June 1, 2026Articles From the Ground Up: How Manjit Minhas Built a Global Business and a Blueprint for Leadership At the age of 19, Manjit Minhas sold her Toyota RAV4 to enter the alcohol industry with her $10,000 return and her brother, Ravinder. They were up against the multinational corporations that had controlled the beer and spirits industries for decades – but the pair were undeterred.“Naivety is one of the great things about being young,” Minhas says in a recent interview. “Being young definitely gave me the courage, a strong ego and the backbone to say I’m going to create something new in the marketplace.”Nearly 30 years later, Minhas Breweries & Distilleries has grown into a privately-owned global empire with annual revenues exceeding $300 million. Along the way, Minhas has become one of Canada’s most recognizable and accomplished entrepreneurs, earning a long list of industry honours, a role as a Dragon on Dragon’s Den and, most recently, Ascend Canada’s Executive of the Year award – a recognition that celebrates not only achievement, but also leadership, representation and an ability to inspire others. “A good business has a problem to solve” Start with a problem – and build something better Minhas’ journey into entrepreneurship began on the floor of her parents’ liquor store, stocking shelves and observing what customers reached for and what they passed over. What she noticed would go on to shape her career.While there were plenty of products on the market, few delivered both quality and affordability in a way that felt fair to everyday consumers. As a young person with limited spending power, she felt that gap firsthand. “I felt that there weren’t great spirit and beer products available at a fair, everyday low price,” she says. “I felt like I was being gouged.”What started as a simple observation became something she chose to act on, and over time, a principle that still shapes how she builds and evaluates businesses. “A good business has a problem to solve,” she says. For Minhas, solving that problem meant building something new and challenging an industry that had long been dominated by large, established players. It’s a mindset that continues to guide her today: stay close to the customer, question what’s accepted and act when you see an opportunity. Dreaming is easy. Execution is what moves ideas forwardIf identifying the opportunity set her on the path, it was execution that kept her moving. Ideas, Minhas points out, are the easy part. Acting on them – especially when outcomes are uncertain – is where most people hesitate. “People are always dreaming,” she says. “But ideas, on their own, are worth very little. It’s execution that separates those who succeed and those who continue dreaming.”That execution, however, is rarely straightforward.Minhas shares that behind the success of her career and her company is a long list of setbacks – from difficult expansions to failed product launches and ideas that simply didn’t catch on. “For every product that’s successful, there are many that don’t make it,” she says. But in her eyes, that’s the fun thing about being an entrepreneur. “After all these years, I don’t have the crystal ball to tell anybody what’s going to work. I have some ideas and some experience, but you never really know what’s going to hit, what’s going to be successful.”Rather than discouraging her, those experiences have shaped a more disciplined approach to risk. “I’m a very calculated risk-taker,” she explains. “I still get nervous and fearful.” Before making a decision, she walks through what could go wrong – often quite literally mapping it out – and decides whether she can live with the outcomes. If the answer is yes, she moves forward.“I’m a true believer that fear is temporary and regret is forever.” From hands-on to high-impact leadershipIn the early days of building her company, Minhas was deeply involved in every aspect of the business. But as the company grew – and her life evolved – so too did her leadership style.Like many founders, she operated with a hands-on approach. But with the arrival of her first daughter and the growth of her business, she had to evolve her leadership approach.“Today, we have great executive teams and very capable people, so I’m not leading the day-to-day decision making anymore,” she says. “I have come to realize that other people have much better talents and skills than I do in different areas.”She notes that letting go isn’t easy, but it is essential. “It takes a lot of courage for leaders to step aside and let somebody else lead,” she admits. “I’m a true believer that fear is temporary and regret is forever.” Turn what makes you different into your advantageFor much of her career, Minhas has found herself in rooms where she stands out – not only as a woman, but as a young, South Asian entrepreneur in industries historically dominated by older, male executives. Early on, that difference felt like a barrier.“Yes, I’m young, a woman and Indian – so all those things have always made me stand out,” she says, revealing that it used to bother her in the beginning. “There were lots of tears, a lot of anger,” she says. But the experience helped her build a tough skin – and a mindset shift. “I came to the conclusion that I can’t change those three things – and neither do I want to. Therefore, I needed to accept them and think of them as an advantage.” That meant bringing her best foot forward in a variety of different ways. “I’m always early. I’m always the most prepared. I’m confident in what I know and also what I don’t know, so I’m not afraid to ask questions.”Her perspective has also helped shape how she approaches mentorship today. As she progressed in her career, she became increasingly focused on creating space for others who might otherwise feel overlooked or underestimated. “It was really important for me to make space for others at those tables and help them – not by giving them a handout, but a hand up.” “Hiding at home and saying that the world is unfair and that nobody looks like me… all those things might be true, but it doesn’t mean you can’t go out and try to find joy and then hopefully your turn will come.” To ensure long‑term impact and integration, ERGs efforts must evolve from grassroots enthusiasm into institutionalized, value‑generating components of enterprise culture. As organizations mature in their DEI journeys, the focus must shift towards systemic reinforcement – leveraging ERGs to enhance culture‑building efforts and talent architecture. Building with responsibility – and sharing progress Minhas’s approach to business isn’t solely focused on growth. From introducing voluntary warning labels on alcohol products to investing in the development of gluten-free beer options, she has consistently pushed her industry to think more broadly about responsibility, inclusion and long-term impact.“If I can prevent even one negative outcome, it’s worth it,” she says.What stands out just as much as the innovation itself, however, is her willingness to share what she learns along the way. In an industry where competition is fierce, she takes a collaborative approach, sharing insights with other brewers to help expand options for consumers. “Innovation is great for the company that creates it,” she says. “But it’s also good for the industry.”The balance – of competing on the shelves while contributing to broader progress – reflects a view of business that extends beyond individual success. “I continue to spend a lot of time doing that and I enjoy it. I’m definitely a big believer in saying yes more than I say no.” Bringing her perspective to the boardroom Minhas has also brought her entrepreneurial mindset into boardrooms across Canada, where she works alongside leaders from a wide range of industries and backgrounds. The experience, she says, has been both humbling and expansive.“When you’re sitting around a table with people who come from different perspectives and experiences – but with a common goal – that really widens your scope,” she says.It has also reinforced the value of bringing different lenses into leadership spaces – particularly those that have historically lacked diversity. “You can’t just sit back and say the world is unfair, You have to go out, build something and create your own opportunities.” From individual success to collective progressFor Minhas, being named Ascend Canada’s Executive of the Year is both an honour and a moment to reflect.“There are so many people doing incredible things,” she says. “It’s really about celebrating that, and learning from each other.”That perspective aligns closely with Ascend’s mission – advancing Pan-Asian professionals into leadership roles and helping create more visible, accessible pathways to success.While progress is happening, Minhas is clear that there is still work to be done. “There are still rooms where nobody looks like me,” she says. “But it’s changing.”And that change, she believes, requires both action and awareness.“You can’t just sit back and say the world is unfair,” she says. “You have to go out, build something and create your own opportunities.”For those coming up behind her, it’s both a practical and empowering message. Because in the end, her story isn’t just about what she’s built – it’s about what becomes possible when someone is willing to see a gap, take a leap and follow through.And just as importantly, it’s about what happens when they turn around and make space for others to do the same. Lessons from Manjit Minhas: Building with courage, clarity and conviction1. Start with a real problem – and stay close to itThe strongest businesses aren’t built on ideas alone, but on solving something that matters to others. Stay close to your customer, question what’s accepted and don’t ignore the gaps that others overlook.2. Execution is everything – especially after the first stepIdeas are common. Following through, adapting and continuing to execute over time is what separates those who succeed from those who stall.3. Take calculated risks. Fear is part of the processFear doesn’t disappear with experience. The key is understanding it, mapping the downside and moving forward anyway when the opportunity is worth it.4. Let your leadership evolve as you growWhat works at the beginning might not necessarily scale. Strong leaders build teams, trust them and have the courage to step aside when needed.5. Use what makes you different as an advantageStanding out isn’t a weakness – it’s an opportunity. Confidence, preparation and perspective can turn difference into strength.6. Invest in yourself – and say yes more oftenGrowth doesn’t happen by accident. Make time to build your skills, expand your network and step into opportunities – even when they feel uncomfortable Don’t just dream – take your idea to the next level. Execution is what separates the dreamers from the doers.Look for the advantage in your differences. Standing out is a good thing. “Hiding at home and saying that the world is unfair and that nobody looks like me… all those things might be true, but it doesn’t mean you can’t go out and try to find joy and then hopefully your turn will come.”Make space for others. Celebrate others. Like-minded individuals.Invest in yourself. “I continue to spend a lot of time doing that and I enjoy it. I’m definitely a big believer in saying yes more than I say no.” FacebookTweetPinLinkedIn
