French Broad River Brewery Introduces Refreshed Brand at Brewgrass Festival

September 15th, 2017

On Saturday, September 16th, French Broad River Brewery will preview their newly redesigned brand at the Asheville Brewgrass Festival. Since taking over ownership in June, Paul Casey and his wife Sarah engaged with a North Carolina advertising agency to refresh the brand.

“The first thing we did was add the word River back into the name. And everything about the brand design, from the liquefied type to the indigenous river critters on each can, connects the brewery to the French Broad’s natural and awe-inspiring elements,” said Trone Brand Energy Creative Director Martin Buchanan. “The Caseys believed the brewery’s connection to both Asheville’s craft beer culture and also the French Broad River that flows through it, was a story the brand should tell.”

This weekend during the festival at Memorial Stadium, French Broad River Brewery will be pouring beer from redesigned tap handles under their newly branded tent. They will feature styles they are best known for: Gateway Kölsch, Wee Heavy-er Scotch Style Ale as well as the Uluru Pale Ale, Frog Horn IPA and the debut of the North Flow Citrus Kölsch, launched to coincide with the rebrand.

“We are excited about re-engaging the community through the new branding. We believe it showcases the beer we’re known for and the Asheville community we feel a part of.  It was for that reason we selected Brewgrass, Western NC’s original craft beer festival to reintroduce French Broad River Brewery, another Asheville original,” said entrepreneur and French Broad River Brewing Company owner, Paul Casey.

The rebrand preview is just one of the ways the Caseys have begun the brand’s return to capacity and growth. With the same team in place that managed the brewery prior to purchase, they have opened newly landscaped outdoor seating at their Asheville tap room, while continuing to grow brewing capacity. Before the end of the year, the new branding will expand into can and bottle distribution as well as into indoor tap room renovations.

“Expanding capacity. Renovating facilities. Reinvigorating the brand,” continued Casey. “We believe it’s time to reacquaint today’s craft beer community with French Broad River Brewery, a pioneer in the Asheville craft beer scene.”

New Family Owners!

June 2nd, 2017

We’re happy to announce that Paul and Sarah Casey are the new owners of French Broad Brewery.

The founding partners of French Broad have spent twenty years slapping paint, grinding concrete, and worrying about money, and it’s been great to see the Asheville beer scene grow to higher and higher heights. We’ve been looking for partners for a while, seeking the next level without compromising our core values: a brewery owned by people, employing people, and making beer for people.

Paul and Sarah get French Broad, and we’re looking forward to making more beer, making some changes, and keeping everything the same. Onward!

Exit Bloggist

February 14th, 2014

I was pity-hired by Chris Richards three-plus years ago. Asheville’s job market (the country’s job market) in late 2010 was not exactly boffo, even for–shock of shocks–lit majors with graduate degrees in creative writing. What you did was wring your heart’s blood into CVs, applications, resumes and letters of introduction that vanished into the ether. You made a package of your dreams and kissed it goodbye. You knew you were a compelling story, the trick was to make this clear to everyone else.

You were lucky to get back so much as an acknowledgment of receipt. One after another of these arduously tailored maps of one’s self were sucked irretrievably through a rip in this vale of tears. Scores of folks in my boat know what I’m talking about. When we “walked” at commencement we didn’t realize it was a gangplank.

It’s possible now to believe that the only people who will ever benefit from these campaigns are NSA contractors. If I ever become a subject of investigation, they’ll see that I scorched the region to smoking ruins with applications for faculty and staff positions. The most perceptive among them will detect a note of panic in the subtext, throbbing a little stronger in every subsequent letter. Then one day Chris asked Arielle (who worked the Tasting Room a few days a week) how my job hunt was going, she got emotional (we were broke, y’all), and a minute later I had an open invitation to a weekly paycheck.

I am probably the least mechanical person you know. I am probably the least mechanical person in a fifty-mile radius. And, turns out, a brewery is largely a collection of machines, tended and primped and oiled just so, kept and serviced and tinkered with, jury-rigged, jury-rigged again, jury-rigged again.

Luckily, on the cellaring side (I won’t speak for those loftiest of lofties, our center-fielders and QBs, the artists of the brewhouse), most of the labor is mindless repetition. (Marx would dine with brewers but he’d glorify cellarmen–he’d write about cellarmen.) Specifically, I was brought on to wash kegs and bottle.

Our bottler back then was a rotary job that filled one 22-oz bomber at a time. Took between 25 and 30 seconds to fill a bottle. It had been brought back from the other side so many times they called it Frankenstein. One guy could run it, if every so often someone else would come by and box up the product. I made a rude clock out of the process: so many bottles waiting to be cased equaled so much time having passed. You could arrange the finished bottles into shapes on the grates we laid down over the table: a decent triangle took ten minutes of bottling; a B-2 fifteen. The procedure was: you fill a keg from the brite tank and bottle from the keg. There are two B-2s in every keg; six kegs to a squadron.

One time we had to bottle a massive amount of Wee-Heavy-er, so I just stood there spinning and dropping and loading all day, from 9-5 with a break for lunch, and Aaron Wilson filled the kegs for me and cased up the beer. At the end of the day I’d bottled 90 cases.  (That’s a wing of bombers, for them keeping track.)

Then we got the Meheen, which takes two guys, runs straight off the brite tanks and fills four beers every twelve seconds. We do 90 cases without breaking a sweat and can exhaust an entire batch (about 180) in two and a half hours.

And in such eye-blinks years pass, people come and go, life happens. I’m in politics and real estate now and it’s time to test the gangplank again.

I am so grateful to everyone with whom I’ve worked and to Daddy Mumbles, who, if there must be a boss, is a most excellent one. Daddy doesn’t get a lot of credit around here, or certainly in this blog, so here goes:

Daddy Mumbles brings to mind a distinction in Texas–and maybe in other states, I don’t know–between general law and home rule townships. In Texas, a general law municipality may engage in only those activities explicitly permitted by the massive Texas constitution, whereas a home rule municipality may engage in any activity not explicitly forbidden by the constitution. We’re all home rule types under Daddy’s wide portfolio, which is one of the reasons we’ve managed a weird, sort of invisible and second-hand imitation of thriving the past several years. They hand you the tools and say go ahead. We are told that America used to be like that. We are hopeful that it can be again.

I am so looking forward to being a customer of this ridiculous little place.



Selling Out

February 3rd, 2014

Management has had an interesting week.

The ball got rolling with Beyond the Pale, Ken Grossman’s book about starting, growing and running Sierra Nevada Brewing, probably one of the greatest breweries in the world. Really great read, with – as Salinger would put it – Lots of Squalor. There was a fair amount of hand-to-mouth in Sierra’s early days, lots of seven-day twelve-hour-a-day workweeks, lots of substandard housing, lots of stuff nobody would ever put up with from an employer, but some people would cheerfully endure in service of a dream.

Folks who start businesses from scratch are a different breed altogether, folks who start capital-intensive businesses like breweries are a different strain of that different breed, and folks who started craft breweries back in the eighties, when nobody knew what craft beer was, are what plant breeders call “sports” – anomalous beings who function Beyond the Pale, as it were.

Very interesting passage in Mr Grossman’s book about “Project Ocean,” his study group devoted to selling Sierra to the highest bidder and buying a nice house on the ocean. Apparently, he gave quite a bit of thought to cashing in his chips and letting go of his inanimate child, but ultimately thought better of it. We’re all glad, I think, that the Grossman family continues to run Sierra. They’re the classiest act in a classy industry, and Ken’s son Brian will be running Sierra’s new plant in Asheville. Sticking with it and making it better.

Later in the week, we got to see the Pixies here in Asheville. A really good, really loud band, playing their music their way, giving a great show, letting their audience know they’re appreciated for coming out. I’m sure simply signing contracts and licensing tunes as advertising jingles is tempting, but they seem to actually enjoy playing music together, and seem to be making a decent living.

And, the week was capped off with the Stupor Bowl halftime show. We’re too old to know what a Bruno Mars is, but remember the Red Hot Chili Peppers from back in the day. A facsimile of that band performed with Mr Mars in what could be termed a “mash-up” of some kind. It probably paid very, very well.

Making a product you believe in – whether it’s music, beer, or ceramic tile – is a very interesting thing. There’s a lot of information that takes the form of a product, information that can be condensed, pasteurized, fiddled, and produced in volume, resulting in a reasonable facsimile of what the product once was, and some really fat checks for a few people. When the checks get to be a certain size, the word “interesting” tends to disappear, though. We like interesting, and want to keep it around. If we move to a glitzier neighborhood, interesting might get lost, resulting in some sort of Incredible Journey odyssey, as interesting searches – perhaps in vain – to find French Broad, its loving family. We’re not willing to lose our precious, our interesting, so we’re not leaving our barn beside the stream, although those Tesla cars are really cool.

So we keep getting a little bigger every year, in spite of the fact that we don’t really market our product, other than working to get people to try our beers. That simple act – try this! – actually seems to work pretty well, in spite of the fact that our labeling lacks “unity.” Our labels are snapshots of where our collective heads were at when each beer was created, which artist we were grooving on when it came time to design said label, etc. Similarly, we’re clueless about our “demographic,” one of the fundamental building blocks of “marketing,” nor do we seek to understand the anxieties and aspirations of the folks who drink our beer, the better to offer our product as a placebo, a salve, a status icon, a lie.

It’s a hell of a way to run an airline, as they say.

But you see, we’re not an airline. We’re the kind of business you can actually like.