The beverage industry has been a defining part of my life, shaping my career from an early age. My father, Fred Sipper, was a pioneer in the bottled water business, founding New York City’s first bottled water distribution company in the 1980s. He was instrumental in bringing international brands like Perrier, Evian, Volvic, and Poland Spring to prominence in a market just beginning to embrace premium bottled water. But it didn’t stop there—he expanded into soft drinks and juices, establishing distribution for Orangina, Welch’s Fruit Juice, and Martinelli’s Apple Juice, among many others.

The business was a quintessential family-run operation. Operating from a warehouse in Queens and later Brooklyn, NY, with the office based in Rockland County, NY, every member of the family played a part. My mother, Lorraine, managed the office; my sister, Pam, oversaw collections; and my aunt, Delores, handled customer service. Even my brother-in-law, Big Bill, played a significant role in the company’s success—he was the number one salesperson, no matter which territory he worked. His unmatched ability to connect with customers and close deals made him an invaluable part of our team. Our home became an extension of the business, and even some of my high school friends and relatives were roped into helping during busy seasons.

For me, my involvement began in high school. I spent summers and weekends assisting on delivery vans and trucks, learning the fundamentals of logistics and operations. I was also the go-to “tech support” when the office computer malfunctioned—often in the middle of the night or right before a critical high school exam. My afternoons were spent processing orders from the sales team, providing me with an early education in the complexities of sales and inventory management.

After studying Political Science at Hofstra, I officially joined the family business. But, not so fast…My father, ever the pragmatic entrepreneur, insisted that I first gain outside experience. He secured me an interview at Evian, then part of the French conglomerate BSN. Working under industry legends like Jacques Bungert and Thierry Le Duc gave me a crash course in the importance of metrics, large-scale operations, and corporate culture. Starting as one of Evian’s first U.S. salespeople, I quickly advanced to District Sales Manager and then Regional Sales Manager.

Returning to the family business, I started with a sales route in Harlem, NY—a challenging environment at the time. Later, I expanded to Alphabet City and the avenues of A, B, C, and D, where I learned that sales were not just about transactions but relationships. Knowing my customers’ preferences, whether it was their favorite sports teams or cultural backgrounds, became key to building trust and loyalty.

The family business eventually broke into corporate food service, a relatively untapped market at the time. Giants like Coca-Cola and Pepsi offered limited beverage diversity, focusing on operational efficiency. Our approach was different—we introduced a portfolio of unique brands that resonated with consumers. This segment quickly grew into one of the most prestigious parts of our business, thanks to a specialized sales team and strategic creativity.

However, as I climbed the ranks within the family business, I began to realize the limitations of working in a family-operated environment. My father, as the patriarch and business leader, was hesitant to delegate significant authority, and my vision for expansion often clashed with traditional ways of doing business. This led me to explore new opportunities outside the family.

Chatham Beverage Company & Clearly Canadian
A major turning point came when I was offered the role of Vice President of Sales and Marketing at Chatham Beverage Company, which owned Clearly Canadian—a beloved sparkling water brand that was looking to expand its market presence. Heading up sales and marketing for Clearly Canadian was an exciting challenge, requiring me to blend my deep industry knowledge with a fresh strategic approach.

Chatham Beverage provided me with my first taste of executive-level decision-making in a corporate environment. The position came with all the perks—an office on Park Avenue, a generous expense account, and the weight of responsibility. My focus was on revitalizing the Clearly Canadian brand, which had strong brand recognition but needed a modernized sales and marketing strategy to stay competitive in the evolving beverage landscape.

In my efforts to drive growth, I spearheaded initiatives aimed at expanding Clearly Canadian’s distribution, working closely with key retailers and distributors to secure premium shelf space. The role also required me to develop promotional campaigns that emphasized the brand’s unique positioning as a refreshing and nostalgic beverage. Despite the corporate challenges and an industry rife with competition, my tenure at Chatham was a period of significant professional growth, pushing me to expand my skill set beyond family-run operations.

Transition to Nantucket Nectars and Beyond
A serendipitous encounter with a bottle of Nantucket Nectars during a business lunch would eventually lead to my next career move. I had previously turned down Nantucket Nectars for distribution in New York while working in the family business. However, seeing their evolution firsthand, I decided to reconnect with the founders, Tom First and Tom Scott. Shortly thereafter, I joined Nantucket Nectars as their Director of National Sales.

At Nantucket Nectars, I witnessed the rapid growth of a brand that was perfectly positioned for the changing beverage landscape. With a small but passionate team of 13 employees and sales of $3 million, we grew the company to approximately $65 million before it was acquired by Ocean Spray. My role involved overseeing national sales strategies, working closely with distributors, and scaling the business to new markets across the U.S. The culture at Nantucket Nectars was unlike anything I had experienced before—innovative, entrepreneurial, and driven by passion rather than corporate red tape.

Following Nantucket Nectars, I took on the role of Vice President of Sales, Operations, Logistics, and Marketing at Fresh Samantha, a smoothie brand with stringent cold chain distribution requirements. Under my leadership, we expanded operations into major markets across the East Coast, including New York, Philadelphia, and Atlanta. Our success culminated in a merger with Odwalla, positioning Fresh Samantha as a national leader in the smoothie space.

After leaving Fresh Samantha, I joined Tear of the Clouds as President and COO. This venture was unique in its mission: selling bottled water to fund environmental initiatives like Riverkeeper and Waterkeeper Alliance. Working alongside Bobby Kennedy Jr. and a star-studded advisory board—including Sting, Alec Baldwin, and Glenn Close—introduced me to the art of leveraging celebrity influence for brand awareness. While the business faced production and logistical hurdles, we succeeded in raising over $1 million for environmental causes, leaving a lasting legacy of impact. This education helped me while working with celebs in my future, including Ariana Grande, Kylie Jenner, Jason Momoa, Vanessa Hudgens, and more.

I took on the role of Vice President of Marketing at The Ultimate Juice Company, a national consortium that brought together some of the most recognized fresh juice brands across the U.S., including Naked Juice, Fantasia, Zeigler’s Apple Cider, Natalie’s Orchard Island, Just Pik’t, Wyman’s, and Hansen’s, among others. My time at the company was defined by strategic consolidation efforts aimed at streamlining operations and maximizing brand potential. Naked Juice, which had a strong presence on the West Coast, emerged as our flagship smoothie brand, while Zeigler’s Apple Cider and Natalie’s Orchard Island solidified their positions in the premium cider and citrus categories, respectively. Expanding these brands nationwide required navigating complex supply chains, adapting to diverse consumer preferences, and overcoming resistance from legacy stakeholders. Among them, Natalie’s Orchard Island stood out as one of the finest juice products I had the opportunity to work with, embodying exceptional quality and craftsmanship.

Transitioning into consulting allowed me to apply my expertise in new ways. A highlight was repositioning Sanfaustino, an Italian water brand, as “The Calcium Water.” With a playful marketing campaign featuring a skeleton mascot named Bones, the brand gained national attention and secured distribution in over 10,000 stores. This project underscored the power of creative storytelling in building a brand’s identity.

I merged my company, Cascadia Consulting Group with my brother and his partner’s company, Managing Brands to create Cascadia Managing Brands.  CCG was more of a typical consultant.  Managing Brands was a sales organization, so the combination was great. We could create the distribution strategy, for example, and we could execute that strategy in the real world.

In 2019, my brother and I bought out a partner’s stake in Cascadia Managing Brands, a company we co-founded. Recognizing the growing importance of digital platforms, we expanded our services to include Amazon strategy and social media management. Kristy de la Vega, our partner and operations expert, played a pivotal role in this transformation. Trained under Betsy McGinn, a renowned Amazon strategist, Kristy helped us integrate online retail as a core offering, positioning Cascadia as a leader in the digital space.

Our work at Cascadia Managing Brands is rooted in a comprehensive approach to brand management. From product development to marketing, sales, and logistics, we provide end-to-end solutions for companies looking to scale. Our portfolio includes successes like Liquid Death, Hint Water, and Steaz, as well as collaborations with international brands entering the U.S. market. Whether navigating the complexities of cultural adaptation or building distribution networks, our expertise ensures our clients are set up for long-term success.

Reflecting on my career, I am deeply grateful for the mentors, colleagues, and challenges that have shaped my journey. From building relationships with customers in Harlem to negotiating with multinational corporations, every experience has been a stepping stone. These lessons have not only shaped my approach to business but also deepened my appreciation for resilience, creativity, and collaboration.

Personally, my commitment to giving back extends beyond the workplace. I’ve served on the Board of Directors for the National Osteoporosis Foundation and the Advisory Board of Don Henley’s Walden Woods Project, among other environmental initiatives. These efforts reflect a lifelong dedication to sustainability and the belief that businesses have a responsibility to create positive change.

My story is one of evolution, from a family-run business to the forefront of global brand management. Along the way, I’ve learned that success isn’t just about numbers—it’s about the people, passion, and purpose behind every decision.