When Sébastien Paradis felt the first wave of the crisis coming in early March, he rented a cottage on a lake in the Laurentians so his young children could experience confinement in nature. He could not have imagined that he would soon be isolated for an extended period of time due to the region's shutdown. "I haven't been to the brewery in weeks," he admits in a video conference. "It's pretty intense to be the captain of a boat in this storm, but from a distance. We develop things and after a few weeks, it almost becomes the new normal."

From sunny days to massive layoffs

The CEO of the microbrewery admits to having gone through the full range of emotions in recent weeks. “At the beginning of March, it was anxiety-provoking to see what was happening in Europe, in Asia, I started to imagine the worst,” says the father of two twins whose partner also works full-time. When the Legault government closed businesses, it was crazy. Information was coming in dribs and drabs. I spent six hours on the phone to find out if we were an essential service.”

Like the SAQ, breweries were classified as essential services. However, the Brasseurs du Nord saw 40% of their revenue disappear, namely that related to their bar and restaurant partners. Sébastien Paradis therefore had to lay off 40% of his employees, and this, in less than 48 hours. “A month before, our company was growing. We told our employees that we had never known such good times. Some employees had not seen it coming and were completely on their backs.”

He admits to hitting another wall when he realized that the bar and restaurant industry will be on hold for a very long time and will probably never be the same again. “The consumer will be scarred for a long time by this pandemic,” he says. “Our business model relied heavily on on-premises consumers (CSP), a large part of our business lost overnight. So we had to strategically rethink the model based on the post-Covid consumer while confidence will return in a two-year horizon or more.”

First, communicate

Defensive and disoriented, Sébastien couldn't sleep anymore. Until he changed his mindset and put himself in " offense " mode (to use the sports analogy): "those who do good things and find the right opportunities will be the ones who will manage the crisis best," he convinced himself. Things quickly fell into place. "I then entered a more positive phase where I felt in control. I secured the cash flow, I cut expenses and I got on my way."

He quickly made a bet on being transparent. "We'll try to get through this, but it's not certain," he admitted to his employees.

Daily videoconferences with his management team. Virtual one-on-ones with his master brewer every Wednesday evening to taste a beer and talk innovation. Creation of a weekly newsletter for employees that provides an overview of all departments with photos, videos and an editorial that he signs. Small impromptu meetings on Hangouts, over coffee, to reproduce the conversation around the water dispenser… “I’m reading like never before on best practices during COVID. I’m picking up little things here and there. I realize that if I want to get out of this crisis with this team, they have to feel mobilized and involved.”

His actions are bearing fruit since all 20% of the employees who were recalled have responded. Only administrative offices are still practicing telework, as advised by public health.

“Adapting to changes in the factory can be difficult and time-consuming. However, in three weeks, we completely transformed the way things were done with visors, plexiglass, different entrances and exits, etc. The employees accepted and even welcomed the changes. The delivery people's habits have also completely changed. The can and bottle chain has been divided. Changes that are all here to stay.”

More united than ever

Grocery store sales were up sharply, driven in particular by the local purchasing movement, including the #onseserrelescoudes campaign in which he participated. By adopting an empathetic tone on social networks, the CEO wanted to show sensitivity to what people are experiencing, with the local angle, but also the pleasure of tasting, relaxation, a little moment of happiness in the day...

An innovation program has been set up: a new beer is launched every week. They have also developed a project of seven collaborative beers that involve artisans and entrepreneurs who have been hit hard by the crisis. La Traversée, the first, highlights Humble Lion espresso coffee and Intermiel wildflower honey, while the label is signed by Cécile Gariépy. “These are all very inclusive and supportive projects that reflect who we are.”

Is he still afraid of not making it through? “No, because we were lucky to be in a good financial situation. Not everyone is that lucky in the microbrewery industry,” he concludes.