The coach gets a guaranteed amount of money
The school knows the exact figure they need to reach, the guarantee, to have the funds to meet that guarantee which puts them in a position of leverage.
It puts the school in a position of leverage because, instead of scrambling around and trying to raise money for a buyout, you have a set guarateed figure that you save/fundraiser for and have available.
This puts the school in a position where they are able to get rid of a Coach at any time.
Meanwhlie, the Coach and school get to put a long term tag on that contract which helps in recruiting.
If the school pays more than the guarantee it's because of success.
If you continue to hire good coaches, you'll never need to access that guarantee fund and it accumulates.
It's a win/win for everyone.
Scenario:
- base salary $3mm/yr, 7 yrs
- escalator: $250k/yr beginning the year after +90% ticket sales
- incentives: $100k for B12 regular season championship, $100k for B12 tourney championship, $50k for NCAA tourney, $100k for final four, $250k for NC.
- buyout: 50% of remaining base
Regent: Mr. Holder, how much are we budgeting Mr. Boynton’s compensation in the coming years given the incentive laden nature of the contract?
Holder: Since his compensation includes escalators and incentives that are tied to increases in revenues, budgeting compensation then becomes dependent on budgeting revenues. My suggestion is we budget revenues and compensation consistent with not achieving the benchmarks included in the escalations and incentives. To the extent we do achieve such benchmarks, we will be collecting non-budgeted revenues that will exceed non-budgeted expenses. Thus our annual budget for compensation should be $3mm until such time as his base escalates.
Regent: I see. So I assume we will not budget a buy-out?
Holder: Correct. We don’t budget failure. However, as with any contract we should recognize a potential contingent fee in the event his contract is terminated before it expires. And as is the case with most contracts, the buy-out or contingent amount changes with each new contract year.
Regent: I see. So what we really have to keep in mind is the amount of a potential buy-out each year since his entire compensation is accounted for within the budget. Correct?
Holder: Yes, that is correct.
Regent: Just so we know how to think about a potential buy-out, what, in your mind is our maximum exposure outside the budget?
Holder: I view it as highly unlikely under any reasonable scenario that we would ever consider terminating the contract with more than 5 years remaining. Thus our maximum exposure is 50% of $3mm/yr for 5 years or a total of $7.5mm. Clearly we will re-visit this issue next year and each year thereafter.
Regent: Understood. Thank you. Next item.
In this scenario, how does the concept of guaranteed salary ever arise?
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