This year, the conference theme is “Facing Our Future Together.” For an industry facing economic pressures, changing consumer habits and a rapidly evolving marketplace, the message is deliberate. “The craft beer world isn’t in that same kind of skyrocketing, everyone’s doing great, net-growth phase anymore,” said Jeff Talmey, chair of the OCBC education committee. “It seems like we’re all just putting our heads down and grinding through change after change.”

Those changes range from brewery closures and shifting consumer preferences to retail and distribution challenges that have forced breweries of every size to rethink how they do business. But rather than dwelling on uncertainty, this year’s conference aims to remind attendees of the collaborative spirit that helped build Ontario’s craft beer industry in the first place. “What made craft beer succeed was this notion that a rising tide lifts all boats,” said Talmey.

“We have to remember that we’re in this together.”

What’s new in 2026

That philosophy has shaped this year’s educational programming, with sessions designed to address the industry’s most pressing challenges. As in previous years, organizers have developed the conference agenda by combining attendee feedback, post-conference surveys and insights from an expanded education committee representing breweries of different sizes and specialties. The committee has grown to 10 members, comprising brewery owners, brewers, sales professionals, taproom staff and other industry leaders.

“We really wanted to diversify not only the size of the breweries these people work for, but also their roles within those breweries,” said Talmey. “We’ve cast the net pretty wide and have a really good idea of what people are looking for.” That diversity helps ensure the conference remains relevant whether attendees operate a small neighbourhood brewery or a large regional producer. “Other than scale, we all struggle with a lot of the same things,” Talmey said.

Among the biggest issues expected to dominate discussion this year is Ontario’s changing retail landscape. Recent changes affecting alcohol sales have required breweries across the province to adapt their business models, regardless of whether they sell through the Liquor Control Board of Ontario, grocery stores or their own retail channels.

“Advocacy is at the heart of OCB, which has been crucial given the changes and headwinds facing the sector these last six years,” said Scott Simmons, OCB president. “The conference and the Supplier’s Marketplace are the best places for the information sharing, networking and collaboration needed to navigate these massive changes.”

Talmey agrees that adapting to the new retail environment will be one of the conference’s most important topics of discussion. “It’s demanded a lot of time and attention from breweries of all shapes and sizes,” he said. Distribution also remains top of mind. “Making beer is not easy, but it’s a lot easier than getting it places,” Talmey said.

What made craft beer succeed was this notion that a rising tide lifts all boats. We have to remember that we’re in this together.

Jeff Talmey, Ontario Craft Brewers

Breweries are also increasingly focused on improving operational efficiency as rising costs continue to squeeze margins. “Five or 10 years ago, efficiency wasn’t something a lot of breweries were talking about,” said Talmey. “Now, it’s about asking, ‘How can we be more efficient as a business?’ If we can’t necessarily sell more beer next year, how do we survive selling the same amount?”

Those conversations extend beyond brewing operations to staffing, culture, customer experience and long-term business sustainability. “We’re always talking about making the best beer we possibly can,” he said. “But we’re also talking about treating our communities well, treating our employees well and becoming well-rounded businesses.”

Education for a changing industry

The conference will once again feature two keynote speakers – one from the beverage-alcohol industry and another who offers a broader perspective on leadership and professional development.

Award-winning journalist Dave Infante will deliver the industry’s keynote address. Known for his independent newsletter Fingers and his work with VinePair, Infante has become one of North America’s leading voices covering beverage alcohol and the business of beer. Complementing that perspective is former professional hockey player/coach, health care market strategist, public speaker and performance coach John Mark MacKenzie, whose keynote will focus on stress management, resilience and personal well-being.

While those topics may seem outside the traditional brewing conversation, Talmey believes they couldn’t be more relevant. “I feel like everyone is reaching their bandwidth,” he said. With brewery owners and staff facing ongoing industry pressure, increased workloads and uncertainty, conversations about burnout and mental health have become increasingly important. “These aren’t just businesses. These are passionate entrepreneurs who put everything on the line to start breweries. When the tide starts to turn, we need to stick together and support one another,” Talmey said.

The conference’s People and Culture education stream reflects that reality by exploring topics related to workplace culture, employee development and leadership alongside technical brewing and business sessions.

Technical programming remains a cornerstone of the conference, with sessions covering brewing science, quality assurance and sales. Discussions on lager production are increasingly popular as the style becomes more prominent in craft brewing. AI will also return to the agenda, this year with a stronger emphasis on improving business operations rather than marketing alone. Instead of focusing on AI-generated content, organizers plan to explore how breweries can use emerging tools to better analyze business performance, automate routine tasks and make more informed decisions.

“As craft brewers who don’t have huge budgets, we have to make smarter decisions,” said Talmey. “There are people in our industry who are using AI very smartly.”

The value of networking

While the educational sessions remain central to the conference, Talmey believes the greatest value often comes between presentations. Whether conversations occur on the trade show floor, during evening social events or simply while waiting for the next seminar to begin, the opportunity to connect with peers remains one of the conference’s defining strengths.

“At the end of the day, you want to leave the conference with a couple of nuggets – something you’ve learned, or a conversation you’ve had,” said Talmey.

Those informal discussions often provide solutions to shared challenges while reinforcing that no brewery faces today’s struggles alone. “Surrounding yourself with people who do similar things and struggle with similar things is invaluable,” said Talmey. “If you participate – even if your participation is simply showing up – you’re going to gain from it.” For first-time attendees, his advice remains unchanged from previous years: introduce yourself, ask questions and embrace the opportunity to meet new people.

The future, together

Ontario’s craft brewing industry has weathered significant change over the past several years, and conference organizers recognize that many breweries continue to face difficult decisions. Yet Talmey remains optimistic about the future.

“I think there’s a ton of hope,” he said. “People aren’t just going to stop drinking beer. There are going to be successful breweries in Ontario for the next hundred years.” For him, the greatest takeaway from this year’s conference isn’t a single business strategy or technical innovation – it’s the reminder that collaboration remains one of the industry’s greatest strengths. “We want people to realize they’re not alone,” he said. “This whole industry started and thrived because of partnership, collaboration and a sense of ‘us.’ That still exists, and that’s what will get us through this tougher period.”

As Ontario’s brewing community gathers once again in Hamilton this November, the message behind “Facing Our Future Together” is clear: the industry’s greatest opportunities may come not only from the ideas shared on stage, but from the conversations, partnerships and sense of community that continue long after the conference ends.

Register for tickets at ontariocraftbrewers.com/conference. Interested in an exhibitor booth or sponsorship? Contact ocbc@ontariocraftbrewers.com.

Consumer habits are shifting, competition is intensifying and alcohol sales have softened across Canada. Statistics Canada reported that overall alcohol sales volumes fell by three per cent from 2024 to 2025, while beer volumes declined 3.8 per cent, marking the ninth consecutive annual decline.

Those numbers are creating pressure throughout the industry, but they’re not necessarily pushing every producer toward the same solution. Some businesses are exploring low or non-alcoholic products. Others are refining their core offerings, investing more heavily in customer experience or focusing on the products and channels that perform best for their business.

Visibility is becoming increasingly important across the board. A business that once operated successfully on instinct and day-to-day oversight may now be balancing production, hospitality, inventory, staffing, wholesale distribution, tourism and rising operating costs all at once. This is where stronger financial controls, reporting and operational insight can make a meaningful difference.

Growth can make blind spots harder to see

Many founder-led craft beverage businesses are built by people who know their product exceptionally well. They understand their customers, their brand and the experience they want people to have when they walk through the door.

That hands-on knowledge is often what helped the business grow in the first place. But what started simple and somewhat routine becomes more dynamic. A brewery that once managed a few core products may now juggle seasonal releases, wholesale accounts, events, staffing, inventory and hospitality operations. A winery may be balancing vineyard management, wine production, tourism traffic, retail sales and wine club fulfilment across the seasons. At a certain point, instinct alone can only take you so far.

Consider a brewery that produces several seasonal beers alongside its core lineup. One release may drive strong taproom traffic and attract attention. However, tighter margins tell a different story once labour, packaging, ingredients and production time are fully accounted for. Meanwhile, a less talked-about product with steadier turnover and simpler production requirements may contribute more consistently to the bottom line. Those kinds of blind spots can become harder to catch as your business grows and operations become more complex.

If you are trying to understand where money is being made, where costs are creeping up, or why cash flow feels tighter despite strong sales, it becomes much easier to make decisions when you have a clearer understanding of things, such as:

• Inventory movement
• Product margins
• Cashflow
• Labour costs
• Production costs
• Slower sales periods
• Wholesale versus direct-to-consumer revenue

Having that information on hand can help you identify pressure points earlier, respond more quickly when conditions change and make decisions with greater confidence as the business grows.

Similar industries, very different realities

Breweries, wineries, cideries and distilleries may face similar market pressures, but the operational realities behind those businesses can look very different. If you run a winery, much of the work and costs begin long before a bottle is ready to be sold. Production and sales cycles can span two to three years while balancing farming operations, wine production, tourism, retail sales, hospitality and wholesale distribution. Craft breweries and distilleries often operate on much shorter production cycles, which can create a very different operational and cash-flow dynamic.

Each part of the business comes with different costs, timelines and risks. A difficult growing season can affect inventory for years to come. Labour may shift between the vineyard, cellar, hospitality operations and the retail side of the business throughout the year. Tourism traffic can fluctuate from one season to the next, making cash flow management especially important during slower periods.

Breweries and distilleries often have greater production flexibility, but they face a different set of pressures. Keeping inventory moving, maintaining customer traffic, managing wholesale relationships and balancing production with hospitality operations can become increasingly difficult in a crowded market.

Over time, viewing the business as one large operation can make it harder to spot where money is being made and where margins are starting to slip. You may have one part of the business generating strong returns while another is dragging profitability down. A busy tasting room or taproom doesn’t always mean every product, sales channel or department is contributing equally behind the scenes. On the other hand, wineries can face a different kind of profitability pressure. Inefficient farming practices can drive up grape and wine costs even when the cellar operation itself is running efficiently.

Separating those areas financially can help you better understand where the business is strongest, where costs are starting to creep up, and where adjustments may help protect profitability before pressure starts to affect cash flow more seriously.

Stronger financial controls help businesses react earlier

One of the biggest issues many growing craft beverage businesses face is that the business grows faster than the financial processes supporting it. Sales may look strong. Yet cash flow can still feel tight month after month. A winery may be carrying major costs tied to vineyard operations, inventory, equipment and future vintages long before revenue from those bottles is fully realized. After two strong summers, a brewery may decide to expand its patio, hire more staff or increase production heading into the next season. Sales may still look healthy overall, but rising operating costs, slower winter traffic and delayed wholesale payments can create pressure much sooner than expected.

When reporting slips or financial reviews fall behind, it becomes harder to spot emerging trends before they affect day-to-day operations. This brings us back to the importance of staying close to your reporting by reviewing results consistently and communicating regularly as a management team, so you can adjust when conditions shift unexpectedly.

Accurate monthly reporting, reliable forecasting and historical data also make it easier to anticipate seasonal patterns, inventory pressures, labour costs and slower periods before they become larger issues. Staying disciplined about timely reporting and regularly reviewing current results against forecasts is often what helps businesses spot negative trends early and respond before they become much harder to manage.

Stronger reporting then helps you feel more prepared for financing conversations, expansion planning and future investment decisions. External finance and advisory support can also provide additional perspective and help you create a framework that supports operational growth.

Building a stronger foundation for what comes next

Canada’s craft beverage industry is still maturing, and current market conditions are putting pressure on some producers. However, they’re also prompting businesses to better understand their operations, sharpen decision-making and think more strategically about long-term sustainability. That starts with visibility. Not just into sales, but into margins, inventory, cash flow, production costs, customer behaviour and the overall health of the business.

Fast growth attracts attention, but it’s not what sets you up for the future. What really matters is how well you understand your business, where you create value and how confidently you can adapt when things change.

He and his co-owner and wife, Cher Diller, are always looking for new ways to make the most of the ingredients on their dinner and drink menus to reduce waste. That attitude has not only earned the family-owned business kudos for its environmental consciousness but has also recently helped establish Strohan as one of the world’s top mixologists.

From Saskatoon to the global stage

This past April, he finished in the top three at the Torres Brandy Zero Challenge in Barcelona, an international competition that challenges competitors from across the globe to create the world’s most sustainable cocktail bar project. Strohan earned the right to represent Canada in Barcelona after finishing first at a national qualifier held in Montreal this past February. He was one of 12 contestants at the international event, which drew mixologists from as far away as Finland, Mexico, Norway and the United Kingdom.

His Forgotten Fruit project included a pitch to set up a website and a social media presence that community members could use to let staff know if they had excess fruit from trees in their yards. That excess fruit could then be turned into preserves, juices and cordials for use at Parlor and other businesses participating in the project. Although he didn’t win the competition’s $55,000 CAD grand prize, Strohan was thrilled to finish among the top three contestants.

“I was definitely very excited to make it into the top three, given that we’re from Saskatoon, and I was rubbing shoulders with some really well-recognized icons in the industry,” he said. “The other two [top finishers] were from bars that were on the World’s 50 Best Bars list and were in the top 20, so I was in very good company. Of course, I go into these competitions always striving to win, but getting recognized and making the top three is a pretty good accomplishment.”

From dishwasher to mixologist

St. Tropez Bistro is a second home for Strohan. He started working there as a dishwasher in his teens and held a variety of roles before eventually becoming head chef. A few years ago, he and his wife took over the restaurant’s day-to-day operations when his parents retired. They decided to open Parlor in a 1,100-square-foot second-floor space previously used for larger gatherings. Most of his time is now spent behind the bar, creating and serving cocktails. “I think part of what’s kept me … here is that I’m always picking up and learning something new,” he said.

Building a business around sustainability

A large part of the couple’s focus for their bar and restaurant is sustainability and minimizing the operation’s carbon footprint. As part of that focus, the bar sources local ingredients whenever possible for all the cordials, syrups and cocktails it serves. These include the city’s namesake Saskatoon berries as well as apples, raspberries, apricots, sea buckthorn and chokecherries. Some of the fruit is donated by neighbours who don’t know what to do with it all. The rest comes from trees or bushes on the couple’s property or from Strohan’s mom, Terry, who provides 100 to 150 pounds of raspberries from her backyard each summer.

Something we have really put an emphasis on … is utilizing small, local producers. The product is typically a little bit more expensive, but it’s of better quality. It’s part of that circular economy that’s proving to be more and more important every day.

Jason Strohan, St. Tropez Bistro

Strohan says the inspiration for his bar and restaurant’s environmentally conscious approach has been twofold. As small business owners, he and his wife are frugal and always look for ways not to waste product or money. They also want to be environmentally responsible by maximizing the use of the ingredients they require and creating less food waste.

“Being here in Saskatchewan, we have to import so much of our produce, especially in the winter months,” he said. “By taking our local products and using some preservation techniques and freezing juice, we can really eliminate a lot of those transportation [CO2 emissions] that come from the big trucks or ships that send it across the world or just across the country.”

Not only is the couple’s approach helping preserve the natural environment, but it’s also creating high-end cocktails that can’t be found anywhere else.

Turning local ingredients into signature cocktails

Parlor uses citrus peels in combination with a neutral grain spirit like vodka, adds sugar, and lets the mixture sit for a couple of weeks to create their own version of limoncello (a sweet Italian liqueur) called citrus-cello. “It turned out fantastic,” Strohan said. “I think it’s as good as any commercially bought limoncello that you can get.”

In addition, some not-quite-ripe apples are picked and run through a cold-press juicer to produce a liquid that closely matches the taste and acidity of lemons, which is used as a lemon substitute in some cocktails. This not only saves money on supplies and transportation, but it also reduces CO2 emissions. “With the cost of produce … it’s starting to actually make financial sense in terms of the amount of labour you have to put in to utilize these local ingredients in various ways,” he said.

Strohan acknowledges that such a focus on hyper-local and seasonal ingredients has its challenges. For one thing, he can’t plan his cocktail menu too far in advance because he’s not always sure which ingredients might be available, when he can acquire them or how plentiful they will be. For example, chokecherries might be readily available one year but hard to come by the next.

It can also be a labour-intensive affair. Raspberries must be simmered in a pot for several hours, then pressed through a fine-mesh sieve to remove any seeds and finally processed in a steamer juicer that separates the berry’s juice from any skins or pits. The skins are then dehydrated and ground into a powder that can be used as a garnish for the rim of a glass, leaving virtually no waste. It’s not unusual for Strohan and his wife to spend up to 20 hours every few weeks foraging for items such as Saskatoons, chokecherries and currants on a piece of property they own just south of Saskatoon.

“I don’t even know how many hours of labour we put into it … but I think it shows that sense of pride in our local ingredients,” he said. “And it really showcases some of our local ingredients here. The out-of-town or out-of-country travellers really love to see a product that uses something local, and they’re interested in trying it.”

That hyper-local approach has required Strohan and Diller to develop and maintain close relationships with local suppliers, such as producers and distillers.

“Something we have really put an emphasis on … is utilizing small, local producers,” he said. “We have some great relationships that we have built. The product is typically a little bit more expensive, but it’s of better quality. And it’s important to keep that money in the community…. It’s part of that circular economy that’s proving to be more and more important every day.”

Beyond the bar

As much as Strohan is enjoying today, he is also keeping a keen eye on what lies ahead for the beverage industry. He believes that the attention being paid to the use of local ingredients will continue to grow over the next five to 10 years, especially on the Canadian Prairies.

“People are really trying to utilize local ingredients. That’s something that I see popping up with bartenders in other countries, but especially here in Canada. With Canada being such a large, diverse landscape, we’ve got so much interesting variety across the country, and that’s really helping us stand out on the global market.”

Others are smaller, but just as familiar: neighbours pulling chairs into a Montreal laneway behind the houses on one of the first warm evenings of the year to watch hockey together, beer in hand, kids running around, conversations and cheers lingering long after sunset. Beer has always had a place in those moments. But its contribution starts well before the first drink is poured.

A Canadian industry

Beer is a uniquely Canadian product and industry. About 90 per cent of beer consumed in Canada is brewed domestically, supporting 23,580 direct jobs and 149,000 more across the national supply chain.

Made from Canadian-grown agricultural inputs and supported by local production, distribution and hospitality networks, beer’s economic footprint reaches well beyond breweries themselves. Nearly one in five beers sold is consumed outside the home, helping sustain local hospitality businesses and community gathering spaces. In summer, that local presence becomes easier to see.

Part of the summer experience

At festivals, concerts, sporting events and community celebrations, beer is often part of the broader event ecosystem. For organizers, revenues from concessions and sponsorships can help support programming, stages, artists, technical crews, security, site infrastructure, cleaning and visitor services.

Beer does not simply accompany these events. In many cases, it helps make the event model work. The same holds true on a smaller scale. A beer garden at a community festival. A local fundraiser. A patio that becomes part of a neighbourhood’s seasonal routine. A brewery visit added to a weekend trip. These are not always headline moments, but they are part of how Canadians experience summer in their own communities. That experience is also evolving.

Sipping outdoors

What began in many places as a temporary response to pandemic restrictions has, in several municipalities, become a more permanent recognition that parks and public spaces are also places where adults can gather responsibly. More than 25 municipalities now have permanent programs that allow responsible alcohol consumption in designated outdoor spaces, where permitted by provincial rules.

Montreal and Quebec City had already permitted alcohol consumption in parks with a meal before the COVID-19 pandemic, while cities such as Vancouver, Toronto, Edmonton and Calgary have since moved toward designated park or public-space models. That matters at a time when many Canadians are exploring more of their own country.

Big events, shared moments

From Atlantic Canada to the Prairies, from Quebec to the West Coast, breweries, patios, taprooms, beer gardens and public gathering spaces have become integral to local tourism and hospitality.

Canada’s beer tourism market is projected to reach approximately $1.5 billion by 2030, reflecting growing interest in local flavours and experience-based travel. This summer will also be marked by the excitement of Canada co-hosting the FIFA World Cup. Major sporting moments have a way of turning individual games into shared national experiences – in stadiums, bars, patios, fan zones and homes across the country.

Beer has long been part of how Canadians mark those occasions. The details vary from place to place. It may be a brewery visit on a weekend getaway, a beer garden after a bike ride, a patio before a concert, a park picnic with friends or a community celebration that brings together neighbours, volunteers, local businesses and visitors. The setting changes, but the role remains familiar.

Looking ahead to Canadian Beer Day

That same idea will be at the heart of this year’s Canadian Beer Day, taking place on Oct. 7 under the theme, “Brewed into Canadian Culture.” After a summer of festivals, patios, community events and everyday gatherings, Canadian Beer Day offers a moment to recognize something Canadians see throughout the season: beer is connected to local jobs, shared places and the communities that make those moments possible.

Summer reminds us that beer is more than a product. It is brewed into the moments, traditions and shared experiences that help define Canadian culture.

For generations, brewers accepted hop loss as part of the process. Massive whirlpool additions and aggressive dry hopping delivered exceptional aroma but also increased trub, reduced finished beer yield and increased wort absorption.

The cost was considered unavoidable – the price of making great IPA. Today, that assumption is being challenged.

As ingredient costs rise and brewery margins tighten, many operations are beginning to evaluate hops not only by sensory contribution but also by operational efficiency. The question has shifted from “How much hop character can we create?” to “How much hop character can we create without sacrificing beer?”

Advanced hop products are providing new answers

Unlike traditional pellet additions, concentrated aroma extracts isolate the compounds brewers actually want – the essential oils and flavour-active components – while eliminating much of the vegetative material responsible for absorption losses. The implications extend well beyond ingredient savings.

Every barrel retained through reduced trub translates directly into additional sellable beer. Across hundreds of batches per year, relatively small improvements in yield can produce meaningful financial returns without requiring additional fermentation capacity or capital investment.

Products such as Salvo exemplify this shift toward efficiency. Produced from 100 per cent hops through carbon dioxide extraction, the product delivers variety-specific aroma while removing the alpha acid fraction and excess plant material. Brewers gain expressive hop character without introducing unwanted bitterness or unnecessary solids into the process.

Perhaps most importantly, these technologies are changing how breweries think about recipe design. Rather than replacing hops altogether, advanced hop products allow brewers to strategically supplement traditional additions where they provide the greatest benefit. Whirlpool applications, in particular, become opportunities to maximize aroma while minimizing losses.

The movement reflects a broader evolution occurring throughout the brewing industry. Modern breweries increasingly evaluate ingredients through multiple lenses: sensory impact, sustainability, operational efficiency and profitability. The best innovations are those that improve all four simultaneously. Purists may debate whether extracts belong in brewing, but history suggests innovation has always defined the industry.

Ultimately, consumers judge beer by what’s in the glass, not by how much wort was left behind in the whirlpool. For breweries navigating today’s economic realities, the next competitive advantage may not come from using more hops. It may come from using hops more intelligently.

Not long ago, non-alcoholic beverages occupied a small corner of the beverage industry, serving a niche audience with limited expectations.

Today, that landscape has changed dramatically. Consumers are seeking flavourful alternatives that fit active lifestyles, wellness goals and moderation habits without sacrificing complexity or craftsmanship. For breweries, that shift presents an opportunity – but only if they can enter the category efficiently.

Traditional beer production requires fermentation capacity, yeast management, extended tank residency and significant raw material investment. Hop water, by comparison, eliminates many of those constraints while allowing breweries to leverage what they already know best: hops.

The challenge has never been demand. It’s execution

Conventional hop additions introduce vegetative material, inconsistent extraction and bitterness that can quickly overwhelm beverages built on water rather than malt. What brewers need is precision: concentrated hop aroma that delivers flavour without the baggage. That’s where modern water-soluble hop products are changing the conversation.

Products like LLZ provide bright lemon and lime characteristics that can transform carbonated water into a refreshing, hop-forward beverage with minimal additional ingredients. Because the product is derived entirely from hops and contains no added emulsifiers or unnecessary synthetics, producers can maintain clean labelling while achieving repeatable flavour.

Similarly, SalvoPlus offers breweries another tool by delivering expressive hop aroma without introducing bitterness or plant material. Unlike traditional dry hopping, brewers can dose with accuracy, minimize product loss and avoid sacrificing yield.

Perhaps the greatest advantage is speed

Developing a new beer often requires weeks of production planning and tank occupancy. Developing a hop water can be accomplished in hours. Brewers can prototype multiple formulations in a single afternoon, adjusting aroma intensity or citrus character with precise additions rather than waiting through an entire fermentation cycle.

The economics are equally compelling. Every brewery has experienced the challenge of balancing innovation with production capacity. Hop water creates an additional revenue stream without competing for fermentation space, allowing breweries to diversify portfolios while maximizing existing infrastructure. The opportunity extends beyond hop water itself. Sparkling beverages, functional drinks, ready-to-drink cocktails and alcohol-free IPAs are all benefiting from advanced hop ingredients that deliver authentic hop character with greater control than traditional methods.

Consumer behaviour suggests moderation is becoming a permanent segment rather than a passing trend. Breweries that embrace the category today may discover they’re not simply adding another stock keeping unit – they’re creating an entirely new business line.

The future of brewing may still revolve around beer, but increasingly, it also revolves around what hops can become when brewers aren’t constrained by fermentation.

The assumption is that people simply like beer less than they used to. That explanation is incomplete.

A lot of the change we’re seeing isn’t about people liking beer less. It’s about people spending less time together, and beer has always been about connection. Across Canada, people are socializing less often. According to Restaurants Canada’s 2025 Foodservice Facts report, three out of four Canadians say they are eating out less due to the rising cost of living, and that figure increases to 81 per cent among those aged 18 to 34.

Housing costs, irregular work schedules, digital habits, and the lingering effects of the pandemic have also reduced opportunities for informal, in-person socializing. The “third places” that once anchored communities – neighbourhood pubs, local restaurants, community halls and gathering spots – are under strain. When communities gather less, beer is part of what gets lost.

For some, this may seem like a positive change. But in truth, it points to a deeper problem. This isn’t just about drinking habits, it’s about social infrastructure.

For generations, beer has been part of how Canadians connect after work, at community events, during major sporting moments and at family celebrations. These shared experiences help build relationships, reduce isolation, support mental well-being and foster informal exchanges where ideas, creativity and collaboration often emerge. Strong social connections are essential not only to personal health, but also to vibrant, innovative and resilient communities.

When gathering places and shared rituals weaken, the social fabric frays. People become more isolated, local businesses struggle and communities lose important spaces for dialogue, belonging and mutual support.

If we are serious about supporting healthy, connected communities, we need to look beyond individual consumer choices and address the structural factors that make gathering harder, from affordability and taxation to the sustainability of neighbourhood pubs, restaurants and community spaces.

Start with affordability

Affordability is now one of the biggest barriers to social participation. Nearly 46 per cent of the price of beer in Canada is made up of taxes and government charges. Automatic tax increases, mark-ups and layered regulatory costs make social occasions more expensive every year, even when household budgets are already stretched.

When meeting friends becomes unaffordable, people stop going out. They stay home. They disconnect. Keeping taxes and fees under control is not about encouraging overconsumption. It is about ensuring that everyday social interactions remain accessible to hard-working Canadians.

Restore balance in beer taxation

Canada’s beer tax system has become increasingly disconnected from economic reality. Automatic annual increases happen regardless of market conditions, sales trends or affordability pressures. Predictable, reasonable taxation allows brewers to invest, innovate and keep prices stable. It also helps ensure that beer remains a practical, social option rather than an occasional luxury. Smart tax policy supports moderation, stability and community life.

Protect bars and restaurants as community anchors

Bars, pubs and restaurants are not just businesses. They are social institutions. They are where neighbours meet, teams celebrate, friends reconnect and communities come together. They employ over one million Canadians and serve as a training ground for countless young people, anchoring main streets in towns and cities across the country.

For many of these establishments, beer is also a key driver of profitability, helping to sustain operations, support staffing and reinvest in their businesses. Yet these establishments are facing unprecedented cost pressures, from labour and rent to energy and insurance, on top of declining foot traffic. Protecting the hospitality sector is about protecting places where connection happens and opportunities begin.

Policy decisions that increase costs or undermine viability weaken the very spaces that foster responsible, social drinking, workforce development and community engagement.

Rebuild social infrastructure

Strong communities do not happen by accident. They depend on affordable places to gather, stable local businesses, supportive regulatory environments and policies that recognize social value alongside fiscal considerations. When we invest in this social infrastructure, we strengthen mental health, economic resilience and civic life.

Beer has always played a role in that ecosystem. When enjoyed responsibly, it brings people together, marks important moments and helps create shared experiences that reinforce community bonds.

A broader conversation worth having

Declining beer consumption should not be viewed in isolation. It is a signal of deeper shifts in how Canadians live, work and connect. If we want stronger communities, we must make it easier for people to spend time together. That starts with affordability and requires fair, predictable taxation. This means repealing the federal automatic annual beer tax hike and ensuring provincial governments steer clear of new mark-up and tax increases that further strain consumers and local businesses.

Beer is not just a product. It is part of Canada’s social fabric. Preserving that fabric benefits consumers, workers, businesses and communities alike.

Recent economic analysis from Deloitte highlights the scale of this ecosystem, describing Canada’s wine sector as a “wine supercluster,” a collection of regional wine economies that collectively function as a powerful engine for national growth.

Today, that supercluster contributes $10.1 billion annually to Canada’s GDP and supports roughly 99,300 full-time equivalent jobs across the country. Yet the most important finding is not the industry’s current size. It is the scale of the opportunity still ahead.

A supercluster built around place

Wine production differs from many other industries because it is deeply tied to geography. Vineyards require years to establish, decades to mature and generations of stewardship to thrive. Once vines are planted, they anchor investment, employment and economic activity in the communities around them.

For this reason, wine regions tend to evolve into clustered economies where interconnected businesses grow together. Vineyards supply wineries. Wineries attract visitors. Visitors create demand for restaurants, hotels, events and local food producers. Transportation services, educational institutions and cultural organizations then expand to support the growing destination economy.

Across Canada, these clusters have emerged in regions such as British Columbia’s Okanagan Valley, Ontario’s Niagara Peninsula, Quebec’s Eastern Townships and Nova Scotia’s Annapolis Valley. Together they form an ecosystem that spans grape growing, wine production, distribution, tourism, hospitality and cultural programming.

The economic effects extend well beyond wineries themselves. Of the $10.1 billion in annual GDP contribution, approximately $3.2 billion comes directly from wine production, while the remaining $6.9 billion flows through interconnected sectors such as tourism, hospitality and transportation. In other words, the wine economy is not just an agricultural sector – it is a regional development platform.

The market share opportunity

Despite its economic impact, Canadian wine still accounts for a relatively small share of domestic wine consumption. Canadian wines account for about 28.8 per cent of domestic wine sales. By comparison, wine-producing countries such as France and Italy see domestic products dominate their markets. In France, roughly 83 per cent of wine consumed is produced locally.

Economic modelling suggests that increasing Canadian wine’s domestic market share could significantly expand the industry’s overall impact. If Canadian wines reached 51 per cent domestic market share over the next 15 years, Deloitte estimates that the industry’s total economic contribution could grow from $10.1 billion to $13.7 billion annually.

This growth would not be confined to wineries. Since wine operates within an interconnected cluster, each additional bottle of Canadian wine sold generates ripple effects across the broader economy. A single 750-millilitre bottle of 100 per cent Canadian wine generates an estimated $88.50 in economic activity when accounting for supply chains, tourism, hospitality and related services. Domestic market share growth, therefore, represents more than an industry goal; it represents a regional economic development strategy.

Strengthening the value chain

Wine production sits at the centre of a layered value chain that stretches from agriculture to tourism. At the beginning of the chain are vineyards, which require land preparation, irrigation systems, agricultural labour and specialized equipment. Grape harvests feed wineries, where fermentation, aging, bottling and packaging create additional manufacturing activity.

Beyond the winery gates, distribution networks, logistics providers, marketing firms and retail channels bring products to consumers. At the same time, wineries act as powerful tourism anchors. Visitors drawn to wine regions spend on accommodations, dining, cultural attractions and local experiences.

Economic modelling shows that more than 77,000 jobs are supported annually in wine-related industries, including food services, accommodation, recreation and transportation. In practical terms, a greater domestic market share would likely drive:

• Expansion of vineyard acreage
• Increased demand for Canadian-grown grapes
• Investment in winery infrastructure and equipment
• Growth in hospitality and tourism services
• Expanded distribution and logistics networks

These ripple effects reinforce both agricultural supply chains and service-sector economies.

Wine tourism and destination development

Wine regions have also become some of Canada’s most dynamic tourism destinations. Visitors are drawn not only by vineyards, but by the broader experiences that wine regions offer, such as culinary tourism, farm-to-table dining, cultural festivals, outdoor recreation and scenic landscapes.

Before the pandemic, Ontario wineries welcomed approximately 2.7 million visitors annually, generating significant economic activity across hotels, restaurants, transportation services and local retail. Globally, leading wine regions have embraced this connection between wine production and tourism. Governments in France, Spain and other major wine-producing countries have developed long-term strategies that integrate wine, gastronomy, culture and travel into co-ordinated destination economies. These approaches recognize that wine regions function as economic ecosystems, where agriculture, tourism and cultural identity reinforce one another.

Canada’s wine regions already display many of these characteristics. The opportunity lies in strengthening them further.

Building competitive foundations

While Canada’s wine industry has grown steadily over the past two decades, structural challenges remain. Deloitte’s analysis notes that Canadian producers operate within a complex policy environment that includes relatively high effective tax rates and regulatory fragmentation across provinces.

By contrast, many leading wine jurisdictions pair strong domestic markets with supportive frameworks designed to encourage long-term investment. These often include capital investment programs, market development strategies and policies that reduce internal trade barriers.

Such frameworks help wineries invest confidently in vineyards, facilities and tourism infrastructure; investments that can take decades to fully mature.

A long-term growth story

One of the most striking realities of wine production is how limited suitable vineyard land is. Globally, only about one per cent of the world’s arable land is suitable for wine grapes. Planting vineyards, therefore, represents a generational commitment. The investments made today in land, vines, infrastructure and brand development shape regional economies for decades.

Canada’s wine supercluster already supports nearly 100,000 jobs and more than $10 billion in economic output each year. If domestic market share expands significantly, that economic footprint could grow substantially, bringing benefits that extend well beyond wineries themselves. Those gains would appear in stronger rural employment, expanded hospitality and culinary businesses, deeper supply chains and more vibrant tourism destinations.

Seen through this lens, wine country is more than a lifestyle destination. It is a form of economic infrastructure, a rooted, place-based industry capable of driving regional growth for generations. As Canada’s wine regions continue to mature, the opportunity ahead may be just as important as the success already achieved.

A decade ago, designer Martin Piper was the lead creative at Amsterdam Brewery, one of Toronto’s oldest craft breweries. He first met print consultant Chris Downey after Downey reached out to discuss potential print projects. This casual business chat developed into a strong working relationship and a genuine friendship between the two.

Over time, Piper and Downey recognized that their complementary skills could truly assist emerging breweries, and this insight eventually led to Beer Branded. “It’s the perfect solution for start-up breweries,” said Piper. “With Beer Branded, you have a seasoned designer with the industry knowledge to provide production-ready art for your brewery’s needs, and an experienced consultant with the necessary relationships to make it all happen on budget and on time.”

But when the COVID-19 pandemic hit Canada in 2020, the Beer Branded concept was put on hold. Piper launched martinpaper.design, which provides branding, design and promotional strategies for clients across the beverage sector. Meanwhile, Downey developed his own print business, Evergreen Graphics Group, to supply labels, packaging, signage and merchandise for a wide range of independent and major breweries and beverage producers.

Then in 2024, while working on a new label system for Northwinds Brewery in Collingwood, Ont., the timing finally felt right to revive their original vision. The Beer Branded website was officially launched soon after, marking the start of Piper and Downey’s next chapter. “Beer Branded encompasses the needs of every beverage maker: brand development and marketing; print production for packaging and essentials, signage and merchandise; social media planning, development and content creation – all poured from one tap,” said Piper.

To complete their offerings, Breer Branded has added Jordan Buttress, an experienced photographer and videographer. This allows the company to support its clients’ digital media needs, alongside design and print.

Brand evolution

Branding in the craft beer sector is constantly evolving, shifting from what was once considered nostalgic and playful to increasingly sleek, professional and design-focused visual identities. Social media has also played a significant role in reshaping the branding landscape. The rise of glossy, rapid-fire five to 10-second clips and user-friendly drag-and-drop DIY design tools has introduced a whole new dimension to digital branding.

Moreover, as the brand market has expanded, breweries have found themselves competing with a highly diverse beverage industry. This is precisely the kind of environment where a strong brand could be the deciding factor in whether a product is chosen or left on the shelf. “It’s a challenging business climate, with tariffs impacting material costs, and we’re starting to see once-strong brands falter as companies must shift priorities and brand refreshes fall off the list,” said Piper.

Avoid the mistakes

Beer Branded approaches each project as a distinct challenge, never assuming that what worked for one brewery or beverage maker will work for another. Whether it stems from a flavour profile, brewing philosophy or innovative techniques, every product has its own story to tell.

Because there are only about three seconds to make a first impression, a product’s label or package is incredibly valuable visual real estate. This means branding must communicate quickly, clearly and intentionally. When designing your brand, it’s important to first look at other products on the shelf to avoid getting lost in the shuffle, while also still fitting in. This is the role of Beer Branded: to identify a product’s differentiator and bring it to life through careful, purposeful branding.

“I always ask prospective clients to send photos of the shelves in the communities where they plan to sell,” said Piper. “If it’s a new product, we’ll start with a simple like/dislike exercise to identify what works visually. If they already have products on the shelf, it gives us a great starting point for conversation to compare their current look to those around it.”

A well-designed label has become one of the most effective tools for influencing purchasing decisions on busy shelves. This is because when a customer approaches the cooler, their decision usually depends on three factors: loyalty, package design and beverage style.

“Let’s face it, most people already know what they like when they approach a shelf, and they’re looking for something specific and will gravitate towards the area where the product lives,” said Piper. “In this industry, it’s rare for someone to happen upon a shelf. It’s the label’s job to catch the eye and persuade the customer to deviate from their original purchasing plans.”

Going beyond the label

Extending a brand beyond the point of purchase is crucial for cultivating a loyal community of fans. When people can wear a brand or gather in a branded space that feels welcoming and familiar, their connection with the brand becomes emotional rather than purely transactional. This also increases the chances of building long-term loyalty.

“We’ve always made a habit of visiting breweries to immerse ourselves in the atmospheres they have crafted for their locals. Curating the right ‘vibe’ in a space to celebrate local culture while offering thoughtfully designed and produced merchandise can be a powerful tool that transforms a casual drinker into a brand ambassador,” said Piper.

Sustainability is another consideration, especially as it relates to the industry-wide shift from bottles to cans, thanks to aluminum’s lightweight, highly recyclable nature. Unfortunately, the label side of the industry hasn’t advanced at the same pace. Beer Branded provides a range of sustainable solutions.

“With margins being so tight and cost models being pulled in multiple directions, the sustainability of packaging sometimes falls off the list of priorities,” said Downey. “But our approach at Beer Branded is to offer more sustainable options. Whether it’s label materials or packaging board, it can all be tied back to the brand story with an authenticity stamp-like seal to make customers aware of the decisions made by the producer of the product.”

A legacy that lasts

When it comes to building a brand, consistency is everything. When a product delivers reliable quality, and the brand story stays true to itself, loyalty isn’t just possible; it becomes an expectation. But Piper warns that endurance is different from chasing constant growth, and there is conflict between building a tight-knit community around a brand and trying to create a product that appeals to the masses. Balancing those two goals is one of the biggest challenges in the craft beverage world.

“The goal is to find those answers early in your brand-building process, which allows us to search for the nuance in your products and pinpoint their specialty,” said Piper. “If you approach the process with consistency in production and messaging, your customers will share, they will grow and they will stay.”

For Windsor, Ontario-based Bill Davidson and Jim Kiss, that lag between what’s happening in store and what suppliers can see captures the philosophy behind Spirits Wine Information Group (SWIG): take complex liquor board data and turn it into information suppliers can actually use, fast.

SWIG was established in 2008, initially to offer technical support for the Association of Canadian Distillers (ACD). At that time, the ACD managed provincial liquor board sales data and provided hard copy sales reports to its members. However, the timing was consistently a challenge. Davidson says reports were arriving long after they were useful. “You’d have access to the books a month after the period had ended,” he said.

From reports to real-time data

SWIG’s first major project was to put those reports online and significantly reduce the turnaround time, often releasing information within a day or two. The impact was immediate. Although the ACD work was essential, another issue was present: inventory data existed, but it wasn’t reaching the sales representatives and logistics team who needed it most in a way that supported everyday decision-making.

SWIG Alerts, the company’s flagship product, was initially built in 2011 to deliver inventory and product status alerts directly to sales reps. It has evolved into a cloud-based platform that encompasses inventory and sales data across multiple boards, including the Liquor Control Board of Ontario (LCBO), SAQ and The Beer Store, to name a few.

The alerts are customized around each business and delivered at the product-store level. Inventory alerts, product listing changes, stagnant inventory notifications and Top 20 stock out instances all surface automatically. Behind the scenes, SWIG recalculates days of supply for each product at each store every day and even forecasts days of supply at LCBO warehouses. For companies with large portfolios, that filtering is crucial.

If it’s not on the shelf, you can’t sell it.

Bill Davidson, Spirits Wine Information Group

“Because companies with large portfolios can be inundated with data, daily alerts let them focus on the highest priority issues,” said Kiss. In Ontario, for example, the LCBO provides inventory quantities at more than 600 stores across the province daily. Agents can access their own data, but raw data alone doesn’t solve problems. “Agents can see which stores or warehouses are stocked out each morning,” said Kiss. “Almost as important, they can see which stores are low in inventory and approaching a stock out. They can take action to prevent a stock out.”

For producers who may not consider themselves data experts, SWIG keeps it simple. Clients can log in from a desktop, download the SWIG mobile app or simply rely on email, which is still one of the most popular channels.

“Every morning, after we load inventory, we send emails to our users, basically saying, ‘Here are your inventory alerts for the day,’” said Kiss. “By 6 a.m., many sales reps already know where they need to focus.”

Quantifying the cost of empty shelves

The real-world implications are tangible. For example, during the explosive growth of cider several years ago, one client found itself shipping pallets of product to stores to keep up with demand. “There was no bigger issue than keeping that product on the shelves. An empty shelf meant lost sales and lost market share,” said Kiss.

However, despite daily monitoring and co-ordination, stock outs still occurred. Using SWIG’s Stock Out Impact report, the company quantified lost unit and dollar sales by store. Armed with that data, senior management escalated the issue to the liquor board. The board agreed to increase order minimums, reducing stock outs and recovering lost sales.

As the Canadian market shifts, that kind of agility is critical. The ready-to-drink category continues to grow, appealing to younger consumers. At the same time, “people are drinking less and as a result, competition is a lot tougher,” Davidson says.

Non-alcoholic and lower-alcohol products are gaining traction. Further, recent trade changes have altered shelf mixes in many provinces, prompting more Canadians to purchase Canadian-made products. In that environment, access to real-time information strengthens the relationship between suppliers and boards. “Information is now at suppliers’ and agents’ fingertips, allowing better communication between them and the boards,” Davidson said.

“Our systems often tell clients more about their businesses than liquor board systems can provide,” Kiss said. “We deliver the most current data in business-friendly formats, on multiple platforms, using intuitive tools. We now have solutions that work with liquor boards in Quebec, Manitoba and Saskatchewan. In the coming months we will be launching a system for the B.C. market.”

The company is also exploring the use of AI. “AI has tremendous potential…. We are looking for ways in which it will benefit our clients and grow the business,” Kiss said.

As it expands, SWIG’s value proposition remains grounded: data is only powerful if it’s timely and actionable. With tighter margins, shifting consumer behaviour and increased competition, blind spots are expensive. The difference between a strong quarter and a missed target can come down to something as simple as whether a product was available when a customer reached for it.

For Davidson, the principle hasn’t changed since Day 1. “If it’s not on the shelf, you can’t sell it,” he said.