For nearly a decade, the Association des microbrasseries du Québec (AMBQ) has been closely associated with the leadership of its Executive Director, Marie-Ève Myrand. The announcement of her departure, shared with members this week, represents far more than a routine leadership transition. It marks the beginning of a new chapter for an organization now operating in a far more complex environment than it faced in the early 2010s.
In a brief message to members, the AMBQ’s president highlighted Myrand’s professionalism, discipline, and ability to find practical solutions. More importantly, she acknowledged that many of the industry’s achievements over the past decade bear her imprint.
Her departure comes at a time when the role of an industry association has arguably never been more important.
An Industry No Longer Defined by Growth
When Marie-Ève Myrand took the helm of the AMBQ, Quebec’s craft brewing sector was still enjoying years of rapid expansion. New breweries were opening almost every month. Consumers were discovering IPAs, barrel-aged beers, craft lagers, and locally inspired products. Beer festivals were flourishing, and retail shelf space continued to expand.
Today, the landscape looks very different.
Sales have slowed.
Production costs continue to rise.
Margins are tightening.
Consumer habits are evolving.
Drinkers are now dividing their spending among craft beer, ready-to-drink beverages, cocktails, local spirits, alcohol-free options, and functional beverages.
The industry’s challenge is no longer simply about growth.
It is about resilience.
The Next Leader Will Face a Different Mandate
Whoever succeeds Myrand will inherit an organization that may need to rethink several aspects of its mission.
Traditional priorities—taxation, regulation, and government advocacy—remain essential.
But they are no longer enough.
The industry must now confront broader strategic questions.
How can breweries attract more visitors to their taprooms?
How can they improve visibility at retail?
How can they expand export opportunities?
How can they make better use of data?
How can artificial intelligence be integrated into brewery operations?
How can they connect with a new generation of consumers?
Above all, how can breweries create more value instead of simply producing more beer?
An Industry That Must Learn to Tell Its Story
Over the past decade, Quebec’s craft breweries have become remarkably good at making beer.
The quality of the products has probably never been higher.
Yet the industry has often invested less in merchandising, customer experience, branding, and commercial strategy.
Meanwhile, large international beverage companies continue refining their in-store presence, digital tools, consumer insights, and marketing strategies.
The next challenge will not simply be brewing.
It will be retail.
A New Generation of Industry Associations
Industry associations are evolving as well.
Their traditional role was to represent members before governments and regulators.
Today, they are increasingly becoming knowledge platforms.
They are expected to provide training, publish economic data, foster collaboration, create business opportunities, and accelerate innovation.
Across many industries, the most influential organizations are no longer simply those that lobby governments.
They are the ones that serve as catalysts for transformation.
A Moment for Reflection
Marie-Ève Myrand’s departure is first and foremost an opportunity to recognize the work she has accomplished.
Under her leadership, the AMBQ supported an industry that became more professional, gained greater credibility, successfully advocated for the elimination of Quebec’s mandatory beer stamp, and strengthened its place within the province’s agri-food economy.
But this transition is also an invitation to look ahead.
The next generation of leadership will inherit a more mature, more competitive industry facing challenges that extend well beyond brewing itself.
The coming years are likely to be defined less by the opening of new breweries than by consolidation, innovation, stronger customer experiences, community building, and diversified revenue streams.
For BaronMag, this transition is also an opportunity to broaden the conversation. In the months ahead, we will continue speaking with brewers, retailers, suppliers, technology experts, merchandising specialists, and industry leaders to explore the ideas that will shape the future of Quebec’s brewing sector.
The next chapter of the AMBQ will not simply be about appointing a new Executive Director.
It may well help define the next decade of Quebec craft beer.
A Note from BaronMag
At BaronMag, we would like to recognize Marie-Ève Myrand’s dedication and tireless work over the past several years. During a period in which Quebec’s brewing industry experienced both remarkable growth and significant challenges, she helped defend the interests of craft breweries with professionalism, integrity, and a widely respected ability to bring people together. The many initiatives she led have left a lasting mark on the industry’s development.
We wish her every success in her next professional chapter.
For the AMBQ, this transition also presents an opportunity to rethink its role within an industry undergoing profound change. More than ever, the years ahead will require leadership, fresh ideas, and a vision capable of supporting brewers well beyond regulatory and policy issues.
BaronMag will continue following this evolution closely. In the coming months, we will feature conversations with brewers, retailers, suppliers, merchandising professionals, technology experts, marketers, and innovators to help foster a broader discussion about the future of Quebec’s brewing industry.
Because meaningful change rarely begins in boardrooms.
It begins through conversations with the people who build the industry every day.
