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Odgers Berndtson: Annual income of esports top management can reach $170 000

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Headhunters are often among the first to identify trends, thereby making them the people who come to find the best managers.

The esports market has also followed this trend. Since 2015, we have seen the formation of a new large-scale industry. Initially the clubs and teams looked like a group of niche enthusiasts without any built-up system, wishing to attract 1-2 professionals from the corporate world. Today the industry looks as a full-fledged ecosystem of the largest clubs, companies and holdings. Each of them has its own staff, corporate structure and Leadership Team. However, there is very little systematized information about the internal structure of cybersports, such as what the clubs have in common or what is the salary market like, although the transparency of an industry is one of the most important factors in its growth and development.

Odgers Berndtson has interviewed twenty top club managers around the world – from North America to Oceania, including Western Europe, Russia and the CIS countries. The results of this study will be useful for all market participants: clubs to compare themselves with competitors, investors who want to enter the esports market, professionals who want to work in the industry, and for fans who are interested in understanding what’s behind their favorite players.

Organisational structures

During interviews with representatives of esports clubs, we have identified 2 main management models (each of them can be subdivided into 2 subcategories):

The first model is a business structure with traditional key functions inside: Sales, Operations, HR, Finance, etc., which report to the CEO. These structures follow the classic organisational model from the corporate world. 81% of the clubs we surveyed have this type of organisational structure.

The remaining 19% of clubs have only two key managers – CEO (Chief Executive Officer) and COO (Chief Operating Officer), who share areas of responsibility among themselves. The most common configuration is when one manager develops such functions as Sales, Marketing and Gaming, and the another one is responsible for the back-office (accounting, finance, etc.). In 50 % of these companies the club outsources the functions of sales and marketing, and the rest have these functions (including sales and marketing) implemented internally.

Sports management

The main resource of the esports business are players, teams, and sports results. Nowadays, clubs use 2 main models of sports management. 57% of clubs have a Sports Director / Chief Gaming Officer who is responsible for team management and sports performance. In the remaining 43%, this function is linked with one of the top managers of the club (CEO / COO). The main factor in both approaches is the CEO / COO’s personal professional gaming experience.

Compensation packages

After we have gathered and systemized all data of compensation packages in the clubs, we saw a big difference in absolute values (up to 10 times). This is due to the different living standards in the regions where esports clubs are present. To present the relevant average earnings in key positions, we removed 10% of the minimum and maximum values.

Annual income:  

•           CEO – from $ 70,000 to $ 170,000 gross;

•           COO – from $ 50,000 to $ 160,000 $ gross;

•           CCO (Sales, Partnerships, Sponsorships) / CMO (Content, Marketing, PR) – from $ 50,000 to $ 150,000 gross;

•           HRD / CFO / CIO / Legal Director – from $ 40,000 to $ 120,000 gross.

Compensation packages insights

Over the past 1.5-2 years, the structure of compensation packages has changed towards a form similar to other industries – a fixed part and a bonus (the amount of which depends on the KPIs fulfillment). It is important to note that about 40% of top clubs stimulate their top team with long-term incentives (LTI).

The main KPIs for top management are operational: P&L performance, growth number of subscribers on social networks and active fans, views of matches / team content, users retention, and attraction of partners.

Most of Chief Gaming Officer and the CEO have sports results reflected in KPIs. This distinguishes esports managers from colleagues who manage clubs in traditional sports, where in most cases the entire team of top managers has an additional bonus from the team’s athletic performance.

Market trends

•           An esports club is no longer just a collection of players who play for themselves or their investor. It is a full-fledged business with media and commercial parts. Esports has become a valuable part of the entertainment market;

•           The staff ranges from 18 to 75 people. Only 21% of the organizations we had surveyed have more than 50 employees. Esports clubs, unlike traditional sports teams, still have compact structures;

•           Esports companies are becoming increasingly mature and open toward external markets. They hire people having no professional gaming experience, invite business consultants to tackle recruitment tasks, draft strategy and move the club forward;

•           Proper P&L management is a short- or mid-term task for 75% of top clubs;

•           Employment’s agreements with athletes have changed:

– KPIs for sports results now included

– employment contracts became long-term;

– the club’s share has increased in the prize money from tournaments.

About the study:

Odgers Berndtson is one of the largest international consulting companies with a focus on top executive search, assessment and development. Odgers Berndtson is the only executive search company with a dedicated Global Gaming Practice. The practice specialises on recruiting executive teams for the gaming and esports industries.
Authors: Leonid Koen, Andrey Salitov.

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G2 drops limited-edition One Piece streetwear capsule on June 25

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The esports organisation’s second anime apparel collaboration will be sold exclusively via g2esports.com/shop.

G2 is launching a limited-edition G2 | One Piece capsule collection on June 25, with the drop available exclusively through the organisation’s online store at g2esports.com/shop.

The collection is inspired by One Piece’s Gear 5 Monkey D. Luffy and includes hoodies, zip-ups, t-shirts, caps, sleeves, and tote bags. According to G2, the items use a black-and-white palette and feature a minimalist embroidered logo alongside a custom G2 | One Piece Jolly Roger that combines the G2 samurai emblem with Luffy’s straw hat.

“At G2, we’re continuing to push the culture and fashion of esports beyond competition alone, and this One Piece collection is a natural extension of that,” says Sabrina Ratih, COO of G2 Esports. “We wanted to create a capsule that continues to elevate the esports fashion space – understated, premium, and stylish enough for everyday wear, while still carrying the spirit of adventure, ambition, and individuality that defines One Piece and G2 alike. Every piece is designed to bridge the gap between fandom and everyday style, and continuing our mission to redefine what esports fashion can be.”

G2 described the drop as its second anime collaboration, following a previous apparel collaboration with Solo Leveling. The company positioned the release as part of its broader effort to connect esports, anime, and streetwear.

One Piece debuted in 1999 and remains one of the largest anime franchises globally. G2 cited over 600 million manga copies sold and more than 1,160 episodes for the series.

The post G2 drops limited-edition One Piece streetwear capsule on June 25 appeared first on EE Gaming | Global iGaming & Tech Intelligence Hub.

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Study: 400m Gen Z esports fans say brand activations drive purchases

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EFG, Hero Esports and Niko Partners survey 8,000 fans across eight markets; 74% report ads and brand presence influence buying.

ESL FACEIT Group (EFG), Hero Esports and Niko Partners have released a multi-country Gen Z esports study claiming around 400 million Gen Z consumers (20%) regularly engage with esports. The findings were published on 25th June 2026 in Cannes, France, in a white paper titled The Esports Generation: Who They Are & Why They Spend.

The report is based on survey data from 8,000 Gen Z esports fans aged 13-30 across eight markets. It positions esports as a high-attention channel for brands: 85% of respondents said they notice branding in esports, while 74% self-reported that advertising and brand participation in gaming spaces influences their purchasing behaviour. The study also reports that 66% have bought a product following a collaboration or co-branding partnership with an esports team, game or player.

On consumption and fandom touchpoints, the study found 71% regularly watch gaming content, including 66% who watch gaming livestreams and 33% who watch or listen to gaming podcasts. It also points to offline reach: 21% said they regularly attend gaming conventions and esports events, with the average respondent attending at least one in-person event in the past nine months.

The white paper also breaks out claimed purchase categories linked to esports collaborations over the past year, led by food and beverage (33%), electronics (33%) and fashion (32%). Beyond core categories, it reports 28% bought esports-related collectibles, 17% purchased makeup, beauty, or skincare products, and 10% bought from partnered brands in other categories.

Niccolo Maisto, CEO at ESL FACEIT Group said: “Esports has evolved into one of the most effective channels for companies looking to connect with Gen Z audiences at scale. What makes it unique is not just its reach, but the depth of engagement and trust that exists between fans, players, teams, and events. This research shows that esports fans are highly invested participants, not passive viewers, creating an opportunity for brands that show up authentically and build meaningful and lasting connections with this key audience.”

Danny Tang, Co-Founder and CEO of Hero Esports said: “This whitepaper confirms what we at Hero Esports have long believed: esports has evolved into a global cultural and economic force. The data shows an audience that is young, diverse, and deeply engaged. For brands, the message is clear—esports is no longer a niche market; it is the premier platform to connect with the next generation of consumers. We are proud to partner with Niko Partners and EFG to provide this blueprint for understanding and succeeding in this dynamic industry.”

Lisa Hanson, CEO at Niko Partners said: “Our data shows that, much like fans of other sports, Gen Z esports fans are incredibly passionate and have formed strong bonds within their communities. However, their media and consumer affinities extend well beyond gaming and esports, with our research revealing naturally connected interest areas that create valuable overlapping opportunities for brands and partners that show up authentically in this ecosystem.”

The post Study: 400m Gen Z esports fans say brand activations drive purchases appeared first on EE Gaming | Global iGaming & Tech Intelligence Hub.

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How Not to Tilt When Facing Challenges: NAVI Performance Coach Urszula Klimczak and GG.BET Have Released a Special Project about Mental Health

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NAVI Performance Coach Urszula Klimczak and NAVI’s title sponsor GG.BET have unveiled Tilt Management, a special project dedicated to mental health. The initiative consists of three in-depth articles covering demotivation, burnout, and dealing with hate – some of the most common mental health challenges faced not only by esports players, but also by their fans. The project places a strong emphasis on practical value, featuring real-life esports cases, proven advice and everyday practices, as well as self-support exercises readers can apply on their own.

Mental health is becoming increasingly relevant year after year, regardless of profession or lifestyle. Many of the challenges professional players experience are familiar to millions of people in their everyday lives. These include loss of purpose, poor work-life balance, conflicts within teams, vulnerability to criticism, and more. While esports professionals can rely on performance coaches and team staff for support, people outside the industry often have to seek professional help on their own – something that does not always happen. One of the key goals of the project is to support people who may not have access to professional guidance by explaining how different issues manifest themselves, offering practical tools for self-care and recovery, and highlighting when it is important to seek help from specialists.

The first article focuses on demotivation. It explains how to recognize its early signs, how to distinguish it from simple exhaustion, and what NAVI does to prevent players from reaching this state. Particular attention is paid to techniques that help regain focus, manage daily routines, and gradually restore energy.

The second article explores burnout both within and beyond esports. Readers can assess themselves using descriptions of the five stages of burnout and their symptoms, learn about NAVI’s approach to maintaining performance under a demanding schedule, and discover why variety in everyday life and taking smaller, more frequent breaks are essential elements of burnout prevention.

The final chapter of the project addresses hate and negativity. It explains why hatred and aggression ultimately say more about the hater than the target, how to establish healthy boundaries, and how to avoid being consumed by criticism – especially self-criticism. NAVI’s strategy for dealing with hate, combined with practical exercises, can help readers to challenge negative thoughts and distinguish constructive feedback from a stream of harmful negativity.

All articles from the Tilt Management special project are available on EGamersWorld.

The post How Not to Tilt When Facing Challenges: NAVI Performance Coach Urszula Klimczak and GG.BET Have Released a Special Project about Mental Health appeared first on EE Gaming | Global iGaming & Tech Intelligence Hub.

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