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Team
An ESOP, not a payroll
Structure
An ESOP, not a payroll.
Social was always going to decide this category, and we knew shortly after launch that we could not win that fight with hires. So we spent twelve months recruiting the people who already dominate each sport, and paid them in equity rather than salary.
Each VP owns a sport outright — their own audience, their own coach relationships, their own credibility with families in that vertical. It is why the company carries no social media payroll, and why distribution scales without a matching cost line.
Leadership
Who owns what, and what it de-risks
Every seat here exists because something specific would be harder without it. That is the only good reason to have a team page.
Board
Andrew Fullmer
Chairman
What they own
Chairs the board and owns governance, capital strategy, and the relationship with this round's investors.
What it de-risks
A named chair is the difference between a founder-run company and a governed one. Investors underwriting a first institutional round want to know who holds management accountable between board meetings.
Company
Matt Carter
Founder & Chief Executive
What they own
Built the company from zero to 29,287 users and $313K ARR on roughly $303K of cumulative burn, running out of Boise.
What it de-risks
Capital efficiency is the single strongest number in this deck, and it is a direct reflection of how this company has been run. Sub-1.0× lifetime burn to ARR is not luck.
Baseball
Big Bucket Tony
VP of Baseball
What they own
Owns the baseball vertical end to end: audience, coach relationships, and sport-specific product input.
What it de-risks
Baseball has one of the most entrenched showcase economies in youth sports. A credible insider is how you enter it without buying your way in.
Basketball
Braxton Picou
VP of Basketball
What they own
Owns basketball and the AAU-to-college pathway, the most relationship-driven recruiting funnel in the country.
What it de-risks
Basketball recruiting runs on trust networks that cannot be bought with marketing spend. This is distribution that a competitor's budget does not replicate.
Distribution
Adam Botkin
VP of Socials
What they own
Runs organic social distribution across every vertical, and is the reason the company carries no social media payroll.
What it de-risks
Roughly $80K a year of avoided headcount, and an owned channel that does not reprice when ad auctions do.
Football
Hunter Reynolds
VP of Football
What they own
Owns football — over one million US high school participants, the largest single roster market in the country.
What it de-risks
Football is the highest-volume vertical and the one where recruiting spend per family is heaviest. Owning it credibly is the largest single addressable slice.
Soccer
VP of Soccer
Selected, activates on close
What they own
Identified and held in reserve. Soccer is the fastest-growing US participation sport and the natural first international vertical.
What it de-risks
The seat is filled the week the round closes, not months later while a search runs.
Families
Parent Education Lead
Selected, activates on close
What they own
Owns the education layer that the whole free thesis depends on: rules, timelines, eligibility, explained before the deadlines hit.
What it de-risks
Education is the product's actual wedge. Nobody owns it internally today, and this round fixes that.
Ownership
Cap table
Fully diluted, before and after a $2,500,000 round at $20,000,000 pre-money.
| Holder | Pre-round | Post-round | Note |
|---|---|---|---|
| Founders | — | — | |
| ESOP — issued | — | — | Sport VPs and leadership |
| ESOP — reserved | — | — | Unallocated pool |
| Existing investors | — | — | Including any converting instruments |
| New investors, this round | 0.00% | 11.11% | $2.5M at $20M pre-money |
Ownership percentages are held until confirmed against the company’s records. A cap table is a legal representation and is not estimated. The new-investor row is arithmetic on the round terms and is correct as shown.
Instrument
To be confirmed — priced equity or SAFE
Pre-money
$20,000,000
Raise
$2,500,000
Post-money
$22,500,000
New-investor ownership
11.11%
Option pool treatment
To be confirmed — pre or post money
Board
Chaired by Andrew Fullmer
Hiring plan
10% of the round moves contractors inside.
Marketing is currently reinforced from outside the company. This round brings that talent in — converting contractor relationships into employed roles across the Enterprise and online verticals, which materially improves capital efficiency on every marketing dollar spent after it.
Activate the soccer vertical
The VP is selected and held in reserve. Close funds the seat, and soccer is the natural first international vertical.
Seat the parent education lead
Education is the first step for most families and the wedge the free model rests on. Nobody owns it internally today.
Convert contractors to employees
Enterprise and online verticals both get serious upgrading, and marketing spend stops leaking margin to agencies.