adeline grove.

The story

Big-company discipline. Small-company growth instincts.

I’m Shane Ward. I’ve spent 13 years in Fortune 500 CPG, and the job that taught me the most was keeping an acquired craft brand growing like a founder brand.

Our story

Adeline Grove starts with two things I love.

Adeline is my daughter. The Grove is where it all began. Alameda, where we live, takes its name from the Spanish word for a grove of poplar trees.

Someday I hope Adeline looks at what I’ve built and sees that it’s worth betting on yourself.

Together, her name and our home capture the idea behind this firm: planting something new, with care, and helping it grow.

I spent my career in corporate.

I spent about 14 years growing brands at a Fortune 500 food company, learning something new with each role. The best chapter was leading Columbus Craft Meats, an acquisition we ran as a standalone business. I owned the P&L across marketing, R&D, operations, and sales, with a 40-person team. That’s where I learned that brands don’t grow from a campaign alone. They grow from an operating model: the right strategy, connected to how you actually sell, make, and deliver.

The bigger my roles got, the more I missed the part I love most: rolling up my sleeves and building something from the ground up. So I followed that passion, bet on myself, and left to help businesses grow directly.

That’s why I started Adeline Grove.

I work with founders who have a great product and are ready for the next step: raising capital, landing major customers, and scaling without losing what makes the brand theirs. I bring the general manager and brand leadership that early teams don’t usually have yet. I’m a co-builder. Your vision stays yours, and I help build the engine behind it.

Build the brand. Build the engine.

Shane Ward, founder of Adeline Grove
Shane Ward · Founder, Adeline Grove

Columbus Craft Meats

A craft brand that kept growing inside a big company.

When a Fortune 500 food company acquired Columbus, the job was to keep what made it special while plugging it into a much bigger system.

I built Columbus its own operating model: one team across marketing, sales, R&D and operations, running the brand as its own business with its own plan and rhythm.

Then came the hard part. As Columbus was pulled into the larger company, we held firm to the plan that was working.

#1market share in its category
Highesthousehold penetration in its category
Channel growth
31%grocery/mass growth
2.5xgrowth in convenience stores
$95MCostco business

13 years in Fortune 500 CPG

Every commercial seat, from territory to GM.

I’ve sat across the table from buyers and brokers, not just in brand meetings. That’s the language founders need when they go after retailers.

  1. Territory sales
  2. Key accounts
  3. Category
  4. Brand
  5. General manager

What I believe

Three ideas behind every engagement.

Consumers and customers first.

Growth starts with why shoppers choose you and why retailers want you. The P&L follows.

Growth requires an operating model.

A campaign gets attention. Channels, commercial plans and a team turn it into a business.

Build it so it sticks.

A brand and a team that keep growing after I step back.

Work hard, play hard. Celebrate the wins together.

Direct, entrepreneurial and hands-on. Quick to act, and just as quick to celebrate with the team.

Let’s build what’s next for your brand.

A 30-minute intro call: where the brand is today, where you want it to go, and whether we’re the right fit.