THE
T H E M A G A Z I N E O F F R A N C H I S E B U S I N E S S S E R V I C E S | 2026 ISSUE 1
Patton Wings, family business since
1994, owns 106 Sports Bars and
attributes their success to being a
true, open-minded family business.
PAGE 12
Every Player,
Every Player,
Every Play
Every Play
The Munson Restaurant Group had
a record breaking Super Bowl sales
day. Read more about their keys to
success inside.
PAGE 4
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TABLE OF CONTENTS
www.myfbsonline.org
2026 Issue 1
FBS Board of Directors
Roz Mallet
Chair
Jenny Beaudoin
Vice Chair
Bobby Pancake
Secretary/Treasurer
Wray Hutchinson
Chairman Emeritus
Brian Carmody
Director
Steve Grube
Director
Mark Jones
Director
Jack Litman
Director
Martti Matheson
Director
Chris Olexa
Director
Larry Podlogar
Director
Christy Williams
Executive Director
FBS Editorial Board
Rachel Lockhart
Editor-in-Chief
rachell@myfbsonline.org
Kylie Rowe
Communications Editor
kylier@myfbsonline.org
Advertising Sales
FBS Advertising Team
advertising@myfbsonline.org
678-797-5160
Design and Layout
Kristen Thomas
KT Graphic Design
kthomas@kt-graphicdesign.com
Headquarters
1701 Barrett Lakes Blvd. NW
Suite 180
Kennesaw, GA 30144
Phone: 678-797-5160
Fax: 678-797-5170
Franchise Business Services publishes The SCORE.
Any reproduction, in whole or in part, of the
contents of this publication is prohibited without
prior written consent of Franchise Business
Services. All Rights Reserved.
In keeping with our commitment to the
environment, this publication is printed
on certified, environmentally-friendly recycled
paper using eco-friendly inks.
Copyright© 2026
Printed in the U.S.A.
www.myfbsonline.org
ON THE COVER
The Patton Wings group is a true “family business”
with lifelong relationships and strong teams who
continue to create success stories for the brand,
partners and communities they serve. For the inside
scoop of how Patton Wings drives sales and profit-
ability through collaboration read more on page 12.
COLUMNS
2
From the Chair
DEPARTMENTS
4
FBS Member News
8
Recognitions
10 History Behind the Industry
11 One Topic: 10 Facts
12 Franchisee Spotlight: Patton Wings
14 Look, Listen, Read
FEATURES
9
Local Grants Are Launching: Supporting Kids Where We Live and Work
Contributed by the Buffalo Wild Wings™ Foundation
16 Rebuilding the Sports Bar: BWW Brings the Stadium Experience In-House
by Kylie Rowe, FBS communications editor
18 8 Industry Trends Affecting the Sports Bar Industry
by Kylie Rowe, FBS communications editor
20 My Top CX Predictions for 2026 and How To Make Them Come True
by Shep Hyken, Shepard Presentations
22 Do You Focus on Volume Customers or Valued Customers?
by Annette Franz, CX Journey Inc.
24 The Disney Magic Formula: How One Brand Delivers Consistent
Excellence Across Continents
by Danny Snow, Snow & Associates Co.
26 Dancing in the Rain: Why 2026 Demands Bold Franchise Leadership
by Jim Carroll, J.A. Carroll Consulting
DIRECTORIES
13 Associate Member Listing
28 Advertisers Guide and Editorial Calendar
2026 Issue 1
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THESCORE
Letter From the Chair
ooming Super Bowl sales and
community activities have been
positive to kick off our 2026.
And then add a couple of exciting
new items to the menu! Hopefully, we
will continue to find ways to balance
some of the ongoing challenges to the
business environment as we navigate the
remainder of the year.
This edition of SCORE will dive
into some of the biggest sales dates in
our franchisee association history. Jack
Litman’s team had the highest Super
Bowl sales this year and broke many
personal records as well.
While celebrating these wins, it is
important that we note that our business
landscape is ever-changing, which is
why we also do a deep dive into the
expected industry trends of 2026 and
touch on focusing on the core sports bar
experience of in-person dining.
What is a sports bar without sports
fans? Just a bar with great wings and TVs
playing games and matches. This year,
our franchisees need to really increase
the focus on becoming a third place for
their customers — somewhere outside of
work and home that people feel they can
gather and find community.
Creating that sense of community
does not happen by accident. It is
built through consistent experiences,
attentive service and an environment
that encourages guests to stay longer and
return more often. Small details, from
how guests are greeted to how game days
are executed, play a significant role in
shaping that experience.
Franchisees who prioritize these
moments often find that their locations
become more than just restaurants. They
become reliable gathering places within
their communities, strengthening both
guest loyalty and long-term business
performance.
Collaborating with each other
and making active efforts to increase
the dynamic environment of a Buffalo
Wild Wings® is how we increase
profits and positive brand image. We
also will continue to strategize with
Tristan and his team on actions that
can convert strategic conversations to
tactics that impact our ability to deliver
on excellence that result in improved
profitability!
This quarter has been a busy one for
all of our franchisees, and Bobby Pancakes’
team at High 5 Hospitality has truly lived
up to its charitable reputation, hosting
event after event that adds donations to
their established community efforts.
This first quarter has also been spent
planning for our Franchise Business
Services (FBS) Annual Summit in April.
I look forward to a wonderful few days
of strengthening connections and gaining
friendships in fabulous Las Vegas.
As we continue through 2026, it
is important to recognize that success
is not only measured in sales, but
also in the strength of our operations
and relationships. Staying informed,
adaptable and connected will allow us to
navigate whatever challenges may come
our way.
By leaning into both innovation and
collaboration, our franchisees are
well-positioned to build on the start
to the year and continue driving
meaningful results across the system.
We have many fun events and
speakers to look forward to, who will
be hosting important sessions designed
specifically for FBS members at the 2026
FBS Annual Summit to stay informed
on the latest updates impacting your
restaurants.
The summit will again feature
roundtables with wonderful franchisees,
useful vendor information and the
infamous casino night. I hope this issue
of SCORE proves to be helpful, exciting
and holds you over until we are able to
gather in April. I am very excited about
what we will be able to accomplish this
year, and I know that together we can
build momentum and have the best,
most successful year yet.
Sincerely,
Roz Mallet
Roz Mallet
FBS Chair
The Year of Experience:
Customer, Franchisee and Otherwise
2026 Issue 1
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THESCORE
MEMBER NEWS
uper Bowl 2026 was a successful day for more than just
the Seattle Seahawks and fans of Bad Bunny. While Levi’s
Stadium in Santa Clara, California, was packed with football fans
on the West Coast, Buffalo Wild Wings® sports bars on the East
Coast were bursting at the seams and having a record-breaking
sales day.
For top-performing Buffalo Wild Wings locations, the
Super Bowl is not just another busy shift — it is a carefully
orchestrated operation built on weeks of planning, strategic
staffing and precise execution. This year, that preparation paid off
in a big way, with multiple Munson Restaurant Group locations
delivering record-breaking sales and setting a new standard for
game-day performance.
Taking place in early February, Super Bowl planning begins
as early as Jan. 1, with heavy review of how this event went the
year before. By analyzing
these notes, franchisee
Jack Litman and his
general managers
are able to
determine what
worked and what
they can do better
to make each year
better than the last.
“Critical planning is
the key,” said Litman. “Every
year, we write a letter reflecting on the
good, the bad and the ugly of past Big Games.”
Planning for the Super Bowl requires weeks of determining
schedules, making food orders and deciding on decorations.
Andrea Figueroa, general manager at the Danbury, Connecticut,
location, said that in preparation for Super Bowl 60, her store
ordered enough food to portion and prep nearly triple the
amount they normally do on a high-volume weekend.
In the last two years, many of the Munson Restaurant
Group’s Super Bowl days have reached new heights of sales
records within the Franchise Business Services association, and
personally.
“This year, our franchise broke multiple Big Game sales
records — Danbury $47,733 and White Plains $41,036,” said
Litman. “Last year still held top spots for other locations like
Bridgewater $46,716 and North Brunswick $45,955.”
Takeout drives around 75% to 80% of sales, according to
Litman. He believes that success comes from balancing speed
and quality. The White Plains location went as far as creating a
second takeout expo area and had multiple employees pulling,
bagging and checking orders. They also set up a section of the
dining room where guests picked up their orders, which allowed
them to keep guest traffic controlled and removed the risk of
overwhelming the takeout area.
Litman and all three of the general managers agreed that
a huge part of what makes Super Bowl Sunday a success at the
sports bar is communication. “Clear communication between
staff and managers before the day ensures everyone understands
what needs to be done,” said Jason O’Toole.
The general managers find that the best thing they can do
for their teams during Big Game days is to be less hands-on
managerially and more involved in supporting their teams
where support is needed. This means monitoring execution and
preventing issues before they occur.
Employees in each location were assigned roles based on
The Big Game Playbook:
Munson Restaurant Group’s
Record-Breaking Super Bowl Sales
Andrea Figueroa, General Manager of BWW Danbury, Connecticut
THESCORE |
2026 Issue 1
individual
strengths and
where managers
believed they would be the
most effective. Luckily for the
Munson Restaurant Group, many of their
staff are tenured and have experienced more than
one Big Game Day. High-pressure positions were filled
with proven staff who know the inner workings well, and
every team member knew their role ahead of time.
Highest-performing items included the iconic wing bundles,
ultimate sampler and boneless trays. Staff were able to effectively
upsell during guest interactions, encouraging appetizers and
desserts, which led to the high, and in some cases record-breaking,
sales days.
The Munson Restaurant Group found that the way to
increase sales really lies in communication with their teams, early
planning and staying calm under pressure. By clearly defining
roles in advance, leveraging each team member’s strengths and
maintaining a structured, well-executed game plan, they were
able to handle high-volume demand while delivering a consistent
and positive guest experience. S
MEMBER NEWS
www.staffordsmith.com
bww@staffordsmith.com | 405.772.1200 x 3450
Restaurant Openings Made Easy.
Open your new restaurant with confidence.
Offering stock, consolidation, delivery, and
installation of BWW Sportsbar and BWW Go
kitchen equipment for new restaurant openings,
we’ve got you covered!
Experience tradition and innovation on your
BWW Go project.
Jason O’Toole, general manager of BWW Bridgewater, New Jersey
Andrea Figueroa, general manager of BWW Danbury, Connecticut
O OOO O
X X X X
2026 Issue 1
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THESCORE
he Munson Restaurant Group hosted
a very successful networking event
for its local Chamber of Commerce at
its New Jersey location of Buffalo Wild
Wings® (BWW).
This happy hour event resulted in a
wonderful turnout of local businesses that
mingled and got to know one another
while enjoying a delicious spread put
out by BWW®. The hosts received many
compliments on their food and bar service,
as well as the drinks that were served.
Around 40 local business managers
and owners attended the event,
sharing ideas and building community
relationships. Franchisee Joe Tripodi
reached out to the Chamber of
Commerce inquiring about being a
member and hosting such events to build
relationships with other business partners
in the area, and this event not only gave
them that opportunity but also the
chance to showcase BWW’s vast food and
drink menu.
The Munson Restaurant Group
was recognized by the Chamber for
the amazing job they did hosting and
received its plaque as a new member of
the Chamber of Commerce.
Events like these highlight the
value of building strong connections
within the local business community.
By opening their doors to fellow
business owners and creating an inviting
environment, franchisees can strengthen
relationships, increase brand visibility
and position their restaurants as a hub
for both networking and community
engagement. S
MEMBER NEWS
A Happy Hour Networking With the
New Jersey Chamber of Commerce
The Chamber of Commerce Business
partner plaque awarded to the Munson
Restaurant Group.
The Chamber of Commerce partners mingling over good drinks and
great wings.
This happy hour event is the first Chamber of Commerce event that
the Munson Group has been able to host.
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We want to highlight your company’s achievements
(employee promotions, new hires, employee or restaurant
anniversaries and sales records). To submit information for
Recognitions, complete the online submission form at
www.myfbsonline.org/submissions, email
communications@myfbsonline.org or call 678-439-2300.
RECOGNITIONS
High 5 Hospitality: Awards, Community & Service
STARS Awards
lease give a huge round of applause for High 5 Hospitality
(H5H) team members who crushed it this quarter! H5H
managers have selected these individuals for truly living out
H5H’s STARS values. Check out the winners who make the
Middletown BWW® team legendary:
S - Serve Others Well: Devin Biggs
T - Take Responsibility: Troy Robertson
A - Attitude is Everything: Marisa Raffaele
R - Results Matter: Patrick Dorrian
S - Strive for Excellence: Chrissie Braddock
H5H is so proud to have you all on the team. Thank you
for your hard work, your hustle, and for making every shift
better for guests and each other! S
$2,000 Food Bank of
Delaware Donation
igh 5 Hospitality is
excited to share that
it donated $2,000 to the
Food Bank of Delaware,
made possible by the hard
work and commitment of
the Milford Buffalo Wild
Wings® team during last
October’s Team Up for
Kids campaign. S
A Beer for a Hero
Back in May, High
5 Hospitality’s
amazing community
stepped up during the
Month of the Military
to pre-purchase beers
for its Veterans to enjoy
this past Veterans Day.
Huge thanks to
everyone who grabbed
a beer for a hero. The
remaining campaign
funds are now helping preserve the legacy of the Air Mobility
Command Museum in Delaware! S
Larry Haas – Chief Development Officer | Brittany Walker –
General Manager, Milford BWW | Lori Liguori – Director of HR &
Marketing | Tim Hunter – Executive Chef
Veterans Day at the Air Mobility
Command Museum.
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2026 Issue 1
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technologies, and
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ne of the most exciting parts of the Team Up for Kids campaign
is officially here. Local grants have launched, and that means
the impact created is about to come full circle.
Because of the generosity of teams and guests during
Team Up for Kids, 80% of what is raised is reinvested directly
back into local communities through grants to youth-serving
nonprofits. These dollars stay close to home, allowing each
market to support the organizations that matter most in their
communities.
This year, local grants will support a wide range of
organizations and causes. From local Little League teams and
youth sports programs to nationally recognized organizations
like Boys & Girls Clubs, Autism Speaks and Make-A-Wish, these
grants will help fund programs that give kids opportunities to
learn, grow, play and dream big. While the missions may differ,
each nonprofit shares a common goal: making a meaningful
difference in the lives of young people.
What makes the Team Up for Kids local grants program
special is its flexibility and local ownership. Every community is
unique, and this program allows markets to support nonprofits
that reflect the needs of the kids they serve. Whether it’s
providing access to sports, supporting children with special
needs, granting wishes to kids facing critical illnesses or creating
safe spaces for learning and mentorship, these grants help turn
generosity into real, tangible impact.
As the grants roll out, teams are encouraged to celebrate
the difference they’ve made. Send photos of employees and
the nonprofits they support. These funds represent more than
a dollar amount; they represent countless guest conversations,
team engagement and a shared commitment to giving back. It’s
a powerful reminder that even small moments of generosity can
add up to something truly life-changing for kids and families.
If there is uncertainty about which nonprofits to support
in a local market, the Foundation team is available to help.
Assistance is available in identifying eligible youth-serving
nonprofits, answering questions about the grant process
or providing guidance on how to maximize local impact.
Supporting the community should not feel complicated, and the
goal is to make this process as easy and meaningful as possible.
Thank you for continuing to show up for kids in the
community. The launch of local grants is a celebration of what
can be accomplished together and a reminder that when teams
unite for kids, the impact reaches far beyond the restaurants.
For questions or support, contact Catherine at
cstranberg@inspirebrands.com. The difference these grants will
make in communities across the country is anticipated with
excitement. S
Local Grants Are Launching: Supporting
Kids Where We Live and Work
Contributed by: BWW Foundation
ALL STARS sports leagues are designed to expose kids to the benefits of participating in team sports and belonging to a team.
2026 Issue 1
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THESCORE
10
History Behind the Industry
History Behind the Industry
History Behind the Industry is a spotlight on events and/or figures that have shaped or significantly impacted the
current state of the restaurant industry, and how Buffalo Wild Wings® franchisees can utilize such information for the
betterment of their businesses.
uffalo Wild Wings® is a sports-centric casual-dining concept
offering more than just delicious wings and great service.
At Buffalo Wild Wings, there is an air of community and an
experience to be had each time customers step foot in the
restaurant.
The brand’s early emphasis on communal seating, sports
viewing and a lively atmosphere developed the casual eatery
into a place to seek and build community. Even during the early
stages of the sports bar in the 1980s, Buffalo Wild Wings was
always more of a destination than just a place to eat. This focus
on shared experiences laid out the groundwork for consumer
expectations that dining out could be more than just a meal, but
a place to spend time with friends long after eating.
Building the Sports Bar Experience
As sports fandom grew into a cultural phenomenon, Buffalo
Wild Wings leaned even more into the sports bar experience by
using high-definition screens and themed decor to ensure fans
left having had a memorable, engaging time. This immersion as
more of a social hub for sports fans than just a restaurant, defined
Buffalo Wild Wings not simply as a bar but as a premier sports
bar destination. In a crowded market where new restaurants
continue to emerge, differentiation became essential. Standing
out with customers comes not only from great food, but from
consistently delivering an experience guests want to recreate.
Expanding Convenience Without Losing Connection
The emphasis on convenience in every facet of day-to-day
life has changed the way restaurants have to view business.
Growth of online ordering and various take-out options allow
guests to enjoy their favorite meals even when pressed for time.
Third-party delivery platforms such as Uber Eats and Doordash
allow fans to enjoy game day eats from the comfort of their
home. Ensuring that guests ordering online still feel connected to
the brand’s game day energy and community spirit. Franchisees
can help reinforce this connection by maintaining consistent food
quality and presentation while incorporating branded packaging
that reflects the energy and identity of the restaurant experience.
Technology Enhancing the Guest Experience
Buffalo Wild Wings has increasingly integrated technology,
from mobile ordering and loyalty apps to tabletop interactive
devices, along with enhanced audio and visual systems for
sports viewing. These tools make visits more personalized and
convenient while keeping guests engaged longer and reinforcing
Buffalo Wild Wings’ identity as a destination for entertainment
and interaction, not just a restaurant.
By using technology to remove friction while amplifying
entertainment, Buffalo Wild Wings has turned everyday dining
into a more immersive and efficient experience. Guests can
spend less time waiting and more time enjoying the game,
socializing and exploring menu offerings, which increases
satisfaction and repeat visits. This blend of convenience and
engagement reflects how modern consumers now expect brands
to anticipate their needs while elevating the overall atmosphere.
Evolving With the Experience Economy
To stay relevant in a dining landscape where experience
continues to drive choice, Buffalo Wild Wings has explored
new menu innovations, global flavor trends and diverse
entertainment options. The brand’s willingness to integrate new
trends and platforms, rather than resist change in the name of
tradition, sets Buffalo Wild Wings apart and positions the sports
bar concept for continued success.
Across all phases, Buffalo Wild Wings has exemplified
the broader shift in dining, recognizing early that consumers
increasingly choose restaurants for the experience. From the
beginning, Buffalo Wild Wings has understood its audience
and continues to blend great food with engaging, memorable
moments. S
The Experience Economy
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2026 Issue 1
11
1
Employees who receive high-quality recognition are 45%
less likely to quit within two years than those who receive
lower-quality recognition. Recognition strengthens employees’
connection to the workplace and increases the likelihood they’ll
stay long term.
Replacing a frontline employee can cost about 40% of their
annual salary, with costs rising much higher for technical and
leadership roles. For small franchisees, this means turnover can
significantly erode profitability if not addressed.
Around 29% of workers quit a job within the first 90 days
of starting — before traditional onboarding has fully taken
effect. Early turnover highlights the importance of effective
onboarding and early engagement.
Employees engaged in structured onboarding programs are
about 69% more likely to remain in their jobs for three
years. This underscores how early support and training improve
long-term retention.
U.S. turnover costs can reach up to 33% of an employee’s
base pay when factoring recruitment, training and
productivity losses. For hourly workers typical of franchise
operations, this adds up quickly.
Up to 75% of voluntary resignations are potentially
preventable with the right retention strategies in place.
Addressing workplace factors — not just compensation — can
make a big difference.
The average annual employee turnover rate in the U.S.
workforce remains around 13.5%, reflecting ongoing
retention challenges across industries. This statistic gives a useful
benchmark for small-business owners.
Employees who don’t feel valued are about 34% more likely
to leave their job within the next year. Creating a culture of
appreciation and feedback can directly reduce attrition.
Nearly 38% of employees quit within their first year on the
job, often due to lack of development opportunities, job
dissatisfaction, or poor work-life balance. Early retention focus
protects against costly short-term exits.
10
Employees are significantly more likely to explore new
job options than stay put in environments where they’re
not supported or engaged; Gallup reports that over 50% of U.S.
employees are watching for or actively seeking new roles. This
suggests that proactive retention efforts matter even for current
employees. S
One topic:
10 facts
Retaining Employees in 2026
Sources: Gallup, Forbes, EPS Pros, Insignia Resources, Work Institute
2026 Issue 1
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How did you and your partner(s) meet?
My dad, Jim Carmody, first met Kent Ward through youth
hockey, where his son Caleb and I played together. Our families
quickly became close, and in 1994, we decided to go into
business together. My brother, Brian, opened our first location
in Mt. Pleasant, Michigan, out of college, while Caleb and I
supported the business throughout our college years.
From there, our partnership continued to grow. Through
BWW real estate opportunities, we teamed up with great friends
Mike Bailey, Harry Kokkinakis, and Pat Lennox, and later
expanded into Louisiana with Kent’s brother, Tim, and his wife,
Mona Ward, in the Louisiana market.
We feel incredibly fortunate to have built what we proudly
call a true “family business.” The relationships we’ve formed
are lifelong, and we’re extremely proud of everything we’ve
accomplished together.
What drew you to the brand?
Wings, beer and sports — it was a winning combination
from the start. We knew we wanted to be in the sports bar space,
and growing up, Jim and Kent were always searching for a great
place to gather between hockey games. Surprisingly, it was hard
to find a spot that truly delivered on all fronts.
That changed when they came across BW-3 as it was
in its infancy stage and beginning to franchise. The concept
immediately resonated with Kent and Jim, and the rest is history.
What is your favorite thing about the brand?
It’s the energy. The combination of a casual, high-energy
environment with a simple, craveable American menu centered
around sports, great food and great drinks creates an atmosphere
that’s hard to beat.
B-Dubs brings people together and gives every community a
place to celebrate, connect and enjoy the moment.
What other concepts do you own?
We are also partners in a few Black Rock Steak House’s and
a local pub, “Thee Office Pub.”
What are your current top three business goals?
First, continuing to build meaningful career paths for our
team members. There’s nothing more rewarding than watching
someone grow in confidence, capability and leadership within
our organization. I take pride in our tenured team members
and enjoy watching teammates grow.
Second, strengthening our teams so they can continue
creating success stories for the brand, our partners and the
communities we serve. It’s special to see how many people have
met their spouses, built careers and even started families through
their time with us.
Third, driving sales and profitability through collaboration,
idea sharing and a strong team-first mindset. We believe
hospitality has the power to change lives, and our goal is to
deliver an exceptional guest experience every single day.
Describe your best recent business decision:
Revamping our district manager weekly metrics and
feedback reporting. We’ve already seen a positive shift and
meaningful improvements as a result of their input. Our business
is ever-changing, and I learn the most through our people by
communicating with them all.
What is the best business advice you have received?
Focus on what you can control each day. Work hard, stay
consistent and invest in your people. Be open-minded, learn
from others and always prioritize what’s best for the brand, our
guests and, most importantly, our team.
“Every Player, Every Play” has always been a guiding motto
taken from college athletics that has resonated with me in
business. Focus on every guest, every shift, every day, and we will
find success.
Describe the biggest industry change since you started:
COVID-19, without question. It reshaped the industry
almost overnight and significantly changed consumer behavior.
Since then, the focus has been on adapting and working hard to
bring a sense of normalcy back to our sports bars and industry.
Describe your current biggest challenge as a
franchisee:
Navigating the increasing cost of doing business alongside
evolving legislation and economic headwinds. It’s more
complex than it used to be, but it’s also motivating to fight
these headwinds. Those challenges push me every day to adapt,
improve and ultimately celebrate when we win.
What is your favorite BWW wing sauce?
It’s a tough question, as I love all of our sauces — I am a
human garbage can when it comes to food — but I keep coming
back to Spicy Garlic and Parmesan Garlic.
If I weren’t a franchisee, I would be …
A full-time football and life coach for my kids, their friends
and youth. It’s something I genuinely love. Balancing that
passion with the demands of running a business isn’t always easy,
but those coaching moments on the field make it all worthwhile.
The lessons learned through athletics are powerful, and I’d
love to continue passing those coaching moments on to the next
generation of leaders. S
FRANCHISEE SPOTLIGHT
Partners: Patton Wings
(Carmody and Ward Group)
Year Became a BWW® Franchisee:
Family business since 1994
Total Number of BWW Locations:
106 Sports Bars, 2 GO’s
Total Number of Employees: Approximately 4,800
Jeff
Jeff
Carmody
Carmody
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2026 Issue 1
13
COMPANY
LEVEL
CONTACT
PHONE
Alliant
Partner
Robb Hubard
robbh@elevanta.com
678-797-5160
Aprio, formerly Mize CPAs
Partner
Paul MacDonald
pmacdonald@rapidpaycard.com
626-765-2890
Elevanta Health
Partner
Ben Bittner
memberservices@elevanta.com
678-797-5160
Green Dot Corp./rapid!
Partner
Steve McDonald
smcdonald@rapidpaycard.com
503-206-5144
Hall Financial Advisors
Partner
Brennan McKean
bmckean@hallfa.com
866-865-4442
PepsiCo Foodservice
Diamond
Marc Wolfson
marc.wolfson@pepsico.com
904-588-5401
Ecolab
Sapphire
Paul Martin
paul.martin@ecolab.com
601-383-8338
McLane Co. Inc.
Sapphire
Neill Flood
neill.flood@mclanefs.com
817-403-5283
Stafford-Smith Inc.
Sapphire
Don Smith
dsmith@staffordsmith.com
214-770-7577
Budderfly
Pearl
Chris Allen
chris.allen@budderfly.com
361-765-8881
Checkmate
Pearl
Dime Hollingsworth
Dime@itsacheckmate.com
636-209-7511
EverPass Media
Pearl
Matthew Murlas
mmurlas@everpass.com
888-726-1391
Instant Financial
Pearl
Doug Denny
doug.denny@instant.co
689-777-8150
NCR Corp.
Pearl
Marianna Narinyants
marianna.narinyants@ncrvoyix.com
770-299-6676
Sierra Nevada Brewing Co.
Pearl
Bobby Clark
robert.clark@sierranevada.com
678-938-9022
Alliance HCM
Assoc. Mbr.
Jennifer Gordon
jgordon@alliancehcm.com
281-418-7351
American Beverage Marketers
Assoc. Mbr.
Beth Borkosky
bborkosky@abmcocktails.com
601-383-8338
Anheuser-Busch
Assoc. Mbr.
William Poole
william.poolejr@anheuser-busch.com
919-815-3927
Bixolon
Assoc. Mbr.
Ann Klein
aklein@bixolonusa.com
651-270-0700
Boston Beer Co.
Assoc. Mbr.
Gary Fragle
gary.fragle@bostonbeer.com
770-402-9850
Cavendish Farms
Assoc. Mbr.
Kevin Ledford
ledford.kevin@cavendishfarms.com
770-855-7309
Comcast
Assoc. Mbr.
Nathan Woodard
Nathan_woodard@comcast.com
925-586-7897
C&T Design and Equipment
Assoc. Mbr.
James Bales
jbales@c-tdesign.com
317-654-3721
Diageo Beer Co.
Assoc. Mbr.
Allen Roosa
allen.roosa@diageo.com
407-739-0140
DRAS Cases
Assoc. Mbr.
Josh Flattum
josh@drascases.com
507-402-4812
Gabbit
Assoc. Mbr.
Tanya Goughenour
tanyag@gabbit.com
636-537-9697
Global Payments
Assoc. Mbr.
Phillip Durrance
phillip.durrance@globalpay.com
706-325-8428
Harri
Assoc. Mbr.
Kyle Von Iderstein
Kyle.voniderstein@harri.com
781-706-8381
Heineken USA
Assoc. Mbr.
Chuck Mathison
cmathison@heinekenusa.com
770-377-6959
Henny Penny
Assoc. Mbr.
Josh Frank
jfrank@hennypenny.com
937-564-8597
Instant Financial
Assoc. Mbr.
Doug Denny
doug.denny@instant.co
689-777-8150
KineticoPRO
Assoc. Mbr.
Jake Strasser
Jstrasser@kinetico.com
678-952-9070
Laguintas
Assoc. Mbr.
Brittany Benewicz
Brittany.benewicz@lagunitas.com
410-980-0016
LG Electronics
Assoc. Mbr.
David Boerlin
david.boerlin@lge.com
760-415-7797
Mahoney Environmental Services
Assoc. Mbr.
Cameron Calhoun
cameronc@mahoneyes.com
323-839-8541
Magnesol
Assoc. Mbr.
Kevin Ryan
Kryan@dallasgrp.com
908-627-3449
McLane Foodservice Inc.
Assoc. Mbr.
Neill Flood
neill.flood@mclanefs.com
817-403-5283
New Belgium Brewing/Bell’s Brewery
Assoc. Mbr.
Kari Gladney
kgladney@newbelgium.com
419-280-6015
One More Time
Assoc. Mbr.
Alex Alvarez
aalvarez@onemoretimeinc.com
323-839-8541
Paycor Inc.
Assoc. Mbr.
Andrew Cole
Acole@paycor.com
513-640-1905
Plymold
Assoc. Mbr.
Judy Ryan
jryan@plymold.com
507-789-8337
Restaurant365
Assoc. Mbr.
Lisa Rodkey
lrodkey@restaurant365.com
717-269-0192
SCI
Assoc. Mbr.
Ken Hibben
khibben@scicustom.com
815-483-2253
Shift
Assoc. Mbr.
Laura Lieder
llieder@shiftplatform.tv
517-449-0876
Sierra Nevada
Assoc. Mbr.
Kylena Parks
Kylena.parks@sierranevada.com
619-820-9485
Stafford-Smith Inc.
Assoc. Mbr.
Don Smith
dsmith@staffordsmith.com
214-770-7577
The Middleby Corp.
Assoc. Mbr.
Jeff McFarland
jmcfarland@middleby.com
469-704-5319
TouchTunes
Assoc. Mbr.
Nikki Hendricks
nhendricks@touchtunes.com
847-840-0382
Tredsafe/Walmart/Galaxy
Assoc. Mbr.
Ted Travis
Ttravis@galaxycorp.com
949-510-0950
VST Productions Inc.
Assoc. Mbr.
Caleb Purvis
Caleb.purvis@vstproductions.net
740-747-2220
Welbilt
Assoc. Mbr.
Jeremy Strege
jeremy.strege@welbilt.com
727-946-3363
White Claw
Assoc. Mbr.
Katie Kirkhoff
kkirkhoff@markanthony.com
317-753-7151
Wintrust Franchise Finance
Assoc. Mbr.
Sean M. Willison
swillison@wintrust.com
847-295-4272
Workstream Technologies Inc.
Assoc. Mbr.
Nick Walters
nick@workstream.is
732-429-9946
WyreStorm Technologies ProAV Corp.
Assoc. Mbr.
Jim Reinhardt
jim.reinhardt@wyrestorm.com
631-901-9709
Support the Vendors
THAT SUPPORT YOUR ASSOCIATION
2026 Issue 1
|
THESCORE
14
ook, Listen, Read is a quarterly compilation of some of the most highly rated and reviewed apps, podcasts, books,
websites and other resources. FBS does not support or endorse the use of these tools, which merely serve as a guide to
exploring a new level of knowledge and productivity for your business.
WorkLife podcast is hosted
by organizational psychologist
and Wharton professor Adam
Grant and produced by TED, and
explores the science of motivation,
burnout, teamwork and leadership.
Grant interviews executives, researchers
and frontline workers to uncover what
truly drives engagement. If you manage hourly teams, this show
gives you research-backed insights on retention, recognition and
building a healthier workplace culture.
Authored by former tech
executive Kim Scott,
Radical Candor teaches
you how to balance direct feedback
with genuine care. Its practical
framework helps you hold employees
accountable while maintaining trust
— a critical skill in fast-paced
restaurant and service
environments.
l k
liste
r ad
THESCORE |
2026 Issue 1
15
The Future of Work
Podcast was created and
hosted by workplace futurist
Jacob Morgan, this podcast features
conversations with CEOs and HR
leaders about how technology, AI and
shifting employee expectations are
transforming business. You can use
these insights to prepare your managers for automation, evolving
workforce demands and a team that expects flexibility and
growth opportunities.
Workquake was written by
journalist Annie Lowrey, this book
examines how the pandemic
accelerated major shifts in labor markets and
employee expectations. It explores why
workers are reevaluating pay, purpose and
flexibility. If you are facing staffing shortages,
this book gives you context to rethink hiring,
retention and scheduling strategies.
Written by Netflix co-founder
Reed Hastings and business
professor Erin Meyer, No Rules
Rules examines a culture built on
freedom and responsibility. While rooted
in tech, its lessons on empowerment and
high standards can help you strengthen
your management bench and retain top
performers.
Authored by restaurateur Will
Guidara, Unreasonable
Hospitality shares lessons
from transforming Eleven Madison Park
into a world-renowned restaurant. It
challenges you to empower your team to
create memorable guest experiences that
drive loyalty and positive reviews.
The People Equation was
created by engagement and culture
consultants, this podcast focuses
on practical strategies to improve morale
and leadership effectiveness. You’ll hear
ideas you can immediately apply to reduce
turnover and strengthen team communication in high-volume
service environments.
Homebase was founded by John
Waldmann, Homebase is a workforce
management app built for hourly
teams. If you oversee shift-based employees, it
helps you manage scheduling, track labor costs
and communicate clearly — all while reducing administrative
headaches.
Written by leadership expert John C.
Maxwell, Leadershift outlines the
mindset shifts required to lead in a
rapidly changing workplace. It helps you adapt
your leadership style to meet evolving employee
expectations while building stronger teams.
10
Created by chef David Chang and
produced by Zero Point Zero
Production, this PBS series, The
Mind of a Chef, blends storytelling with
behind-the-scenes operational insight. Watching it can remind
you how discipline, training and mentorship shape consistent
execution — lessons that translate directly to your restaurant
teams.
Scan Here
to connect with
us directly.
Stream Premium
Live Spors & Promote
with EverPass
Catch every moment of the action,
bringing the biggest leagues and
events to your screens.
When the game’s on, the atmosphere
is unmatched. When it’s off,
your brand and promotions take
the spotlight.
Visit everpass.com
to learn more
Rebuilding
Sports Bar:
BWW BringS the Stadium Experience
In-House
the
2026 Issue 1
|
THESCORE
16
THESCORE |
2026 Issue 1
17
merica’s greatest sports bar, Buffalo Wild Wings®, provides
an opportunity for fans to experience the game in an
atmosphere second only to being inside the stadium, and
with wings, drinks and air conditioning, it might be even better
than being at the game in person.
Guests walk into their local sports bar to see walls lined with
TVs playing every game they could want, with layered audio and
enthusiastic staff. They come to Buffalo Wild Wings for the food
and stay for the experience.
With crowds at the bar area, servers navigating the
restaurant like pros and fans cheering for their favorite teams,
BWW® brings the stadium energy to sports fans’ backyards, and
capitalizing on this energy in 2026 is what is going to drive more
and more fans to attend.
Total immersion in the idea of the country’s greatest sports
bar includes staying on trend with games that are happening and
being aware of how to market yourself as an interactive dining
experience. For guests that do attend, you want to give them an
experience that they want to recreate, focusing on not just great
products but great service, and creating a place where fans feel
part of something bigger.
To give your locations a stadium-like energy, make large-
format screens, high-quality audio and game selection a priority.
Imagine walking into your favorite sports bar and seeing your
favorite team play on a big screen no matter where you are
seated. Then you are greeted by a smiling server ready to bring
you tons of the best wings you have ever had. That is truly the
dream, and the experience that we should strive to give each
guest.
Creating that level of experience requires intentional
focus on every detail of the guest journey. From the moment
a guest walks through the door to the moment they leave,
each interaction contributes to how they remember their
visit. Sightlines to screens, sound quality, staff engagement
and even the pace of service all play a role in building an
environment that feels seamless and exciting. When these
elements work together, they create a sense of immersion that
keeps guests engaged throughout the entire game.
Make sure your staff matches the energy of the room,
engaging with guests, talking about the game and making them
feel seen. The execution of the sports bar vibe is supposed to
be human-driven, not just structural. Your favorite restaurant
should make you feel comfortable and fun; we all want
customers to leave with smiles and a way to guarantee that is to
know your staff is treating every guest like an old friend.
Takeout is, of course, a huge part of the profits BWW
locations bring in, and being involved in a guest game day in any
way is an honor, but there are certain elements of dining in that
cannot be recreated anywhere else. Part of every team member’s
job should be ensuring that those elements are at the forefront of
customers’ minds when they are inside any location.
The energy of a crowd, the opportunity to bond with new
people and the creation of a third place simply cannot be done
at home. For most people, there is a constant craving for human
connection, which can be found in a sports bar. Walking into a
Buffalo Wild Wings means connecting with friendly staff and
fellow fans who share a passion for the same team, creating an
atmosphere that is both welcoming and energized.
Whether it is the Super Bowl, playoffs
or a casual night out with friends, Buffalo
Wild Wings provides a place where
moments are shared, celebrations are louder
and connections come naturally.
As the industry continues to evolve,
guest expectations are shifting beyond just
food and service. According to the National
Restaurant Association, “consumers are increasingly prioritizing
experiences over products, seeking out environments that offer
social connection and memorable moments,” reinforcing the
importance of creating an immersive, in-restaurant atmosphere.
That experience does more than create excitement, it drives
results that benefit you and your business. When guests feel
immersed in the atmosphere, they stay longer, order more and
return again for future game days. A high-energy environment
contributes to stronger sales, turning game days into some of the
most impactful revenue opportunities of the year.
Consistency is just as important as energy. No matter the
location, guests expect the same level of excitement, service
and attention to detail every time they visit. That consistency
comes from strong training, clear expectations and a shared
understanding of what it means to deliver a best-in-class sports
bar experience. When teams execute at a high level across the
board, they reinforce the brand’s identity and build lasting loyalty
with guests who know exactly what they can expect each time
they walk in.
As a franchisee, creating this experience and benefiting from
its results directly relates to how staff is trained to treat operations
and guests. A happy staff creates a positive environment that fans
can feel when they walk into a BWW.
Chatting with the bartender, making friends over the
counter and indulging in some mouthwatering wings is what the
in-restaurant experience is all about.
At its core, Buffalo Wild Wings is more than a place to
grab a meal, it is a place to be part of something. It is where fans
gather, moments are shared and the energy of live sports comes
to life. As the brand continues to invest in the in-restaurant
experience, one thing remains clear: this is where guests go not
just to watch the game, but to truly feel it. S
KYLIE ROWE is the communications editor for FBS. You may
reach Rowe at 678-439-2300 or kylier@elevanta.com.
by Kylie Rowe
A happy staff creates a
positive environment that
fans can feel when they
walk into a BWW.
2026 Issue 1
|
THESCORE
18 I
n today’s sports bar landscape, showing the game is no longer
enough. Guests expect an experience that matches and, in
many cases, exceeds what they can create at home, from
high-quality screens and sound to an atmosphere that feels electric
from the moment they walk in. The difference between a good
visit and a great one often comes down to how well that experience
is executed.
As expectations continue to rise, the most successful sports
bars are finding new ways to stand out by focusing on what
matters most: energy, consistency and connection. From the
way teams communicate and operate on high-volume days to
how they create an environment that keeps guests engaged, the
modern sports bar is evolving into something much bigger than a
place to watch the game. It is becoming a destination.
1
The Shift From Restaurant to
Game-Day Destination
Sports bars like Buffalo Wild Wings® are no
longer just places to eat; they are becoming
event-driven destinations. Big game days
like the Super Bowl, playoffs and March
Madness are continuing to prove this, with
higher sales and more guest attendance than any other days
during the year.
Guests are constantly choosing locations based on not only
where their favorite wings are, but where the best atmosphere is.
They are choosing to come, or not, based on how your locations
make them feel. Teams can take these opportunities when big
games are happening to drive sales and create returning fans by
by Kylie Rowe
Industry
Industry
Trends
Trends
Affecting the
Affecting the
Sports bar
Sports bar
Industry
Industry
THESCORE |
2026 Issue 1
19
guaranteeing that the energy of the sports bar is top tier.
Super Bowl Sunday is a huge event for many Buffalo Wild
Wings locations because of the dedication that teams put into
preparation and execution of that day, ranging from decorations
to over-organization. Implementing some of the strategies that are
being used during that huge game day to create other huge game
days.
2
Elevated A/V Expectations From Guests
Guests who attend sports bars are expecting great quality
audio and visual experiences. They expect a seamless viewing
experience with clear sightlines, sharp visuals and high-quality
sound no matter where they are seated. As at-home setups
continue to improve, sports bars must deliver an experience that
feels bigger, louder and more immersive. Prioritizing A/V is no
longer an upgrade, it is a necessity.
When attending a sports bar, it is expected that the viewing
experience will be as good, if not better, than the viewing
experience they could have at home. Fans that experience
obstructed views or poor visuals are likely to choose another
location or their home next time a game is on.
3
Experience Is Driven by Staff, Not Just Setup
A great setup can bring guests in, but it is the staff that brings
the experience to life. Engaged team members who interact with
guests, talk about the game and match the energy of the room
create an atmosphere that cannot be replicated. The human
element is what turns a visit into a memorable experience. It
goes back to that craving for human connection that truly drives
business.
Having an efficient and positive environment is just as
important to the sports bar experience as the sports. Making sure
that your staff is being fairly accommodated and celebrated can
make a huge difference when it comes to how they work together
and determine the guest experience.
4
Off-Premise Demand Still Shapes In-Restaurant
Strategy
Takeout and delivery remain a major part of daily operations,
even during peak dine-in moments. Teams are expected to
balance both without sacrificing the in-restaurant experience.
Managing that flow effectively is critical to maintaining speed,
accuracy and guest satisfaction across all channels.
During events that are certain to be huge takeout days, there
is a new established efficiency for the takeout and delivery
operations. Implementing these on a smaller scale day
to day can make the difference between a clustered
kitchen and the characteristic efficiency of the
BWW® brand.
5
Operational Precision Is Becoming a Competitive
Edge
High-volume days highlight the importance of strong systems and
preparation. The most successful teams are those that plan ahead,
identify potential challenges and refine their processes over time.
Small operational improvements can make a significant difference
in performance.
Providing a consistently great experience often makes the
difference between a one-time visitor and a regular. To achieve the
same results every day, take notes and make operational standards
clear to your staff each day.
6
Communication Is a Primary Performance Driver
Clear communication before and during shifts helps ensure
every team member understands their role and expectations.
When teams stay aligned, they are better equipped to handle
pressure and maintain consistency. Strong communication is
often the difference between a smooth shift and a chaotic one.
Going into a shift confident that you know what to do also
creates a more positive atmosphere in your restaurant, and when
a challenge comes around, having set expectations for your team
makes them easier to navigate.
7
Atmosphere Is a Revenue Driver
Guests are more likely to stay longer and spend more in
an environment that feels energetic and engaging. A lively
atmosphere encourages group interaction, repeat ordering and a
more memorable overall experience. Creating that energy has a
direct impact on sales performance.
Buffalo Wild Wings is America’s favorite sports bar, and
maintaining this image is critical to surpassing sales goals
throughout the year.
8
Consistency Across Visits Builds Loyalty
Guests return to places where they know what to expect.
Delivering the same level of energy, service and experience each
visit builds trust and long-term loyalty. Consistency turns
first-time guests into regulars.
As the sports bar experience continues to evolve, the
locations that stand out will be the ones that fully embrace both
execution and atmosphere. By combining strong operations,
engaged teams and a clear focus on the guest experience, sports
bars can continue to meet rising expectations while driving long-
term success. In an environment where guests have more options
than ever, creating a place they want to return to again and again
is what will make the difference. S
KYLIE ROWE is the communications editor for FBS. You may
reach Rowe at 678-439-2300 or kylier@elevanta.com.