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Speaker 1: It's time to celebrate the previous team sport known to man,

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where modern day gladiators collide for all the glory on

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the grid. I let's talk some college football on Cougar

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Sports with pen credit.

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Speaker 2: Welcome back Cougar Sports one O three nine ninety eight

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point three S been the fan. I'm at Grittal broadcasting

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from our Vanderwealth Studios. Banterwealth dot com. Get on a

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Speaker 3: Nobody does it better than band or Wealth.

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Speaker 2: Their tax more Wealth advisors are willing and ready to

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Speaker 3: Batterwealth. Batterwealth dot com.

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Speaker 2: We got the tax More playbook that I think you'll

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be very interested in. Course strategies for high income and

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accredited investors. Any stop for little college football. We're gonna

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talk private equity and the good, the bad, the ugly

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of it. What happens if private equity in college sports

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fails up on the hill in Suli City. That is

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a question everybody wants to know. We're gonna delve into

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it with a college football insider here momentarily. It's going

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Speaker 3: Let them know. Ah, sencha.

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Speaker 2: When you head in doctor White, doctor Schofield, doctor Grittle,

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they will take care of you.

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Speaker 3: Know it's answer butts about it. Let's get out to

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the hot line.

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Speaker 2: Welcome in Matt Brown of Extra Points college football Insider.

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Speaker 3: What's up, Matt Hey, Good to be back here.

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Speaker 4: This this market kind of refuses to calm down enough

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for me to kind of to focus elsewhere. Wasn't expecting

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this to dominate dominate today. But it's a huge story.

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Glad we we can talk about it.

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Speaker 2: Yeah yeah, So break it down for is what has

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occurred over the last twenty four hours.

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Speaker 4: So the University of Utah is going to do something

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that several other schools have thought about but nobody else

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is actual has actually done yet, which is is substantially

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partner with a private equity firm to help finance the

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athletic department. Based on the various reports here, because the

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actual trustees conversation that was in the public was very

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light on details, Utah is going to be moving their

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revenue producing units in the athletic department to this new

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LLC Utah Brands and Entertainment. It's going to be co

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owned by a private equity firm, Utro Capital. Utah will

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be the majority shareholder and will get a significant upfront

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amount of money somewhere in the neighborhood according to reports

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of around five hundred million dollars, and the private equity

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firm will own a significant state in this new LLC,

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and there will work to try and grow Utah's revenues

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to the point where then they can you know, they

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can sell the thing back in five, six, seven, eight years,

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either sell it back to Utah or to some other party.

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So this represents a very significant, like upfront financial investment

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for Utah Athletics. But there's some meaningful risks and not

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just what to do with this money, but how to

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make sure you're growing the revenue enough to to to

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play cake your new business partners.

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Speaker 2: So what are the risks that they're running here by

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going with private equity. Why is it that Utah is

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the first to do this?

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Speaker 4: Yeah, well, I think that would be interesting and I

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want to hear more on the Utah side about what

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kind of you know, push the urgency to do this

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before say Syracuse or UNC or Purdue or any number

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of other institutions that have been kicking around these ideas

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are taking these meetings. I think one of the significant

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risks for me is how much more you can meaningfully

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grow your athletic department revenue in the relative short term, right, Utah,

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just like BYU their television deal that's fixed, that's that's

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already sold for a number of years, it's negotiated through

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the Big twelve. There's very little any individual school can do.

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Speaker 1: To change that.

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Speaker 4: The area where everyone seems to be focusing in this

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industry is, Hey, if we bring in the right partners,

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we can make more money in corporate sponsorships. We can

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make more money selling tickets, we can make more money

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through licensing and concessions and everything else during the current

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game day experience. And I think that that's true. Most

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schools are leaving money on the table in some form

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or fashion with those systems. But Utah sells out or

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comes close to selling out most of their football games.

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Stadium make that big. There's only so many more tickets

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you can sell or how you know, raise ticket prices

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so much. Basketball is a little bit of different, a

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little bit of a different story. I'm a little concerned

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about how much more corporate sponsorship opportunities are available. I

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know that the metropolitan Salt Lake area is growing quite

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a bit. I know, but there's lots of new potential

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donors and new businesses popping up. But this is still

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not that big of a city. And you have the Jazz,

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you have the NHL team that's taking up a lot

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of that potential corporate sponsorship money. You might have a

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baseball team in five years. You've got BYU down the road,

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and you have a ton of other Division one institutions

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that offer way cheaper sponsorship packages that suck up some

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of the available money. And for a lot of industries,

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buying a gigantic billboard space, you know, next to campus

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or or your stadium activations are too expensive. There's generally

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only a handful of industries that buy in here. So

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I'd be a little bit worried. Based on the amount

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of money that UTAH already makes from tickets and you know,

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multimedia rights and licensing, it's about twenty eight million dollars

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I checked. I don't know. I'm sure the number could

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go up, Like, could I go up to eighty? I don't.

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I don't think so. And if it can't, or are

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you handicapping yourself here by giving up too much of

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your future revenue to a third party?

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Speaker 3: Yeah?

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Speaker 2: If it fails, what's what happens then? So, like, let's

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say it's not profitable, and what does that mean?

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Speaker 3: Fail? Right? Is it not profitable? Do they go bankrupt? Right?

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Speaker 2: We know that that many institutions have their universities have

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kind of subsidized the failings of an athletic department that

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is trying to keep up with the Jones, the Joneses,

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the arms race. Essentially, give me your perspective on if

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these ventures are not profitable?

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Speaker 1: Well?

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Speaker 4: Would? I would caution everybody to be careful at making

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assumptions about profitability when looking at the financial statements we

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have in schools right now. We've talked about this a lot.

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Utah Athletics prior to this arrangement wasn't trying to make

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a profit. There was really no incentive for it to

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take a profit because there's no investors. Your incentivized suspend

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every dollar that you make because you're judge based on

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what happens on the field, not on your own individual

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financial management. And there's a lot of funny accounting that

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happens with the university MSRs reports. That becomes a little

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bit different when you're now partially accountable to a for

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profit entity that didn't get in the entertainment business for

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charity or because they care about Utah's to athletic traditions

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or what it means for the community. Now there's a

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big New York City investment firm that's here to make money,

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which means you got to help make money too. There's

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some limitations about how deep Utah can make cuts because

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they still have to comply with Big twelve conference regulations,

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the NCAA Regulations Title nine. They can't exactly shave themselves

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down to just five sports. But by making this kind

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of arrangement, where both parties are assuming some risk. The

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other firm is getting a percentage of revenues that come

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from all these other areas over the coming years. If

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the revenues don't grow, then Utah's kind of handcuffed itself

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a little bit here, loses some decision making power, and

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then even if they get a bunch of money up front,

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will be in a worse financial situation seven or eight

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years down the line when they're only getting sixty percent

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of the money but they should be getting because they

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got to pay off these other guys, or they might

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sell it to somebody else that Utah isn't as excited

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about working with. It's it's not as risky as maybe

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a private equity involvement in say, many newspapers or nursing

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homes or the real estate market or anything, but it

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is it is making a bet that I think is

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far from certain.

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Speaker 2: Why do you think Utah was the first domino to

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fall on the private equity in sports dominoes?

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Speaker 3: I guess you know.

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Speaker 4: I can only I can really only speculate. I don't

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I don't know this for certain. I know that of

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the other schools that I've talked to and know that

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I've taken some of these meetings. A lot of the

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hang up has been about the very specific financial terms.

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So it may just be Utah just found a better

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cultural fit at a better valuation than North Carolina or

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Syracuse or some other places they've been able to do,

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or the Big Twelve for that matter. For those conversations,

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I can also understand why Utah might feel may be

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some more unique urgency, given that I don't think this

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is a state secret. There's a lot of people that

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give money to the Utah or care about Utah that

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don't want to be in the Big twelve in ten years,

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or think that there's going to be some other kind

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of realignment or reconfiguration around college sports and want to

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put themselves in the best position to be in that

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top group, whatever it is, whether it's Big Twelve, Part

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two Champions League, the Big Ten with twenty seven teams.

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Who knows, man, I don't know anybody who says they

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do know is selling you something. So you have that incentive,

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but you're not making the money. But the Big Ten

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and the SEC are you don't really have access to

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any of those immediate revenue streams. And some of there's

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there's some relatively significant capital projects down the line that

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are going to be expensive, Like you know, correct me

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if I'm wrong. Like my understanding is that they want

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to completely move the basketball arena and you know, make

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some pretty significant renovations there those prop into it.

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Speaker 2: No one goes to the games because it's not easy

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to park and get into and all that stuff.

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Speaker 4: Sure, and even even then, it's kind of old and

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you don't have the same luxury box situation that you

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might have in the Delta Center or anything else. Like

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I get all of that that stuffs expensive. So if

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you have ambitions at one level facility or capital needs

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that are going to be expensive, and you don't have

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access to the traditional revenue streams that the big schools have,

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I can understand why you'd be picking up the phone

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and talking to these private equity firms and UTAH I

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thinks fit some of those categories.

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Speaker 2: How will Otro Capital and JMI Sports coexists? I believe

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they both operate in this revenue generating world for the utes.

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Speaker 3: What does it mean?

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Speaker 2: I think that the deal runs through what two thy

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thirty four? I don't know any thoughts there.

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Speaker 4: That's part of what I've been trying to figure out

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today because honestly, I don't don't. I don't personally see

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a way where they would want to coexist. I don't

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think you'd want to give up this much equity and

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bring in subject matter experts through this private equity firm

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if you didn't want to take all that upside yourself.

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If you suddenly have to split this corporate right, this

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new corporate fundraising with JMI and Otrow, I don't think

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there's any way that you're gonna be able to make

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enough new money to offset both of those things. My

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assumption when I heard about this was, oh, I don't

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they just signed that Jmidal like last year. I guess

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they're going to buy their way out of it. And

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that's just me speculating because I don't know, and I

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haven't talked to anybody on the phone yet, But it's

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difficult for me to see why you would do both

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of those things. The other schools that have kind of

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moved you created LLCs or try to, you know, financially

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separate some of their corporate sponsorship stuff, they either handle

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their MMR in house or they say like, no, we're

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going to elevate our MMR partner, but they're not selling

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equity to somebody else to help them grow those revenues.

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It feels supicasive to me. Did I lose you? Hello,

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go and.

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Speaker 3: Take over, Ronald? You got me?

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Speaker 2: Okay, Sorry, I don't know I lost connection there for

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a second, Matt.

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Speaker 3: I apologize, but I heard what you said.

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Speaker 2: The the you know, the future of athletics, I mean

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is is optimistic, I believe because there's so much money

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in it, right, Like, we're in a very affluent society.

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This is modern day gladiatorial type of work. We are

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the modern day Romans, if you will, in the United

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States of America. The money is flowing, right the money

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is flowing into the sport.

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Speaker 3: Where do you really want it to come from? Is

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the question?

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Speaker 2: Would you though that universities have have you know, have

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been operating and trying to govern these athletic departments in

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a way that they are probably incapable of sufficiently maybe

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operating them, like maybe they don't have the core competencies

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to operate them now that they've become two hundred million

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dollar organizations within their universities.

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Speaker 4: So I think there is some truth to that. And

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if you talk to folks that you know maybe have

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worked for the Jazz or worked in the NHL, or

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worked in in the NFL and then come to work

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for BYU or the University of Utah. Most of them

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are going to tell you. And this isn't me crapping

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on you know, eight oh one area institutions. This is

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true across almost all college athletics. The maturity of like

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the internal infrastructure and college sports is usually substantially behind

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what's what's in pro sports in terms of how they market,

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how they collect fan data, how they handle licensing, like

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the pros do all of those things better. And I

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think there is some truth to the fact that, like, yeah,

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universities are not going to be as good as those

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things because they're they haven't been trying to run their

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athletic departments the same way as the pros because again,

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they're not trying to maximize profit. They have other goals,

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other KPIs besides just the dollar. And this this industry

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has only become more and more complicated as more and

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more money has flown into it, Like I think you

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could afford to run a department this way in nineteen

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eighty one, when big television money wasn't really a thing,

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and your biggest revenue was coming basically just from ticket

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sales and like one golf outing that you would do

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every year, and now eating at a place like Utah,

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which is not that big of an athletic department. We're

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looking at what one hundred and forty one hundred and

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fifty million dollars in revenues a year for a school

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like Ohio State. It's two twenty and that's only rising,

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So it would make sense that you would need a

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different governance model. The challenge is that even with you

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bringing in private equity, I don't think that the kind

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of the struggle between full straight professionalism. Money is the

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only you know, metric we care about and all the

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other things that go into college athletics. You can't serve

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two masters, and that's been the major struggle on commun

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in many ways for one hundred and fifty years, but

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I think especially in the last twenty five and I

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don't think this kind of deal fixes that. And that's

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not a University of Utah problem. I think that's a

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BYU problem, an Ohio State problem, and a Weaver State problem.

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Doing this kind of deal came Dan. If you do

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it right, gives you better quality of management and corporate strategy,

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and chasing some of this money, it also runs the

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risk of mecapping the very stuff that makes college sports compelling.

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And then you might just have a gentrified version of

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you know, Utah's minor league hockey team that you guys

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used to have, and nobody really cares about who's on

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that team, right, Like that's a difficult bounce.

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Speaker 3: Let me ask you, this is the.

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Speaker 2: Is the future through of athletics sports athletics at the

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collegiate level?

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Speaker 3: Is it through private equity?

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Speaker 2: Do you think this is going to be the trend

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going forward after since Utah's now gone this path, do

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you think more jump in?

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Speaker 4: I want I want to be more conservative here, which

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I know does not always make the best sports talk radio.

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I believe it is probable that other schools will follow

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Utah's lead. Plenty of schools have been curious and been

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doing their due diligence on these kind of proposals as

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best as I know, for at least twelve months. I

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imagine at least a couple of them will Will the

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majority or will everybody? I don't think so, and at

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least not in the short term. And part of that

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is because I think a lot of people want to see,

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let's watch this for eighteen months and see if it works,

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or you know, if they do it and then they

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raise ticket price twenty five percent, or they lay off

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some popular people, or to do some popular things and

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donors revolt. Maybe we don't want to do this. You know,

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there's there's gonna be some people that are a little

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bit more conservative than others in jumping into it. What

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I feel confident about is that everybody big school, medium school,

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small school, probably down to what Westminster done in Division

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three round here, everybody's worried about revenue. There's a couple

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of different ways you can grow revenue. Partnering with a

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private capital firm is one of those ways you can

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bring in outside capital as a passive investor, like the

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Big ten was considering, where you don't give up the

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kind of more managerial control. That's another way. You can

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also do it yourself, which is what Clemson in Kentucky

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and Michigan State are trying to do. I don't know

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if there's going to be one best solution. We're just

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gonna have to kind of wait and see what happens.

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I have a lot of I'm more skeptical of private equity,

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but I also recognize part of that as my own

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personal bias as a report or whose industry has been

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especially farmed by many of these entities. I think if

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we were if you were interviewing me after I'd spent

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ten years working in nursing homes, I think I would

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I would feel just as skeptical if I spent the

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last ten years in F one or working in La Liga.

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Maybe I wouldn't see this as risky at all, because

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that it's more standard and there haven't been as many

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catastrophes with these kind of companies. We're just gonna have

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to see what happens.

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Speaker 2: So I think the biggest concern that individuals have, at

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least in the state of Utah, is that their tax

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funds are going to subsidize any failures, will continue to subsidize.

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Speaker 5: Ye'll leave you again, Kritil, you get out of game, Matt,

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But no, I'm here, Ron We with the executive producer

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coming in right now to help out for Ben Cridliz.

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Speaker 6: We're having a few technical difficulties. You guys apologize, that's

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just how radio radio works, Matt, I just want to know, like,

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long term wise, is this sustainable, especially with nil because

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from my standpoint of how I'm looking at this, and

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tell me how you view this, I don't know if

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a one time you know, cash pump into a program,

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if if that can be sustainable, Like, how do you

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manage this going forward? Because if you do this one time,

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it's great, but if it fails, then there's a lot

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of backlash, bankruptcy, a lot of things that can come

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with this.

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Speaker 4: Yeah, what I think sustainability is a tough question. But

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if you're going to try to get you're going to

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get a five hundred million dollar lump sum. The only

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reason you'd ever pursue that is if you're planning on

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using that money to build stuff that will give you

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revenue down the line. I don't think you know, you know,

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I'm speaking hyperbolically here, like Utah is not going to

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take that five hundred million, throw it all into athlete

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revenue share and year one outbid the Denver Broncos for

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talent and and try to wrecks out like one that

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that's not illegal, but it would also be a really

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bad use of this money. They're going to try to,

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you know, put this into things that they think will

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will will generate future returns, whether that's the facilities, whether

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that's in new salespeople, whether that's in new revenue streams,

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or changing what they do with their own earned media.

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And some of that stuff's you know, interesting to consumers.

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Some of it isn't. If you take this and you

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give up future equity and you don't invest it wisely,

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you absolutely hurt yourself long term, and that happens to

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businesses in this country all the time. It would be

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the same thing if we took out a loan from

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the bank and we don't grow, and now suddenly we're

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stuck with those onerous obligations. If you're if you're trying

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to compete with Texas and Ohio State and Alabama, you

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don't have those resources, though, you're going to have a

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different risk profile. And that's you taught what that's things

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to what UTEL is considering right now. And they're not

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the only ones to be doing.

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Speaker 3: That, Matt.

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Speaker 2: Many are concerned here the state that somehow their tax

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dollars will continue you to fund Utah Athletics. Kyle Whittingham

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is the highest paid employee in the state of Utah.

401
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I imagine some of those those tax payer dollars go

402
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to him right now, How does that all work out?

403
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Speaker 3: Do you think?

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Speaker 4: I think if you are a tax payer, you're going

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to have to come to terms with the fact that

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part of being a taxpayer means paying for stuff that

407
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you don't always directly use, whether that's for helping to

408
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pay for your local K twelve pro you know, school,

409
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even if your kids are homeschooled or go to a

410
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private school or out of district. And part of that

411
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is that it's going to go to on many levels

412
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to help subsidize in state universities kids, there is always

413
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a direct neat line between you know, this dollar fifty

414
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from taxpayer and draper that goes directly into Kyle Whittingham's pocket.

415
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Probably not. There's I know of a couple of universities

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where there are direct appropriations to athletic departments, but usually

417
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that isn't how it works. But if it's the money

418
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that goes to the university general operating budget one year,

419
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it could get you know, moved around and end up

420
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as a subsidy to the athletic department in eighteen months. Yeah,

421
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like those those kind of things happen, and I would

422
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say that, you know, every athletic department needs to be

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a good steward of the money that they get from taxpayers,

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and the universities need to make sure they're not wasting

425
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that it's it's it's important money. But not everything that

426
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gets taxpayer money necessarily needs to be immediately profitable. I

427
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don't think we ask if our roads to non profit

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or if if some of the other places that we

429
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that we spend money. I look, if it's if somebody

430
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wants to get super fired up about that, I think

431
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it would not be difficult for a Utah fans to

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cut to come up with maybe some of the other

433
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special tax advantages uh that BYU aligned institutions might get.

434
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And I I for me, as an outsider, I think

435
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that's just a silly war that's not worth fighting.

436
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Speaker 2: Yeah, it's uh you well, that's why I like it's

437
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Otro Capital and the University.

438
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Speaker 3: Of Utah that own this venture.

439
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Speaker 2: It's like, okay, well there's going to be like this

440
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is what I know about universities, and this is what

441
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I know about about corporate America and even private equity.

442
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Creative accounting occurs all the time. So that's the fear

443
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right of this creative accounting that will subsidize failure as

444
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well and mortgage like essentially you're mortgaging the potential failure

445
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of this institution as a taxpayer.

446
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Speaker 4: I mean it's possible. It's difficult for me to speak

447
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with real certainty about some of this stuff because the

448
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university hasn't responded to a bunch of people's grandma requests.

449
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We don't have the specific financial terms of this arrangement,

450
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and we don't as the public, don't know exactly what

451
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happens if it doesn't work out. One of the things

452
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that comes to being a taxpayer in general. If you

453
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have a public university that you know, engages in an

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expensive new physics building, or buys an online private university,

455
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as a couple of public schools have done in the

456
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Mountain West, or any number of initiatives. Sometimes these things

457
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don't work, and sometimes you can offset those failures with

458
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income from other places, and sometimes you get a bailout,

459
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and then you have to see, Okay, does our state

460
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have a structure where there's an accountability or force changes.

461
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If there's that kind of bailout, is there a potential

462
00:24:27,279 --> 00:24:31,160
taxpayer risk for this particular private equity deal. Maybe I

463
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don't know enough to speak to how big of a

464
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risk or how over how long an event horizon, But

465
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I don't think that what I know right now that

466
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there's way more taxpayer risk. I think I think there's

467
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more risk just to the day to day operations they

468
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have the athletic Department than there would be for Joe

469
00:24:48,000 --> 00:24:48,799
Q taxpayer.

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Speaker 3: Matt Brown, Ladies and gentlemen, Matt best way to support you?

471
00:24:52,599 --> 00:24:54,799
What you do, how you do it? Over at extra Points?

472
00:24:55,400 --> 00:24:57,160
Speaker 4: Yeah, well, I mean the best way to support me

473
00:24:57,200 --> 00:24:59,640
is probably just mail me a check, which you know.

474
00:24:59,759 --> 00:25:05,359
Speaker 7: I'm yeah, you get Matt Brown, Matt dot Brown, Matt

475
00:25:05,440 --> 00:25:08,559
dash Brown, ep on venmo I think, but no, the

476
00:25:08,599 --> 00:25:10,880
best way is to read extra Points.

477
00:25:11,039 --> 00:25:14,000
Speaker 4: You can find it at extra Points mb dot com.

478
00:25:14,359 --> 00:25:18,319
There's several free newsletters there on business and policy issues

479
00:25:18,359 --> 00:25:20,839
in college athletics. We have some games. We have a

480
00:25:20,920 --> 00:25:24,319
data library full of contracts and financial reports, including the

481
00:25:24,359 --> 00:25:27,720
one that I cited during this interview, are all available there.

482
00:25:28,319 --> 00:25:30,240
And then you can also upgrade to a paid subscription,

483
00:25:30,319 --> 00:25:36,880
which is something that's industry leaders, ads, conference commissioners, agents, entrepreneurs,

484
00:25:37,319 --> 00:25:39,079
in the state of Utah and all over the country

485
00:25:39,119 --> 00:25:41,559
do all of the time. So if you want to

486
00:25:41,559 --> 00:25:45,880
read the stuff that your ad and your professor and

487
00:25:46,559 --> 00:25:48,799
your football coach you're all reading, head on down to

488
00:25:48,839 --> 00:25:50,599
extra points MB dot com.

489
00:25:51,359 --> 00:25:53,400
Speaker 2: Matt Brown, we should let you appreciate you man, always

490
00:25:53,400 --> 00:25:55,680
great content, always right insight. I appreciate you hopping on

491
00:25:55,720 --> 00:25:58,160
to discuss private equity and sports, especially up on the

492
00:25:58,240 --> 00:26:00,400
hill at the University of you up.

493
00:26:01,200 --> 00:26:03,440
Speaker 4: Of course, can I can I throw one quick bomb

494
00:26:03,519 --> 00:26:04,839
here into the mix while I have you on the

495
00:26:04,839 --> 00:26:08,319
air before I go all right this, I want to

496
00:26:08,359 --> 00:26:11,640
be careful here. What I am about to propose is

497
00:26:11,680 --> 00:26:15,200
not something that I think has currently happened. I am

498
00:26:15,599 --> 00:26:19,640
lightly trolling about where this opens. But let's let's say

499
00:26:19,720 --> 00:26:22,880
hypothetically the University of Utah and Outrol Capital, this deal

500
00:26:22,920 --> 00:26:26,279
works out. In seven years, OTRO decides to sell their steak.

501
00:26:26,960 --> 00:26:29,720
They want to sell their steak, maybe not back to

502
00:26:29,720 --> 00:26:33,079
the university, but maybe some other kind of gigantic managed

503
00:26:33,160 --> 00:26:37,039
investments fund that has you know, bits and pieces of

504
00:26:37,079 --> 00:26:39,480
all kinds of industries all over the world, and all

505
00:26:39,559 --> 00:26:43,319
kinds of of excellence, I mean, of operational expertise, but

506
00:26:43,440 --> 00:26:46,279
has a particular interest in things that happen in and

507
00:26:46,319 --> 00:26:49,799
around Salt Lake City. What I'm proposing, of course critical,

508
00:26:49,839 --> 00:26:51,640
is that the people that buy this next would be

509
00:26:51,759 --> 00:26:56,559
Ensign Peaks. And if you're going to sell your athletics

510
00:26:56,559 --> 00:27:01,279
department to institutional investors, who's to say who ends up

511
00:27:01,279 --> 00:27:02,000
buying it next?

512
00:27:02,640 --> 00:27:02,839
Speaker 3: Yeah?

513
00:27:03,160 --> 00:27:06,720
Speaker 4: Could it be the LDS Church. I look, my job

514
00:27:06,799 --> 00:27:07,839
is just to ask questions.

515
00:27:09,640 --> 00:27:13,240
Speaker 2: I'm I'm sure there's a there's gonna be some sort

516
00:27:13,240 --> 00:27:16,319
of caveout where Utah has to has to approve the

517
00:27:16,400 --> 00:27:20,880
venture the sale, that that's something that they would.

518
00:27:20,720 --> 00:27:26,440
Speaker 4: Aide when there's a will, there's a way. And I joke,

519
00:27:26,519 --> 00:27:28,720
but like we thought we had that role here in Chicago,

520
00:27:29,200 --> 00:27:31,720
and we accidentally sold all of our parking meters to

521
00:27:31,880 --> 00:27:35,160
like the UAE because the firm that we sold it

522
00:27:35,200 --> 00:27:37,680
to flipped it to somebody else, And now you can't

523
00:27:37,680 --> 00:27:39,559
close the street in my neighborhood without going to the

524
00:27:39,599 --> 00:27:44,400
Middle East. I say this jokingly, but there is always

525
00:27:44,400 --> 00:27:47,599
a risk that the deal that you create isn't the

526
00:27:47,599 --> 00:27:49,759
deal you end up within ten years when you start

527
00:27:49,759 --> 00:27:53,440
selling stuff on the market. And I think that would

528
00:27:53,480 --> 00:27:56,279
be very very funny if if if the church ended

529
00:27:56,319 --> 00:28:02,240
up in a roundabout way buying part of Utah.

530
00:28:00,480 --> 00:28:09,640
Speaker 3: The Athletic Department, that would be tremendous. Let's go. Thank you.

531
00:28:09,720 --> 00:28:14,200
I appreciate that. Thanks so much, Matt Brown. Great, great, yeah,

532
00:28:14,240 --> 00:28:14,680
thank you.

533
00:28:15,319 --> 00:28:18,200
Speaker 2: There you go by the way. Tis the season to

534
00:28:18,240 --> 00:28:20,880
be given cougarnation. We preating Matt Matt Brown, so get

535
00:28:20,920 --> 00:28:23,960
back to him. Check out at Extra Points MB dot com,

536
00:28:24,160 --> 00:28:26,279
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was a great segment brought to you by Dental pros

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Speaker 3: Today, let's go to break, don't go anywhere, get your prep.

551
00:29:07,599 --> 00:29:11,680
Speaker 2: Getting you ready BYU versus Clemson On the hardwood This evening,

552
00:29:12,319 --> 00:29:15,799
Kevin Young will discuss what's going on and how his

553
00:29:16,000 --> 00:29:18,640
roster's looking right now is in the lead up to

554
00:29:18,680 --> 00:29:20,680
Clemson That Clemson matchup.

555
00:29:20,680 --> 00:29:22,720
Speaker 3: This is Cougar Sports on one O three nine ninety

556
00:29:22,759 --> 00:29:23,279
eight point three.

557
00:29:23,559 --> 00:29:23,759
Speaker 4: Yes,