# What annual expenditure range can be modelled honestly?


**A conditional planning model is possible; a verified revenue estimate is not yet available.**

The table below applies the supplied spending assumptions to the corrected customer population. The intermediate US$150,000 case is a desk-selected sensitivity point, not a measured average or midpoint forecast.

| Annual external spend assumed per club | US-only: 43 clubs | MLS and NWSL including Canada: 46 clubs | Evidence status |
|---|---:|---:|---|
| **US$75,000** | **US$3.225m** | **US$3.450m** | Unvalidated lower planning input |
| **US$150,000** | **US$6.450m** | **US$6.900m** | Illustrative sensitivity case |
| **US$300,000** | **US$12.900m** | **US$13.800m** | Unvalidated upper planning input |

**Source and date:** desk calculations, **3 November 2026**. Club denominators are sourced above; expenditure inputs originate in the supplied commissioning material, whose original estimation date was not provided. These figures describe hypothetical annual expenditure at the operating-club base, not reported calendar-year purchases.

### What could materially change the result?

- **Different MLS and NWSL spending distributions.** Applying one assumption to both leagues is a simplifying device, not evidence of equal budgets.
- **Central purchasing.** Measure the central invoice and incremental club purchases without counting the same access twice.
- **Bundled uses.** A contract spanning recruitment, opposition analysis and player development needs an allocation rule before it enters a recruitment-only estimate.
- **Implementation costs.** Separate recurring access from one-off integration or migration work.
- **Partial-year purchasing.** Expansion clubs may incur setup expenditure before playing, while an annualised contract value differs from cash paid during that year.
- **Outliers.** A small population can be materially affected by a few unusually extensive agreements.

**US$75,000 is not a demonstrated spending floor, and US$300,000 is not a demonstrated ceiling.** The scenario should not be quoted externally without that qualification.

The desk also cannot convert supplier expenditure into independent-research revenue. That requires separate evidence of purchasing frequency, willingness to pay and the number of decision-makers who would commission an external evaluation.