It sounded like at one point, when you were managing your group of distributors at MillerCoors or Molson Coors, you were creating the alignment of incentives. Can you walk through how you did that to create the alignment you're talking about?

Depending on the product or program, I would meet with our distributor group at least monthly, but I would talk to them daily. We had monthly meetings where we outlined what's coming up in the future months and designed programs. We often worked together hand in hand. For example, with Fever-Tree, we wanted to drive distribution. I would work with them on driving distribution, which would look like offering a certain amount of dollars for every point of distribution that their sales rep sells in.

If it was 10 across the 20, you'd get 20 points. Can you give me a directional idea? Are we talking about $100?

We often start at $10 per point. If we have a goal of five points of distribution in a specific store, instead of getting $50 for 10 times five, we might offer $75 or $100 for each store with five placements. That's an example of driving distribution. Additionally, we aim to drive displays to make products more noticeable in stores and encourage consumers to try them. We often try to get displays, and a minimum display would be 10 cases. For every store with a 10-case display, we would offer $50 or $100, or somewhere in that range.