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44 B C B U S I N E S S . C A M A R C H 2 0 24 could unlock so much customer happiness." And while expansions to the ready-to-drink cocktail and craft beer markets are slated for the near future, there are other viable uses of the tech- nology that those in the bev- erage industry may be able to capitalize on. "What we've heard is that this kind of real-time data at a postal code level is super inter- esting. We went from being a straight-up consumer company to a B2B2C structure," says Ted- man. "There are about 3,500 distributors in Canada and the U.S. where they could plug in and say, 'This is the region I care about, down to a postal or zip code level,' and under- stand not only what they're drinking—because some of that they get from the liquor stores they work with—but also why are they drinking that, what are they drinking it with? Is it a party? Are they serving it to friends? There are all these interesting insights from the consumer side." Eventually, Tedman says, the company is building some- thing that could be used across different industries. For now, she is using the same skills that helped her stickhandle social media strategy for major sports leagues at the start of the 2010s, when platforms like Twitter and Instagram were emerging. "It always takes a little bit of education about how a new technology is going to benefit both an organization and con- sumers," says Tedman. "It feels like the old days of: 'How do you super serve the sports fan? How do you super serve some- one who is making a conscious decision to order in?'" —N.C. " The new software we're developing is a lot more intuitive. It's going to be hands-on, it's going to be web-based. Leagues will be able to log in and, in some cases, completely build the schedule by themselves." PLAYING THE FIELD Rick Stone's Optimal Planning Solutions helps major sports leagues call the shots on their schedules