Board of Directors

MBG Board Changes for 2018

Members of the Massachusetts Brewers Guild (MBG) board of directors are volunteers that serve to further the work of the association and its mission -- to protect and promote the interests of Massachusetts craft brewers.

Unlike many nonprofit boards that serve to advise the organization’s staff, MBG board members also have to serve as staff, and work on behalf of the organization to deliver the created objectives and goals. With the support of only one full-time staff member, board members spend an average of 10 to 25 hours a month working on the MBG’s initiatives -- depending on the project or work cycle.

The guild board of directors currently holds eleven seats, six of which are up for election in January 2018.

Co-leader of the government affairs committee, Rob Martin from Ipswich Ale Brewery, co-leader of the finance committee, Dan Kenary from Harpoon Brewery, head of the marketing committee, Keith Sullivan from Medusa Brewing, and MBG Treasurer Sam Hendler from Jack’s Abby, will all rerun for a two-year term (the 2018 to 2020 calendar year.)

After serving as veteran board members since the MBG’s inception, both Gary Bogoff from Berkshire Brewing Co., and Ned LaFortune from Wachusett Brewing Co., will step down from the board’s daily duties as members, and serve as board advisors. LaFortune and Bogoff will remain supportive guides to the board of directors when called upon for advice.

The MBG’s board is seeking brewers, and brewery staff to consider joining the nonprofit’s leadership team to help further its work by donating their time, expertise and passion for the industry.

The board’s nominating committee, which consists of Michelle Sullivan from Boston Beer Co., and Rob Burns from Night Shift Brewing, are now accepting resumes with a letter of intent detailing the goals or changes that candidates would like to help implement within the organization.

Those submitting their resume should plan to get involved with the organization prior to the start of the year by joining a working committee. It will be important for the nominating committee to see a strong commitment from individuals wishing to have a seat on the board.

The board seeks to diversify its members and strengthen its geographical representation. They are looking for all areas of expertise -- from law to marketing, to fundraising, event planning and general leadership. The nominating committee will put forth candidates that demonstrate a willingness to work together on issues and help serve the craft beer community.

During the January 2018 meeting, all six seats up for election will be voted on by members. Only member breweries current on dues will be able to vote in this election. Invoices to renew 2018 membership dues will go out at the end of December, at least three weeks prior to the meeting. Memberships run from January to January, during a typical 12-month calendar year. Breweries will need to be physically present at this meeting to cast their ballot.

A committed and passionate board is essential to accomplishing the work of the Massachusetts Brewers Guild. Now more than ever, it's vital for a strong board and leadership team to help guide the Massachusetts craft beer community forward and serve as a unified voice when confronting all issues that impact the industry.

Those interested in joining the board can send their resume and cover letter to the MBG’s executive director, Katie Stinchon at for review. In your cover letter please answer the following questions:

  • Why do you want to join the MBG’s board of directors?
  • Realistically, how much time you can dedicate to the organization a month?
  • Which committee you would like to donate your time to?
  • What major issues would you like to be involved in and how would you change them?

What’s expected of MBG Board Members? MBG Board Members Will:

  • Interpret the organization's work and values to the community, represent the organization, and act as a spokesperson
  • Listen carefully to board colleagues and members of the craft beer community
  • Respect the opinion of fellow board members
  • Respect and support majority decisions of the board
  • Recognize that all authority is vested in the full board only when it meets in legal sessions
  • Keep well-informed about developments relevant to issues that may come before the board
  • Attend bi-monthly board meetings (six a year – 1.5 hours long) and understand that they may be relieved of board duties if they miss more than two meetings
  • Actively participate in board meetings and actions
  • Become actively involved in at least one committee – driving goals and accomplishing tasks – (Marketing, Events, Government Affairs, and Membership)
  • Support MBG events and initiatives through participation
  • Bring to the attention of the board any issues that will have an adverse effect on the organization or those we serve
  • Refer complaints to the proper level on the chain of command
  • Recognize that the job of a board member is to ensure that the organization is well-managed, not to manage the nonprofit
  • Represent all of those whom this nonprofit serves, not just a particular geographic area or interest group
  • Consider yourself a “trustee” of the nonprofit and do your best to ensure that it is well-maintained, financially secure, growing and always operating in the best interests of those we serve
  • Declare conflicts of interest between your personal life and position on the board, and abstain from voting or discussion when appropriate

MBG Board Members Will Not:

  • Criticize fellow board members or their opinions, in or out of the board room
  • Use the nonprofit organization for your personal advantage or that of your friends or relatives
  • Discuss the confidential proceedings of the board outside the board room
  • Interfere with the duties of the administrator or undermine the administrator’s authority with staff

As a board member, the organization is responsible to you in the following ways:

  • To keep its board members regularly updated on the organizational activities, programs, policies, goals and objectives as appropriate
  • It is expected that board members and the Executive Director will respond in a straightforward fashion to questions that are necessary to carry out fiscal, legal and moral responsibilities to the organization
  • If the organization does not fulfill its commitments, board members may call upon the Board President and E.D. to discuss the organization’s responsibilities
  • The organization will carry directors and officers’ liability insurance