UCLA Got the Bag. Then Fumbled the Assist.

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Turn Dead Ends Into Sales

TIMEOUT. PUT THE BALL DOWN.

On August 31, UCLA announced a leadership change in athletics: Martin Jarmond was out, and former Lakers business executive Tim Harris was taking over. Chancellor Julio Frenk explained why: the department carried a significant deficit, and “its current path is not sustainable.”

That’s from UCLA’s announcement of its athletics leadership change. The university called the timeout itself. (chancellor.ucla.edu)

Now roll the film.

THE BIG TEN THREW UCLA AN ALLEY-OOP

In fiscal 2025, its first Big Ten year, UCLA collected approximately $61.3 million in media-rights revenue—more than triple its final Pac-12 media payout.

And that was before other conference distributions.

The move helped shrink UCLA’s annual deficit from roughly $51.9 million to $21.6 million. Real improvement. Give the bucket credit.

But don’t run to the locker room celebrating. WE’RE STILL DOWN TWENTY-ONE.

The Athletic’s review of Big Ten finances details the increased payout and remaining shortfall. (uk.sports.yahoo.com)

THE BENCH ALREADY SENT HELP

That remaining deficit came after roughly $31.1 million in campus subsidy was counted in UCLA’s revenue.

The fiscal 2025 scoreboard:

• Revenue: $151.8 million, including that support.

• Expenses: $173.4 million.

• Remaining shortfall: $21.6 million.

Across fiscal 2019–2025, reported annual shortfalls totaled approximately $241.1 million, according to CBS Sports’ breakdown of UCLA’s finances. (golfmeet.golf.cbssports.com)

The university rotated over to help.

The budget still gave up the layup.

Seven straight years? Coach is erasing the entire defensive scheme.

THE LOGO CAN’T SELL EVERY SEAT

UCLA reported approximately $10.4 million in football ticket revenue in fiscal 2025.

Michigan generated $67.6 million. Ohio State generated $67 million. Eight public Big Ten schools each exceeded $24 million, according to the conference’s football ticket-revenue comparison. (uk.sports.yahoo.com)

Yes, we’re watching football revenue through a basketball coach’s bloodshot eyes.

Because the business principle travels across every sport:

A famous jersey gets attention. Somebody still has to convert that attention into revenue.

You cannot send a championship banner to accounts payable.

“WE HAVE TRADITION!”

Beautiful. The invoice has a due date.

THEN THE EXPENSES STARTED PRESSING

Travel spending reportedly climbed from $9.5 million to $14.5 million in UCLA’s first Big Ten year—approximately 53%. That included nonconference football trips to Hawaii and LSU, so every extra dollar cannot be assigned to the conference move.

Reporting on UCLA’s first Big Ten financial year lays out those costs. (sports.yahoo.com)

You expanded the schedule across the map.

The airline expanded the bill.

Then Berkeley checked into the game: $10 million annually from UCLA for three approved years, covering 2024–25 through 2026–27, with future support subject to review.

The Daily Bruin’s coverage of the Regents’ decision explains the arrangement. (wp.dailybruin.com)

That’s another defender waiting at half court.

DON’T HAND THE PLAYERS EVERY TURNOVER

UCLA committed to the maximum $20.5 million in athlete revenue sharing for 2025–26, beginning July 2025.

Read UCLA’s own revenue-sharing announcement.

That creates another significant expense. But those payments began after the seven fiscal years covered by the $241.1 million figure. (uclabruins.com, abc7.com)

CHECK THE GAME CLOCK BEFORE YOU BLAME THE ROOKIE.

The financial problems were already on the floor.

And changing leadership carries its own cost: Jarmond reportedly departed with $6.5 million remaining on his contract, according to ESPN’s report carried by ABC7. (abc7.com)

Even the substitution required a calculator.

THE ATHLETIC ENTREPRENEUR’S PLAYBOOK

UCLA’s Big Ten move brought substantial revenue and reduced the annual deficit. It also demonstrated how much work remained after the bigger check arrived.

For anybody building a sports business, the assignments are clear:

1. Budget from dependable revenue.
Separate what customers, partners and contracts reliably generate from money someone else contributes to cover the gap.

2. Price the whole expansion.
A bigger market brings travel, staffing, operations and contractual obligations. Calculate what remains after those costs.

3. Give revenue targets an owner.
Ticket sales, sponsorships and licensing need accountable people, deadlines and measurable results. “We’re a big brand” is not a sales forecast.

4. Use emergency support to fund a defined recovery.
Set milestones for reducing the gap. Otherwise, the rescue becomes next year’s starting lineup.

UCLA’s lesson is expensive and straightforward: a larger payout helps, but sustained financial health requires revenue and spending to work together.

Get the customers in. Control the commitments. Track the margin.

Then celebrate the bucket when the scoreboard says you’re actually ahead.