Beer Girl Brewing Co.: Crafting a Refreshing, Inclusive Lager

Author(s): Scott Douglas Jacobsen

Publication (Outlet/Website): The Good Men Project

Publication Date (yyyy/mm/dd): 2025/03/25 (Unpublished)

Beer Girl Brewing Co., founded by Caroline Renezeder Foulk in Los Angeles, specializes in a 3.5% ABV Mexican-style lager. Foulk, drawing from her entrepreneurial background, identified a market gap as many women opt for seltzers and ciders over beer. Beer Girl aims to bridge that gap, offering a full-bodied, approachable lager. The brand is rapidly growing, hosting community events and expanding its reach while maintaining intentional, grassroots growth in Southern California. 

Scott Douglas Jacobsen: So, today, we are here with Beer Girl Brewing Co., which is a Los Angeles-based brewery founded by Caroline Renezeder Foulk, specializing in a 3.5% ABV Mexican-style lager that is gluten-reduced, low in sugar, and easy to drink. The brand aims to create an inclusive beer culture by offering a light, refreshing alternative to traditional brews. Available in 12 oz cans and on draft across Southern California, Beer Girl operates through self-distribution and community engagement. The company also offers a monthly “Beerlivery” subscription service. Through its products and events, Beer Girl promotes a welcoming environment for all beer enthusiasts while redefining beer industry norms. Thank you for joining me today. 

Caroline Foulk: Of course. Thank you for taking the time to talk. 

Jacobsen: Now, what inspired you to create Beer Girl? 

Foulk: So, I have been in the beer industry for the last five years or so. Ironically, my background was not in food and beverage. I went to school to study music and writing. I ended up in the beer industry by happenstance working on the development of a brewery in Oxnard, California. I was involved in construction, finance and eventually the operations of the brewery. 

During that time, I learned so much about the beer industry. I’ve always had an entrepreneurial spirit and looked for gaps in the market and ways to fill them creatively. 

At Wagon Wheel, we had a wide variety of beers, which are well-received by both men and women. However, I noticed that some women would choose seltzers, ciders, tequila, or vodka instead of beer. I saw this not just at our brewery and everywhere—restaurants, bars, and even back in college. 

I decided to look into the data and discovered a significant market share gap. Compared to vodka and tequila, which have a 50/50 consumer split, and wine, which is 60/40 (women to men), beer skews heavily male at 75/25. That led me to ask the question, why aren’t more women drinking beer? 

I saw this as a missed market opportunity. We could expand the category by creating a beer that appealed to women who typically choose other drinks. So, I did a deep dive into understanding what those women didn’t like about beer. 

That research led to the development of the Beer Girl recipe. We created the branding, marketing, and recipe to target these consumers intentionally. 

So far, it has been successful. We see Beer Girl as a gateway for women who haven’t traditionally given beer a chance. We hope that they enjoy it and eventually explore different beer styles. 

And then it’s also for the people who already love beer—who love lagers. We are 3.5% ABV, low sugar, and gluten-reduced. However, the taste of Beer Girl still has such a full of body. It tastes amazing and has a similar profile to that of a Peroni. It blows people away—men and

women alike – they try the beer and expect it to taste light or watered down because it’s gluten-reduced low sugar, and low ABV. But it doesn’t. 

It keeps its full-bodied finish, and I give full credit to our head brewer, who is so talented and came up with the recipe. 

Jacobsen: Does your husband have anything to say about the difference between Canadian beer, American beer, and Beer Girl? 

Foulk: Oh my gosh, that is a great question, and I have no idea what he would say. When he was in Canada, to be honest, he was 15 to 21 years old, and he was playing hockey. So, he’s not super well-versed in Canadian brews. But I can tell you that he loves a lager. Since becoming a Southern Californian, he has become obsessed with Mexican lagers and is a fan of Beer Girl. 

Jacobsen: What about the process for developing the 3.5% ABV Mexican-style lager? Can you describe both the concept development and the brewing process from the brewery to the can? 

Foulk: Yes. So, we put a Mexican-style lager on draft at our brewery in 2023. It did so well amongst both men and women. Honestly, it was my favourite beer that we produced. 

Based on market research, I wanted the ABV needed to be just a little lower. The one we had on draft was 4.5% ABV, so I asked our head brewer if there was any way to bring it down to 3.5%. he’s so talented—he made it happen. 

The biggest concern when lowering ABV is that the beer can start to taste a little watered down. But through our recipe and trade secrets, we ensured it still tastes phenomenal. 

We brew everything in Oxnard and can the product straight from our tanks. We self-distribute, store in Southern California, and have our delivery fleet. We handle our self-distribution, so the process starts at the brewery in Oxnard, moves to cold box storage, and then goes out to our retail accounts. 

Jacobsen: What are the biggest challenges in developing the product? Are they specific to the beer itself or more about building the business? 

Foulk: Well, these challenges are intertwined. 

Jacobsen: Let’s start with the big picture—the business as a whole—and then we can get into the specific challenges with the beer itself. 

Foulk: Yes. So, in terms of the beer itself, one of the biggest concerns was whether making it a reduced-ABV product would compromise the beer’s body and flavor. We had to navigate that carefully to ensure it had the richness and flavour we wanted. 

Regarding the business, I’d say one of the biggest challenges we’re facing—something pretty typical when taking the self-distribution route—is that retailers generally prefer to work with beer brands that already have a distributor. So, coming in and disrupting that space means we have to prove ourselves to retailers. We must show them how hard we work, how reliable we are, 

and how timely our deliveries will be. The biggest concern for many retailers is, “You’re self-distributed. Can you get this to me on time?” Because distributors know orders will be delivered reliably. These are large companies with pre-existing logistics networks. 

Another challenge is that they often represent five, ten, fifteen, or even twenty brands simultaneously when a distributor comes in. General and bar managers—especially in

on-premise locations—are incredibly busy and prefer a one stop shop. They want to handle multiple orders simultaneously, making them hesitant to take on a new brand. They’re also reluctant because carrying a new brand could mean giving up valuable shelf or tap space and potentially disrupting existing relationships with major distributors. This makes it challenging for an independent brand like ours to break in. 

That said, we chose self-distribution for a reason. Distributors take 30% of sales, and as a new company with a new concept, we decided it was better to build our brand from the ground up. Instead of giving up that 30%, we reinvest it into our team. We have an excellent sales team here in California. Despite initial pushback about not having a distributor, they consistently win accounts. 

One of our biggest advantages over distributors is that we can show up in ways they cannot. We provide specialized marketing, do on-site tastings and hand sales, pitch customized events, and engage directly with our Beer Girl community. Our approach helps drive product movement for 

retailers, proving that working with us is worth it. So, while self-distribution does present challenges, it has also become our biggest asset. It requires more backend logistics for me and my husband, but it’s worth it because we can scale at our own pace and grow intentionally—on our terms. 

We’ll likely partner with a distributor when ready to expand beyond California. But by that time, we’ll have built a strong, independent brand that will make it easy for a distributor to want to work with us. 

Jacobsen: And there’s that 30% margin on at least one line item that you can capitalize on. At the same time, you don’t have access to the standardized distribution networks that these larger companies rely on. So, how does the self-distribution model impact your profit margins and distribution strategy in a state like California? 

Foulk: I wouldn’t say it changes the profit margins overall because that 30% we would typically allocate to a distributor is instead being **invested into our own sales team—**their salaries, commissions, and direct sales efforts. So, while we don’t have the logistical support of a large distributor, we make up for it by having a dedicated team focused solely on Beer Girl. 

We’re putting that 30% back into our own team and marketing efforts, so we don’t necessarily see a difference in profit per unit. However, we see a significant difference in overall profit because of how our sales reps operate. They can move products at a higher velocity by actively marketing to retailers. When a distributor rep visits a retailer, they’re juggling 10 to 20 different brands, which means they cannot give equal attention to all of them—especially the smaller brands. On the other hand, our Beer Girl sales reps get to focus entirely on our brand, ensuring that our product is moving efficiently and consistently. 

As a result, we are generating more profit through self-distribution at this stage. That being said, at a certain point, logistics will become too complex to manage without a distributor, particularly when expanding nationally. However, in California, we’ve completely nailed our model and are super happy with how it works. We wouldn’t want to deviate from this approach anytime soon. 

Jacobsen: What about community engagement? How does it contribute to the brand’s success? 

Foulk: We have strategically placed community managers in the territories where we operate. Whether at on-premise accounts, off-premise accounts, or unique venues, we constantly pitch

and host events to build a community around Beer Girl. We create spaces where women and men can come out, have fun, and experience the brand’s identity firsthand. 

For example, we host tap takeovers at on-premise accounts where Beer Girl is on draft. For Valentine’s Day, we organized a movie night. These events bring people together, allowing them to engage with the brand while meeting other like-minded people—especially women—who are drawn to our events. 

Even though we are Beer Girl, our events attract men, and many attendees become fans of the brand. When we launch a new retail account, we can call on our community and say, “Hey, we’re now available at this location—go check it out!” This level of engagement helps us sell out inventory quickly and expand our footprint. 

Beyond just sales, we create a sense of ownership within our community. People want to see the brand succeed because they love the product, the merchandise, and the branding as a whole. In return, we invest in them by continuously hosting community events that strengthen customer relationships. 

It’s a win-win situation for everyone. As long as we thrive in retail, we can continue to give back to our community, host more events, and grow the brand sustainably and inclusively. It’s a cyclical process, and that’s exactly how we want to scale our impact. 

Jacobsen: How do you see the company evolving? How do you see the company incorporating bigger events and wider distribution networks outside of Southern California? 

Foulk: Yes. I’m a creative and visual person, and I think big. I’ve learned through this process that my goal when I think about Beer Girl in five years is for it to be a national brand. However, we’re going to get there by focusing on our backyard first—by winning in Southern California and ensuring we are doing everything we can to be the best here. We have to remain so, so focused on building a strong foundation. 

At the right time, with the right partners, expansion will happen organically. I am all about things growing naturally rather than forcing someone to take a chance on us from a distribution standpoint. I want any partnership to feel mutually beneficial and authentic. I believe that when things happen genuinely, they work out best—both parties push the product because they truly believe in it. 

So, the more we focus on growing Beer Girl authentically in Southern California, the more the right partner will look at what we’re doing and say, “Wow, look at their success. I want to help take this to the next level.” But that will only happen at the right time—we’re not trying to expand too quickly and get ahead of ourselves. We want to build this brand brick by brick. 

Jacobsen: Are there any other beers like this in other states? 

Foulk: I don’t know of any in other states. However, the beer industry is starting to pay more attention to women. It’s funny because when I’ve had conversations with bigger players or industry contacts, mostly men, they’ve all reacted positively to the concept. There has been a lot of discussion within the beer industry about the need to bring more women into the category. 

As we continue to grow, I expect to see more brands emerge that specifically target women. The beer industry needs it—women comprise half the population, so they should be included in the narrative.

Jacobsen: What has been the response from customers? 

Foulk: Customers love the product. What usually draws people in is the name—Beer Girl—and the branding. Women love the aesthetic and branding, while men tend to find the name cheeky and fun, which makes them curious to try it. 

I also think that when people hear that it’s gluten-reduced and low ABV, they’re often skeptical, thinking, “Let’s see how this tastes.” But once they try it, they are blown away. We’ve been capturing real-time reactions from both men and women for our social media, and the feedback has been overwhelmingly positive. 

One of the biggest things we hear, especially from women, is that they don’t experience the heavy, bloated feeling that beer often causes. Of course, everyone is different, and I would never make a blanket statement that all women won’t feel bloated drinking Beer Girl. But I can speak from my own experience—I have an autoimmune disease, and I struggle with feeling very sensitive to alcohol. I really only drink beer, and this product has been a great option for me. 

I don’t drink any hard alcohol. I don’t drink wine because of the sugar. The Beer Girl recipe we created works well for my system and me. Not to say that it’s necessarily a healthy product, but it’s certainly a better-for-you option. 

Jacobsen: What has been your biggest event or initiative involving this product or promoting more women’s involvement in this space? 

Foulk: Yes. Well, our biggest initiative—we’ve done around 40 events in the last two months. We’re constantly hosting events at new retail locations where Beer Girl is available. Our biggest turnout of women was definitely at our Valentine’s Day event. I don’t want to give too much away yet, but we’re working hard to scale up for a few big events in April and May. These will be festival-related, and that’s all I’ll say for now, but we’re very excited. 

It’s been so cool to see the impact of these events. We sell merchandise at them, and now, just walking around Orange County or San Diego, we’re spotting people wearing Beer Girl hats. It’s incredible to see the brand spreading organically in real life. The community is growing, and we can physically see it happening. That’s been one of the most rewarding parts of this journey. 

Jacobsen: If you were to expand nationally, which state do you think would be the most successful for Beer Girl? 

Foulk: We would do well in Texas. It gets super hot down there, and I’m obsessed with Austin. Some of my best friends live there, and it’s such a fun, cool, and unique city. There’s a huge presence of young entrepreneurs, emerging brands, and creative thinkers. A light lager on a hot day would do phenomenally well there. 

Any of the hotter states—Arizona, Nevada, Texas, and down along the coast to Florida—would be great markets for us. I also think Beer Girl would do well in New York. The cool part about Beer Girl’s branding is that we’ve made it feel classic and timeless, so it resonates across different regions. 

However, it will naturally perform best in warmer states because it’s a light lager. I don’t know if people will drink much Beer Girl in Saskatchewan, Canada, but in states with warm weather, we’ll see people fall in love with it.

Jacobsen: Well, I have it on good authority that how much Beer Girl you drink highly depends on whether or not you’re from Saskatoon. 

Foulk: So funny. 

Jacobsen: What about competitors? 

Foulk: It’s funny—I’ve been in blinder mode a little, and I learned that approach from my husband. Naturally, I tend to be someone who looks at the competition and wants to see what’s out there. To a certain extent, that’s smart. But my husband comes from an athletic background, and his mindset has always been, “You train and focus on being the best version of yourself.” That’s how we’ve approached Beer Girl. We’re not obsessing over competitors but focusing on perfecting what we do best. 

That being said, there are a few female-founded brands in Orange County, including one based in San Clemente, and they’re amazing. Their branding is strong, and it’s important to champion that rather than view them as competition. Some Southern California-based brands have a fun, coastal, cowgirl vibe but don’t particularly target one gender over the other. While many women gravitate toward those brands, they’re not necessarily designed for women. We may fall in line with some of those competitors. 

But in Orange County and San Diego—our two primary markets—we haven’t encountered many brands doing exactly what we’re doing. That has been both an advantage and a reminder that the more we collaborate and build friendships in this space, the better. If we can raise the entire category, everyone wins. That has always been our approach. 

Jacobsen: What about business multilateralism and partnerships with other industries? Have you looked into collaborations outside of beer, and if so, to what extent? 

Foulk: Yes. We’re actively looking into different verticals because you want to create a full lifestyle brand when building a brand. That’s how the most successful brands operate. Look at Red Bull—they are more than just an energy drink. They have built a culture around action sports, music, and extreme events. That’s the long-term brand-building we’re considering for Beer Girl. 

One example of this is our first apparel drop next month. We’ve taken a hands-on approach and done all of our cut-and-sewn apparel. I worked hard on the designs because we wanted to go beyond screen-printed merchandise. There’s nothing wrong with traditional branded merch, but we wanted to elevate it. We wanted to create something that truly feels like Beer Girl. 

We’ll see how our consumers react to the clothing line, but I’m hoping it will be positive—that people will want to wear Beer Girl apparel while drinking Beer Girl. 

Beyond that, I’ve always been a huge sports fan. My dad was a professional athlete in the racing world, so I grew up surrounded by that culture. I would love for Beer Girl to get involved in sports sponsorships when the time is right. There’s so much opportunity right now, especially with the rise of female athletic leagues getting more media attention and support. 

There will be some cool opportunities for synergy between those leagues and Beer Girl. 

Jacobsen: Do you think much is left to explore in this space? Not just light beers but different types of beer-adjacent alcoholic beverages that women might be interested in but haven’t been catered to yet.

Foulk: Absolutely. The standard stereotypes of alcohol categories—wine for women, beer for men, spritzers as the in-between option—have been around for a long time. But beer, and especially craft beer, is so diverse. It’s like drinking wine—figuring out what styles you like best takes time. 

I don’t consider myself to have the most advanced palate. I know what I like when it comes to beer, but I will say that once you start drinking lagers and develop a taste for them, you’re more likely to expand your palate and try other styles—maybe an IPA, a blonde ale, or something with more complexity. 

At our brewery, where we manufacture Beer Girl, we also produce a double hazy IPA that I am obsessed with. It’s so good. I can only drink about half of one because of the alcohol content, but it’s amazing. So, there is potential for other styles to resonate with women, but for now, we are laser-focused on lagers. I believe lagers are the best gateway into the beer category for people who may not have traditionally explored it. 

Jacobsen: Have you ever had moments while building this company when you felt alone as a businesswoman and had to muster emotional fortitude to keep going? Or have you always felt supported? 

Foulk: I feel very lucky to have an amazing support network of family and friends. My entire family has an entrepreneurial mindset, which has been incredible because I’ve always had role models to look up to. Seeing their journeys has made me feel reassured in the decisions I’m making. 

That being said, there are times when you’re working so hard that you hit a moment of exhaustion and think, “Oh my gosh, can I keep pushing forward?” 

Sometimes I think, “I could just get a normal job.” Many people assume that when you start your own company, you have free time or do it for yourself. But in reality, it’s the opposite—your workload increases exponentially. It’s like flipping a switch that never turns off. 

It gets so much harder, and you work around the clock. There are moments when I think, “What did I sign myself up for?”But those moments are fleeting. The feeling quickly fades because we’re building something amazing. Our team has a strong camaraderie, and we celebrate daily wins that lift everyone up. 

I also feel really lucky to be at this point in my life and in a time when 

entrepreneurship—especially for women—is encouraged. In 2025, many of my male and female friends are launching their own companies, and women are being told they can do this. I feel incredibly grateful to have been born in this era and to be building my career now. It would have been so much harder twenty years ago. 

Jacobsen: I’ll ask one more question, and then we can wrap up. I’m not sure why I didn’t ask this earlier—when you do get moments to take a break, what are your favourite ways to disconnect from the chaos of being a business owner? 

Foulk: I love spending time with family and friends. That always helps me step out of my head. But I also have personal outlets that bring me back to myself. My background is in music, so playing the piano is my go-to way to reset. 

Recently, I’ve fallen in love with equestrian sports. Playing piano and riding horses are the two things that completely remove me from my constant task list and help me be present.

I’m also an ocean girl. Living in Southern California is incredible because I can quickly dip in the ocean, instantly feeling grounded and in the moment. That’s important because, right now, I’m balancing so many things and wearing a million hats. It’s hard to step away from work, but I feel fortunate to live where I can easily immerse myself in nature and regain that sense of balance. 

Jacobsen: Well, thank you so much for your time today. I appreciate it. 

Foulk: Yes, thank you! Thank you so much.

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