The Origins of D-BAT: How Cade Griffis, Kyle Griffis, and Their Partners Built a Baseball Training Business in Texas
Private sports instruction became more visible in the United States during the 1990s as young athletes and their families sought training beyond school teams and local leagues. Baseball players often depended on outdoor fields, seasonal schedules, and volunteer coaching. Indoor facilities offered a different setting. Batting cages and private lessons allowed players to practice throughout the year, while coaches could work with athletes in smaller groups. These businesses also faced practical limits. They required costly space, specialized equipment, trained instructors, and enough local demand to support regular operations. The challenge was not simply teaching the sport. It was creating a business model that could provide instruction while covering the costs of a large training facility.
This environment shaped the creation of D-BAT, founded in Addison, Texas, in 1998 by Cade Griffis, his brother Kyle Griffis, and investor Craig Penfold. The company began with the goal of establishing an indoor baseball training center that could serve players outside the normal competition season. Cade had previously traveled to different Texas cities to provide private baseball lessons. That work helped identify demand for a permanent facility where instruction, batting practice, and equipment could be offered in one location. The founders opened the first academy after Cade’s professional playing career, bringing together his baseball background, Kyle’s involvement in the business, and Penfold’s investment.
The original facility required a substantial financial commitment. According to a 2015 profile published by D CEO, the first D-BAT academy was launched with approximately $185,000. The company began with six employees and operated from a relatively small facility in North Dallas. The founders had considered names such as “Yard Rats” and “Sweat Box” before selecting D-BAT, an abbreviation for “Developing Beliefs, Attitudes, and Traditions.” The name reflected the company’s stated focus on instruction and player development. Its first location was designed to offer a controlled setting where baseball and softball players could practice indoors rather than depending entirely on outdoor fields and seasonal schedules.
The early business strategy also reflected the needs of parents. The first location included air conditioning, clean restrooms, and well-lit batting cages. These details may appear basic, but they addressed practical concerns associated with youth sports facilities. The founders aimed to create an environment where parents could remain involved while their children trained. The academy offered private instruction and access to batting cages, creating several ways for customers to use the facility. The model did not depend only on team practices or seasonal programs. Instead, it combined lessons, individual training, and facility use within a single location.
Cade’s experience in baseball shaped the instructional side of the company. He had played at Dallas Baptist University and received NAIA All-American recognition before signing with the Kansas City Royals organization. His playing career lasted approximately two and a half years before a knee injury ended it. He later worked as a professional scout for the Chicago White Sox. These experiences gave him knowledge of competitive baseball and player evaluation. Available reporting does not establish that D-BAT introduced a new scientific training system. It does show that the company’s early model grew from practical experience in playing, coaching, and working with athletes.
The academy also developed an individual approach to instruction. Company materials state that players were taught according to their own abilities rather than through identical lessons. This approach was linked to the belief that athletes had different strengths and training needs. Such claims come from D-BAT’s own description of its model and should not be treated as an independent assessment of its results. Still, the approach helped define the services offered at the first location. The company sought to provide instruction for players at different levels, ranging from young beginners to more experienced athletes. That broad customer base became important as the business expanded.
Equipment sales soon became another part of the strategy. To reduce costs, Cade began importing D-BAT-branded baseballs from overseas. The company later added gloves, batting gloves, apparel, and other products that could be sold through the academy’s pro shop. This created a connection between training services and retail sales. Players attending lessons could also purchase equipment at the same location. The arrangement provided another source of revenue while keeping the company’s products connected to its core sports market. It also reduced reliance on a single service, which was useful for a business operating from a specialized facility.
In April 2001, D-BAT expanded into manufacturing by opening a wood bat factory in Mount Pleasant, Texas. The factory became part of D-BAT Sports and allowed the company to produce its own wooden bats. D CEO reported that the business later sold products through more than 250 dealers and 20 private labels, with customers in Australia, Korea, Mexico, and Europe. The manufacturing operation broadened the company beyond its original academy model. It also connected the training business with a larger equipment market. However, the two activities remained focused on baseball and softball.
The company later introduced programs that connected athletes with college and professional scouts. When gasoline prices reached approximately $4 per gallon, Cade created the Metro Scout League as a way to bring scouts together to observe high school players. According to D CEO, dozens of college and professional scouts attended events where hundreds of athletes could display their skills. The program addressed travel costs faced by families seeking exposure for young players. It also expanded D-BAT’s role beyond private instruction by creating a setting where recruiters and scouts could evaluate athletes.
D-BAT’s later growth showed how the early model could be expanded beyond Addison. The company began franchising in the late 2000s, although published sources differ on whether the process began in 2007, 2008, or 2009. By 2015, D CEO reported that D-BAT had 24 academies open, three under construction, and five sold. In 2017, the Dallas Business Journal reported $18 million in revenue across 32 United States locations during the previous year. That same period brought plans for international growth, including a franchise agreement for locations in China. These developments grew from a business that had started with one indoor academy and a small staff.
The origins of D-BAT illustrate how athletic experience and business planning were combined within a specialized sports enterprise. The founders did not begin with a national franchise network. They started with private lessons, one indoor facility, and an investment of about $185,000. Over time, the business added equipment sales, manufacturing, scouting programs, and franchising. The company’s development also reflected wider changes in youth sports, where year-round instruction and private training facilities became more common. Cade Griffis, Kyle Griffis, and Craig Penfold built D-BAT around a local need, then developed additional services that supported its longer-term growth.
