When U.S. Army veteran turned spirits storyteller Jeff Bradford decided to expand from documenting distillers’ journeys to importing their creations, he quickly realized passion alone wouldn’t guarantee success. With licensing underway in Texas and an ambitious plan to bring unique bottles to market—including his own whisky production aged in tequila barrels—Bradford turned to Sid Patel, Founder of Beverage Trade Network, for insight. Their discussion offered clear insights into compliance, trade marketing, and distribution, along with practical advice for those who approach the U.S. market strategically.

Edited excerpts from the interview.

Q. I highlight passionate distillers around the globe and pair each product with a video and story. Should I launch with multiple categories to showcase diversity, or focus on one core product?

A. Focus on one SKU at the beginning. In a market as fragmented and competitive as the U.S., trying to launch across multiple categories is a common mistake. Each product line demands packaging, compliance, marketing, warehousing, and sales attention. If you dilute those resources across too many SKUs, you risk running out of both money and energy before a single bottle establishes traction. By contrast, if you choose one core product—say your whisky—and dedicate every effort to proving that it sells consistently, you’ll have a foundation on which to expand. Importing is not just about bringing a product into the country; it’s about depleting stock at retail. One SKU allows you to measure what works, refine your pitch, and create replicable systems. Once buyers see results, they’ll often invite you to bring in a second or third product because they trust your execution.

Key insight: The U.S. market rewards focus. Don’t be a “portfolio company” before you’ve proven you can sell one bottle repeatedly.

Q. I’ve developed a unique whisky aged in tequila barrels. How would you position it so it resonates with both bourbon and tequila drinkers?

A. Position it as whisky, without hesitation. The whisky category has far more depth and staying power than tequila barrel-finished hybrids. Retailers want clarity: customers browsing a shelf don’t have time for complex explanations. Lead with whisky—it’s a familiar entry point for consumers—and use the tequila-barrel finish as your differentiator. This way, you capture the trust of bourbon enthusiasts while sparking curiosity among tequila fans. From a trade perspective, this clarity simplifies your sales pitch. Instead of trying to convince a buyer you’ve invented a new category, you present a whisky with a compelling twist. That framing also helps with marketing: your POS (point-of-sale) materials, tastings, and staff training all build off a simple message—“It’s a whisky first, with a tequila influence.”

Key insight: Anchor your product in an established category, then layer your uniqueness as a value-add.

Q. I’m bootstrapping. When should I consider bringing on investors or raising capital?

A. Don’t raise capital until you have no other option. Investors and loans can burden a young company with expectations and obligations before it has proven viability. Instead, start with the smallest viable quantity—perhaps even a single pallet. Negotiate extended payment terms with suppliers and offer incentives for retailers who pre-pay or commit to volume. By doing so, you’re essentially financing your growth through trade partners rather than outside investors. This approach forces discipline: every case you move funds the next order. Only when you receive a purchase order you can’t fulfill—say a major retailer wants statewide placement—should you raise outside money. At that point, you’re not raising capital based on an idea, but on real demand. That distinction gives you leverage with investors and ensures you’re scaling responsibly.

Key insight: Cash flow discipline beats fundraising. Grow through sales, not speculation.

Q. My sales channel right now is direct-to-consumer. When and how should I approach larger retailers?

A. Direct-to-consumer can be a useful launchpad, but it is not scalable in spirits the way it is in wine or beer. Shipping costs, compliance hurdles, and digital advertising limitations mean you’ll likely max out at a few cases per month. Trade sales are where momentum happens. Start with independents and regional accounts, not national chains. Smaller retailers give you the chance to refine your pitch, test pricing, and gather depletion data. Once you’ve proven steady movement at the local level, you can approach chains like Total Wine or Spex with confidence—and data. Buyers at large accounts want proof of velocity. They want to know that if they give you shelf space, your product won’t sit unsold. Entering too early without data risks burning bridges. Focus instead on building a “proof of concept market” in Texas, then replicate that story in new states.

Key insight: Build credibility from the ground up. Data from small accounts opens doors to large ones.

Q. Where should I invest my limited marketing dollars—consumer campaigns or trade support?

A. Trade support is non-negotiable. Consumers may see your ads, but if the product isn’t visible or available at retail, you’ve wasted money. Retailers, bartenders, and distributors are your frontline sales force. Equip them with tastings, case deals, and sell-through incentives. Invest in shelf talkers, posters, and staff education. These are the touchpoints that convince a retailer to reorder and a bartender to pour your spirit instead of another. Consumer marketing has its place—but not until you’ve built reliable distribution. A campaign that drives customers to a store only works if your bottle is already on that shelf. Until then, your priority is making the trade confident that your product will move quickly and profitably.

Key insight: Support the people who put your product in consumers’ hands. Trade first, consumer second.

Q. I’m debating packaging—should I focus on storytelling with QR codes and content, or invest heavily in premium packaging?

A. Both matter, but packaging is your silent salesman. Before anyone scans a QR code, they decide whether the bottle is attractive enough to pick up. Design should be clean, bold, and category-appropriate—something that communicates quality instantly. Storytelling through QR codes, videos, and digital content is valuable, but it’s supplemental. Importers often underestimate the role of trade-facing packaging support. Shelf talkers, case cards, and sample kits do more for reorders than elaborate back-label stories. Remember, your brand isn’t built by you—it’s built by the retailer, bartender, or clerk who recommends your bottle to a customer. Your job is to arm them with tools that make your bottle easy to sell.

Key insight: Invest in packaging as a first impression, but empower the trade to tell your story.

Q. What metrics of success should I track as I start out?

A. The ultimate metric is profit per day. Whether you’re selling one case or one hundred, the business only survives if each transaction leaves you with positive cash flow. Beyond that, track depletion rates—how quickly cases leave a retailer’s shelf. Depletions prove that you’re not just selling to accounts, but selling through to consumers. Another key metric is account diversity: having a mix of high-volume discount stores, boutique retailers, and on-premise accounts creates stability. Don’t rely on one large client; spread your risk. Finally, measure repeat orders. First orders are about curiosity; second and third orders are proof you’ve built trust and demand.

Key insight: Success isn’t about placements—it’s about reorders, depletions, and profitability.

Final Words 

This journey from storyteller to importer highlights the reality of building a spirits brand in the U.S.: creativity opens doors, but execution keeps them open. The key takeaway from this account underscores a clear playbook—start small, focus on one SKU, protect your margins, and make trade partners your allies. Brands are built one store, one bar, one retailer at a time. And in order to drive this success one has to consistently show up, build relationships, and prove sell-through. And one way to effectively do so is to listen to the market, and let buyers guide you.

Image for Jeff Bradford sourced from Facebook.