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“We want to be the Sam Ad-
ams of coffee,” he explains. ‘’We
don’t want to be Bud Light, and
we don’t want to be the micro-
brewery that is too niche or too
intimidating to approach.”
Brett also credits the company’s
history of transparency:
“We open up our facility,” he
says. “We have an amazing
training room here at our roast-
ery that’s open to all of our cus-
tomers.”
“We also try to be as open as
possible with our purchasing
habits,” he adds. “We’re open
about the relationships that
we’ve established with produc-
ers. We want to provide trans-
parency regarding the whole
supply chain.”
Mostly, Brett says the success
of their vendor relationships
comes down to working with
people who share their values
to begin with.
“We only work with people that
we know are going to treat us
fairly, and who, like us, want to
make every situation win-win,”
he says. “There are going to be
issues, things are going to come
up, but as long as everyone is
open and honest, we believe
everything will almost always
work out.”
“It’s nice to think
that people are that
fond of Kaldi’s, but
we know that being a
leader in the commu-
nity isn’t just about
sharing a quality
product,”
BUSINESS WORLD MAGAZINE