Why ‘Room to Fail’ is a Key Business Decision for Pike’s Future

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.

​Announcing a bunch of new changes​ recently, Pike Brewing announced the addition of new staff members, including Barbara Beaver. She shared her thoughts with Brewer on what’s important to her as she helps lead the veteran Seattle brewery into the future.

Barbara Beaver, Brewery/Quality Manager, Pike Brewing — Seattle

​BREWER: ​Why did you enter the craft beer industry and what makes you love being a part of it and staying in it?
​BEAVER: I was attracted to the growth of the industry when I got started in 2009, and I love the evolution of what makes a great brewery. It’s never boring!

​BREWER: ​What do you feel have been new challenges in your position since starting at Pike that have helped push you and make you better at your job?
​BEAVER: Navigating massive change on a company level while inclusion and trust-based leadership remain the guiding principles. Taking the time to include more voices, examine decision making processes, build in transparency and reliability for our team.

​BREWER: ​What strategic growth opportunity do you feel is still “out there” for your brand and how are you working on capitalizing on it this year?
​BEAVER: I’m excited to relaunch our Third Story program for innovation products. I loved playing with all the ingredients and processes we used at Elysian, and I’d like to see Pike making beer for the adventurous. We will also be rekindling Pike’s relationship with our greater city by connecting with beer drinkers where they’re at.

​BREWER: ​How has the pilot program been integral to pushing Pike forward since you have joined the team? Why was it an important aspect to add to the business?
​BEAVER: The pilot system allows our team to vet ideas and learn new processes in a low-risk arena. We can experiment with radical changes and prove to ourselves that the result is better. With innovation products, we need room to fail. It’s hard to make a business decision until the proof is in your hands, we needed prototypes and feedback to move forward.

​BREWER: If you had one business strategy that you could implement to better the brewing industry, what would it be?
​BEAVER: Breweries should be a great place to work, for everyone. Seeing how many have left the industry altogether the last few years has been both shocking and completely predictable. If I could wave a wand, brewery leaders everywhere would be deeply invested in understanding and optimizing the experience of their team members.

Photo ​courtesy Marcus Donner

Leave a Reply

Your email address will not be published. Required fields are marked *