News & Insights

Thought Leadership: Stadium design

Stadium planning doesn't start with the rendering

Laying the groundwork needs to happen BEFORE design commences

As an architect with a career-long focus in the development of sports venues, I love a great stadium rendering as much as anyone. That sleek, dramatic image of a future ballpark bathed in golden-hour light, packed with cheering fans, can spark excitement and rally support. But here’s a hard truth: that rendering is one of the last things that should be created.

A stadium project doesn’t start with an image. It starts with tough questions, strategic planning, economic analysis, and financial feasibility. Without these foundations in place, even the most stunning design will remain just that—a vision, not a reality.

I’ve dedicated my career to helping teams and cities navigate the complexities of sports venue development. And the key lesson to be learned is this: the projects that succeed are the ones that prioritize what comes before the rendering.

What comes before the rendering?

Before the first sketch is drawn, a stadium project must answer critical questions. These essential steps must take priority long before putting pen to paper:

1. Understanding the “why”

Why does this stadium need to be built? What problem does it solve? Whether it’s attracting a new team, upgrading outdated infrastructure, or revitalizing a neighborhood, the rationale behind the project must be crystal clear. A stadium isn’t just a sports venue—it’s a long-term investment that must align with both community and business objectives.

2. Economic and market feasibility

A successful stadium design always begins with a clear understanding of its financial feasibility. Before a project moves forward, we must answer:

• What is the economic impact of the venue?
• What’s the demand for premium seating, suites, and sponsorships?
• How much revenue can realistically be generated from ticket sales, concessions, and events?
• Does the surrounding market support mixed-use development?

If the numbers don’t work, no rendering will fix that.

3. Stakeholder alignment

No stadium is built in isolation. Teams, city officials, private investors, and community leaders all have a stake in the project. If they’re not aligned from the start, delays and disagreements will follow. Too many projects get stuck because key players weren’t on the same page about funding, land use, or long-term operations. Early engagement and consensus-building are critical.

4. Site selection and infrastructure readiness

Choosing a stadium site isn’t about where it looks best—it’s about where it works best. The focus must be on questions like:

• How will fans get to and from the stadium?
• What infrastructure improvements (roads, utilities, public transit) are needed?
• How does the site fit into the city’s or region’s long-term development plans?

The wrong site can sink a stadium before it ever gets built.

5. Financing strategy

No money, no stadium—it’s that simple. Before a rendering is even considered, teams and cities must determine how to pay for the project. Public-private partnerships, tax increment financing, and venue-based revenue models all play a role in making these projects financially viable. Finding the right mix of funding is an art in itself.

6. Long-term operations and revenue planning

A stadium isn’t just about the first game—it has to stay profitable for decades. The best projects incorporate year-round programming, corporate partnerships, and community engagement to ensure steady revenue beyond game days. I always ask: What’s the plan for this stadium 10, 20, or 30 years down the road?

The rendering as a culmination—not a beginning

Only after these critical steps are in place does the architectural design process truly begin. A rendering should never be the starting point of a stadium project—it should be the byproduct of a well-defined vision, a sustainable financial model, and a strategy that ensures long-term success.

How Brailsford & Dunlavey can help

B&D is an expert in turning sports venue concepts into reality. I’ve worked on stadiums across the country, guiding teams, cities, and investors through the complex process—from market analysis and financing strategies to stakeholder engagement and long-term revenue planning.

So before you commission a rendering, let’s have a conversation. Because a stadium isn’t just an image—it’s an ecosystem, an investment, and a game-changer. And it all starts long before the first sketch is drawn.

David Almany is a senior project manager within the B&D Venues Practice Group. In this capacity, he acts as a strategic advisor to clients in intercollegiate athletics and professional sports organizations, assisting them in defining the initial scope and development of projects related to athletic performance and training, public assembly, and entertainment-based mixed-use districts. His role extends beyond mere consultation; he remains a trusted advisor throughout the entirety of the project lifecycle, providing process oversight and management during the stages of project design, construction, and implementations. He can be reached at dalmany@bdconnect.com.