# Scaling Event Infrastructure for Economic Impact

**Podcast:** Masters of Scale
**Published:** 2026-02-19

## Transcript

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I don't think I really fully realized how visible this space was going to be and how political it was going to be.
I had no idea.
To say that pulling off an event as large as the Super Bowl is a massive multi-year project, maybe the understatement of the year.
So when Zeilene Jamohammed was given the opportunity to bring the big game to the Bay Area, she knew it would need some startup style energy with monster scale to follow.
And when someone gives me a blank canvas and says, hey, I have an idea and I don't know all the answers.
For some reason, I'm attracted to that.
Why do you think that is?
Because I'm crazy.
This is Masters of Scale.
I'm Jeff Berman, your host.
This week on the show, Zailene Jamahamed.
Zailene, who goes by Z is the CEO of the Bay Area Host Committee.
The Bay Area Host Committee is the not-for-profit behind the scenes, making sure events like the NBA All-Star Game, FIFA World Cup, and the Super Bowl alone is expected to generate more than half a billion dollars for the Bay Area.
Z and I dig into what it takes to juggle the local politics, the maddening logistics, and the myriad stakeholders involved in hosting these iconic events.
I am so grateful she squeezed in time to speak with us in San Francisco the day before the big game.
See, welcome to Masters of Scale.
I'm excited to be here.
You are right near the end of a pretty brutal stretch.
Uh we are recording this the day before the Super Bowl.
How are you holding up?
I feel good.
I'm tired.
Um, but it's been such a journey to get to even this point that I have like this really interesting feeling of like relief and just pride.
Really grateful for the cities that have come together to make this happen.
We have a couple days to go, but it feels really good.
Yeah, you gotta you have to run through that finish line.
I will say, having worked at the NFL and being a pretty big Rams fan, not my first Super Bowl week.
I've been here all week.
The Bay Area in general and San Francisco in particular has really been flexing this week.
So congrats.
Yeah, what I've seen come out of the Bay has been just incredible this week from just the operations and logistics and walking down the street and seeing police officers, friendly and welcoming and doing their job, and all of the communities coming together.
It's been everything that I wanted to see, everything that we'd planned for, but you don't know what's going to happen until you kind of see it take place.
When we were talking about having you on the show, I had it in my head initially that you were kind of like almost a pop-up CEO.
It's like, okay, well, it's Super Bowl, and then it's World Cup, and then this thing shuts down.
It's almost like running a political campaign.
Yeah.
But but it's not, right?
Because the Bay Area Host Committee is going to be a persistent organization to help bring more of these events to the Bay.
Give us like what is the Bay Area Host Committee and why were you drawn to take this role?
Yeah, I have lived in the Bay since 2006.
So, you know, originally Canadian, but moved out here 20 years ago now.
And I didn't actually even know that we didn't have a long-standing sports commission.
And I give a lot of credit to my board, which includes the presidents of all the Bay Area professional sports teams, which in itself is a unique value proposition.
I don't think that exists in any other market where all the professional sports teams come together to do something collectively.
So, you know, Al Guido kind of led this initiative, which if you know Al, he is from the 49ers.
From the 49ers, now the CEO of the 49ers.
He is a force.
And when something gets into his head of, you know, something that's needs to be done for sport and for the region, you're not gonna mess around with him.
And so he brought this group together.
And the first event that they bid for and won was the World Cup.
And then I think they were like, Well, we're gonna need someone to lead this.
And so the host committee is essentially a 501 C6, not for profit entity.
I I know C3s, I know C4s, what's a C6?
Similar to a C three or C4, just a different kind of tax bracket, but a not for profit, which is the which is the most important thing.
And you know, the reason I I say that is our only purpose is for the economic impact and the benefit that comes back to the region.
We don't we don't share in any of the revenues from a Super Bowl.
We really want to see that economic impact come into the region.
We want to see the exposure and the visibility of the region.
We want to see the societal and community impact that comes into the region.
Our goal is to exist for the long term.
If we can't sustain ourselves as an organization and then shut down and have to relearn everything, build new relationships again, and not take advantage of the reps you have in the marketplace.
We're just starting from scratch.
So the goal is to continue.
So Al has a vision coming out of COVID, he pulls the ownership groups of the professional teams together.
What happens after that?
Tactically, they established a new set of bylaws, form a board, they brought in some independent board members as well.
Mayor Lurie was my board chair when I first started.
And then I think it was just how do we scale uh and what do we need first?
And so the first thing they did was try to figure out who their CEO was going to be.
I was at LA 28 at the time, but living in the Bay.
And you've been working with companies like Visa, who are massive Olympic sponsors and deep sport and sport marketing background.
Yeah, I and all have played a really interesting role in what I need to do today, right?
Having experience at Visa, understanding the business side and what businesses are looking for, how they measure ROI, what the buy side of the equation looks like, important.
And I would say every single organization I've been a part of along the way has basically provided something in my toolkit for me to be able to do this job, but wasn't looking Jeff to move.
I was very happy and you know working in the Olympic movement.
Does Al pick up phone and call you and say Z come serve your region?
Yeah, he basically did that.
He he found me at a conference at actually the Niners Conference.
And he was up front.
Like this is why I'm I'm reaching out to you.
Not initially, but then when we had lunch a couple weeks later, he he laid it all out.
And he had, you know, he had a really good plan in his head.
Didn't tell me then that there was gonna be a potential bid for Super Bowl at that point in time.
I think he was saving that nugget for a little bit later, but talked a lot about the World Cup.
And as a sports fan and a soccer player when I was younger, and both my kids play soccer, and just I love the Bay that much.
You know, you know.
When I walked away from that conversation, I kept thinking about it.
And when that happens, when you walk away from a conversation and it doesn't really leave you, you kind of you you know that there's something there.
So I was I was hooked right at that point.
And this was when fall of 2022.
Okay.
So if it's me, yes, um, fall of 2022.
I have this incredibly persuasive person, really interesting idea.
Um I'm a Bay Area person, it's a chance to serve my community.
All the things, but World Cup is four years away, and there's no guarantee you're gonna get a Super Bowl.
Had NBA All Star for 25 been kept.
Not been announced.
Okay, so NBA All-Star isn't done yet.
I I think I might have had some concern about like, well, what am I gonna do for three and a half years before the World Cup comes?
Here's the good news.
I joined LA 28 eight years before LA was in front of me, right?
So I think there's something that I really love about early stage.
I like to build.
Uh, and when someone gives me a blank canvas and says, Hey, I have an idea, and I don't know all the answers.
For some reason, I'm attracted to that.
And they did that at LA 28, too.
Why do you think that is?
Because I'm crazy.
No, I mean, but in all sincerity, I mean that there's there's an entrepreneurial mindset there for sure.
But for sure.
What is it about who you are, how you were raised, or where you were raised that you think led to that?
I love thousand-piece puzzles.
Like I just I love things that don't feel like they have an answer to them, and I get to create.
I think that's just part of who I am.
I think living in the bay fosters that a lot for me.
I also think that I've been raised in a way where I've had to push through some things, and it's created a a stubbornness in me.
Sometimes too much of a stubbornness, but really uh, hey, like, you think I'm not gonna figure this out, and I'm gonna figure it out.
I think that's just it's a grit that I think I have.
And that works really well when you have to build an organization.
Is there a story that is representative of where that grit comes from?
I grew up in a really traditional Indian household, and girls were expected to be a certain way.
My mom, when I was five or six years old, like put me in ballet and gymnastics and reading and all the things.
And I remember coming home one day, and I had a kind of a brochure flyer in my hand from school that was about it was minor league hockey.
And I was Canadian, and you see all you see hockey everywhere you, you know, it's how you assimilate toward to into your community.
And I handed it to my mom and she looked at me and she looks like this is we're gonna give this to your brother.
And he's gonna go play hockey, and you're gonna do the things that you're supposed to do as an Indian girl.
And I, you know, I was six.
I don't think I articulated this out loud at all, but I I was upset and just it didn't, I'm sure at that point just didn't feel right.
So I just felt let down.
And so that I think initiated a lot of the stubbornness of like, well, I like this, and you're saying I can't do this.
So somehow I'm gonna figure out how to do this.
And it was a every day sneaking my way into a gym and playing ball hockey, and then finally figuring out a way through my brother, really, to get onto the ice and play.
And at some point, my mom was like, Well, okay, well, you're gonna do it whether I like it or not.
And so she she finally got there to the point where like, you know, we'd watch women's hockey on television for the Olympics or otherwise, and I'm like, I that could have been me.
You and she's like, I feel really bad.
You know, she's gotten there today.
So fall of 22, you and Al have this fateful lunch.
He recruits you to come aboard.
When you came in, what were you inheriting?
I was employee number one.
Oh.
So I had a set of bylaws and a board.
And at that point it was just the World Cup.
And did you have a budget?
Did you have funding?
We had no funding at that point in time.
And but what we asked the teams was that they would provide our first set of seed funding, and all of them stepped up.
So we have to do that.
So how much how much did you raise in that?
About a million dollars.
So not a lot, just to kind of get me going.
And from that funding source, we had to try to scale and do all the things early on in a business, right?
Find office space, you know, find our first set of employees, build sales materials, you know, really think about what our brand was gonna look like.
Now, the great thing about being a not-for-profit that is a rooted in the bay, but also just here for the economic impact of the region is you bring on partners right away.
And we had some great ones.
One of the first people I called was JJ Carter at Fleischmann Hillard.
And I was entering a space that I don't think I really fully realized how visible this space was gonna be and how political it was going to be.
I had no idea.
And, you know, maybe two weeks in, I was like, JJ, I need help.
What version of political?
The Bay is actually a really interesting place.
You know, it's nine counties, all nine work very differently.
It's probably one of the reasons there's been no Central Sports Commission, is because it's it's actually very challenging to bring nine counties together to do like one big thing.
Super diverse region.
I love the diversity in it, but like that centralization does not happen.
And, you know, there's a lot of little brother, big brother syndrome in the Bay.
And I'm Canadian, so I feel very comfortable saying that.
I've felt it myself, but it becomes political when people are like, well, the South Bay is getting this, and we're not getting this, or Oakland's not getting this, and San Francisco's getting this.
And those sentiments are stated in the press.
They're talked about a lot.
And think about how you start an organization, right?
And the things that you need right away.
You need legal, you need a marketing agency, you need a comms agency, you need finance.
How did you land the Super Bowl?
Yeah, this one I did not see coming.
I mean, if you had Al in this chair, I think he would say to you, I knew this was gonna happen.
We just didn't tell Z initially, which he's done a couple of times.
But I walked into my first board meeting.
My first day was sometime February 2023.
My first board meeting was sometime in March.
And I walk in, somewhat intimidated by this group of people.
And you know, you're sitting in the table is like Al Guido and Larry Bear and Brandon Schneider.
You have all the team presidents sitting there.
And, you know, I'm just trying to talk to them about my vision for the organization.
I have a few slides and you know, really expected it to be more of a conversation and discussion of like what we were gonna do to host a world cup.
And the board at that point in time was like, we need to do more.
And both Al and Brandon Schneider, who's the president of the Warriors, you know, started talking about the events that they wanted to host.
And Al kind of got to it first.
He's like, we're gonna bid for a Super Bowl.
And I was like, we are we which one?
He's like, Yeah, I'm 2026.
And I was like, 2020.
Wait, hold on.
Like, I think we have another event in 2026.
He's like, Yeah, but I think we should still do it.
And so that meeting was, I don't know, middle of March.
The bid was due six weeks later, I think, or eight weeks later.
Never done a Super Bowl bid before.
You just get a folder full full of requirements that you start to, you just have to work through.
And so, you know, as a first-time CEO with a board like that, you don't actually say no.
You're like, sure, that sounds like a great idea.
And you just you again, you go try and figure it out.
The three hardest companies I've ever done deals with are Apple, Nike, and the National Football League.
And I worked at the National Football League.
Obviously, massive impact.
How big is the economic impact of the Super Bowl on the bay?
Yeah, it's gonna be around $500 million dollars.
You know, our projections show anywhere between 450 and 630.
So we'll see, you know, after the event, we'll do a post-event, but it'll be around that half a billion dollar mark.
And then there's a halo effect because it promotes the city, promotes the region, all of it.
And so there's there should be a lasting impact and particularly carrying through with World Cup and everything.
Absolutely.
So between the three events, so if you take NBA All-Star Super Bowl and the World Cup, we're projecting about a 1.4 billion dollar economic impact.
All the moving pieces here, Z.
I mean, you've got the teams and leagues that are here, you've got your board, your participants, you've got all the political factions, you've got other business leaders, you've got the NFL itself.
I mean, all the fans who come in, all the hospitality.
I mean, on and on and on.
How does it work?
The role for the host committee really is to convene, right?
And so we kind of sit in the center of bringing a lot of different parties together.
Sometimes after we do that, they continue and do some of the work on their own.
Sometimes we have to continue to be in the room.
So, you know, for example, there are 29 transportation agencies in the Bay Area.
I didn't know that again, living here.
It was just fascinating to me.
You know, our role was to bring those, those 29 transportation don't really come together often, and they definitely don't and won't come together around a sporting event unless we're gonna unless we bring them together.
Same with safety and security, right?
The NFL has a safety and security plan.
They lead the safety and security deployment, at least the planning of that from a very kind of highest level.
And then they need local PD in San Francisco.
They need and Santa Clara and San Jose.
They need state resources, they need federal resources.
We will play a part in making sure that everybody's connected in the right way and they know who the right people are, and then we'll get out of the way.
And so it really depends on the situation and what is needed.
On are we in the role every single day to do something?
Are we in the role to just convene?
And we have to figure that out and then play that accordingly.
When you do the post-mort on the Super Bowl, what will have been success?
We wanted two things to happen from a Barry Host Committee perspective.
One is, and this is outside of like making sure the game is safe and secure and people can get in and out, all of those things.
I'm not even gonna touch the operations piece of it.
One was to ensure that we weren't just focused on the game on Sunday.
And particularly because I'm not I'm a Niners fan, so like that's a little bit easier for me.
But what is it?
70,000 people are gonna be in that stadium, and the event is gonna come and go in a week, and we're gonna be off.
And so we've spent so much time trying to think through how do we make sure all of the bay, whether you're in the stadium or not, gets to experience this in some way, shape, or form.
Very intentional about spreading things out, you know, putting opening night in San Jose, having our media party on the peninsula, doing a watch party in Oakland, all the things that are happening in San Francisco.
Like it was one of the biggest learnings we had in 50 of like communities feeling like the Super Bowl wasn't part of their area or community, and and we really wanted to change that.
So that's part of it.
We've done a ton of work around legacy.
I think just this week we opened two fields or groundbroke on two fields.
We have a couple more that we'll announce our initiative is to build or refurbish a new place to play in nine counties of the Bay Area.
So, you know, really thinking about legacy impact breadth of our Super Bowl work.
So that's one all around impact.
Second is not surprisingly, making sure the story around technology and innovation was part of everything that we did.
And so, you know, yesterday we hosted the first ever Super Bowl Innovation Summit.
Which I got to be there for and was a tremendous success.
Yeah.
And you know, Jeff, like again, like it was definitely an idea early on when we won the bid, and I remember talking to league staff about doing this and said, you can't you cannot come into the Bay and not have this conversation.
You are literally taking the biggest event in sport and bringing it to the innovation capital of the world.
Like this has to happen.
And to their credit, all they said was, How?
How and when are we going to do it?
And what is it gonna look like?
And so, again, those things that you think about and you start to plan for until you see fully realized, it feels so good today that we were able to do that.
And the conversations we had in the room were incredible.
But that's just one piece, right?
Like, we've tried to instill kind of a fun tech experience all the way through a fan journey.
When you get to the airport, you'll see, you know, Steve Young and Jerry Rice and Mayor Lurie and kind of holograms.
It's a little trippy, but in holograms as they greet you, there's a tech experience that's your bowl experience, really making sure we're talking, you know, innovation in its complete form.
That was a part of our entire story.
Like we do things differently here.
We are first to market.
We are a little bit crazy, but we're proud of being that.
And we're gonna show you and tell you about what that means about being in the bay.
So I think both of those things were important to us, and I'm really happy to see that they've both played out.
Still ahead, more with Z about how she built an innovative marketplace for Olympic athletes as part of the LA 28 team.
This is Mike Nicholas, Capital One Business Customer and co-founder of Anset Uncles, a plant-based restaurant and community space in Brooklyn, New York.
And he's telling us how they started a product line.
We already had a space in the community.
The food was an extension of our lifestyle and our values.
So we know we wanted to create something that was an offshoot to that.
Our pepper sauce.
That's my grandmother's recipe.
That's like a liquid gold, right?
If someone was to approach us and ask us, what do we do?
We provide flavor.
Growing a product line is no small investment, but Mike and his wife and co-founder Nicole were able to manage with the help of their Capital One Business card.
Working with Capital One Business, we're able to leverage our limits and utilize those points, making sure we can continue the scale at the speed that we needed to go.
To learn more, go to Capital One.com/slash businesscards.
Welcome back to Masters of Scale.
You can find this conversation and much, much more on our YouTube channel.
And be sure to check out the link in the show notes to subscribe to our newsletter.
I'm in the middle of reading a book called Range by David Epstein right now.
Um do you know this book?
I know the book.
Okay, so you'll remember that the book opens with basically here's Tiger Woods, here's Roger Federer, Tiger at two has got a club in his hands and is is a prodigy, and Federer is refusing to move up a level in tennis because he wants to hang out with his buddies and you know uh shoot bull afterwards and and hang out, and they both become generational athletes.
And what range ultimately gets to is that perhaps counterintuitively, generalists have a massive advantage when it comes to solving problems that don't have obvious answers, which is something you've clearly been drawn to.
And so I I'd love to hone in in particular on one thing that you did with LA 28, because being a lifelong athlete, maybe not as good as you were, but tried, wanted to be, and certainly a huge sports fan.
Until I don't know, 10 years ago, I didn't know what the initials NIL were.
Right.
Name image likeness wasn't something that we really thought about or talked about.
And so could you talk a little bit about LA 28 and what you did with NIL and how you approached that opportunity and challenge?
Yeah, LA28 was again just a uh such a fantastic experience for me because it was a young organization when I joined.
I think I was like the 30th employee.
I think they're in the thousands now.
And it was a role, the head of innovation around monetization.
My job really was to come up with new ways for the organizing committee to make money, for the US OPC to make money, and for athletes to make money.
And so I'd spent a lot of time with Olympic and Paralympic athletes, and I they're some of the most amazing people, amazing human beings.
You know, they give up so much to represent their country.
But what I think we don't remember is that they give it up in a time of their lives where all the all of the rest of us are honing our graduating from school, honing our skill set, getting early experience in our careers, and so that when they are done competing, they're behind, right?
They haven't done all of the the first 10 years of your career, they've missed.
Right.
We don't know who the American loser is who's going to come in 14th.
That's right.
My team and I had seen kind of where the future of NIL was likely going.
And so, you know, the collegiate space in the United States is basically the training ground for team USA.
And it's a great training crown for team USA.
And so you see this convergence of these two things happening, right?
You see NIL.
We just explained what NIL is.
NIL is is name, image, likeness.
And in the collegiate space and in the Olympic space, in prior years, you know, five years ago, athletes weren't able to monetize their own name and image likeness.
So the colleges would do it or their conferences would do it.
In the Olympic movement, the national governing bodies would do it.
So USA swimming, USA track and field, or the US OPC would do it, or a sponsor would do it.
But the athlete for the most part couldn't do it or didn't know how to do it.
Right.
There wasn't an easy way for them to do it.
And so, you know, you see these two things starting to happen, right?
Athletes finishing their career, even in their moment of competing, really struggling to make ends meet.
And the training ground for Olympic and Paralympic athletes starting to move.
And we started to say, well, hold on a second.
Like if we don't prepare for this moment where those two things meet, it's not gonna be good.
And so we pitched for a long time this concept of a platform, a monetization platform where athletes and brands could basically converge and more brands getting access to more athletes and learning about their stories in a really seamless turnkey kind of software induced way would be good for everyone.
And this is almost a marketplace.
It's a marketplace.
It was really hard.
The technology for sure was hard, but making change in anything in the Olympic movement, very, very difficult.
We hear over and over and over again from people who have an entrepreneurial spirit and are working inside companies that are just not set up for them to succeed to generate the innovation, whether it's because there are systems and processes that on many levels have to be there, or because there are people protecting their own turf or their own cut.
And interestingly, often we talk to CEOs who are frustrated that they can't get the innovative ideas from the team.
What did you learn from that experience that might be useful to someone who's trying to be more intrapreneurial at a bigger company or in a bigger system?
That experience of launching AMP or the athlete marketing platform, I think taught me a lot.
It's actually been so helpful in what I'm doing today, which is it's gonna sound overly simplified, but you know, getting all of the parties in the room and being very transparent about your intent must happen and sometimes is overlooked.
So I think that was the first learning is like get the right players in the room, be transparent in what you're trying to achieve.
And then the second piece of it is like don't stop if they say no.
Because we had a lot of naysayers and people who are upset, and at some point, when you believe that what you're doing is the right thing, you just have to keep going.
I think that's what we ended up doing is there's a tendency in in a lot of different things, definitely in the Olympic movement is if someone says no, or if not all parties agree, then we're gonna pause because we need everybody aligned.
And we just at some point I was like, I actually had to push the USO PC.
I think they were about to stop.
And I was like, we are not gonna stop.
We've already invested all of these dollars.
The athletes are excited.
Let's just go.
Even if we test and change, we gotta just go.
So I think you know, all of those things have made me a better CEO today because there's things that we've done, even in what we're experiencing this week that I think we had some naysayers, and we were like, this is what we believe in, and we think it's right, and we're gonna go.
NBA All-Star February of 25, Super Bowl February 26, World Cup summer 2026.
What happens next?
I know I'm getting that question a lot right now.
We're gonna take a little break because we need it.
And then really, you know, reevaluate number one, how the organization looks and what what you know, how we move forward.
But number two, the the bids that are sitting in front of us, we've obviously put in a bid for the women's world cup.
I do want to see a women's event here, hopefully before 2031.
But, you know, this is such a great women's sports market.
I've had three men's events and one with NWSL championships.
I want to bring another one in.
We also like to do things a little bit differently.
Like this doesn't have to be uh an all-star game per se, you know, there's a lot of events that could come into the bay because of the type of lifestyle we lead around bike racing, cricket, like there's things that happen in this region that I think are good fertile grounds for sports or really thrive.
So, you know, yesterday I talked to Alexis about uh Ohinin about Athlos coming here.
So there could be a bunch.
If you asked my board chair, he'd say we're gonna do the Olympics.
I said, just pause right now.
We're not gonna hold.
Let's take a little break, but I can't wait to see what's next.
Well, we can't wait to have you back on to talk about it.
Thank you so much for being with us.
Thank you for having me.
It's awesome.
Thanks again to Zelene Jamohammed for joining us.
If you're a sports fan, I hope this was a fascinating look behind the curtain at something you watch every year.
And if you're not a sports fan, I hope there were incredible lessons in here for scaling your own businesses.
Now that the big game is over, Z is on to the next challenge.
Levi Stadium in Santa Clara will host its first FIFA World Cup game in June.
I'm Jeff Berman.
Thanks for listening.
We were awarded this incredible contract to put on an event for 2,000 people.
The budget was around one and a half million dollars.
It was a black tie event.
There was a jazz band playing in a cigar bar and a bourbon bar.
That's Natasha Miller, Capital One Business Customer and CEO of Entire Productions, a corporate event management company.
And she's telling us how she had to float a large contract for nine months.
It was really hard since we were carrying that 1.5 million, most of which passed through to pay for the venue and all the vendors and all the food and beverage.
It's this waterfall effect.
Thankfully, we were able to handle that with the Capital One credit cards, which have a 2% cash back on everything.
For Natasha, it wasn't just the financial support from Capital One Business, but the personal investment as well.
With the help of Callie and her Capital One Business Card, Natasha was able to stretch every dollar in order to bring this monumental event to life.
To learn more, go to Capital One.com/slash business cards.
Here on Masters of Skill, you appreciate hearing about strategies that make CEOs successful.
Now we're bringing you to a podcast on business news to help you make better investments.
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And I'm Tim Stennebeck.
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While everyone was debating whether or not Bitcoin was an asset for their portfolio, CoinShares was quietly building the foundation to invest in it properly.
CoinShares launched the world's first Bitcoin ETP back in 2015.
Today they manage nearly six billion dollars and are profitable through multiple market cycles.
CoinShares is publicly traded on Nasdaq Stockholm and announced in September it is seeking a U.S.
listing.
CoinShares is the one-stop shop for digital asset investment, passive ETFs, active strategies, and mining exposure.
Every approach built to institutional standards.com.
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