Head brewer Brandon Venaglia, assistant general manager Ashley D’Anna, and general manager Doug Osborn are now running the show at Bathtub Row.
It’s time for one of the more distant breweries to report in for the Look Back/Look Ahead Series. Bathtub Row Brewing entered its third year of business and had some substantial changes in personnel, but things are still going well in Los Alamos.
Before we get into the details, we want to let everyone know that the third annual NM Brewers Guild Stout Invitational will be held at Bathtub Row this Saturday. As in previous years, the event will bring together breweries from all over the state to showcase their finest stouts. Granted, the weather isn’t frigid and snowy (though it is colder in Los Alamos than in Albuquerque), but it is still a fine time of year to take in some darker brews. At the Invitational, you’ll be able to indulge in 16 samples of stouts, along with a pint of your favorite. Voting will occur, but unlike the IPA Challenge, this event is more collegial and low-key. It’s more of an excuse for everyone to take a road trip and have fun. There will be three two-hour sessions, at noon, 2, and 4 p.m. The breweries that will be in attendance:
- Ale Republic
- Bathtub Row
- Blue Corn
- Bosque
- Canteen
- Duel
- Kaktus
- Ponderosa
- Quarter Celtic
- Red Door
- Rio Bravo
- Santa Fe
- Sidetrack
- Spotted Dog
- Three Rivers
- Tractor
As of Tuesday, some tickets were still available. They can be purchased in person at Bathtub Row or online.
Now back to our regularly-scheduled programming. I sat down with general manager Doug Osborn and head brewer Brandon Venaglia to discuss the year gone by and the year ahead.
The new fire pit adds heat and ambiance to the outdoor seating area, welcome additions now and at any time of the year.
DSBC: Let’s look back at 2017. I know you had staff changes. I’m looking at two of them right here. (Yet it) feels like you’ve been here forever, Doug.
Doug: I officially took over January 1, but I didn’t really take over until (previous GM Jason) Fitzpatrick was finished with the transition, which was I think almost four months after the fact. I’ve only been here three out of four quarters. It’s going well, it’s good. Co-ops have their own challenges. I was more focused on bartending and service, and now I’ve become more focused with accountants and attorneys.
DSBC: Attorneys?!
Doug: We’re actually researching copyrights right now, for naming our beers and things of that nature. I’d rather not even go into that because it’s kind of convoluted. We have certain beers that the name is being used somewhere else. We’re trying to figure out where we stand with that. It’s interesting, it’s a different mentality than just putting cold beers in people’s hands, which before was my focus, getting everybody the best beer they could as quick as they could. We borrowed a bunch of money from the community to start this place up, and this January was the first installment of paying them back. Every quarter all the folks who ponied up cash to get this place open will be paid back over the next four years.
DSBC: Is that working out okay?
Doug: Like any debt position, it’s a pain and you don’t want to do it, but we’re in a position where it’s not a problem.
DSBC: That means good planning on your part, and everyone that came before you.
Doug: The people before me. This is more of a Lego structure than people realize. We have a lot of little hands in there. There’s a lot of people involved (and) that can be a really good thing, or a really bad thing, where you try to not overlap with what people are doing. We have more committees than your average bar.
DSBC: You just want to be the king sometimes.
Doug: Sometimes it’s nice to just make decisions and do what you want to do, but I also believe that if you get enough smart people in the room, usually the right decision is made, even if it takes more time to get made.
DSBC: So you’re getting comfortable in the role now.
Doug: We’re getting there. We’ve made rookie mistakes, but nothing that most people would even notice.
DSBC: Didn’t affect the beer!
Doug: Didn’t affect the beer, didn’t affect the serving of the beer. Any time you start talking about liquor licenses, events, the taproom, insurance, workman’s comp, slips and falls, it’s a whole different learning curve. When I came up as a bartender and a taproom manager, cold beer in hand is the end-all. That’s not the case for a general manager. I have a lot of people helping me.
DSBC: Including this one right here. (Gestures to Brandon.) 2017 was interesting for you. Most of it you weren’t here (for), but you’re getting into the flow of things.
Brandon: I’m getting into the flow of things. It take some time to figure out where all of the pins go. We’re slowly organizing things around my personality. They tended to have strong personalities, the people that came before me, in one way or another. I’m bringing my own.
DSBC: That’s part of the job. Was there anything in 2017 that stood out?
Doug: We’re still in an upward growth curve. In 2017 we had just over double-digit growth, which is good for a business in its third year. A lot of hours went into the member loan program, as I mentioned. (The) fire pit is finally finished. That was the holy grail of fire pits; it seemed like it took forever. A lot of little things that you don’t think of, too. Up until a few months ago, all we had were the standard pint glasses. Now we have pilsener glasses, we have glasses with a wider mouth so you can get a better smell compared to the ones we had before that had more of a closed mouth.
DSBC: That’s a subtle thing, but it matters.
Doug: It’s subtle, but it counts, especially when you’re sampling. Ashley is our new assistant general manager. As my dad likes to say, I don’t have that many shopping days before Christmas and before I’m old enough to retire, (so) I want to make sure there’s a person who can do basically everything I can do when I walk out the door. I like to tell these guys, when I drop dead on this floor, there needs to be somebody who has a set of keys to this place. I don’t want them having to rummage around in my pockets. Ashley’s the new assistant manager, which is a new position. She’s taking on more duties than any taproom manager ever took on. Her job description is everything I do.
DSBC: It’s probably good to have a little redundancy there.
Doug: It’s very good. She and I are still trying to figure out how to not duplicate work. How to not answer the same email. We’ve streamlined a lot of process. I’ve been involved in a lot of startups where your first two years are just figuring out if you have a viable product. We’re past that, we finished that hurdle. We’re just out of diapers and learning how not to put a fork in the light socket. We’re inventing and re-inventing systems as we go that have never been in place as we go, simply because we’ve never had the volume to worry about.
Also, another thing that’s really cool is that it allows us to have a historical perspective about what we’ve done. “What did you do last February?” Well, we didn’t have a last February, but now we do, so we have something to judge off of. That’s been really interesting. Numbers don’t lie, and we can compile numbers. We can take a look at it and see that such-and-such beer sold as fast as it did.
Ashley’s dad was the main accountant for the county, and he’s retired. He’s pointing us in the right direction. He’s an Excel wizard. He’s looking at some of our data and telling us what’s coming into play. Because we’re a co-op, we draw on a lot of people. Because of my love of baseball, I love stats, and he’s introducing us to stats I never would have thought about. Like Hoppenheimer (IPA) is our biggest seller. That’s great, we can say we sold X amount over the year, but he’s telling us things like how fast it sold, which beers it sold against. We sold $5,000 worth of Hoppenheimer this month, great, but you can’t compare this month to August. Volumes in August are so much greater.
DSBC: The customer base here changes month to month.
Doug: We’ve had some interesting trends. We’ve had down days we can’t explain. Is it the snow? Is it economic trends? A little bit of both? Who knows? But, we have people helping us.
Brandon: We have a lot of engineers in the room.
DSBC: If science needs to be done, this is a good town to do it (in).
Doug: When you’re first starting to walk and then run, then you can make plans for the future. Do we need to consider canning, bottling, kegging, selling, getting a wine grower’s license to brew your own cider? We didn’t have that historical data before. It’s all good information. What we sell up here is completely different from what I sold at Marble in Santa Fe.
DSBC: That was about five years ago? Have things changed that much?
Doug: Very different. Different palate. IPAs are always strong. Barrel-aged stuff was very popular for a while, and I think lagers are coming back. We go through lagers faster than I’ve ever seen.
DSBC: Interesting. We also have an international community here. Maybe the Europeans prefer it?
Doug: Maybe. We always did well with the Pilsner at Marble, but not as well as we’ve done with Brandon’s Mexican Lager. Some of (the) other lagers have done really well, and I don’t know if that’s geographic location or it’s a market trend. Hard to say.
DSBC: It is a weird little community.
Doug: It is, it’s not as cut and dry as we like to think it is.
DSBC: Moving to 2018, are you expecting to make any changes in the brewing area?
Brandon: It’s going to be a little tough. We need to cruise for a while. We need to get the most out of what we have.
DSBC: It’s a good-sized system for this size place?
Brandon: Well, the amount of fermenters is. We’ve got it down to the point that our regular brew day is almost the same as a 7-barrel brew day. If we had a 7-barrel system, which we don’t; we have half that, but we’re still putting in seven barrels to brew.
Doug: We have a 3.5-barrel brewhouse and 7-barrel fermenters.
Brandon: We could go to a 7-barrel system, but it won’t happen this year. It’s going to be tough for a while. We’re doing well producing what we do. Hopefully in the future we’ll get to that, or even beyond that.
Doug: I think the focus for us going forward, though who knows because we have a board of directors, too, is to finalize some of the things we’re doing here. We’re going to focus on this taproom and this brewhouse before going out and conquering the world. This year we’re going to stop, take a breath, pay our bills, staff up, put our “A” team in place. Figure out where we are in the world.
DSBC: Nothing wrong with that.
Doug: People can experience some success relatively quickly in this industry. New taprooms, new systems, this, that. I think we’re getting a lot of use out of this place. We could always improve sales, but I think we need to find out who we are first (and) then refine that before we expand.
Service in this town has gotten better. Pajarito Brewpub is doing a very good job. Laura at Pig ‘n’ Fig is serving beer now, and she’s doing a very good job. Blue Window has moved and is doing a good job. The VFW is doing a lot of promotion and trying to get our customers, and they should. There’s still a lot of expansion to happen with all of our businesses. Across the way, UnQuarked is getting better and better.
DSBC: They even have beer now.
Doug: Yeah, the competition has upped their game. The product is better across the board. It’s good for all of us. We have a good relationship with most of the people that are our competitors.
DSBC: You’re not looking to get into food, right?
Doug: Not yet. We’ve got the pizza place across the street that just opened up. It’s great, they have things we don’t have. They have an arcade. Parents come for a beer and kids go play video games. Having pizza and salad and wings allows us to send our customers to go get food. We don’t have to clean a kitchen. Food’s hard. Margins aren’t great. It’s a good thing for everybody. Even the chocolatier across the way, and Sirphey is available at UnQuarked.
DSBC: Anything else coming for 2018?
Doug: I’m fiscally conservative, so I don’t like debt on my books. I want to pay off member loans as soon as possible. It’s a more than manageable amount, but if I can pay it off I will.
DSBC: And once it’s paid off, that’s it?
Doug: That’s it, no more debt service. At that point, we’ll probably pay dividends to our owners. But, before we consider that, I want to make sure my employees have health benefits. We’re a co-op, which means we need to be kinder and gentler across the board to our community and our employees. If our employees are worried about their kid’s dental appointment or whatever, then they’re not efficient employees. As a co-op, we don’t have to show huge margins and there’s not a small number at the top taking advantage of the profits, there’s going to be more profit to be shared. We’re up to around 18 employees now. There’s 10 to 15 families that cash checks to keep their lights on. If we can provide more of that type of good will in our community and amongst our employees, then that’s the next goal.
DSBC: You mentioned that you’re getting a cider license?
Doug: We’re going to fill out the paperwork. I have the paperwork on my desk. Boxing Bear has a great product. Their cider is what we use. I like the guys there. They’ve been nothing but fantastic. People like their cider. It’s a gluten-free option. We’re going to run the numbers and see, does it make more sense to sell Boxing Bear’s or make our own? I’d love to do it, (and) if we can, we will.
DSBC: Well, hopefully we’ll look forward to a cider.
Doug: It takes a long time, six to eight months. We have some time to figure out if it’s worth it.
DSBC: OK, that’s it then. Thanks for your time.
Cheers!
— Reid
