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.