{"type":"rich","version":"1.0","provider_name":"Transistor","provider_url":"https://transistor.fm","author_name":"Grow Good ","title":"MadTree's Long Play: Building for Decades, Not Quarters: Rhiannon Howeler, Madtree CEO and Brady Duncan, Madtree Co-Founder","html":"","width":"100%","height":180,"duration":2501,"description":"EPISODE SUMMARY\n\nBrady Duncan, co-founder of MadTree Brewing, and newly appointed CEO Rhiannon Hoeweler unpack how the company evolved from a local craft brewery into a broader hospitality platform with restaurants, family-focused experiences, and a canned cocktail brand.\n\nAt the center of the conversation is a question many growth-stage companies face: how do you scale without diluting what made the business meaningful in the first place? Brady and Rhiannon explain how MadTree uses long-term goals to guide decisions, why they became more disciplined about what they say no to, and how purpose became embedded into the company’s operating systems — from hiring and incentives to capital allocation and expansion strategy. They also discuss the operational realities behind sustainability initiatives, the risks they took entering hospitality, and why they believe stability matters more than growth for growth’s sake.\n\nKEY INSIGHTS\nWhy MadTree shifted from a distribution-first brewery model into hospitality and destination spaces\nHow 10-year goals became a decision-making filter for growth, hiring, and investment\nThe operational tradeoffs behind protecting sustainability initiatives during cash constraints\nWhy the company narrowed its community impact focus instead of supporting every cause\nHow MadTree uses incentives and accountability systems to reinforce company values internally\nThe decision to retract geographically and “win locally” before expanding again\nWhy opening a standalone restaurant felt strategically risky — but aligned with the long-term vision\nHow partnerships became a core growth lever across community impact and business development\nThe difference between “purpose as messaging” and purpose embedded into operational systems\nWhat Brady learned from waiting too long to formalize the company’s vision and purpose\nWhy the company now prioritizes operational stability and efficiency alongside revenue growth\nHow MadTree thinks about expansion differently now...","thumbnail_url":"https://img.transistorcdn.com/4_W9iNxov8TbmJi0hwOHIXG4gxg89YSz70tugMNyhMg/rs:fill:0:0:1/w:400/h:400/q:60/mb:500000/aHR0cHM6Ly9pbWct/dXBsb2FkLXByb2R1/Y3Rpb24udHJhbnNp/c3Rvci5mbS9kZjEy/ZjJiMmJhNTdiZTI0/MGU1YzdmNzdmOGZk/ZjlhMS5wbmc.webp","thumbnail_width":300,"thumbnail_height":300}