# Disrupting the Golf Industry: The LIV Golf Business Model

**Podcast:** Masters of Scale
**Published:** 2026-04-14

## Transcript

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Bryson D.C.
John Rom, Waco Neiman, they're my partners, my business partners.
Like 30% of our fans have never been to a golf event before.
This year, we're on track, knock on wood.
Revenue up 85%, expenses up 3%.
Listen to this early.
It's a five-year-old company.
NFL's probably 90 years old.
MLB, 100 and some odd years old.
NBA, 85 years old.
Five years old.
Okay.
That's Scott O'Neill, CEO of Live Golf, the upstart league that's enticed top players away from the PGA tour in the quest to change the game.
Scott and I first met when he was CEO of the NBA's Philadelphia 76ers and the NHL's New Jersey Devils.
He's a disruptor at heart, and since he moved over to live a year ago, why he stepped back into the fishbowl of the sports business, and golf's brought that spirit top leaders from the fore.
With a new live season underway, including a big tournament this month in Mexico C-suite to the White House.
Scott shares stories, both from the course and in the VIP area with insights about untapped opportunities, multi-generational engagement, and the special role that sports plays in culture.
So let's get to it.
I'm Bob Safian, and this is Rapid Response.
I'm Bob Safian.
I'm here with Scott O'Neill, CEO of LiveGolf.
Scott, great to see you.
Bob, it's great to see you.
It's been a minute together.
Yeah.
So you and I first met.
You were CEO of the Philadelphia 76ers in the NBA, the uh New Jersey Devils of the NHL, uh, a post with a lot of eyes on it, but also a business that was kind of grounded in local community.
Yes.
Then you went to Merlin, Merlin Entertainment.
Yeah.
Um attractions, amusement parks, Legoland, uh, Madame Tussaud, three countries, 30,000 employees, good brands, family entertainment.
Global portfolio, but less media attention.
Yes, much less.
All right.
So now the past year at Live Golf, you're back in the spotlight.
Global scale, as CEO of arguably one of the most intriguing, sometimes controversial.
Certainly talked about sports businesses around.
Are are you are you having fun?
I mean, you and I talked about how sort of sports is like businesses like a fishbowl, and the eyes are on you.
Are you are you happy to be back in the fishbowl?
Well, I've never had this much fun in my life.
Okay, I'm happy.
I work with incredible people.
I get to travel the world.
The success, trajectory, momentum is almost incalculable what we've done in the last 14 months.
And it's a huge mountain to climb.
And I I like a challenge.
And this is certainly the biggest challenge I've ever had.
And by the way, and I'm working for a wonderful chairman.
His name is Yasser Al-Rumayan.
He's also the chairman of PIF, the public investment fund, the Sovereign Wealth Fund of the Kingdom of Saudi Arabia.
And that's why I took the job.
Because I was going to ask you that, because like when Live Golf launched, it it was like a grenade.
Yeah.
I mean, it's a good one.
Disruptive challenger to the PGA tour, throwing money around to lure players, money from Saudi Arabia, which sparked these claims about like sports washing and you know, a country that was trying to buy respectability.
Like, and this this didn't dissuade you though.
This would there were things about this that were appealing.
I've I've learned, you know, I spent 30 years in this business.
And the one thing I learned is just the power and influence of what we do and why we do it.
You know, I was just in Milan with my wife and um watching the gold medal hockey game, by the way, next to Mike Ruzioni, if you follow hockey, okay, the captain of the 80 championship team, and Mark Messier, who was a former New York Ranger captain with the greatest.
And my wife, okay.
That was our that was our crew.
And and to see Jack Hughes, who we drafted five years earlier at the devil, score the winning goal in overtime and see a country come together.
At a time when the world needs a little bit of love, what a wonderful time.
I was in Australia.
We've had a record breaking crowd, 115,000 people.
It's arguably our most successful event.
You know, the country effectively shuts down and we celebrate golf there.
And Anthony Kim, I don't know if you know the story of Anthony Kim, but pretty remarkable.
He was heralded as the next Tiger Woods, hurts his Achilles, gets a drug problem.
And he's down for 12 years.
He had a cardiac arrest or two, which scared him, and then he had a daughter, and he said, I've got to get it back together.
Pulls his life back to hadn't picked up a club in 12 years, comes on to live two years ago.
And in Adelaide, he wins.
And I will tell you, it was as close to Rocky Balboa as you'll ever see in your life.
But people were crying, including me.
I grabbed my sunglasses really quickly on 18.
His daughter runs, jumps into his arms, and it's like it was one of those beautiful moments where you could actually feel the energy.
But but that moment when he talks about getting 1% better every day and how he understands what addicts are going through and how important resilience is, and I hope to be an example because I know I'm here for a bigger purpose.
That is sports.
And so sign me up for that all over the world.
Anyone willing to invest in that, in this moment and opportunity in a world that's filled with divisiveness, in a world of chaos.
Well, it's one of the things that holds us together at a time where we're just the it's the one common language we can understand.
And what about golf?
I would I would argue, you know, I don't come from a world of golf, I don't come from a family of golfers, and yet golf's the world's most important sport.
90% of Fortune 500 CEOs play golf.
World leaders play golf.
I was in uh South Africa recently, a couple weeks ago with our event there, 100,000 fans, biggest event in the history of the country for golf.
And who's with me on Sunday?
The president of the country who's an avid golfer.
We're in Korea, we've got 60 chairmen of companies in a in a in a VIP room.
Where what other environment are you pulling those people together?
When you have them together, like is there a message that you're trying to deliver to them?
My message is I need your help.
All the best golf for since Tiger Woods has been played in the US.
46 of the best top 47 events in the world historically have been played in the US.
And then there's the open championship in the UK.
Whole rest of the world out there.
And so I want to take the best players in the world to the world and grow the game.
So it's it's a man, I I will say, like, never been challenged more, never worked harder, never traveled more, and never had more fun.
So for for folks who who aren't golf fans and aren't as familiar.
So what what makes live different?
Yeah, you know, um, I mean, there there does seem to be an emphasis I've seen recently on teams versus individual players.
But for folks who who may be familiar with PGA golf, like what what's different?
Well, there are several things that are that are different.
We have teams, so you're assigned to a team.
Most of the teams are regionally based.
Like we have Southern Guards are a South African team, Ripper GC is an Australian team, Majestics are a UK team, Korean golf club.
So it's like a rider cup sort of feel to it.
Yes, it is.
And so we go to these countries, there's a lot of nationalism.
And in South Africa, I'll tell you, like on the first tee, our players were were crying.
They're singing the national anthem.
People are like screaming their names, and they were like so overcome.
Oh, Aussie team.
When they go to Australia, they're they're like, it's like you two walking down the street.
I mean, it is unbelievable, like the love and passion.
So teams are definitely a unique aspect.
Now, there's different competition.
There sure is, because we there are the captains, like the Bryson D.C., the Phil Mickelsons, the Bubba Watsons, the John Roms, the Cam Smith, um, got names you may know, are the captains of those teams, the stars, and they're our business partners, so they have equity in those teams.
And we're actually going to market, right?
We had so much inbound interest.
We're actually selling a couple stakes and a couple teams this year.
I was with the New Jersey Nets as a marketing assistant in 1992, and I remember the Utah Jazz sold for 13 million dollars.
I went to work for Jeff Lurie in um in Philadelphia just after he bought the team for 188 million dollars, and people thought he had lost his mind.
To spend that much money he just raised that at over six billion and I think the Jazz is sold for just about 2 billion.
And so you start to think about okay, well, franchise values have worth, right?
There's a scarcity value.
And so we believe of our 13 teams, I think we'll end up eventually go to 15 teams.
There'll be a a a really strong asset value there.
So so they're so they're the events that are part of the tour, that's right.
And then they're the teams.
That's right and the league I I don't even know whether you call it a leader the the league owns both and you might sell pieces of the teams eventually teams will be owned just like the NBA or just like the NCAA.
But the league will also stay separate as absolutely so it's did you did you know that when you came in like that's that's where we're gonna go yes absolutely I mean the value of teams is indisputable in sports and most of our teams are are profitable which which helps the investment thesis.
But but they're profitable small businesses.
The question is is do you want to create a big business?
Well if you're Australian and you buy our Aussie team what could you do?
Could you create a media company around them?
Could you create a clothing brand around him?
Could you buy a golf course?
Could you create an academy?
Of course of course of course of course of course and so I think there's a real uh interest and understanding and how to drive some value there.
But but that the teams is different our format we have a what they call shotgun start I know you're not much of a golfer yet everybody starts at the same time.
Right.
You're not waiting.
No the reason that that's an advantage for those of us who've been to go gone to golf events for quite so many years, is you're not sure when your guys are playing, and it lasts a good like 10 hours.
Ours, we've got a smaller field, 57 players, and they all go off at the same time.
And in four hours and 35 minutes, you're done.
So our hospitality is akin to Formula One.
We we consider ourselves the Formula One of golf.
Elite hospitality.
So now when I'm entertaining you, I'm not inviting you from seven a.m.
till 7 p.m.
I'm saying, okay, from 12 to 4 30, I'd love to have you come.
And so it's a little more fixed, a little more regular.
Also good shorter TV windows.
Yeah, I mean, it's still a long TV window compared to basketball and hockey, I mean.
But quite quite different from the open-ended ones where you're spinning off to other networks just to try to get the coverage.
Right.
Those are like the primary differences.
And I guess the teams mean that you could be interested in players who are not winning the tournament because they're contributing to their team.
Absolutely.
You you and this team concept, people are like, it's crazy.
I'm like, is it crazy at the Ryder Cup?
Is it crazy at the Olympics?
Is it crazy in college?
Like it's not, it's we are not like splitting atoms here.
Okay.
I mean, I was I was curious because I because I I had read that you talked about the relationship between live and the PGA tour as being like competes, not competes.
Complete not compete.
Complete.
They've got the U.S.
on lockdown and they do a wonderful job.
For us, I'll take the 7.2 billion people.
I'm gonna take that bet.
I'm gonna take the 199 countries that we broadcast in outside the US.
I'll take that bet.
Over time.
I like the growth a lot.
I like where the sponsorship markets going, I like where the broadcast meeting is.
Like the the rivalry.
I mean, I was thinking like, is it like Apple and Samsung or you know, open AI and anthropic?
Like how do you think about it?
Yeah, I mean, in my most cynical view, I'd I'd I'd say it was like, you know, the iPhone with the iPhone coming in.
We're different for sure, but the same.
You still talk on it, take photos, take video, you know, maybe access the worldwide web.
Although you're more Samsung 'cause you're you're pushing global first, right?
Absolutely.
Yeah, absolutely.
No, the global piece is you know, Tom McKibben is uh one of the best players to come out of Northern Ireland uh ever.
I said, Hey Tom, why us?
I said, Well, the music I thought was really cool.
I went to your event in the UK, I absolutely fell in love with it.
He goes, and my parents love, think about this.
He's at the time 22 years old.
My parents love the notion of me learning from John Rahm, one of the greatest players on the planet.
I learn how to dress, I learn how to eat, I learn how to work out, I learn how to handle myself on the range, I learn how to handle myself in the media.
I get to play with him.
How about that for an education?
One of the loneliest sports in the world.
Now you have mentorship, now you have a role model.
You said 57 players.
So it's it's a it's a finite group.
I mean small field, yeah.
You've had some players leave, you know, you've had you have other players who've renewed.
I like how much do you personally get involved in in that in that talent part of it?
And I mean, and the contracts can be hundreds of millions of dollars.
I mean, it's it's it's a lot of costs.
Yeah, I mean, the contracts are a little bit misunderstood for whatever it's worth.
It's like we're acquiring your rights, you know.
You know, so if if you're John Rom and you're you're sponsored by Callaway, or you're sponsored by um Mercedes, or you're sponsored by Rolex, or like they're paying for certain rights, which we're acquiring.
And so it like it's a good headline price, and it's good for the ages to talk about.
So the the money that they would have gotten for that is now going to you, and you're selling it, and they don't have to worry about it, they're getting a flat fee.
That's right.
Now, in John's case, he has equity in the team.
So he has a lot of incentive for us to keep driving revenue, okay, which builds value in his team.
So it's it's a bit of a cycle.
But but yeah, some of the some of the deals for guys, I I don't know.
I just I think I read Taylor Swift made over a billion dollars in her tour.
I read a couple of PGA tour players did okay last year as well.
So I I I never I don't know, I've been in this business for so long.
I've seen contracts high and low.
You know, I what we're looking for is stories and personalities.
Bryce and D.Chambeau, I don't know if these names mean anything to you, but he's a YouTube superstar, he's got 10 million followers.
I can tell you we can go to Singapore and and kids will lose their mind, and and we can go to Korea or we go to Bedminster and and and equally uh crazy, crazy fans.
Did the athletes in golf understand the business of it more than some of the athletes in the other sports?
Because because they are their businesses in and of themselves.
Because they've had to run themselves as business.
They are businesses.
They're they are the brand.
They are the business.
Maybe they had a head start because now you're seeing almost, you know.
I mean, we we've seen the the everybody else catch up, but they have to have the best head start.
I I would say, like, what we ask of our players in in South Africa, this woman run up to me and say, Scott, and I was like, uh oh, what happened?
And she said, My 10-year-old daughter, you know, Victor Perez, one of our players, came over during play, took his glove off, took a Sharpie out of his bag, signed it, and handed his 10-year-old girl Bryson and John Rahm, 60 minutes outside of the press area signing stuff.
60 minutes.
We don't rope the stands away from fans, we rope them through fans.
And our players understand their role.
They know they have to sign more.
They know they have to take selfies.
They know they have to engage this notion of managing a brand and how you think about uh media relationships and how you think about relationships with players.
I mean, think what Adam Silver has done at the NBA and transforming the the relationships between league and player.
Well, that's what we have.
I travel with these guys.
I'm with them for seven months.
Instead of it being adversarial.
I know their caddies, their families, their children, their wives.
I know what they like, what they do, and they knew the same about me.
Scott is all in on Liv's mission.
He's attacking the opportunity with the zeal reminiscent of a Silicon Valley startup.
So, what makes Liv the same and different from other sports businesses?
And does he feel any special pressure working for Saudi Arabia's sovereign wealth fund?
We'll talk about that more after the break.
Stay with us.
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And whether a women's lived league is coming.
Let's jump back in.
There was a phrase that you became associated with in Philadelphia trust the process.
Is there a trust the process part of what you're doing at Live?
I mean, I know you you mentioned sort of some of the younger golfers who you bring in.
Like is there is there a version of that?
Well, I think there, I also, I don't know if you remember about Mass and Square Ground, we had Lynn Sanity.
And I think live golf is Lynn's Sanity meets trust the process.
But it was short-lived Lynn Sanity, right?
Yeah, yeah.
But the But I guess it had echoes, right?
It had records.
And the way we use this is before the advent of social media as it is today.
And we were putting out eight, nine videos a day.
People are coming from all over the world.
We can drive personality driven stories through social.
That is real.
And then trust the process.
The essence of our Joel Embiid era, trust the process, was about look, we don't know the future.
But given the information we have today, let's make the right decision, as many right decisions as we can and just keep walking forward because we know that late at the end of the tunnel is not an oncoming train.
I saw uh Bryson, you mentioned I saw him talking about attracting new fans to golf.
And he said that uh that more people watch the NFL than play organized football.
But for golf, it's the opposite.
More people play than go to watch.
I will say that like 30% of our fans have never been to a golf event before.
What 40% have never picked up a club?
What makes a a live event feel different?
It's fun.
It's not stuffy.
We have which is the way we have walk-up songs for our players.
So they walk up.
It's like on to the T now.
John Rom and John will have picked his walk-up song.
Just like you feel on in baseball.
I can I yell at him when he's putting or stats?
No, no, no.
People are still respectful and quiet when these guys are hitting.
It's not like shooting foul shots at the end.
No, no, no.
We'll have uh parachuters come down, we'll have fireworks, we'll have concerts.
We had um, I don't know if you're in the DJ scene, but we had Dom Dala and Fisher, we have uh Thomas Rhett coming to Indy this year.
I mean, but he's big-time artists.
So after play, there's a concert.
And people are like, why would you have a concert?
Well, what if we can attract new faces and people, ages, genders to the sport?
And so, you know, so it makes the experience different, but it's also uh a marketing lure to pull people in.
60% of our fans are under the age of 40.
Like you go anywhere else, it's like shh, here you have parents pushing strollers.
23% of our fans, our our audience and fans, families.
You see packs of kids roaming around.
How how fast is all that changing?
I mean, you know, uh a year ago, who the who was coming to the events, who's coming now, and sort of what what do you think that's gonna look like?
I'll give you a couple stats and facts.
So in South Australia, where you have the event in Adelaide, um, growth of girls 12 to 18 playing golf is up 212%.
The golf clubs, there are eight of them in the market, all had openings, now have waiting lists.
40% of the new members, 45 years and under.
Maybe they're just a coincidence.
I I don't think so.
We were just in South Africa.
45% of the sports watching audience in South Africa watched our event.
Double who watched the masters there.
We are creating a cultural experience, and we do that because we have a local tie with local athletes, and because we leverage social media in a different way.
We've been batted around about our our ratings, and I just said, we have five million people watch our Australian event.
Sign me up.
And the and the trust the process part is like, and as long as that keeps moving in the right direction, we keep moving.
Yes.
And so revenue up 108% last year, expenses up 8%.
This year, we're on track, knock on wood.
Revenue up 85%, expenses up 3%.
So, like, how many years are we gonna stack these big gains on?
But but listen to it, it's early.
It's a five-year-old company.
I mean, we're building a global business, changing the tire on a moving car, because we're changing a lot of things on the fly.
But if that doesn't pop you out of bed in the morning, it's the wrong business.
So um, so in in your job, you you engage with two core cohorts that uh that I have to ask you other people are intrigued about.
First, I have to ask you about um President Trump.
Okay, he's he's talked about trying to partner up live and the PGA tour.
He's hosted Live events.
What's your relationship with Trump like?
Does that association help live?
I think anytime the leader of the free world plays the sport, and I run one of the major businesses in it, I think that's a good thing.
We played a couple of his courses this year.
He's been pretty vocal about trying to help, and it's a pretty simple formula.
I mean, you know, in terms of what needs to happen, and and hopefully something something happens there.
But like a whatever, having an agreement with PJ Tour, it's not necessarily a priority or necessary for your business model to keep advancing.
Maybe, maybe, maybe they are.
I mean, history will, you know, we'll write the story, but but generally, like we're they are US focused and we are globally focused.
There's two different markets.
Like, are there things we could, should, would do together?
Of course.
You know, should we align our global calendar?
Of course.
Should we maybe be on each other's cap tables?
Probably.
Can we create content together?
Simple and easy.
Like it doesn't take a rocket scientist to do this.
And and over time we'll we'll find our way to some of that.
So the the other entity which you mentioned earlier, Saudi Arabia, Live is owned and primarily funded by the public investment fund there, right?
Having a country as a backer, this is different.
Yeah than uh, you know, does that how is that different for you than reporting to public shareholders or to an investment company?
Yeah, you know, I've worked in the public companies before, I've worked in private equity before, I've worked for a league that's technically owned by I guess the owners.
And I guess the weight of the responsibility might be a little heavier, but it's not too much different.
I mean, PIF's a private equity firm.
They're investing in lots of sports.
One, new soccer, and all kinds of things.
Does does Live operate as part of like a portfolio?
Like, are these things linked?
Is there sort of a strategically the businesses?
The leaders of those businesses and I, we we stay in contact and and touch base and and try to help each other along the way.
And so if that's connecting partners, if that's exchanging some talent, if that's the same.
But we're not gonna be like an F1 and a Live tournament sort of happening in the same place over the same weekend.
Wouldn't that be wonderful?
Yeah, it'd be wonderful.
Hopefully someday.
When folks who are less familiar with Saudi Arabia look at Saudi ownership of teams, they're like, ah, they don't really care about the money.
How much of your success is based on the metrics that you were talking about about the finances versus sort of the the larger brand footprint over time?
Yeah, I guess there's ROI and ROI.
So the return on investment is real, and we're we are run, they're set up, they're a private equity company, and so we are managed just like Blackstone and Apollo, and I've been in those those systems.
It is no different.
And so it is hardcore.
We're we have real KPIs, we're measured weekly, we are managed very tightly.
So don't make any mistake about it.
Like this is private equity.
And there's return on image, and I I think that's that's part of the magic of sports.
And if you're a country, I don't want to speak specifically about Saudi because I can't speak for them or on their behalf, I'll just speak a country.
You know, there's a reason countries bring in the World Cup.
There's a reason countries bring in the Olympics, right?
We're in South Africa and and we brought in 80 million dollars of economic impact in a weekend.
And so we filled hotel rooms, we fill airplanes, we also assemble the who's who of South Africa in suites, and we do that everywhere we go.
You know, I I mentioned we're in Korea, you got 60 chairmen there.
Now, now are those 60 chairmen good candidates to to build plants in different places, maybe, or or trade agreements?
Maybe that's not for me to say.
Um, our job is to make sure that we represent their investment in a way that that would make everybody proud to be a part of it and associated with live golf.
Comparing the the golf business to where you've been before, to basketball, to hockey, that now that you're in it, like what's similar and what sort of surprised you about being different.
The business is exactly the same.
I mean, it's it is there is no difference.
You can you can move from NFL to NBA to NHL to Premier League, media contracts, an arena deal or a course deal, sponsorship, it's premium tickets, merchandise.
The athletes uh being being at the forefront of what we do and and leading our brand, the that you have to actually manage communications, that you're in the fishbowl you mentioned.
Yeah.
Exactly the same.
The importance of impact and what we're doing to put more kids' clubs and kids' hands, the fact that we we run the most uh um environmentally friendly golf events in the world, the fact that we do quite a bit in terms of the refugee front and a partnership in the United Nations, all stuff that's really important and very similar to everywhere I've been.
Not not the actual execution, but this notion that impact matters, that we don't have an opportunity but a responsibility to to to make the world a bit better.
It's that community aspect, all that stuff to say, yeah.
What's different here is it's global.
Okay, like you try to name three global sports leagues.
F1, right?
You know, live, so there aren't too many, or any of scale.
Um, so the the global nature is is is fascinating.
The the interest, you know, by the powers of the world in this business, the the leaders of the media companies of the world, the leaders of the businesses of the world, and the leaders of the governments of the world, all very interested.
That's unique and different.
And then and this notion of players as partners, you know, I I like that notion.
And and in some ways, an MBA and NHL, and you know, they have a collective bargaining agreement, and they get 51% or 52% or 49%, depending on the league.
But these guys are Bryson, Deschambeau, John Rom, Cam Smith, they're my Waco Neiman.
They're my partners, my business partners.
And then the last difference would be like this is the year five.
You know, and NHL, I think is over 100 years old.
NFL is probably 90 years old, MLB, I don't know, 100 and some odd years old, NBA, 85 years old, five years old.
We're doing okay.
So, what's next for Live?
Are we gonna see a women's tour coming, you know, or am I gonna see, you know, sponsors with uh with polymarket and you know, sports books, which uh we haven't seen yet.
Unfortunately, on the sponsor front with Rolex and HSBC and Salesforce and Qualcomm and Ping and Cali, I mean a big global brands, very nice.
And and that that will continue.
Um, in terms of women's uh PIF, um, public investment fund and Aramco, they're the largest investors in women's women's golf in the world, like period end of sentence.
And so, you know, how we integrate with Live or is that separate and run differently?
We're not really sure.
We uh we have our hands full here and we got plenty to do.
And so plenty of runway though with what you're doing.
If it were, if it were my preference, I I'd I'd uh I'd ask for a few more years to make sure that we're we're on the right track and have a strong enough foundation.
Biggest change is we're gonna have owners, outside owners.
And think of think of how challenging that might be.
I mean, it's complicated.
It creates friction.
Yes.
That's okay.
That's good friction, it's not bad friction, it's good friction.
It's like, okay, well, how am I building my roster?
Is there a salary cap?
You know, how are we sharing revenue?
All this stuff we don't have to deal with now.
Right.
And we'll have to, and that's but that's that's uh that's uh the champagne problem.
Uh-huh.
That's a champagne problem I look forward to having.
That's probably the biggest change.
And then this transformation from golf to golf and music to golf and music and food to golf and music and food and art, to golf and feud, music and art and fashion.
And so you're starting to see a cultural experience come through in our especially our more advanced and more successful events.
And that's been like intellectually fun to think about.
I mean, it's a lot of balls in the air for you, though, and a lot of choices because you can't do everything, right?
Yeah, I think Steve Jobs said it best.
He said, Um, you know, I want to know what you're saying no to.
You know, and it has to be something that you really care about.
That's when you know you understand what your priorities are and you're sticking to them.
Is there something you said no to recently?
I I'm a yes person.
I know you are.
I know you are.
It's agonizing for me, especially when there's so much opportunity.
Um I'll give you one that we're worth looking at now.
Um creating a gaming company.
Um online and console.
It's like, I know it'll work.
I mean, with the stars we have, the Anthony Kim, Bryson D.
Chambeau, Cam Smith, Dustin Johnson, John Ron.
I mean, it's it's a lock.
That's somebody's attention and time.
Should we do it?
How about betting?
You know, we have a really small handle.
Those are they're like sizable things that I would love to do now.
You know, and if you're gonna do them, you really gotta have the capacity to go in and do it.
You can't do it.
Yeah.
And that because that's the key.
It's like, what am I not gonna do then?
Mm-hmm.
And so that's that's life.
That's priorities.
That that by the way, that's in marriage, that's in raising children, and that's in business.
And you gotta stick to what what's what's most important.
So I'm thinking of your book, and I want to ask you, so where are your feet right now?
Right here.
Be where your feet are.
Look, I I I don't often have a problem with that.
Okay, I've got other Achilles heels, but I uh I'm I'm I'm oftentimes present.
I take my ringer off, I don't have a buzzer on my phone.
And so when I'm connected to you, I'm I'm 100% connected.
Well, uh well, I'm glad you came in to be connected with uh with us today.
Thanks for missing.
Thanks for coming.
So good to see you.
I'll confess that when Live Golf first came out.
I thought, really?
Like we need another golf league.
But after talking with Scott, I'm coming around.
Live is a disruptor in a sport that can use some freshening up.
Whether he and his team can capitalize on the opportunities they see without overreaching or burning themselves out, it's a fascinating situation to watch.
Most of all, I cheer the way Scott talks about sports as a unifying force.
The spirit of sport is cheering each other on, appreciating even those you compete against and being open to new people and new approaches.
And there's no question our world needs more of that in business and everywhere else.
I'm Bob Safian.
I'm Bob Safian.
Our executive producer is Eve Tro.
Our producer is Alex Morris.
Associate producer is Mashumaku Tonina.
Mixing and mastering by Aaron Bastinelli.
Our theme music is by Ryan Holliday.
Our head of podcast is Lital Malad.
For more, visit Rapid ResponseShow.com.