20 lessons for the success of a craft brewery according to Rob Tod

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Two decades ago, Rob Tod, founder of Allagash Brewing Co., began brewing a fruity, turbid wheat beer that did not gain much public acceptance.

But through years of persistence and skill, the brewery and the beer are today among the most popular in the United States, surrounded by a production of more than 30 unique Belgian-style beers.

We invited Rob to share 20 lessons for brewery success learned over 25 years of activity. And this was his response.

1. Keep it simple

Our Tripel Ale uses only one variety of malt and one variety of hops. Beers often have fairly complex recipes when it comes to malt and hops, but this simple backdrop gives our Belgian House yeast strain the opportunity to shine.

It drinks as one of our most complex beers, despite the simplicity of its building blocks. For me, the Tripel is an ever-present reminder of the merits of keeping things simple.

2. Pick up your trash

If we all do it, it makes a big difference. We have 93 employees who always pick up trash when they see it, literally and figuratively.

If something is not right, they take the initiative to do something about it. It is equally important to do so when no one is watching, when no credit will be given for it.

3. Walk your job

I do it all the time because I cannot stay seated for more than 30 minutes in an office.

I get a tremendous amount of value from being in touch with what is happening in the brewery and with the people who are making it happen.

4. Small things matter

Our purchasing manager thoroughly examines every item before placing it in the store. Nothing is taken lightly. Where is it made? How sustainable is it? How does it add value to the customer experience?

We don’t get it right every time, but we make sure we try. A lot of small things add up to big things.

In the case of our retail store, people have a much richer experience because we sweat the details.

5. Don’t be afraid to delegate

Every time I find the right person for a position at the brewery, I get out of the way and let them do their job; they have done it much better than I ever could have.

6. Listen carefully

We have a very dedicated, passionate, strong and committed team. They are an enormous resource and great teachers, as I always learn so much more when I am listening than when I am talking.

7. Honesty first

It is a natural tendency to avoid difficult conversations simply because they are difficult.

But if someone is taking the “wrong path,” it is better to correct immediately; otherwise, they will never have the chance to get things right. It is unfair not to give that opportunity.

8. Be relentless about improvement

Even though we are constantly making progress on quality at the brewery, we are never satisfied.

Once we make an improvement, we go back to work to find the next one. There is always a new opportunity to improve.

9. Value the community where you live

Maine has been a great support for us over the past 20 years. We have never taken this for granted.

We love the place where we live. Our hard work in brewing has also made possible our philanthropy program, focused locally — and everyone here is very proud of it.

10. Keep your website active

About 20 years ago, a friend told me we should register allagash.com before someone else grabbed it. My response? We don’t need a website.

He said: “I’m going to register the name, I’ll send you an invoice, and someday you’ll thank me.” Listen to people who know what they’re talking about.

11. Don’t measure a mile wide and an inch deep

Jerry Sheehan, who manages our distributors, told me this once and we learned it the hard way.

By 2005 we were selling around 5,000 barrels of beer in 30 states and frankly, we were not doing a great job.

At that time, we made the difficult decision to pull back from some states, eliminating distribution from where we felt we were not competitive or relevant.

Now we sell 80,000 barrels of beer in 17 states, and I am much prouder. Better to do a great job in a small pond than a mediocre job in a big one.

Every business requires concepts as simple as this, but they are easily overlooked.

12. Park in the worst spot

One of the highest-ranking people at the brewery, our head brewer, arrives very early every day and if he wanted to, he could always get the best parking spot.

But he usually parks far from the entrance, leaving the best spots for the employees who are on the brewing floor day in and day out. This sets a good tone for any leader.

13. Don’t take yourself too seriously

We have all heard it at some point, but here we make sure to constantly remind ourselves. We take what we do very seriously, but we try to have a good time.

I used to throw firecrackers in the brewery, but I think I had better stop doing that. Who wants to go to work and spend the whole day without laughing?

14. Smile — it’s contagious

Earlier today I walked past our barrel-filling line and saw one of the operators who always has a smile on her face.

When she is around other people, you can guess what everyone else is doing. Smiling, of course. Smiling is contagious.

15. Do your own thing

When I made our first beer, Allagash White, not many people wanted it. It was different, turbid, spiced, distinctively Belgian.

For a long time it was the slowest-selling tap line at the bars that were kind enough to keep us on their menu.

But I thought it was important to do something different. What is the point of spending years building a brewery and possibly a lifetime running it simply to make something people can already get somewhere else?

We avoid getting hooked on industry trends. Here we try to do the things we truly want to do.

16. Maintain your convictions

If you are doing something different, it sometimes takes a while to get attention. It took us about 10 years for Allagash White to start being taken seriously, but I am glad I held course and did not change direction.

17. Do something you’re truly passionate about

It is very hard to sustain something for years when the battle is uphill, but not so hard if you love what you do.

18. Don’t fool yourself

A high school teacher wrote this to me at the end of a history exam and it didn’t mean much to me at the time, but the idea stayed with me for years. It resonates with me now.

We have core values that include family, passion, caring, and innovation.

They are a kind of framework that guides us in the decisions, big and small, that we make every day.

We have to constantly remind ourselves that it is important not to betray these core values.

19. Hire people who inspire you

When I get up in the morning, I cannot wait to get to the brewery, because I have the opportunity to spend time with people who are incredibly passionate about what they do.

They drive the environment. I love spending time with these people.

20. Don’t procrastinate

I was only able to come up with 19 lessons because I waited until the last moment to finish this list.

It is 11:35 PM, this is due tomorrow morning and I just want to rest a bit and drink a beer.

Frequently asked questions (FAQ)

Who is Rob Tod and why are his lessons relevant for craft breweries?

Rob Tod is the founder of Allagash Brewing Company, one of the most respected craft breweries in the United States, known for its Belgian-style beers. He started the company in 1995 in Portland, Maine, and his 25 years of hands-on experience make his lessons invaluable — covering everything from product simplicity and team leadership to distribution strategy and business culture.

What is the core philosophy behind Allagash Brewing’s success?

The core philosophy is a combination of doing one thing exceptionally well rather than spreading thin across many markets, maintaining an authentic and distinctive product identity, building a committed team culture, and staying true to core values (family, passion, caring, innovation). Rob Tod consistently emphasizes depth over breadth in every decision.

How long did it take Allagash White to become a successful beer?

Allagash White took approximately 10 years to gain serious market traction after its introduction. It was initially the slowest-selling tap line at bars that stocked it, largely because its turbid, spiced, Belgian character was unusual for American drinkers at the time. Rob Tod’s persistence — despite slow adoption — is a central lesson in the article.

What does “don’t measure a mile wide and an inch deep” mean for a craft brewery?

It refers to the strategic decision to prioritize depth of presence in fewer markets over superficial distribution across many states. In 2005, Allagash was selling in 30 states without excelling anywhere. After pulling back to 17 states, they grew from 5,000 to 80,000 barrels. The lesson is that doing great work in a focused area outperforms mediocre work spread too thin.

What is the most actionable leadership lesson Rob Tod shares?

“Park in the worst spot” stands out as an immediately actionable leadership lesson. It illustrates how symbolic gestures — like a senior leader leaving the best parking spaces for floor workers — set the cultural tone for the entire organization. Leadership humility, according to Rob Tod, is not just a philosophy but a daily visible practice.

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