INTERVIEW
Most conversations about Beer Clubs start with money. Recurring revenue, predictable cash flow, margin. It's the easiest case to make, and it's a good one. But it's not the whole story, and the breweries that build the best Clubs tend to know that.
everywhere is a young brewery in Orange, in Southern California, founded by a team who came out of some of the most respected barrel-aged and sour programs in the country. Their Beer Club reflects that pedigree: a bottle membership built around limited releases, with members-only exclusives, pickup at the taproom or shipping across the country, and a community that reaches from Southern California to drinkers around the world. When I asked co-founder Daniel Muñoz what it means to the brewery, his answer reframed the whole thing.
What does the Beer Club mean for the brewery now? Steady revenue, or something else?
"We've always looked at the club as the cherry on top rather than the foundation of the business. Our taprooms are our core business, and the club is a great margin driver. It does provide predictable cash flow, which is incredibly valuable, but if we needed that revenue just to keep the lights on, I don't think we'd have a healthy business. For us, it's about building deeper relationships with our biggest fans while adding another strong revenue stream."
Daniel frames the Club as a cherry on top, secondary to the taprooms, and that fits where it sits today. It was more central at the start: they launched it before the doors even opened, which I'll come back to below. Either way, the reasoning is the same. Predictable cash flow is, in his words, incredibly valuable, and I've argued as much in recurring revenue is the healthiest money your brewery can make. But the money was never the whole reason. The Club is about the relationship with the people who love the brewery most.
What are you most proud of with your Beer Club today?
"I'm most proud of the community we've built. It's become so much more than a bottle club. Our members have become genuine friends, and they're some of our biggest advocates. I'm also really proud of how low our attrition has been. Over the last four years, fewer than 10% of our members have left the club, which says a lot about the experience we've created."
Two things stand out. The first is that he leads with community, not numbers, the same instinct I've heard from every brewery running a Club that actually lasts. The second is that number: fewer than 10% attrition over four years. Not per year, over four years. In subscription terms that's extraordinary, and it isn't an accident. It's the direct result of treating the Club as a relationship rather than a transaction. People don't leave a community they feel part of.
Did it mostly convert regulars, or bring in customers you weren't reaching before?
"We actually launched the club before we even opened our doors, so in the beginning it was entirely new customer acquisition. Over time it's become a mix of local regulars and people who've never even visited everywhere in person. Most of our members are still in Southern California, but we have members all over the world, which is pretty amazing to think about."
Launching the Club before opening is a bold move, and it worked as pure acquisition: every early member was a new customer, not a regular upgrading. It also shows how much the Club mattered from the outset. You don't build a membership before you have a taproom unless it's central to the plan. It's a reminder that a Beer Club isn't only a loyalty tool for the fans you already have. It can be how people first find you. And the geography is the quiet superpower again: members all over the world, reached from a brewery that started with a single taproom. everywhere has since grown to locations across California, Oregon and beyond, but the Club was reaching people worldwide long before the map filled in. It's how a local business reaches people who may never walk through its doors.
Why did you launch it, and how many members signed up in the first month?
"We launched the club for a few reasons. Given our backgrounds, people expected us to have a barrel-aged beer program and a membership club, so we wanted to deliver on that expectation. We also knew from experience how powerful a club could be. The predictable cash flow is nice, but the bigger value is the culture it creates. It gives people a reason to stay engaged, builds excitement around new releases, and helps create hype around the brand. We had about 200 members the day we opened our doors."
Two hundred members on day one, before anyone had set foot in the taproom. That's the pull of a team with a reputation, but it's also the pull of a clear promise. And notice the framing again: the cash flow is nice, but the bigger value is the culture. Even in the launch rationale, the community comes first.
What was the trickiest part of getting it live?
"Having built subscription programs before, getting something live wasn't the difficult part. The hardest part was deciding how we wanted the club itself to work. Should it be quarterly or annual? What should each shipment include? What experience did we want members to have? Those decisions took the most time because they shape everything that comes afterward."
The hard part wasn't technical. It was design. What the Club is, how often it ships, what goes in it, what it feels like to be a member. Those choices shape everything downstream, and they're worth taking slowly, because they're expensive to change once members are relying on them.
What tools do you run it on day to day?
"Honestly, I still haven't found a true plug-and-play solution that does everything we want a bottle club to do. At my last company we built a fully custom platform on top of Shopify. At everywhere we didn't have the time or resources to do that, so today it's a bit of a Frankenstein setup. Shopify powers our online store, Recharge handles the subscriptions, and we use PageFly to customize the club landing page."
This is the third brewery in this series to land on Shopify and Recharge, and the third to describe the same gap. The subscription engine is a solved problem. What's missing is the layer on top, the storefront and the club experience, which most breweries end up assembling by hand. Daniel calls his a Frankenstein setup. His dream, and it comes up again below, is a fully custom club built properly on top of Shopify. That gap between "the parts exist" and "it's built into one coherent thing" is exactly the gap I built RIWAKA to close.
What turned out to be more of a pain than you expected?
"Giving members an easy way to combine orders into a single shipment has probably been the biggest challenge. It sounds simple, but it gets surprisingly complicated."
In a typical month, how much time does it take to run?
"We actually have a full-time club manager because we try to make the membership about much more than quarterly bottle releases. Between member events, activations, customer service, fulfillment, and everything else, there's always something happening."
A full-time person, for a Club the brewery frames as a secondary stream rather than the core. That tells you how seriously they take the community side. The beer ships four times a year, but the membership is a year-round relationship of events, activations, and attention. That's the work that produces the sub-10% attrition. Community isn't free. It's a role someone owns.
What breaks most often or needs the most ongoing attention?
"Fulfillment is always the toughest part. Managing both shipping and pickup deadlines takes a lot of coordination. We occasionally run into human error with pickup orders getting marked complete, and combining multiple orders into one shipment is still a surprisingly manual and time-consuming process."
The recurring operational theme across every brewery I've spoken to: the beer is rarely the hard part. Fulfillment, pickup coordination, combining orders, these are the unglamorous mechanics that quietly eat time. Worth knowing before you launch, so you build for them rather than being surprised by them.
If you were starting from scratch today, what would you do differently?
"I'd probably invest the time upfront to build a fully custom club management platform instead of piecing together multiple systems. It would've been a bigger investment early on, but I think it would have paid off over time."
What would you say to a brewer who's on the fence about launching their own Beer Club?
"Do it. You'll never have fans as passionate or invested as the people who choose to join your club. It's one of the best ways to build a real community around your brewery."
Anything else you'd want to share?
"The biggest lesson for us has been that people aren't joining just for the beer. They're joining because they want to feel like they're part of something. If you can create that sense of community and belonging, the beer becomes the reason they joined, but the relationships are the reason they stay."
That last line is the whole philosophy in a sentence. The beer gets people in the door. The relationships keep them. It also explains the attrition number: a member deciding whether to cancel isn't weighing a box of beer against a price, they're weighing whether to leave something they belong to. That's a much stickier thing to walk away from, and it's why community isn't the soft, secondary benefit of a Beer Club. It's the engine underneath the retention that makes all the economics work.
The through-line of this whole conversation is a reordering of priorities that's easy to get backwards. Most people approach a Beer Club as a revenue product with a community bonus attached. everywhere treats it as a community with revenue attached, and their numbers suggest that's the order that actually works. Fewer than 10% attrition over four years doesn't come from a good price. It comes from members who feel like they belong to something.
That doesn't mean the money isn't real. Daniel is clear that the predictable cash flow is incredibly valuable, and that the Club is a genuine margin driver. The point is subtler: the revenue is strongest precisely when it isn't the goal. Build for belonging, and the retention that makes the economics work follows. Build for revenue alone, and you get a transaction people cancel the moment the maths stops favouring them.
For a brewery weighing whether to launch, that's the most useful thing to carry over. A Club can be central at the start, the way it was for everywhere, or a strong additional stream once your taprooms are humming, but either way its real power is the community it creates. Design it as a place people belong, staff the relationship like it matters, and let the beer be the reason they joined and the community be the reason they stay.
A huge thank you to Daniel Muñoz for his time and his candour, and for making a case that too few breweries lead with. If you're ever near one of their taprooms, go visit everywhere and see the community in person. You can find their Club at everywherebeer.com.
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