‘Pickleball hustlers’ are flooding the market, but Dill Dinkers’ founder and CEO Will Richards is playing the long game in an industry that changes by the minute.
Pickleball is driving an unprecedented frenzy from consumers and investors alike, with everyone trying to get a piece of the pie.
The sport’s explosive growth has created a landscape that Will Richards, the CEO and founder of Dill Dinkers, describes as unlike anything he’s seen in his years of business experience.
“The growth is so tremendous, it’s attracting so much capital, and there’s so many — I call them ‘pickleball hustlers’ — that are on the periphery, just trying to get a piece of it,” said Richards.
This gold rush mentality has led to a surge in pickleball-related businesses, from equipment manufacturers to facility operators. However, Richards warned that not all of these ventures are built on solid foundations. Some entrepreneurs are jumping in head first, without having a solid business plan in place.
In contrast, Dill Dinkers is taking a more measured approach, with Richards emphasizing the importance of franchisee health over rapid unit growth. “Our focus is on the health of the franchisees, not on just getting units open,” he explained.
This doesn’t mean Dill Dinkers isn’t growing. The company has an impressive 400 locations under development. Looking ahead, they expect to have at least 30 open locations by the end of 2024, with a total of 500 units in the pipeline. However, these numbers reflect a strategic, sustainable growth plan rather than a rush to blanket the market.
This philosophy extends to their real estate strategy, where patience and careful selection are prioritized over hasty expansion. Richards emphasized the critical importance of choosing the right locations for pickleball facilities, recognizing that a poor real estate decision can doom even the most promising operation.
“Real estate is a struggle, but you can’t be desperate,” said Richards. “You have to be patient.”
Dill Dinkers’ approach to real estate is multifaceted. Unlike some competitors who require large facilities with 15 to 20 courts, Richards explained their model is more flexible. “The way our model works, we can have as few as six courts and still have a successful business,” he explained.
This flexibility allows Dill Dinkers to consider a wider range of properties and adapt to different market conditions. It also helps them avoid the pitfall of overextension, where operators commit to large, expensive facilities that may struggle to generate sufficient revenue to cover costs.
Richards cautions against the “build it and they will come” mentality that has gripped some in the industry. “There’s a lot of hype around pickleball, and a ‘just build it and it’ll be fine’ mentality, because it’s growing. It’s exciting. And there’s so much going on, there’s so much money going into it. Well, there’s a lot of money going into it, but I call some of it ‘stupid’ money.”
Instead, he advocates for a thorough, data-driven approach to site selection. This includes analyzing local demographics, assessing the competitive landscape, and carefully projecting potential revenue and costs. By taking the time to conduct proper due diligence, Dill Dinkers aims to set its franchisees up for long-term success rather than short-term gains.
“We want to try to help drive pickleball as a whole, because the last thing we want to see is one of these big entities go out of business or get a black eye, because that’s going to hurt all of us in the long run,” said Richards.
This patient, strategic approach to real estate exemplifies Dill Dinkers’ broader philosophy in navigating the fast-developing pickleball industry — one that prioritizes sustainable growth over rapid expansion, and long-term success over short-term profits.
This approach extends to partnerships and vendor relationships within the industry. Richards revealed the complexities of negotiating deals with equipment manufacturers, describing it as a process that requires careful navigation. Currently, there is a hyper-competitive nature to these relationships, so Richards advised operators to be careful surrounding who they partner with and what type of deals they get into, as it can have a long-term impact.
Despite the challenges, Richards remains optimistic about the future of pickleball and his company’s place in it. He believes that as the industry matures, more operators will see the value in the franchise model. “We hope we basically just give you the keys,” he said, explaining how Dill Dinkers aims to provide turnkey solutions for franchisees, handling everything from lease signing to build-out.
As the pickleball industry continues to evolve at rapid speed, Richards’ advice to aspiring entrepreneurs and investors is clear: do your due diligence, think long-term and don’t get caught up in the hype.
“You have to figure out what your core value is and your core mission and stick to it,” said Richards. “Don’t be attracted by all the bright, shiny objects that are just coming from left and right field.”
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With over a decade spent covering the business side of sports and fitness, Rachel Chonko brings a wealth of experience and a true passion for active communities to Peake Media. As Editor-in-Chief, she’s focused on helping pickleball clubs and fitness facilities thrive, from guiding growth strategies to showcasing the latest industry trends. Rachel also hosts the Club Solutions Magazine Podcast, where she interviews leaders in fitness and pickleball to share insights and success stories with the wider community to give her listeners a competitive edge.
After taking up pickleball herself, Rachel has come to appreciate the sport’s unique blend of social connection and active living — a mix that’s perfectly in line with her editorial philosophy. Connect with her on LinkedIn, or check out her articles below for a deep dive into the energy and culture driving pickleball’s rapid rise.
