The conversation in pickleball is shifting from rapid expansion to sustainable growth. While demand for the sport remains strong, operators are increasingly focused on building businesses that can adapt to changing markets, deliver consistent member experience and create long-term value.
For Will Richards, the founder of Dill Dinkers, franchising has become a powerful vehicle for accomplishing those goals. Rather than simply adding more locations, the franchise model allows clubs to function as part of a connected network that benefits members, franchisees and the sport itself.
A Network Built for Members
That interconnected approach is already producing measurable advantages for the brand. With more than 30 locations open and dozens more in development, Dill Dinkers is seeing members take advantage of access across multiple clubs, particularly in seasonal markets where players travel throughout the year.
“Are you going to be a member where you can only go to Joe’s Pickleball? Or are you going to be a member where you can play in clubs all over the country?” said Richards.
That national member experience has become a meaningful differentiator. Members are being recognized at clubs outside of where they normally play and others are taking advantage during their seasonal travel, demonstrating the value of a unified network that extends beyond a single market.
Systems That Save Franchisees Time
For franchisees, that connectivity reaches far beyond member access. Richards believes one of franchising’s greatest strengths is providing operators with proven systems, operational support and technology that could take longer if developed independently.
“We have three or four [clubs] that we’re talking to around the country, because some people are starting to see the value of franchise branding, in all the different ways you can save money through our tech stack,” said Richards.
That same support extends into virtually every aspect of club operations, from programming and staff training to back-office processes and ongoing operational guidance. With this, franchisees can begin with established best practices while still operating within their local communities, rather than being required to build those systems from scratch.
Discipline Over Speed in Site Selection
The model also allows the company to evaluate opportunities with a long-term mindset instead of simply chasing growth. Every prospective location is analyzed through detailed demographic research, drive-time studies and financial modeling before moving forward.
Richards emphasized how the brand is very intentional in choosing lease opportunities. If they don’t necessarily meet the company’s internal benchmarks, they decline the opportunity. While that may slow expansion compared to some competitors, he believes disciplined site selection ultimately creates healthier businesses.
“We put a lot of thought into where we put these clubs, and it’s one of the reasons why we’re not opening them as quickly as some other people, because we want to make really good decisions on each club,” said Richards.
That philosophy has also led the company to embrace a variety of club sizes depending on the market. While many operators initially gravitated toward large-format facilities, Richards said smaller footprints can often produce stronger economics in markets where real estate is limited or expensive. The goal isn’t building the biggest club possible but creating the right-sized facility for each community.
Consistency Builds Confidence
Equally important is ensuring every location delivers a consistent playing experience.
Richards said that thoughtful court layouts, proper fencing, efficient traffic flow and quality programming all contribute to member satisfaction. As the industry evolves, he believes establishing consistent operating standards will continue elevating indoor pickleball and building consumer confidence.
For Richards, initiatives like their new consulting projects and AI-powered rating technology reinforce the company’s growth beyond just the single brand.
“Our goal is to just grow the sport,” he said. “If we’re just continuing growing the players, it fills up our clubs, but it also helps other clubs.”
Many operators share that same belief — the greatest opportunity isn’t competing for the same players, but creating new ones. As more rec centers, fitness facilities and community organizations introduce pickleball, franchise operators have an opportunity to provide structured programming, coaching and welcoming environments that encourage long-term participation.
More Than Just Growth
Ultimately, Richards sees franchising as much more than a growth strategy. It’s a framework for creating consistent member experiences, supporting local owners with proven systems and building a network that becomes more valuable as it expands.
As the industry enters its next phase, success will likely depend less on how quickly brands can add locations and more on how effectively they can create sustainable businesses that keep players engaged. Franchising, with its combination of operational expertise, shared resources and connected communities, is positioning itself as one of the industry’s strongest models for achieving exactly that.
Prefer to listen? The full interview can be found on SoundCloud, Apple Podcasts and Spotify.
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Jordan Meek is a staff writer for Pickleball Innovators, where she covers the rapidly evolving business of pickleball — from facility growth and technology to player experience and industry strategy. A graduate of Denison University with a degree in Journalism, she joined Peake Media in 2025 and brings a passion for storytelling and curiosity to every piece. Jordan is driven to spotlight the leaders shaping the sport and uncover insights that help operators thrive in the fastest-growing game in America. Reach her at jordan@peakemedia.com.
