Youth Sports Business: Market Data and Industry Guide

The global youth sports market reached an estimated $56 billion in 2025 and is projected to hit $154.5 billion by 2035, a compound annual growth rate of 10.68% according to Business Research Insights(opens in new tab). The United States accounts for the largest single share at over $40 billion.

These numbers are driven by roughly 27 million American children in organized sports, each generating an average of $1,016 per year in family spending. That per-child figure has risen 46% since 2019 according to a 2025 Project Play survey(opens in new tab), roughly double overall U.S. inflation over the same period. For a full breakdown of participation numbers behind these dollars, see our youth sports statistics overview.

U.S. Market Dominance

The U.S. share of the global market is disproportionate to its population. Three factors explain this: widespread travel team culture, a fragmented system of private clubs rather than government-funded programs, and the college scholarship pipeline that motivates families to spend more at younger ages. Countries with centralized, publicly funded youth sport systems (much of Europe, Australia) spend far less per family.

Youth sports is not a single business. It is a collection of overlapping segments, each with its own revenue model, growth trajectory, and competitive landscape. The table below outlines the major categories.

Facilities and Venues

Indoor sports complexes are one of the fastest-growing segments. Companies like Sports Facilities Companies and private developers are building multi-sport venues that combine turf fields, hardwood courts, and tournament hosting. These facilities generate revenue through rental fees, league hosting, tournament registration, and concessions. The economics work because they operate year-round regardless of weather.

Leagues and Tournaments

Travel ball circuits and tournament organizations generate revenue from registration fees, sponsorships, and venue partnerships. AAU basketball, USSSA baseball, and club soccer operate as businesses even when structured as nonprofits. Consolidation is increasing as larger organizations acquire regional tournament operators.

Technology Platforms

Software for registration, scheduling, communication, and performance tracking has grown from a niche market to a core part of youth sports operations. Platforms cover everything from team management and payment processing to video analysis and athlete development tracking. The technology segment benefits from recurring subscription revenue and low marginal costs.

Private Coaching and Training

Position-specific coaches, speed and agility trainers, and specialized camps represent a large and growing segment. Private coaching costs between $50 and $200 per hour in most U.S. markets. The growth tracks directly with college scholarship competition: as admission becomes more selective, families invest earlier in specialized development.

Sports Tourism

Amateur sports tourism (including youth, adult recreational, and college events) generated $52.2 billion in direct economic impact according to Sports ETA's 2023 industry report(opens in new tab). Youth tournaments are the largest single driver, with families spending on hotels, dining, and transportation for weekend travel events. Cities actively compete for tournament hosting rights, building dedicated sports complexes as economic development tools.

Private equity discovered youth sports in a serious way during 2024-2025. Sportico reported that youth sports was 2025's breakout M&A theme(opens in new tab), with multiple deals involving facility chains, technology platforms, and league operators.

Why Private Equity Is Interested

Youth sports checks several boxes that attract institutional capital: recurring revenue (seasonal registrations), low customer churn (families re-enroll year after year), fragmented competition (thousands of small operators), and a market growing faster than GDP. Private equity firms see an opportunity to consolidate small operators into larger, more efficient businesses.

The Privatization Trend

Historically, youth sports operated through municipal recreation departments, school districts, and volunteer organizations. The shift toward privately owned facilities, paid coaching, and for-profit leagues has accelerated over the past decade. This privatization brings investment in better facilities and coaching but also raises costs and concentrates access among families who can pay.

Youth Sports Business Reports

Several industry tracking sources publish annual data on the youth sports market. The Aspen Institute's Project Play publishes the most widely cited public report (State of Play). WinterGreen Research publishes paid market sizing reports. Sportico covers investment activity and M&A. These reports collectively show the same trend: rapid commercialization of what was once a primarily community-run activity.

The growth of youth sports as a business has created real problems alongside the investment and infrastructure. Three stand out.

Cost Barriers Are Widening the Access Gap

At $1,016 per child per year (significantly more for travel and club sports), cost is the primary barrier to participation. The income-based participation gap has reached 20.2 percentage points: children from the wealthiest families are nearly twice as likely to play organized sports as those from the lowest-income families. Rising costs push lower-income families out entirely rather than into cheaper alternatives.

For the full scope of these demographic gaps, including state-by-state comparisons and racial disparities, see our participation statistics analysis.

The "Youth Sports Industrial Complex" Critique

Critics use the term "youth sports industrial complex" to describe how commercialization has shifted the purpose of youth athletics from development and fun toward revenue generation. The argument: when tournament organizers, facility owners, and travel coaches all profit from more games and longer seasons, children's well-being takes a back seat to business models. Congressional hearings in recent years have examined governance and safety in youth sports organizations, reflecting public concern about accountability.

Dropout and Burnout

Roughly 70% of children drop out of organized sports by age 13. While the reasons are complex (lack of enjoyment is the top factor according to peer-reviewed research), the business model contributes. Year-round seasons, travel requirements, and escalating costs create pressure that drives families away. The children who remain tend to come from families with more resources, further narrowing who benefits from youth sports investment.

Not all youth sports are growing equally. The fastest-growing segments represent both participation shifts and business opportunities.

Girls' Flag Football: The Standout Story

Girls' flag football participation at the high school level has grown 388% since the pandemic, reaching 68,847 participants in 2024-25 according to NFHS data(opens in new tab). The NFL has invested heavily in flag football development(opens in new tab), and the sport's inclusion in the 2028 Los Angeles Olympics(opens in new tab) adds a competitive pathway that did not exist five years ago. For businesses, this means demand for flag football leagues, training programs, equipment, and facility time in a segment with almost no established competition.

Volleyball's Expansion

Boys' volleyball has grown over 51% in six years at the high school level, driven by more state programs and increased visibility. Girls' volleyball remains one of the largest participation sports and continues to grow steadily. The combined expansion creates business opportunities in club programs, facility time, and training.

Where the Business Opportunities Are

The fastest-growing sports share a common feature: they are underserved relative to demand. Flag football leagues for girls are still scarce in many states. Volleyball facilities are often shared with basketball and not purpose-built. Emerging sports create openings for new programs, facilities, and technology solutions that don't require competing head-to-head with entrenched operators in basketball or soccer.

Starting a youth sports business ranges from launching a single training program to building a multi-sport facility. The common business models, in order of capital required:

Low capital: coaching and training. Private coaching, small-group training, and sport-specific camps can start with minimal overhead. You need coaching credentials, liability insurance, and access to rented facility time. Revenue comes from hourly rates or session packages. Most coaches start part-time alongside existing work and scale based on demand.

Medium capital: leagues and tournaments. Organizing leagues or tournament events requires more upfront investment in marketing, registration technology, venue rental, and officials. Revenue comes from registration fees and sponsorships. The key challenge is building enough participation volume in year one to cover fixed costs.

High capital: facilities. Building or leasing dedicated sports facilities requires significant capital, typically $1 million or more for indoor complexes. Revenue comes from multiple streams: league hosting, rentals, training programs, tournaments, and concessions. The economics improve with year-round utilization and multi-sport programming.

Common Steps Across All Models

• Research local demand: What sports are underserved? What do families want that isn't available?
• Get proper insurance and legal structure (LLC or nonprofit depending on model)
• Set up registration and payment systems before you start marketing
• Price based on local market rates, not national averages
• Start with one program or season and expand based on results

The commercialization of youth sports affects coaching at every level, whether you run your own program or coach within someone else's organization.

Rising Costs Change Who Shows Up

When program costs increase, roster composition shifts. Coaches in areas with rising fees should watch for narrowing demographic diversity on their teams. Equipment sharing programs, scholarship spots, and partnerships with community organizations can help maintain access for families priced out of the market.

Parents Expect More When They Pay More

As family spending approaches $1,000+ per child per year, expectations rise. Parents want to see development, not just participation. Coaches who track individual progress and communicate it clearly build trust and reduce conflict. Knowing the business context helps you understand why a parent might ask "what am I paying for?" and respond with evidence.

Development Tracking in a Business Context

When programs charge significant fees, documenting athlete development becomes both an educational best practice and a business necessity. Tracking skills over time, providing structured feedback, and showing measurable progress are what separate programs that retain families from those that lose them. Tools like Striveon's athlete evaluation system help coaches record skill assessments consistently, giving families and athletes a clear picture of growth across seasons.