SBJ Unpacks: Bank of America sees World Cup as ‘surround-sound system’

Tonight in Unpacks: When it comes to amplifying your message, Bank of America’s Brad Ross tells SBJ’s Brand Innovation Summit that the range of the FIFA World Cup can help you reach consumers not just domestically but also around the world.

Also tonight:

• World Cup host cities seeking better deal for 2031
• Utah, Under Armour to end relationship next year
• Rebecca Lowe’s World Cup moment
• Op-ed: Turning a seat into an experience

Listen to SBJ’s most popular podcast, Morning Buzzcast, where Abe Madkour and Ben Portnoy report in from NACDA with thoughts on the controversial court decision to let Texas Tech QB Brendan Sorsby play despite gambling on games, revenue generation, the lessons from NFL GMs for their college counterparts and more.

Bank of America is FIFA’s first global World Cup sponsor in the banking category, a designation that follows prior bank deals at the regional supporter level.

The tournament coming to the U.S. for the first time since 1994 was a motivating factor behind Bank of America’s investment, as the firm generates the majority of its revenue domestically. But speaking at the SBJ Brand Innovation Summit on Tuesday in Chicago, Managing Dir of Global Partnerships & Social Media Marketing Brad Ross said the bank intends to use its global rights to reach customers across the 35 international markets in which it operates.

“The opportunity that FIFA provides us is to be able to talk to all our consumers -- both in the U.S. and around the world -- and to do it through a B2C lens as well as through a B2B lens. Not many partnerships offer you that pure range,” Ross said. “What FIFA gives us is that opportunity to truly put a surround-sound system together -- to look at our segments, to look at the consumers and clients that we have around the world, and then to build propositions and campaigns that work for them.”

Bank of America has leaned heavily into soccer in the buildup to the World Cup. In addition to signing on with FIFA, the bank became a sponsor of U.S. Soccer, signed its first pro sports jersey sponsorship with the Timbers and increased its NWSL roster to three teams.

Octagon EVP/Client Services Derek Aframe, whose firm is working with eight FIFA World Cup sponsors, praised Bank of America for beginning its marketing around the tournament early to help cut through the clutter that comes with the world’s largest sporting event.

“Already, we’re seeing all these messages around ‘summer of soccer,’ whether you’re a sponsor or not,” Aframe said. “That’s when the brands that have made the investment to have that association with the World Cup can really take advantage by having those activations in place.”

With nearly 60,000 soccer fans gathered in Charlotte for the U.S. men’s national team’s World Cup tune-up against Senegal, North Carolina Gov. Josh Stein used the moment to pitch his state’s largest city as a potential host for the 2031 Women’s World Cup. He also acknowledged that he will be watching to see how host cities fare during this summer’s men’s World Cup.

“We’ve got to make sure that the event makes sense for the city and the region,” Stein said. “So, we will see how the impact has been on the host cities this go-round, and make what makes the most sense for North Carolina.”

Charlotte is among 27 U.S. cities included in the joint bid submitted to FIFA last fall by U.S. Soccer and its counterparts in Mexico, Costa Rica and Jamaica. To meet FIFA’s bid requirements, bid organizers were required to secure signed host-city commitments agreeing to FIFA’s hosting terms.

Led by the 11 U.S. markets hosting matches in 2026, however, cities have so far declined to sign anything beyond nonbinding, one-page memorandums of understanding. They are waiting until after this summer’s World Cup to seek more favorable terms that would reduce the operational and financial burden taken on by host cities.

In a statement, FIFA called discussion about changes to the operating model for 2031 “purely speculative” and said “there is nothing to add here.”

But among host-city leaders, the message is clear: Lessons learned from cities’ 2026 experience must be applied toward 2031.

“Women’s World Cup is on our radar for sure, and I think if you talk to other host cities, we are all interested cities for the Women’s World Cup,” said Martha Sheridan, president and CEO of Meet Boston. “We are all working together to make sure we send a message that there might need to be some modifications to contracting and fundraising restrictions for the next go for the women’s.”

In 2017, prospective host cities and stadium authorities for the 2026 World Cup signed broad agreements accepting obligations associated with safety and security, fan festival operations, transport and mobility planning, and venue modifications. While cities expected to be able to generate revenue to offset those costs, officials say the commercial program developed by FIFA has had limited upside due to category restrictions and a lack of included assets, such as suite and ticket inventory.

Host-city leaders believe there is room for FIFA to reduce expenses and increase revenue opportunities for host cities while still staging a highly profitable event.

“Something has to change, whether that’s an evolution in how expenses are shared, whether that’s a different commercial framework or a revenue share or more open categories,” said Zaileen Janmohamed, president and CEO of the Bay Area Host Committee. “In 2031, if we use the same model, it’s going to be worse from a financial pressure perspective, only because expenses are going to go up.”

Expenses associated with hosting FIFA Fan Festivals, which were borne by cities rather than FIFA in 2026, appear to be an area ripe for negotiation. The large-scale public viewing events serve as a platform for FIFA’s official partners, who pay the governing body tens of millions of dollars to have a presence on the ground in host cities. Yet it is the host cities that have been responsible for staging those events.

“More of a partnership on the fan festival side warrants a discussion for 2031, or the future, if we did this again,” said Monica Paul, executive director of the Dallas Sports Commission.

John Kristick, who has served as an adviser to several host cities in his role as co-head of Playfly Sports Consulting, believes host cities would benefit from a central organizer or advocate, rather than host cities working with FIFA individually. He said that could be a role for U.S. Soccer, which has been largely uninvolved in the delivery of the 2026 World Cup.

“I still believe that there needs to be more of a central advocate or a collective voice on behalf of the host nation and host cities, because I think that just keeps everyone more focused on a more balanced arrangement of cost versus return,” Kristick said.

While U.S. Soccer CEO JT Batson said the operating model for 2026 has allowed the federation to focus on its own priorities, such as fielding a competitive team and growing the sport, he suggested U.S. Soccer should be more involved in 2031, based on its proven ability to promote and commercialize women’s soccer.

“There are a lot of different forms that [it] can take, and I think we’re excited about working with FIFA after the summer — reflections, lessons learned from this World Cup — around how we then design the right partnership model holistically to ensure a wildly successful 2031,” Batson said.

This summer’s World Cup is expected to demonstrate that the revenue opportunity for the men’s event is larger in the U.S. than anywhere else in the world. That is likely even more true for the women’s tournament, due to the country’s support for women’s sports and the sustained success of the U.S. women’s national team.

U.S. Soccer and its prospective co-hosts are projecting that a 48-team Women’s World Cup could generate more than $4 billion in total revenue, making it by far the most lucrative edition of the women’s event.

Sunil Gulati, who served as president of U.S. Soccer during most of the 2026 bid process, acknowledged that the federation and its host-city partners signed what they needed to sign to beat Morocco.

Heading into 2031, the circumstances are different. The U.S.-led bid is the only one on the table, and U.S. Soccer and the prospective U.S. host cities are offering FIFA access to the world’s largest commercial market and the most mature women’s sports economy.

The lesson of 2026 is that they should use that leverage to help shape the terms for 2031, not simply accept them.

Alex Silverman can be reached at asilverman@sportsbusinessjournal.com.

2026 FIFA World Cup Coverage

Explore Sports Business Journal’s World Cup hub, featuring news, analysis, and insights on the business behind the global tournament.

Under Armour and Utah are slated to end their long-running apparel relationship upon their current deal’s conclusion next year, Sports Business Journal has learned. The parties agreed to a 10-year, $65M extension of their relationship in 2016 that runs through June 2027. It is not yet known which provider Utah will pivot to in the wake of the deal’s expiration.

Utah Athletics provided the following statement when reached by SBJ: “The University of Utah greatly appreciates its 18-year partnership with Under Armour, and has immense gratitude for the many benefits it has provided to our student-athletes. Utah Athletics and Under Armour have experienced significant growth in our nearly two decades as partners, including our moves from the Mountain West to the Pac-12, and now to the Big 12 Conference. Thank you to Kevin Plank and the team at Under Armour for their incredible support for the University of Utah, our student-athletes, coaches, staff and fans.”

A spokesperson for Under Armour provided a separate statement when reached by SBJ on Monday: “Under Armour remains deeply committed to supporting student-athletes through its robust collegiate athletics program. While we have agreed to conclude our partnership with the University of Utah, we are proud of the support and resources we’ve provided their student-athletes, coaches and fans over the years. We look forward to completing a strong final year with the Utes.”

Utah is one of a handful Power Four schools to leave Under Armour for another apparel provider in recent years, including South Carolina and Auburn -- both of which switched to Nike over the last year-plus. The brand has, however, inked major extensions with Notre Dame (through 2034) and Wisconsin (through 2036).

Right after finishing a conversation with Rebecca Lowe last week, my producers and I immediately turned to one another and started talking about how impressive she was during the podcast, which covered her World Cup role with Fox, Premier League work with NBC and more.

It was easy to see why Lowe was at the top of Fox’s list of TV talent to fill out its World Cup coverage this summer.

Here are some of the highlights from my conversation with Lowe from the recent SBJ Sports Media Podcast.

On where this sort of opportunity was on the list of things she might get to do or wanted to do:

“If you’re a soccer broadcaster, a World Cup has to be No. 1. A World Cup in your own country has to be absolutely at the top. But did I realistically think it was going to happen? No. We have the rights at NBC for Spanish-speaking World Cup [on Telemundo], but I don’t speak Spanish. And I knew that Fox had the rights for every World Cup in a foreseeable future, certainly when I first arrived [at NBC] 10 years ago. I wouldn’t say I’d given up on it, because I don’t give up on anything, but I wasn’t actively going to try to get it because I was with NBC. … But anything can happen I’ve realized in life.”

On the atmosphere she’s expecting when the studio show is live at USMNT matches:

“Living in this country for 13 years, I’ve managed to realize the difference between sport in Europe and sport in England and sport here, especially with football. My husband was the head coach of Sacramento Republic, a USL club, and I used to go all the time and the vibrancy -- and that was, I don’t know, 6,000 or 7,000 people. We’re talking 67,000 or 80,000 people that are going to be [in stadiums] at this World Cup. But the vibrancy, the way that Americans just approach everything, especially sports, is so pure, so positive. That’s just the way I find Americans approach most things in life, which is why we love it here so much. But the U.S. men’s national team are going to have a bigger following than I think anyone’s even realized yet.”

On expectations for Zlatan Ibrahimovic as an analyst for the first time:

“America is going to fall in love with this guy. I’m slightly worried that I’m going to have to go to break in the middle of an amazing point, and they’re going to go, ‘Rebecca, you’ve got to get in. You got to get in.’ And I’m thinking, ‘I don’t want to get in! I don’t want to get in!’ Because he’s going to be phenomenal. … [With] his insanely infectious [and] attractive personality ... I think you have yourself a brilliant pundit.”

What’s the best live event you’ve ever attended?

Not the most expensive ticket you’ve purchased. Not the best seat you’ve ever had.

The one you still talk about years later.

Most people answer that question the same way. They don’t start with the venue or the section number. They start with a person.

“I went with my dad.”

“It was my daughter’s first game.”

“My friends and I planned the trip for years.”

Nobody remembers the barcode on the ticket. They remember the emotion of being there.

A few weeks ago, I was at an industry dinner with a group of people who spend much of their lives around sports, entertainment, and live events. At some point, the conversation turned to the impending FIFA World Cup 2026. I asked the table the same question I’ve asked hundreds of times over the years:

“What’s the best live event you’ve ever been to?”

And then a follow-up:

“If you could attend one event you’ve never experienced before, what would it be?”

What fascinates me is that the answers are almost never about the seat itself. Nobody talks about the ticketing platform, or the logistics of getting through the gate. They talk about memories. About connection. About moments that somehow became part of their personal story.

And through all of it, one message keeps repeating itself:

A ticket is simply permission to enter. It is not an experience.

The experience is everything that surrounds it.

It’s standing on the field during the Super Bowl Trophy Ceremony as confetti falls around you. It’s shooting baskets on the NCAA Final Four court after the arena empties. It’s being pitchside during a FIFA World Cup match and feeling the energy of an entire country erupt around you. It’s meeting the incoming NFL Hall of Fame class and hearing stories that shaped the history of the game. It’s standing side stage at a Killers concert and feeling the crowd shake the building as the first song starts.

Those are the moments people carry with them.

Not because they were exclusive, but because they felt personal. Because for a brief moment, people weren’t watching the experience from a distance, they were inside of it.

That may sound obvious, but our industry has not always operated that way. Too often, we’ve treated the transaction as the finish line. Sell the ticket. Fill the seat. Measure attendance. Move on. But attendance alone doesn’t create emotional connection. Presence does. Thoughtfulness does. Feeling cared for does.

The reality is that the experience starts long before someone arrives at the venue. It begins with the anticipation of planning the trip. It continues with how easy it is to navigate transportation, security, entry and hospitality. It’s whether guests can actually relax once they arrive. Whether they can focus on the people they came with instead of the friction around them. Whether they leave saying, “I’ll never forget that,” rather than “I’m glad that’s over.”

The older I get, the more I think that’s what people are truly buying when they spend money on live events: not access, but memory. Especially now.

We live in a world where so much of life is consumed through a screen, endlessly scrolled past and quickly forgotten. Live events cut through that. They force presence. For a few hours, thousands of strangers feel connected to one moment together. You can’t replicate that digitally.

And when hospitality is done well, it amplifies that feeling instead of distracting from it. The best hospitality isn’t about excess for the sake of excess. It’s not simply luxury. It’s removing stress. It’s creating comfort. It’s allowing people to be fully immersed in the experience and fully present with each other.

That takes enormous coordination behind the scenes. At the scale of a World Cup, it means years of operational planning, partnerships, staffing, transportation, food and beverage execution, technology, contingency preparation, and countless details most guests will never even notice. Honestly, that’s the goal. The best experiences often feel effortless precisely because so much effort went into them beforehand.

As we prepare for the World Cup this summer, I’ve been thinking a lot about those dinner conversations and the answers people give me. What stands out is that nobody describes these moments as purchases. They describe them as milestones in their lives.

“I took my dad.”

“I brought my daughter.”

“I celebrated with my team.”

“I was there.”

That, to me, is the standard.

Not whether a ticket was sold, but whether the experience became part of someone’s personal story.

We often talk about democratizing access to the world’s most sought-after events. For me, that doesn’t mean every experience looks the same. It means more people have the opportunity to experience these moments in a way that feels meaningful to them. The lifelong fan who has waited decades. The family planning a once-in-a-lifetime trip. The company bringing together clients or employees to deepen relationships. Different paths, same desire: Make the moment count.

Because in the end, people rarely remember the exact seat they sat in.

They remember how they felt when the crowd erupted. They remember who grabbed their arm after the winning goal. They remember the walk out of the stadium afterward, not wanting the night to end.

That’s the real product.

Not a seat.

A story.

Your story.

Paul Caine is president of On Location.

• The Lakers continued their front office maneuvering Tuesday with the elevation of Elaine Shen to CFO and the corresponding shift of Joe McCormack from CFO to an executive advisory role as SVP/finance, reports SBJ’s Tom Friend.
• Rocket will not be renewing its title sponsorship of the PGA Tour’s Rocket Classic following the 2026 tournament, but this doesn’t necessarily mean the tour won’t be back in the market, as SBJ’s Josh Carpenter writes that it would be potentially interested in Detroit with a new sponsor.
• ESPN studio shows in May saw a 27% viewership increase, with five shows setting audience records for the month, notes SBJ’s Austin Karp.
• The AUSL opens its 2026 season with additions to its sponsor roster, writes SBJ’s Mike Mazzeo: Adidas, goodr, Sequel, StubHub and LonelyPlanet.
• Mazzeo also looks at the MLB markets hosting World Cup matches and the plans those clubs have to entice soccer fans from the pitch to the ballpark.
• Mets owner Steve Cohen is the owner of the WTGL team for N.Y., reports SBJ’s Chris Smith. He already owns the TGL’s New York Golf Club.
• PFL CEO John Martin knows that turning fighters into stars will be an important part of growing the property, and his MMA promotion is now pumping out more content and fine-tuning its global strategy as he tries to find the right formula, writes SBJ’s Adam Stern.