After working their way up the ladder from sommelier to beverage director, many beverage professionals wonder what’s next. Some might step away from the hospitality sector, looking for careers in distribution or consulting, but those who want to stay in restaurants and bars might look to step into an even broader role: corporate beverage director, which involves the management of drinks programs at several different establishments—sometimes even across state lines.
“There’s more opportunity for growth, safety in systems that exist in corporate structures, and there’s support,” says Sam Penton, the director of bars at Rosewood Miramar Beach in Montecito, California.
But being a corporate beverage director isn’t just more responsibility—it also requires problem-solving savviness and a strong business acumen.
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Considering the move? SevenFifty Daily spoke with four corporate beverage directors at four very different corporate restaurant groups about how they landed their role, the qualities that make them successful, and how you can follow in their footsteps.
1. Cultivate Relationships and Expand Your Network
Before becoming the director of bars at Rosewood Miramar Beach, a Forbes Five-Star property with multiple dining establishments, Penton traveled. “I took every opportunity I could to explore, network, and find communities in different cities,” he says.
It led him to Denver, where he was on the opening team of the city’s outpost of Death & Co and frequently competed in cocktail competitions, which helped him further expand his network. When Penton was ready for his next move, he had contacts to tap. “These competitions gave me the opportunity to learn about brands and develop relationships,” he says.
For Bretton Lammi, the director of food and beverage at Prime Hospitality Group—which includes 12 Ruth’s Chris Steak Houses, plus several other restaurants throughout the Midwest—relationships have been crucial. After starting his career as a wine director in Cincinnati, his next move was Las Vegas—a tough market to ascend in. “Not many casinos take a chance on someone with no hotel experience,” says Lammi.
But the beverage director did have strong bonds with other professionals. “There are really only 50 or so wine and spirits companies in the country,” he says. “When you apply for a job, they will ask peers and suppliers you’ve worked with [about you], and your reputation matters.” He was hired as the opening wine director of The Cosmopolitan.
Lammi still emphasizes the importance of bonds, and suggests checking in with peers and suppliers, “even if it’s just to see how they are.” Recently, a colleague at a major supplier lost his job due to restructuring. “I called him to check in on the job hunt and asked if I could help,” he says. “This small gesture has solidified the relationship. He’s at a new company and we’re doing incredible work together.”
2. Develop Systems to Help You Scale Up
Managing a major restaurant group is a big pivot from overseeing the beverage program at a single location. Being responsible for a broader number of venues means you will often hold court in front of spreadsheets instead of behind the bar. It’s important to develop systems to stay on top of the individual programs, even when you’re not physically present.
“One of the toughest parts of my job is dealing with supply chain issues,” says Lammi. “We have 16 locations in six states and purchase over 3,000 food and beverage products in each location.”
There’s also the matter of understanding the pulse of each establishment and its guests. “What sells in Indianapolis is vastly different from what sells in South Bend—just two hours away,” says Lammi. “It’s not just my job to know what sells—I must adapt our purchasing methods and offerings to meet our guests’ preferences.”
And since his group has a presence across the country, he also has to unpack each state’s specific rules. “Pricing can be different for each beverage item depending on location, and we have to deal with liquor control states.”
To stay on top of state-specific nuances, lean on relationships with national importers and distributors. “Your contact can get answers on every state they operate in,” says Lammi. “Additionally, brand contacts—think Tito’s Vodka or Caymus Vineyards—can be a resource for laws and pricing nuances.”
3. Think Beyond Beverage
At Flour + Water Hospitality Group in San Francisco, which includes Trick Dog, Penny Roma, and, of course, Flour + Water, Sam Bogue’s role as beverage director is less about building nice drinks and more about creating structure and solving problems to create positive outcomes in every venue.
“It’s a break from a traditional floor-focused position,” he says. His daily tasks include everything from creating tech sheets for staff to fine-tuning the beverage voice in each venue—whatever the restaurant needs to succeed. “I’m not anchored to service—my approach lends itself to high-level experimentation and creativity.”
Beverage is Bogue’s job, but he stresses the job requires more than just a good palate—it requires problem-solving savviness, people skills, and a keen business acumen. “Don’t let your love and infatuation with beverages pigeonhole your skillset,” says Bogue. “The greatest skill that has helped me in my career is a willingness to problem solve.”
Daniel Grajewski, the Washington, D.C.-based senior director wine and beverage at José Andrés Group, agrees. He credits his career success—which includes roles at Michael Mina Group and Starr Restaurants—to not falling into a niche and avoiding an overfocus on beer, wine, spirits, or cocktails. “I understand the holistic view of a beverage program,” he says.
4. Hone Your Financial Acumen
Bogue’s advice to budding corporate beverage directors: keep abreast of beverage trends, “but don’t let that be the only place you invest your time and energy. Learn how to hit COGS [cost of goods sold] targets or read a P&L [profit and loss statement].”
While managing the financial success of multiple beverage programs might seem more complicated than focusing on just one, there are some advantages. “It becomes easier to manage the finances of a beverage program when you start purchasing for multiple restaurants,” says Bogue. “Things are more nuanced with additional lists, but purchasing in higher volumes creates opportunities for discounted pricing.”
Lammi recommends a sliding pricing sale to help balance the books. “The more expensive the product, the less it should be marked up,” he says. “It entices guests to consider higher-end spirits, while you make your margins on lower-priced, higher-volume items.”
“And know where every ounce of wine or vodka is going,” adds Lammi. “Using a combination of [product mix] data and recipes from our inventory software, I can identify errors in counting, recipes, or execution.”
5. Support Your People
A large part of corporate beverage direction is setting the stage for others to thrive. “Be kind and empathetic,” says Bogue. “It’s a low bar to entry and helps cultivate a work environment people want to be in.”
He achieves that through a number of avenues, including one-on-one mentorship, hosting wine classes, and making time to hang at family meals. “It’s our people who make our hospitality group tick,” says Bogue.
“My favorite day-to-day part of my job is walking around the property saying hello, assessing the temperature of the bars, and checking in with each member of the team,” says Penton. “I learned the importance of check-ins from Death & Co.—it lets people know you’re there for them.”
6. Consider How Company Size Factors In
Not all corporate restaurant groups are built the same. For Bogue—who works at a smaller, five-venue group—a part of his job is being nimble and involved.
Grajewski works at a medium-sized company—José Andrés has more than 30 venues worldwide. “I find small venues tactical, but large groups are systematic. I excel at a group this size—how do you work across 30 concepts and be creative, but balance that with the business size? It requires both sides of your brain.”
When Lammi was at MGM Grand—a behemoth group—decisions required multiple sign-offs. “I had nine bosses above me in the chain of command,” he says. “It was hard to get bigger projects done with varying levels of approvals needed.”
So be introspective. Do you thrive in systems-driven environments, or do you have a more entrepreneurial mindset?
7. Create a Career Game Plan
When pivoting towards a corporate beverage career, experts underline the importance of considering who you are now and who you will be later in your career. “Make sure you’re not just chasing a title,” says Penton. “Are you creative? Are you analytical? Understand both your left and right brain—moving upwards is about balancing the two and it’s critical to success.”
Take some time to map out your dream trajectory. Grajewski loved being on the floor in the early years of his career. “That part of me has grown,” he says. Now, corporate beverage direction suits his skills and space in life. “Remember, where you see yourself today may not be where you see yourself tomorrow.”
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By day, Kate is a writer, editor, and photographer covering the intersection between spirits, business, culture, and travel. By night, she’s a WSET-trained working sommelier at one of the top restaurants in Canada. She writes about strong drinks and nice wines for Forbes.com, Wine Enthusiast, Vogue, Maxim, InsideHook, People Magazine, Southern Living, Liquor.com, and The Toronto Star.
