Since launching in its home state of Colorado in 2023, the Outlaw Light beer brand created by Tivoli Brewing has quintupled sales growth while adding 45 states so far …and plans to be a nationwide with a projected 200,000 barrels created by the end of the year.
Led by CEO Ari Opsahl, the growth has been an intentional plan. That kind of velocity isn’t luck, it’s the result of lots of planning, a detail to the branding, and a commitment to quality that starts at a brewery with a veteran name like Tivoli.
What sets Outlaw apart, Opsahl tells Brewer Mag, is that it’s not just another private-label product backed by celebrity faces or national distributors — it’s a Tivoli Brewing-owned and brewed beer, with deep integration across operations, marketing, and strategy.
“We operate as one,” he says. “This isn’t a contract play. This is our beer.”
That mindset has allowed Outlaw to maintain a high level of quality and consistency, even as it has scaled into multiple states and signed retail deals with the likes of Walmart, Costco, Kroger, and more.
From the beginning, Opsahl said the Outlaw team focused on building a brand that would compete not just on price, but on taste and appeal. They executed over 50 blind taste tests against leading light beer brands and used consumer feedback and not just their own assumptions to help refine both the beer and the packaging.
“One of the biggest mistakes big beer brands make is relying too much on internal opinions,” Opsahl said. “We focused on what the consumer wanted and allowed them to help shape the product and branding before it ever hit shelves.”
Opsahl shared many insights into what has shaped Outlaw’s growth trajectory and offers a glimpse into how Tivoli’s philosophy is powering a new kind of national beer brand in this Q&A.
BREWER: What brand positioning decisions did you make early on that enabled Outlaw to break through a saturated light beer market dominated by legacy brands? What criteria did you use to choose partners … and how do you structure these relationships to create real value beyond capital?
OPSAHL: From the start, we knew we couldn’t compete with legacy brands on marketing spend. We weren’t going to run Super Bowl ads, and even if we could, it wouldn’t move the needle the way it does for the big players. Instead, we focused on building a premium product and brand at a disruptive price point. Over the last five to ten years, beer has seen aggressive price increases, especially from macro brewers. That strategy has done long-term damage to the domestic light category. We took a different approach. We believe that when beer wins, we win. So we set out to create a premium liquid with high-quality branding but offered it at a disruptive price.. That’s not easy to do from a gross margin perspective, which is why having investor partners who believe in the vision has been critical. They’ve helped fund the long game and supported us beyond just revenue numbers. We look for partners who are aligned with our mission and believe in what we’re building. It’s not just about capital. We want strategic thinkers who can add value, who understand that building a disruptive brand takes time, and who are willing to lean in during the tough moments. The best partnerships are built on shared purpose, and we’ve worked hard to structure ours to reflect that.
BREWER: What was your retail entry strategy, and what sales and marketing metrics helped you win shelf space at scale like Walmart, Costco and Kroger?
OPSAHL: We launched in Colorado, which is a unique market thanks to its regulatory environment and the presence of mixed chain and indy retail. We knew from the beginning that we needed to prove ourselves in the independent channel first. Once we had evidence that consumers were choosing and re-buying Outlaw, we brought that data to national retailers. We made a very intentional ask. We didn’t want to be buried in the back of the store. We asked for front-of-store placement and support, and we backed it up with resources. Our retail reps were in stores, handing out tasters who were 21+ and educating consumers. That level of commitment helped retailers like Walmart see that we were serious about building something meaningful. They aligned with our mission to bring consumers a premium beer at an affordable price.
BREWER: Cultural marketing seems to be a major pillar for Outlaw. What KPIs and consumer behavior signals help decide things like music festivals, national tours and motorsports were worth the investment — and how do you measure ROI on these activations?
OPSAHL: Marketing in alcohol is one of the most complex and regulated spaces out there. You can’t just buy your way in the way other consumer brands can. Sponsorships are limited and heavily regulated, and most digital campaigns can’t be directly tied to consumer purchase behavior. We use a combination of instinct, consumer engagement and retailer feedback to guide our decisions. If we activate at a motorsports event or music tour, we’re looking for signals from the ground. Are consumers engaging with us? Are they showing up in-store after an activation? Are they talking about us on social media? It’s not always a clean line between activation and sales, but you learn to trust your gut and triangulate the data you do have. We also pay close attention to what resonates with our audience. If we’re being authentic and staying true to the brand, the results tend to follow.
BREWER: With music artists like HARDY and Koe Wetzel as equity partners, what internal processes are in place to ensure brand alignment between the product, the artists, and the consumer experience?
OPSAHL: It all starts with authenticity. HARDY and Koe aren’t just promotional partners. They are true outlaws in their own right. HARDY’s music spans from chart-topping country to hard rock, and Koe has carved out his own lane in a completely unique way. That energy mirrors what we’re doing with Outlaw Light. When we started working with them, we made it clear that if they didn’t genuinely believe in the brand, we weren’t the right fit. This wasn’t about a paycheck. It was about shared vision. They believed in it so strongly that they invested in the company. That speaks volumes, and it helps create the kind of brand-artist-consumer alignment that can’t be manufactured.
BREWER: For a brand to scale this quickly, internal alignment is critical. How have you structured your leadership and marketing teams to stay agile and innovative during such an explosive growth phase?
OPSAHL: We’ve built a culture of ownership and urgency. There’s no red tape. If someone sees a problem, they’re empowered to fix it, no matter their department or title. That mindset is especially important in a high-growth environment. We’re very transparent when we hire. This is a high-risk, high-reward environment. It’s not for everyone. If you’re not contributing within 60 days, it’s probably not the right fit. Our leadership culture also prioritizes open debate. If someone disagrees with a decision, they’re expected to speak up.. That creates intense but productive meetings. However, once a decision is made, everyone gets behind it. That kind of alignment is what keeps us moving fast without losing focus.
READ MORE: How Contracting and Private Labels Can Promote Growth
BREWER: With acquisition-level growth metrics already in play, how do you weigh the options between continuing independent growth versus aligning with a larger strategic buyer? What factors will drive that decision?
OPSAHL: Right now, we’re laser-focused on growth. We have a strong, committed group of investors who believe in what we’re building and are helping us get there. Could there be a future where we align with a strategic partner or consider an acquisition? Possibly. But for now, the goal is simple. We want to bring great light beer to the American consumer. That mission keeps us grounded. There are still real barriers to entry in this industry. For example, we’ve had a product approved in South Carolina but can’t get it on shelves yet. It’s just one of many reminders that the system can be slow to change. But that’s also what motivates us. This has always been a David versus Goliath story since the start. Hundreds of brands have tried to crack this category and failed. What’s gotten us this far, and what we’ll keep relying on, is persistence.
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