Episode 106: From Wall Street to Craft Beer to THC: Building the Saucy Empire

On this episode of Marketing Moves, we sat down with Brent Zimmerman, Co-Founder and CEO of Saucy Brew Works, to unpack his unconventional journey from Wall Street to building one of Cleveland’s most dynamic hospitality and beverage brands. Brent shares how strategic risk-taking, crowdfunding, and a focus on internal culture fueled Saucy’s growth into a multi-location, multi-brand business.

We also explore how shifting consumer behavior, evolving marketing strategies, and the rise of THC beverages are reshaping the industry—and what it takes to build a brand that continues to adapt and scale.

On this episode of Marketing Moves, we sat down with Brent Zimmerman, Co-Founder and CEO of Saucy Brew Works, to explore how he went from a career in finance to building one of Cleveland’s most recognizable hospitality brands.

What started as a single brewery in Hingetown has grown into a multi-location business spanning craft beer, food, real estate, and now THC beverages. Brent shares how that growth actually happened, from early decisions around ownership and partnerships to navigating industry shifts and launching into entirely new categories.

We also get into what crowdfunding really teaches you about your audience, how internal culture impacts scale, and why the next phase of growth is already underway.

Brent didn’t start in hospitality. He started in finance, working in mutual funds and on Wall Street before returning to Cleveland.

His entry into craft beer came through a potential investment opportunity. After spending time evaluating it, he decided not to move forward. Instead, he partnered with someone he trusted and chose to start his own brewery from scratch.

That decision came down to alignment. He wanted the right partner, the right structure, and the ability to build something on his own terms. Within days, they had an operating agreement in place and were moving forward.

Saucy Brew Works launched in 2017 in Ohio City, with a focus on creating a space where people felt comfortable being themselves.

From the beginning, the goal was not just to serve beer. It was to create an environment that appealed to a wide range of people, from families to casual drinkers to regulars. The brand was built around experience as much as product.

That foundation helped Saucy grow into more than just one location. Today, the business includes Cartridge Brewing near Cincinnati and Urban Meyer’s Pint House in Columbus, each with its own personality and audience.

As Saucy expanded, one of the biggest learnings was that not every concept translates across markets.

What works in Ohio City does not automatically work in Columbus or Cincinnati. Each location has its own customer base, expectations, and community dynamics.

Brent shared that even well-intentioned ideas can fall flat if they do not match the audience. That forced the team to adapt quickly and treat each brand as its own entity, rather than trying to standardize everything.

Saucy has raised over $20 million through crowdfunding, but Brent made it clear that capital is only part of the story.

Crowdfunding forced the brand to build real engagement. Most investors were not expecting a financial return. They were buying into the experience, the perks, and the brand itself.

One of the most unexpected drivers of growth came from national TV advertising. During a presidential election cycle, local ad costs increased significantly, which made national placements more accessible. That allowed Saucy to reach investors in markets like California and Texas, expanding awareness far beyond Ohio.

As the business grew, maintaining culture became more difficult.

Hospitality is a people-driven industry, and consistency depends on the team delivering the experience every day. Brent shared that this has only become more challenging over time, especially after COVID, as workforce dynamics have shifted.

The focus now is on creating a consistent experience while managing the realities of turnover, training, and operational pressure.

The biggest shift Brent pointed to is the consumer.

People are drinking less, going out less frequently, and being more selective with how they spend their time and money. At the same time, costs have increased across labor and goods, creating pressure on the business from both sides.

In response, Saucy has focused on giving people a reason to choose them. That includes events, programming, and partnerships that add value beyond just food and drinks.

Saucy’s newest venture, Saucy Seltzer, is a response to changing consumer preferences.

The category is growing quickly, driven by demand for alternatives to alcohol. It also offers operational advantages, including faster production timelines and lower costs compared to beer.

At the same time, it comes with challenges. Regulatory changes in Ohio have already impacted the business, forcing Saucy to move operations out of state in order to continue selling the product.

Even with that uncertainty, Brent sees this category as a major part of the future.

Saucy’s marketing approach is led by a small in-house team focused on social, email, partnerships, and events.

The strategy is less about polished campaigns and more about staying consistent and relevant. Influencers, collaborations, and community engagement all play a role, along with programming that gives people a reason to visit.

At the core of it all is a simple idea. Do things well, but do not take yourself too seriously.

Saucy’s growth is not the result of one big idea. It is the result of a series of calculated decisions made at the right time.

Brent walked away from a safer path to build something on his own terms. He invested early in the foundation of the business, from partnerships to brand experience. As the company grew, he resisted the urge to standardize everything, instead allowing each concept to evolve based on its market.

At the same time, he adapted to what was happening around him. Consumer behavior shifted, and Saucy responded by focusing more on experience and value. New categories emerged, and instead of ignoring them, he moved into THC beverages early, even with the operational and regulatory challenges that came with it.

What stands out is the consistency in approach. Stay aligned on what you are building, be willing to adjust when the market changes, and make decisions that support long-term growth, not just short-term wins.

For brands, the takeaway is clear. Growth is not about sticking to the original plan. It is about knowing when to double down, when to pivot, and how to keep moving forward without losing what made the brand work in the first place.