Joint Board Retreat: Aligning Vision, Strengthening Impact

JOINT BOARD RETREAT: ALIGNING VISION, STRENGTHENING IMPACT

In January, leadership from the United States Bartenders’ Guild and the USBG Foundation gathered in Newport, Kentucky for a focused three-day joint board retreat centered on alignment, clarity, and forward momentum. Portions of the retreat were held at New Riff Distilling, offering an inspiring setting for meaningful work.

The retreat brought together Executive Director Bo Shuff, Director of Membership & Professional Development Jarrette Moore, Development Consultant Marc Pitman, members of both Boards (Guild and Foundation), and both outgoing and incoming board members. Bringing leaders together at different stages of service created space to honor past contributions while building a shared vision for the future. Board President Ingrid Rodriguez (Tampa Bay) reflected on the importance of gathering in person:

“Live meetings are important to create cohesion and the ability to free speak without distractions. The Board retreat energizes the Board for the rest of the year, and being in one space sequestered together enhances that commonality.”

That cohesion set the tone for the entire retreat.

FROM BUILDER ENERGY TO GOVERNANCE CLARITY

Discussions focused on advocacy, governance, communications, chapters, and leadership development. The objective was straightforward: ensure structure, strategy, and storytelling remain aligned in service to members. Director Geo Thompson (Boston) captured a significant shift in the organization’s evolution:

“My number one takeaway from the January Board Retreat was that USBG has definitively moved from a start-up, builder mentality into a governance-focused phase of organizational maturity. The conversations around clarifying the distinct roles of the Guild Board, Foundation Board, and National Council of Chapters, along with the emphasis on a clear RACI matrix and refined committee structure, reinforced that our responsibility now is less about doing everything ourselves and more about governing wisely, guiding strategically, and empowering others to lead effectively.”

He continued, noting that the work around updating Chapter Operations and adopting revised community models demonstrated a serious commitment to aligning structure with volunteer capacity while reducing unnecessary administrative burden and preserving accountability.

“The most powerful insight,” he added, “was that our future success will not be determined by passion alone—USBG has always had that—but by how clearly we define responsibilities, support leadership transitions, and build systems that allow local communities to thrive without burning out their volunteers.”

Passion built the Guild. Structure sustains it.

ENERGIZED FOR 2026

Alongside structural clarity came renewed excitement about the direction of the Guild. Director Elizabeth Pirnat (Cleveland) shared:

“Excited for the direction for 2026! Can’t wait to see all the cocktail competitions from local, to regional, national, and international!”

Director and Treasurer Joey Fredrickson (Cincinnati) reflected on the power of alignment and collaboration:

“I’m most excited about continuing to build a more connected, collaborative, and sustainable Guild in 2026. The retreat reinforced how powerful it is when we show up, listen, and stay focused on what really matters. I’m looking forward to strengthening relationships with chapter leaders and helping shape an organization that truly serves bartenders at every stage of their careers.”

Director and Secretary Tracy Gomez (Utah) expressed confidence in the organization’s momentum:

“The Guild is in great hands. There’s renewed enthusiasm with both the staff and Board to grow the organization in a healthy way and serve our members like never before.”

She also highlighted the Guild’s advocacy focus, sharing her pride in being part of an organization that cares deeply about the welfare of members and the broader industry, even when it feels like “building the plane while we fly.”

Director Lisa Belczyk (Pittsburgh) emphasized the momentum built over the past year and the unified direction ahead:

“The board, officers, and staff are excited to continue building on the momentum of the past year by providing even more value and service to our community of members and the industry as a whole. We have a unified vision for our organizational future, along with a diverse set of expertise and experience to chart the path forward and make that vision a reality.”

Looking ahead, she added:

“I’m most looking forward to the opportunity to deeply engage with even more Guild members. From celebrating the creativity and camaraderie of our local communities through the United States Cocktail Championship to launching a new initiative that connects members’ expertise and interests to strengthening our organization nationally, the USBG will emerge even more connected and engaged in 2026.”

CENTERING MEMBERS AND COMMUNITY

The retreat reaffirmed a shared commitment to members and core values. Director Nigal Vann (Chicago) reflected on the Guild’s evolution and impact:

“My number one takeaway from the retreat is the renewed focus on our members and the core values of our program. We are not only increasing visibility and expanding our reach through social media, but there is also an energy driving greater engagement and participation in our programming.”

He emphasized that through LEAD, in-person seminars, and ongoing education, the Guild is addressing meaningful and often underrepresented topics.

“We are not a one-dimensional organization focused solely on craft cocktails,” he said. “Through competitions, travel, education, and leadership roles, I’ve gained confidence, built lasting relationships with leaders in our industry, and developed the ability to give back to my community.”

Seeing fellow board members brainstorm, exchange ideas, and step into new responsibilities left him energized and excited about the future of the organization.

FROM ALIGNMENT TO ACTION

The retreat wrapped with a full board session to conduct regular business, grounding strategic conversations in action.

Leadership left Newport with greater clarity around how the Guild tells its story, structures its work, and supports leaders at every stage of involvement. Decision-making processes were strengthened. Roles were clarified. Pathways for member engagement became more intentional.

The boards left energized, aligned, and committed to advancing their missions—distinct in structure, united in purpose, and focused on supporting the bartending community nationwide.