Thanks for being here and taking a sip from the Fountain

Events are not just marketing vehicles; they are real, living moments that shape how people remember a brand, a night, or if your really good a chapter of their lives.

This week’s edition is about why events have always mattered to us—what we’ve learned from throwing them, what we’ve learned from screwing them up, and what our friends Mitch and Kurt from Thick as Thieves Entertainment taught us about building something that lasts.

We also share a few reflections on chasing goals versus enjoying the process, and a Q&A on early-stage sales strategy from a recent session with founders at League of Innovators.

⏳ Estimated Read Time: 7 minutes

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FOUNDER STORIES

Events have played a central role in every brand we’ve built. From SAXX to Kitsch Wines, to The Fountain, they’ve offered us something no social media campaign or podcast appearance ever could: a chance to bring people together for a lived experience.

When someone shows up in person, they’re not just watching your story unfold. They’re part of it.

This kind of experience doesn’t just build awareness.

Ria often speaks about this as the real benefit of events. When you invite people into something well-considered, you’re not just marketing to them. You’re building trust, and with that trust comes community.

Add in collaborators, food and drink vendors, bands, artists, and speakers, and suddenly your event becomes a web of reach that extends far beyond the original guest list.

As our events evolved over the years, we began to notice a pattern in what made them work. The most powerful ones had three qualities, and though we never planned it that way at the start, we’ve realize a formula and are here to share it:

There was always a surprising element that captured attention, whether that was a helicopter touching down or a secret performance that caught people by surprise. That kind of spectacle gives people something to rally around.

Much of what shaped our philosophy around events came from a willingness to experiment and push boundaries.

At SAXX, our marketing leaned into the absurd. We weren’t trying to get arrested, but we also weren’t afraid to go where other’s deemed “off limits”.

Whether it was driving a branded van onto Kits beach or hosting a no-pants party, we understood the value of doing things a little differently, especially when the line between safe and forgettable felt far too easy to cross.

There’s a kind of freedom that comes from operating just outside the usual lines.

We weren’t entirely foolish: We always had a friend who was a lawyer on standby.

No joke. It was just part of the planning. Controversy, handled well, creates conversation. And when people are talking, they’re remembering.

Pro tip: Designate someone in advance who is well-natured and ready to handle the conversations with sour neighbors and bylaw officials. And compensate them accordingly.

The event needs to serve a purpose, and create value for every attendee.

Most of the time it’s connecting with others at the event, but there needs to be space to make those connections.

For example, the campfire, for me, has become a symbol of that space. There’s no agenda there. No stage. Just a group of people in a circle, a bit of smoke in the air, and a pace that pulls everyone into the present.

People listen longer. They ask better questions. They tell stories they didn’t plan to tell.

It’s the same with the hike.

We’ve taken people up new trails before breakfast, to a place where you can see the lake stretch for miles and the noise of everything else disappears.

There’s something about moving your body, breathing hard, and reaching a view that makes reflection easier. People don’t need to be told what to think when they’re in that setting. The environment does the work. It clears out the static.

That’s what we’ve come to design for. Not content. Not programming. Conditions.

We want to build environments that invite clarity (and fun). And if we get that right, everything else tends to fall into place.

Whenever we run an event, we start with the budget and the revenue model. How much are we willing to spend? How much money do we want to make?

At Labatt and Kitsch Wines, sales were built into the model. Whether it was vendor villages, merchandise, or bottles of wine, we always considered how the event could sustain itself and also build into the next one. Profitability wasn’t always the priority, but some amount of sales was.

On that note.. We wanted to make sure YOU, our Fountain fam sees this before anyone else:

You’re all invited: to an in-person event in Kelowna in July 18!

Fill out this form and we’ll send you specific details, because spots are extremely limited for our first event.

Excited to reveal more soon and connect with you all for some learning and some fun.

Establishing goals (or as we call them, dreams :) is fundamental for many successful individuals.

While the Cheshire Cat taught us "If you don't know where you want to go, then it doesn't matter which path you take," the Buddha has always said "It is better to travel well than to arrive."

So how do we go about enjoying this driven journey?

In business and life, there is a subtext of progress over perfection; a tug of war between the present you and the future you, between control and yielding.

I believe there is magic in a harmonious balance of them both. And here is how I practice it:

I see my life journey like a winding path. I set my destination but the people and stops along they way often resemble my backpacking trips as a young adult - full of wonder and learning with a sharp determination to continue forward.

Of course, this is just my approach and I would love to hear how you balance the journey versus the destination!

This week, we had Mitch and Kurt from Thick as Thieves drop by the Fountain. These two have spent the last decade building some of the most memorable festivals in Western Canada—Denim on the Diamond, Altitunes, Beer Fest, Rose Disco—you name it.

What started as small shows in Kelowna turned into full-scale events on ski hills and stadium fields. And they’ve built it all with a combination of creativity, discipline, and a willingness to figure things out as they go.

What stood out most wasn’t just how good they are at putting on events, but how honest they were about what it takes.

They walked us through the chaos behind the scenes:

You don’t just need a Plan B. You need a mindset that expects the curveballs and stays calm when they land.

They said to focus only on what’s in your control.

Especially the experience of the event you hold. For example, adding 50 more bathrooms then technically needed. People want a good and easy experience.

That’s what they believe makes an event great. Not just music, decor, and lights. But comfort. Ease. Seamlessness. “People drink more,” Mitch joked, “when they’re not waiting 20 minutes for a bathroom.”

On the business side, they’ve learned the hard way how dangerous it is to build on assumptions. From day one, they built out Excel models and ran the numbers backward. They didn’t plan for perfection. They planned for survival.

“We always asked: if we sell 50 percent of tickets, are we okay?” That discipline let them start small.

And for anyone who wants to get into the game, their advice was simple:

Go work events before you throw one. Be the person setting up portables. Work the gates. Push barricades. The people who do it well are the ones who’ve done the work.

They also gave a ton of credit to the power of your network. Whether it’s sponsors, staff, or just friends willing to post a ticket link, “if you don’t ask, the answer is already no.” We couldn’t agree more.

Huge thanks to Mitch and Kurt for the time, the wisdom, and the years of showing up—on the ground, in the crowd, and now, in the Fountain. If you haven’t been to one of their shows, fix that. We’ll see you at Rose’ Disco this summer.

Q: How do you strike the balance between feet on the ground, selling personally, meeting people and customers, with letting other marketing and sales do the work?

A: When you're early-stage, resources are limited. Start by anchoring your marketing budget as a percentage of revenue.  I used Nike's financials as a benchmark when launching SAXX, settling around 7–10% of total sales. From there, the focus shifts to precision.

I concentrated on dominating one market (Vancouver) first. Picture a drop in still water, build density in one city until the ripple grows. Once there’s traction, scale outward. And then now I grow this way out from there. So that's how I think about it, let's say strategically and how many bullets do I have in my gun?  

Today, if he were starting over, I’d triple down on modern tools. Specifically, he’s excited by AI sales agents and chat-based selling, using platforms like Air.ai to create high-volume outbound systems.

I’ll set my goals, say 50 sales calls, 50 chats, make sure I’m doing that and then:

And finally, borrow brand equity. At SAXX, aligning with premium retailers like Hill’s of Kerrisdale helped elevate the brand by association. We partnered up, but never competed directly.  Look for collaborations that unlock new audiences without cannibalizing the other brand’s core.