Author name: Chris Farmand

When I first started out. I was a generalist that had a passion for accounting technology.  I set out to be the premiere accounting technology firm in North Florida. Little did I know, I would have a panic attack on day 4, and more importantly, realize that premiere accounting tech was not going to cut […]

I’m an optimist. And so naturally, I’m always looking for the positives in any situation. One positive that’s emerged from The ‘Rona ordeal is that we’ve been forced to think hard about which products, professions, industries, etc. are most robust against market interruptions. And right at the top of that leaderboard has gotta be… The

WTF happened to the fitness industry during Covid? All inventory, wiped out clean.  Sure you could go to Facebook marketplace and purchase kettlebells for $2/lb from the homer who is greasing the receiving boy at Academy Sport, but for those of you not in the kettlebell market, that’s expensive! Where did all the inventory go?

Given the last seven months of craziness, I feel like we have become hardened as a society.  I label it….Covid-Force! Each of us have developed a layer of emotional and mental stability, enabling our inner primitive animal to rise and deal with life’s shit. It’s kinda like we’ve hit the reset button… Acknowledging this, I

Today, I want to talk about capacity at your brewery. We’ve been busy working on Brewery Business Assessments (BBA) and have stumbled across a discouraging theme.  Excess capacity.  A semi-natural reaction for this is to blame Covid or draught sales coming to a standstill. While this may offer some temporary relief, blame is not going

This is Part 4 of our journey through the typical brewery: what we see, what should be there, and what the implications are on profit, growth, and legacy. You can circle back to Part 1 (Finance) here, Part 2 (Taproom) here, or Part 3 (Distribution and Operations) here. Ladies and Gentlemen, this one is going

This is Part 3 of our journey through the typical brewery: what we see, what should be there, and what the implications are on profit, growth, and legacy. You can circle back to Part 1 (Finance) here or Part 2 (Taproom) here. Make the leap. Dive in with both feet. Lean in and plow forward.

This is Part 2 of our journey through the typical brewery: what we see, what should be there, and what the implications are on profit, growth, and legacy. You can circle back to Part 1(Finance) here. It’s been a while since I’ve used it… And it’s think it’s time to pull it back out. Honey

This is Part 1 of our journey through the typical brewery: what we see, what should be there, and what the implications are on profit, growth, and legacy. Out in the taproom it’s all smiles. Out in the production area the team is brewin’ it up. All is well in the brewery.  Or so it