Jay Frary began his journey into the importing business with Sheehan Family Companies, all the way back in 2003. With over two decades in the beverage industry, Jay Frary has built a reputation for strategic brand-building and deep market expertise. After his last stint as the Vice President of Wines and Spirits at Blueprint Brands, Frary has embarked upon an entrepreneurial path, materialising in the form of Lighthouse Brands. As the founder he leads with a dedication to guiding emerging brands through the complexities of the U.S. market. Lighthouse Brands prides itself on taking an “old-school” approach—prioritizing organic growth, strong distributor relationships, and strategic market positioning. Their portfolio is carefully curated, with a focus on quality, authenticity, and long-term sustainability. In this interview with BevRoute, Frary shares insights on what it takes to succeed in the competitive U.S. beverage space, starting with what Lighthouse Brands looks for in new brands.

Edited excerpts form the interview.

What key factors does Lighthouse look for when selecting new brands to represent? 

At Lighthouse Brands, we follow a straightforward yet essential formula when selecting new brands: exceptional liquid, strong packaging, and great people behind the brand. Quality is paramount—we look for products that stand out not only in taste but also in craftsmanship. Equally important is authenticity and transparency, both in how the brand is distilled and the values it upholds. Consumers today appreciate brands with a compelling story and a clear identity. Lastly, any brand we bring into our portfolio must offer a distinct point of differentiation, whether through its production methods, market positioning, or the unique value it provides to our distributors. This ensures that every addition to our portfolio contributes something meaningful and enhances our overall offerings.

Entering the U.S. market can be overwhelming for new brands. What are the biggest challenges suppliers face, and how does Lighthouse help them navigate these hurdles? 

Entering the U.S. market can be challenging, especially for international suppliers, who are unfamiliar with the country’s complex rules and regulations. Add to the mix the fact that each state has its own compliance laws, making it even more complicated and difficult to navigate. Additionally, understanding the distributor network, including chains, control states, and franchise states, is often a new and overwhelming concept. Amid all of this, at Lighthouse Brands our goal then remains to help suppliers by guiding them through these complexities, ensuring they meet regulatory requirements and finding the right market positioning.

Also read: Navigating through the struggles of warehouse space

Can you share an example of a brand that Lighthouse successfully helped enter and grow in the U.S. market? What were the key steps in that process? 

One of the key steps in successfully launching a brand in the U.S. market is aligning on a clear strategy with the supplier—not just for the first year but for the long-term vision of how the brand should be built. A wonderful example of this is Granja Nómada Mezcal, which entered the U.S. market in 2023, initially focusing on the Northeast. From the outset, we prioritized a strong on-premise presence, ensuring that the brand was positioned effectively in bars and restaurants. To enhance its competitiveness in the cocktail scene, we worked with the supplier to develop a 1-liter bottle that met the needs of bartenders while maintaining an attractive price point. This strategic approach paid off—after its first full year in New York City, Granja Nómada Mezcal achieved impressive growth, selling over 6,000 cases.

With the rise of e-commerce and DTC (Direct-to-Consumer) models, how is Lighthouse adapting its approach to distribution and consumer engagement? 

Since Lighthouse operates on the import side, the rise of e-commerce and Direct-to-Consumer (DTC) models hasn’t impacted us as directly as it would a distributor. However, we recognize the growing importance of online sales and national availability for brands. To support our supplier partners, we strongly encourage them to integrate e-commerce solutions into their websites. This ensures consumers can easily find and purchase their products across the U.S., even in markets where traditional distribution may be limited. By leveraging online platforms, brands can enhance visibility, drive direct engagement, and expand their reach beyond brick-and-mortar retail.

Are there specific retail or on-premise strategies you implement to help new brands establish a foothold in the U.S.? 

Our strategy has always prioritized the on-premise sector as the foundation for building a brand’s presence in the U.S. market. In my 20+ years in the industry, the most successful beverage brands I’ve helped establish have gained traction through strong on-premise programming. By securing placements in key bars, restaurants, and hotels, we create an environment where consumers can experience the brand firsthand, often in a curated cocktail program or through bartender recommendations. This approach not only builds credibility but also drives organic demand, making it easier for brands to transition into retail with an established reputation and consumer following.

Lighthouse emphasizes long-term, sustainable growth for its supplier partners. How do you foster strong, lasting relationships with producers? 

At Lighthouse, we view our partnerships with suppliers as a long-term commitment—much like a marriage—where communication is key. Maintaining open, transparent, and consistent dialogue ensures that we stay aligned on both short-term objectives and long-term goals, reducing confusion and fostering a strong foundation for growth. We also take a realistic yet ambitious approach by setting achievable expectations while striving to overdeliver. Building a brand always comes with challenges, from navigating market complexities to overcoming unforeseen roadblocks. By maintaining a strategic, collaborative mindset, we help our partners navigate these hurdles effectively, ensuring sustainable success in the U.S. market.

Jay Frary, Founder of Lighthouse Brands

Beyond logistics and sales, what additional support does Lighthouse provide to ensure brands not only enter but also thrive in the U.S. market? 

At Lighthouse, we recognize that many brands entering the U.S. market have limited resources and a developing understanding of market dynamics. While our primary focus is on sales and distribution, we go beyond logistics to provide comprehensive support in marketing and brand-building. We actively engage in PR and marketing efforts, including events, samplings, tastings, and sponsorships, to increase brand visibility and consumer awareness. Additionally, we assist with point-of-sale (POS) material development and offer social media support to help brands establish a strong digital presence. By integrating these efforts with our sales strategy, we ensure that brands don’t just enter the market—they thrive in it.

You've seen brands make some common mistakes when entering the U.S. market. How can they avoid them? 

One of the most common mistakes brands make when entering the U.S. market is setting unrealistic expectations—whether in terms of speed, sales volume, or national expansion. Success in this market takes time, and brands need to focus on building a strong foundation before scaling. Another misstep is expanding too quickly without the proper support. Instead of spreading too wide, too fast, brands should focus on organic growth, establishing a strong presence in key markets before expanding further. Without this, brands run the risk of overstretching their resources and failing to achieve meaningful traction in any market. Overspending on activations that don’t generate a clear return on investment (ROI) is another pitfall. While marketing and brand activations are essential, it’s crucial to be strategic and selective—prioritizing efforts that create real consumer engagement and drive sales.

Finally, many brands assume that going national with a distributor network is the key to success. However, not all distributors are created equal, and adopting a uniform strategy is rarely effective. Brands must carefully evaluate their distribution partners, ensuring they align with their goals and have the right resources and commitment to support long-term growth.

Also read: Larry Lieberman on successfully working with your distributor

What’s your long-term vision for Lighthouse brands, and how do you see the portfolio evolving over time? 

At Lighthouse Brands, our long-term vision isn’t solely driven by financial or sales metrics—instead, our focus is on building a well-established portfolio of brands that grow organically and serve a distinct niche within the market. We aim to curate brands that not only resonate with consumers but also bring unique value to distributors, ensuring sustainable success for all partners involved. Rather than chasing rapid expansion, we prioritize strategic, long-term growth, fostering brands that develop strong identities and lasting consumer loyalty. If along the way, one or two brands become household names, that would be the ultimate bonus—a testament to the strength of our approach and the brands we choose to work with.

Header image sourced from Jay Frary.

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