Robert MacEachern Of Denver Beer Co and Formation Brewing: 5 Things You Need To Create a Successful Food or Beverage Brand
An Interview With Martita Mestey
An obsession with customer service and engagement should be a top priority for every CEO. As leaders, we must constantly evaluate how we connect with our consumers and determine if that connection sets our organization apart. Every aspect of the business should converge towards delivering a seamless, frictionless experience for the customer, especially in brick-and-mortar locations.
As a part of our series called “5 Things You Need To Create a Successful Food or Beverage Brand”, I had the pleasure of interviewing Robert MacEachern.
Robert MacEachern serves as the CEO of Denver Beer Co, where he leads the company with a blend of hands-on experience and a passion for the hospitality industry. His journey in the field began humbly, working in a local establishment and learning the ins and outs of what it takes to manage a successful business. These early experiences sparked a lifelong love for the industry and continue to shape his leadership today.
A graduate of UMass Boston, Robert believes that education extends far beyond formal classrooms. In fact, he finds that every day in the hospitality world offers new lessons and challenges.
On a personal level, Robert is the proud father of two daughters. Mykala, a recently married schoolteacher in Aurora, Colorado and Ryan, who is in her third year of law school at the University of South Carolina. Robert’s time outside of work is often spent in Colorado’s natural beauty or on the golf course.
Robert draws immense inspiration from the women in his life — his mother and sister. Both of them have thrived in male-dominated fields, demonstrating resilience, intelligence, and determination. Their unwavering commitment to their beliefs continues to inspire his professional journey.
Currently, Robert is heading the effort to open a brand-new brewery in Phoenix, Arizona called Formation Brewing.
Thank you so much for doing this with us! Before we dive in, our readers would love to learn a bit more about you. Can you tell us a bit about your “childhood backstory”?
It’s pretty clear to anyone who talks to me that I’m from the Boston area. I grew up in a large family, which was the centerpiece of our lives. With an Italian father, food became a big part of our daily experience — cooking was one of the main ways he showed affection to his eight children. My mother, on the other hand, is one of the strongest and most independent women I’ve ever known. She inspired all of us to work hard and always get things done.
Can you share with us the story of the “ah ha” moment that led to the creation of the food or beverage brand you are leading?
It wasn’t my “ah ha” moment that created Denver Beer Co., that honor belongs to Patrick Crawford and Charlie Berger. Seeing their dedication to community and passion for high-quality beer makes me proud to step into their shoes and continue building on the foundation they created as we expand to Arizona with Formation Brewing.
Can you share a story about the funniest mistake you made when you were first starting? Can you tell us what lesson you learned from that?
I was in Michigan during a major blackout across the region. As we started reopening locations, we hadn’t yet received full clearance from the city, but I went ahead and opened anyway. Of course, the press shows up, asking how things were going, and I gave them a tour of the location. Keep in mind, I had been working for 15 hours and was completely exhausted. At the end of the tour, the reporter asked if I should have waited for clearance to open, and I responded with, “We could have.” This led to a back-and-forth where I kept saying, “Could have,” and they kept saying, “Should have.”
So, what did they lead with on the 10 o’clock news? A completely disheveled me, going back and forth with a reporter over the difference between “could have” and “should have.” I still haven’t lived that down! It was a valuable lesson — pause, don’t act impulsively, and remember that sometimes, it’s better to live to fight another day!
What are the most common mistakes you have seen people make when they start a food or beverage line? What can be done to avoid those errors?
One common mistake when starting a food or beverage line is underestimating the challenges of scaling production. Many focus on perfecting a small-batch product but struggle with quality and supply chain issues at larger scales. I think it’s critical to have a plan for scalability early and to work with experienced co-packers or consultants.
Another mistake is skipping thorough market research. It’s crucial to ensure your product resonates with your target audience. Test your product and get feedback.
Pricing is also a challenge. Develop a pricing strategy that reflects production costs and perceived value.
Lastly, don’t overlook distribution and logistics. A great product needs an efficient supply chain and distribution network to reach customers effectively.
Let’s imagine that someone reading this interview has an idea for a product that they would like to produce. What are the first few steps that you would recommend that they take?
If you’re confident there’s a demand for your product and it resonates with people, I would focus on process. Start with an integration process, beginning with the discovery phase. This phase allows you to develop and refine your product. Next is the proof of economics phase, which determines if the product can be made affordably. If it passes, move to the proof of supply chain phase to validate whether you can source the necessary ingredients and establish a distribution network. From there, create your rollout strategy. If any phase fails, return to discovery. Throughout the process, incorporate beta testing and seek input from industry experts. Turning a great idea into action is a heavy lift, but a structured process gives you the highest chance of success.
Many people have good ideas all the time. But some people seem to struggle in taking a good idea and translating it into an actual business. How would you encourage someone to overcome this hurdle?
I’d encourage them to focus on breaking the process down into manageable steps. I think people feel overwhelmed by the gap between their idea and the actions needed to bring it to life. The first step is to validate the idea — does it solve a real problem and is there a demand for it.
Next, I’d advise them to create a simple plan. This doesn’t need to be a full business plan at first, but outlining key aspects like target market, product development, and a basic financial model can provide clarity and direction.
It’s also important to remind them that perfection isn’t necessary to get started. Many entrepreneurs get stuck waiting for the “perfect” version of their product or service. Ron Shaich once told me “If you are getting things done right the first time you aren’t doing difficult shit”. Make mistakes learn from them and move on.
Finally, I would surround myself with great people, whether they are mentors or advisors. Accountability can help keep the process moving forward and learning from others who’ve been through similar experiences can prevent common pitfalls.
There are many invention development consultants. Would you recommend that a person with a new idea hire such a consultant, or should they try to strike out on their own?
I believe it’s possible to do both effectively. Consultants can be a great solution, but it’s critical to find the right one. They should align with your vision and bring expertise in areas where you may not have the capacity or experience. A well-matched consultant can fill those gaps and provide valuable insights. At the same time, I think it’s important to stay connected to the day-to-day aspects of the business. Getting a hands-on understanding of the groundwork helps you make informed decisions and ensures that the consultant’s recommendations are practical and aligned with your goals.
What are your thoughts about bootstrapping vs looking for venture capital? What is the best way to decide if you should do either one?
This is a broad question with many variables but let me use the craft beer industry as an example. Bootstrapping a project in an emerging market often makes sense because it allows you to maintain control over decision-making while benefiting from undiluted equity. However, as markets mature, competition increases and maintaining or capturing market share becomes more difficult. At this point, growth becomes a critical part of your strategy, and that’s when venture capital becomes a more reasonable option.
What are your “5 Things You Need To Create a Successful Food or Beverage Brand” and why?
- I think you need to be honest with yourself, team and family. I constantly take a personal inventory to see if I am living that important value. When trust is at the core, you remove barriers to communication, streamline problem-solving, and cultivate a culture where everyone feels empowered to contribute. I strongly believe that building an unshakable foundation of trust enables open and honest dialogue. In turn, this fosters a high-performing team that is agile and focused on accomplishing goals efficiently. This core value isn’t something just for executives I ask all the people in our organization to be honest and tell the truth no matter how uncomfortable
“I once had an Area Director who made up a story to tell her General Manager about why someone didn’t want to work with her, hoping to spare her feelings. A week later, the General Manager found out she had been lied to, and despite the good intentions, that one untruth became a credibility issue for the Area Director. When she called me to walk through the situation, I reinforced to her that even if the truth isn’t what people want to hear, you owe it to them to be honest.”
The same goes for family — when trust is solid, it becomes easier to balance the demands of work and home, leading to stronger connections and more meaningful support.
2. I believe that building a strong team and cultivating the right culture are critical to success. As a CEO, there is no decision more important than choosing the people you surround yourself with. We’ve discussed the importance of trust, and it’s essential when bringing in other leaders. You need individuals who not only execute but also serve as thought partners, sharing your vision and becoming true ambassadors of your brand. These partners must have the freedom to push back, share their ideas, and have a voice.
Too often, leaders become emotionally attached to their own opinions rather than listening to their team’s perspectives. There’s a big difference between being a subject matter expert and being an authority. Leaders need to give their team the space to navigate their own processes, experience success, stumble, and learn from mistakes.
I also believe there’s a misconception that culture is simply who we are — it’s about who we aspire to be. Culture is driven from the top down, and if you stay committed to a vision that represents both the present and the future, you create organizational sustainability. Culture shouldn’t just be an internal concept; it should guide how we conduct business, the relationships we build, the partners and vendors we choose, and, most importantly, the people we bring onto our team.
“I once hired an executive to be my backfill. His resume was impressive, and he had a track record of success. However, when he came on board and began training, he started treating people rudely and acted as if he was above them. My first conversation with him went well, but when the behavior continued, I had to let him go. Even though I knew it would significantly delay my own promotion, it was the right decision. No matter how great his resume was, he wasn’t a fit for our culture. Keeping him would have been more detrimental to the team than the alternative. That experience reinforced just how important culture is.”
3. Leadership Ethos: Be Present, Be Yourself, Be Fearless
For me, being present is one of the most critical components of leadership. As a CEO, balancing your time and the needs of your organization is essential, and I find that the most effective way to do this is by being visibly engaged. It’s not just about holding meetings — it’s about committing time to engage in the ways that your team engages. In our business, which heavily relies on events, being present means actively participating and understanding the cross-functional efforts that drive results. When people see you out front, actively involved, it not only demonstrates leadership but also reinforces the importance of their contributions to the organization’s success.
Over the years, most of us have had numerous mentors and leadership experiences that have shaped our unique approach to leadership. These experiences contribute to a personal leadership style that’s distinctly your own. It’s crucial to stay true to yourself in this journey. I once received some invaluable advice: if you’re not authentic, people will perceive you as untrustworthy, and you’ll struggle to build the brand and culture you aspire to create. Authenticity isn’t just a trait; it’s the foundation of trust and the cornerstone of effective leadership.
Fearlessness doesn’t come naturally to many of us, especially when faced with tough decisions that can significantly impact people’s lives, shareholder value, and the future of the organization. However, I believe that true confidence in decision-making is rooted in thoughtful problem-solving and relentless collaboration. By approaching challenges with a fearless mindset, backed by careful consideration and teamwork, we can navigate even the most difficult situations effectively.
“During my time at Panera, I had the privilege of working with the SVP at the time, Irene Cook. She was, without a doubt, one of the most driven individuals I have ever met. When she informed me that I was receiving an award, she said something that has stuck with me ever since: ‘You are one of the most authentic people I’ve ever met. You are successful because you always show up, and you are a relentless advocate for your people.’ It still resonates with me to this day.”
4. An obsession with customer service and engagement should be a top priority for every CEO. As leaders, we must constantly evaluate how we connect with our consumers and determine if that connection sets our organization apart. Every aspect of the business should converge towards delivering a seamless, frictionless experience for the customer, especially in brick-and-mortar locations.
In today’s crowded marketplace, there are too many alternatives available for service that is anything less than best-in-class. But it’s not just about the human interaction — every part of the organization must be dedicated to creating something extraordinary. Marketing should engage effectively with new, frequent, and lapsed customers. IT must provide cutting-edge technology for a seamless customer interface.
Ultimately, being obsessed with the final product that reaches the end user isn’t just about taking action — it’s about cultivating a mindset that permeates every level of the organization. This unwavering focus on excellence in customer service and engagement is what drives true differentiation and lasting success.
“I once received a guest complaint from one of my locations. The guest wouldn’t speak with the General Manager or the Area Director — he insisted on talking to me. So, I drove over to meet him in person and spent an hour listening to his concerns. His complaint was that he was taxed for a product he didn’t feel should have been taxed — the total tax was 6 cents. While it would have been easy to offer him a gift card and move on, my bigger concern was why the employee ringing up his order didn’t feel empowered to simply resolve the issue by refunding him.
5. Innovation is a crucial part of a CEO’s role, especially in industries like beer and hospitality where staying ahead of trends is vital. While innovation is often associated with new products, it’s just as important in refining processes. What I often see is that creative ideas fill the top of the innovation funnel, but without a solid process, even great ideas can get lost in execution. Innovation should not only create a competitive advantage but also ensure a company remains relevant, even if that means challenging the status quo. Pushing against the norm is essential for the longevity of a brand. Keeping a brand relevant requires constant change, and that’s hard work — it needs to be driven at the executive level to ensure it remains a priority amidst all the other demands. In the beer world, we’re currently facing significant challenges, and innovation will be key to navigating these headwinds and emerging not just as a stronger company, but as a stronger industry.
“I had the incredible opportunity to work with Ron Shaich at Panera. His innovation instincts were by far the greatest I have ever seen. I remember discussing the rollout of our loyalty program with him, and he walked me through a five-year vision that ultimately culminated in kiosk ordering, online ordering, and e-commerce. Five years earlier, he foresaw the need for greater customer access and began implementing a plan that transformed not only Panera but also the entire industry, including myself. It was truly amazing to be a part of that journey.”
Can you share your ideas about how to create a product that people really love and are ‘crazy about’?
First, truly understand what your customer wants. Put yourself in their shoes to build an emotional connection to your product. Quality is critical — go through rigorous testing and proof of concept to ensure the best possible outcome. Never stop iterating; continuous improvement is key. Build a strong brand with the ability to tell a compelling story and share your journey. And most importantly, always deliver on your promise.
How have you used your success to make the world a better place?
I’m very passionate about giving back to the causes I resonate with the most. I believe that contributing can take many forms — whether through time, financial support, or even just being present. The key is showing up in a meaningful way, whether it’s volunteering, mentoring, or providing resources. It’s not always about how much you give but about being actively involved and present. That presence, whether physical or through your efforts, can go a long way in making a real impact. I think it’s important to support the things you care about and be part of something bigger than yourself.
You are an inspiration to a great many people. If you could inspire a movement that would bring the most amount of good to the most amount of people, what would that be? You never know what your idea can trigger.
I want to be an inspiration not just to younger people, but to everyone, by encouraging kindness and incorporating humanity into how we think and make decisions. You never truly know where someone is coming from or what they’re experiencing in their life. Being kind doesn’t mean you can’t make difficult decisions or have a strong value system. In fact, I believe you can uphold your principles while still treating others with respect and empathy.
In a lot of ways, I’ve seen a loss of humanity in how people interact, especially in business. There’s a growing tendency to prioritize results over relationships, and I think it’s critical to shift back toward understanding the human side of things. In business, as in life, we need to approach each situation with compassion and thoughtfulness. Viewing decisions through a lens of humanity is not only the right thing to do — it also leads to better, more meaningful outcomes. And, at the end of the day, it costs nothing to be kind to one another.
Thank you for these fantastic insights. We greatly appreciate the time you spent on this.
