Written by Kevin O’Neill and Alex Gakenheimer
The old playbook is out. Today’s elite sports teams are rewriting the rules of revenue generation—boldly, strategically, and at speed.
For decades, franchises followed a familiar formula: maximize ticket sales, land sponsorships, and cash in on game-day spend. But that model doesn’t cut it anymore.
As fan expectations evolve, media ecosystems fragment, and technology unlocks new opportunities, the best sports executives are building smarter, more agile, future ready commercial strategies. At the center of this evolution? A truly unified executive team.
Yes, the Chief Revenue Officer may lead the charge – but strong growth comes from cross-functional collaboration at the highest level. The CRO, CFO, CTO, Chief Business Strategy Officer, CMO, CHRO – and of course, the owner—must operate in lockstep.
To see what this looks like in action, we spoke with three commercial leaders who are pushing the boundaries of what’s possible:
- Tim McDermott, President of the Philadelphia Union
- Dan Costello, Chief Revenue Officer of the Phoenix Suns
- Chris Coffman, Chief Commercial Officer ofIlitch Sports + Entertainment, whose portfolio of brands includes Detroit Red Wings, Detroit Tigers, and others.
1. Owning the media pipeline
As traditional media rights undergo a seismic shift, the smartest teams are taking control of their content and distribution.
Dan Costello, who helped lead the Phoenix Suns’ departure from a traditional regional sports network model, put it simply:
Everyone understands it's huge to get your product in front of fans as soon as possible. We wanted to control our own destiny.
The Suns launched an over-the-air broadcast partnership, bypassing legacy networks and opening up new monetization through direct advertising and digital distribution.
But pulling off a direct-to-consumer media strategy is never a solo act.
- The CFO models the economics, balancing upfront investment with profitability.
- The CTO ensures the tech infrastructure is scalable, secure, and built to deliver.
- The CMO drives fan engagement with content that captures fan attention—and keeps it.
Owning the media pipeline isn’t just about getting on air. It’s about end-to-end alignment, flawless execution, and building sustainable value for the future.
2. Beyond the stadium
Real estate—especially mixed-use development—is becoming a cornerstone of modern sports revenue.
Chris Coffman’s work with Ilitch Sports brings this trend into sharp focus: revenue must go beyond game day, and beyond the stadium.
We’re thinking beyond game days. It’s about creating an experience that makes people want to be here 365 days a year.
This mindset is reshaping stadiums into year-round destinations—dynamic entertainment districts with dining, retail, hospitality, and even residential spaces. The stadium is no longer just a venue—it’s an economic engine.
This kind of transformation takes precision planning and tight cross-functional collaboration:
- The Chief Business Strategy Officer defines the long-term vision and strategic roadmap.
- The CFO brings financial discipline, overseeing budgeting, planning, and investor confidence.
- The CHRO sources and supports the high-caliber talent needed to bring these complex projects to life.
Building beyond the stadium means playing the long game—developing assets that deliver value every day of the year.
3. Premium, reimagined
At the Union, Tim McDermott is leading a shift from simply being a soccer team to becoming a full-scale experience brand—anchored by premium offerings and elevated fan engagement.
We're seeing incredible momentum. The question now is: how do we accelerate growth? You can elevate the experience and make it more premium – it's not just about the game anymore, it's about reimagining what a game day can be.
Modern sports franchises are moving beyond the traditional season-ticket model, introducing flexible membership programs that offer fans access to exclusive events, behind-the-scenes content, and customizable ticketing packages.
Delivering these premium experiences again requires tight cross-functional execution:
- The CMO uncovers fan insights and crafts targeted campaigns that drive demand.
- The CFO evaluates financial viability of these premium offerings.
- The CTO ensures the right digital platforms are in place to seamlessly deliver personalized experiences.
Premium is no longer just about access—it’s about delivering value that’s curated, data-driven, and built for the modern fan.
4. Engagement, elevated
As Dan Costello emphasized, sports organizations must think beyond the game itself when designing engagement strategies.
It’s about making every moment of the game interactive. If you can keep fans engaged in the action, you’re creating real value for sponsors and the team.
This means integrating and expanding digital touchpoints—through real-time fan voting, second-screen experiences, personalized content, and more.
- The CTO drives the implementation.
- The CMO crafts content that resonates, increasing his or her likelihood of success through a data-driven approach.
- The Chief Strategy Officer ensures total alignment with broader organizational goals.
When these leaders work in sync, interactive engagement transforms from a nice-to-have to a powerful, tangible revenue engine.
Looking ahead: The franchise model of the future
With shifting media dynamics, rising player salaries, and increasing competition for sponsorship dollars, the modern sports organization must evolve beyond traditional revenue streams.
The next generation of franchise revenue will be driven by:
1. Owning the media pipeline: Direct-to-consumer platforms and global digital strategies will replace legacy broadcast deals.
2. Building beyond the stadium: Mixed-use developments and premium fan experiences will fuel sustainable, year-round revenue.
3. Expanding premium offerings: High-end hospitality and flexible membership models will replace static ticketing structures.
4. Enhancing interactive engagement: Immersive digital experiences will keep fans connected and monetized beyond game day.
Achieving success demands tight alignment at the executive level. The entire C-suite must operate as one cohesive team—each bringing their expertise, but united around a common growth vision.
This integrated approach ensures strategic initiatives are not only innovative, but financially sound, technologically forward, and aligned with long-term objectives.
As the sports industry evolves, the organizations that foster this kind of cross-functional synergy will be best positioned to seize emerging opportunities and drive lasting growth.
The question for owners isn’t just whether they have the right people in the right seats—but whether those people are partnering effectively and moving in the same direction.
Talent—acquired and aligned—will shape the future of sports revenue.
Are your CROs evolving as fast as your revenue strategy?
Start a conversation with our Sports team
About Acertitude
Acertitude is a global executive search firm and leadership consultancy committed to unleashing human potential.
Our Sports & Entertainment Practice works alongside ambitious sports investors, teams, and organizations to build leadership teams that drive transformative growth.
Highly specialized, we focus on critical functions, including CEO/President, CFO, CRO, CMO, COO, CIO/CTO, and Strategy leadership roles.
Explore more at acertitude.com
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