One of the most appealing opportunities for a sports executive is launching a team or building a venue. It’s hard to resist being part of a passion project that can make a lasting, impactful legacy. But it’s also really hard work, and when you launch a team, every move — staffing, finances, pricing, facility, branding, mascot, etc. — is under the microscope. The level of scrutiny can depend on the market — starting a franchise in an open, less media-intense city is easier than in a crowded, big media sports market.
Boston Legacy FC, which became an expansion club in 2023, has had its bumps and bruises, some self-inflicted. But, to its credit, team owners rightfully celebrated when the franchise debuted earlier this month during the NWSL’s opening weekend, drawing nearly 31,000 fans to Gillette Stadium in Foxboro. This should be gratifying for the entire organization, because we know the steps — and missteps — they’ve made to get to this day. But on this opener, my friend Michael Silverman of the Boston Globe wrote, “Only the coldest-hearted skeptic could walk away from the team’s first game … without scoring the day as a victory.”
During a visit to Boston more than a year ago, I spoke to a number of executives and found various opinions about the team. This was before the organization made some new hires or rebranded, and was in the throes of some tough local coverage about prospects for White Stadium. Half the group I spoke with complained about “negative media” and media bias, while others questioned the steps and strategy around some of the team’s critical decisions. They all wanted the NWSL to succeed, but acknowledged the challenges of the Boston market, and the team fully understands what it’s up against. It must find its own audience, because the top four teams suck so much oxygen out of the local respiratory system. The MLS Revolution and local college teams are niche in Boston. That isn’t a negative — each can have its loyal fan base — but ask Boston College football about marketing and selling against that stiff wind of local teams in the fall, and you’ll see it’s not easy.
So, every organization must have a clear definition of what success looks like. For the Legacy to eventually sell out a 10,000-seat White Stadium would be a solid business, but the club understands it’s going to take time to build and nurture a following, with the focus on the younger generation.
Last week, I checked in with friends in Boston, who openly said they are rooting for both the Boston Legacy and PWHL’s Boston Fleet. Their pushback to me is the common one: time. One buddy is a father of two and they devote a lot of time to sports — Red Sox, Patriots, Bruins, Celtics and Harvard — probably in that order. He said the challenge will be finding time — or, he said, “making room,” for women’s soccer. Boston Legacy knows the day-to-day grind it is up against. But I’d argue it is easier today than it was a year ago, and the club can embark on a retail campaign, going door to door to win supporters. Boston’s a hard and gritty market; it’s difficult to cut through. But it’s also passionate, and now Boston Legacy has a product on the pitch and a better story to sell about the future. That’s the fun of building a sports team.
MUSIC-FRIENDLY VENUES: SBJ co-hosted a dinner recently with a number of owners and team and league executives. I was pleased to hear so much of the conversation focused on the fan — what fans want, what can be done to improve the fan experience. That was refreshing, as I fear we’re often too focused on assets and inventory and not people. That attention on the fan led to the venue experience, and there was plenty of discussion about the ideal percentage of premium inventory and what that should look like. I was struck by how much the conversation was dominated by the design of today’s buildings — especially new builds — and making them suitable for music and concerts, fully realizing how much revenue they need to generate out of facilities. Over salads, burrata and pastas, attendees asked about the best way to approach tour operators, band managers and talent about what they want in a venue; about proper load-in/load-out setup and stage variations; and how fans use a building differently for sports than music. It was obvious how much time, energy and thought is going into developing user-friendly buildings for music.
It’s not a new focus, but I wanted to share just how prevalent it is. I’d argue today that facilities are either sports-first or music-first. Now, the design and build are in parallel, and while we all know the revenue potential in hosting more music events, don’t overlook how valuable being in the concert business can be in growing your database of names and future ticket buyers for other events.
Abraham Madkour can be reached at amadkour@sportsbusinessjournal.com.
