Sports ETA’s John David on Building Global Bridges and Future-Proofing Sports Tourism
Sports Planning Guide: John (David, President & CEO of Sports ETA), Sports ETA recently announced a partnership with RCX Sports. Can you talk about what you hope to achieve with that relationship?
JD: Absolutely. Any time we can create partnerships with some of the larger rights holders, we want to do that. We had a similar style partnership with 3STEP Sports, our goal is to strengthen those relationships and maximize opportunities for connectivity among our destinations.
We’ve never seen the structure we’re seeing today, with so many tournaments and leagues coming under one massive entity — often backed by private equity. That creates unique challenges. The way the association is approaching it is by jumping in head-on. We’re saying, “Let’s work directly with these organizations, their championship providers, their event operators.” We want to help educate them on sports tourism, break down barriers, and show them how great these relationships with DMOs can be.
It’s about deeper enrichment and engagement on a larger scale. And for our members, it means knowing who to contact, how to reach out, and how to maximize those relationships.
SPG: Beyond RCX, what other initiatives are you excited about right now?
JD: We’ve got several. From an education perspective, we’re doing a complete revamp of our portfolio and certification process. Our Sports Tourism Strategist (STS) program is being vastly expanded and subdivided into multiple tracks. That way, we’re serving everyone — from new members to those who’ve been here a decade, to members with 20 years in the industry. We’ll be unveiling this within the next year, and I couldn’t be more excited.
Internationally, we’re breaking new ground. For too long, the association had no education or initiatives focused on international events. That’s changed with the hiring of Janis Burke as our Chief of International Strategy. Janis is one of the best in the country at attracting international events, and with her leadership, we’re creating real opportunities.
This December, we’re taking 16–20 destinations to Lausanne, Switzerland, to meet with international federations. At Symposium in Las Vegas, we’re bringing in a large number of international rights holders to connect with our destinations. The demand is real—international federations want to come to the U.S. We’re going to bring them here and create those connections.
Alongside that, we’re building an international education track. We’ll start with a white paper to establish baseline terminology, then roll out STS courses tailored to international recruitment. And just as important, we’ll teach rights holders from abroad what it takes to operate in the U.S. It’s about being that common connector both ways.
We’re also investing heavily in technology. We’ve started a complete revamp of our tech stack, looking at how AI can help enhance the customer experience. That’s a multi-year process, but one that will significantly improve member engagement.
Finally, we’re expanding our team. When I started, we had four full-time employees and about 12 contractors. Soon we’ll have seven full-time staff and 19 engaged contractors, for a total of 26. That’s nearly 10 more people in just two years. We’ve grown membership and revenue in a sustainable way, and that growth means better services, resources, and tools for our members.
SPG: With the 2026 World Cup on the horizon, how is Sports ETA helping members prepare?
JD: The timing is critical. There are so many questions: “Can I get in? Where do I stay between matches? How do I benefit if I’m not in a host city?” We’re focused on answering those questions.
Recently, we held a webinar with seven European experts who’ve worked previous World Cups. We wanted outside voices with real experience to help our members see what pathways exist. And we’re about to launch an eight-episode podcast series exclusively on maximizing opportunities around FIFA 2026.
The key here is that we’re not just talking about host cities. We’re asking, “What does a destination 50 miles away do to capitalize on the World Cup?” That’s the kind of practical support our members need.
Candidly, the greater travel industry is behind the eight ball on this. We should have had these questions answered already. Our goal is to learn as much as possible from FIFA 2026 and then front-load education for LA 2028. By then, we want to provide a full portfolio of lessons learned, best practices, and strategies—well in advance of the Games.
SPG: You welcomed 128 new members last year. Where are you seeing that growth?
JD: It’s exciting growth, and it’s coming from all directions. Small and mid-markets are recognizing that with modest investments, they can bring in meaningful tournaments. We’ve got case studies across the U.S. where small tweaks to a facility opened the door to new events.
At the same time, rights holders are sometimes priced out of major markets. Average daily room rates have risen significantly in big cities, and not every family can afford $250 a night so they’re looking elsewhere. This benefits small and mid-markets.
Large markets are expanding, too. Phoenix is a great example; they’re among the best at hosting mega events like the Final Four. But under Ron Price’s leadership, they’ve now launched initiatives in youth and amateur sports as well. That balance is smart and sustainable.
So, whether you’re a small destination realizing your potential, or a large one expanding into new areas, sports tourism is a winner. Unlike corporate events, you can’t play sports on Zoom. Participation requires travel, that’s why virtually every destination is looking at this space and doubling down.
SPG: What challenges are you hearing most from your members?
JD: Advocacy is top of the list. Look at Florida, where funding models were under threat. That uncertainty is scary. But a destination with a strong sports tourism program can make a compelling case for its value—both through visitor impact and local reinvestment in facilities. That’s a story worth telling, and one that protects funding long-term.
Rights holders are raising concerns about officiating shortages, rising hotel costs and insurance. These are real pressures that affect the affordability and viability of events. Our job is to address those issues head-on, provide education and share solutions that help mitigate costs.
SPG: Speaking of costs, families are paying more than ever for youth sports. How do we balance the economic impact which is great for destinations with affordability for those that are footing the bill?
JD: It’s a challenge we can’t ignore. Project Play recently reported that core participation costs for families have increased 47% since 2019. That’s staggering.
I show that data as a cautionary tale and we need to be talking about this as an industry. With over 200 rights holders in our membership, we have the platform to have those candid conversations.
Yes, event operators face real expenses like insurance, officiating and rising logistics costs. But if families can’t afford to participate, the system breaks down. We don’t know exactly where that tipping point is, but I’d rather debate solutions now than find out the hard way.
SPG: Some fans feel priced out of attending major events. Is there a role for your association in addressing that?
JD: Similar to youth sports, it comes down to having the conversation. Supply and demand is real, but so is the moral obligation. When your core fans are priced out, you risk losing your base. That doesn’t happen overnight, but eventually you’ll see declining ticket sales.
The pressure from private equity and corporate ownership models adds to this. Quarterly returns can drive short-term decisions that don’t build long-term loyalty. We need to look at case studies, see where others have stumbled, and make sure we’re protecting the live event experience.
Some leagues and venues are making smart moves by offering affordable ticket packages, family nights or other value plays. Nobody wants the live game experience reduced to a $20 beer stereotype so long-term sustainability requires balance.
SPG: We’ve seen billions in private equity being invested in sports. What’s your take?
JD: When you look closely, many of these firms are led by true fans of sport. They’re consolidating operations, creating efficiencies and doubling profitability. From a business standpoint, that’s smart.
But the key is preserving the knowledge and culture that made these organizations successful in the first place. That’s why we’re being proactive in forming partnerships, like we did with 3STEP and RCX to help their teams learn how to maximize relationships with destinations and rights holders.
Our role is to balance the business realities with long-term stability. We want to make sure the sports ecosystem stays healthy and sustainable, not just profitable in the short term.
SPG: A lot of college students are coming into the workforce in a much different environment than even last year. What advice would you give students or young professionals about opportunities in the sports tourism sector?
JD: Most students don’t think about sports tourism, they’re thinking about being a GM of a pro team. The reality is, there are thousands of jobs in this space—at DMOs, rights holders, facilities so our job is to create awareness.
At Symposium, we piloted a program where 40 students received one-on-one mentorship and even sat in on business appointments. Their enthusiasm was incredible. One student told me it changed her career outlook entirely.
We’ve since launched a $25 student membership and are building a resume portal for employers to connect with students. Moving forward, every Sports ETA event will include workforce development components. This industry is growing, and we need to build that pipeline of talent.
