Some people stumble into industries by chance, while others seem built to shape them. Ben Crosbie, CEO of The DRIPBaR and leadership board member of the American IV Association (AIVA), is a little of both. His career began in fitness, shifted into global franchising, and eventually led him into IV therapy, a field he now believes is essential to the future of health and wellness.
On “A Healthy Point of View” podcast, hosted by Sam Tejada, CEO and Founder of Liquivida®, Crosbie shared how his journey unfolded and why collaboration, franchising, and a bigger mission to “make America healthy again” are at the center of his work.
He Sold 700+ Clinics: The IV Therapy Playbook They Don’t Teach You
From Trainer to Global Franchise Builder
Crosbie didn’t plan on becoming a franchise mogul. He started in Boston as an athletic trainer, then as a personal trainer. He was good at it, good enough to build a reputation and eventually open his own gyms. That hands-on grind gave him the taste for entrepreneurship.
But his real turning point came with Tapout. “Tapout was to the UFC what Nike is to the NBA,” Crosbie explained. He and his partners secured the fitness rights and turned it into Tapout Fitness, a brand that quickly exploded. In four years, he helped sell more than 500 locations across 11 countries. By 2019, he exited.
It was a success story, but also an education: franchising was his superpower.
A Personal Introduction to IVs
Around that time, Crosbie kept finding himself in Las Vegas for UFC events. A friend suggested he try an IV drip. He figured, why not? The result surprised him: no jet lag, sharper energy, and enough stamina to push through long days of meetings and late nights.
“It became my secret weapon,” he said. “I could outwork the competition just because I felt better.”
That habit eventually turned into a business opportunity.
Scaling The DRIPBaR
Crosbie joined The DRIPBaR about five years ago and eventually bought out the original partners. His focus was on building something that could last, bringing in doctors, pharmacists, and researchers, creating an R&D team, and ensuring the brand wasn’t built on personalities but on standards.
The results speak for themselves: over 700 locations sold, 100-plus already open, with new franchises in Bermuda, Canada, and even India. The India expansion came through one of their franchisees who wanted to bring the concept abroad. “It shows the power of the brand and the global appetite for IV therapy,” Crosbie said.
From Mom-and-Pop to Mainstream
Crosbie remembers when IV therapy was dominated by single-location clinics. Many of them were passionate but faced skepticism. Locals would dismiss them as “quacks” or fads. Without resources, those businesses rarely scaled.
That’s changing. “IV therapy works. Peptides work. Hormone therapy works. It’s not just for celebrities or athletes anymore,” Crosbie noted. “It’s a business with staying power and Wall Street has noticed.”
Private equity and investment groups are paying attention. That, to Crosbie, is proof that the industry is moving into its next phase.
Why Franchising, Not Corporate Stores
When asked why he franchised The DRIPBaR instead of building corporate-owned clinics, Crosbie compared IV therapy today to the fitness industry decades ago. Back then, gyms were scattered and fragmented until Planet Fitness used franchising to take over.
“This is a land grab,” he said. “The only way to scale fast enough in a new industry is franchising.”
He added that becoming a franchisor isn’t profitable overnight; it takes hitting 70, 80, or even 100 locations before royalty income covers the costs of supporting franchisees. But once it hits that threshold, the model becomes durable.
Expanding Beyond IVs
Even though IV drips remain the core, the DRIPBaR has built a suite of services: ozone therapy, NAD+, red light therapy, salt rooms, compression treatments, IM shots, and precision IVs based on bloodwork and genetics.
Crosbie explains it in simple terms: lifestyle drips for healthy people looking for energy or immune boosts, and health-support protocols for those managing chronic illnesses like cancer or heart disease. “We’re not replacing doctors,” he emphasized, “but we can support clients alongside their medical care.”
Protecting the Industry with AIVA
As much as Crosbie believes in competition, he knows the industry needs guardrails. That’s where the American IV Association comes in. Both he and Sam are on its leadership board, pushing for standards and credibility.
“This is a medical treatment. You have to do it right,” Crosbie said. “Cutting corners isn’t an option.”
AIVA also organizes the VIBE Conference, the largest IV therapy and vitamin infusion business expo in the world. With nearly a thousand attendees expected in Orlando this September, the event brings CEOs, doctors, and operators together to share best practices. Unlike some conferences, the focus isn’t just selling, it’s education and collaboration.
The Next Chapter: Health Brands
One of the most intriguing parts that they discussed was Crosbie’s mention of Health Brands, a new initiative that could reshape the wellness industry. The idea? Bring top operators and vendors together under one umbrella, share resources, and create efficiencies that benefit everyone.
In business terms, it’s the foundation for a rollup, mergers, and acquisitions that combine smaller players into larger, more powerful networks. Crosbie is blunt: “Growth and scale are the only way to create durable change in this industry.”
For smaller owners, his advice is to start by aligning with AIVA, attending VIBE, and making sure their operations are safe and professional. That way, they’re ready if and when consolidation opportunities arise.
Making America Healthy Again
The two also touched on the Make America Healthy Again (MAHA) movement, focused on children’s nutrition and education. For Crosbie, it hits close to home.
He pointed out that his own son, who grew up eating clean and staying active, is now taller and stronger than he is at just 15. “That’s what happens when you give kids a head start. They grow up healthier, more confident, more capable. That’s the future we want.”
For Crosbie, MAHA isn’t separate from his work in IV therapy or franchising. It’s all connected. Better food and education in schools create healthier children, who grow into healthier adults. That reduces the burden on the healthcare system and increases demand for wellness services. “Everything starts there,” he said.
One advice that Crosbie wants to give people, whether they’re entrepreneurs, doctors, or clients. “Follow your passion. And do it the right way.”
It’s a simple answer, but one that sums up his entire career: from gyms in Boston, to Tapout, to The DRIPBaR, and now to helping shape the future of wellness through collaboration and scale.