Changing the Game

For decades, athlete management has followed the same blueprint: agents take a percentage of their clients’ contracts, often around 10%, in exchange for representing their career and managing their off-the-field opportunities. On paper, that sounds straightforward. But in practice, it’s not always fair.

Here’s why: one athlete may fully utilize their agent’s network and resources — public relations, media training, event planning, and brand partnerships — while another athlete under the same arrangement might rely on very little of it. Yet both pay the same flat percentage of their contract. That imbalance is what pushed me to reimagine how representation could work.

When I founded Triple Ten Network, my goal was to create a one-stop shop for athletes and clients where every need could be handled — from foundation events and brand building to media strategy and business ventures. But more importantly, I wanted to do it in a way that was fair, transparent, and flexible. That’s how the pay-per-service model was born.

The Problem with the Old Model

Traditional agents often rely heavily on contract percentages for income. But this model doesn’t account for the fact that athletes have vastly different needs off the field. For some, constant PR support and business development are critical. For others, a lighter touch is all that’s required. The old model essentially overcharges some athletes while underserving others.

It also creates a lack of transparency. Athletes may not always know what services they’re truly paying for or whether they’re getting value from the arrangement.

The Triple Ten Difference

At Triple Ten Network, we flipped the model. Instead of charging one flat percentage of an athlete’s contract, we allow clients to choose and pay only for the services they want.

Need a team to launch your brand? We handle that.

Want support with a foundation event? We’ll execute it.

Interested in PR, podcast management, styling, or even concierge travel? It’s available.

But if you don’t need those services, you don’t pay for them. Simple.

This approach is more equitable, because no two athletes (or brands) have identical needs. It also allows us to be highly specialized, providing premium service in areas that truly matter to each client instead of spreading resources thin across unnecessary offerings.

Why It Works

• Fairness: Athletes only pay for what they use, not what they don’t.
• Flexibility: Clients can scale services up or down as their careers evolve.
• Transparency: Clear breakdowns of costs and deliverables replace vague percentage agreements.
• Innovation: By breaking away from the traditional agency model, we’re building something that reflects how modern athletes actually live and work.

Beyond Sports

This model doesn’t just work for athletes. As Triple Ten Network has grown, we’ve expanded into serving entrepreneurs, brands, and creators. The pay-per-service model allows us to cater to different industries with the same fairness and flexibility.

Looking Forward

Sports and entertainment are changing. Athletes today are entrepreneurs, investors, influencers, and philanthropists. They deserve a management structure that reflects that reality — one that gives them freedom, fairness, and control.

With Triple Ten Network, my mission has always been to bridge creativity and commerce, providing services that extend beyond the field while making the business of representation more equitable. The pay-per-service model isn’t just a new way of doing business — it’s the future of athlete management.