MLB's Growing Wealth Gap; Bloomberg's Brackets for a Cause Winners

11 Apr 2025 · 38 min

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Summary of Bloomberg Business of Sports Podcast Episode: MLB's Growing Wealth Gap; Bloomberg's Brackets for a Cause Winners

Episode Overview In this episode of Bloomberg Business of Sports, hosts Michael Barr, Damian Sassower, and Vanessa Perdomo explore the latest happenings in the sports business landscape. The discussion includes the unique outcomes of Bloomberg's March Madness bracket challenge, the growing wealth disparity in Major League Baseball (MLB), and the impact of technology on enhancing live sports experiences.

Key Topics Discussed

  1. Bloomberg's Brackets for a Cause
  2. 10-Year Anniversary: This year's March Madness bracket challenge marked the 10th anniversary of Bloomberg's Brackets for a Cause.
  3. Back-to-Back Winner: Whitney Wolfe Herd, founder of Bumble, becomes the first back-to-back winner.
  4. Charity Component: Participants donate $20,000 each to compete while supporting various charities, raising over $6 million in total.
  5. Winners’ Charities:
  6. Whitney Wolfe Herd played for Baby2Baby.
  7. Jeffrey Taupins supported American Prairie.
  8. George Walker participated for MSK Cancer Center.
  9. Bracket Insights:
  10. Discussion of how the trends in college basketball (e.g., NIL, transfer portal) have affected bracket predictions.
  11. Noting an overall dominance of higher seeds this year, with all number one seeds making the Final Four on the men's side.
  1. MLB's Wealth Disparity
  2. Interview with Ira Boudway: Bloomberg's global business reporter discusses the growing financial divide between MLB franchises.
  3. Revenue Inequality: Wealthy teams like the New York Yankees and Los Angeles Dodgers dramatically outspend smaller franchises like the Pittsburgh Pirates.
  4. Local Revenue Dependency: MLB's financial structure relies heavily on local revenues from ticket sales and regional TV deals, exacerbating the wealth gap.
  5. Owner Perspectives: Hal Steinbrenner of the Yankees notes even they struggle to compete with the Dodgers' spending, indicating a broader issue in MLB finances.
  6. Potential Solutions: Discussion about the lack of easy fixes, the potential for a salary cap, and the implications of revenue-sharing models.
  1. Enhancing Live Sports Experiences with Technology
  2. Interview with Jennifer Brissman, CEO of Vow:
  3. Vow's Mission: Aims to simplify event management and enhance guest experiences at sports events through an all-in-one platform.
  4. Innovative Features:
  5. Integrates various services (ticketing, seating, etc.) into one app.
  6. Provides real-time data and communication tools for event organizers and attendees.
  7. Data management prioritizes enhancing guest experiences instead of selling user data.
  8. Business Model: Vow operates on a subscription-based model, targeting corporate clients in the sports and entertainment sectors.

Key Takeaways

  • Charity and Competition: The Brackets for a Cause initiative not only fosters competition among wealthy individuals but also significantly contributes to various charitable causes.
  • MLB's Wealth Gap: The financial challenges faced by smaller franchises in MLB highlight the urgent need for structural changes to ensure a more equitable competitive landscape.
  • Technology's Role: Companies like Vow are stepping in to modernize event management, showing that technology can significantly enhance live sports experiences and attendee engagement.

Conclusion This episode of Bloomberg Business of Sports provides deep insights into the financial dynamics of sports, the implications of charitable initiatives, and the transformative effects of technology in enhancing fan experiences. The discussions not only reveal current trends but also hint at future directions for the industry.

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Transcript

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0:00This is the business of sports. The business of sports can be intimidating or hard for a startup to break into. We really appreciate when our owners are actually there, you know, with us through the journey. Teams, ours especially, have been very intentional to diversify at all levels of the company. I think we're in the golden years for the NFL and college football. Our demographic reach has continued to expand. This is going to be really unlocking the streaming platform for sports fans. Sports valuations are rising. We'll see when they peak. You don't have to be the best in your sport to make a whole ton of money.

0:35Bloomberg Business of Sports from Bloomberg Radio. This is the Bloomberg Business of Sports. We explore the big money issues in the world of sports. I'm Michael Barr, along with my colleagues Damian Sassauer and Vanessa Bernomo. Coming up on the show, we talk a little baseball. Now that the season's well underway, we take a look at the growing divide between MLB's haves and have-nots with Bloomberg News global business reporter Ira Budwe. Plus, we talked with the founder and CEO of Vow, an innovative event management company. We'll learn about what they're doing to enhance the fan experience. Vow hosts up to 10 ,000 guests and seats, so we have a proprietary seating software that integrates with all the tools in our platform.

1:18We have a proprietary ticketing software, so everything is all in one. But what's very cool is not only do we host up to 10 ,000 guests in seats, you can have up to 400 people working in the platform in real time. All that is straight ahead on the Bloomberg Business of Sports, but first we've got winners in the NCAA basketball tournaments. It's an even dozen for Gino Auriemma and Connecticut. A lot of guys back on top of the college basketball world championship madness. Paige Beckers and the UConn Huskies won on the women's side while the Florida Gators won in a thriller for the men. Sounds like a great time for Vanessa Bernomo.

2:01She recently did a write-up on Bloomberg's Bracket for Cause and can take us through her final thoughts on this year's March Madness. So it's the 10-year anniversary of Brackets for Cause that we do here at Bloomberg. And it's just a mix of, you know, lots of people who have big money and they want to, you know, put it in. and they actually raise money for charity. So it's a$20 ,000 buy-in. They each have a different charity that they vie for. And it's CEOs, it's hedge fund managers, VCs, everything like that. And this year actually saw the first ever back-to-back winner for the men's bracket, the Bumble founder, Whitney Wolf Hurd.

2:39She said before that she can't give away her secrets, doesn't like to give away her secrets in filling out her bracket. But a couple of other people I talked to, the women's bracket winner, Jeffrey Taupins and George Walker, they tied. They both had 211 points. This was a different year for the brackets, and a lot of people had the higher seeds going further. But they both likened filling out their brackets to business and risk-taking and calculated risks. By the way, back-to-back is the first time that has ever happened doing this, like you're saying. But it's hard. It's hard to pick a winner out of this.

3:16I mean, because like you said, it's like if you go off the board and you try to like, OK, maybe I can zoom in and this and that, whatever, and win it that way. But no, this was one of those where, you know, you had the number ones pretty much going. Yeah, this was the first time since 2008 that all number one seeds made the final four for the men's side. And, you know, I think one of the reasons we've seen that, a lot of people are likening it to NIL and the transfer portal. And, you know, now mid-majors are losing their players after a year or so. So we're seeing a lot of that. But obviously the top seeds were just really good this year.

3:53But I think one of the interesting things for Whitney winning again was she didn't get swept up in the Duke, you know, bandwagon. That I got swept up in Cooper Flagg and that. So that was another reason why I didn't do too great on the men's side. And we should add, too, that Whitney Wolf heard she was playing for Baby to Baby, correct? Yes, she was playing for Baby to Baby. Jeffrey Taupins was playing for American Prairie, which is doing a really interesting thing with, you know, they're trying to make the largest reserve in the U.S. George Walker was playing for the MSK Cancer Center, which is a research institute here in New York City.

4:27So obviously a lot of these people were just playing for really, really big charities that they have a lot to do with overall year round. So it was good for them. And because of Jeffrey and George both tied, they got first place and second prize split between their two journeys. When you fill out a bracket, folks, and I've always said this, we have to wait till next year to do it again. I like to fill it out in reverse. I like to fill out who I think is going to win. That's how I filled out the women's bracket. Because I thought, OK, UConn's going to win it. And then I went in reverse the other way.

4:59I had Auburn going all the way, which, well, we know how that came out. Yeah. I think, you know, obviously a lot of people were split between UConn and USC. And obviously South Carolina has been at top of the women's bracket for a long time. So I think it was easy there. But I think a lot of people, obviously, including me, had USC going far because of Juju Watkins. But we're happy for Paige Becker. She's going to get drafted into the WNBA. Let's give a little forward look to this for our audience. Yeah, I mean, I think DraftKings and FanDuel are picking who? Duke and Houston to win it next year, right?

5:33So, again, they're looking for some repeat performances here. Houston could do it, I think. I mean, after that way of losing, I think you come back very, very hungry because that was a rough way to lose. Oh, yeah. Duke, I'm sorry. I'm watching that game, and I'm like, no, the refs had nothing to do with this. Unfortunately, things happen. But they're young men, and they're going to bounce back next year, and I always support that. It's all about character building, comeback hungrier than you were before. We forgot to add that everybody who plays on this puts up$20 ,000. They put in$20 ,000 for the overall prize pool.

6:11And because this has been going on for 10 years, over$6 million has been raised by a breakfast fair cause. Wow. Very good. I wish I had that money. Right. You know, actually, Douglas, who was overall globally, said, you know, he reached out to me and said, you know, great story. You know, I was so excited to get the top score overall. But he said, hopefully one day I can be a part of that. I can be a part of the giving up$20 ,000 for charity and really have some skin in the game. And I think that it's a really fun thing for the CEOs, for the managers, for everyone who's involved in Brackets for a Cause.

6:44I think they love to do it. People do it. Clearly, Whitney's done it multiple times, winning back-to-back. So I think people like to come back to it. It's more fun even when you have skin in the game for someone else. You know you're donating money to a good cause. In one thing that we were looking at, Vanessa, and we were talking about how the NCAA, how they're doing well with the ratings and that's going on. But they also had a settlement involving NIL. And hopefully this will bring a path toward at least giving the money to people who said, hey, we couldn't make any money because you guys held us back, college athletes.

7:34And now there's been a ruling in that. Tell us about that. There hasn't been a ruling quite yet. On April 7th, there was another hearing, and the federal judge basically kind of nodded her head and said, this will most likely be approved, but there's another hearing, I believe, in either June or July, where she will make that final decision. But there was a couple of things that she needed them to address. And one of those being, there's this revenue-sharing model that is really what's going to change everything, that players will actually finally get paid, and that's what you're talking about there, Michael.

8:10Schools will be able to opt in for this and share about$20.5 million with their student-athletes in revenue-sharing models that they've never been able to do before. But the problem there is that not everyone makes money, and now they're going to have to give money to the players and know how to sparse it out. So there's threats to Title IX because they're going to give most likely a lot of money to football players. and men's and women's basketball players. And then they want to make sure that addressing Title IX, they give scholarships to every player on a roster, which means any sport. But the problem is colleges can't really afford to do that.

8:51So the threat was players are going to start getting cut. I played college soccer. The way that it works for women's college soccer, we get 12 scholarships or so, and they sparse them out through the team. I mean, you can't really make a soccer team with 12 people. So we had about a roster of like 30 players. A few players were walk-ons. They didn't have scholarships at all. But most of us had partial scholarships and then they're made up by with whatever else they can be made up with. But the problem is they want the whole 20 to 30 people to have full scholarships. And that's where there's a miscommunication.

9:29And they think that that's where a lot of the tension could come from, and the judge wants them to rule that grandfather and the players who are already on rosters and things like that. Can you imagine if you had NIL when you were playing soccer? You know, I think about it a lot. And I think about it, you know, I talk to other, you know, college players. You know, my step-siblings also played in college, and they played revenue-generating players. Yeah, they played, you know, my step-sister played basketball at Georgetown, and my step-brother played football at BC. So, you know, he would have made some money, okay?

10:03So we talk about it a lot. I mean, I personally, as a women's soccer player, I think I would have had a hustle really hard to, you know, make money because we don't really see a lot of women's soccer players getting those sorts of deals. But hey, if it was a possibility, I would have made that hustle. You know what I'm saying? Like, I would have made it happen. And it all depends on the market you're in. I played in Pittsburgh, and I could imagine a lot of Pittsburgh companies are really focused on having Duquesne players out at things and meet and greets and things like that. And I would have done anything I could have just to get a little bit more money, because we couldn't really work.

10:37We can't have jobs. No, I mean, but you could have, and that's what a lot of NIL people are doing now. It's like, but that's a Perdomo for the Ford Mustang. Yeah, and you could have done that, and now you're driving around in a Mustang. Yeah, 100%. I mean, that's what we see. Like, Livvy Dunn, who's a gymnast at LSU, you know, she's one of the only gymnastics, you know, athletes who's that high up. I think she's third overall in NIL,$3 million or something, her net worth. You know, she just made it her own and really, really went for it. And that's what you got to do. You know, we see some players who are walk-ons, you know, getting deals.

11:14And it's all about the hustle. It's all about the hustle. unless you're a basketball player or football player at a power conference and you don't really have to do anything to make that money. But good on you because you deserve it, actually. And it's about name, image, and likeness. But don't quit because you've got to build the name first to make name, image, and likeness. Yeah, I think that's the hard thing that we're seeing, again, with this March Madness in particular that was a little bit affected by that. that seven out of the 15 players that were all on the All-American Associated Press were players that went to mid-majors and then went on to bigger schools after that.

11:55And I think that those mid-majors were just struggling to pay them what they could. But with revenue sharing, we're going to see that maybe those mid-majors that are basketball-centric, like a Big East, like an Atlantic 10, that don't have to play football players, they're going to be able to compete with those. So maybe we'll be able to see that eventually get back up into, you know, they'll start happening again. But this year was a rough year for the mid-majors. Check out Vanessa Perdomo's latest reporting on the tournament and brackets for cause now on the terminal and at Bloomberg.com. Up next, we turn to the baseball diamond and the growing divide between the league's wealthy and the teams trying to get by.

12:36For Vanessa and Damian Sassauer, I'm Michael Barr. You're listening to the Bloomberg Business of Sports from Bloomberg Radio around the world.

12:48This is Bloomberg Business of Sports from Bloomberg Radio. This is the Bloomberg Business of Sports where we explore the big money issues in the world of sports. I'm Michael Barr along with Damian Sassauer and Vanessa Berdomo. The MLB season is well underway following an offseason that saw some of the league's top teams last year. The New York Yankees, Mets, and the Los Angeles Dodgers adding big-name stars to their rosters and spending a lot to do so. It's adding to a growing divide between the haves and the have-nots of baseball. Bloomberg News global business reporter Ira Budwe did some reporting on that lately, and he's here now to take us through it.

13:30Ira, welcome back to the Bloomberg Business of Sports. Always a pleasure. Hey, you wrote a great article. You talked about no easy way to fix Major League Baseball's wealth gap. Obviously, the big teams, you've got the Yankees, you've got the Mets, you've got the Dodgers. And then on the lowly end of the scale are teams like the Pittsburgh Pirates. Talk to us why we have such a gap. I mean, I guess I look at it like, okay, you have people in the world that are rich that can afford a Porsche. Then you got people in the world that are doing okay and maybe can afford a Lincoln. And then you got people like me that can just afford a Chevrolet Vega.

14:16So, I mean, it seems like that's the same setup for baseball teams. Yeah, in a way, you're right. It's like somebody went in and bought a Volkswagen and is trying to race the people who bought a Ferrari in the same field of teams. The revenue for the Dodgers or the Yankees just far outpaces what teams in – what the Pittsburgh Pirates can bring in or even the Milwaukee Brewers or the Tampa Bay Rays, Baltimore, you name it. There's a lot of teams that just don't have the revenue because baseball is a sport that depends on local revenues in large part. You've got ticket sales and you've got your regional TV deals, and those are local.

14:55Those are for that team mainly. So it just sets up a huge imbalance that's coming to the fore because now you're seeing that gap open up in what they're spending on payroll. And the fans look at that and they go, well, I start spring knowing I'm not even in this race. We can't keep up. And by the way, Vanessa, I don't want anybody from any of their teams coming at me with a torpedo bat and slapping me upside the head. No, you don't want to get hit with one of those, I don't think. It seems like they can hit pretty good. I'm just stating the obvious here about money. I think they know it too, though.

15:28One of the things that I thought was funny in the piece you wrote, Iroh, is how Steinbrenner had said to you that even they can't compete, even the Yankees can't keep up with the Dodgers spending. I was reading that as a Yankee fan, a little annoyed. Then I could imagine fans of other teams being annoyed. What are you talking about? You could if you wanted to. So how does that even work, him saying that? I mean, they're still the highest valued team in baseball. Yeah, I mean, he said that on his own network, to be clear, on Yes Network. But I think a lot of people heard that and raised an eyebrow.

16:04Certainly Yankees fans. He said that after Soto went to the Mets, right? He lost out on that bidding war. You look at the Yankees and, yeah, any team technically can deficit spend, right? Right. Steve Cohen, I'm not sure, is balancing the books right now on the Mets. So if Hal Steinbrenner wants to lose money or lose more money than he could. Right. And but the question is, like, what is reasonable to expect of of owners? Like, where are their limits? You know, you look at the Pirates, the they their owner is apparently losing money year over year a little bit. They've been taken on debt the last three seasons, according to local reports.

16:44That's right. So that's what the fans would say is either keep taking on more or sell the team because this isn't working. But you could argue that they need some help to restructure this whole thing so that it can work for people like that who are rich but not mega rich, who have good markets but not great markets. Shouldn't it be possible for teams to compete without going deep, deep into debt? What is the model here? I mean, Ira, this article is amazing. There's no easy way to fix Major League Baseball's wealth gap. That's Ira Boudwe. And here's the interesting thing. I can't believe anyone's reading it because all Ira does is beat up on the Pittsburgh Pirates.

17:19And let's be clear. This is nothing new. The Pirates are 1-5 this year, six straight losing seasons. I think they've had a losing season in 28 of the last 32 years. This is nothing new. And by the way, the Players Association isn't going to change. They're not going to put a salary cap in. As you rightly point out, you know, Tony Clark is not amenable to putting a salary cap in to stop the bleeding. So, my question for you is, what, if anything, is left to change the endemic wealth gap in Major League Baseball? I mean, there's a few things you can imagine, right? They've been adding to the luxury tax.

17:50The Cohen tax. The Cohen tax keeps getting steeper. And that basically is a way to say, all right, we don't have a salary cap, but if you spend over a certain threshold, you're going to be taxed. I mean, at this point, the Dodgers, the Mets, when they sign a guy for$13 million, they're basically paying double that. Their marginal tax rate is 110%. It's$26 million, but they don't seem to care for them to get a$13 million player at this point. That's one avenue. You could keep trying to push that lever to see where Steve Cohen's paying threshold is. That creates a war between the big markets and the small markets.

18:26The owners who are receiving that revenue sharing money, that luxury tax money, basically have a different set of interests than the owners who are paying it out. And I think that's why they're looking at the salary cap as a more, from the owner's perspective, a better option. Because then you take the problem and you put it in the players rather than on your fellow owners. And I think that's why we're headed for a lockout at the end of next year. Because I think they're going to try to get a salary cap in baseball. And that's going to be a real fight. Well, and Damien said it. We just have an article that's out there on the terminal.

19:03The average MLB salary tops$5 million for the first time ever, according to AP. And it's like Damian saying, you put a salary cap in, well, the toothpaste out of the tube. I mean, who's going to say, all right, I'll take a pay cut? Yeah, I mean, the way salary caps tend to work in other sports is they benefit the middle class, so to speak, of that league. The players who are not the superstars. And if you look at baseball, it's interesting. You got these massive eye-popping contracts, Juan Soto,$765 million. But the amount of money of revenue going to players in total is less in baseball than it is in the NFL, in the NBA, where they have salary caps and they have negotiated an amount, basically half, that goes to the players.

19:52In Major League Baseball, it's 46%. And it's going down. And so there are a lot of rank-and-file players who actually might stand to benefit from a salary cap. And so that's another sort of tension in this that's going to have to get resolved. The Juan Sotos of the world don't actually necessarily share an interest in how this works with your journeyman player who's trying to – gone into free agency but is not going to set a record on their deal. But is it not – like wouldn't it just change a little bit? Maybe they're shorter deals or something. Because we do see$50 million quarterback deals in the NFL.

20:31It's not like they don't get paid a lot. Right. No, I mean, the NBA and NFL, the stars do great. But relatively, the guys who are like a tier or two down, you see eye-popping deals for those guys in the NFL and in the NBA because of the way the cap is structured, basically. It sort of creates a slightly fatter middle, right? Which I think is what, if you see a salary cap come to baseball, it's going to be at the cost of ownership saying, we promise you, you're going to get 51 % of revenue or something like that. They're not going to be able to get it without shelling out more money than they're doing now.

21:09Is that a compromise they'd be willing to give? I mean, that's what we're going to see. I mean, honestly, from people I talk to, no one knows. Baseball's going to push for a salary cap. The union's going to say no. There's going to be a lockout. Everyone seems to agree on those parts of this. But then what happens next, right? How long does it last? Who blinks? If they do get a salary cap, what does that look like? I don't think anybody knows. Well, here's the thing. There has to be some sort of a blueprint here. I mean, there are teams out there in recent memory, like the Royals, like the Devil Rays, you know, the Tampa Bay Devil Rays, that have won the World Series championship.

21:46And they are small market teams, right? Now, riddle me this, is it just that ownership for those ball clubs are willing to spend on par with the Yankees? Or maybe it's something because the double race play in the AL East, they're getting incremental revenues from playing the Red Sox and the Yankees. I mean, I'm just trying to wrap my brain around why the Pirates are stuck in this 28 of the last 32 years they've had a losing season. And no one seems to be taking notice. I mean, I guess people in Pittsburgh are taking notice of it, but who cares about them? No, I mean, Ira, seriously, is there a recipe?

22:16People care. It's the best stadium in baseball. It is a shame. It's a great franchise with a great history. I think one answer is Moneyball. Be smarter. But obviously, not everyone can be smarter. The definition is you're at a level above in your ability to identify talent and develop it and make smart transactions. I think being smarter can get you the razor proof that you can do it on a consistent basis. but even they haven't won the World Series. And if you look at which teams are last year in the NLCS, right, and the ALCS, who were the teams, right, who was in the World Series, there is an opportunity to sneak in there.

23:01The Orioles had a great season a couple years ago. It's not like it's impossible with a little bit of luck, right, and some smart ownership. You can have moments as a small market team where you get in there, But the imbalance is getting to be, I think, pretty glaring, right? Just in terms of who has the opportunities to win it all compared to, you know, you don't have a Kansas City Chiefs, right? There is no equivalent to that. Ira, can I suggest for your next article you talk about bigger market teams who can't seem to win it all like the Detroit Tigers? Well, I was going to say that the thing is it's really only worked for the Dodgers.

23:37They're really the only team who's spending this kind of money, and it's really worked. I mean, it hasn't worked for the Yankees in, we know, 20 years. The Dodgers are basically have the most money and have smart management. And so if you're playing money ball with a huge bag of money, then you're going to be really, really good. And I think everyone's starting to wake up to the fact that we might be reaching a point where it's like you might as well. Baseball's got a lot of randomness. Injuries are there. Nothing is guaranteed. But you just look at it right now and you go, well, if they're healthy, they're going to be there in October.

24:13You don't really need to play the season. I know we're out of time pretty much, but I got a creative idea on what maybe the smaller markets can do. And that is, I think of Paul Skeens. I mean, you talk about a pitching ace. It's great for the Pirates. Okay, maybe, in fact, his rookie card went for more than his salary did when he hopped in the league. That's incredible. That's crazy. But what if the team said, okay, listen, we can only pay you so much, but we're going to call a place like maybe Ford and say, listen, can you, like, give him a deal or something, man, for endorsement and hook it up?

Read the full transcript

24:55This is not allowed, but I like the way you're thinking. Well, see, I'm always on the down low. You can see what happens here. But anyway, Ira Budweiser, thank you, my man. We appreciate you coming on the Bloomberg Business of Sports. We appreciate it. Thank you. Check out his latest work now at Bloomberg.com and on the Terminal. Up next, we take a look at how an event management company is looking to enhance the fan experience. For my colleagues Damien Sassauer and Vanessa Berdomo, I'm Michael Barr. You're listening to the Bloomberg Business of Sports from Bloomberg Radio around the world.

25:35This is Bloomberg Business of Sports from Bloomberg Radio. Thanks for joining us on the Bloomberg Business of Sports, where we explore the big money issues in the world of sports. I'm Michael Barr, along with my colleagues Damian Sassauer and Vanessa Bernomo. Joining us now is Jennifer Brissman. She's founder and CEO of Vow, an innovative all-in-one event management platform looking to power what's called the experience economy in sports and entertainment. Well, first, you got to tell us, what is Vow? Because this looks like a very interesting company. Amazing. Thank you for asking. Well, I am a 20-year event producer, and I very much built a B2B to VIP product to manage premium and premier experiences across sports, entertainment, the business of sports, corporate philanthropy, and more.

26:33So our all-in-one system allows event professionals to be superheroes, to essentially have an end-to-end interconnected tool that unifies event management. So managing the details of an event, as well as people management. So what we call fans, guests, participants. It allows an organizer to manage all of these things at scale. And in a guest or a fan's hand, it puts an engagement app to drive an end-to-end experience for that guest. So that's what we're doing over here. And we're We're modernizing how event pros plan and we are making it more elegant and elevating the guest experience at unbelievable scale.

27:21And really ensuring that everybody going to any gathering anywhere feels like VIP. And that's really what our value system is and that's really what we're driving towards. Jennifer, I'm curious, you know, what was missing in the market that you felt like when you were planning things that you really needed? and what you're doing for these planners now? What I found was missing was the ability for an event professional to engage them right, as opposed to just hitting their inbox with email after email after email, or just touching them with a flat ticket. And there's a whole journey of things that if you are going to an NBA game, if you're going to an investor day, if you're going to South by Southwest, you are a guest and you need stuff, not just stuff when you enter the facility or the venue or the arena where they hit you with point of sale, point of sale, point of sale.

28:18You need things. You might need hotel, nightlife, dining, parking. You might want to have a sense of where your colleagues are staying, if you're a speaker, you know, or what suite you're going to. And so So Vow really takes what, in my opinion, is a really 1990s experience that we all have when we attend live events and VIP gatherings. And it really blazes it into the future. And it also uses your data in the right way. So right now, when you guys are going anywhere, you guys are getting hit over and over again by emails, whether from the brand, whether from the stadium, the event organizer. and Val really changes all that.

29:01It's really there as a personal assistant in the palm of your hands to elevate and blaze your guest experience. So what I found as an event organizer is the only way that I could touch my guests or my fans or my attendees is just to hit them more on email. And that's just not the right way to go. And so we really built something that we want the end user to love so that event professionals can do more, can take time back and execute more high-level experiences. Okay, so Old Man Barr wants to go to his favorite sporting event, a NASCAR race. And I'm trying to like, okay, I need your help. How can you help organize?

29:43If you can take me through the steps, I want to organize it with my friends, and we're going to go see the Pocono 400. Yeah, it's a great question. So there's two sides to that. So we are for professionally organized experiences, meaning it's B2B2C. So it typically starts with a brand coming in. So maybe you're working for Morgan Stanley, and to your point, they've bought a block or they're organizing something for Formula One, and you've got a couple of friends going with you because you've been given a couple of tickets, and a bunch of other colleagues have been given us a couple of tickets and a bunch more and so on and so forth and so an organizer will come in and they'll go ahead and manage the event details in our product and then be able to ship you a guest facing app and say this is no before you go it's everything you need so in there for you and your friends you're going to have everything around where you need to park where you need to go, a timeline, a venue map, everything.

30:48And it's intuitive. It's real time. It's in the palm of your hands, but more than that. Today, we are a guest experience app, but tomorrow you're going to be able to talk to Val. You're going to be able to say to Val, hey, I'm going to Formula One with a bunch of my friends. We're six people. We need three hotel rooms. Can you tell us the best places we can stay? Great, Val, of course. And then Val will help you book that experience? Do you need parking? Do you want a place to dine? Do you want to know where a lot of other groups are dining nearby with similar interests? So it's moving you to a place where you can interact with it as opposed to, you know, if you and your friends or you and your wife did that transaction and you bought those tickets to Formula One, you'd then have to go shopping for hotels.

31:36And when you were done that and you had a very mediocre experience on Expedia, you then kind of search on OpenTable or Resi for dinner experiences. And you kind of piece this journey together, kind of blocking and tackling kind of like Mario Brothers, moving between all these different functions. We really roll it up in the palm of your hands. And we kind of take this flat, let's call it ticketed experience, and we really elevate it. Jennifer, I'm looking at your app now, and it looks awesome. I mean, the seating charts and the access passes and all this stuff, but this is the business of sports and we need to know about your business model.

32:13How are you guys making money providing this application to, you know, your stakeholders, number one. And number two, you mentioned something really interesting, right? The ability to, you know, collect data or collect information from third-party providers and vendors and what have you and be able to offer that through your app. And so, you know, I'm just trying to wrap my arms around is the, is sort of the, the moat that you're trying to create around and your company, you know, those proprietary relationships and the access to their data, or is it something more? So as far as the pricing structure, we have a traditional SaaS business model.

32:47We engage brands, the biggest brands in the world, and they come on and they pay an annual subscription fee to use Vow. It's a premium product, so it's at a premium price. And in doing that, they have a B2B to VIP trusted platform to manage event details. But we do have this really interesting hub in what I call the business of sports. So kind of building alongside what I would call the decision makers in the sports arena for everything that happens across sports, right? Sports has a huge corporate sector to it that keeps it moving and grooving. We have a SaaS fee for our brands. They come in and pay us.

33:22And what's nice about how they use Vow is today, Vow hosts up to 10 ,000 guests and seats. So we have a proprietary seating software that integrates with all the tools in our platform. We have a proprietary ticketing software. So everything is all in one. But what's very cool is not only do we host up to 10 ,000 guests in seats, you can have up to 400 people working in the platform in real time. There's very few save buttons. You don't have to share logins. This is a really big problem throughout both the event management and the ticketing space. So you wouldn't believe it, but there's a lot of legacy technology on the back end where you're paying what we call per seat, right?

34:02You're paying for a number of access passes. So four people on your team, five people on your team. We say, nope, that's not the future. The future is all the stakeholders working in real time. And that includes everybody within your primary team, all of the stakeholders you could collaborate with. It could be across agencies, boots on the ground. It could be marketing. It could be ops. It could be public relations. It could be a broadcast team. anything you need, your check-in teams, all live, all real time. And the system can handle that much movement. So that's how we tackle that side. To answer your question about the data plays, right now, your data is being cannibalized no matter where you go.

34:42If you walk into any stadium, anywhere, and you buy two kids sweatshirts, the next thing you're going to get in your inbox is emails for Disney on ice. That's just how the world works. Everything is about point of sale. everything is about commerce. Your data is being used, being sold to third parties. On Vow, we take such a different view of data. And yes, it's a moat. The data belongs to the brand, to the organizer, but you as a guest, you are a single profile, no matter where you go. And because Vow isn't just, let's say, a Ticketmaster application, because Vow is for all experiences everywhere, where you are that same person, so you will get an experience tied to the event, but more important, tied to you.

35:29So your data is used to make your experience better for that particular event. But everywhere you go, it's learning and getting more predictive, more powerful, stronger for you. Does that make sense? It sounds like you guys plan this out and you make it a super duper experience. We do. We do. And I do think, and this really is my position and shapes a little bit about how I think and I build this company. I do believe that the ability to break through and cannibalize people's data once we're about five years out from now is going to become leaner and leaner. And so if you don't offer not just better fan engagement, right, which is what we call it today.

36:09What we call what I am talking about today is just pure data play fan engagement, right? We see that you love this platform, so we're going to push you to these three other platforms. We see these two things and you bought them point of sale. We're going to push you these three more. And it's all about pushing things to you. We take a different position on you as a guest, as a fan, as an attendee, as a participant. I don't care what I call you. You are gold. Your eyeballs, your attention, and yes, your data. But instead of selling that data, we use it to make you a better experience. So for us, this is a really important value prop.

36:49We believe that's where the industries are moving. It doesn't matter if you are on sports, corporate, Premier League, you know, Rising League, Emerging Leagues, women's sports. And we believe that there's also a much bigger value prop in this for women's sports, where women transact and do things differently than men do. And they like an all-in-ones theory. And so we do think it sort of tracks where a lot of these VIP experiences overseas, UK, UAE, but certainly where women and women's sports and women's engagement comes into play. Well, we're the one who plan everything. So yes, we are. We are.

37:26So so hopefully I've done a decent job of explaining it. Look, we are early, but super powerful, powerful brands that we're very proud of and excited to make our mark and really delineate how we make the space better. Our thanks to Jennifer Brissman for joining us. She's founder and CEO of Vow. Thank you for joining us. For my colleagues, Damian Sassauer and Vanessa Berdomo, I'm Michael Barr. Tune in again next week for the latest on the stories moving big money in the world of sports. You're listening to the Bloomberg Business of Sports from Bloomberg Radio around the world.

From the publisher

Join hosts Michael Barr, Damian Sassower and Vanessa Perdomo for a look at some of the latest headlines and stories in the business of sports. 

For the first time in the 10-year history of Bloomberg's March Madness bracket challenge, there is a back-to-back winner: dating app Bumble founder Whitney Wolfe Herd. Vanessa discusses this year's challenge that sees entrants donate money to charity. Plus, we recap this year's NCAA tournament. 

Then, Bloomberg News global business reporter Ira Boudway joins to break down his reporting on the growing divide between the MLB's wealthiest franchises and those with smaller payrolls and how it impacts play on the field. 

Finally, VOW founder and CEO Jennifer Brisman joins to discuss her company's BSB event and guest management platform, the "experience economy" and how they use technology geared at improving the live sports experience.

See omnystudio.com/listener for privacy information.

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