Q: Let’s start with the news. What is Buddy Brew’s next phase of growth?
Dave Ward: We’re launching a partnership with Sprouts. It’s about two years in the making. The initial rollout is 10 stores across Pinellas, Pasco, Hillsborough and Sarasota counties, with all expected to open by late June or early July.
We went through a competitive process and were selected as their partner. This is just the beginning. They have dozens of stores across Florida and Georgia, so there’s a path to scale beyond the first 10.
Q: Why Sprouts? What made that partnership work?
Dave Ward: They tested this model in Arizona and California, and it performed well. Florida is their fastest-growing state, so they expanded here.
Once we got to know their leadership and how they operate, it was a strong cultural fit. From the store level to the executive team, it aligned with how we think about the business.
Q: How will those cafes operate compared to your existing locations?
Dave Ward: They’ll be owned and operated by Buddy Brew. The drink program will be identical to what we do today. The spaces are smaller, so the food offering will be slightly reduced, but still strong.
Susan Ward: We worked closely with their architects and design teams to make sure it looks and feels like a Buddy Brew. Even inside a grocery store, we wanted it to feel consistent with our brand.
Q: You’ve talked about “brew good, do good.” What does that mean in practice?
Dave Ward: It starts with quality. Specialty coffee is the top 5% of coffee in the world. We source from an even smaller group, roughly the top 2%.
Coffee is graded on a 100-point scale, and anything above 80 qualifies as specialty. We typically buy coffee that scores 85 or higher. That’s how we compete.
Susan Ward: “Brew good” is what we do. “Do good” is why we do it.
Globally, we build relationships with farmers and pay for quality so they can earn a living. Coffee is grown in some of the most economically challenged regions in the world.
Locally, it shows up in our cafes. Those spaces are about hospitality and connection.
“It’s about a cup of coffee, but it’s about so much more than a cup of coffee,” she said. “It’s about sharing joy, inspiring hope. It’s how we interact with our customers and see people as people.”
Q: You built the company early on by saying yes to everything. How did that shape the business?
Dave Ward: We said yes to every opportunity, even when we had no idea how we were going to do it.
That served us well early and forced us to figure things out fast. Over time, we’ve had to become more strategic about what we say yes to.
Susan Ward: Early on, that mindset helped us grow. Now we evaluate opportunities more carefully, but that willingness to step into the unknown is still part of who we are.
Q: One of those early “yes” moments was the Republican National Convention. What did that teach you?
Dave Ward: We had never done a pop-up before. Then we’re running one for Google’s World Media Center and another for MSNBC’s “Morning Joe.”
We went from one espresso machine to three overnight. We doubled staff and had to figure out logistics like milk delivery, equipment and security access on the fly.
We served more than 5,000 people in three and a half days at the Google site alone.
Susan Ward: We didn’t know how we were going to do it, but we made it work. That experience reinforced the idea that saying yes, even before you have the answer, can move you forward.
Q: Another turning point was Oxford Exchange. What changed there?
Dave Ward: At first, I thought it was a wholesale relationship. Then Blake and Allison Casper brought us into the space and said, “We’re not asking for your coffee. We’re asking for you.”
That changed everything. We had about 10 employees at the time. Suddenly we’re operating inside a high-volume restaurant.
Susan Ward: The challenge was operational. We were making specialty drinks, but they had to move through a full-service restaurant. Timing, communication and coordination became critical.
Dave Ward: We created “Operation Love.” We paired our team with theirs so they could learn each other’s roles.
“Our team was now working with 100 friends rather than people just screaming at them to get drinks out,” he said.
Q: You often say your strategy is simple. What do you mean by that?
Dave Ward: Love is our strategy.
Love the product. Respect the work that goes into it from the farm to the cup. Then make a drink that’s worthy of that effort.
Love the people. Love our vendors. Love our customers. Love each other.
Q: How do you decide what to say yes to now?
Dave Ward: We’re more disciplined. Early on, saying yes helped us grow. Now we look at whether an opportunity fits our brand, our team and our long-term strategy.
We still move fast, but we’re more intentional about it.
Q: Looking back, what defines Buddy Brew today?
Susan Ward: It’s still about quality and people. That hasn’t changed.
We started with a passion for coffee, but we built a business around relationships. That includes farmers, our team and our customers.
Dave Ward: The difference now is structure. We’re more disciplined in how we grow. But the core idea is the same.
Say yes when it matters. Do the work. Take care of people.
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