What’s Fuelling the Resurgence in Football Esports?

Esports are a growing enterprise built on the backs of several competitive games spanning genres, generations in software and global audiences. So, why has there been a resurgence in sports simulation now?

The FIFAe World Cup 2025 ft. eFootball begins its console and mobile qualifiers on the 18th of September this year, leading up to the main soccer Esports events in Riyadh, Saudi Arabia, this December, with an unannounced prize pool.

The FIFAe World Cup 2024 ft. eFootball had a prize pool of nearly AUD $375,000, along with a peak in streaming viewership of under 415,000 between Twitch and YouTube, making it the most popular sport simulation event of the year.

Using statistics from the previous year’s prize pool and peak viewership, as well as this year’s Esports World Cup (EWC), which saw both Rocket League and EA Esports FC break peak viewership records (accumulating around 340,000 eyes), the upcoming tournament could see a higher audience count and possibly a boost in overall revenue.

To be fair, these are rookie numbers compared to the larger esports tournaments with Tier 1 viewership (League of Legends, Counter-Strike 2), which record millions of viewers and reward every major event. FIFA, Rocket League and EA Esports FC all rank in Tier 3 but are still able to be reasonably profitable.

Only a few years ago, online discourse and the investment capital of major esports teams (known as organisations), like FaZe, crashing on the stock market fuelled claims that the sub-genre sporting enterprise had died or was dying. Now, there seems to be a boost to the sport.

I believe it is due to Saudi Arabian influence in the sport and how FIFA and EA harness major revenue streams, both active and passive.

The Influence of Saudi Arabia and FIFA/EA

Esports organisations, like all sporting clubs, generate revenue from sponsorships, merchandise, licensing, etc. Depending on the popularity of the sport and them in each region will affect how much money is spent on houses (the esports form of clubs), sponsorships/partnerships, and so on. Fan engagement and stakeholders in the sport are just as important to the Socceroos as they are to the Chiefs.

Where it differs from conventional fan engagement is the monetary barrier of entry through broadcasting.

If a particular fan cannot make it to a live match, they watch it on television. If the game is played outside of their country, it’s usually going to be broadcasted on paid television, unless free-to-air channels can secure deals which cost millions of dollars for a multi-year licence.

Esports are practically free for viewers to watch through streaming services like Kick and Twitch, whose individual channels are owned by venue organisers and esports governing bodies who gain revenue from advertising, with kickbacks to the streaming service. And since the majority of esports fans are Gen Z, they are less likely to have disposable funds to pay to watch tournaments.

Saudi Arabian stakeholders in the Saudi Esports Federation, and partnerships FIFAe (the esports branch of FIFA) and EA among others, control the streaming rights and venue of the World Cups to present Saudi Arabia as the hub of esports.

The country’s governing body also gains ticket sales from tourists and attendees, funnelling revenue into the sport and increasing prize pools each year. The kingdom has also invested over AUD57 billion into the sport, which is estimated to create over 39,000 esports-related jobs by 2030, though the Asian and United States markets are much larger in overall fanbase.

However, the sport cannot run properly without every few years a new or updated title to release alongside events. The new soccer game, EA SPORTS FC 26 is set to release soon and though it won’t be played in the tournament, EA are set to see a spike in purchases before, during and after the World Cup finishes.

Electronic Arts had a hands-off approach in the early days of esports, letting competitions use licensed titles as the developer/publisher saw a correlation between the esports events and upticks in microtransaction purchases. In recent years, they have heavily promoted FIFA players to buy ‘packs’ with playable footballers from across the game to add to your roster.

Though FIFA and EA ended their esports partnership in 2023, they still have a working relationship via licencing rights ranging from player’s likeness to simulated leagues from around the world, as well as recreations of famous football grounds and kits.

FIFAe’s and EA’s steady stream of revenue from the tournaments derive from fans buying FIFA-related merchandise and electronic player packs for team builders in FIFA-licenced videogames.

The accumulated revenue will also see itself be put into organisations who are sponsored by either group, as well as the passive use of clubs in-game essentially being free advertising for the used football club.

Overall, the Saudi Esports Federation, FIFAe and EA have created a perfect storm which may bring the sport up to Tier 2 in the next few years.

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Football must set financial rules of engagement following FIFA Forward Enterprise crisis

Never before has football had such deep access to capital, or faced such complex questions about what that means for the future of the sport.

Private equity firms are investing in clubs, institutional investors are moving into stadiums and sports infrastructure, and clubs are looking beyond broadcasting and matchday revenue towards property, hospitality, entertainment and technology.

The question is no longer whether football needs investments. It’s what happens when investment starts influencing the way the game is run.

The issue came sharply into focus this year when FIFA proposed creating FIFA Forward Enterprise, a new FIFA-owned subsidiary that would bring together its commercial and event operations. The concept would effectively place the World Cup, the crown jewel of global football and FIFA’s blue chip stock, inside an investable structure. 

The proposal envisaged raising up to $6 billion by selling minority, non-controlling stakes in the subsidiary to external investors, based on an initial valuation of $29 billion. FIFA said the additional capital would help increase development funding for its 211 member associations.

The proposal triggered a governance crisis, while major questions about Gianni Infantino’s tenure as FIFA President continue.

UEFA, CONCACAF and (to a lesser-extent) the AFC were among the confederations to object, variously stating they had learned about the proposal through media reports rather than through FIFA’s own consultation process.

Amid a firestorm of criticism, the proposal was ultimately abandoned.

Now, Gianni Infantino has proposed an independent review of the organisation’s governance framework for major strategic initiatives, including how responsibility is divided between the president, Bureau, Council and Congress.

That makes this bigger than one investment proposal.

It’s a debate about who should control football’s commercial future.

Capital isn’t the enemy

There is an obvious argument in favour of private investment.

Football is an expensive business.

At club level, the relationship between capital and football is becoming increasingly sophisticated and complex.

RC Lens recently brought infrastructure investor Entrepreneur Equity Partners into its ownership structure, with the club saying the investment will fund development around the Stade Bollaert-Delelis and help create new revenue opportunities beyond matchdays.

Alas, there is a cost that comes with the capital. 

Investors ultimately expect a financial return. This won’t always conflict with supporters’ interests, but it can create different priorities.

Whereas a supporter might value affordability, identity and competitive success, an investor might instead look at property development, hospitality, commercial growth and the long-term value of an asset.

Neither perspective is inherently wrong.

But problems begin when financial objectives and football objectives stop overlapping and start pointing in different directions.

The ownership question

Chelsea provides a useful example of how quickly football ownership can change.

Clearlake Capital has now taken full control of the London club after acquiring the stakes previously held by Todd Boehly and Mark Walter, in a transaction that values the club at around $9.5 billion including debt. Todd Boehly only invested in the club four years ago.

That does not mean Chelsea’s new ownership structure is better or worse than before.

It demonstrates something important about modern football.

Football is becoming an asset class

That is perhaps the biggest change.

Football is no longer simply something wealthy individuals buy because they love the sport.

It is increasingly being viewed by institutional investors as an asset class with multiple potential revenue streams.

That means the investment opportunity can extend beyond owning a club.

There is private capital in stadiums, infrastructure, media rights, technology, sponsorship businesses and surrounding property.

It also explains why the FIFA proposal was so significant.

FIFA was effectively exploring whether the enormous commercial value of its competitions could be packaged into an investable structure.

FIFA argued investors would hold minority positions and would not receive control over sporting decisions or governance. It also argued the additional commercial value could increase funding available to football associations around the world.

That is a legitimate commercial proposition.

But once an asset is valued in the billions and external investors are being invited to participate, questions about control inevitably follow.

Who decides which commercial opportunities are pursued?

What happens when investors want one thing and football stakeholders want another?

And perhaps most importantly, who ultimately gets the benefit from football becoming more valuable?

The danger isn’t investment. It’s misalignment.

Football should not pretend it can grow without capital.

Football today requires enormous amounts of it.

The challenge is ensuring investment strengthens the sport rather than gradually redefining what the sport means to fans.

There are good reasons for clubs to develop their stadiums, diversify revenue and attract institutional capital.

There are also good reasons for supporters, players, federations and communities to ask what they receive in return.

FIFA’s recent episode demonstrates how quickly these questions can become political as well as financial.

The fact FIFA is now considering an independent governance review following such backlash shows the debate is not simply about whether the investment proposal was commercially sensible, but also about how decisions of that scale should be made.

That may be the most important question for football’s next financial era.

Private capital is here to stay. The tap isn’t turning off.

So, it’s critical football determines its rules of engagement before the next billion-dollar proposal lands on the table.

One Football: Why This Australia Cup Final Means More Than a Trophy

South Melbourne versus Melbourne Victory is more than a long-awaited rivalry. It is an opportunity to unite Australian football around its history – and its future.

On 10 October, South Melbourne FC and Melbourne Victory will walk onto AAMI Park for an Australia Cup Final that represents far more than a trophy.

It brings together two proud clubs from different chapters of Australian football’s history.

One is among the most successful clubs of the former National Soccer League era. The other has become one of the defining clubs of the A-League era.

The atmosphere will be extraordinary. The rivalry will be genuine. The football will be fiercely contested.

Such is the anticipation surrounding the match that it also has genuine potential to break the modern Australia Cup Final attendance record of 18,751, set at the same venue in 2016.

That would represent much more than a number on a crowd sheet. A record attendance would send a powerful message about the public appetite for meaningful fixtures, authentic rivalries and competitions that connect every level of Australian football.

But this final can – and should – mean even more.

It presents Australian football with an opportunity to bring its past, present and future together.

It is an opportunity to dismantle the tired and damaging distinction between “old soccer” and “new football”.

Most importantly, it can demonstrate what becomes possible when the entire game is connected.

We Cannot Build the Future by Discarding the Past

Australian football needed reform at the beginning of this century.

The game required stronger governance, greater professionalism, better commercial structures and a national competition capable of reaching new audiences.

The establishment of the A-League in 2005 opened an important new chapter. It created clubs, rivalries and major occasions that have contributed enormously to the development of the professional game.

But somewhere during that transformation, the idea took hold that Australian football could only move forward by separating itself from much of what had come before it.

The labels “old soccer” and “new football” became a fault line.

Too many clubs, supporters, volunteers and communities that had carried the game for decades were made to feel that their history was no longer welcome at the top table.

In creating something new, the game sometimes appeared determined to dispense with everything associated with its past.

That included the clubs and development pathways that identified, nurtured and produced many members of Australia’s Golden Generation.

Australian football should never be embarrassed by that history.

It is one of our game’s greatest competitive advantages.

Traditional clubs were built by migrant communities that brought their passion, culture and football knowledge to Australia.

They established clubs, built grounds, developed players, created lifelong supporters and sustained the game when it received little mainstream attention or investment.

These communities did not merely support Australian football.

They built it.

Recognising that contribution does not require us to reject the progress made during the A-League era. Both can be true.

The game needed to evolve, but it did not need to marginalise its foundations to do so.

This Is Not “Old” Against “New”

It would be easy to promote South Melbourne against Melbourne Victory as “old soccer” meeting “new football”.

It might create a convenient headline, but it would miss the greater significance of the occasion – and perpetuate a division the game must leave behind.

South Melbourne is not a relic from Australian football’s past.

It is a living and ambitious club with generations of supporters, a distinguished record of national success and an enduring role in developing players and representing its community.

Melbourne Victory is not separate from Australian football’s history.

It is another important chapter in it – a club that has built an enormous following, delivered some of the country’s most memorable sporting occasions and demonstrated the scale that professional football can achieve in Australia.

These clubs were created in different eras, but they belong to the same game.

The future of Australian football is neither “old” nor “new”.

It is one football.

Supporters Want a Connected Game

This final arrives at a time when the appetite for a properly connected football pyramid is becoming impossible to ignore.

Supporters want clubs to have something meaningful to aspire to.

They want success on the field to create opportunity.

They want to see a genuine connection between grassroots football, state competitions, traditional clubs, national competitions and the professional game.

A connected pyramid is about more than promotion and relegation.

It is about unlocking aspiration, investment, relevance and growth throughout the sport.

When clubs can see a pathway forward, they invest in facilities, coaching, academies, commercial capability and community engagement.

When supporters believe their club’s journey can lead somewhere, they become more deeply invested.

When local rivalries carry national consequences, new audiences, media attention and commercial partners follow.

That energy already exists throughout Australian football.

Our opportunity is to harness it.

The Platforms Are Demonstrating What Is Possible

The Australia Cup has repeatedly shown what can happen when clubs from every level are given the opportunity to compete on a national stage.

It connects the grassroots and professional game. It creates genuine jeopardy. It brings national attention to clubs, grounds and communities that rarely receive that level of exposure.

It also produces compelling stories that cannot be manufactured through marketing alone.

The Australian Championship represents another important step. It gives some of the country’s most historic and ambitious clubs a new national platform and creates a stronger bridge between state-based football and the professional game.

Neither competition should be viewed in isolation.

Together, the Australia Cup and Australian Championship can help reconnect the game, restore national relevance to important clubs and build momentum towards a more integrated competition structure.

They also demonstrate something commercially significant.

These communities are not simply part of football’s history. They are active audiences with passion, identity, purchasing power and an enduring commitment to their clubs.

When those communities are respected and properly engaged, they respond.

That creates value for broadcasters, commercial partners, governments and the wider professional game.

A Perspective Spanning Different Eras

My perspective has been shaped by experiencing Australian football across different clubs, competitions and eras.

I served as CEO of South Melbourne Soccer Club during one of the most successful periods in its history.

After leaving in 1997, I returned 12 months later for the 1998/99 season, when South secured its second consecutive national championship under Ange Postecoglou.

Nearly two decades later, in 2015, I returned to the professional game as CEO of Perth Glory in the A-League.

I subsequently joined Football Australia as a senior executive, where I played a key role in strengthening the Australia Cup as a national platform and developing the Australian Championship.

That journey has reinforced my belief that Australian football’s future will not be secured by choosing one part of its history over another. It will be secured by bringing the best of every era together.

The game will fulfil its potential when it connects its professional clubs, traditional clubs, grassroots participants, diverse communities and national teams within a coherent and ambitious system.

This is not about returning to the past.

It is about carrying the best of our history into a stronger future.A newsletter titled 'Blues News' from August 1997, featuring a farewell message from the CEO of the South Melbourne Soccer Club and details about membership campaigns, upcoming soccer season preparations, and calls for community support.

A page from a newsletter discussing upcoming events for the 1997/98 Ericsson Cup season, including a farewell message from Peter Filipoulos, the Chief Executive Officer, and details about support for the team at Bob Jane Stadium.
South Melbourne Soccer Club newsletter, 1997. After stepping down as CEO, Peter Filopoulos returned 12 months later for the club’s 1998/99 national championship season.

More Than a Final

On 10 October, AAMI Park – the spiritual home of football in Melbourne—should become the stage for more than an Australia Cup Final.

It should be a celebration of the people and communities that built the game, the progress achieved during the professional era and the possibilities presented by a connected future.

South Melbourne supporters should be proud of what their club has contributed to Australian football and excited about what may lie ahead.

Melbourne Victory supporters should celebrate what their club has built and the role it continues to play in growing the professional game.

Every Australian football supporter should be able to look at this occasion and see something bigger than a contest between two clubs or two eras.

This final is not “old soccer” against “new football”.

It is Australian football – proud of its entire history, united around its future and ready to unlock its true potential.

One game. One history. One future.

One football.

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