Reflections from the 2025 Craft Brewers Conference

In the evolving global beverage market of seemingly endless choices to experience, consume, buy and create, craft beer has become the elder statesman. And while that comes with staying power, it also means that good beer with a good story isn’t always enough to grab anyone’s attention anymore. This was made quite clear to me while walking the CBC floor (for the 10th time—talk about elder statesman!), engaging with fellow bev-alc pros, and attending sessions that ranged from mergers and acquisitions to beyond beer to taproom marketing strategy.

We all recognize that our industry has matured, which has brought new challenges and opportunities to the horizon—or doorstep—for each of us. But what struck me the most was the growing recognition that our collective strength may be our industry’s most untapped resource. Yes, we are all in it together. And while that may sound trite, there may in fact be nothing more valuable than our collective community.

Cautious Optimism Returns

Last year’s conference carried the weight of industry-wide challenges—declining sales coupled with increased costs and competition. Let’s just say the vibes were off.

However, I noticed a palpable shift in attitude this year. Not only was there renewed positivity about Bart Watson taking the lead at the Brewers Association, but also the brewers who have weathered the storms of the past decade or two are displaying hard-earned resilience. It seems we’ve moved from panic to purpose. As one brewer told me over my fifth shrimp cocktail of the week, “The ones still standing are the ones who’ve figured it out.”

The reduced attendance compared to previous years tells its own story—we’re witnessing the natural selection of the craft-beer ecosystem. While we all knew the industry’s explosive growth couldn’t continue indefinitely, it is interesting that what remains is a more focused, nimble, and collaborative community of brewers committed to quality and innovation above all.

Beyond Beer: The Diversification Imperative

Remember what Bart Watson said at the end of last year? “To grow in 2025, brewers must do what they do best: adapt.” Given what I saw on the floor this year, it seems the message landed.

To that point, distillers were everywhere, both buying and selling. It was evident that the line between craft beer and craft spirits continues to blur, with many breweries adapting by adding distilling capabilities or partnering with distillers or copackers to expand their portfolios.

Nonalcoholic offerings have evolved from an afterthought to a central business strategy. The sophistication in NA brewing and dealcoholization techniques demonstrates just how far we’ve come from the days of near beer. Today’s NA beers aren’t niche; they’re everywhere. And they’ve created a powerful and enduring segment that none of us (except Bill Shufelt and John Walker of Athletic Brewing) really saw coming.

But the biggest buzz wasn’t spirits or NA—it was cannabis. Almost every conversation eventually turned to THC beverages, with copackers proudly advertising their capabilities in this space and brewers acknowledging that infused beverages have quickly carved out a significant chunk of the market (at least in some states).

It’s somewhat astonishing to consider that the plant that inspired Reefer Madness is now the talk of an industry conference. But given how fragmented and unevenly regulated the market is, there is still an underlying concern about investing in the category too heavily or—even worse—missing the boat. It seems that the cannabis question will be up in the air until federal legalization … or beyond.

Copacking, Collaboration & Community

Perhaps the most practical and promising business trend emerging from the conference is how strategically brewers are approaching copacking. Equally inspiring is that this uptick isn’t just about making good business choices—it’s our industry learning to lean on each other.

Established breweries such as Summit Brewing, Prost Brewing, and 21st Amendment Brewery are offering up their equipment and expertise as contract manufacturers, creating critical secondary revenue streams. Paul Verdu at Octopi Brewing recently said it best: “The beauty of being a comanufacturer for other brands is we become less reliant on just being a beer manufacturer. It’s really important to us.”

Meanwhile, emerging brands are wisely avoiding additional infrastructure CapEx by seeking partnerships with turnkey copackers to test alternate categories such as canned cocktails, infused beverages, and NA beverages.

This collaborative approach indicates an industry that has moved beyond the fierce independence and competitiveness that characterized craft beer’s early days. The romantic notion of every brewer needing his or her own brewhouse for authenticity’s sake is giving way to more cooperative, efficient models that benefit both old and new market entrants. Not to sound too corny, but it seems our collective strength may just lie in our individual ability to learn from and depend on each other.

The Generational Shift

Walking through the expo hall, I couldn’t help but notice the changing of the guard happening before my eyes. Founders at the helm of the craft revolution are increasingly accompanied by their adult children—the next generation of beverage leaders. Their voices bring fresh perspectives, tech-savvy approaches, and a natural inclination toward modernization.

While their parents pioneered craft brewing with clipboards and spreadsheets, these IPA inheritors arrive with baseline expectations of streamlined tech, AI analysis, and sustainable business practices. Their presence signals an injection of new energy into an industry approaching, dare I say it, middle age.

The Road Ahead: Strength in Numbers

This year’s conference, strategically located near numerous production facilities, offered more than just convenience—it provided a metaphor for where we’re headed. The proximity allowed for easier collaboration and idea-sharing. It was a tangible reminder that we truly are all in this together.

The trend toward consolidation isn’t just about survival; it’s about creating collective strength. Breweries are finding that economies of scale don’t have to come at the cost of independence or artisanship. These strategic alliances represent a new form of community building within our industry. Take HenHouse Brewing and Fort Point Beer, for instance—two phenomenal California brands uniting to become stronger together. It’s hard not to feel excited by the possibilities.

As I flew back to Denver, I reflected on the buyers I met and how focused and knowledgeable they were in their approach. No longer chasing every trend, brewers are carefully considering each purchase decision and partnership as a way to increase margin and drive market share.

This might be the most encouraging sign of all: We haven’t just survived; we’ve evolved. Though we might have taken a few hits along the way, we’re more resilient than ever. We’re focused on success for ourselves and our industry as a whole. While we may never again see a period of explosive growth, we’re working toward something stronger, more collaborative, and—ultimately—more lasting than what came before. Our independence built an industry. Our interdependence will sustain it.

Drop a line if you’d like to talk about what you saw, drank, and experienced at CBC. I’m always interested in hearing from colleagues.

Dan Reese is the chief revenue officer (CRO) at Doozy Solutions and Crafted ERP, leading customer-focused teams including sales, marketing, and success. Dan has spent 20+ years in revenue management and business development, recently serving as CRO for Longmont-based CanSource. Contact him at [email protected].