The global sports market is booming. Consultancy Kearney valued the sector at US$417bn in 2025 (with an average annual growth rate of 5% since 2020) and predicted it will reach US$602bn by 2030.
Momentum is fuelled by major international tournaments, the continued expansion of women’s sports and heavy investment from Middle Eastern markets. Add in the explosive growth of live events, esports and immersive fan experiences, and it is little wonder that finance professionals are increasingly eyeing this fast-moving world for rewarding careers.
‘It offers dynamism, visibility, impact, enjoyability and respect’
It is a sector where commercial strategy meets public spectacle, and where finance decisions ripple out to millions of fans. Faras Muhammad FCCA, adviser to the CEO at Saudi Arabia-based media and entertainment business SMC Vibes, says the industry’s dynamism is a major draw. ‘What I enjoy most about working in the sports and entertainment sector is the unique combination of dynamism, visibility, impact, enjoyability, and the most important aspect is the respect.’
Scale and visibility
What makes sports entertainment distinctive as a career environment is its very public nature. Live events, league fixtures, sponsorship deals and media rights are all subject to intense scrutiny and rapid shifts in sentiment. ‘Decisions are not only financially significant but also directly impact brand perception, fan experience and stakeholder engagement,’ says Muhammad.
This visibility creates a working culture where timing, commercial intelligence and stakeholder management are every bit as important as technical skills. Finance teams operate at the centre of the action, turning unpredictable variables – from attendance patterns to performance metrics – into strategic decisions.
What do you do?
Finance professional roles in the sector vary widely, reflecting the blend of sport, entertainment, technology, tourism and hospitality. Typical functions include:
Revenue management: analysing and forecasting income across ticketing, merchandising, broadcasting, hospitality, concessions and partnerships, which is now a specialised discipline in many organisations.
Financial planning and analysis: managing budgets for major events, capital investments, facilities, talent payments and operational planning.
Commercial finance: evaluating sponsorship proposals, structuring rights deals, proactively monitoring, managing and coordinating payment collection, and supporting negotiations with global brands.
Operations and project finance: ensuring the financial viability of large-scale events, from concerts to tournaments, often working closely with logistics, venue operations and marketing teams.
Muhammad’s own role blends commercial, financial and strategic analysis. ‘My responsibilities include analysing revenue streams, assessing investment opportunities, reviewing partnership and sponsorship proposals, monitoring financial performance and providing insights. A key aspect of the role is acting as a cross-functional bridge between finance, commercial, legal, and operations to drive timely execution and to optimise business growth.’
Skills in demand
As in many fast-evolving sectors, employers look for hybrid skillsets. Strong foundations in accounting and finance remain essential, but success increasingly depends on commercial insight, tech fluency, a strategist’s mindset and interpersonal abilities.
‘Employers in this sector often look for finance professionals who combine technical expertise with commercial acumen,’ Muhammad says. He highlights experience in revenue analysis, forecasting, investment evaluation and stakeholder management as especially valued.
‘Patience and adaptability are key, given the high-pressure environment’
Data literacy is also becoming indispensable. Digital fan engagement, online sales, smart venues and performance analytics generate vast datasets. Professionals who can interpret these trends – and communicate the implications clearly – gain an immediate edge.
Soft skills matter, too. Muhammad emphasises adaptability, collaboration and communication. ‘Patience and adaptability are key, given the fast-paced and high-pressure environment, while strong communication skills ensure that complex information is conveyed clearly to decision-makers.’
Experience and entry routes
While sports experience is an advantage, it is far from essential. Many finance professionals enter from industries such as telecoms, media, tourism, retail, logistics or banking, all of which mirror the sector’s commercial structure.
Entry-level roles can be found within the finance teams of clubs, event operators, sports marketing agencies, entertainment groups, venue management companies and national governing bodies. Experience in FP&A, audit, business analysis, commercial finance, business development or project management is particularly transferable.
Exposure to sponsorship analysis, digital platforms, CRM systems, cost modelling, contract evaluation or demonstrating a revenue-creation mindset – through new product ideas or monetisation strategies – can also make candidates stand out.
‘It can pave the way for broader business leadership roles’
Professional qualifications such as ACCA are highly regarded. The breadth of the qualification – spanning governance, audit, reporting, strategy and financial management – aligns well with the multidisciplinary nature of sports and entertainment businesses.
‘ACCA provides not only a strong technical foundation in accounting and finance but also access to a global network. In a sector that values both precision and commercial insight, ACCA equips professionals with the skills to navigate complex financial landscapes and make informed, high-impact decisions,’ Muhammad says.
Specialist training in analytics, digital finance, commercial strategy or project management can also enhance career prospects, as can CPD in areas such as data analytics, valuation, intellectual property or risk management.
Career progression
One of the industry’s major attractions is its breadth of progression. Finance professionals can move into senior finance leadership roles – such as finance manager, finance director or CFO – or pivot into broader commercial, operational or strategic positions.
There is a rare mix of complexity, scale and palpable excitement
According to Muhammad, the blend of financial analysis, stakeholder management and commercial exposure can ‘pave the way for broader business leadership roles beyond finance’, including senior revenue management, commercial strategy, advisory and even C-suite pathways.
The sector’s high visibility and international reach also help professionals build networks that support long-term mobility across the events, entertainment, hospitality and tourism sectors.
Sports entertainment and live events offer a rare combination of commercial complexity, international scale and palpable excitement. For ACCA members willing to blend analytical rigour with creativity, adaptability and stakeholder savvy, this is an industry capable of delivering both rapid progression and genuinely rewarding work.
