilly Cruz pointed to the peak summer season for the Ohio company as the true test of the operation.
“One of the biggest operational challenges we face is scale — especially during the peak of summer when our guest volume is at its highest,” she said. “Our kitchen team does an incredible job keeping up, even with limited space.”
Rather than expand the kitchen immediately, the team focuses on strategic menu planning and strong leadership from the kitchen staff.
“A happy, well-led kitchen makes all the difference, and we’re fortunate to have that under the leadership of our Kitchen Manager and Head Chef, Tyson Geffeller,” she said.
That internal alignment is echoed by Mullan.
“It’s a unique balance. Managing two complex operations under one roof across 19 locations is not for the fainthearted,” Mullan said.
With both brewing and culinary teams working in tandem, cross-department collaboration is a central strategy.
Managing quality and consistency across either high-volume locations, like BJ’s Restaurant & Brewhouse or Iron Hill, or a seasonal surge for places like Twin Oast requires strategic systems.
BJ’s addressed this by centralizing beer production.
SVP of Culinary Scott Rodriguez described the need to evolve early on to sustain the business model.
“Running a high-performing brewery alongside a large-scale kitchen presents unique challenges, particularly around consistency and logistics,” Rodriguez said.
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Centralizing beer production to two hubs in Texas and Reno helped BJ’s maintain quality across all its restaurants.
“Deliveries are made every week or two to guarantee our beer arrives in peak condition,” he said.
On the kitchen side, scaling a chef-driven menu concept required rigorous training and constant innovation. Communication is once again a recurring theme.
“We hold collaborative tastings and beer pairing sessions to make sure we stay aligned,” Rodriguez said. “Flexibility and a willingness to evolve have helped us navigate everything from supply chain disruptions to changing consumer preferences.”
Whether in a single-location brewery handling seasonal rushes or a multi-unit brand rolling out national menus, the intersection of brewing and culinary success lies in thoughtful planning, constant communication, and leadership that puts teams in a position to thrive. Whether it’s highlighting the role of key team leaders (like Twin Oast’s chef), implementing ongoing training (Iron Hill and BJ’s), or fostering operational discipline, all three stress that empowered, well-supported teams are at the core of maintaining high standards across both the kitchen and brewery.
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