Wild Bill's Craft Beverage Company

For Courtney Brown, a&nbsp;<a href="https://1851franchise.com/wild-bills/wild-bills-craft-beverage-co-veteran-franchise-opportunity-2730574#featured">U.S. Marine Corps veteran</a>, discipline sets the pace. He is a franchisee of&nbsp;<a href="https://drinkwildbills.com/pages/franchise-opportunity?utm_source=1851franchise.com&utm_medium=article&utm_campaign=wild-bills-franchise-courtney-brown-tampa-2730701" target="_blank" rel="nofollow">Wild Bill’s Craft Beverage Co.</a>, a traveling craft-soda brand known for&nbsp;<a href="https://1851franchise.com/wild-bills/wild-bills-craft-beverage-franchise-opportunity-consumer-2730236#featured">stainless-steel mugs</a>, refill stations and a regular presence at fairs, festivals and fan conventions. Brown joined the company on Jan. 4, 2018, on the corporate side, with a brief pause during COVID. In January 2025, he made the jump to ownership and became a&nbsp;<a href="https://1851franchise.com/wild-bills/info">Wild Bill’s</a> franchisee in Tampa, Florida. The job didn’t change his rhythm so much as his stakes: the load-ins, forecasting and crew training he learned at corporate now fuel a business with his name on it.<h2>Resetting the Week</h2>The workweek starts with a reset, not a rest. “Mondays and Tuesdays, we’re unloading from the previous weekend. We reload on Tuesday or Wednesday for the upcoming weekend,” Brown said. “We’re doing safety checks, planning lodging and making sure we have all the accurate equipment needed, because some events require generators and portable water tanks. It’s all our checks and prechecks.”&nbsp;By the time the trucks are staged, the back office is buttoned up, too; payroll closes on Monday, reports are filed and an accountant touchpoint keeps weekly and quarterly numbers on track.<h2>Territory and Event Mix</h2>Brown’s territory is broad and his calendar busy. “I’ve been operating the Southeast since 2018 — North Carolina, Georgia, Alabama and Florida,” he said. “I’m doing all sorts of events — fairs, festivals, art shows. We do NASCAR, IndyCar — anything that you can pretty much think of that’s an event, we’re there.”Some runs demand hard choices. Renaissance fairs can deliver, but the multiday format locks up gear. “Once you commit, you’re committed and that stand is out of operation,” he said.<h2>Load-Ins, Not Luck</h2>Load-ins are as much choreography as muscle. “Every event is different. The bigger the event, the more complicated the load-in,” Brown said. “Convention centers are the most challenging because you’re loading inside a venue. You have to try to get in and get out before 300 or 400 vendors come in behind you.” His crew moves a 25-foot trailer fast on those days; outdoors, the work eases — especially on pavement. “For the most part, it’s routine once you master it.”<h2>Forecast First, Then Stock</h2>Forecasting is where Brown’s experience earns its keep. “In a convention center, our projections are a lot higher,” he said. “I go off our historical data. If we don’t have historical data and this is a first-time event, I pull as much information as I can — connecting with the promoter on projected ticket sales and expected attendance, then looking at show hours.”That groundwork turns into concrete orders and a weather-adjusted plan. “Once I get that data, I pack out sufficient inventory,” he said. “If it’s hot outside, then I know people are going to drink more — so I’m going to need more ice, more syrups. If it’s cooler, I can scale back.”Merch assortment is tailored to the venue and pace. “Indoor events, I typically take more options — six to seven mug options at higher price points ranging,” Brown said. “Outdoors is more traditional — two to three basic options at a lower price.”<h2>Show-Day Ops</h2>Show day turns plans into flow. At a crush like MegaCon Orlando, Brown splits roles to keep lines moving. “I’m running four to five people on a stand. I’m running two stands, so I’m coming with a team of 10,” he said. “I have two cashiers, one person managing inventory in the back of house — restocking the mugs, making sure the CO₂ is good, keeping both capers situated with ice. I have one person out front issuing ice to people who already have mugs and one person outside managing the line flow, explaining the purchase process and the product.”Smaller outdoor shows may run with one operator, especially with newer, lighter stands that tow behind a van or SUV.<h2>Troubleshooting on the Fly</h2>Redundancy keeps revenue alive when hardware fails.“If it’s made, it will break down,” Brown said. “Most of the time, it’s our flow jets. We have seven taps; one will go out and we can turn that tap off and still offer six other flavors. We’ve had CO₂ gauges break; at that point, the system’s completely down. We bring spare parts. You really need to be able to change out a part and get it back up and running within 10 to 15 minutes, tops.”&nbsp;To keep uptime high when he isn’t on site, Brown arms his crew with an on-demand playbook. “We make training videos and put them in digital files so they can view those files when they’re out there,” he said. “Start with basic troubleshooting and then call me if you have higher questions.”<h2>Tear-Down and Turnaround</h2>The exit is as disciplined as the setup. “Most promoters give you a certain time you’re allowed to tear down,” Brown said. “If it’s a two-person team, one person gets the truck and trailer and the other starts breaking down everything they can — cleaning, putting everything back neatly.”With a 25-foot trailer, “teardown takes about 45 minutes to an hour on a good day.” Safety closes the night. “I try not to have anybody drive directly home after the show,” he said, “unless we’re local.”<h2>Fueling the Pipeline and the Payoff</h2>Filling the pipeline is a team effort with the franchisor. “The most beneficial thing is the prospecting because if you don’t have events, you can’t make money,” Brown said. “Corporate provides resources—marketing, event forecasting—whatever areas you need support.”As for the model’s fit, Brown sees room to tailor it. “You decide your own success,” he said. “You can design it to be a full-time job or additional income… or you can go all in and fully book your calendar with events.”&nbsp;However, the biggest payoff isn’t just weekend revenue — it’s the transferable skill set that makes the next venture easier.&nbsp;“Once you learn cash-flow management, how to run P&amp;Ls and manage staff, you have the fundamentals to do other businesses later,” Brown said. “You can scale it as big as you want or keep it small and simple.”Brown’s year is a loop of preparation, execution and review, but it’s never on autopilot. He treats every show as a fresh plan to build, prove and refine, balancing tight logistics with a service mindset that keeps lines moving and guests returning. With strong forecasting, trained crews and a steady event pipeline, he’s built a model that scales when he wants it to and eases off when he doesn’t — discipline first, flexibility by design.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>.

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

Wild Bill’s Franchise: A Day in the Life with Courtney Brown

1851 Franchise

Across the Southeast, Brown turns a traveling soda stand into a system—resetting, forecasting, staffing and troubleshooting while corporate prospecting keeps a 65-event calendar full.

This brand page has been paid for by WILD BILL'S CRAFT BEVERAGE COMPANY. Content within this page that is paid will showcase a Sponsored icon. This means the brand has engaged 1851 FRANCHISE to write the content. Content without the Sponsored Icon is aggregated media placements the brand earned. Questions can be sent to editorial@1851franchise.com

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

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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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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>.

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

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.

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

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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>.

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

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.

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

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

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