FIFA President Gianni Infantino has set a deadline of Sept. 19, 2026 [5], for member associations to accept a one-off $20 million payment [1].
This move represents a fundamental shift in how the world's governing body for football manages its revenue. By selling minority stakes in a new commercial entity, FIFA aims to pivot toward a private-equity model to fund global operations.
The offer is extended to FIFA's 211 member associations [2]. This initiative is part of a broader plan backed by the investment firm of Jared Kushner's brother to raise approximately $4.2 billion [3]. The capital will support a new entity designed to control the commercial and event operations of the World Cup.
According to the plan, the new commercial entity carries an equity valuation of $20 billion [4]. The strategy involves selling minority stakes in this entity to external investors to generate the required capital. This structure would separate the commercial management of the tournament from the traditional administrative functions of the federation.
Member associations must decide whether to accept the $20 million [1] payout by the September deadline [5]. The payout serves as an incentive for federations to align with the new commercial direction. If the plan proceeds, it will mark one of the largest financial restructurings in the history of international sports governance.
FIFA has not detailed the specific terms of the minority stakes being sold to the Kushner-backed firm, but the scale of the $20 billion valuation [4] indicates a push for aggressive growth in the tournament's commercial reach.
“FIFA's 211 member associations have until Sept. 19 to accept the offer.”
This transition suggests FIFA is moving away from a non-profit association model toward a corporate structure. By introducing private equity through a Kushner-backed firm, FIFA is leveraging high-valuation commercial entities to provide immediate liquidity to member nations while potentially sacrificing long-term control over its most valuable asset, the World Cup.
