The NFL’s Kim Williams

Sorting out the touchy business of revenue sharing, stadium financing, and the salary cap are key to the future success of the National Football League.

The National Football League has scored several financial touchdowns this year. For starters, the league has signed some $24 billion in new long-term TV contracts and completed the successful launch of its own cable-channel, the NFL Network. But future success, says 37-year-old CFO Kimberly Williams, will depend on sorting out the touchy business of revenue sharing, stadium financing, and the future of the salary cap. “It’s a bit algorithmic,” she says. But Williams knows that, with some $6 billion in revenues in 2005, the league is negotiating from a position of strength. “There are worse problems to have,” she quips.

As the 86th season of the NFL comes to a close, how does it compare financially?

Over the past three-to-five years, this business has had double-digit year-over-year growth, much of it driven by very strong relationships with our broadcast and cable partners. We have renegotiated all of our television packages in the past year, save one — the Thursday/Saturday package — and the increase in the average annual rights fees is now 42 percent over the last deal. And if you exclude TV, the other pieces — licensing, international, and sponsorships — have enjoyed 34 percent year-over-year growth over the past three years.

The NFL is considered the best-run league financially. What does finance do to contribute to the success of the product?

One of the underlying strengths of the NFL is that we are a trade association, meaning that the clubs are independent entities. So there is a lot of discussion, financially, legally, and from a community standpoint, about what rights are maintained nationally. And the NFL has threaded that needle very well. Keeping rights at a national level allows the NFL to extract a premium for exclusivity in relationships with our partners while still providing other rights to the clubs that they can then exploit locally.

How do you measure your success?

We had two priorities this year: brand and cash. Obviously, brand is a little more difficult to quantify…. But this past year, we spent a lot of time educating each department about what’s on brand, what’s off, what’s the NFL’s brand, and how each department contributes to it…. Obviously, with cash, it’s much more quantitative. Our business generates a lot of net income, but what we want to know is how net income translates into cash. So we spent a lot of time looking into payment terms. We did metrics around our vendors in terms of when the value exchange occurs.

To a certain extent, the NFL is constrained by the limited number of teams and length of its season. Where will growth come from?

When you look at the history of our growth, there are some lessons. Look at something like NFL Sunday Ticket, which in the 1990s was a small piece of our business, but now is as big as, if not bigger than, our other TV packages. Our relationship with Sirius Satellite radio and the deal we just made with Sprint to deliver information through wireless platforms are other opportunities for growth.


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