Most sports academies sell coaching. IMG Academy sells college scholarships.

A tennis coach borrowed $1 million to buy a tomato field in Florida. 46 years later, it sold for $1.25 billion. How? By understanding what parents actually hire an academy to do: get their kids into college, not teach them better footwork.

In this episode, I break down how Nick Bollettieri built IMG Academy into a sports education empire by rejecting the industry playbook. You’ll see the three-pillar revenue model generating $300 million annually, why a 92% NCAA placement rate justifies $80,000 tuition, and how they turned facilities into margin machines across 14 sports.

This isn’t about tennis. It’s about productizing outcomes instead of inputs, building defensible pathways instead of generic services, and charging based on economic value instead of cost. The framework works for any business solving a high-stakes problem.​​​​​​​​​​​​​​​​

This week, we rip up the traditional football business model. For decades, clubs have chased volume, copying giants like Real Madrid while ignoring their most valuable, non-replicable asset: their location.

João breaks down the concept of Geographic Arbitrage and explains how clubs like AS Monaco and Atlanta United are generating massive commercial revenue by rejecting volume in favour of value.

We provide a five-step operator framework for any club to audit their location, identify their category advantage, and build a non-traditional sponsor profile to unlock millions in undervalued revenue. The time to ditch the generic strategy and start selling targeted demographic access is now, before Private Equity does it for you.

Most sports properties think more sponsors equals more money. Wimbledon proves the opposite.

With just 17 partners, they generate $124 million in sponsorship revenue while comparable tournaments with 50 plus partners make less per deal. Their secret? Treating scarcity like a weapon.

In this episode, I break down the Wimbledon commercial playbook: how they turned the all white dress code into a revenue multiplier, why Barclays pays 5.5x more than HSBC did for the same assets, and what happens when you optimize for value instead of volume.

This isn't about tennis. It's about what constraint, discipline, and strategic refusal can do for any business building partnerships.