Name: Wild Bill's Craft Beverage Company Franchise
Brand: 1851 Franchise

Wild Bill's Craft Beverage Company

Wild Bill's San Diego Signing - Drew St. Cyr - 1851 Franchise

From Marine to Franchise Owner: Why Drew St. Cyr Is Bringing Wild Bill’s to San Diego

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How This Franchisee Built a Sustainable Business With Wild Bill’s Craft Beverage Co.

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Wild Bill's Craft Soda Franchise - Scottsdale-Phoenix Arizona Expansion - 1851 Franchise

Wild Bill’s Expands in the Valley as Two Army Veterans Launch Scottsdale-Phoenix Operations

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image of Wild Bill’s Craft Beverage Co in Las Vegas, with Military veteran Chris Creamer franchisee

Wild Bill’s Taps Military Veteran Chris Creamer for Las Vegas

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Fueled by Freedom: How This Veteran Franchisee Is Expanding Wild Bill’s Across New England

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Wild Bill's Franchise - Courtney Brown - A Day in the Life - 1851 Franchise

A Day in the Life of Wild Bill’s Franchisee Courtney Brown

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Wild Bill's Franchise Uses Event Season to Drive Growth - 1851 Franchise

The Event-Driven Franchise Model Behind Wild Bill's Growth 

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Wild Bill's Craft Beverage Co. Franchise - Opportunity for Veterans - 1851 Franchise

U.S. Veterans Magazine: Mike Quilty Is Turning Military Leadership Into Opportunity for Veterans

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Wild Bill's Craft Beverage Company Experts Investment Range

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Wild Bill’s Caps a Transformational 2025 With Market Expansion, Product Innovation and Franchise Momentum

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Invest in a brand that's on the rise!

For many food and beverage franchises, fairs, festivals, conventions, and sporting events compete for consumers' time and discretionary spending. For Wild Bill's, those events are the marketplace.&nbsp;The brand was built around mobility and event-based selling long before pop-up retail and experiential marketing became common industry buzzwords. Rather than investing heavily in storefront real estate and relying on customers to come to them, franchisees take the business directly to high-traffic events where people are already gathering, spending money and looking for entertainment.That difference changes how franchisees grow. Rather than depending on more storefronts,&nbsp;<a href="https://1851franchise.com/wild-bills/info">Wild Bill’s</a> operators can build revenue by booking more events, entering new venues or adding setups when weekends are especially busy.<h2>Spring Creates the Momentum for the Entire Year</h2>The calendar starts coming together in winter, then picks up once spring events return. For many franchisees, that early activity sets the tone for the year.“Spring is when our event season really kicks off,” said <a href="https://www.linkedin.com/in/mruddo/">Michael Russo</a>, chief growth officer of <a href="https://1851franchise.com/wild-bills/info">Wild Bill’s</a>. “In many of our seasonal markets, April marks the beginning of the busy event season as outdoor festivals and fairs return. April through October remains the core of the business nationwide, but we've also built a strong lineup of indoor conventions, expos, and sporting events that keep many of our operators active throughout the winter months”.That momentum builds quickly once outdoor events return in force. Anime conventions, food festivals, equestrian events, county fairs, air shows, and tattoo conventions all become part of the operating calendar. Across the system, that can mean events like Anime Expo in Los Angeles, Picklesburgh in Pittsburgh, the Kentucky Three-Day Event in Lexington, the Middlesex County Fair in New Jersey, the Spirit of St. Louis Air Show and the Villain Arts Tattoo Convention in Chicago. Franchisees often spend consecutive weekends on the road, moving from one event to another as attendance levels increase heading into summer.The repeat nature of many events helps franchisees build consistency over time. Returning to the same festivals year after year strengthens relationships with organizers and creates a loyal customer base.&nbsp;“One of the things we love about this business is seeing customers come back year after year,” Russo said. “At the Oyster Bay Festival on Long Island, I met a customer who was still using the mug she bought in 2007. She told me she'd been attending the festival since she was seven years old and still brings that same mug nearly two decades later.”&nbsp;That type of long-term visibility is difficult for many traditional operators to replicate. At events, Wild Bill’s is not simply competing for a single transaction. The brand becomes part of the experience people associate with attending the fair, festival or convention itself.<h2>Built Around Consumer Traffic</h2>The model's mobility changes how franchisees think about customer acquisition and operating costs. Because revenue is tied to the event calendar, operators can keep more of their expenses aligned with weekends, when the stand is actually in use.“There is lower permanent overhead,” Russo said. “Traditional operators usually have year-round utilities, property maintenance and all of that. We’re a temporary setup. Labor is usually part-time, event-based and seasonal in some cases.”That flexibility allows franchisees to focus resources on revenue-generating weekends rather than on fixed operating expenses. It also creates opportunities to pursue a wider variety of events throughout the year.Beyond fairs and festivals, franchisees are also booked for corporate and special events, providing a fun and unique beverage experience. Because many of these bookings take place during the week, they help fill the calendar between traditional weekend events while expanding the brand's reach throughout the year.&nbsp;“We've also been booking a growing number of corporate and private events, including employee appreciation days, customer appreciation events, business grand openings, and promotional events for local businesses,“ Russo said.Whether it's 100,000-plus attendees at a major comic convention, thousands of families at a regional festival, or athletes and parents at a weekend volleyball tournament, franchisees are operating in environments where customer traffic is already built in. That gives franchisees a different starting point than a storefront waiting for traffic to come in.“You’re at these events, and it’s a buying environment,” Russo said. “It’s like the Disneyland effect or a vacation mindset. People are there to be entertained and spend money. You’re at an event where the crowd has the intent to purchase.”<h2>Scaling Through Events Instead of Storefronts</h2>That range can be useful for new owners. A franchisee can start with a manageable event calendar, learn the rhythm of the business and decide how much more they want to take on from there.“We have event operators who have one wagon, do 20 or 30 events a year and treat it as a lifestyle business or side hustle,” Russo said. “Then we have more serious operators who turn it into a business, do three or four events a weekend and have multiple stands. You really scale the business by doing more events.”Franchisees can grow at their own pace, too. Rather than taking on another storefront right away, operators can add more events, test new areas and build a bigger calendar over time.The company supports that process heavily through operational training and event-booking guidance. Franchisees receive equipment training, live-event preparation and support identifying worthwhile opportunities in their local markets.“We’ve been doing events for 24 years, longer than we’ve been franchising,” Russo said. “We like to think we know what a good and bad event is, so we help franchisees evaluate and book events.”New franchisees also receive hands-on operational support before launching into the field.“We bring most of our new franchisees to our warehouse in Allentown, Pennsylvania,” Russo said. “They stay there for two or three days and learn all the equipment. We run a mock event and break something on purpose, so they have to fix it.”<h2>Timing Matters for Franchisees Entering the System</h2>Because event applications are often submitted months in advance, timing can play a major role in how quickly a new franchisee gains traction.Operators entering the system ahead of spring have a greater opportunity to build a full event calendar before the busiest season begins. That early momentum can help franchisees maximize exposure, bookings and repeat business during their first full year.“Because many event applications are submitted months in advance, timing matters,” Russo said. “Franchisees who join the system in the winter have the best opportunity to build out a full event calendar before the busy season begins. Ideally, we'd like operators up and running by January so they can take advantage of spring booking opportunities and maximize their first full year in the business.”For Wild Bill’s franchisees, event season is not simply a temporary spike in activity. It is the engine that drives customer acquisition, visibility and long-term growth. As spring crowds begin returning to festivals and venues nationwide, franchisees are positioning themselves where demand already exists and building businesses designed to move with it.To find out more information on costs to buy this franchise, please visit&nbsp;<a href="https://1851franchise.com/wild-bills">https://1851franchise.com/wild-bills</a>.

With a mobile model built around fairs, festivals and high-traffic events, Wild Bill’s franchisees can grow by booking more weekends, not opening more storefronts.

In its March 2026 issue,&nbsp;<a href="https://digital.usveteransmagazine.com/US-Veterans-Magazine-March-2026/26/">U.S. Veterans Magazine</a> highlighted how&nbsp;<a href="https://www.linkedin.com/in/michael-quilty-4b973b4/">Mike Quilty</a> has built<a href="https://drinkwildbills.com/pages/franchise-opportunity"> Wild Bill’s Craft Beverage Co.</a> around a belief that military leadership should lead to real civilian opportunity.Quilty, a former Navy officer who served aboard a submarine, has carried that perspective with him throughout his post-military career. At&nbsp;<a href="https://1851franchise.com/wild-bills/info">Wild Bill’s</a>, it shows up not only in how he hires, but in how he thinks about growth, culture and ownership. “Serving on the USS Gato was the hardest thing I’ve ever done in my life,” Quilty said. “The biggest lesson I took away from that experience is the power of building a great team.”That lesson took on new urgency in 2017, when Quilty volunteered at&nbsp;<a href="https://bouldercrest.org/">Boulder Crest Retreat</a> during a reunion for a Marine company that had recently returned from Afghanistan. What he found was a group of highly capable veterans whose experience was not being fully recognized.&nbsp;“Many of them were unemployed or underemployed,” Quilty said. “These Marines had serious leadership abilities that were not understood or appreciated by civilian employers.”He hired several of them, and that decision helped shape Wild Bill’s into a company that looks at veteran talent differently. Quilty said the disconnect was not about ability. It was about recognition. “What was most revealing was that civilian employers had no idea who they were and what they had accomplished,” Quilty said. “That’s the gap we’re filling at Wild Bill’s. We know who veterans are, what they bring to the table and we make sure their potential is valued.”That approach now extends beyond employment. Wild Bill’s launched a&nbsp;<a href="https://1851franchise.com/wild-bills/wild-bills-craft-beverage-co-veteran-franchise-opportunity-2730574#stories">Veteran Franchise Program</a> that offers a 50% discount on franchise fees and financing options to qualified veterans, creating a path to business ownership for former service members. Quilty also made clear that support for veterans should not stop at praise or good intentions.&nbsp;“Take the leap and hire one veteran,” Quilty said. “If the environment is right, that one veteran will attract others, and before you know it, you’ll have a team making a real impact. But you have to start — and it just takes one.”Read the original article&nbsp;<a href="https://digital.usveteransmagazine.com/US-Veterans-Magazine-March-2026/26/">here</a>.To find out more information on costs to buy this franchise, please visit&nbsp;<a href="https://1851franchise.com/wild-bills">https://1851franchise.com/wild-bills</a>.

At Wild Bills Craft Beverage Co., a former Navy officer is creating career and ownership paths for veterans by recognizing and investing in their leadership experience.

For&nbsp;<a href="https://www.linkedin.com/in/andrew-st-cyr-61927aa8/">Drew St. Cyr</a>, franchise ownership is less a career change and more the next logical step in the evolution of his life and career. After nearly 10 years in the U.S. Marine Corps and six years helping execute and refine event operations across the country for&nbsp;<a href="https://drinkwildbills.com/pages/franchise-opportunity">Wild Bill’s Craft Beverage Co.</a>, St. Cyr has signed to bring the brand to San Diego, a market he knows personally and believes is strategically positioned for growth.His journey reflects the kind of credibility that comes from working inside a system before choosing to invest in it.<h2>Leadership Forged in the Marine Corps</h2>St. Cyr spent close to a decade in the Marine Corps, where early responsibility and high expectations shaped his leadership mindset. He describes that experience as foundational to his approach to business today.“In the Marine Corps, you’re expected to do an awful lot without a lot. It puts you in a leadership scenario at a much younger age compared to those who go the traditional college and corporate-work route. It forces you to really hone in on your leadership characteristics and traits. For me personally, it put me in a position of leadership at a very young age with a multitude of different types of people,” he said. “The common theme is, improvise, adapt and overcome. It may not be perfect, but you’re going to find a way to execute.”That discipline translated naturally into event-based operations, where no two weekends look the same but execution remains consistent. With clear standard operating procedures and support built for on-site realities,&nbsp;<a href="https://1851franchise.com/wild-bills/info">Wild Bill’s</a> gives owners a repeatable playbook for managing crowds, timelines and quick pivots.<h2>Learning the System From the Inside</h2>St. Cyr’s introduction to Wild Bill’s came through a veterans' reunion he co-founded. When another supplier failed to deliver custom tumblers just weeks before the event, Wild Bill’s stepped in and delivered on short notice, setting up at the reunion and serving attendees. The experience sparked a deeper connection.Within weeks, St. Cyr flew to Texas to work his first event. What he saw convinced him the model had scale.“Honestly, probably one of the smallest events I’ve done in my time with Wild Bill’s, but to see what the business could do there — it’s such a small event — made my eyes get big about the opportunities that were out there with much larger events,” he said. “That’s when it was kind of hook, line and sinker from that point forward.”He eventually stepped into a general manager role in one of the brand’s most established territories, overseeing logistics, staffing and execution across multiple markets. Over six years, he worked virtually every operational role within the system, gaining an understanding of pack-outs, standard operating procedures and franchisee support that most new owners never see before signing an agreement.“As far as operations and logistics, I know the company like the back of my hand. I’ve done every single aspect of the operations role. I’ll be the first one to roll up my sleeves. There’s no job that’s beneath me,” he said. “That background gives me confidence stepping into ownership because I know what it takes to execute at a high level.”Wild Bill’s event-based model offers the flexibility that appeals to owner-operators who want control over their schedules while scaling at their own pace. With a recognizable brand built around&nbsp;<a href="https://1851franchise.com/wild-bills/wild-bills-craft-beverage-franchise-opportunity-consumer-2730236">collectible mugs</a> and a&nbsp;<a href="https://1851franchise.com/wild-bills/wild-bills-franchise-opportunity-2730253#franchisor-stories">repeat-driven product experience</a>, franchisees benefit from built-in consumer demand. Behind the scenes, standardized pack-outs, clear operating procedures and hands-on franchise support create a structure that operators —&nbsp;<a href="https://1851franchise.com/wild-bills/wild-bills-craft-beverage-co-veteran-franchise-opportunity-2730574#stories">particularly veterans accustomed to mission clarity</a> — can plug into and execute with confidence.<h2>Why San Diego Is the Right Fit</h2>San Diego represents both a strategic and personal decision. St. Cyr spent 12 years stationed at Camp Pendleton, and his wife grew up in nearby Orange County. The family plans to relocate back to Southern California, and he sees the region as an ideal market for Wild Bill’s event-driven model.“The business is there. There are events almost year-round. The weather is very favorable,” he said. “I’ve been all across the world, in almost every major city in the United States, and I’ve never been to any place with such a melting pot of people. They seem to get along there better than they get along anywhere else I’ve been.”That diversity, combined with a dense calendar of festivals, fairs and community events, creates a strong foundation for an owner-operator model built on visibility and engagement.<h2>Leading From the Front</h2>St. Cyr’s approach to ownership will mirror the leadership philosophy he developed in the Marines and refined in operations: be present, be accountable and do the work alongside your team.“It’s the people. You’ve got to have good people that you believe in, and who believe in what you’re doing,” he said. “To be a leader in this business, you need to be willing to do every aspect of the job. Events move fast, and operators have to be ready to respond in the moment. The more that any employee can look at the leaders and know — without asking — that they are going to jump in and help when necessary, it goes a really long way.”In the short term, St. Cyr plans to be heavily hands-on, staffing as many events as possible himself while leveraging a network of trusted former team members in the San Diego area. Over time, he expects to step back strategically while maintaining operational oversight.“In the long term, I need to be a little bit removed from the day-to-day so that I can make sure everything is running smoothly across the board,” he said. “The numbers don’t lie. It’s all about the work you put in. You will be as successful as you are willing to work.”After years of supporting franchisees from the corporate side, St. Cyr now has the opportunity to build something of his own within the system he helped strengthen. For him, ownership is not a leap into the unknown. It is the continuation of a mission — one rooted in discipline, operational excellence and a belief that effort and leadership drive results.To find out more information on costs to buy this franchise, please visit&nbsp;<a href="https://1851franchise.com/wild-bills">https://1851franchise.com/wild-bills</a>.

A former Wild Bill’s operations leader, St. Cyr is applying a decade of Marine Corps discipline and event expertise to build his own territory.

Event-based franchising runs on momentum, not routine. You’re not relying on steady daily traffic or a fixed set of regulars. You’re showing up, setting up and earning every sale in a fast-moving environment where crowds, timing and weather can change everything. For Andrew Hollander, a&nbsp;<a href="https://drinkwildbills.com/pages/franchise-opportunity">Wild Bill’s Craft Beverage Co.</a> franchisee in New Jersey, success has come from treating the business like a craft: show up prepared, stay disciplined about where you work and never let presentation slip. After more than a decade in the system, Hollander has also become a top validator for the brand, helping new candidates understand what it really takes to run the model.<h2>A Work Ethic Built Before Franchising</h2>Hollander’s pace was shaped long before he entered franchising. “I went to school to become a teacher, and I was struggling to find a full-time position, which led me to work at Chipotle,” he said. “I was a manager in training at Chipotle, and at the same time, I was a substitute teacher at my local schools. So I was working essentially from 7 a.m. to 2 p.m. at the school, and then I would transition over to Chipotle from a 4 p.m. to 11 p.m. shift.”That experience carried over directly into&nbsp;<a href="https://1851franchise.com/wild-bills/info">Wild Bill’s</a>, where weekends are prime time and the work rewards operators who are ready to show up with energy and consistency. “It’s a busy lifestyle, but it’s been a great fit for me,” Hollander said. “You have to be committed, and weekends are a big part of it, but that’s also where the opportunity is.”<h2>How He Got Connected to Wild Bill’s — and Why New Jersey Worked</h2>In 2011, Hollander was looking for a change of pace, and a job posting for an event manager with Wild Bill’s sealed it. “I found a position for an event manager on Craigslist,” he said. “It involved traveling, which I thought at that time was a great opportunity for me. I was single. I was young.”The role pulled him in quickly through big events and new experiences. “Right away, I was traveling to Tennessee for an event at Jack Daniel’s. I met Guy Fieri there,” he said. “So it kind of drew me in right away because I was experiencing these things and places that I’d never been before.”Over time, he chose to build in New Jersey because relationships and repetition became a strategic advantage. “This is home,” Hollander said. “I’ve been doing the same route of events since 2011, so I have all these relationships with the events and the people — the other vendors. It’s like I know these things like the back of my hand.”<h2>First Impressions Win the Weekend</h2>As a validator, Hollander stresses one lesson: you don’t get many do-overs at an event. “You have one chance to make a first impression at these events because the pace is so high,” he said. “Your presentation has to be on point. You have that one opportunity to make that connection, make that sale.”That includes energy and customer engagement, not just signage and cleanliness. “That starts with a smile on your face,” he said. “I think it sounds silly, but it leads to sales.”<h2>Grow Carefully, Manage the Variables</h2>Hollander credits his early growth to being selective and building repeatable wins before chasing “bigger” dates. “I think sticking with what works and then kind of sprinkling in new events,” he said. Instead of gambling on hype, he builds his calendar around what’s proven — reliable venues, strong organizers and patterns he can plan around.Because most events are outdoors, Hollander plans with weather in mind and builds margins into every weekend. “The biggest factor is the weather,” he said, which is why he focuses on smart scheduling, tight execution and the kinds of events that still perform when conditions are less than perfect.Staffing is just as intentional. Hollander looks for people who can handle the pace and represent the brand well, especially at the point of sale. “It’s really important to have people who you trust working that cash register,” he said. For him, the goal is simple: a small, reliable team that can deliver the same customer experience every time.<h2>Consistency Is the Competitive Edge</h2>For Hollander, strong results come from running the same play every weekend: choose events with the right fit, show up prepared and deliver a sharp guest experience every time. Instead of chasing the next “big” date, he builds around repeatable wins — tight execution, a dependable team and a consistent setup that customers recognize. Over time, that discipline turns weekends into momentum and momentum into a strong year. Hollander serviced 75+ events in 2025 and looks to carry that success into 2026 and beyond.&nbsp;To find out more information on costs to buy this franchise, please visit&nbsp;<a href="https://1851franchise.com/wild-bills">https://1851franchise.com/wild-bills</a>.

A decade of running Wild Bill’s at fairs and festivals taught Andrew Hollander to win on presentation, disciplined event selection, and tight staffing — the keys to repeatable results year after year.

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