The CPG Guys are joined in this episode by John FitzGerald, Sr Director of Growth at Mad Tree Brewing Company. Founded in 2013, MadTree is an award-winning brewery that’s rooted in Cincinnati and planted in purpose. Driven to craft great beer - but more importantly - build a business dedicated to doing good, MadTree protects and celebrates nature while reducing impact on the environment. MadTree is a B-Corp certified company and proud member of 1% for the Planet with a commitment to donate 1% of sales to local, sustainable nonprofits.  

Follow John on LinkedIn at: https://www.linkedin.com/in/johnwfitzg/

Follow Mad Tree Brewing online at: https://madtree.com/ 

John answers these questions:

1. What is the one core discipline or strategic framework from that world that you’ve found most indispensable when running a craft brand like MadTree?
2. How do you find the balance between Big CPG rigor and the "fail fast" agility required in the craft brewing industry?
3. When you look at the beer aisle now—which is notoriously crowded and fragmented—how do you apply a "Category Management" mindset to help MadTree win at the shelf against the mega-brewers?
4. How are you leveraging your background in retail partnerships to ensure MadTree isn't just a "local favorite" but a "must-have" brand for major regional retailers?
5. From a leadership perspective, how do you ensure that sustainability isn't just a marketing "badge" but a functional part of your supply chain and operational DNA?
6. You’re managing a complex journey between the taproom (DTC/Experience) and the grocery store (Wholesale). How do you ensure the brand "feeling" a consumer gets in the Oakley taproom translates when they are picking up a 6-pack at Kroger or Meijer?
7. In craft beer, data can often be opaque. How are you building a "Full View" of your consumer, and are you leveraging tools like AI to predict the next big flavor profile or seasonal trend?
8. How is MadTree evolving its product portfolio to capture that shifting demographic and maintain relevance?
9. For a regional brewer, how critical is real-time inventory and sales data to your production planning, and how do you handle those "uncomfortable" supply chain moments?
10. What is the biggest "reality check" you can give to someone looking to transition from a global giant like Kellanova to a high-growth local leader like MadTree?

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