Don Short

This transcript has been lightly edited for clarity and readability. Filler words were removed, sentence structure improved, and formatting adjusted while preserving the original meaning and conversational tone.

Henry Harrison:
Welcome to Entrepreneurs, Business and Finance. We’re fortunate to have Don Short on the show today.

Don is the founder and co-owner of New Artisan Distillery. The brand name is Roxxor. I visited the distillery—Don is sitting there now in the reception area. There’s a large warehouse behind it, and we got a tour during an Emory University alumni event.

Don had a successful global career before starting the distillery, and after retiring from that first career, he built a second career—part passion project, part real business.

Don, welcome to the show.

Don Short:
Henry, thank you. Thanks for having us. It was great to host the Emory alumni. That was your second time over, and it looks like we may make it an annual event.

My wife did go to Emory, and I’ve done some work there as well, including speaking at the business school.

After college, I started at Coca-Cola as an entry-level employee. My first territory was the coast of South Carolina. I moved about seven times across the U.S., and after 14 years I was vice president for a multi-state region outside Dallas, managing food service.

That business is very competitive—you typically have either Coke or Pepsi, not both. That really sharpens your sales skills.

Henry Harrison:
And then your career became global.

Don Short:
Yes. In 1992, I was in Dallas when I got a call from Tokyo asking if I would move to Japan for a more senior role.

My wife and I got married just before the move, so we started our life in Japan.

There, I was senior VP running all sales for Coca-Cola Japan—a billion-dollar business launching around 100 new products a year.

In the U.S., people think Coke, Diet Coke, Sprite—but in Japan, the portfolio is far more diverse: coffee, tea, soft drinks, and other beverages.

After five years, I was asked to move to India as president and CEO of Coca-Cola India. That was a major shift culturally.

In India, we owned local brands like Thumbs Up and Limca. I split the marketing budget between Coke and Thumbs Up, and both brands grew.

Later, I moved to London and became CEO for Coke Africa and the Middle East. When entering some countries, my first meeting would be with the president of that country.

Henry Harrison:
That really shows the scale of the company’s impact.

Don Short:
It does.

For example, I met with President Jerry Rawlings in Ghana. He told me we had created 7,000 jobs.

We had distributed small setups—tables, coolers, umbrellas, and crates of Coca-Cola—to individuals. They sold their first crate, then reinvested to buy more.

That created thousands of micro-businesses.

People sometimes think of Coca-Cola as just a product, but it’s also about community impact.

Henry Harrison:
You later transitioned back to the U.S.

Don Short:
Yes, I became CEO of Minute Maid in Houston. We focused on innovation, including products like HeartWise with plant sterols.

Around age 54 or 55, I decided to retire after 31 years. But I realized quickly I wasn’t ready to stop working.

I partnered with a friend, Robert Del Grande, a chef and scientist, and we decided to build something together.

Henry Harrison:
And that led to New Artisan Distillery.

Don Short:
Exactly.

We evaluated beer, wine, and spirits—and chose spirits because:

• The category was growing

• Packaging could be differentiated

• Branding opportunities were strong

We designed a unique bottle inspired by Frank Lloyd Wright—we call it the Skyline Bottle.

Our first product was Texas’ first gin. Then we created a botanical bourbon and later Fleur de Vodka.

Our philosophy is using real plants to create better spirits.

Henry Harrison:
Tell us about the facility.

Don Short:
We operate in about 7,500 square feet:

• 1,200 square feet for the front/tasting area

• 6,500 square feet for production

We use:

• A 300-gallon still

• A 700-gallon mash tun

• Fermenters for bourbon production

We also host events—weddings, corporate gatherings, and more.

We hand-bottle and label every product, so we touch each bottle multiple times.

Henry Harrison:
One thing that stood out to me was the taste—especially the gin.

Don Short:
That’s intentional.

We use fresh grapefruit and lime peels sourced locally and steep them for about 14 hours with other botanicals.

Most gins smell strongly of juniper, which can be off-putting. Our citrus-forward aroma changes the experience immediately.

We also engineered the product to be smooth at 90 proof—flavorful without harshness.

Henry Harrison:
You also have to run the business side—distribution, operations, logistics.

Don Short:
That’s one of the biggest challenges.

Alcohol operates in a three-tier system:

• Producers

• Distributors

• Retailers

Distributors have a lot of control, which can be difficult for small brands.

We also sell direct-to-consumer in about 40 states and work with retail stores, restaurants, and bars.

Henry Harrison:
What are some of the biggest challenges?

Don Short:
Distribution is the biggest one.

We believe we have a differentiated product, but getting shelf space and consumer awareness is tough.

We do:

• Tastings (around 100 per year in Texas)

• Local marketing like billboards

• Events at the distillery

COVID created supply chain challenges, but we sourced bottles from Mexico, which helped.

Like any startup, it’s a challenge competing against large, established players.

Henry Harrison:
Has it been harder than expected?

Don Short:
Yes—but also more rewarding.

We built everything ourselves—from the recipe to the packaging.

And we’re proud of that.

One of the best parts is meeting customers. We’ve had only five-star reviews so far, and we focus heavily on hospitality.

Henry Harrison:
Did you ever imagine this path?

Don Short:
Not at all.

I just wanted to leave my hometown and explore opportunities.

I feel very fortunate with how things turned out.

Henry Harrison:
What advice would you give?

Don Short:
If you have the opportunity to work abroad early in your career—take it.

Becoming a minority in another culture changes your perspective. It helps you understand yourself and others better.

My kids grew up globally and developed a broader worldview without biases.

Henry Harrison:
That’s great advice.

This has been a fascinating career—and second career. I highly recommend visiting New Artisan Distillery. The product is truly unique.

Don, thank you for coming on the show.

Don Short:
Thank you, Henry. Great to talk with you. Let’s stay in touch.

Henry Harrison:
We will. Thank you very much.