Marketing Happy Hour - A Masterclass in Brand Longevity, Global Growth and Becoming a Category Leader | Jackie Widmann of BERO Brewing

Starting point is 00:00:00 This year, we invested in a handful of paid posts and influencer relationships, creator relationships to kick off dry January in a more significant budget capacity than we had in years prior. So that was really exciting. Part of the brief that we gave to our team as they kicked that process off was really making sure that we had a few different folks in each kind of relevant pillar for our business. And really making sure that we had kind of a breadth of different backgrounds and types of creators so that we can, reach different pockets of culture by way of their audiences. Welcome to Marketing Happy Hour, a weekly podcast helping marketing professionals and entrepreneurs build better strategies and hit career goals. I'm Cassie and I'm Allie.

Starting point is 00:00:44 We're marketers and your hosts through these unfiltered convos with your peers and experts in the space. Let's dive in. Grab your favorite drink and let's get to this week's episode. So Jackie Woodman is back with us today from Bureau, our favorite non-alc beer brand. And just excited to check in with Jackie and see how the growth of the brand has progressed and some of the initiatives lately. And we are recording in January, which means it is dry January.

Starting point is 00:01:13 So we're going to talk all about that, some of the campaign initiatives around the entire month and what's going on with the brand. But Jackie, welcome back to the show. So excited to have you again. Thank you guys so much for having me back. I'm honored to be here and love everything that you guys are doing. Congrats on the launch of the new collective and just always here to support. two great women doing some whole stuff. So I appreciate being considered and love chatting about all

Starting point is 00:01:38 things marketing and bureau. So happy to be you. We appreciate it. And we appreciate your support. Thank you. Just love again seeing and hearing about all things, beer and what's going on. And just also with your personal career. So I'm going to kind of shift this question that we normally ask. I want to know what, what beer variety has been near glass likely? What's a favorite? Oh, that's a good question. So we launched a collaboration with Happy Coffee that was a stout-style beer, and that came out in October of this past year, and that was so perfect for the fall season. It was so delicious. It had this sort of nutty, chocolatey mouth feel to it, and that was a recent favorite, although I will say the double-tasty West Coastal IPA has risen to number one for me,

Starting point is 00:02:27 and if I am craving a bureau at home or out with friends, that's the one I'm typically ordering. Yes. Double Tasty is my personal favorite. So, um, big favorite. I was going to say, I have a noon wheat. That's my favorite. So I have like even a different one. So that's what's in my glass today. I love it. I love it. Well, Jackie, if you don't mind to, can you just quickly reintroduce yourself and the brand as well? For those of you who have not heard of bureau, we did have an episode previously with Jackie. Just kind of post-list. launch. So I'll link that in the show notes below. But if you don't mind, Jackie, just give us the download for now. Yeah, absolutely. So I'm Jackie. I lead all global marketing and commercial

Starting point is 00:03:07 efforts here at Bureau. I've been with the company now for about two years, which feels crazy to say, because when we last spoke, it was probably a week or two after we had gone live with the announcement. So a lot has happened in about a year and two months since that day. But I really was brought on as like employee number five. And we have been building. this, you know, behind the scenes for about 10 months and then launched in October and now we've been in market for over a year. But my role is really encompassing everything from global marketing strategy to how we speak about what our product is, what we believe in, the strategy, what we stand for, but then also how we show up and engage with consumers across really every

Starting point is 00:03:47 platform. But we have a great cross-functional team. So the marketing org has grown quite a bit since we last spoke as well, which I'm excited to chat about. And we've now longed now not only in the US, but in the UK, and many, many more retailers across both regions, which is really exciting. So the role has certainly expanded since, you know, we first connected, but the business has grown quite a bit and we've had a lot of really great storytelling, some amazing events and marketing moments throughout 2024 and 2025 and 2026 is really becoming what I think we feel like is our biggest year yet. And I'm really excited about it. I think we have more momentum now than we ever have. Tom is super engaged in all of the

Starting point is 00:04:32 planning that we're doing and he is an amazing partner and we're just really psyched about what's ahead and the non-alk space as you guys know is only growing. And so this dry January, I expect the data will show that it's bigger than it's ever been. So many people participating, whether you're dry or not, people grabbing a bureau and we love to see it. So it's just been a lot of momentum moving really fast, but it's been great. That's incredible. Congratulations, first and foremost. Thank you for sharing that. And I think one of the biggest moments for storytelling for you is dry January. So I'd love to dive in there a little bit. So how far in advance are you actually planning for it? And what does that planning look like at a campaign level? Yeah, it's a good question. So, you know, we're a small

Starting point is 00:05:18 company and a small team. So I would like to say that we'll eventually get to a place where we're six months to a year out in terms of planning. but that's not the reality that we live in. So we are building ideas and certainly storyboarding a bit, conceptualizing what the campaign could be earlier than a few months out from January. But in terms of execution, we have shot our campaign that's starting to roll out across socials over the course of December into January because we've got a lot of other things going on. So, you know, I think at a calendar level when it comes to what are our pillars for the year,

Starting point is 00:05:54 what are we focusing on in terms of messaging, where are we showing up, and who, you know, who's our target audience that we really want to reach and why. That planning happens, probably four months ahead of the cycle, I would say, which I'm pretty proud of. But in terms of actually executing a lot of that content and deploying it across our channels, it's a little bit closer to go time. So we've been, I would say, in pretty heavy execution mode on building our dry January campaign from December through now, and some of it is still being shot even as soon as next week. And I think the beauty of our platform that we launched a couple days ago as well is this campaign, which we're calling 100% Bureau, is meant to be a brand platform that can really

Starting point is 00:06:40 exist throughout the year. And it's not about choosing 100% of the time to pick up a bureau, although we hope that people do. It's about what embodies our customer and the type of person that loves a bureau. It's the person who is confident, who embraces the unexpected. It's the person who appreciates natural balanced products. It's the person who, you know, wants to be out there and socialize with their friends and family and make the most of every moment. And that is what embodies 100% Bureau. So we're here with you along your journey, whatever that journey looks like for you. And so that's coming to life across a bunch of really beautifully shot editorial pieces that our creative director has done a fantastic job with and you'll see live on our socials now say it was so fun um

Starting point is 00:07:24 allie and i were actually together when we saw some of the first posts go out around this campaign so it's fun just to kind of see this go live for you guys um and everything so yeah congrats on in building that this year before we get back to the episode we wanted to take a moment to tell you about our latest offering for marketing professionals we get asked all the time where marketers can actually connect outside the podcast so we built it the mhc collective Monthly live sessions with us and industry experts, real career conversations in a Slack space that's actually helpful and not noisy. If you want to learn with people, not just listen, we'd love to have you. If you want to join us, you can find the link in the show notes below.

Starting point is 00:08:04 What's cool about it is we're able to sort of tie to different values that we as a business have, like being committed, being balanced, being natural, being focused, being social and fun and out there. but it also ties to our product and the core values of what make our beer unique, but it also ties to the values of our consumers and the people that we hope pick up our product. So we feel like it's really 360 and has legs to really last and ultimately is rooted in our own logo, name and likeness, which allows it to have a lot of kind of iterations. And by the time this launches the podcast episode, we will have launched a global partnership with Barry's Boot Camp, which we'll be doing across.

Starting point is 00:08:46 and the UK. So we'll be their exclusive non-alc beer partner for the entire year and vice versa. They'll be our exclusive boutique fitness partner for the year as well. And what that means is we can bring this campaign to life in an interesting kind of unexpected way as well where in the Barry's studio, right, the red room, you give it all you've got. With Bureau, we do the same in making the best high quality product as possible. So 100% committed, 100% Bureau, Berries and Bureau partnering for the year, that's kind of the ethos in which this partnership can get brought to life within the realm of the campaign at large. So really excited about that. That's awesome. And I also just, with that, both brands are very elevated. So just from a tone and branding perspective as well,

Starting point is 00:09:30 it makes so much sense. And so excited to see that unfold too for you guys. That's awesome. Yeah, thank you. Yeah. So I want to kind of zoom out just a little bit and talk more of holistic brand strategy. you know, when you first launch a brand, you have this idea of what the strategy is going to look like. And as things evolve and shift and you get some of those learnings and data back, you start to shift the strategy, right? Even just slightly. So I would love to just hear kind of what that shift has looked like for you. What are some of the focuses and areas that you guys are diving into lately and as we move into 26? I think there were a few things that surprised us and then a few things that we kind of knew. I think in terms of surprises, we invested more than we expected in the world of experiential and really

Starting point is 00:10:16 showing up in big ways around cultural moments in 2025. And I think that was something that I'm sure we'll dig into as well as we keep chatting. But, you know, that was one where we saw so much success and amazing brand love, not only from a press and media perspective, but from an influencer and social growth, organic perspective, to sales leads, really interesting opportunities abroad in the UK from an activation we did during Wimbledon week. And investing in those sorts of moments, which came up sort of outside of the plan, we didn't have a big activation and an investment around Wimbledon in our calendar. Tom had an idea. We decided to activate around and against it. And it became one of our biggest moments of 2025. So in terms of

Starting point is 00:11:02 where we thought we would spend from a marketing perspective versus where we spent, it was sort of interesting to see how the chips fell. You know, the brand strategy that we set out to achieve and really message to the world when we launched, the best thing about our strategy was that I think the comm's hierarchy was really clear and people resonated with the positioning that we took in terms of where bureau fell within the non-alk landscape. We're really focused on being a great beer and a lifestyle brand, a premium lifestyle brand that happens to be non-alcoholic, but it's not about sobriety. It's really about this journey of socializing, being connected with the people around you, saying yes to all the things that spark joy and doing the most in your life. And the resonance that

Starting point is 00:11:49 we've seen from consumers on that has been overwhelming. So in terms of sort of what we set out to achieve and what we saw, that was an amazing win. It felt like, you know, we've learned a lot of interesting things from the data. 90% of Bureau's current customers, They drink alcohol. So when it comes to how we message, the role that Bureau plays in their social experience and routine, I think it's really important to speak to that community of people who might have a martini. They might follow it with a bureau.

Starting point is 00:12:18 They might take a week off. They might do dry January, but they also might not. And that's okay. They just want a great product that they feel like represents them. And so I think that resonance has been really special. And Tom was a huge part of that. In terms of what we didn't expect, you know, experiential piece was a huge one. I think we had a lot of big goals in terms of what we wanted to

Starting point is 00:12:41 execute. We had a really small team. So one of our biggest learnings was just you can't do everything and, you know, we would much rather be hyper focused in terms of the tactics, the spend against them and how many bodies or how many people are focused on those efforts and campaigns to make sure that we do them really well instead of trying to do everything at 80%. So that was something that as someone, And, you know, I hold it close to my heart. I want to do everything. I want to be the yes person. But having to sort of be like, okay, you know what?

Starting point is 00:13:13 We didn't invest an influencer in 2025 as much as we hoped that we would. It was just too expensive and we didn't have the resources for it internally. So we pulled back and focused on gifting and product donation much more deeply instead of really expensive paid influencer programs. So that's just one example. But, you know, we can dig in more. Yeah, absolutely. And I want to also just hear to you from a.

Starting point is 00:13:34 team standpoint. There's a lot of marketers listening who work for these startup style, smaller agile brand. So how do you recommend to professionals to kind of just stay motivated and excited through some of these changes? And what are some of the skill sets that you're currently looking for as you build your team as well in this kind of environment? Yeah, that's a good question. I think the one thing I say to anyone who I've interviewed for a role at Bureau is the job description certainly applies to what we hope that you can accomplish here, but you also have to be willing to embrace the chaos a little bit because, for example, we have a lot of really great integrated marketers, some of whom have really great specific specialist expertise in the pillars that they

Starting point is 00:14:14 were hired to do, but it's not out of the realm of possibility that our trade marketing manager is going to have to show up at some consumer-facing events and activate at a music festival, even though her role is meant to be a little bit more B-to-B and focused on distributor and retail. And similarly, you know, my social media marketing lead who was hired to run our socials and be a community manager, she's now working on campaigns. She's working on some brand partnerships. There's a lot of opportunity in that for the right person. So embracing the chaos, but also being the kind of marketer who is eager to sort of get their hands in a bunch of different projects, ultimately find out what they like and what they're the best at. And then, you know, there's always going to be room for everyone.

Starting point is 00:14:57 we're still such a small business and the marketing team has grown from, you know, a team of like four when we last spoke to now eight. So we've, you know, doubled in size, which is amazing. And it still feels like there is so much work to be done and not enough people, even though we've increased the size of the team and therefore increased our capabilities, which all of which is true. It's just there's a never-ending list of stuff going on. Yeah. And I love that you mentioned that too, just about team members kind of shifting into these different capabilities. I think that's so important for marketers, especially in that kind of space and being someone who came from a small business kind of startup environment is not being afraid to share what you're passionate about. And as you kind of learn new skill sets, letting your team know, like, hey, this is something I would love to pursue further and learn more about and kind of support and raise your hand. And I'm sure you appreciate that too as a leader of just having more hands kind of being able to work on some of those projects. So that's my piece of advice I'd pass on to marketers. I will say too, like I love everything that you said.

Starting point is 00:16:00 And I think, you know, we look for people who are excited about the opportunity to stretch into new areas that they may not know about or have ever worked in. But we also, there's no perfect profile to come to a small company. And I think that that's the biggest thing that I would say to folks that might be younger in their career and looking for an opportunity in a small business. We're hiring for a role right now, a director of brand activation position that touches brand-led experiences. and events, but also brand partnerships and really integrated 360 programs where Bureau partners with another brand. And the background for that role, there's so many different ways we could slice and dice it. And I think that that's really important for people to realize, like, you're not unqualified when you're coming in maybe with a different background. As long as you

Starting point is 00:16:46 have the hard skills around navigating a little bit of chaos, understanding stakeholder management, really being on top of your deadlines and project management, knowing how to communicate cross-functionally, which is a huge part of any small company, right? Where, you know, marketing is a unique division of any business, but especially in a small company, I talk to every single one of my leadership team counterparts almost every day. And so whether that's our brewmaster to our head of supply chain, to our head of finance, to our CEO, like I'm communicating with everyone all the time. And I think that that's critical to how our business needs to function. We all have to be able to share the latest updates, pivot if needed, mistakes happen, everyone's moving fast.

Starting point is 00:17:29 And so I think openness to that structure and a little bit of chaos and certainly the understanding that there's no perfect background, you just have to, it's more about the personality fit and the ability to sort of fit into the environment than it is the hard skills in a lot of cases. For sure. And I think something that you said there just kind of like I wanted to hook into, but like the relationship building with the cross-functional partners, right? Like that is that is so key when you're in a small business. More often than not, everyone needs to know everything, right?

Starting point is 00:17:58 In some way, shape, or form. And so, like, thinking about processes on how you're actually funneling down that information and or at the team level funneling that back up to you and you are leaders, right? So that's, thank you for sharing that. I think that's really valuable advice for sure. I'd like to pivot back to experiential. I know we touched on it a little bit, but seeing what Bureau did in 2025 particularly was, was incredible. It was a huge focus and a lover, I think, for the brand. And so you mentioned the

Starting point is 00:18:24 kind of wrestle between the mental gymnastics, I'll say, between what to say yes to and what to say no to, knowing the size of the team. And so how are you, talk us through your decision making process. How are you deciding what to say yes to? Yeah, I mean, it's a good question. I think one of the most incredible things that came out of 2025, we had a ton of amazing launches, two new flavors. We launched two new products. We had great events and experiences. We certainly got on the map and the earned media around the brand and around Tom was beyond our greatest expectations. With that comes a ton of inbound opportunity and a small team to kind of sift through it and sort of discern what makes sense for us right now versus what might make sense in three years.

Starting point is 00:19:09 One of them that's been kind of funny that I think this audience will appreciate is I've been emailed or reached out to on LinkedIn by so many sports teams who think that just because we've had a lot of great press that we could afford to sponsor them for the year, which is amazing. And one day, I hope we can sponsor many teams across tennis, paddle, football, soccer, all the things. But that's been one where I'm like, yeah, the press is great, but we're not quite there yet. But I think, you know, more broadly to answer your question in terms of what we're saying yes to and what we're saying know too. I think it's a little bit of sort of executing on the plan that we had, making sure that we're making retailers happy, that customers are happy, that our D to C business, as well as our retail

Starting point is 00:19:51 business, are serviced in the right ways and that we're reaching the customers of those platforms, you know, properly. But we also have to react to culture and, you know, be able to sort of pivot small, in small ways, right? Where, you know, Wimbledon again was something I mentioned, wasn't on our calendar in as big of a way as we ended up activating. But we found the right opportunity. We moved really quickly. And what we saw from that activation was really incredible. And so, you know, that's one larger example. Smaller examples that we have in the mix for for this upcoming year are like, you know, when shows are coming out that we, you know, expect our customers to be really interested in. Is there a small out-of-home campaign where we could tap into the fandom around

Starting point is 00:20:35 some particular show, whether that's on HBO or other platforms, whether it's a sporting event like the World Cup, how can Bureau show up in a way that feels authentic to us, but, you know, where we can make pub culture come alive with a product that allows people to have balance in those moments when they're watching the game. And so those are some smaller examples of, you know, we may not be spending to sponsor the World Cup. Of course, we're still a small brand in year two, but finding ways that we can show up, resonate with people, and be the beer of choice in an environment where, you know, we're certainly welcomed at the table is a huge focus for us. So as we make those decisions, I think some of it is like executing to plan, making sure that our customers on the

Starting point is 00:21:18 B2B side are really happy. So are we set up properly in store? Are we set up properly at bars and restaurants? Is our website working functionally in both the U.S. and the UK? And then which moments do we want to align to on the calendar? How much are we investing in those moments? And then leaving a little bit of slush fund in everybody's brain for pivoting and reacting to things happening in real time or opportunities that might come via LinkedIn message that happen to be perfect for us and we just need to move on because it's too good to pass up. So it's a little balance of both, I would say. Yeah. And I also think it's a testament. Like you don't need these giant budgets, right, to make these really impactful consumer moments and moments for the brand. And so

Starting point is 00:21:59 I think that's also a really good lesson for listeners is I think, you know, sometimes we think we have to have these massive budgets to be able to put on these activations that people respond to. And that's just not the case anymore. It's, it's much more aligned with the brand and how the brand makes you feel and that emotional resonance than anything else. Yeah. For sure. Yeah, I want to mention to, we'll talk about community here in a second, but a part of community building is just being a part of these different niche areas of the world. And one example, I, message you Jackie about this yesterday, but I was scrolling and I saw Bureau pop up in a video with Mary Kate Mortsey, who's like one of my favorite creators in like the theater space, but she, the interesting thing about her, she taps into all these different niche spaces. She's in the theater community, the vocal health community. She's also in the Gulf community. And so I'm just curious, like from a community building standpoint, what that has looked like for the brand and how you, how do you kind of like? place these parameters on what communities to tap in and what has the impact been for the brand

Starting point is 00:23:04 in tapping into some of these different niche communities. Yeah, it's a great question. I love that you saw that post from Mary Kate authentically and I didn't send it to you. Love that. So I think, you know, this year we invested in a handful of paid posts and influencer relationships, creator relationships to kick off dry January in a more significant budget capacity than we had in years prior. So that was really exciting. Part of the brief that we gave to our team as they kicked that process off was really making sure that we had a few different folks in each kind of relevant pillar for our business. So a few in the more lifestyle space, which I think Mary Kate kind of touches. What about a few in the athlete or more sports adjacent space? A few in the more culinary cooking and

Starting point is 00:23:53 mixology and beverage space and really making sure that we had kind of a breath of different backgrounds and types of creators so that we can reach different pockets of culture by way of their audiences. So that's one. The second piece is we're building out an ambassador program that we've kind of been talking about internally for a long time, but this is less focused, this community on, you know, folks with big influencer size followings, though we welcome anyone with a following. But this is more for the average person who lives in a city is looking to build community, is looking to be out at bars with other folks who love Bureau and who want to connect over things like the World Cup or, you know, the premiere of The Bachelor coming back or whatever it might be

Starting point is 00:24:40 and hosting events in places where we want Bureau to be, right, bars, restaurants, retail, and bringing people together who have shared interests around those moments. And so that's a really big focus for this year that we haven't kicked off yet, but we're starting to finalize the framework. And we have a few great folks across New York and L.A. and London right now that we're getting ready to sort of go live with. The model is sort of having, you know, team captains in each city that are sort of the most connected to marketing HQ and have access to our calendar of events can start to mobilize their respective communities in whatever city they might live in. And then, you know, we really bring people to life by way of giving them budget to play with to order bureau out in the real world and invite their friends to do the same. And so we're kind of taking a dual approach, which I think will be really interesting for us. And having some folks that are paid on the brand awareness side to really lean into their brand equity, what they've built as a influencer and creator is great.

Starting point is 00:25:40 Storytell the brand in your own words. And then another group of people who are not storytellers or creators, but are just people who love to be out and about. And so having Bureau in those environments is equally important. We just have to find the right ways to sort of, you know, kick those programs off in tandem. So that's been a huge focus as we head into January, and I'm very excited to get that off the ground this year. Yeah. And then how to are you guys approaching community digitally as well? Like one of the things that we noticed with the recent campaign is it's really engaging. It's asking people questions.

Starting point is 00:26:14 It's asking them to kind of contribute to a conversation. But what does that look like from a digital standpoint, too? So you kind of continue those communities online. Yeah. Well, I have to shout out our creative director, Yakopo, and Chloe, who leads our socials, because this was really their brainchild. But I think, you know, the images are so beautiful and editorial and meant to be really evocative of emotion. and engage people in a way where there's a feeling associated,

Starting point is 00:26:41 where they maybe resonate with this person, maybe that person is aspirational, and they're like, I love this vibe, this is what I want to be doing when I go out to LA next with a bureau in hand, hopefully. But the questions are meant to, one, engage people just to have a conversation around things that might be important to them and hopefully tie to the brand in some way. Also, we're giving away prizes and bureau merch and swag and product

Starting point is 00:27:06 to folks who answer the question. along the way throughout the month of January. And then we also have a couple of different perks that are rolling out with our paid loyalty program. So that's called Club Bureau, and we have a tier of Club Bureau called Bureau Masters. And Bureau Masters pay a fee annually to get access to a variety of different perks, one of which is a twice-annual Q&A with Tom. The other is access to our events, early access to new product launches, launches before the rest of the world sees it. And part of that in this January will be some specific

Starting point is 00:27:41 perks related to brand partnership launches and access to things like Barry's boot camp classes maybe that the rest of the community that follows us wouldn't get. And so there's sort of different tiers that we're building, some of which are for like our most active highest paying customers. And we want to make sure those people feel motivated to stick with us and remain in that community. And then we also have our community that follows us on social, might not want to spend on an annual membership, but they still want access to perks or free things. And we're trying to make sure that we can reach all those people and engage them in a way that feels fun and playful without feeling like they have to check a box in order to win a prize. It's great to see that you are thinking about all of these different consumers and meeting them where they're at, right? Because they are all different, even though they have similar things in common in terms of their, whether it be demo,

Starting point is 00:28:32 geo, whatever that looks like. So it's great to hear that you're taking that approach. And this has been such a great convo, Jackie. Thank you so much. We'll have to have you back to hear about how that program shakes out. Because I'm so fascinated. We're excited. I think it's just the beginning, hopefully, for Bureau and the brand. And I'm psyched about the reception so far, but it's crazy because being in a company this small makes you feel like you've been somewhere for, I'm like, it's been two years. It feels like 15. And I'm sure many people listening can relate to that if you've worked in small companies where you're sort of doing everything. But then you're like, how did we accomplish this in such a short amount of time? So it's been really fun.

Starting point is 00:29:13 And I think the space is booming and there's so much momentum. So I'm excited to grow alongside some of the other brands in the space. I know you guys are tight with the folks at Des Moiswe. We love them. And, you know, seeing so many other really impressive non-alk beers pop up as well, whether they're more local. or national, it's really great to see that the rising tide hopefully brings, you know, all ships where they need to go. And it's, it's been really great. And it just a good indication of where the industry is headed. Absolutely. And I want to ask one more generic question. Is there

Starting point is 00:29:47 a marketing hill this year that you're willing to die on? That's a good question. I am probably the worst offender of this answer. What I'm going to say is you can't, you can't do everything, even though you want to do everything. And I need that advice too. I need to be better as a leader about not having eyes that are bigger than my stomach because I tend to over commit. And then, you know, our Wimbledon week was a perfect example of that. I have no regrets.

Starting point is 00:30:12 But we had three activations in a week with different brands, different talent. It was insane. Granted, it was an amazing week for the business. And, you know, I would do it again. But we're growing. We have a bigger team. We have a lot more priorities to balance new investors, new projects, new products that we're launching. And we really need to focus on the core pillars of our business

Starting point is 00:30:34 and can't be distracted by shiny objects too much. While a little pivoting is okay, we really got to stick to what we're here to do, which is grow our business in the U.S. and in the UK. And we want Bureau to be showing up on every restaurant bar and retailer around the country. And in order to do that, we have to stay focused. So the hill I would die on is you can't do everything, even though you want to do everything. And I hope that I can be better at following my own advice in the new year because there's a lot we want to do and I'm excited about all of it. Yeah, no same. And it's a good reminder just to win decisions and opportunities come your way, just to make those decisions against that core goal. And if the answer is no, if it doesn't help you get there, maybe it's a next time

Starting point is 00:31:17 or something you can do later. But yeah, such a helpful reminder because I am also guilty of that. So thank you. We have to know too as we close out, if you don't mind to share with us, how can we stay in touch with you personally, but also of course Bureau as well. Yeah, I'm posting a ton about the journey of building bureau on LinkedIn. So definitely follow, connect with me there. It's been really fun to just see and connect with other folks, both in beverage, but also broader CPD really sharing a lot of the sort of build in progress, build in public mentality. So it's been fun to be able to connect with some great folks in that space. So LinkedIn for sure. And you can follow Bureau at Bureaubrewing.com and Bureau Brewing on all

Starting point is 00:32:03 socials. So check us out there and we've got lots more to come. Absolutely. We'll have everything linked to flow. So go check out Bureau and connect you, Jackie. Jackie, thank you so much for being here again. And like Ali said, we will definitely have you back soon. Just to try it again. amazing. Happy to support and love what you guys are building. So thank you for having me and we'll talk soon. Thanks so much for listening to this episode of Marketing Happy Hour. If you enjoyed it, make sure you're subscribed to the show and sign up for a weekly newsletter with insights and marketing resources. We also invite you to check out the MHH collective, our community for marketers looking to connect, grow, and learn together. Check out the links in the show notes. We'll see you next time.

Marketing Happy Hour - A Masterclass in Brand Longevity, Global Growth and Becoming a Category Leader | Jackie Widmann of BERO Brewing

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