Acquire & partner
Explore ownership transitions and partnerships with established venues and leagues.
INVESTMENT & DEVELOPMENT
Building the next chapter of sports and leisure.
Connecting established venues, strong leadership and new opportunities for growth.
ONTARIO & QUÉBECA LONG-TERM PERSPECTIVE
Build leadership
Equip local teams to lead day-to-day operations with clear priorities.
Develop potential
Connect better programming, stronger operations and complementary activities.
01Our approach
A business perspective.
A sporting purpose.
CASM brings together sports real estate, recreational leagues and venue operations. Our strategy is to acquire and partner with established complexes, strengthen local leadership and develop their long-term potential.
The starting point is the business already there: its people, customers, facilities and place in the community. The next chapter should build on that foundation.
01
Understand before acting
Assess the venue, its market, operating needs and investment priorities before defining a plan.
02
Plan the transition
Align on responsibilities, service continuity and the priorities for the proposed first 100 days.
03
Support local execution
Connect capable teams with shared planning, technology and performance reporting.
04
Develop the next opportunity
Improve programming, customer experience and use of space as local demand supports it.
02Investment focus
Established places.
New possibilities.
We explore opportunities in Ontario and Québec where facilities, recurring activity and operational improvement can reinforce one another.
Sports real estate
Complexes with an established community role and potential to improve facilities, programming or the use of space.
Leagues & programming
Recreational leagues, tournaments, camps and community activities that create repeat participation.
Venue operations
Local teams, registration, scheduling, payments and reporting working towards a coherent operating plan.
Geographic focus: Ontario & QuébecStructure, scope and timing are considered for each opportunity.
03For owners & partners
A next chapter
for what you’ve built.
Every owner’s situation is different. Whether you are considering succession, new investment or a strategic partnership, the discussion starts with your goals—not a predetermined structure.
Ownership transition
Explore a potential sale or succession path while considering the business, the people and the community it serves.
Strategic partnership
Discuss how financing, development and operations could come together for the next stage.
Commercial collaboration
Consider food and beverage, wellness, events and sponsorship opportunities suited to each location.
Start a conversation
A short introduction to your business, objectives and timing.
Agree what to explore
Discuss mutual interest, scope and confidentiality before sensitive information.
Assess the opportunity
Review the operating context, team and development priorities.
Define the next step
Decide together whether to pursue a proposal or further diligence.
04Leadership & operations
Strong local teams.
A wider horizon.
Our intended model separates strategic ownership from daily execution—not commitment from responsibility.
As mature teams take the operational lead, the ownership group can focus more deeply on business development, long-term direction and future growth. Clear objectives and reporting maintain alignment.
Strategic ownership
- Vision and business development
- Investment priorities and resources
- Governance, alignment and performance oversight
Local management
- Day-to-day service and team coordination
- Programming and customer experience
- Execution against agreed objectives
Start with Sergio PannunzioConnect with CASM
05The broader vision
Sport at the heart.
A destination around it.
What if the game were just the beginning? Thoughtfully combining sport, hospitality and live experiences can give people more reasons to visit—and to stay.
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More reasons to visit.
More ways to belong.
Depending on local demand and the venue, complementary activities may include dining, wellness, retail and entertainment alongside leagues, rentals, tournaments and camps. The aim is better use of space throughout the week and across seasons.
06Before the first call
A few questions.
A clearer starting point.
Do I need to be ready to sell?
No. A conversation can be exploratory. You may be considering investment, a future transition or a strategic partnership rather than an immediate sale.
What should I share first?
Your location, the type of complex or league, your role and what you would like to discuss. Please do not send financial statements or sensitive documents in the first email.
Would the local team stay involved?
Our intended approach works through local operational teams. Future roles and responsibilities would be discussed for the specific business and agreed structure.
How is confidentiality handled?
Start with a high-level overview. Before exchanging sensitive information, we can discuss appropriate confidentiality arrangements and the scope of further review.
Is there a standard size or timeline?
There is no universal threshold or timetable stated here. Scope, readiness, information needs and ownership objectives shape the discussion. An introductory call creates no transaction commitment.
07Let’s talk
Your next chapter
starts with a conversation.
Own a complex, lead a league or see a partnership opportunity? Tell us about your business and what you would like to build next.
Arrange an introductory callSergio PannunzioCASMsergio@casmsports.ca
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