Good morning. A few things to start you on what I hope is a short, holiday week for you. There will be no Sunday Forum next Sunday, July 5. Have a happy Fourth.
- Seen and heard as CAA opens new office in Nashville
- Takeaways from the week in sports business
- More suggestions on how to get a job in sports
- This week’s Forum: The style and substance of Charlie Baker
From a longtime source about being at the USA-Australia match in Seattle on June 19: “For those of us (like you) who’ve been around the sport since back in the 1990’s — it’s been something to behold. I’ve never seen anything like Seattle for that US game. I’ll never forget being there that day in person.”
→ CAA opened its new office in Nashville on Thursday night, an impressive addition to the Nashville Yards development just off Broadway. The city is growing at such a frantic pace, and this new office next to the new AEG-owned-and-operated theater, The Pinnacle, only adds to the energy. CAA will occupy 75,000 square feet across two floors, and the space designed by Cannon Design will be home to more than an estimated 160 employees. The building offers a history of CAA across film, music and sports, and features some of the most unique gathering spaces I’ve seen — including lounges, studios and social hubs. A special touch is “Condon’s,” a speakeasy dedicated to pioneering agent Tom Condon. Add this to locations to see when you find yourself in Nashville.
CAA Sports Co-Head Howie Nuchow welcomed guests and called the office a “love letter to the artists, athletes, employees and the city of Nashville.” He also called out the 15 years of Tennessee governors who attended, as the event drew an impressive mix of politicos, local leaders, sports team owners and executives and top representatives of the music world. Spotted were CAA’s Richard Lovett, Bryan Lourd, Kevin Huvane, Howie Nuchow, Mike Levine, Paul Danforth and others from the agency; former Tennessee governor and current Predators owner Bill Haslam; Tennessee Gov. Bill Lee; Nashville Mayor Freddie O’Connell; AEG’s Sarah Anschutz, Dan Beckerman, Ted Fikre, Todd Goldstein and Rob Reed; Southwest Value Partners’ Cary Mack; Nashville Convention and Visitors Corporation Deana Ivey; Vanderbilt’s Candice Storey Lee; the Titans’ Ken Adams and Burke Nihill; Nashville SC’s Ian Ayre; longtime music rep Randy Bernard; and others.
→The last two months have inspired all of us who work in sports about the power of sports and the industry we work in. No better example than this — my favorite passage of the week, on the impact of the Knicks on New York City and from Melissa Kirsch in “The Morning” newsletter:
“Everyone in New York City is talking about the Knicks, but perhaps as notable as the team’s winning the N.B.A. championship after a 53-year drought is the fact that people here are talking to one another at all.
In this transformed city, previously forbidding strangers are transformed into fellow fans. A blue-and-orange hat is a symbol of fellowship, license to start a conversation in line at the deli….The feeling is one of temporary wonder: Can you believe Brunson and Co. came through? Can you believe you and I are talking to each other right now?
Knicks fever has given people an entrée to communicate with people they wouldn’t otherwise, a rare pathway to intimacy. Now that we’ve experienced it, now that we’ve admitted we want to connect with one another — that it feels good to chat and high-five and smile at people we don’t know — how do we perpetuate it?”
→ I have great appreciation and admiration for the first family in college sports — the White family — as the legacy continues to grow. This week, Virginia Tech hired longtime FAU Athletic Director Brian White to the same position. He continues the tradition of family leadership in college sports. His father, Kevin White, was AD at a number of schools, including Arizona State, Notre Dame and Duke. His brother, Mike, was the men’s basketball coach at Florida and now Georgia. His other brother, Danny, has been AD at Tennessee since 2021, and his sister, Mariah, was previously an associate AD at SMU. Kevin and Jane White should be very proud of their children, who have all committed to helping student athletes.
→ This week’s Forum is about the tenure and style of NCAA President Charlie Baker. A couple of stories that didn’t make Forum but are worth sharing:
ON THE TRANSFER PORTAL: “I have talked to so many kids and so many coaches who tell me really terrible stories about the misrepresentations that are made to young people about ‘what they’re worth’ and when they’re made to them. … I talked to a basketball coach a couple of weeks ago who told me about a player on his team who was three years in, one more year to get a degree, at a really high quality school. That degree would be worth a lot of money. And he had somebody pinging him saying, ‘There are better opportunities for you. You should go in the portal.’ The kid said, ‘I like where I am. I’m going to stay. The degree’s worth a lot to me.’ The agent went to his parents and his parents started talking to him, and eventually the kid decided to go in the portal. Two weeks later, he came back to the coach and he said, ‘Can I come back? There’s nothing out here I want.’ And his coach said, ‘I already spent the money on somebody else.’ The kid cried, literally, in the coach’s office, and then had to go somewhere else. He is a good kid. I’m sure he’ll be fine. But he’s not going to get a degree from the institution that he put three years’ worth of sweat equity into academically. So, the misrepresentation and treating these kids as a commodity product to be bought and sold is a giant problem.”
HOW HE FEELS WHEN PROGRAMS CUT SPORTS: “I’d like to see them all grow. But I will say that there were 520,000 students playing college sports when I got this job in 2023. Today, 555,000 are playing college sports. People talk a lot about the sports that go away, but they don’t talk about how many more are getting the sports experience.”
→ I heard from a number of alums of the University of Vermont after writing about my personal journey at the school in that great state. This week, the Boston Globe took a look at how the school is turning to athletics to help it out of its financial challenge:
In May, the president of the University of Vermont, Marlene Tromp, asked state lawmakers for $12 million for the school’s athletics and recreational renovations. The money, she pleaded, was about much more than sports. Aging locker rooms, uncomfortable arena seats, and a dearth of treadmills are “impacting students’ willingness to come to UVM,” Tromp said. “We need those students for the future of this state.”
The project is a not-so-secret admissions ploy, as sports and the social culture around it become ever-bigger factors in where applicants decide to go to college.
→ The best article I read all week was the Financial Times’ look at “Bob Iger’s Long Goodbye.” Great details about succession planning, what didn’t work and Iger’s overall management style. Behind the paywall, but well worth your time.
→ As I did last week, I asked people in the sports industry to share the advice they give to young people wanting to work in sports, and any specific skills they should learn or specific areas of the business to focus on. Let me know if something is missing.
My advice is simple: play the long game. In 2018, I was the lone finalist for a senior role in sports. Then leadership changed, hiring paused, and the opportunity disappeared. Instead of focusing on the opportunity I lost, I focused on the opportunity I hoped to earn in the future. I took inventory of my strengths and asked a different question: What do I need to become? That led me to develop expertise in content, partnerships, media, consumer engagement, and experiential marketing. Just as importantly, I learned to retell my story, connecting those experiences to the value I could bring to sports organizations. Seven years later, I became the first Chief Marketing & Brand Officer in ACC history. For anyone looking to break into sports business, remember this: your first opportunity may not be the one that gets you there. If a role doesn’t materialize, don’t just ask, “What’s next?” Ask, “What do I need to become?” Retool. Then retell.
John Cordova, longtime sports marketing executive
As part of my “Executive‑In‑Residence” role at New Mexico State, I look to strengthen our students’ “soft skills”. Over the course of the semester, I brought in fourteen guest speakers from across the sports industry into my classroom. Through what I called “Leadership Speaker Thursdays,” we heard from executives, coaches, entrepreneurs, and innovators representing every corner of the sports business landscape.
What struck me was how aligned their messages were:
- Relationships matter.
- Networking opens doors.
- Humility keeps you grounded.
- Resilience keeps you in the game.
- Indispensability sets you apart.
Regardless of whether the speaker was a newly minted sports marketer or a seasoned veteran, those five themes came up repeatedly. Students were hearing the same lessons from very different voices. The consistency was unmistakable.
Bryan Lodigiani, Carolina Panthers
Think about networking, and how to do it well. Showing up with genuine curiosity, knowing the trends, asking intelligent questions — that’s what builds real relationships, which is ultimately what opens doors. The old adage holds: ask for perspective, get a job. Ask for a job, get perspective. And as the world gets more automated and AI-driven, I actually think that human element and having a strong network becomes more of a differentiator, not less.
Rob DiGisi, Iron Horse Marketing
Upon graduation, build skills in the area that fits you best and for a company adjacent to sports, media or entertainment. Concurrently, nurture your professional network with people who have real experience with you, not just those you met. The plan is to differentiate yourself from others who also have a degree and passion for working in sports by having the skills and experience that sports-related companies require. Stay close to those connected to opportunities so you are aware of them as early as possible.
Adam Zimmerman, Atlanta Braves
- Volunteering in your athletic department (regardless of size of program/school) is a fantastic training ground and the closest approximation of full time employment in sports business for a college student.
- Your youth is an advantage. The words you use, music you enjoy, the technology you use, how you communicate, how you view the world… all of that should matter to your employer. In a business (like many, which has a “Peter Pan” syndrome and never wants to get old) your youth has cache. Use it to get established.
- To that point, give your perspectives — notably on LinkedIn and Reddit. Have a POV. Build an audience, and use your communications as outreach to perspective employers.
- You’re never to young to build your network — and that means peer to peer too. Sports is a very close knit business, and relationships start early. You never know where the road will take you, and peer connections matter.
PERSONAL BRAND: Early in your career, focus on understanding the business beyond your specific role. The people who stand out are the ones who understand how their work impacts revenue, fan engagement, partnerships, and the overall objectives of the organization. Work hard, be a great teammate, and invest in building strong relationships. Sports has always been a relationship business, and strong communication skills remain one of the biggest differentiators.
FUTURE-READY SKILLS: Every generation experiences a major shift that changes the way business is done. For this generation, it’s AI. Young professionals should embrace AI, data, and analytics and be comfortable using them to solve real business challenges. We are already seeing teams, leagues, brands, and agencies adjust their talent needs as technology becomes a bigger part of decision-making. While AI can provide insights and efficiency, strategy, creativity, and human judgment still matter. The professionals who will create the most value are those who can combine strong business instincts with technology and data-driven thinking.
Jim Kadlecek, University of Mount Union
- The value of the network—maintain regular, meaningful communication with individuals who provide valuable insights, career guidance and facilitate introductions.
- Develop AI skills—don’t ask AI to do things for you, ask AI how to do them. The role you are interested in may not be replaced by AI but will require individuals who know how to use AI. Have a story to tell about how you have used AI in an innovative way.
- Human interaction is still important—get comfortable being uncomfortable. Talk to people you don’t know, shake hands, look people in the eye, use names, develop good speaking and writing skills.
- Be coachable—regardless of experience, internships, grade point average, industry connections, be humble and coachable.
- Intellectual curiosity—ask questions, READ, ask what leaders in organizations are reading, look at the SBJ 40 Under 40 lists and see what those individuals are reading. Take self-education seriously.
- Understand revenue generation—pursue sales opportunities. Developing sales skills will benefit your entire career. Every role in an organization is tied to generating revenue.
- Be a good teammate—you can be competitive but still look out for the interests of others. Be a willing helper.
Become proficient in communication, relationship‑building, and how every department connects revenue and fan experience. The sports business rewards people who can combine creativity with data—so learn social media strategy, content production, and basic analytics tools. Understanding sponsorship valuation and fan engagement metrics will set you apart.
Entry‑level roles in ticket sales, sponsorships or digital marketing teach the heartbeat of the industry. From there, study business intelligence, brand strategy, or community/cause marketing programs—areas growing fastest as teams seek ROI.
Above all, volunteer for the extracurricular jobs no one else wants to show your work ethic. Sports is not a job for people who want work-life balance; it involves weeknights, weekends, and holidays. The sports business can be all consuming but those individuals who work hard, think strategically and communicate across departments become indispensable.
An obvious need, but not always initially prioritized, is a deep understanding of AI and the impact it is having on the industry. The sports management majors are great, but we need some computer/data science majors, and more programs are starting at schools that connect that to business strategy. A lot of it is the qualitative criteria but there is new skill-based criteria we are prioritizing.
Know the power and importance of your network from day one. Leveraging all your contacts, especially college alumni, to learn more about the roles in the industry and overall trends, so people know you when an opportunity arises. It is critical to build your network with that first job or internship, to connect with the leaders across the organization, not just within your area. Use that to expand your connections. Requesting an informational interview is an easy way to make those contacts.
Be as specific as possible on what you would like to do. That will focus your search and give hiring managers direction on what roles make the most sense. Arriving at a functional area you are most passionate about and building your narrative and resume around that experience and expertise can strengthen your chances of providing a clear connection between your strong candidacy and a specific role the institution is trying to fill. You want to make it as easy as possible for the company to envision where you can fit and provide value.
Timing matters. Don’t be discouraged if that first job isn’t available. Being aware of the hiring cycles and industry movements can inform when opportunities arise. Back to networking, having that wide net and staying in touch can keep you on the radar when positions open where you could be a good fit.
Early in your career, focus on developing a broad, multifaceted skill set rather than becoming a specialist. In my opinion, the people who are most successful in sports business utilize skills that would easily translate to other industries and are often developed outside of sports. Critical thinking, communication skills, and technological fluency, including the ability to leverage AI, are essential. As sports organizations seek to integrate AI into nearly every aspect of their business, they will look to the next generation of leaders to help determine where it can create the most value. But at the same time, don’t lose sight of the human element. Relationships remain incredibly important in this industry, and that is not going to change anytime soon. Most importantly, remember that it is sports, so have some fun along the way.
For anyone working on the creative and media side of sports business, YouTube is the biggest opportunity right now. While short-form social is packed with talent, YouTube remains relatively underdeveloped across sports. For the past two decades, the industry’s focus has naturally been on short-form platforms because of the volume they demand and the attention they’ve commanded. That work remains critical, but YouTube is still a platform where many leagues, teams, athletes, and brands have yet to fully unlock its potential.
Immerse yourself in the platform. Understand its audience, formats, analytics, and what makes viewers return. If you develop that expertise, you’ll be uniquely positioned to help organizations grow on the world’s largest video platform. This isn’t just about making videos. It’s about understanding strategy, audience development, and how to build sustainable content businesses. The next generation of leaders in sports media won’t just understand social media. They’ll understand YouTube.
Bill Carter, educator and consultant
Build a personal brand. It’s not vanity—it’s your distribution system.
Write, speak, teach. Show your thinking, not just your credentials. People hire taste and judgment—prove you have both through consistent output. LinkedIn, a newsletter, a podcast—the medium matters less than the consistency.
Theory is cheap. Get your hands dirty. Handle the messy work. That credibility compounds over time and separates you from others.
Develop relationships before you need them. Connect with people doing interesting work in your niche. Collaborate. These relationships become your professional foundation.
→ If you missed Morning Buzzcast, check out this week’s episodes here.
→ Check out the latest episode of SBJ Inside the Industry. I am joined by my colleague Austin Karp and celebrity chef Spike Mendelsohn to discuss the rise of premium hospitality experiences at sports venues, from immersive, personalized experiences to gourmet dining and ultra-premium suites. Sports execs featured include NFL Commissioner Roger Goodell; Jason Sinnarajah, president of the Washington Nationals; Nils Braude, managing director, Twickenham Experience Ltd.; and Jim Van Stone, president of business operations, Monumental Sports & Entertainment. The show won a Capital Emmy Award this past weekend for a Season 1 episode on new sports leagues, also featuring Austin, along with Kim Stone, president of the Washington Spirit. You can watch that episode, along with all of Season 1 and Season 2, on SBJ TV here.
→ Remember to subscribe to our YouTube channel.
Enjoy a look at our Early Access stories below, and then on to this week’s Forum, where I examine the tenure and management style of NCAA President Charlie Baker.
EARLY ACCESS FROM THIS WEEK’S MAGAZINE
How FIFA achieved wide reach for World Cup merchandise
By working with licensees that specialize in value-oriented and impulse retail, FIFA has put officially licensed merchandise in thousands of drugstores, convenience stores, supermarkets, airports and transit hubs.
ESPN enjoys its best Stanley Cup Final presentation
This year’s Stanley Cup Final — ESPN’s third since it regained NHL rights beginning with the 2021-22 season — was the company’s best when it came to access and technology, and showcased surging momentum for the league.
Forum: ‘Listening and learning’ keep NCAA’s Baker on even keel
Charlie Baker has led the NCAA for 40 months, and while he and the NCAA are an easy punching bag, let’s recall his message from 2023 when asked what the association needed to do. Seven months in, he firmly said, “Get shit done.”
Yes, the NCAA is constantly under fire and criticized, but college insiders give Baker high marks for getting things done: He’s decreased the unworkable number of committees; he expanded the basketball tournaments and opened up sponsorship categories; overall NCAA revenue has grown more than $300 million during his term; and the association has a far greater understanding of its fans and is much more sophisticated in driving event attendance. The business metrics are impressive. Does that story get told enough? No, because plenty of other issues remain, and the NCAA is a damaged brand — so much so that Baker’s been lobbied to consider a dramatic image/brand makeover.
The quiet progress of the NCAA is reflective of Baker’s leadership, and from observing and talking to people close to him, here’s what I can share. First, Baker is resilient. You will get knocked down, but it’s about getting back up. Remember, Baker was soundly defeated in his first run for governor in Massachusetts, but is proud that he ran a second time and won in a very close race. Baker speaks about such public failure and stresses to his staff that they will get pushed around — by angry athletic officials, coaches, conference commissioners, partners — but he expects them to brush it off and move on.
Second, he’s a calm, accessible leader. During a conversation at NACDA in Las Vegas, in front of college administrators, I asked Baker what he was good at as a boss. “I think I’m really good at listening. I ask a lot of questions,” he said. “It would be really interesting to hear what people who work with me would say, but I usually have extraordinarily limited turnover. People who work for me seem to like it.” Sure enough, after my discussion, staffers shared that Baker is an active listener, open to ideas, never writing anyone or anything off. Staffers feel comfortable challenging him, knowing he’ll calmly listen. Yes, he will push back when he feels strongly, but it’s always fair and respectful. Sources in Boston told me that even during the difficult days as governor he never held grudges, understanding that if he did, he would be isolated and not have anyone to work with. It also speaks to his calm comportment and relative lack of ego. He speaks in “we” and not “I.” He’s not rushing to the cameras to take credit. Staffers say that modesty has helped build trust among colleagues and constituents.
Baker could easily tell people what they want to hear and deflect the hard issues to others, but those in the room admire how Baker doesn’t undercut colleagues but stays aligned with staff. But don’t surprise him — he insists on knowing what’s going on. “I have said this to people from the first job I ever had managing people,” he said. “Nobody’s ever going to get screwed for bringing me bad news unless you bring it to me three or four weeks or months after you knew we had bad news.”
The biggest joy for Baker has been being around the student athletes. He loves it and told me, “They make me feel much better about the future of the country.” So, it’s not surprising that he draws on sports and his own experience when I asked what attributes he looks for in hiring candidates. “They ask more questions than they offer answers,” he said. “You have got to be a great team player. You got to be willing to take constructive criticism, and you have to be willing to get up when you get knocked down. If you can’t grind, you’ll never make it, and everybody who plays sports gets that.”
He also says any young person looking to get into the sports business should focus on the quality of the organization and the people they go to work for. “I’ve had good bosses and bad bosses,” he said. “You learn from bad bosses, but it’s the things you prefer not to have to learn. But a good boss and a good organization can take you places that you never imagined, because the opportunity to learn and grow is profound.”
More than three years in, Baker is clearly more comfortable in his role, but, true to his own advice, he, too, grinds. Staffers cite his relentless work ethic: reading news and legal briefs; talking to coaches, athletes, commissioners and visiting politicians; and still communicating with staff seven days a week. It goes back to his fundamentals of leadership. “The most important thing good leaders do is they never stop listening and learning,” he said. “Because the minute you start to think everything is great and you stop paying attention to the cues and to the people around you and to the people on your team and the folks in your organization, bad things happen.”
Abraham Madkour can be reached at amadkour@sportsbusinessjournal.com.