Why Game-Day Revenue Doesn’t Mean Same-Day Cash

Watch more: Need to Know With Priority’s Brendan Kirsch

On a sold-out Friday night, a modern sports venue becomes a small city.

Tens of thousands of people arrive within a narrow time window. They buy tickets, merchandise, food, drinks, parking and experiences. Dozens of vendors transact simultaneously.

From the outside, this looks like a dream scenario. There’s massive demand, premium pricing and predictable crowds. But from the inside, peak-demand events expose some of the most fragile aspects of a business’s financial infrastructure.

“Sports teams aren’t financially fragile by any means,” Brendan Kirsch, senior vice president of commercial partnerships at Priority, told PYMNTS. “But they are financially asymmetric. They deal with these lumpy revenues, front-loaded costs, limited control, emotional stakeholders and league constraints.”

This can mean that while revenue surges fast, it can frequently vanish just as quickly when the final whistle blows.

It’s against this backdrop that live-event economies and professional sports, in particular, offer a uniquely concentrated case study in cash flow resilience, Kirsch said. They show what happens when revenue is extreme, temporary and distributed across many stakeholders with different settlement schedules and incentives.

They also highlight why payments have become a strategic concern for teams, venues and leagues.

When the Crowd Roars but the Cash Lags

The increasingly widening gap between earnings and cash has become one of the defining challenges of the pro sports industry. But the mismatch between when money goes out and when it comes back in is not incidental; it is structural. Expenses such as player payroll, travel, game-day labor and security all hit immediately and often together. Revenue often arrives later, on staggered cycles, and under different contractual rules.

“Revenues are up across most leagues, but more teams are operating with thinner margins, and liquidity risk is actually higher,” Kirsch said, adding that many teams rely on short-term borrowing or direct ownership infusions to smooth timing gaps.

Player salaries are a major driver. They continue to rise faster than controllable revenue, with more long-term guarantees locking teams into cash commitments that can distort planning for years. Salary caps don’t always rise smoothly, and luxury taxes penalize aggressive spending.

“One bad contract can distort cash planning for a really, really long time,” Kirsch said.

Media revenue, once the great stabilizer, is no longer as predictable, he said, adding that the regional sports networks that once represented more than 30% of team revenue are under strain from cord-cutting and streaming fragmentation.

This can mean that payment cycles are shorter, contracts are renegotiated midstream, and in some cases, teams may not be getting paid at all. The result of the drying up of traditionally relied-upon media revenue visibility can shrink financial forecasts from a decade to just a few years, or less.

Why POS and Payments Suddenly Matter

For years, payments in professional sports and live events were treated as infrastructure, something necessary, invisible and, as a result, relatively underoptimized. Fans stood in long lines, paid in cash and missed the game. Settlement was slow. Data was sparse. Teams knew little about who their fans were beyond ticket scans.

Teams are typically the merchant of record for tickets and sponsorships, but not for much else. Concessions, merchandise and parking often run through third-party vendors who control the transaction flow. Revenues pass through those vendors’ accounts before making their way back to the team.

“That settlement timing can range from a couple days to a couple weeks, which adds a pretty significant layer of cash complexity,” Kirsch said.

Modern systems have changed that equation with faster checkout times able to increase per capita spend, thanks to mobile ordering and the advent of cashless venues.

“A smoother checkout process literally means more beer sold in the third quarter,” Kirsch said, adding that when the Atlanta Falcons opened Mercedes-Benz Stadium and went cashless, per capita spending jumped 20% while checkout times dropped 40%.

The more profound shift may be in data. Today’s payment platforms connect concessions, ticketing and customer relationship management systems, turning transactions into ongoing interactions. Teams can see who spends, where and on what, then use that insight to optimize staffing, pricing and targeted offers.

“A transaction really becomes the beginning of a relationship, not the end like it used to be,” Kirsch said.

A Business Built for the Long Game

What can teams do to manage liquidity when demand spikes?

Leading organizations are moving toward centralized cash management hubs. Instead of letting each system settle independently, they route money through a unified structure that provides visibility and control. This doesn’t necessarily mean owning every payment rail, but it does mean orchestrating them intentionally.

“What peak events expose is the difference between organizations that manage revenue and organizations that manage cash,” Kirsch said. “Revenue is not the same as available cash, and that distinction matters with regard to liquidity issues.”

Ultimately, while the business of sports may be one where the roar of the crowd can mask the grind of cash in and cash out, the teams that win off the field are increasingly the ones that treat payments, settlement and timing as core strategy and not background noise.