Tonight in Unpacks: This week’s Sport Business Journal looks at the nominees for the Sports Business Awards, which take place May 20 in New York City. This includes profiles of those in the running for Athletic Director of the Year and Executive of the Year.
Also tonight:
- Schiller: Braves to ‘meet or exceed economics’ with BravesVision
- USL appoints Paul McDonough as CEO
- Iconic insights from EA, Take-Two and Ubisoft CEOs
- Op-ed: The generational divide in sales teams
Listen to SBJ’s most popular podcast, Morning Buzzcast, where Abe Madkour opens the week with Portland and Toronto showing up for women’s sports during the WNBA’s opening weekend, thoughts on March Madness expansion, Jimmy Haslam’s greater role with the Bucks and more.
Sports Business Awards – 2026 nominees
Learn more about the nominees for the 2026 Sports Business Awards. The winners in 13 categories are determined by a group of industry executives. Award winners in two categories — Athletic Director of the Year and Executive of the Year — are selected solely by Sports Business Journal.
The winners will be revealed during an awards celebration May 20 at the Marriott Marquis Times Square in New York.
Fenway Sports Group founder John Henry will be recognized as the recipient of this year’s Lifetime Achievement Award. Soccer Without Borders will be presented with the Celebration of Service award.
For more information, please visit www.Sports-Business-Awards.com.
Content by: Josh Carpenter, Rick Ellington, Tom Friend, Mary Gaughan, Xavier Hunter, Ethan Joyce, Austin Karp, Mike Mazzeo, Bret McCormick, Irving Mejia-Hilario, Derick Moss, Ben Portnoy, Rob Schaefer, Alex Silverman, Chris Smith and Adam Stern
Agency of the Year: Brand Consulting
160over90
Excel Sports Management
Genesco Sports Enterprises
GMR Marketing
MKTG Sports + Entertainment
Octagon
Optimum Sports
The Team
Athletic Director of the Year
Dan Bartholomae, Western Michigan University
Scott Dolson, Indiana University
Mark Harlan, University of Utah
Kirby Hocutt, Texas Tech University
Candice Storey Lee, Vanderbilt University
Brand Activation of the Year
Aramark Sports + Entertainment’s Banana Dog
Bud Light Blizzard Brew: Bills’ final season at Highmark
Dude Wipes x Eagles Tush Push
Lego at Formula 1 Crypto.com Miami Grand Prix
Pop-Tarts Bowl
Whirlpool x Premier Lacrosse League: Lacrosse on the River
Best in Property Consulting, Sales and Client Services
CAA Sports
Elevate
Learfield
Legends Global
OVG Global Partnerships
Playfly Sports
Best in Sports Media
CBS Sports
ESPN
Fox Sports
NBC Sports
Prime Video
Rogers Sports & Media
Best in Sports Social Media
B/R W: Always on Coverage of Unrivaled
Indiana Pacers: Road to the Finals
Inter Miami CF “Dial-In”
LIV Golf: The Duels
MLB on Fox: A Seven-Game Classic, Captured in Real Time
WWE: John Cena Farewell Tour
Best in Talent Representation
CAA Sports
Excel Sports Management
Klutch Sports Group
Octagon
The Team
WME Basketball
Deal of the Year
Aramark Sports + Entertainment invests in Athletics, Las Vegas ballpark
ESPN acquires NFL Media assets in exchange for equity
Mark Walter acquires majority stake in Los Angeles Lakers
Rogers Communications acquires majority stake in Maple Leaf Sports & Entertainment
UFC and Paramount agree to media rights deal
Washington Commanders secure stadium deal for return to D.C.
Sports Breakthrough of the Year
FIFA Club World Cup
San Diego FC
Sephora
The CW
U.S. Open Mixed Doubles Championship
Sports Event of the Year
2025 World Series
Canelo vs. Crawford
Fanatics Fest NYC
NFL Draft at Titletown
NHL Stadium Series Tampa
Sports Facility of the Year
Crypto.com Arena
Lindner Family Tennis Center
MetLife Stadium
Petco Park
Progressive Field
Spectrum Center
Sports League of the Year
Major League Baseball
National Football League
National Hockey League
National Women’s Soccer League
Ultimate Fighting Championship
United States Olympic and Paralympic Committee
Sports Sponsor of the Year
Amazon Web Services
AT&T
Delta Air Lines
Gainbridge
Home Depot
State Farm
Sports Team of the Year
23XI Racing
Golden State Valkyries
Inter Miami CF
Los Angeles Dodgers
Oklahoma City Thunder
Toronto Blue Jays
Washington Spirit
Executive of the Year
Schiller: Braves to ‘meet or exceed economics’ with BravesVision
The Braves are still trying to figure out how they will report their financial data from its in-house TV network, BravesVision, to analysts and investors. But team President & CEO Derek Schiller maintained on a Q1 earnings call Monday that the new media structure will not hurt the team’s bottom line.
Atlanta’s first quarter broadcasting revenue, which includes both local and national, dipped 41% year-over-year from $4.3M in 2025 to $2.5M in 2026. “Broadcasting and other media revenue decreased due to the timing of the commencement of the BravesVision media contracts as we transitioned away from our previous long-term local broadcasting arrangement,” the team said.
Last season, the Braves accumulated $188.6M in broadcasting revenue, up 14% from $166.1M in 2024.
“At this point in time, we can safely say that we’re going to meet or exceed the economics, which unto itself is a pretty large statement that we can make,” Schiller said. “We will see some expenses as it relates to additional programming. We’re going to mindful of that. And we’re going to be very selective.”
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- Latest comments from SEC’s Sankey indicate ‘deep’ CFP format disagreements
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Braves CFO Jill Robinson said the team will have greater clarity on how it will report local media results when it reports Q2 earnings.
In their previous structure with Main Street Sports Group, the team received equal payments over the first nine months of the year. However, with BravesVision, the team’s distributor deal revenue payments will come in on a slower cadence, “creating a sizeable shift in the timing of cash receipts.” According to Robinson, advertising revenue will be paid the month after ads air, while direct-to-consumer payments will be paid monthly.
Because of a previous relationship with production partner Raycom Sports, the team’s upfront capital investment was “relatively minimal,” Robinson said.
The Braves are offering DTC streaming via MLB Media, with 25 over-the-air (OTA) games on Gray Media.
“We’re very happy with the amount of fans that have signed up for subscriptions to Braves.tv,” Schiller said.
Overall, the Braves increased baseball revenue by 60%, from $28.6M to $45.7M, largely due to having five home games in Q1 2026 as opposed to none in Q1 2025. Mixed-use development revenue went up 41% YOY, from $18.6M to $26.3M.
Meanwhile, Braves Chairman Terry McGuirk deferred to MLB Commissioner Rob Manfred when asked about the upcoming labor situation.
“I would steer those questions to Rob Manfred,” McGuirk said. “We’re in pretty active discussions at his office with the Players’ Association. And as you know the CBA concludes on Dec. 1 of this year. And baseball will be engaging as it normally does throughout this year to culminate at that point with either a new deal or other activities. There’s been a lot of discussion about what might be included in those talks. I’m not in a position today to discuss them.”
Manfred is slated to talk following the June Owners’ Meetings.
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USL names McDonough CEO as Papadakis becomes board chair
The USL is reshuffling its leadership structure, naming Paul McDonough President & CEO and moving longtime chief executive Alec Papadakis into a board co-chair role after nearly two decades leading the multi-league soccer organization. McDonough joined the USL in 2023 as President & Chief Soccer Officer.
Papadakis will now serve as co-chair of the USL board alongside BellTower Partners CEO Kewsong Lee, who is being elevated from vice chair to co-chair after his firm took a minority stake in the company last year. Rob Hoskins, who had previously served as board chair, remains the organization’s third voting board member. All three members approved of the transition.
The move formalizes a dynamic that had emerged over the past several years, with Papadakis ceding operational control of the USL to McDonough. The shift comes as the organization pursues its most ambitious overhaul of its professional structure to date: the launch of a Division I men’s league and implementation of a three-tiered promotion-and-relegation system in 2028.
“I don’t think the role will change too much,” McDonough told SBJ. “As time’s gone on, I’ve been running more and more day-to-day operations, so this just memorializes it a little bit. I still have the resources of the board and can lean on them for guidance as I need them.”
McDonough’s key priorities ahead of the launch of the planned top-division league, USL Premier, include securing Division I sanctioning from U.S. Soccer, which may require changes to its Pro League Standards, and adding additional clubs.
“We just need to talk to U.S. Soccer and other stakeholders,” McDonough said. “We have franchise agreements out to a lot of the teams and new owners that want to participate. We’re having conversations with existing teams about what it’s going to look like and how we reshuffle maybe certain teams.”
McDonough joined the USL in 2023 after serving in leadership roles in MLS with Atlanta United, Orlando City and Inter Miami. He also had two stints in player representation with Wasserman, now known as The Team.
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More from Sports Business Journal
- ESPN/ABC’s return to Super Bowl anchoring Disney’s upfront lineup
- Latest comments from SEC’s Sankey indicate ‘deep’ CFP format disagreements
- Fox Sports bringing Sesame Street characters to World Cup coverage
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Papadakis had served as CEO of the USL since 2009, when he and partner Hoskins purchased the organization from Nike under the banner of NuRock Soccer Holdings. The company’s role in the American soccer ecosystem has evolved over that time, emerging as the dominant force in lower-division soccer following the dissolution of the NASL in 2017. MLS, which had previously partnered with USL, became a competitor in 2022 by launching its own development league, MLS Next Pro.
Currently, the organization operates two professional men’s leagues -- USL Championship and USL League One -- and a professional women’s league launched in 2024 that is now known as the Gainbridge Super League. It also runs the pre-professional USL League Two (men’s) and USL W-League (women’s), as well as an academy system and youth soccer initiatives.
The passing of the baton from Papadakis to McDonough is the latest in a series of organizational changes over the past year.
The USL took on institutional capital for the first time last year from BellTower, followed by an investment in February from Weatherford Capital, whose founding partner Drew Weatherford became a board observer. A source with knowledge of the investment said BellTower initially took a 20% stake in the company and sold a portion of that equity to Weatherford.
The USL’s broader investor base also includes Advaya Capital, family offices and other partners. Papadakis’ son, Justin, left the USL in March after more than a decade, most recently serving as Deputy CEO and Chief Real Estate Officer.
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Wit, wisdom and vision from gaming’s leaders at ESA’s iicon in Vegas
You don’t often get major game leaders such as EA’s Andrew Wilson, Take-Two’s Strauss Zelnick and Ubisoft’s Yves Guillemot in the same city at the same time, let alone the same room. The Entertainment Software Association pulled off the feat last week at iicon, its new game conference in Las Vegas.
Held over two days at the Fontainebleau, iicon showcased a much smaller feel than the ESA’s previous show, E3. I moderated a fun, lively panel on MLB: The Show with Sony’s Ramone Russell and MLB’s Peter Banks. It felt more like the conferences we put on at my previous shop, GamesBeat. And like those, it was full of insightful comments from a variety of leaders in video games. I’ve gathered some of those onstage comments from those leaders. Here’s a sampling of what we learned in Vegas:
EA CEO Andrew Wilson on the future of entertainment: “You [Fox Business’ Liz Claman] said there is a 16-year-old with the right tools that can do things faster than a triple-A studio. I’m actually not sure that’s true. I’m all about tool sets. I’m all about empowering our people. I’m all about empowering our communities to go create. What we’re going to see is similar to what we saw with YouTube and television and movies, which is it will likely be different. Do I think that a 16-year-old in a garage is going to create a Battlefield or an EA Sports FC or a Sims or a Call of Duty or a GTA? I actually don’t think that’s going to happen anytime soon. When we go back to 2000 and the birth of YouTube, there were really two schools of thought. One was, ‘Oh my goodness, we’re going to have a thousand Steven Spielbergs and Steven’s going to be out of a job.’ The other school of thought was, ‘We don’t have to worry about it. It’s all cat videos. How many cat videos can people actually watch? This thing’s a flash in the pan. It’ll be gone before you know it.’ Fast forward today, what we know to be true is neither of those things actually happened. Steven Spielberg is still one of the greatest filmmakers of all time, and there are many like him who create extraordinary content that we all line up to engage in. And Mr. Beast was born … and they coexist and both have grown dramatically. And so I think when I look at this notion of user-generated content and certainly empowering creators with tools, it’s really positive and really important that we do that, but I don’t think it’s going to destroy an existing industry. I think [UCG] is an end.”
Take-Two Interactive CEO Strauss Zelnick on maintaining relationships with sports leagues such as the NBA: “How you keep any relationship going? It’s always the same, which is lots of engagement and communication and making sure that the relationship is a win-win. That’s true for everything personally and everything in business. … We’re very selective about licenses. We really prefer to own and control our intellectual property. So when we enter into a license, the only way it makes sense for us is if it’s long term. The way that we’ve done that is just, first, try to make an amazing game. And secondly, make sure that the interactions are really positive. So, I was actually on the phone earlier with a licensor and a property, and this person is a very close personal friend of mine, but if we did horrible business, that doesn’t mean that he would stay in business with us. What I do to maintain that relationship is communicate early and often, and in a transparent way, take responsibility when stuff doesn’t go well and work together to try to create the best possible result and then do it over and over and over again. And because of that, we have these really terrific long-term relationships, but they’re not based on ... taking them to an expensive dinner and tell them they look good in a suit. They’re based on the fact that we create amazing entertainment, or at least we try to. When we fall short, we take responsibility and try to fix it. … One of the things that I say early and often in licensing conversations is, ‘Remember, we work with your brand, with your permission, but you own the brand. If our deal comes to an end, we don’t own the brand, you own the brand. So our job together is to make sure, minimally, that we do no harm to your brand. And really, best case scenario, we support and build your brand,’ and we look at it through that lens.”
Riot Games CEO Dylan Jadeja on the economic realities of gaming: “We’re in the business of art. We all nurture creative heart. And this challenge of, we talk about it as chaos and construct, the idea of how do you create a space where the left brain and the right brain can coexist, that you don’t suffocate one or the other. And it is really hard to do. The job of executives is often to create the environment where you can put forth that art. Art doesn’t happen on a factory floor. AI is going to feel like a factory. I’m not offending anyone that has a factory, I hope, but ultimately you really want to be in a place where you can put that forward, and that’s on us to create that space. You have to be very responsible in the decisions in terms of how you build a team up, the size of teams, how fast you get there, to live with the belief that success is not guaranteed. So the more conservative you can be in the way that you scale teams and that you think about teams, the more humility you can have in that process to recognize that players have diverse taste. We’re delivering games collectively, so many of us around the world, how diverse is that player base? So how do you develop a level of a conservative enough approach to be flexible enough to serve all those players, not over-invest, not put yourself in a place where you have to take corrective action on the back end. I really do believe it begins right at the front end and a level of humility throughout the process is actually quite helpful.”
Ubisoft CEO Yves Guillemot on the key to operating live-service games: “It’s listen, listen, listen. Meet with players. Work on the tools you have so that you can react to what they want and be able to change the game fast, because in the industry, we now have to come out more often with content because there’s so much competition between games that you have to entertain. It’s a new thing now: Entertain regularly so that players want to stay or come back fast to the experience you do. So, tools and a team that is listening a lot to what players want.”
YouTube Global Head of Gaming Publishers Kendra Johnson on building communities: “We look at Bain Capital, who last year came out and said that creators are the most influential source in purchase intent. So that is a really important way to understand your player. How are your players really listening to the creator community, and why you want to make sure that you understand that creator community. I’ve seen publishers who really understand this and recognize that by investing in creators. They are able to build long-term value and long-term engagement in their game. We’ve been partnering with publishers who’ve been building creator programs, and we’re seeing just really exciting success, whether it’s driving increase intent to play, driving increased player sentiment, and then for the creators, driving more revenue, more watch time, and broader reach.”
NBA 2K VP/Global Marketing Crystal MacKenzie on NBA 2K serving as an entry point for a younger generation of international fans: “It’s really exciting when the game is the first touchpoint for fans for a couple of reasons. One, when we think about internationally and timing, it’s just hard. The games’ times don’t always align with when people want to engage with basketball. 2K allows them to be able to engage, get on the court, engage with the NBA, engage with the teams and the players that they’re fans of on their own schedule and when it makes sense for them. That’s really exciting, because we like to say it’s a court that never closes. The other really exciting thing about NBA 2K being the entry into fandom is, going back to what you said, like being raised in Sacramento, you’re sort of like, ‘OK, I’m a Kings fan because they’re here.’ Or, ‘I’m a die-hard Lakers fan because I’m from L.A.” And so my exposure to the NBA growing up was the Lakers and whoever they were playing. That’s sort of what I thought basketball was. And my exposure to players before my time was sort of lore of what my dad would tell me about the Lakers. What’s exciting about 2K being the first thing that you’re interacting with for the NBA is you can interact with all of the teams and all of the players, present and past. It allows you to have a really deep fandom and allows you to engage with the league in a much more interesting, sort of deeper way than you would of just watching a local team or watching a team that you sort of grew up with. It’s really exciting because it allows that hoop culture to grow and grow and grow. And the more that hoop culture grows, the more sort of a rising tide lifts all boats there. It’s good for us, and it’s good for our partners at the NBA.”
ESL FaceIt Group Esports Chief of Staff Kevin Rosenblatt on building event brands independent of specific games: “So, it’s really easy — a decade- to two-decade- to three-decade-long process. IEM first launched Intel Extreme Masters … almost 20 years ago. DreamHack was launched, I believe in 1994, and it was basically BYOC, or ‘bring your own computer,’ experience where you could come and just play casual games with your friends. Over time, there’s this element of consistency that we’ve had over two to three decades where we’ve been able to really evolve the core experience. The games have changed. Games have come and gone. Experiences have come and gone, but really, the core of what we have created has really been consistent. What that consistency is really made of is really creating a space where legendary moments can happen. Then wrapping that anesthetic that feels familiar to a fan. … You’ll have am amazing sort of walkout ceremony and trophy lift ceremony that’s unique to IEM. So, all these things that we do sort of build legacy in history, and that’s part of the process. The last thing is really diving into local culture. A couple of examples of this are in a Dreamhack a couple of years ago in the U.S., we put Ludwig, one of the top streamers in a glass box and he streamed for 50 hours straight. He slept in the glass box. I’m not kidding. Incredible. And then similarly in Stockholm … we did a podcast with a three-member comedy group called I Just Want to Be Cool. Huge in Europe. I’m sure nobody here has probably heard of them, maybe a couple people have. But really it’s about leaning into that sort of local culture and then building something that’s bigger than the sum of the parts. And you do that and you compound it over time and there you go.”
MLB Senior Director/Games and VR Peter Banks on learnings from the 2026 World Baseball Classic: “Some of the stories that were coming out of that were just so terrific, whether it was the Italian team, obviously the great triumph with the Venezuela team. A lot of these teams are some of our homegrown talent or our MLB talent, just doing what they do best on-field. But then a lot of these teams are guys who are plumbers and electricians and just coming out there and maybe didn’t quite make it, but are just these great talents. And just as far as the lesson, it’s just how much fun there is in some of the stories that come out emergently. When you play any sport, when you play this sport, to see some of these great stories and narratives come out and be able to engage and capture the imagination of our fans is just terrific. And I do think it just gets us excited about how we can continue to evolve our sport and communicate that to our fans, whether it’s through our on-field presentation, our broadcast presentation or our games.”
The generational divide in sports sales teams, and why it’s affecting revenue
Professional sports organizations have always been competitive environments, not just on the field, but in the front office. Today, one of the most overlooked challenges affecting revenue performance is not strategy, pricing, or even market demand. It is the growing generational divide within sales teams.
From Gen Z inside sales reps to millennial managers to veteran sellers who built their careers on relationship-driven selling, sports organizations are managing more generational diversity than ever before. While diversity of experience can be a strength, misalignment in communication, motivation, and work style is creating friction that directly affects sales execution and, ultimately, revenue.
For CROs and VPs of sales, this is no longer a cultural issue. It is a performance issue.
Different generations, different sales realities
Sports sales teams are unique in that they often blend high-volume transactional selling with complex, relationship-driven B2B sales. That complexity is amplified when different generations approach the role in fundamentally different ways.
Veteran sellers tend to rely on experience, intuition, and relationship equity. Many built their careers in an era when access to buyers was limited, and success was driven by persistence, networking, and time in the seat.
Millennials, now often in leadership roles, typically value collaboration, feedback, and purpose. They are more comfortable with technology and data, but often sit in the middle, translating expectations from senior leadership while managing younger teams with different motivations.
Gen Z, the newest wave of sales talent, enters the workforce with a digital-first mindset. They are highly efficient with tools, expect rapid feedback, and often prioritize development and flexibility over long-term tenure. However, they may lack the business acumen and resilience required for complex sales cycles, particularly in premium ticketing and sponsorship environments.
These differences are not inherently problematic. The challenge is that most sales organizations are not structured to align them.
Where the divide influences revenue
The generational divide shows up most clearly in three areas that directly affect revenue performance.
1. Communication breakdown
Veteran sellers often prefer direct conversations, phone calls, and in-person meetings. Younger sellers may default to digital communication, messaging platforms, and asynchronous outreach. When teams are not aligned on communication standards, internal collaboration suffers.
More importantly, inconsistent communication styles affect the buyer experience. In sports sales, where relationships and trust are critical, misalignment in how reps engage prospects can lead to missed opportunities or stalled deals.
2. Motivation and accountability gaps
What drives performance is not consistent across generations. Some sellers are motivated by commission and competition. Others prioritize career growth and work-life balance.
When leadership applies a one-size-fits-all approach to incentives and accountability, it creates disengagement. High performers may feel constrained, while developing reps may feel unsupported. The result is inconsistent effort and unpredictable outcomes.
3. Inconsistent sales execution
Perhaps the most significant impact is on execution. Without a standardized sales methodology, each generation defaults to what they know.
Veteran sellers rely on instinct and past experience. Younger reps rely on tools and scripts. Managers attempt to coach both, often without a clear framework to anchor their guidance.
This leads to variability in how deals are managed, how objections are handled, and how value is communicated. In premium sales environments, where deals are complex and high-stakes, that inconsistency directly affects close rates and deal size.
Why traditional leadership approaches fall Short
Many sports organizations attempt to solve generational challenges through culture initiatives or training programs. While well-intentioned, these efforts often miss the mark because they do not address the root issue.
The problem isn’t generational differences, but the lack of a system that aligns behavior across those differences.
Sales leaders often rely on informal coaching, assuming that experience or effort will close the gap. Others over-index on activity metrics, believing that more calls or meetings will drive results.
Neither approach creates alignment.
Without a structured system for how selling should occur, each generation interprets success differently. That creates confusion and ultimately has an impact on revenue performance.
How sales leaders must adapt
To address the generational divide, sports sales leaders must shift from managing personalities to managing performance through structure and clarity.
1. Standardize the sales methodology
A clearly defined sales methodology creates a common language across the team. It ensures that regardless of experience level, every seller understands how to approach discovery, position value, handle objections, and navigate negotiations.
This does not eliminate individuality. Rather, it creates consistency in execution.
2. Coach to behavior, not just outcomes
Revenue is a lagging indicator. Effective leaders focus on the behaviors that drive results.
This means coaching on how reps run meetings, how they qualify opportunities, and how they advance deals. It also requires observing real interactions, not just reviewing pipeline reports.
For younger reps, this builds capability. For experienced sellers, it reinforces discipline.
3. Personalize motivation without lowering standards
Different generations respond to different motivators, but performance expectations must remain consistent.
Top sports organizations are aligning incentives with both results and behaviors. They are also creating development paths that appeal to younger talent while maintaining a performance-driven culture.
4. Use data to create objectivity
One of the most effective ways to bridge generational gaps is through data.
When performance is measured objectively, conversations shift from opinion to insight. Leaders can identify where gaps exist, whether in prospecting, conversion rates, or deal progression, and coach accordingly.
This removes bias and creates clarity across the team.
Turning generational diversity into a competitive advantage
The generational divide in sports sales teams is not going away. In fact, it will only become more pronounced as new talent enters the workforce.
Organizations that ignore it will continue to experience misalignment, inconsistent performance, and missed revenue targets.
Organizations that address it strategically have an opportunity.
By implementing structured sales systems, reinforcing consistent coaching, and aligning teams through data-driven insights, sports organizations can turn generational diversity into a strength.
The result is a sales team that combines experience, adaptability, and innovation, executing at a higher level across every stage of the sales process.
Dr. Adam Rapp is the Schey Professor of Sales and Marketing at Ohio University.
Speed reads
- WNBA Commissioner Cathy Engelbert spoke to the media Friday while in town for the Tempo’s first-ever game, and among other topics, she addressed how its fans are facing the same cost pressures and discoverability issues as are those of other leagues, reports SBJ’s Richard Deitsch.
- Fairleigh Dickinson is tabbing Jason Young as its next AD, a source told SBJ’s Ben Portnoy. Young most recently served as assistant VP and deputy AD at FDU, where he oversaw marketing, media relations and the business offices.
- Bond Sports, a provider of management software for athletic facilities, signed a deal with Toca Football to help manage the programming at its soccer training centers in the U.S., notes SBJ’s Rob Schaefer.