Beyond the Pale: The Story of Sierra Nevada Brewing Co.
Format: PDF / Kindle (mobi) / ePub
Personal tales of perseverance and beer making from the founder of Sierra Nevada Brewing Co.
Beyond the Pale chronicles Ken Grossman's journey from hobbyist homebrewer to owner of Sierra Nevada Brewing Co., one of the most successful craft breweries in the United States. From youthful adventures to pioneering craft brewer, Ken Grossman shares the trials and tribulations of building a brewery that produces more than 800,000 barrels of beer a year while maintaining its commitment to using the finest ingredients available. Since Grossman founded Sierra Nevada in 1980, part of a growing beer revolution in America, critics have proclaimed his beer to be "among the best brewed anywhere in the world."
- Beyond the Pale describes Grossman's unique approach to making and distributing one of America's best-loved brands of beer, while focusing on people, the planet and the product
- Explores the "Sierra Nevada way," as exemplified by founder Ken Grossman, which includes an emphasis on sustainability, nonconformity, following one's passion, and doing things the right way
- Details Grossman's start, home-brewing five-gallon batches of beer on his own, becoming a proficient home brewer, and later, building a small brewery in the town of Chico, California
Beyond the Pale shows how with hard work, dedication, and focus, you can be successful following your dream.
many lessons about business while working for them, particularly what not to do. It was somewhat horrifying watching what transpired, both the unhealthy family dynamics and the son-in-law’s lack of sensibilities and work ethic. The son-in-law had big aspirations and purchased a small, established bicycle shop in the nearby town of Oroville in an attempt to expand the business. After I had worked for them for a few months in Chico, he offered me a job managing the shop in Oroville. Although it was
of small and independent breweries. For example, in England breweries had a long history of owning pubs, and through consolidation a handful of brewers controlled tens of thousands of pubs that sold only their own brands, making it nearly impossible for start-up breweries to get their beer in front of consumers. Under Margaret Thatcher’s government the system was overhauled, and a 2,000-pub limit (per brewery) was set. The resulting divesture by brewers of tens of thousands of pubs created its
less sense to me than when they had originally proposed it. Paul’s side had ridden a huge wave that had swept across the brewing industry and that I had helped increase. Now that it was starting to crest and looked like it could come crashing down, they wanted to get out quick. I had the sense that several people involved had already been counting their money, so my stopping the deal at what was essentially the eleventh hour wasn’t well received. We had been close to concluding a deal that had
majority of our sales, it wasn’t a significant concern, but as our growth rate started picking up in faraway markets and during periods when fuel prices were in flux, transportation costs started to have a meaningful impact on our profitability. In the late 1990s, the wholesale and distribution channels were generally receptive to our beers, so we managed to expand into new markets with little to no sales support. It was risky in terms of long-term success, but Harrison believed that the window
beer on which we could do trials and run tests. I had been contemplating building a small research brewery for some time, and now the need seemed that much more pressing. I started to work on the design and specifications for a 10-barrel brewery (if you’re counting, the fourth brewhouse I built) that would incorporate all of the new ideas and technologies that I had been researching in the years since I built my first brewery. After we had moved our operation into our beautiful 100-barrel copper