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.

So, the Oakville-based company did something about it. Instead of waiting for the shelves to fill back up, Maverick started doing what any self-respecting whisky lover would do: going straight to the source, buying the barrels and bringing them home.

That mission has grown into BARNBURNER, Maverick’s bourbon, rye and whisky family, now seven bottles deep. It includes proper cask-strength bourbon distilled and aged in Bardstown, Ky., a Canadian-American blend that reportedly ended a small argument in the Maverick tasting room and the original 100 per cent Ontario BARNBURNER whisky that started it all.

Newest to the family: two rye whiskies fresh off the truck from Lawrenceburg, Ind., BARNBURNER Indiana Rye Whisky and BARNBURNER 21 per cent Rye Bourbon. Both were distilled and aged stateside, then hand-selected, finished and bottled by Maverick’s team in Ontario.

“We are not going to pretend the whiskey isn’t American; it is, and a very good one,” said Craig Peters, founder of Maverick Distillery. “What we bring to the bottle is everything that happens after it crosses the border: the blending, the finishing, the bottling, the jobs and admittedly a fair amount of arguing about proof points. Canadians shouldn’t have to give up great bourbon just because of what’s going on politically. So, we go get it ourselves.”

That “just go get it” attitude is a large part of Maverick’s personality. Peters started the company in Oakville in 2009 with the belief that Ontario could make spirits just as good as anywhere else in the world. He then spent the better part of two decades proving it, one category at a time.

What began as a small-batch vodka project grew into TAG No.5 Vodka, widely regarded as Ontario’s No.1 vodka, GINSLINGER Ontario Craft Gin, LUNÁTICO Tequila, CARGO Rum and the entire BARNBURNER bourbon, rye and whisky lineup. Maverick is still independently and proudly Canadian-owned and is still based in Oakville.

“Being a Canadian distillery doesn’t mean Canadians should stop enjoying great products from around the world,” Peters said. “Our job is to find exceptional whisky, bring the barrels home and put as much of the value as we can back into Ontario. Great whisky can come from anywhere. No politics, no borders, it’s just worth pouring.”

The full BARNBURNER lineup, including both new Indiana ryes, is available at select LCBO locations across Ontario and online at MaverickDirect.ca, with free shipping on orders over $150.

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.”

Signal49’s findings are clear: Canada’s automatic beer excise tax escalator is not working as intended. Since the policy was introduced in 2017, the federal excise tax on beer has increased by approximately 20 per cent. Yet, federal beer excise revenues have remained essentially flat since 2020.

“Automatically increasing taxes every April, without a vote in Parliament, also fails to account for changing economic conditions, pressures on Canadian brewers, or the affordability challenges facing consumers and the bars and restaurants that serve them. At a time when Canadian businesses are being asked to invest, grow and create jobs, automatically increasing one of the taxes they pay makes little economic sense,” said Richard Alexander, Beer Canada president.

The federal government has already recognized the escalator’s shortcomings by intervening to limit its impact in five of its first 11 scheduled increases. A tax mechanism that repeatedly requires government intervention needs to be reconsidered. Canada is also an international outlier. It is one of only three Organisation for Economic Co-operation and Development (OECD) countries that automatically index beer excise taxes, whereas other OECD countries set excise rates through legislative or budgetary decisions.

Beer is an overwhelmingly Canadian-made product. Approximately 90 per cent of the beer sold in Canada is brewed here, supporting Canadian workers, farmers, communities, restaurants and businesses across the country.

Budget 2026 allows the federal government to fix a policy that is not delivering its intended results. The automatic beer excise tax escalator should be permanently repealed, and future changes to beer excise taxes should once again be subject to transparent government and parliamentary review.

The full Signal49 Research report is available here.

“From an industry perspective, it has been encouraging to see the steadfast supportive and united leadership from our provincial and federal governments as our country navigates trade volatility,” 9 Mile Legacy Brewing CEO Shawn Moen said. “Measures like this reflect existing consumer preferences for locally made products, send a message of reciprocity to our American trading partners and focus our efforts on the things that we do control in Saskatchewan: building our local economy and encouraging internal trade.”

“I like the fact that our premier and the Saskatchewan government are leaving it up to the consumer to make the decision, and the government’s not making it for them,” Sherwood Co-op CEO Troy Verboom said. “It is going to drive those prices up on the retail shelf and the consumer can once again make the decision.”

“The premier’s announcement [was] incredibly exciting news for the Saskatchewan craft alcohol industry,” Last Mountain Distillery CEO Meredith Schmidt said. “As a proud and accomplished whisky maker, we hope this announcement encourages more Saskatchewan people to try some of the amazing products made right here.”

“We appreciate Premier [Scott] Moe’s support for a focused, Team Canada response,” Black Fox Farm & Distillery said in a statement.

“No one wins from a trade war, and ultimately, we all want to return to free and fair trade. But when Canadian businesses and the public are being asked to weather the consequences of tariffs, it is equally important that we stand behind the businesses, farmers and manufacturers producing exceptional products here at home. Saskatchewan is an exporting province by nature. We have always looked outward for strong, enduring and reciprocal partnerships. Saskatchewan produces world-class products, and this is an opportunity to make it easier for Canadians to choose Canadian. Perhaps the strongest response is not only what we tariff – it’s what we choose to support at home.”

“The tariff applied to U.S.-produced alcohol should give consumers another reflection point when choosing what alcohol they purchase,” Great Western Brewing Company CEO Michael Brennan said.

“This may give consumers of American-made wine and spirits a reason to return to beer, a product that uses an important Western Canadian ingredient: barley. While the majority of beer sold in this province is produced in Canada, the largest producers of beer are not, in fact, Canadian companies and the profits from their sale do not stay in Canada. I would hope this decision provides further reason for consumers to choose to support products that are produced in this province, and whose profits from operations are reinvested in Saskatchewan, such as the beers made by Great Western Brewing Company.”

Photo: View of Canadian craft beer cans on store shelf. Toronto, Canada – November 20, 2025. Credit: Erman Gunes / Shutterstock

“Saskatchewan has always been a strong supporter of free and fair trade,” Deputy Premier and Minister of Finance Jim Reiter said. “Our preference is to see tariffs removed on both sides of the border, but Saskatchewan cannot ignore measures that negatively affect our producers, exporters and communities.”

The 50-per-cent levy will apply to U.S.-origin alcohol imported into Saskatchewan. Saskatchewan Liquor and Gaming Authority online ordering system used by retailers will be updated to reflect this change. Any U.S. produced alcohol ordered by retailers as of that date will be subject to the 50-per-cent levy. The Government of Saskatchewan continues to advocate for the removal of tariffs and other trade barriers affecting Saskatchewan exports and supports a negotiated resolution that protects Saskatchewan jobs and strengthens the Canada-U.S. trading relationship.

“Pile O Bones is proud to be a Saskatchewan brewery supporting local jobs and suppliers,” Pile O Bones Brewing Co-CEO Glenn Valgardson said. “We are feeling the impact of the trade dispute through higher costs. We appreciate the premier standing up for Saskatchewan businesses and ensuring our province has a strong voice.”

“Our objective is not to prolong a trade dispute,” Reiter said. “Our objective is to defend Saskatchewan’s interests and get back to tariff-free trade as quickly as possible.”

Photo: BCLIQUOR Lynn Valley Centre, North Vancouver, BC, Canada, March 12, 2025. Credit: lenic / Shutterstock

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.

The founders, Pierre Guevremont and Lynne MacKay, had no experience in the distilling industry. One day, while thumbing through an in-flight magazine, they came across an article about micro-distilleries that caught their eye. Feeling inspired, they decided to open their own micro-distillery.

“That’s the classic story we like to tell during tours,” said Brad Deller, operations manager. “Since [then], they’ve passed the ownership of the distillery to Rebekkah Parsons, but they still drop in from time to time just to check on things and make sure we are doing a good job.”

Currently, the corporate structure of Ironworks also includes Matt Cyr, master distiller, Carly Weisner, sales manager and Leigan Stapleton, part of the production team. In addition, Ironworks has several seasonal shop and market staff during the summer months and at various farmers’ markets.

The engine room

Ironworks Distillery has two stills on site – Birgitta and Ruby. “Birgitta has a pot size of 210 litres – a kind of artisanal still, a hybrid between a pot and, to some extent, a column still,” said Deller. Birgitta is at the helm. She makes Ironworks’ rum, gin and brandy using a wood-fired pot, now quite rare in North America. “She was our original still, and she’s been running for over 16 years since before the shop was even open,” said Parsons.

Additionally, Ironworks purchased a mash tun when they began whisky production in 2017. “We ferment on the grain, so we have our own little grain press; it’s our own sort of home-built contraption,” said Deller.

The grain press is set up with a small tote basket on top and a metal grate at the bottom. The production team pumps the fermented grain and wort into the basket, allowing the liquid to filter through. “It’s a very primitive process,” said Deller. “We literally need to go up on a step ladder with a shovel and squeeze as much of the liquid out of the grain as possible.”

Navigating the waters

When Ironworks began, a key part of the distillery’s philosophy was to source and work with local ingredient producers. “[Guevremont and MacKay] very much wanted to be environmentally conscious, but also as locally conscious as possible,” said Deller.

Using locally sourced ingredients has its challenges. Raspberries, blackberries and pears cannot be harvested year-round, and as Ironworks depends on local produce, if a growing season suffers, so does the distillery. But Parsons says the team is “happy to deal with it” because doing so keeps them true to their original philosophy. “Distilleries use a lot of resources; they use a lot of water. We wanted to come up with ways that would help mitigate that,” said Deller.

She was our original still, and she’s been running for over 16 years since before the shop was even open.

Rebekkah Parsons, Ironworks Distillery

One of their water management methods involves how they circulate water throughout the building. Ironworks implements multiple systems to reuse as much water as possible. The building uses minimal heating and cooling, relying largely on running the stills during colder months. Hot water from the stills’ condensers flows through pipes beneath the floors in several rooms. While the stills operate, this hot water helps heat some of the building’s spaces. In addition, they use the water for cooling throughout the building, and avoid plastic wherever possible, using paper-based products such as paper tape.

The spirit’s voyage

At Ironworks, everything begins with fermentation. They produce rum using molasses, vodka from apples, and apple and pear brandies from their respective fruits. The process then moves on to distillation.

Aging comes next and varies by product. Ironworks mainly uses two types of barrels: ex-bourbon barrels from Kentucky and Hungarian oak barrels from Europe. They also use ex-wine, tequila and sherry barrels to keep their experimentation alive. Aging ranges from six months for their gin to more than 10 years for their rums and whiskies. According to Deller, you cannot have a distillery in Nova Scotia without producing rum. “The rum running history is such a big part of things here,” he said.

As a result, Ironworks offers a variety of rums, beginning with its flagship, the Bluenose Rum, a younger and more traditional dark rum. Their lineup also includes an Amber Rum, a Maple Rum, a Rum Boat Rum aged on their boat in Lunenburg and a small-batch harvest rum.

For their gins, Ironworks produces a London Dry-style gin, an aged gin and a Gin Noir made with local blackberries, while their Pear eau-de-vie is a classic unaged brandy crafted from local pears.

Drawing on the history of their building, their Blacksmith Whisky is a recent addition that stands out for its distinctive flavour, with hints of espresso and cocoa.

Almost every one of their products has won an award since they began submitting them in 2011. Parsons says she is most proud of winning the 2025 Product Innovation Award at the Canadian Artisan Spirit Competition for the distiller’s Around the World Whisky, a blend made from barrels lowered into the hold of the Barque Picton Castle before the ship sailed more than 30,000 nautical miles and visited 30 ports of call.

Charting the course

The team at Ironworks maintains a running list of new products or variations of current products they plan to release, including a new whisky variation and an entirely new product. They are also working to expand the on-site events they offer. “We have a lot of events here in the summer, but we’re trying to find ways to expand that into the winter,” said Deller.

“[We] get people in the door by showing off what we do and what we create,” said Parsons. “Using our event space is certainly a big goal for us, getting corporate events and private events and … supporting other local industries in that as well.”

Those interested in sipping Ironworks’ products at home can place orders online through their website, with shipping available across Canada (excluding Nunavut). Nova Scotians can find Ironworks’ products in liquor stores across the province, including Nova Scotia Liquor Corp. and private stores such as Bishop’s Cellar, Harvest Beer Wine Spirits and Liquid Assets at the Halifax Stanfield International Airport.

Ryan McKibbon – the fourth – has been rising to the challenge, one vintage at a time. “There is a bit of weight on your shoulders, stepping into this role,” he said. “Not only are the wines legendary, but so are the vineyards. This is such a special pocket of land. It has so much to share and so much to give.”

The history

In 1996, Senka and Bob Tennant, along with Peter and Susan McCarrell, bought land on the Okanagan Valley’s Black Sage Bench near Oliver, B.C. Back then, Black Sage wasn’t particularly well known, but that was about to change.

The Tennants established the Sharp Rock and Double Black vineyards along the bench, planting them with Bordeaux varieties: Cabernet Sauvignon, Cabernet Franc and Merlot. Their original intention was simply to sell the fruit to wineries in the region, but when they realized how good the fruit was, they decided to start their own winery, with Senka serving as winemaker.

In 1999, they released the first vintage of Nota Bene, their flagship Bordeaux-style red blend. It didn’t take long for Nota Bene to develop a cult following, and following vintages sold out quickly. When the 2006 vintage was released, it sold out in just 47 minutes. “It isn’t just some little barrel selection,” McKibbon said. “It is a showcase of a given year and a given vintage.”

Black Hills Estate Winery – and the Black Sage Bench – were firmly established on the Okanagan wine map. Black Hills was sold in 2007 to Vinequest Wine Partners, an Alberta-based group. In 2017, it was acquired by Andrew Peller Ltd. and became part of its portfolio of wineries across B.C. and Ontario. It’s a big umbrella, but individual properties operate more or less independently.

“We are very lucky that in terms of structure, we get left alone to make the wines we want to make,” McKibbon said.

The team

McKibbon joined the Black Hills team in August 2022, working with winemaker Ross Wise, who joined the winery in 2018. When Wise’s role expanded to become director of winemaking for Andrew Peller Ltd., McKibbon took over as head winemaker (the pair had previously worked together at Phantom Creek Estate Winery).

While Andrew Peller Ltd. is international in scope, the Black Hills team is considerably smaller. There are roughly six full-time people on the winemaking team, while the tasting room and vineyard teams expand considerably during the hectic summer months.

Melanie Rusch is the Black Hills assistant winemaker, and Lissette Alvarez is the cellar master. Sam Strachan is the estate manager, overseeing hospitality, events and the annual Nota Bene release. Susan Watkins is the winery’s brand manager, handling marketing and trade. Finally, Shane Alaric, Kayla Halldorsen and Jordan Powell are also part of the team.

The wines

Nota Bene may dominate many of the Black Hills headlines, but the team also produces a wide array of other wines, including a Chardonnay, the Per Se Cabernet Franc, Syrah and a single-variety Carmenere. The Carmenere grape was originally planted for the Nota Bene blend but proved to be intensely aromatic and very popular on its own. Addendum is their Merlot-Cabernet Franc blend. They also produce an award-winning sparkling brut made from Chardonnay and Pinot Noir. It undergoes traditional-method fermentation and rests on its yeast for 40 months before disgorging.

“Not a lot of people know about it, but we put a lot of time and effort into our sparkling wine program. It’s a passion project, and it’s really inspiring,” McKibbon said, adding that visitors to the tasting room are often offered a glass of bubbles when they arrive.

McKibbon is also excited about the wines they’re producing from Rhône varieties. Bona Fide is their Syrah-dominant red blend, and they also offer a single-variety Syrah bottling. “The Syrah is very expressive of the Black Sage Bench terroir,” he said, adding that Roussanne and Marsanne, two white French grapes, do especially well in the area. “And they’re a lot of fun to make,” he said.

The wines are primarily sold in B.C., and most are purchased by collectors who buy directly from the winery, either through the winery website or the wine club. Select releases are also available in Alberta.

The vineyards

Like so many Okanagan wineries, Black Hills was deeply affected by the 2024 deep freeze, which killed many of the region’s vines and, in some cases, wiped out entire varieties. The 2024 Nota Bene, part of the winery’s new Hiatus Collection, had to be made from fruit grown in Oregon. But the Black Hills team was lucky enough to replant.

“It’s like starting from scratch. We essentially remapped and reworked everything,” McKibbon said. “We planted a bit of Carmenere in the same spots, but a lot of other things have been moved around. As vintages got warmer, certain varieties weren’t in the best spots for what they needed – our Merlot, for instance. Now they are, we hope.”

While they had used the red-grape variety Tempranillo before, they had bought it from a nearby grower. Now, they have planted their own bush-trained (gobelet) Tempranillo using an ancient vineyard management style that allows vines to grow free-standing. “The bush-trained vineyards are adapting to climate change much more easily than trellis-trained vineyards,” said McKibbon.

Black Hills also recently introduced a Roussanne-based Rhône-style white blend, and they’ve planted some of their own estate Viognier for the first time.

The process

Climate change has meant that harvest is starting much earlier than it did in the winery’s first few years. “We just work with whatever the season gives us,” McKibbon said. Last year, they began picking in August, but the final grapes didn’t arrive until the first few weeks of November. McKibbon expects the 2026 harvest to be similar. “We’re all wrapped up by the start of December,” he said. “Everything’s just chilling out and entering its maturation phase.”

All the grapes are hand-harvested and hand-sorted once they arrive at the winemaking facility. While McKibbon has used optical grape-sorter machines in the past, he prefers to have real people make the decisions about which grapes go through. “I think [the optical sorters] are very good, but they remove a little of the variation and complexity,” he said. “I don’t mind the odd underripe berry getting through. It adds to the wine’s character.”

Equipment includes an Armbruster Rotovib Destemmer, a small Bucher JLB 12 Basket Press, and a Willmes Merlin wine press from Germany for their white wine grapes. “All the white grapes are whole-bunch pressed, very long and slow,” he said. “The quality is much better that way.”

Red ferments are primarily in stainless steel, while concrete vessels are mostly used for whites to add depth, he said. The oak program includes foudre, puncheon and barrique, and almost all barrels are French oak, with a few from Austria. From McKibbon’s perspective, less is always more. “We want the wines to speak for themselves,” he said.

While the winery does not follow organic or biodynamic winemaking practices, it works toward sustainability across every facet of the business. The tasting room kitchen, for instance, focuses on local and regional ingredients, and down the road, there are plans to add solar panels to help power the facility. The winery is also a proud member of Wine Growers Canada.

“We’re one of the largest vineyard holders in B.C. We want to be sure we are a good steward of our industry and that we are helping wherever we can,” said McKibbon.

The next chapter

Wildfire smoke has certainly been a challenge in recent years, as has leaf roll virus, which affects fruit clusters. There is no cure yet.

“Leaf roll virus was always something to navigate during harvest, as you get varying levels of ripeness throughout the block,” McKibbon said, adding that he is hopeful that replanting the vineyards will eliminate the virus and that it will be a smoke-free summer. “We should have a small crop from our estate vineyards this summer, which is exciting to see. And in two to three years, we’ll be back up to full production.”