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SportsMoney Inside The Debate Over FIFA’s $20 Billion Private Equity Plan For The World Cup By Clemente Lisi ,
--:-- / --:-- This voice experience is generated by AI. Learn more . This voice experience is generated by AI. Learn more . Summary FIFA President Gianni Infantino proposes selling a 20% stake in a new $20 billion subsidiary managing World Cup commercial rights to private equity, led by Thrive Capital. The plan offers FIFA's 211 member associations $20 million each for approval by Sept. 19. This faces swift backlash from UEFA, AFC, and CONCACAF, with UEFA threatening a boycott, asserting "the World Cup is not FIFA's to sell." Critics fear increased commercialization, calendar congestion, and profit prioritization over player welfare. Infantino leverages smaller federations' votes, who benefit greatly, to counter opposition from powerful confederations like UEFA, intensifying a power struggle within global football. The move could transform FIFA into a corporate entity, raising fundamental questions about its future identity and Infantino's long-term role.
FIFA President Gianni Infantino has never lacked ambition. During his decade as head of soccer’s world governing body, he has expanded the World Cup, created an enlarged Club World Cup, increased prize money and transformed FIFA into one of the wealthiest organizations in global sports.
Now he is pursuing what could become the most consequential decision in FIFA’s history: Inviting private equity investors to own a stake in the commercial future of the World Cup .
The plan goes beyond financial restructuring. It represents a fundamental debate over who should control the game’s most valuable tournament and whether FIFA is evolving from a nonprofit organizations into something resembling a multinational entertainment brand.
The backlash has been swift. UEFA declared that “the World Cup is not FIFA’s to sell.” As a result, they have threatened to boycott the next World Cup in 2030. Other confederations have also publicly complained, including the AFC and CONCACAF.
The speed and intensity of the resistance shows that many of the world soccer’s power brokers view the plan as an existential challenge rather than merely another commercial initiative.
At the heart of the proposal is a new subsidiary valued at $20 billion that would manage FIFA’s commercial rights. Private investors would own 20% of the venture, led initially by Thrive Capital (the investment firm founded by Joshua Kushner, the brother of President Donald Trump’s son-in-law), with J.P. Morgan overseeing the fundraising process. In exchange, FIFA’s 211 member associations would each receive an immediate $20 million payment , if they approve the plan by Sept. 19.
The financial incentive is a way for Infantino to get this plan approved. For many smaller federations, the additional revenue over the next four-year cycle represents transformational money. It can fund youth academies, training centers, coaching education and infrastructure that otherwise would be impossible to finance.
Infantino understands FIFA’s political math better than anyone. Every member nation — 211 in total — receives one vote regardless of whether it is Spain or San Marino. The smallest federations collectively possess far greater electoral power than Europe’s traditional heavyweights.
Since his election in 2016, Infantino has consistently strengthened his position by increasing development funding to these smaller national associations. This proposal follows the same blueprint, only on a much bigger scale. Infantino said passage of the proposal would unlock a $10 billion funding package and provide each federation with up to $40 million during the 2027-30 cycle.
This dynamic helps explain why UEFA may struggle to stop the plan through FIFA’s democratic process. Europe generates much of soccer’s commercial value, but it controls only 55 of FIFA’s 211 votes. Unless other confederations unite in opposition, Infantino likely has the numbers to prevail.
The deeper concern among UEFA is that private equity changes the incentives governing world soccer. Investors expect returns. Once outside capital owns a portion of FIFA’s commercial rights, pressure inevitably grows to increase revenues, maximize broadcast value and create more inventory for sponsors.
That could accelerate trends already reshaping the sport. For example, the World Cup has expanded from 32 to 48 teams. The Club World Cup has become a month-long tournament featuring 32 clubs. Women’s tournaments also continue to grow. Calendar congestion has become one of the sport’s biggest issues, with clubs, leagues and players complaining about excessive workloads.
Private investors would encourage further expansion. More matches means higher TV revenues. Tournaments with more teams attracts more sponsorship. These objectives align with investment returns, not necessarily with competitive balance or player welfare.
What became the norm at this summer’s World Cup — dynamic ticket pricing, increased in-game advertising, more commercial interruptions and additional sponsor-driven innovations — would become easier to justify in the future when investors ask for more growth. The World Cup risks becoming less a sporting festival than a premium entertainment asset optimized for maximum profitability.
The plan has also intensified an ongoing power struggle within the sport. UEFA and South America’s CONMEBOL have long dominated soccer through competitions like the Champions League, European Championship and Copa America. FIFA, by contrast, has sought to expand its influence beyond the World Cup by creating new tournaments and increasing its commercial footprint.
The private equity proposal would give FIFA unprecedented financial resources to compete directly with these two confederations. That prospect alarms those in Europe, who fear FIFA could increasingly challenge their competitions for space on an already overcrowded calendar.
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