A Phased Rollout: From Survival to Sustainability

ISSUE No 13

Part 4

A Phased Rollout: From Survival to Sustainability

If the idea of a hybrid model sounds ambitious, that’s because it is. But ambition alone won’t balance the books or restore trust. Execution is what matters and for West Indies cricket, execution has to be staged, deliberate, and realistic. You don’t flip a switch and suddenly become a publicly accountable, fan-backed institution. You build it in phases.

The first phase is structural reform. Right now, Cricket West Indies is an association of territorial boards, with politics and legacy shaping most decisions. To prepare for investment, that structure would need to evolve into a holding company, one that is transparent, professionally audited, and capable of reporting to shareholders and members. Governance reform is the foundation. Without it, no investor or fan would believe in the model. This is also where the golden share is locked in, giving the regional boards their safeguard over heritage.

The second phase is membership. Before institutions and sponsors come on board, the fans and diaspora must be invited in. Launching a membership model at a flat annual fee — $120 per person — creates a powerful, recurring revenue stream and, just as importantly, sends a message. It shows the world that the Caribbean people, at home and abroad, are willing to put their money where their heart is. If even a fraction of the potential market signs up, that’s tens of millions in reliable revenue before a single institutional dollar arrives. It’s also the trust-building step. If fans buy in, investors will follow.

The third phase is institutional and strategic investment. With the governance foundation in place and the fan base already committed, the organisation would be ready to invite in private equity, regional banks, and corporate partners. This isn’t about cashing out. It’s about securing long-term growth capital to modernise operations, sell naming rights on stadiums, build digital products, and position West Indies cricket as a commercial property worthy of global attention.

Strategic partners like airlines or tourism boards would see the logic in tying themselves directly to the game’s fortunes. Investors would see a structure that has already proven its ability to generate recurring revenue.

The fourth and final phase is growth and delivery. This is where the pieces come together. The fan memberships provide stability. The institutional capital unlocks expansion. The partners bring scale. And the governance system ensures accountability. With these in place, West Indies cricket could finally break out of the cycle of dependence on ICC grants and occasional England or India tours. Instead of survival, the organisation would be planning for sustainability and perhaps even ambition.

None of this is simple. Each phase comes with risks, from governance battles to execution gaps to the biggest question of all: will the fans really commit? But what’s undeniable is that the status quo is not working. Losses are mounting, the financial gap with the richer boards grows wider each year, and the Caribbean’s greatest cultural export risks sliding further into irrelevance.

Phasing in a hybrid model doesn’t guarantee salvation. What it does is create a credible pathway. From reform to membership, from investment to growth, it’s a roadmap that shifts West Indies cricket from firefighting towards building. And perhaps that’s the most important thing: a structure that looks forward, not back.

So here’s the challenge: could we imagine a West Indies cricket that isn’t just a team, but a shared project? Owned by its people, supported by its partners, and accountable to investors who see value in both culture and commerce?

It’s not a perfect solution. But it might be the boldest one on the table.