The organization managing 100+ venues nationwide takes home the inaugural award for operational excellence.
The Sports Facilities Companies has been named Best Youth Sports Operator in the inaugural Youth Sports Awards, presented by GoFundMe and the Youth Sports Business Report.
The recognition honors an organization that has spent two decades proving that building sports facilities is only half the equation. The other half is operating them exceptionally well over the long term. With more than 100 venues managed nationwide, a team of over 5,000 professionals, and nearly 30 million visits annually, The Sports Facilities Companies (SFC) has built a model that delivers for communities, athletes, and families at scale.
Starting with an Insight
SFC started in 2003 with a simple but important observation. Communities were investing in sports facilities, but most did not have the strategy or operational expertise to make them successful long-term.
“What began as advisory work quickly evolved into operations because the need was clear,” explained Ashley Whittaker, CMO of The Sports Facilities Companies. “If you want facilities to truly deliver for a community, you have to operate them exceptionally.”
That insight led to the creation of SFC’s management platform and the SF Network, the name for the company’s collection of managed properties. The approach is grounded in a clear mission: improve the health and economic vitality of the communities they serve.
SFC plans, develops, and operates sports, recreation, and entertainment venues across the country, with a focus on creating sustainable, high-performing destinations for youth sports. The company describes itself as entrepreneurial at its core, partnering with municipalities and developers to bring visions to life, then stepping in every day to make sure those facilities deliver through programming, events, and experiences.
Who They Serve
SFC serves communities first, including municipal leaders, facility owners, tournament operators, athletes, and families. What they’re helping these groups achieve goes beyond sports.
“It is about creating places where people come together, where local economies benefit, and where kids have access to consistent, high-quality experiences,” Whittaker said. “When a facility works the way it should, it becomes a game-changing asset for the entire community.”
At scale, the impact is measurable. The SF Network drives meaningful economic activity in communities across the country. What’s different, according to Whittaker, is the level of consistency SFC brings to the table.
“Communities are not guessing whether their facility will succeed,” she explained. “They are partnering with an operator that has a proven model, experienced teams, and systems designed to deliver results over time.”
The Grand Opening Is Just the Start
For the SFC team, one of the most meaningful moments is a grand opening celebration. It represents years of planning and investment, but more importantly, it marks the starting point for the company’s mission and impact.
“What matters most is what happens next, when that facility becomes a place where kids are developing, families are gathering, and the community begins to see the return on that investment,” Whittaker said. “At our best, we take something that started as a concept and turn it into something that truly lives within a community.”
That approach has taught SFC that no two cities are the same, and each deserves the opportunity to showcase its unique brand of hospitality, personality, and community. The best outcomes come from listening first and building around what matters locally.
“Our role is to bring structure, creativity, and expertise, but the vision comes from the local residents and municipal leaders,” Whittaker explained.
The company has also learned that access to sport must be protected from the idea stage and built into every budget assumption thereafter. If youth sports are not inclusive and reachable for families, the long-term impact is limited, sports won’t grow, and kids don’t get a chance to play.
Making It Work
Running an operation of SFC’s scale takes more than systems and processes. According to Whittaker, it takes great people.
“There’s no team dedicated to service, excellence, accountability, and collaboration like ours,” she said. “Our people are the engine that drives innovation and new ideas, build systems, and commit to consistency.”
That team of over 5,000 professionals operates more than 100 venues nationwide. The scale works because SFC has been purpose-built to deliver results, with repeatable processes across programming, event booking, marketing, and daily operations.
The company’s approach has evolved significantly since 2003. SFC has moved from being a facility operator to what Whittaker describes as “a trusted cabinet member for our clients.” Early on, the focus was on planning, feasibility, and operating the building. Today, the company is integrated across the full lifecycle, from concept to development to long-term operations with a focus on community-wide impact.
“We don’t see them as just sports or events venues, we see them as economic engines, preventative healthcare, and community-building destinations,” Whittaker said.
No Mission Without Margin
The biggest challenge SFC faces is balancing performance with purpose. The company describes this tension with a clear phrase: there’s no mission without margin.
“These facilities need to be financially sustainable as defined by the owner, but they also need to serve the community in a meaningful way,” Whittaker explained. “We’re constantly trying to find ways to create that balance in ways that don’t burden the guests. The cost barrier to play should be very low, but the opportunity to spend and create a premium experience should be high.”
That philosophy shapes how SFC thinks about operations, pricing, and programming. Financial sustainability enables long-term community impact. Without it, the mission fails regardless of good intentions.
What’s Next
SFC is continuing to scale its impact. In 2026, the company is opening or breaking ground on more than a dozen new facilities across the country, expanding access and opportunity for more communities. The company is also investing in innovation, including new programming models, digital tools, and expanded offerings that bring more people into the ecosystem.
The vision is clear. SFC wants to be the most comprehensive, turn-key partner for cities to drive impact in quality of life, tourism, economic development, and placemaking.
“Youth sports are part of the fabric of American society,” Whittaker said. “We love to reference the Aspen Institute’s graphic on the intergenerational impact of active families and all the benefits that come with it. We hope to not only provide safe, high-quality places to play, but to help leaders across the country navigate an ever-changing landscape in youth sports to help protect what matters most: kids and families get to play, have fun, and be healthy.”
For Whittaker and the SFC team, the Youth Sports Award validates years of work happening across venues every day. “We operate in a space where execution matters every single day, and this validates the work happening across our venues,” she said. “It reflects the early mornings, the long weekends, and the commitment to the communities we serve. It also reinforces that this model works. When you combine operational excellence with a clear sense of purpose, you can create something that lasts.”
Meta description: The Sports Facilities Companies wins Best Youth Sports Operator at the inaugural Youth Sports Awards. The organization manages 100+ venues serving 30 million visits annually.
