Published June 12, 2023, 11:20 a.m. by Naomi Charles
2018 Olin Sports Business Summit - Sport Finance Panel
Sal Galatioto (President, Galatioto Sports Partners)
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all right hi everyone so on our sport
finance panel today we have Sal gala tio
tio from galeota sports partners we have
Randy vltava from game plan LLC and
moderating we have Steve Horowitz from
inner circle sports so if you guys can
get started please with salad thank you
sound really respect for for them and if
they've got kids answered that's fine
but we talked about this before like
okay thanks but seeing the deals that
they have done and it's really really a
treat to be on here so first I would
just like to kind of give a little
context to how they got here so Randy I
know I know from you know when you're
playing in the NFL probably going if the
sports finance was not top of your list
but you might just kind of given a sense
of what brought to you sure what you do
you have an hour oh well I I had the
good fortune to play with a quarterback
Heisman winning quarterback at Stanford
University Jim Plunkett who carried me
through and we ended up I played in the
NFL first five years with Plunkett with
the New England Patriots played another
six years total with them one year with
the Green Bay Packers and through that
time I was a wide receiver in case I
wasn't an offensive lineman it through
that time I got very involved with the
Union was on the executive committee and
then ended up on the collective
bargaining negotiations really through
the late well till the middle 1994-95
which was the last collective bargaining
agreement that really brought about free
agency
and a salary captain in the NFL and
after after leaving the an actually
while in the NFL I started a business we
built in New England the first big
fitness clubs sold those in 1981 and
then started a team in the old USFL if
anybody here is old enough to remember
the United States Football League we
owned the Boston Breakers 1984 we played
in Boston 83-84 Donald Trump bought a
team and was then that's already in
existence the New Jersey generals we
moved our team to New Orleans to play in
the Superdome at the end of that year
the now president wanted to move the
league to go play in the fall we didn't
really believe in trying to take on the
NFL so we sold our team and then I ended
up through a close relationship with a
Bob wolf one of the initial sports
attorneys in the country representing
professional athletes we represented
Larry Bird I was the CEO of the company
Larry Bird Joe Montana Tommy Glavine we
did a lot of contracts for entertainers
did all of Larry King when he was CNN
you know superstar and then in 1993 a
good friend of mine who was also a
minority partner in the football team a
local sports attorney Bob Caporal had
the idea and said you know all of my
legal business now is really around
business it's very little legal business
and he said you know I'm thinking what
it makes sense to try to start a small
boutique investment bank that only does
sports because the big investment banks
they come in they do a deal they leave
and you know two or three years later
when one of their clients wants to get
involved in sports there's a new young
guy in the office that they give the
assignment there's been no real
continuity they try to apply all the
principles and traditional Investment
Banking to sports teams and those those
multiples and all of those formulas
don't necessarily work so we thought
about it and
I went back to the Bob wolf who was
about to retire anyway and said hey
we're gonna start a company called a
game plan and we're going to just focus
totally on sports investments so I have
a somewhat unique having played
professional sports negotiated from the
Union side for many years negotiated as
an owner in the league negotiated from
the standpoint of player contracts and
this seemed like a pretty good idea so I
think we were probably technically the
first boutique investment bank and and
it's been a great run and I doubt if
there'll be too many people follow that
career path no I didn't play in the NFL
I did work at a Canada dry bottling
plant and as with Queens loading trucks
I got into the business purely by luck
that's a story of my life I'm one of the
luckiest people you ever want to meet so
a few I was working for a French bank
called social ties Generale they were at
the time one of the ten largest banks in
the world I took over the East Coast
region I looked at the return on assets
return on equity was not great and why
was that well who are our clients
coca-cola United Technologies good luck
with that
so I looked at around a dozen businesses
this was in the late 90s and I looked at
the competition and everything from
mining and minerals to sports and sports
at the time was a mom-and-pop business
it just was it was these franchises
didn't sell for a lot most of them lost
money the leading bank in that industry
was a bank out of Providence Rhode
Island at the time called Fleet National
Bank I looked at that and I said if I'm
not smarter than the people at Fleet I
should be working at McDonald's so I
decided to start a sports business and
within 18 months of starting the
business I met Dan Snyder
dan wanted by the Washington Redskins
there was a debt limitation at the time
you could only secure a loan against an
NFL franchise up to a hundred million
dollars well I went around the NFL rules
I didn't take the franchise as
collateral
I took dividends and distributions
coming out of the franchise I it was the
first sports loan ever rated by the
rating agencies and we got a triple B
rating which is investment grade rating
and we were able to put 340 million on
the team so Dan had to raise a lot less
equity than everybody else the loan blew
out the door we got seven hundred eighty
million dollars in commitments for it
and Dan won and that that facility put
us on the map we grew the business at
such n then I moved my entire team to
Lehman Brothers and again pure total
luck three years before Lehman Brothers
blew themselves up I left and formed GSP
the 14 years ago and by the way as an
aside after 12 months because I left
voluntarily they forced me to sell all
my restricted stock at $72 a share
23 months later was worth zero that was
again pure luck right who knew and I've
been in business since were a lender in
the business we do about 70% of our
businesses by side South Side M&A and we
do a lot of dispute resolution we do a
ton of valuation work so that's what we
do we do sports only great do you want
us to spend a minute kind of going
through how sports finance has evolved
is you watch now I'll just touch on a
couple of the points well I think the
biggest thing is Sal touched on it is
what we started in 94 full kind of full
going there wasn't any sophistication at
all around the sports and for the most
part the league's were totally reactive
to whatever happened they had some rules
and some applied some didn't and over
time as more and more rules and
regulations have come into being he
formed salary caps they they the
league's now have a much better idea of
what the revenues are almost complete
understanding of every team's revenues
which back and in you know 10 15 years
ago solid tell you that the league's
half the time didn't have any idea what
was going on in their own franchises and
so it's really evolved into a very
sophisticated monitoring and regulation
within the business and you know we've
seen that I think it's been part of it's
frustrating to an owner to have all
these regulations but it's dramatically
elevated the value of the teams because
now they're you can really understand
what's going on you really when you go
to do a trend transaction you know the
data is real now it's not you know made
up you know the the biggest problem in
the industry in some of kind of funny
ways is the teams are becoming so
valuable if you want to own one you you
you know a billionaire is kind of a I'll
probably can't do it you know you you've
got to have multi billions and a lot of
really good partners and the other thing
that's happened is because the debt
limits every league has them and in the
aggregate nobody gets much more than
about 350 I mean you know I won't go
through all the league but about 350 is
about as much as you could ever borrow
using the franchise's security but you
now have franchises worth you know ten
times that and so it's very hard this is
an equity driven business when you buy a
sports team private equity funds make
all their money by leveraging everything
this is the exact opposite its its
appreciation very little cash flow some
cases but for the most part not yeah
yeah look that's that's really true our
loan book at its height was around five
hundred million dollars now it's down to
around 250 and it's because of all those
limitations and frankly look the pyramid
of people that can buy
these things is getting narrower an hour
right think about this you buy an NFL
team pick a number 2.5 billion dollars
you put five hundred million in debt you
have to put thirty percent of the equity
in yourself okay that's hard enough to
find somebody can write that check but
now he's got to sell limited partnership
stakes for the rest which is even more
difficult because you're writing it used
to be you bribed a twenty million dollar
check to be an LP but now you're writing
a 250 million dollar check and you get
nothing what do you get you get
preferred parking and nice seats good
luck with that so that makes it very
challenging and I think one of the
things that it's going to have to be
addressed in the coming years is how do
you continue the upward movement in
value if the number of people that can
write those checks is not growing as
fast as the value of the franchise's
it's really tough you know particularly
since we're part of the lake up School
of Management both of these gentlemen
participated and helped on either side
of the lake ups purchase of the Warriors
without going into too much detail on
the price if you wanted to talk about
what it was like to sell the theme sell
and it was great it was the great look I
had a great client who wanted to sell I
mean I knew him for a long time he gave
me a price she said it had to be in the
mid-40s out of my mind nobody would ever
pay that much for a for a basketball
team but Chris cohan was was a great guy
he he delegated it to me
he gave me his proxy he said if you can
hit this number we had a really
difficult process we had 10 bidders we
got down to the final two and to me I
Joe wanted to buy the team more than
anybody that's important because you
know it right down to the wire when you
have to make decision and push the
button and say yes he would do it I knew
Randy and and Bob for a long long time I
really liked them a lot I trusted them
and I trusted what they said to me that
made it really good
we had two really excellent law firms I
used Peters earn at Covington and
Burling and you used Adam Klein not
right Cappadocia and I knew his lawyer
as well his lawyer was Jerry Reinsdorf
his lawyer and Jerry and I are very good
friends and we what I told but I told
Chris was we had two finalists we're
gonna set a bidding date last and final
you came in the bed you couldn't revise
it after that they had the winning bed
and I think the way I mean really worked
out really well oh I thought it did but
then the guy who lost was like cranky
and cried and said he really won and we
took a lower bed and it was chaos for a
little while but you know when when the
buzzer goes off and you're down by a
point you can't wait five minutes and
take a shot again and it goes in and you
win and the rules are set and we live by
the rules so anyway give me your
perspective when you do of course
sometimes you know Jesus we're at the
closing table when I got of course still
yeah midnight
first I want to say if you if any of you
have a chance
you saw Kent here earlier but the the
lay cups are just great great people Joe
was a client of ours fifteen years
before before we bought the Warriors and
we looked at a number of sports teams
with him he is a very very passion at
basketball player still plays now every
Friday at Mapes pavilion on the Stanford
campus just a real just loves the game
this was a classic transaction that took
a lot of courage on his part from the
standpoint that the highest price ever
paid for an NBA team prior to this was
Phoenix Wright Sal Sal stole that thing
for 400 million you had and it was a
very successful franchise very good team
you had the Warriors who had been to the
playoffs one time in 16 or 77
seven once in 17 years now given that
more than 50% of the teams go to the
playoffs it's almost statistically
impossible for that to occur
it was just a you know dream that
everybody said Joe you're out of your
mind to pay over 300 or 350 for the
Warriors terrible franchise and well
give you a good lesson at the end but we
went in and you know Sal did a great job
and we've known him a long time trust
them for you know always being straight
with us and when we got to the far final
bid of 450 and you know that 450 million
2010 that's a lot of money and it was a
real gulp and took an amazing amount of
courage and every one of Joe's friends
thought he was crazy except for his
partner Peter Guber who we we had
introduced them to each other a
Hollywood director and and they did it
and it was amazing I mean the number of
calls we got from the press saying are
you guys crazy you you're gonna bankrupt
this poor guy it's not quite 2 and a
half years later we sold one of the
investors was buying another NBA team he
had put in the third most amount of
money into the Warriors two and a half
years later when we sold his LP interest
he more than doubled his money in that
short period of time and the Warriors
450 million dollar investment Forbes
this last year now has them at 3.1
billion dollars they're gonna open up
the first arena in downtown San
Francisco
the start of next season it's just an
incredible success story but it all
started with the courage to do it and
the one thing we we we all know this at
our business but the one thing that
drives Valley
you it's not how many times they've been
to the playoffs it's not how good the
players are it's not how good the coach
is all of that changes ownership changes
everything can change you kept for one
thing and that's the market demographics
you can't drop 8 million people into a
market they're either there or they're
not or 15 or 16 million in the bigger
markets so that that was the bet we made
with gel that this market is a great
market financially and it's only gonna
get better and any any well-run team we
never dreamed that he would do what he's
done what would be very successful and
worth that value and yeah he made we'll
never know because he made it go way
past where we ever thought it was going
to be from a basketball standpoint
excellent but you know what the worst
tell you a story about this after Joe
one my seller is very shy Chris doesn't
like media coverage and the media was
killing us one of the lead stories was
the reason he sold the to Joe was he
wanted to get even with the warrior fans
he didn't want somebody better than him
buying the team so he wouldn't go on
radio or so he asked me if I would go on
the evening Drivetime talk shows in in
San Francisco and I I said that you know
look I known Joe for a long time he's
very competitive guy really wired this
team he's going to make this team very
competitive he is not gonna tank this
team his team's gonna be good I got
killed
oh let's talk to Peter from Oakland and
the guy like you're an idiot it's an egg
you should have sold it to the other
guys right now they've won how many
championships I've waiting for one one
son of a from the Bay Area to call
me up and say you know what you were
right just one just one no not a single
one so I'm an idiot they were smart
except now they have the best team in
basketball and you know I don't follow a
professional basketball I'm a Knicks fan
ouch I feel your pain it's true it
doesn't seem like there are a lot of
teams for sale right now you know I know
every now and then someone says
something dumb
it's divorced or dies but why is that I
think you're now in a period in the last
five six years all of the leagues have
well baseball doesn't have an official
salary cap but it kind of works out in a
way compared to the because of the debt
limit rules but the the NBA NHL and NFL
they all have salary cap rules that
brought the salaries down from about and
57 percent of the gross revenues the
league down to 50 percent well that
seven percent is a huge number and then
separately you've had these monster
television deals occur and between those
two driving factors one cashflow is a
reality now for just about every team in
a decent market and franchise valuations
because of that have have soared so as
you said Steve there's no reason for
anybody to sell when the salad knife
Amiel half the time you're buying or
selling it used to be because you know
the guy was out of money this was going
wrong and he couldn't make his debt
service there was a million financial
problems and now that's rarely if ever
even any kind of a factor we're working
on four transactions right now they're
all limited partnership sales we're
looking at potentially a control sale in
Europe but in and those teams in Europe
some of those teams lose significant
amount of money it's almost like looking
at what it used to be like in
professional sports 20 years ago 25
years ago in the United States because
they don't have salary caps they spend
money like crazy they have no real
strategic plans management stinks keep
going okay but here we get very few
control sales so we're doing a lot of
limited partnership stuff we do a ton of
valuation work now for various reasons
and we lend money I mean that's what we
do but we're gonna have to evolve I
think with the business we're gonna have
to figure out how to be more efficient
we're going to have to figure out new
initiatives I think one of the problems
in the business is liquidity and we're
gonna have to figure out a way to fix
that
but but we will well somebody well I'm a
hundred years old so I won't be around
when that happens next year I know now
I'll be a hundred next year but I mean
that's something we have to take into
account when we look at how we structure
our companies and where we spend money I
mean it just this and the other thing I
think that's gonna happen is the
league's are gonna have to start to
evaluate some of their rules their
ownership rules for example it's very
difficult in the NBA you can't have a
partner that's a private equity fund
that there there are some prior
instances of publicly owned teams that
was pretty much not favorably looked
upon by the league's because they like
to so tightly regulate everything but
you're now getting to a point where the
the capital needs to to underpin the
valuations that are occurring are going
to outdistance the the wealth to pay
those prices by just individuals so I
think and the debt limits as well as
teams have become a lot more profitable
you know they have been increasing a
little bit over the last couple of years
but nowhere the the increase in the
valuation versus the increase in the
debt limits are totally out of whack the
the the valuations are far exceeding
that pace so there's going to be a lot
of changes I think in the next ten years
which is Sal said we have to always be
thinking about and how to adapt to and
in some cases you know we talked of
league salad as Steve's cup company
about some ideas that maybe you could
structure things this way or we're
always poking a little bit about could
we do this one if we didn't get every
private equity partner to sign could we
get you know I mean you know that that's
part of our job to try to to make that
the the potential capital keep up with
the valley
I think we have some people who are
gonna be out on the job market soon you
want to just do a minute or two of what
it you know types of people you guys
look for and what you seem to be
successful in the industry
yeah it's that's interesting I have kind
of a an advantage sort of because I
teach at business school at Columbia
University I have four since 2002
I do it every other semester so I have
73 students who I get to interview for
an entire semester basically and so when
there are job openings for us in the
past we've we probably hired half dozen
of those people over time they come into
our firm they work with us for four or
five years and then we help place them
in other jobs either in sports or
private equity in other places because
it's a great business I love it
I look forward to going to work every
day but it's not a growing business
there's static number of teams you have
to watch your overhead we have eight
people in our firm how many people you
have in yours on and off four or five
yeah yeah I mean it's not like we're
gonna hire a whole mass of people and so
if I have an opening I'll either find
somebody who has been an outstanding
student of mine or will go through an
incredibly painful interview process
where we get hundreds recipes and just
poor people that go through this thing
it's just it's horrible and then I get
to interview the last four and for me if
my people tell me they're technically
competent they can really do the job the
most important thing is when you have a
small firm is everybody's got to be a
team player they have to be able to work
with everybody at the firm it's really
really important there are a lot of
people that can crunch the numbers and
can do this this is not deconstructing
Enron but personality helps a lot
because when we're pulling together and
trying to do several transaction at once
everybody's got to be able to work
together for long hours and if they
can't or somebody's going to be a pain
they're not making it so we try to do
that it's hard
does anybody have a question before we
wrap this up yeah obviously a lot of the
conversation was teams which
opportunities what can any of you or the
deferment that you represent looked at
opportunities when it comes to a growing
aspect of sports team sports technology
stars I've looked at some of the stuff
in eSports and some like my people
understand that business but I want to
work where I have a competitive
advantage I don't feel I have a
competitive advantage in that I just
don't don't sure there are a whole bunch
of people that can do it better and
that's not a good playing field for me
and we're the same way we go back a long
ways we know what we know and then we
know what we don't know and that that's
a sometimes knowing what you don't know
is more important than what you do now
it's true and the other thing I was
going to say about our field and you
know I'd love your guys comments on this
but it's it's not a growing business at
all you know I mean you know we how long
is Rob and you know inner sports yeah so
I don't know of any new firms I mean
there's there's you know in the last
1012 years you know there's a finite
number of transactions and you know it's
it is relationships the South said that
you have to build and I don't it's hard
to envision some you know even somebody
leaving a good bank and whatever it's
just it would rich it's really hard but
in in terms of overall sports the other
thing I always tell everybody if you're
going to get in the sports business one
when you first get in you're gonna get
way way way way underpaid you're lucky
to find anything in sports you're going
to work twice as hard and if you think
you're going to get in there at nine and
head out at five you'll have a short
short very short term
job and and sometimes it'll take three
to five years to get through the clutter
because everybody thinks they want to be
in sports and then when they find out
what a grind it is at the end of the day
and the kind of commitment it takes that
falls out if you survive all that then
you know it's a wonderful place to be
but you have to be prepared going in
that it it's a grind to get going there
quickly just you know I agree with these
guys we have actually focused out of a
sports tech space a lot less on the
startup side because for us raising a
million two million three million
dollars is hard but we just sold a CRM
company called core kawari to a private
equity firm we did a fund raise for team
works a mobile collabora software
company out of Durham just in the last
few months and we're spending more and
more time doing that right now so you
know for us as we do see some of the
same stagnant side on the team side it's
at some place we are spending a lot of
time yeah it's very interesting I mean
some of the large investment banks they
kind of blow into the business they do a
deal then you never see them again and
it's kind of like okay but think about
how small this business is relative to
what they do right they're doing
thousands of transactions in computer
technology right and they'll do one
sports deal and relatively speaking that
sports deals tiny right so it's not
worth it for them and they don't put the
a-team on the transactions either which
is frustrating sometimes when you're
dealing with them because they don't
even know what questions to ask and we
could spend a lot of time making fun of
some of the big banks but we'll have a
save that for another time
too bad I think we're running look into
the camera speaker but thank you too for
sharing all your stories and Patrick
thank you this is a great day
[Applause]
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