Stepping into a brewing operations leadership role often comes with the expectation that technical expertise alone will carry someone through the transition. But for head brewers who have already made that leap, the advice is remarkably consistent: success depends less on knowing every answer and more on learning how to lead people.
Whether overseeing production schedules, managing QA systems or balancing other demands of the business, new managers quickly discover that brewing is no longer just about making great beer. Leadership requires listening, trust, planning and the willingness to continue learning alongside the team.
Josh Penney, who recently became head brewer at Threes Brewing, said humility should be one of the first traits a new manager embraces.
“This is my first lateral move in this industry and I realize how fortunate I am to have landed in a Head Brewer role here at Threes,” Penney said in a recent Q&A. “It’s rare to be able to find the job you were looking for in the place you were looking for it.”
Rather than arriving with the mindset of changing everything immediately, Penney recommends taking time to understand both the brewery and the people already making it successful.
“I think the best thing you can do is to be open and willing to listen and observe,” he said. “Figure out what it is that you are looking to pursue, and continue on that pursuit keeping in mind that you have a team for a reason. You should rely on them as much as they rely on you.”
That emphasis on listening was echoed by Andy Joynt, director of brewing for Big Grove Brewery, who believes the habit extends well beyond the brewhouse floor.
“I would encourage new managers to listen,” Joynt said. “Listen to what your customers want. Listen to what your staff needs. Listen to your instincts.”
And listening is more than a communication skill. It becomes a management tool that helps leaders make better production decisions, identify operational issues before they become larger problems and build credibility with both employees and customers. Listening, however, only matters if it leads to trust.
Erin Jordan, head brewer at Resident Culture Brewing, believes developing people should become one of a manager’s highest priorities.
“Your team is your most valuable asset,” Jordan said. “Trust them, nurture them, allow them to make mistakes, fail forward and grow. Lead by example and stay humble.”
Chris Meadows, head of brewery operations at Peaceful Side Brewery, said earning that trust starts with how managers treat their teams every day.
“My biggest piece of advice: don’t boss your people — lead them,” Meadows said. He said authentic leadership requires understanding the work employees are being asked to perform and being willing to jump in alongside them.
“If I’m going to ask someone to take on a task, I make sure I fully understand what I’m asking — and, in most cases, that I can perform the task myself,” Meadows said. “Although my management role keeps me busy most of the time, I’m never above pitching in — whether it’s washing kegs, milling in, or taking gravities.”
That approach, he said, grew from witnessing unhealthy workplace culture early in his brewing career.
“I promised myself I would never demand something I haven’t done before or feel unsafe doing myself,” Meadows said. “Authenticity, to me, is one of the core pillars of trust — and trust is what makes a team thrive. If people don’t feel safe, they automatically check out and trust goes out the window.”
Meadows’ perspective reinforces a larger reality that leadership culture directly affects retention, engagement and consistency. Employees who trust their manager are more likely to communicate problems, ask questions and take ownership of quality rather than simply following instructions. As responsibilities grow, leadership also requires balancing people management with disciplined execution.
Brian Dressler, head brewer at Stable Craft Brewing, said effective managers need systems that support both accountability and quality.
“Success begins with clear goals and the effective use of resources,” Dressler said. “Achieving excellence requires a well-structured plan, meticulous record-keeping, and a commitment to quality.”
He added that collaboration remains essential even when processes are well established.
“Our team’s ability to collaborate harmoniously and communicate effectively is essential to producing outstanding results,” Dressler said. “We embrace the challenges, enjoy the process, and take pride in the journey toward creating exceptional products.”
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While production managers often spend increasing amounts of time with scheduling, inventory, compliance and budgeting, Thorsten Geuer, Brewmaster for Bayern Brewery, cautioned against losing sight of the reason many brewers entered the profession in the first place.
“Always remember why you’re in this,” Geuer said. “For me, it’s about holding a product in your hands at the end of the day — not just closing out a spreadsheet or chasing paperwork. That feeling keeps you grounded.”
New managers are often promoted because they excel technically, but long-term success depends on developing an entirely different skill set. The best brewing leaders continue listening after they earn the title, build trust before demanding results, create systems that support consistency and never lose sight of the product that brought them into the industry in the first place. Developing great managers requires more than teaching brewing science. It requires helping talented brewers become leaders capable of growing both people and the business.
