SBJ Unpacks: PGA of America’s new CEO seeks peace in pro golf

ORLANDO, Fla. -- The new CEO of the PGA of America hopes the leaders at the top of men’s professional golf will be more unified in 2025 as the game continues to navigate one its most rocky periods in history, reports SBJ's Josh Carpenter.

Derek Sprague was announced as the PGA’s CEO in December but only began his role officially this past weekend. On Tuesday afternoon at the PGA Merchandise Show in Orlando, Sprague said he wants golf leaders to work collaboratively to bring the game back together.

“The way I’ve operated my entire career is, I bring people to the table,” Sprague said. “Let's get around the same table. The game's bigger than any one organization. Let's figure out how we can work together to grow the game, both on the recreational side as well as the professional side. Make the game in the industry as healthy as possible. And you can't do that when you're separate or in silos. You can't be managing the golf industry by text message or email.”

Sprague is just one of a handful of new leaders in men’s pro golf. Mark Darbon was appointed as the new CEO of the R&A last summer, LIV Golf has a new CEO in Scott O’Neil, the DP World Tour is now being led by Guy Kinnings, while the PGA Tour is also searching for a new CEO.

Sprague’s comments echoed those of O’Neil, who replaced Greg Norman in that position earlier this month. O'Neil told Sports Illustrated last week he hopes to take a conciliatory approach in an effort to help strengthen the game.

“These other new leaders, they want the same thing,” Sprague said. “We want a healthy sport.”

In late 2020, not long after Major League Baseball announced its takeover and reorganization of Minor League Baseball, Pat Battle was in Nashville when he read about the backlash to the decision in the Wall Street Journal and was struck by an idea. 

Battle, a longtime sports executive who had previously led IMG’s college division, had a passive investment in two minor league teams; a Colorado Rockies Class A team in Boise, Idaho, and the Atlanta Braves’ Class A affiliate, the Augusta GreenJackets. A short time later, he called MLB headquarters and spoke to Deputy Commissioner Dan Halem and pitched the idea that MLB’s vision for MiLB could best be achieved at scale, with professional management, best practices, innovation and investment.

Halem connected Battle with Peter Freund, who had been hired by MLB as a consultant to assist in the transition to its new MiLB system and headquarters in New York after 50 years in St. Petersburg, Fla.

Freund was also the owner of Trinity Sports Holdings, whose portfolio included being the principal owner of the Class AAA Memphis Redbirds and Class A Williamsport Crosscutters, a partner in the Class A Charleston RiverDogs and a minority owner in the New York Yankees. 

Freund had developed respect and strong relationships throughout the game. And with Battle’s deep knowledge of smaller college markets — similar to those in the minor leagues — they complemented one another perfectly. 

“I was an early adopter of what Major League Baseball wanted to do with the minor leagues,” Freund said. “Pat called, and the rest is history.” 

The result is Diamond Baseball Holdings, which just four years later now owns one-third of all affiliated MiLB teams. Battle, the executive chairman, and Freund, the CEO, oversee the company that owns 41 minor league teams and plans to acquire more. With backing from private equity giant Silver Lake, the company has invested $2 billion in everything from M&A to facilities to technology to scale and modernize an operation that for more than a century was seen as a small-time outfit.

“They’ve changed the landscape of how teams are operated,” said Iowa Cubs President and GM Sam Bernabe, who has been with the team for more than four decades. “We were such a mom-and-pop operation, and we’re not so mom-and-pop anymore.” 

The next phase for DBH includes streamlining operations; implementing strategic ballpark-adjacent, mixed-use real estate pursuits; and activating their venues 365 days a year. And, despite concerns about their endgame, given the general approach of private equity companies, DBH leaders make clear their intention is to not just stick around, but continue to do more of what they’ve already done.

“We’re focused on minor league baseball, and we put our time and money where our mouth is,” Battle said. “We think there’s a long runway to continue to build this.”

“It’s been more than either of us could’ve dreamed of,” Freund added. “We’ve been in lockstep since Day 1.”

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DBH was born out of Major League Baseball’s contentious takeover of minor league baseball, sparked by the expiration of the professional baseball agreement that had allowed the two sides to exist alongside one another for decades. MLB unaffiliated 40 teams, going down to a total of 120 and leaving each of the 30 MLB teams with Class Low-A, High-A, AA and AAA affiliates. Each minor league team had to sign a 10-year professional development league license, which included revised facility standards, meaning some ballparks required upgrades. MLB also cleaned up MiLB geography, placing some affiliates in closer proximity to their parent teams. The goal was increased fan engagement and community impact. At the time, ownership groups could own only one team from each level for a total of four. 

Battle, then the chairman of the board of Learfield and an adviser to Endeavor, saw an opportunity.

“I knew just enough about minor league baseball to be dangerous,” he said.

Battle had been around sports in smaller markets for years. His father, Bill, played college football at Alabama and coached it at Tennessee before founding the Collegiate Licensing Company in 1981. Pat joined his father’s company three years later, rising to president and CEO, and CLC eventually was acquired by IMG Sports & Entertainment in 2007. Pat went on to serve as senior corporate vice president and chief of IMG’s college division from 2007-11. 

Like Battle, Freund followed in his father’s footsteps but had an even more direct connection to the minor leagues. John Freund worked for the family business, Trinity Packaging, for 60 years, ultimately becoming CEO and acquiring a minority stake in the Yankees. After four generations of involvement, John and Peter, by then the company president, sold Trinity Packaging to ProAmpac in 2017.

In December 2021, DBH announced the acquisitions of its first 10 teams; the prices were undisclosed, but sources said they were “generous” compared to existing valuations. Among them were the Class AAA teams of the Cubs (Iowa), Cardinals (Memphis), Yankees (Scranton/Wilkes-Barre) and Dodgers (Oklahoma City); all four of the Braves’ affiliates; the Hudson Valley Yankees (High-A) and the San Jose Giants (Single-A). 

Battle and Freund strategically picked those teams, leaning on their previous ownership ties as well as their relationships in the industry. It was an early statement. 

“I don’t know that anybody outside minor league baseball really noticed, but within our ranks, it was a big announcement,” Battle said. “I think everybody within the industry knew Peter, and they knew we were open for business.” 

At that point, MLB had a cap on any group owning no more than 24 teams. That cap has since risen substantially, first to 40 and then to 50 teams (and 14 at any one level). No other company owns a double-digit number of teams.

It seemed like a lofty, if not impossible, goal for DBH to grow that fast. Yet by the end of 2023, DBH was at 29 teams.

When it comes to team acquisitions, DBH is agnostic about affiliation, level and location. 

“We’d love to own any affiliated minor league team,” Freund said, later adding, “We studied it pretty hard as to who we prioritized and who we didn’t.”

Market dynamics for M&A proved favorable. No live events business was in great shape after COVID. The PDL licensing standards could be taxing financially for mom-and-pop owners to get stadiums in compliance. And there was some uncertainty as to MLB’s involvement in the new MiLB world order. 

Therefore, DBH did not need to do much outreach to acquire its next batches of teams, receiving plenty of inbound calls from interested sellers.

Part of DBH’s strategy involved ranking every MiLB team from 1-120. It acquired the team at the top of that list in June 2024: the Charlotte Knights, Class AAA team of the Chicago White Sox, reportedly in the range of $100 million. It bought another top target, the Mets’ High-A Brooklyn Cyclones, for an undisclosed price late last year. In all, DBH currently has 10 of its top-20 teams. It may not get all of them, although not for a lack of trying. 

“There are great owners in that 120 that really have no interest in selling, and they truly are our partners as we try to grow this together,” Freund said.

While it will not divulge its total M&A investment, some figures are known. DBH reportedly acquired Boston’s Class AAA affiliate, the Worcester Red Sox, in December 2023 for around $70 million. Freund said there is a “wide range” on team purchase prices, based on factors such as market size, geography, the parent team and the level of play.  

“We hope that we will be able to go past 50, and that’s ultimately our goal,” Freund said.

Aside from most player-related expenses (salary, coaching, housing), DBH bears most other costs associated with running the business, including front office salaries, transportation and game-day costs.

DBH’s aggressive growth was uninterrupted by its own change in corporate oversight. While it was launched initially through Endeavor at the end of 2021, less than a year later, Endeavor had to sell the business under pressure from the MLB Players Association because of a conflict of interest with WME Baseball representing several minor league players.

Battle’s first call was to the commissioner’s office. “My second call was to Silver Lake,” he said. “I’d had a relationship with Silver Lake for over a decade [serving as an adviser] and have a great amount of respect for that firm and what they do. They were intrigued, and they’ve been a terrific partner.” 

The sale to Silver Lake for $280 million went through in August 2022. A potential complicating factor: Silver Lake’s ongoing take-private of Endeavor could spark new conflict-of-interest concerns, as DBH would once again share ownership with WME Baseball. The MLBPA declined to comment but is expected to review the new structure following the deal’s close.

■ ■ ■ ■ ■

As they started to roll up teams, Battle and Freund needed to alleviate concerns from some longtime owners about stability and maintaining community engagement.

Not everyone was on board with DBH’s presence. 

As one owner said, “Private equity firms don’t purchase assets and operate them for 50 years. They have an exit ramp. What does that exit ramp look like?”

“It’s fair to say that there was a great deal of skepticism among the owners of DBH, and, specifically, private equity,” said Battle. “There was a lot of negativity in the beginning. But if you own one of the 120 teams, we’re all in this together, we all have the same common objectives.” 

To that end, DBH believes in continuity. It says it has kept “more than 99%” of the front office staff it has inherited, and has never replaced a general manager of a team upon initial acquisition.

It’s also been thoughtful about remaining hyperlocal. For example, famed restaurant Rendezvous BBQ remained at AutoZone Park in Memphis, home of the Cardinals’ Class AAA affiliate. In April 2024, DBH donated $40,000 to the annual Worcester Red Sox WooSox Scholars program, with $10,000 each in college scholarships going to four eighth graders.

As part of the reorganization, MiLB affiliates transferred their national media, sponsorship and licensing rights to MLB. As MLB’s agency of record, DBH plays a key role in the national corporate sponsorship program. It is currently looking to sell the first title sponsorship for all of MiLB, similar to the deal Gatorade has with the G League.

Taking on those major tasks required DBH to beef up its executive ranks. Andrew Judelson, who had also been at Learfield and IMG College, as well as the NHL, joined as chief commercial officer in June 2022. A few months later, another Learfield alum, Rick Barakat, took over as senior vice president, business strategy and development. Ravi Shah, formerly with Live Nation Entertainment and the Philadelphia 76ers, became DBH’s chief strategy officer in August 2023. Josh Burke, who had previously spent seven years at Under Armour, came aboard as chief financial officer last June. 

While individual teams still sell locally, national sponsorships so far include Capital One, Oatly and Snapchat, among others. “Together with MiLB, we focus on key selling attributes, such as audience, geography, Americana, scaled reach with local customization, etc.,” said Judelson.

Early returns have made believers out of even those not yet a part of DBH.  Chuck Greenberg owns two teams — the Myrtle Beach Pelicans (Cubs/Single-A) and Frisco Rough Riders (Rangers/Class AA) — not under DBH control, but he believes DBH has had a strong, positive impact. 

“In Diamond’s case, the fact that they have a multimarket sales capacity, an events business, a development business — none of that takes away from the core appeal of what makes minor league baseball special,” Greenberg said. “It’s always to use that as a foundation to grow and expand and make the fan experience better and the business better. And there’s nothing bad or dangerous or scary about any of that.”

A clear way DBH has been able to win converts is through its work improving ballparks. “We’ve made massive investments to these stadiums,” said Freund, “many of which in private-public partnerships, but many of which needed new video assets, new seats, new club area spaces — so fan amenities, the things that we’re doing locally in these markets, I think that messaging gets back to all the owners that what’s good for one team is good for the 120.” 

DBH owns one stadium (Truist Field in Charlotte), with the rest being owned by local municipalities and then leased by DBH teams. Three DBH teams will begin play in new ballparks over the next two seasons, each of which costs more than $100 million to build: the Hub City Spartanburgers (Rangers/High-A) in Spartanburg, S.C., and Columbus Clingstones (Braves/Class AA) in Columbus, Ga., in 2025; and the Ontario, Calif.-based Dodgers’ Single-A affiliate in 2026 that is moving from Rancho Cucamonga, Calif., for that season. 

DBH also has mixed-use development ambitions, which were on display in Louisville in early December when Freund and city officials announced a $250 million joint-venture project between DBH and the Machete Group. It includes apartments, a boutique hotel and retail shops on six acres of city-owned land next to Slugger Field, home of the Reds’ Class AAA affiliate.

“We’re using Louisville as the launch of what we think will be many more projects to come,” Freund said. “It’s sort of awoken this sleeping giant of six to seven opportunities that we have, which we are currently in the process of accessing.”

Battle said DBH is intrigued by potential mixed-development markets with populations of around 250,000-500,000, and with no major professional sports teams, a description that fits many of the teams in their portfolio. Eight of the 41 DBH clubs play in markets that have at least one NFL, NBA, MLB, NHL or MLS team; eight play in markets with no pro teams in those leagues, but a population greater than 1 million; and 25 play in markets with no pro teams and a population less than 1 million.

“The strategy is spot on. There’s a clear opportunity to explore development opportunities,” said Jonathan Fascitelli, founder of Sports and Entertainment Real Estate Global Holdings. “It’s important to be mindful of the players. And ultimately the execution comes down to real expertise on the development side.” 

The future of minor league marketing and media is also of interest to DBH. There has been preliminary discussion among DBH, other MiLB owners and MLB about adding an in-season tournament, according to multiple sources, though nothing will happen in 2025. Other talks have involved possibly moving the MLB Futures Game out of All-Star week and making it more of a stand-alone, marquee attraction. MLB brought back the MiLB Spring Training Prospect Showcase for a second straight year, and had MiLB at Rickwood Field last season as part of MLB’s first regular season game in Alabama. 

“We would always say you’re a success in minor league baseball if it’s family friendly and affordable,” Freund said. “But what I love most about our opportunity is actually to shine a light on the players and have super meaningful in-season games where fans can actually buy into that.” 

An aggregated MiLB media network could be a possibility one day, but those rights are under MLB’s purview.

“Minor league baseball is about having a fun day at the ballpark with your family or your buddies. Or it’s about seeing the next big prospect because you’re a fan of the major league team,” Sports Media Advisors CEO Doug Perlman said. “Do either of those things translate into somebody paying to watch the live games? Or are they just content with the game-day experience?”

The next phase in DBH’s growth is creating 365-day-per-year venues and activating its ballparks via non-baseball business as much as possible.

In 2024, DBH launched a Music on the Diamond concert tour, featuring Miranda Lambert and Thomas Rhett. The June 7 performance at PNG Field in Altoona, Pa. (Pirates/Class AA), drew 8,000 people.

The Savanah Bananas run a portion of their tour through DBH venues. Local events such as wedding rehearsal dinners, corporate outings, half-marathons and car shows have proved vital in the offseason. In Charlotte, there was a Light The Knights festival from Nov. 27-Jan. 3, featuring an ice rink at Truist Field.

There is also a focus on best practices. In 2025, DBH will have implemented a common point-of-sale system across many of its food-and-beverage and in-venue retail locations, with help from Silver Lake-backed Oak View Group Hospitality. DBH also   has integrated with Global Payments for point-of-sale and Fanatics for in-venue merchandising.

Battle estimates that MiLB is a $120 million licensed merchandise retail business, with 90% of its sales taking place at ballparks. Establishing strong brands and improving e-commerce to supplement existing brick-and-mortar retail is a significant opportunity.

“That’s probably the No. 1 theme with Pat in particular: We want to be the gold standard and top of excellence in everything,” said the Iowa Cubs’ Bernabe. “Whether it’s player development, promotion, facility, fan enhancement, customer service, soup to nuts. And that is emphasized in every meeting and every breath.”

DBH would not delve into revenue figures. As for profitability of the teams, Battle said at SBJ’s Dealmakers event in October, “Let’s talk in three or four years about that. If we can create better fan engagement, the economics will take care of itself.”

Whatever the future holds for DBH, Battle notes the new season in April marks DBH’s “fourth inning,” and the outcome is far from determined.

“[Silver Lake] are long-term holders of platform assets, and DBH in our minds is a platform asset,” Battle said. “We have such a great, long runway, and we have honestly never had a conversation about an exit.”

Even many of the franchises that remain independent with no plans to sell to DBH are excited about the major strides minor league baseball can make.

Greenberg said he’s staying involved in minor league baseball “most importantly, because I love this business, and the platform we have to make a positive impact on the communities we serve, both of which I have a great affinity for.

“Has [DBH] expressed interest in the franchises? Yes. Why wouldn’t I sell? Any time there’s more options or access to capital, it’s good for franchise values. The vision that Diamond has for where this industry is going, I fully buy into, and I want to be along for the ride, so I’m sticking around.”

ATLANTA -- Confetti cascaded across the field at Mercedes-Benz Stadium as the scarlet and grey-clad Ohio State players darted off the sideline and descended on the center of the field for a celebration a decade in the making.

OSU, which boasted one of the pricier rosters in college football this fall thanks to its NIL collectives The Foundation and the 1870 Society, became the first ever winner of the 12-team College Football Playoff on Monday night in Atlanta with its 34-23 win over Notre Dame.

"People get focused too much on the money," Buckeyes AD Ross Bjorktold SBJ postgame. "If you have all the money in the world and you don't have the other stuff, none of that matters. 

"The thing about Ohio State [is] people care. You don't have to manufacture anybody caring. You don't have to trick anybody. You don't have to take out billboards. People care. When you dial into that and people see a mission, they see a plan, they see a vision with Coach Day, Gene[ Smith] set it up, we're able to execute it. That's what it's all about."

Monday's title game marked the end of the first iteration of the 12-team playoff, which will undergo its own postmortem evaluation from the CFP Board of Managers, along with the FBS commissioners and Notre Dame AD Pete Bevacqua, who comprise the CFP Management Committee.

The groups met on Sunday for roughly three hoursto discuss a handful of takeaways from the event over the course of the last month, though a handful of the expected talking points like a rejiggering of seeding, first round byes and automatic qualifiers were not discussed. 

The CFP Committees are expected to meet again in Dallas in late February for a deeper dissection of the issues.

The four games during NFL Divisional weekend averaged 37.1 million viewers, down 7% from just over 40 million viewers last year, which was a Divisional round record for the NFL.

CBS’ Ravens-Bills led the weekend with 42.9 million viewers on Sunday night, down sharply from 50.4 million for Chiefs-Bills last year in the same window. It’s the least-watched late Sunday Divisional window since CBS got 42.7 million for Chiefs-Bills in 2022. Rams-Eagles on NBC drew 37.9 million on NBC on Sunday afternoon, down 5% from Lions-Bucs in the same window last season (also the lowest in that window since Chiefs-Browns drew 34.3 million on CBS in 2021). Rams-Eagles was still high enough to be NBC’s fourth-best Divisional game on record. It peaked at 47.5 million viewers from 6:00-6:11pm ET.

Saturday’s Chiefs-Texans game was the only window to see a gain during the Divisional round.

The ACC is expected to add a new sponsor to its roster.

The league, ACC Network and Disney are set to announce a multiyear deal that will make T. Rowe Price an official sponsor, sources told Sports Business Journal. Exact financial details were not readily available at press time.

T. Rowe Price, a global asset management company, will become the exclusive title sponsor of the ACC Men's Basketball Tournament through 2027. It will also have a presence at varying ACC Championship events throughout the year.

The company was previously on site for the ACC Football Championship game and is expected to be again at the Ally ACC Women’s Basketball Tournamentin Greensboro, N.C.  

Dan Corso almost blends into the background amid the white jumpsuits of Notre Dame’s towering roster.

Corso, president of the Atlanta Sports Council, had a hand in just about everything. The lights. The cameras. The action. You get the picture. 

"For the CFP to select us to host, it is a great honor," Corso told SBJ. "If the sport and the city were to go hand-in-hand, you won't find a better combination than college football in Atlanta. I think you're seeing that this weekend.”

Atlanta became the first city in the CFP's 12-year history to host the national title game twice after its first appearance here in 2018. The official announcement of that distinction is now two years past, back when the field had just four teams and the college football ecosystem had only semi-recently emerged from the COVID-19 pandemic -- not to mention the myriad legal challenges and lawsuits that litter the system today.

Corso notes there were varying adjustments to be made when the field expanded to 12 teams beginning this year -- hotels, convention space, etc. Still, for a city that has hosted everything from the Olympics to Super Bowls to Final Fours, there’s an ease about navigating the craziness that comes with an event on the scale of the CFP national title game.

“To have all of that time in between [when Atlanta was first given its bid] and this weekend, working closely with the CFP and their nearly 30 people on staff month after month, week after week and day after day, to be at this point is really, really exciting,” Corso said.

If you’re reading this newsletter, you’re almost certainly aware that the 76ers and team owner Harris Blitzer Sports & Entertainment made one of the more surprising about-faces in recent sports industry history just over a week ago, ending a two-year effort to build a new billion-dollar-plus downtown arena (shortly after receiving approval for the project from Philly’s city council) and instead announcing a 50-50 partnership with Comcast Spectacor -- the Sixers’ current landlords and passive-aggressive opposition in the new arena effort -- on a new venue in the Philly Sports Complex.

Comcast Spectacor, which owned the Sixers from 1996-2011, also took a minority ownership stake in the Sixers (the size of which was not disclosed).

A few things to know.

• A knowledgeable source told me that in order to prevent leaks to the media, less than a dozen people knew about the deal before it was announced on a Sunday afternoon. Surprise!

• Obtaining private financing for what would have been Philly’s second major arena, with a likely cost of at least $2 billion, would have been tough. Add in the rising costs of the project as more issues arose around the SEPTA public transit station that the arena would be built atop (and would require, unpopularly, public dollars in a project otherwise privately funded); the Sixers’ community benefits agreement payout; the limited ancillary mixed-use development opportunities because of the tight, mid-city site; and the future competition with Comcast Spectacor’s Wells Fargo Center that would have likely stoked a race to the bottom, and it’s not hard to see why this didn’t pencil out for the Sixers. “These guys didn’t get rich by using their own money,” a source told me. 
  
  

Winners and losers in the Philly arena situation? 

Philly politicians that stuck their necks out for the Sixers’ arena project, then were kept in the dark about the team’s reversal, are the biggest losers in this scenario; a quick perusal of the Philadelphia Inquirer’s Letters to the Editor in recent days indicate the voting public is keenly aware. Concert promoters would have also hugely benefited from Philly having two similarly sized arenas and their subsequent competitive race to the bottom; so, the promoters lost out, too.

But there seem to be many more winners from this sudden switcheroo, which indicates an effective compromise:

• Comcast has dramatically grown its clout in NBA circles since committing more than $27 billion over 11 years for a portion of NBA rights (the deal begins with the 2025-26 season) and buying back into the Sixers as part of this new deal. Spectacor sold the Sixers for $280 million in July 2011, a sale that some in the company’s orbit had long considered a mistake; 13 years later, the Sixers are worth more than 16x that figure ($4.6B), according to Forbes' valuations. In the end, Spectacor and CEO Dan Hilferty adroitly managed a tricky PR situation with the Sixers and avoided the worst outcome -- a competitor arena. They did just spend more than $400 million renovating Wells Fargo Center, which now looks like it could be demolished as early as 2031, but in all, it was a positive outcome.

• HBSE ultimately got what it wanted -- a new arena that it won’t have to fund solo, as well as more equilibrium and less landlord/tenant vibes in its relationship with Spectacor. Comcast Spectacor’s new ownership stake in the Sixers would only need to be 5.8% for HBSE to have made back its 2011 investment. Ending the costly downtown Philly arena project also enables Josh Harris to focus more on the Commanders’ complicated new stadium pursuit in the D.C. market, which should prove more lucrative long-term.

• The NBA gets the new arena it wanted for the Sixers, seemingly strengthened its relationship with Comcast and appears likely to bring a WNBA team to Philly in the future.

• Chinatown and Philly’s trade unions were local winners. Chinatown defeated an arena proposal in its neighborhood for the second time this century, though it’s unclear how much influence its opposition ultimately had on the scenario; Philly politicians approved the project before the Sixers bailed on it. And the trade unions banking on the jobs involved with a new arena get those, plus more work from the Sixers/Comcast Spectacor’s now shared Market East development project.

• Adelman was brought into the Sixers’ ownership group with a quasi-mandate to get the team a new arena (he was the real estate guy). He essentially succeeded, but it was an inartful process that torched the Sixers’ local political capital, and it might be a while in Philly before he's anything other than the face of the failed arena effort. Still, in the 50-50 joint venture overseeing the new arena project, HBSE gets the chairmanship, which will likely be Adelman (plus the Market East project is still alive). Two big wins for the real estate guy. 

In June, legendary rivals India and Pakistan played on Long Island, N.Y., in front of 34,000 fans as cricket took center stage in America with the ICC Men’s T20 World Cup and the second successful season of Major League Cricket (MLC). These milestones have spotlighted the sport's potential in the U.S., revealing both progress and untapped opportunities. As cricket looks ahead to its debut at the LA28 Summer Olympics, administrators, broadcasters, and sponsors have a unique chance to amplify its presence in a market that has historically been elusive for the game. The time is now!

Cricket is the world’s second-most popular sport, with an estimated 2.5 billion fans. It is most popular in South Asia, the U.K., Australia, South Africa and the Caribbean. Approximately five million hardcore cricket fans live in the U.S., and reports suggest 30 million people across the U.S. have identified themselves as casual fans or shown interest in cricket.

Progress and lessons from the T20 World Cup

Last summer’s ICC Men’s T20 World Cup was a significant moment for cricket in the U.S. The tournament brought the sport to Dallas, Florida and New York, showcasing thrilling contests and cultural celebrations. Fans witnessed sold-out matches featuring India and the U.S., and the ICC organized watch parties at Citi Field and World Trade Center in lower Manhattan to connect with fans. However, the World Cup also taught a few lessons. Ticketing strategies, long-term ROI on the modular stadium and 10:30 a.m. ET start times likely alienated existing fans and missed the opportunity to attract new fans.

Major League Cricket’s blueprint for growth

MLC has emerged as a transformative  force in the American sports landscape, laying the groundwork for cricket to thrive in a competitive market. The league features six franchises representing major U.S. cities:

• L.A. Knight Riders

• MI New York

• San Francisco Unicorns

• Seattle Orcas

• Texas Super Kings

• Washington Freedom

While the teams are intrinsically tied to these cities, the first two seasons were played exclusively in Grand Prairie, Texas, and Morrisville, N.C. Plans are reportedly underway to expand games to more markets and soon expand the league from six to eight teams, signaling the league’s ambition to deepen its regional roots.

By blending international stars with standout domestic talent, including U.S. national team heroes and American-born players such as Aaron Jones, Steven Taylor and Jasdeep Singh, MLC offers a competitive, exciting product. This diverse mix resonates with a growing fan base that includes both traditional cricket enthusiasts and local American sports fans.

The league’s success is built on a solid foundation of visionary leadership and significant financial backing. High-profile investors include tech titans like Satya Nadella (Microsoft) and Shantanu  Narayan  (Adobe), entrepreneurs such as Ross Perot Jr. and Sanjay Govil and venture capitalists who bring credibility and resources to the league. MLC’s co-founders (Satyan Gajwani, vice chairman of Times Internet, Vijay Srinivasan and Samir Mehta, both former executives of Willow TV, newly appointed CEO Johnny Grave, along with experienced cricket administrators from the Mumbai Indians, Super Kings and Knight Riders franchise) provide significant expertise in cricket operations and fan engagement.

Corporate sponsorship with global brands like Cognizant, Accenture, Commvault, Rubrik and Verizon underline the league’s market appeal. Sources indicate that team and league sponsorship deals range from the low six figures to the low seven figures, depending on the level of exposure provided. Regional broadcast agreements with networks like YES Network, Bally Sports and NBC Sports Bay Area, alongside national coverage from Willow TV, represent a good start to the league’s commitment to reaching diverse audiences across the U.S.

These partnerships are more than just financial lifelines; they serve as endorsements of cricket's marketability in the U.S. They provide the resources necessary to enhance the league’s infrastructure, elevate the fan experience and attract top-tier international and domestic talent. Moreover, aligning with globally recognized brands helps legitimize cricket as a viable sport in the hyper-competitive American market, where sports like pro and college football, basketball and baseball dominate.

To progress further, these partnerships must prove transformative, not just transactional. Sponsors need to see measurable returns on their investments, which can only happen if cricket continues to expand its reach within the U.S. The financial backing and business acumen of these partners are invaluable assets in transforming cricket from a niche pursuit into a more mainstream sport in the U.S.

LA28: a golden opportunity

Cricket’s return to the Olympics after 128 years is more than a nostalgic moment; it’s a chance to redefine the sport. L.A. offers an iconic stage, with its diverse population and media influence. To fully capitalize on this opportunity, organizers must deliver unforgettable in-venue experiences that leave a lasting impact, ensure matches are strategically scheduled during U.S. prime time to capture maximum viewership, and prepare playing surfaces that challenge players’ skills while fostering intense competition among teams. Instead of celebrating “a billion viewers in India,” the real success story for LA28 should be, “Cricket wins 100 million new fans in the U.S.,” marking a transformative  moment for the sport in a key untapped market.

Path forward

Despite its current niche identity, cricket in America has never been in a stronger position. Administrators have demonstrated the ability to organize high-profile events, and sponsors invested. The inclusion of cricket in LA28 presents a more than $500 million market opportunity when considering:

Fan Engagement: Target the 30 million cricket fans in the U.S., with growth potential to reach 60 million through education and awareness campaigns.

Sponsorship Revenue: With the potential to reach new fans globally, the Olympic committee could create sponsorship opportunities exceeding $100 million in new sponsorship deals.

Tourism and Merchandise: Boost revenue streams from ticket sales, fan experiences and merchandise tied to Olympic cricket matches.

Broadcast Rights: Tap into a growing appetite for diverse sports content, securing lucrative TV and digital streaming partnerships, if agreements with current broadcasters permit.

Here’s a four-point plan for the next three years:

• NBC, ICC and the LA28 Organizing Committee should host a biannual Cricket Olympic Sponsors forum to align sponsorships.

• USOPC, ICC and USAC should host an annual tri-nation tournament in the USA with top-ranked teams for strategic growth, and co-develop comprehensive grassroots programs.

• ICC and LA28 Organizing Committee should roll out LA28 Fan Zones at the 2025 World Test Championship in Europe, 2026 T20 World Cup in Asia, 2027 Cricket World Cup in Africa.

• NBC should launch a comprehensive digital content strategy — tracking the path from the first international cricket match between the U.S. and Canada in New York in 1844 to the L.A. Olympics in 2028.

Cricket’s journey to mainstream acceptance in the U.S. is challenging, but the foundations are in place. With the right mix of innovation, collaboration and cultural sensitivity, cricket can turn its Olympic moment into a lasting legacy. Cricket in America is no longer an experiment — it’s a movement with immense potential. The time to act is now!

Prasad Malmandi is a U.S. cricket media expert, having helped manage ESPN’s cricket strategy, digital rights acquisition, sales and marketing for 17 years. Today, he is also an independent business development and product management consultant.

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