HTeaO Founder Transition Puts Brian Wise Over Next Growth Stage

HTeaO's latest growth update is not only about new stores. It is also about founder transition, with Brian Wise taking the chief executive role while co-founder Justin Howe moves into the executive chairman seat.

The Fort Worth, Texas-based iced tea franchise said it opened nine stores in the third quarter across Texas, Oklahoma and Arkansas. The Texas openings included Katy, Lufkin, El Campo, Presidio and El Paso. Oklahoma added Altus and Bixby, while Arkansas added Lowell and Fort Smith.

That is a useful snapshot of where HTeaO sits in the franchise cycle. The brand is past the early proof-of-concept stage, with more than 180 locations, but it is still close enough to its founder story that leadership structure matters. A founder stepping back from the CEO seat can unsettle a young franchise system if the transition is unclear. HTeaO is trying to frame the move as continuity rather than a break.

Howe remains involved in long-term strategy, franchisee support and store operations. That gives the system a way to keep founder knowledge in the business while handing day-to-day leadership to Wise. For franchise owners, that balance can be important. Operators want a growth-minded executive team, but they also want the original brand discipline, store standards and field understanding that helped the concept gain traction.

Wise inherits a brand built around a narrow beverage proposition: flavored iced tea, filtered water, coffee, seasonal beverages and drive-thru convenience. That narrowness can be an advantage because the customer promise is easy to understand. It can also raise the standard for execution. When a franchise is highly focused, guests notice quickly if product quality, speed or service slips.

The Q3 openings show HTeaO is still deepening in its core regional markets rather than only chasing far-flung flags. Texas remains central to the system, Oklahoma is becoming more visible, and Arkansas gives the brand another nearby growth corridor. That pattern can be healthier than scattered expansion if franchise support keeps pace with store count.

HTeaO also introduced Mini Sippers, a ready-to-drink option, and a limited-time Pineapple Chipotle Refresher during the quarter. Those products point to another part of the growth plan: the brand is not just selling store openings, it is trying to build more repeat occasions around beverage variety.

For franchise candidates and existing operators, the leadership change is the real test. Wise has to keep the development engine moving while making sure HTeaO's growing store base gets enough support. Howe's continued role gives the transition a founder anchor, but it also creates a clear expectation that the company will protect the operating culture as it scales.

The strongest version of this next stage is a disciplined handoff: founder knowledge stays close, professional leadership takes more of the operating load, and franchisees see the benefits in field support, product consistency and clearer growth priorities.

If HTeaO can manage that balance, the brand's Q3 openings will look less like a store-count milestone and more like evidence that the company can mature without losing the simplicity that made its franchise case work.