Jeff Menashe, Founder & CEO of Demeter Advisory, is a seasoned leader in the beverage industry with over 30 years of expertise providing mergers and acquisitions, as well as corporate development advisory services. His deep understanding of the Wine, Spirits, and No/Low Beverage sectors has positioned him as a trusted advisor to businesses pursuing industry-leading growth prior to executing defining transactions. Under his leadership, Demeter Advisory has played a pivotal role in shaping the beverage landscape by translating consumer demand into the industry’s newest profit pools.
Over his career, Menashe has advised on transactions exceeding $4 billion, demonstrating throughout the unique ability to align each brand’s business strategy with a tailored transaction strategy. As a thought leader in the beverage industry, Menashe continues to influence the industry’s growth and development of business models that build brand awareness with compelling returns on investment.
Tell us how you started the Demeter Advisory Group.
Like all successful entrepreneurs, I took a risk. I self-funded and started from my home office in Palo Alto, CA in 2003—no outside capital, no safety net, just conviction that there was a gap in the market for an advisory firm that prioritized advising Founders of industry-leading brand concepts on developing brand equity over transactional volume.
My firm specializes in high-growth consumer brands. In the beginning, we focused exclusively on advising buyers rather than sellers to strengthen our insights as well as relationships with how buyers/investors drive financial returns from M&A. My first client was Bob Miller, who was beginning to develop his family office. At the time, Bob was CEO of Albertsons after previously holding the same role at Fred Meyer and Rite Aid.
He is a phenomenal operator, someone who understands the fundamentals of scaling profitable food & beverage businesses. I sourced the investment, negotiated the transaction, and recruited the interim CEO for Bob. That deal validated the firm’s thesis—buyers benefit from a transaction advisor who collaborates on how brand value is developed in order to develop transaction strategies that define the market.
From there, the investment bank grew organically, built entirely on our insights, reputation for a new approach to transaction advisory, and relationships with the strategic portfolios. No shortcuts, no marketing gimmicks—just delivering real value to clients who saw the benefit of a different kind of advisory approach. By 2005, we had retained relationships with several of the leading buyers of high-growth consumer brands in the U.S., and Demeter Advisory had solidified its footing in the industry.
Where did your passion for the alcohol industry come from?
My father was an owner-operator in the Food & Beverage industry. I grew up around it—spent weekends and summers working in his business starting at age eleven. I learned early on what it takes to build something from the ground up, how brands connect with consumers, and why certain businesses thrive while others fade. It wasn’t just about selling a product but about creating something people identified with, something that became part of their lifestyle.
One of the first transactions I completed as an investment banker was for an alcohol company. That was nearly 30 years ago. That deal reinforced what I had always found fascinating about the industry including brand equity, consumer behavior, the role of trade advocacy, and the intersection of culture and commerce. The alcohol industry, in particular, has layers—origin stories, heritage, flavor profiles, regulation, and distribution challenges—yet at its core, success still comes down to understanding what appeals to consumers especially as usage occasions evolve. That’s what’s always kept me engaged.
Why did you decide to start Demeter Advisory Group?
In 2002, family and friends thought I was crazy. I was relatively young in my career and investment banking had a lot more energy, competitively, around it than it does today starting with on-campus recruiting. The year or two prior, the leading investment banks to high-growth consumer brands - Alex Brown, Hambrecht & Quist, Montgomery Securities - all were acquired and, significantly, there really wasn't a movement whereby senior bankers left upon the sale to start their own advisory business.
It is interesting to think that the senior bankers I had interviewed less than a decade prior didn't have the vision or appetite to start their own advisory business, yet I did. It was a true start-up in fact the home office was literally around the corner from Hewlett-Packard's birthplace. I did not have money to fall back on but I gave myself two years to prove that there was a business. Again my timing is driven by the type of advisory relationships I am interested in building which are neither short-term nor transactional in nature. By 2005, I had retained relationships with several of the leading buyers of high-growth consumer brands in the US.
What is a problem you have identified in the alcohol industry?
There are too many to list, but above all else, consumers are not thought of first. Decisions are driven by legacy structures, outdated distribution models, and corporate priorities that prioritize short-term gains over long-term brand equity. The industry is slow to adapt—focused on what has worked in the past rather than what will drive the future.
The problem is really very simple: brands and distributors talk about consumers, but businesses don’t approach brand building by focusing on consumer engagement and community building as the foundation. The companies that figure out how to flip that dynamic—put the consumer first, rethink engagement, and build authentic connections—will be the ones that reshape the industry and prosper.
What are the most important qualities/tenets of Demeter Advisory Group?
At Demeter Advisory Group, we are thought leaders with deep industry knowledge and always striving to see around the curve.
We are accountable and do what we say, no excuses, no shortcuts. We stand by our clients in good times and bad, and clients' interests always come first. We are driven by long-term performance, not short-term transactional thinking, and our goal is building lasting success, not just closing deals. That’s the standard we hold ourselves to every day.
What are the pros and cons of having a career in the beverage industry?
The beverage industry sits at an intersection of culture and is relatable to most people. Brand Founders typically are bold, creative, and driven. Among the many positives are the expected cons. The industry is traditional with minimal independent or progressive thought. It’s running on rinse and repeat largely by leaders who grew up in the same industry framework that needs a dramatic reset and it is not inclusive to women and multicultural consumers or investors, even though they are driving growth across key categories.
What are some final thoughts you’d like to share about your business and the beverage industry?
I built the Demeter Advisory Group in the mold of a subject matter expert. We focus on how brand equity is developed and always have business strategy drive transaction strategy, not vice versa. We don't wait for clients to identify themselves but rather identify them proactively by evaluating and understanding where consumers and trade are headed as well as what set of brands are poised to meet consumers where they are with a strong product proposition.
It's important to identify that the industry is in turmoil. New thinking and approaches to building brand equity are needed. I’m looking to help continue to redefine the business models for alcohol brands.
What can you tell us about your next endeavor?
I remain committed to the Beverage industry particularly given we are experiencing a defining moment in its long-term health. Among the opportunities to bring about real change for the benefit of the industry at large, I am especially interested in aligning consumer demand with additive-free fruit-forward Spirits. There is a global opportunity to unlock when fruit-forward Spirits are aligned with business models that build community to move culture. My goal has always been to be that spark for winning in our industry—zigging while everyone else is zagging.
