Advisor, Boston Beer -cl A
Search every verified David Burwick interview, podcast appearance, and on-the-record quote β each transcript cross-checked by AI and human review to confirm speaker identity. David Burwick, CEO of The Boston Beer Company, has discussed the company's growth strategy and the performance of its brands, particularly Truly Hard Seltzer. He stated that the company's future growth is based on innovation and adding new brands, noting that Boston Beer has "almost tripled the business in the last four years" and is "the fastest growing company in all of beer right now." Burwick acknowledged that the hard seltzer category has decelerated but said Truly is still growing and gaining market share. He described the category's growth as following an "S-curve" and said the company is at an inflection pointδΉ He also discussed the company's partnership with PepsiCo to launch Hard Mountain Dew, which he said "tastes just like Mountain Dew but with five percent alcohol." Burwick has also spoken about his leadership philosophy and career. He described growth as "like oxygen" that fuels personal and professional development. He emphasized the importance of understanding consumers and connecting them with brands to achieve hypergrowth. Burwick noted that he looks for four traits when interviewing people: trustworthiness, competence, courage, and humanity. He also stated that he believes "you can succeed and be a nice person" in business, and that he has never brought his "entourage" when moving between companies, as he respects the existing culture and leadership team.
“Growth is like oxygen and it is oxygen that fuels both your personal growth as an individual and your professional growth as a leader.”
“You cannot force a consumer in the case of obviously consumer-based business to buy your product; it's much harder. So the more you can understand the consumer, what they're looking for, how they relate to brands, and connect the dots between the consumer, the culture, and your brand, that's when you get to hypergrowth...”
“At Boston Beer, about 85% of the revenue is not beer; it's Twisted Tea, Truly Hard Seltzer, Angry Orchard Cider, Dogfish Head cocktails. The pursuit of better is really what the brand represents.”
“When I interview people, I look for four traits: trustworthiness, competence, courage to make tough decisions and speak up, and humanity, which includes empathy and caring about others.”
“I think the downside of social media is dehumanization. You can't hate on people or throw grievances unless you first dehumanize them. Anything to create more civil discourse and civil behavior is great.”
“You don't have to be a sociopath to be successful in business. You can succeed and be a nice person; those aren't mutually exclusive choices.”
“My best career advice is to learn as much as you can in every role you have, knowing that it will make you better in the next role. You can't plan it all out from beginning to end.”
“Doing a field marketing role early in my career, even though it wasn't glamorous, taught me how the business operates and helped me build trust with the sales team, which was crucial for my later success.”
“At Boston Beer, we have the largest sales force of any brewer in America, and we invest heavily in training and culture. Our bias is always to promote people internally, especially in sales.”
“I never brought my entourage with me when moving between companies because I respect the culture and leadership team and believe every business needs a different outlook.”
“I would say not at all. I think our future growth is really based on innovation and adding new brands. We have five great brands β we've almost tripled the business in the last four years; we're growing 20 percent β we're the fastest growing company in all of beer right now.”
“Truly is still growing β it's going to grow 20 to 30 this year. The category is decelerating but our brand is growing and gaining share; Truly is in more households than any other beer brand right now except for Bud Light.”
“Innovation has really been our lifeblood. We have not just five brands but five platforms to innovate off of, and we'll introduce three new brands next year β our biggest challenge is how we manage the business as it gets more complex and we build a broader portfolio.”
“There's definitely growth in the non-alcoholic category β it's very, very small right now but we're seeing consistent growth. We have two brands out there now and while it won't be material for two or three years, you have to get in early and establish a beachhead for when the category scales.”
“We're working with PepsiCo on Hard Mountain Dew β we're very happy to be their partner. The first quarter next year is when we're going to launch Hard Mountain Dew; it tastes just like Mountain Dew but with five percent alcohol.”
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