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Iona Gaels square off against the Manhattan Jaspers in MAAC Tournament

Iona Gaels square off against the Manhattan Jaspers in MAAC Tournament

Washington Post12-03-2025

Manhattan Jaspers (17-12, 12-8 MAAC) vs. Iona Gaels (15-16, 12-8 MAAC)
Atlantic City, New Jersey; Thursday, 6 p.m. EDT
BETMGM SPORTSBOOK LINE: Jaspers -1; over/under is 142.5
BOTTOM LINE: Iona plays in the MAAC Tournament against Manhattan.
The Gaels' record in MAAC play is 12-8, and their record is 3-8 in non-conference games. Iona allows 70.8 points and has been outscored by 1.1 points per game.

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HBCU Hoops: Grambling picks up explosive mid-major scorer
HBCU Hoops: Grambling picks up explosive mid-major scorer

Miami Herald

time8 hours ago

  • Miami Herald

HBCU Hoops: Grambling picks up explosive mid-major scorer

Paul McMillan IV, one of the top-scoring guards in mid-major basketball, is ready to show his talents with HBCU basketball. The leading scorer from the MAAC last season has officially transferred to Grambling State University, giving the Tigers a major backcourt boost heading into the 2025–26 season. McMillan arrives after a standout year at Canisius, where he averaged 20.0 points per game-ranking second in the MAAC and among the top 25 scorers nationally. The Cincinnati native brings veteran experience and a proven scoring ability to a Grambling team entering a new era under recently hired head coach Patrick Crarey. Crarey, who spent last season as the head coach at Florida A&M (FAMU), takes over at Grambling with a fast-paced, high-tempo coaching philosophy that is expected to align perfectly with McMillan's dynamic offensive style. His system emphasizes transition play and guard creativity, both strengths of McMillan's game. McMillan's college journey includes stops at NJIT and Central Michigan before his breakout season at Canisius, where he twice scored a career-high 31 points and became the program's first 20 PPG scorer in over a decade. Prior to college, he was a high school standout at Woodward High School (OH), finishing with 2,658 career points, seventh-most in Ohio history. The transfer marks a significant addition to the HBCU basketball landscape. As more high-impact athletes commit to HBCU programs, McMillan's move to Grambling is further proof of the growing competitiveness and visibility of these institutions at the national level. With McMillan in the lineup and Crarey on the sidelines, Grambling is poised to contend in the SWAC and make noise beyond. For a proud HBCU program, this pairing signals a powerful step forward. The post HBCU Hoops: Grambling picks up explosive mid-major scorer appeared first on HBCU Gameday. Copyright HBCU Gameday 2012-2025

Ben Ainslie's choppy seas: SailGP, the America's Cup and a split with Ineos
Ben Ainslie's choppy seas: SailGP, the America's Cup and a split with Ineos

Yahoo

time14 hours ago

  • Yahoo

Ben Ainslie's choppy seas: SailGP, the America's Cup and a split with Ineos

Just off Manhattan last weekend, a dozen 50ft catamarans soared across the water at speeds of up to 52mph. Navigating a precariously tight course, in the shadow of the city's myriad skyscrapers, teams battled challenging conditions in a series of rapid, hectic races. 'A lot of people don't really know what SailGP is about,' says Sir Ben Ainslie, the four-time Olympic champion sailor. 'And when they see it, it blows their mind. It's not what anyone would think sailing is about.' Advertisement Gone are the days of boats sent out to become tiny specks in the distance, only to return hours later for gin and tonics at the yacht club. The sport has traditionally been pinned around two dominant events: the Olympics and the America's Cup. In 2018, billionaire tech tycoon Larry Ellison and Sir Russell Coutts, one of the greatest sailors of all time, set out to change that. Their league, SailGP, is fast and at times dangerous. 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Hugh Jackman and Ryan Reynolds recently became co-owners of the three-time champion Australian team, weeks after a consortium including Anne Hathaway acquired Red Bull Italy. The British team, Emirates GBR, was first to be sold; Ainslie and businessman Chris Bake bought a majority stake in 2021, and took further investment the following year, valuing the team at $40m. Dylan Fletcher, who won Olympic gold at Tokyo 2020, served as British team driver during SailGP's first season, but Ainslie took the spot in the second campaign. When Ainslie stepped off the boat last January, citing other commitments, he tapped another British Olympic gold medallist, Giles Scott, to take his place. But then Ainslie chose Fletcher over Scott to be his co-helm for the America's Cup – a decision Scott said left him 'freaking gutted' – and another SailGP team came knocking. Scott shifted to the Canadian team. Emirates GBR brought back Fletcher. Advertisement 'There's a lot of weight on my shoulders,' says Fletcher, but returning was not a difficult decision: it 'wasn't through choice' he left in the first place. After a strong start this season, with top three finishes at the first three events, Emirates GBR has slipped. The first day of racing in New York, in challenging conditions, left the team in 10th place out of 12 at the event. 'Don't tell me, because I don't wanna know,' two-time Olympic champion Hannah Mills, who serves as the team's strategist, says of the standings after returning to shore. It was a 'bit carnagey' out there, she adds. 'Lots to look at, but I do feel like we're in a really good place as a team.' The second day proved more successful, and Emirates GBR finished eighth in the event, and left New York fourth in the league. That morning, Ainslie had advised Fletcher against going 'all out', and instead to concentrate on putting 'building blocks in place for Portsmouth'. Advertisement SailGP will land in the UK next month for the first time in three years. The grandstands will have capacity for 10,000 each day at an event organisers hope might be of a similar scale to the New Zealand Sail Grand Prix in Auckland, which drew 25,000 people over two days: a crowd 'I never expected, really, to see in the sport of sailing', says Fletcher. The Portsmouth event is a golden opportunity for Ainslie's racing team to grow the British audience of SailGP, and attract a new generation of potential sailors and fans. But in recent months, the most explosive action has taken place off the water. * * * Inside a shipping container at the tech site of last weekend's SailGP event, Ainslie is discussing the fortunes of his team when he makes the case for a bit of turmoil. Advertisement 'When times are going well and everyone's sort of high-fiving and whatnot, you know, that's great,' he says. 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The background chatter inside the container – transformed into an office for his team at SailGP – noticeably fades. 'Look, I can't really talk too much about it, because it's still quite a delicate situation,' he says, tentatively. 'Ultimately, as people can probably see, we ended up with a different view, a different opinion, on how we should move forwards on many different fronts.' Should Ainslie, sailor turned CEO, ever pursue a new career, diplomacy is not out of reach. There were 'quite a number of factors' and 'accusations' behind the split with Ratcliffe, he says, declining to detail a single one. But when he wants to make a point, he does not hesitate. The situation is 'a bit of a David and Goliath scenario', he says – twice, for good measure. Advertisement The fallout between Ainslie and Ratcliffe – who, through Ineos, also co-owns Manchester United and backs the Ineos Grenadiers cycling team – was billed by some as a battle between two knights of the realm, and giants of British sport. But only one is worth an estimated £17bn. Last month, Ratcliffe appeared to back down. 'Unfortunately, the opportunity has slipped away,' he said. Ineos blamed 'protracted' negotiations with Athena, which insisted all along that it – rather than Ratcliffe's venture – was the official Challenger of Record for the next America's Cup. 'It's not been an easy time,' says Ainslie, an understatement perhaps bigger than the 75ft Britannia racing yacht he sailed in Barcelona at the America's Cup last October. 'But what it has done, it's really created a huge amount of resolve in the team ... Going to keep at it, come what may.' Ainslie is focused on 'holding the team together', he says. David, having seen off Goliath, now needs to get a lot bigger – fast. Previous America's Cup campaigns have cost in the region of £100m, although he hopes this one might be nearer £50m. Advertisement Athena is now rebuilding 'from scratch', says Jo Grindley, chief marketing and commercial officer, who has worked with Ainslie since 2001, and helped secure tens of millions of pounds for successive America's Cup campaigns. For months, they have been quietly speaking with prospective sponsors and private investors for the next challenge. 'Hopefully in the coming weeks … that will all fall together,' says Grindley. * * * Working on campaigns from SailGP to the America's Cup, Ainslie, 48, has been able drawn upon a batch of other Olympic champions, like Scott, Fletcher and Mills, all 37. But in recent years, he has been increasingly preoccupied by a looming question: who's next? Advertisement Mills and Ainslie set up Athena Pathway to help get more women and young people into sailing, and provide opportunities for promising talent. The initiative put forward teams for the Women's America's Cup and Youth America's Cup last year. 'Holy shit,' thought Mills, as she led the women's team on the water. 'This feels big.' To improve the accessibility of foiling, the style of sailing at the heart of SailGP, Athena is training up young sailors on a fleet of single-handed WASZP dinghies in Weymouth. Kai Hockley, recruited aged 18 as a development sailor last summer, is embedded with its SailGP team, and due to compete at this summer's WASZP Games. Teams in SailGP, unlike most sports, are mixed. Two-time Olympic gold medalist Martine Grael became the league's first female driver, for the Brazilian team, this season. Mills, although quick to emphasise that Fletcher is doing a 'phenomenal job' for Emirates GBR, is keen to follow in Grael's footsteps. 'You never know when the opportunity might come,' she says. 'You just have to be as ready as you can be, and in the best place possible, so that you're the obvious choice if it does come.' Advertisement Ainslie, whose mind rarely drifts far from the America's Cup, claims he 'most likely' won't be on the water this time around. 'I mean, look, I'm 48, you know? Not getting any younger,' he says, stressing he has yet to make any decisions. With two helmsmen required, Fletcher is 'doing a great job' in SailGP, he suggests; Scott is also a 'huge talent'. 'It's about identifying who can come through and do that job, and do that job better than I can do,' says Ainslie. 'My job over the coming months is to pull that together and see where we end up. I would definitely say I put myself down as a Plan B as a sailor.' While at peace with the transition to shore, Ainslie describes himself as a 'frustrated armchair sailor' when others take to the water. 'I'd like to say that it's absolutely fine, and I'm really cool and relaxed. I think I'd be lying,' he says. 'But also, there's something – there's some kind of satisfaction – from seeing the team doing really well.' His workload as CEO is not getting lighter. On top of overseeing another America's Cup campaign, a SailGP team and Athena Pathway, he and his wife launched a performance supplement brand last year. Advertisement The focus is shifting to life 'after sailing', according to Georgie Ainslie. 'You can't just assume that, forever in a day, there'll just be Ben and the boat,' she says, with a grin. 'There has to be something beyond Ben and the boat!' A few days after our encounter in the container, however, Ainslie's team follows up with a clarification: he's not quite beyond the boat yet. His role in the next America's Cup 'will very much depend on the requirements of the team', he says in a statement. 'This will also be influenced by the rules of the next America's Cup and the talent available to the team. I would certainly never say never!' More than a decade has passed since Ainslie, who won the America's Cup with Oracle Team USA in 2013, first launched a British bid. Three subsequent attempts fell short; each as all-encompassing as the last. 'The last year has been a challenge. But at the same time, I think we've all understood that we've just got to get through it,' says Georgie Ainslie. 'Ultimately, Ben's goal is to win the America's Cup, for Britain. All he wants to do is do that … I know he will try until he can try no more to make that happen.' Advertisement Ainslie laughs when asked if he's ever thought about walking away. 'Not really,' he replies. 'We set a goal to do it,' he says, as if it would be irrational to even consider jumping ship. 'You want to achieve it, don't you?' 'If you're going to take on something that's hard – and America's Cup is properly hard – it's going to require a bit of grit and determination,' says Ainslie. 'Because it's really, really not easy. And you've got to accept there's going to be tough moments, and it's going to take some time. But we're committed to the cause.'

Stanford, Cal eye ‘the end of amateurism' in new revenue-sharing era
Stanford, Cal eye ‘the end of amateurism' in new revenue-sharing era

San Francisco Chronicle​

time3 days ago

  • San Francisco Chronicle​

Stanford, Cal eye ‘the end of amateurism' in new revenue-sharing era

Nearly three months before the start of college football season, on May 31 and June 1, two sellout crowds totaling about 90,000 people flooded into Stanford Stadium. They came to see Coldplay, the first live concert ever held at the on-campus facility. The timing was hardly coincidental. One week later, last Friday, U.S. District Judge Claudia Wilken formally approved the long-anticipated House settlement. That $2.8 billion agreement, to settle three antitrust lawsuits against the NCAA and Power Five conferences, officially ushered in a new era of major-college sports, with schools now permitted to directly share revenue with student-athletes. And sharing revenue for the first time means finding new revenue. That helps explain how Coldplay landed on stage at Stanford, bringing its 'Music of the Spheres' world tour to the same venue where John Elway, Andrew Luck and Christian McCaffrey once performed. 'It was an inspiring example of what our campus can pull off,' Stanford interim athletic director Alden Mitchell said in a Chronicle interview Wednesday. 'And it's a great positive from a financial perspective.' Cal and other Bay Area athletic programs no doubt will also try to tap fresh revenue streams, in one form or another. Donor fundraising, rising the past four years with the proliferation of name, image and likeness (NIL) deals for college athletes, can stretch only so far. The new expenses are significant: Friday's landmark approval allows schools to share up to an estimated $20.5 million in revenue in the 2025-26 fiscal year, starting July 1. That limit initially will rise by 4% annually, to $21.3 million the next year and $22.2 million the year after that. Cal and Stanford are not required to spend the maximum amount, essentially a salary cap. But they realistically must hit the cap to compete with their Atlantic Coast Conference opponents. This leaves athletic department leaders expanding already-strapped budgets, with a full menu of sports (36 for Stanford and 30 for Cal). Mitchell, who joined Stanford last year as chief operating officer, hopes to implement a new structure in ways 'that keep college sports special for student-athletes, and distinct from pro sports.' That's a challenging quest on a landscape now dominated by chatter about money, money and more money. 'It is fair to say we're living through the end of amateurism as we know it,' Mitchell said. The transformation creates more questions than answers on the Bay Area scene. Will revenue-sharing make it even more difficult for Cal and Stanford to keep pace with their ACC rivals in football and basketball? How much will San Jose State spend at a time when one CSU campus (Sacramento State) is ramping up and another (Sonoma State) is eliminating athletics entirely? And how will St. Mary's, USF and Santa Clara — schools without football programs but Division I in basketball and other sports — compete with deeper-pocketed foes from larger conferences? The Gaels offer an interesting case, given their perpetual and uncommon success in men's hoops. They made the NCAA Tournament again this past season, beating Vanderbilt in the first round before falling to Alabama, another SEC team, in the round of 32. Mike Matoso, vice president of intercollegiate athletics at St. Mary's, acknowledged his school is prepared to participate in the revenue-sharing era — but not with the resources of bigger schools, which figure to quickly reach $20.5 million. Matoso described St. Mary's as more of a 'Moneyball' operation, trying to find undervalued assets the way former Oakland Athletics general manager Billy Beane once did. 'I don't want to go into numbers, but we're not knocking on the door,' Matoso said of the $20.5 million ceiling. 'Nobody at our level (size) is coming close to numbers like that.' One question the Power Five commissioners addressed this week, in a video news conference with reporters, was the expected distribution of revenue sharing. They suggested each school will decide how to allocate revenue to its various sports programs. Most are expected to devote approximately 75% of their spending to football (pending any Title IX challenges), given the outsized money it generates in media contracts. About 20% would go to men's and women's basketball, and 5% to other sports. Neither Cal deputy athletic director Jay Larson nor Stanford's Mitchell specified how they plan to divide revenue-sharing among their various teams. Mitchell called the information 'proprietary' and Larson said Cal has a framework 'within the national norm.' Make no mistake: The norm revolves around football, the economic engine fueling this whole revolution. 'I think everyone realizes how critical it is for there to be investment in football and basketball programs,' Larson said. 'But many schools around the country have a proud tradition of Olympic sports programs, and Cal is one of them. We want and need those programs to succeed.' Stanford also boasts a long history of success in Olympic sports. That means school officials must balance the need to resuscitate their sagging football program — see Luck's appointment as general manager — with the desire to support swimming, water polo and other 'non-revenue' sports. As Mitchell put it, 'Ensuring we're not depriving those sports of oxygen is incredibly important.' Larson and other Cal athletic department leaders met with their head coaches several times over the past two months, in anticipation of Friday's news. They learned most coaches of Olympic sports desire new scholarships more than NIL funding or revenue to share. That's another notable element of the new world order: NCAA scholarship limits vanish July 1. Baseball, for example, could offer only 11.7 scholarships in the old system, divided among all players. Now the scholarship cap will increase to 34. This doesn't mean Cal, Stanford or St. Mary's — fresh off its first NCAA Tournament baseball victory in school history — will immediately offer 34 full scholarships in baseball. But they need to 'strategically' add scholarships in sports other than football and basketball, to borrow Mitchell's word, to stay competitive in recruiting. There are a lot of mouths to feed, so to speak, with more than 850 athletes at Stanford and an estimated 820 at Cal. Larson and Mitchell both welcomed the establishment of the new College Sports Commission, led by former MLB executive Bryan Seeley. That independent group will oversee enforcement of the reshaped rules governing college sports, to make sure schools aren't circumventing the salary cap by arranging outside deals for athletes. At least it's an effort to monitor the marketplace, after a chaotic stretch while those antitrust cases worked their way through the legal system. 'An unregulated market tends to favor those with the most resources, and I think we saw that play out the last couple of years,' Larson said. 'A regulated market allows for more competitive balance, and many people in our enterprise want to see it get there. … 'We'd like to see games decided on the field, by players and coaches, and not necessarily by who's writing the biggest checks. That's why the enforcement part of this is so critical.' Friday's approval of the House settlement not only marginalizes the NCAA on enforcement, it also shifts the NIL burden from 'collectives' to the schools themselves. Kevin Kennedy, president of the California Legends Collective — which raised money to benefit Cal athletes — announced his group will suspend operations at the end of June. So now it falls on Cal officials to find and spend more than $20 million to keep pace. That will include exploring new avenues to generate revenue, one source said, including potentially trying to better monetize Memorial Stadium. Worth noting: The school is still paying off its massive debt on the seismic retrofit and renovation of the stadium in 2010-12. That plunged the athletic department more than $440 million into debt, though the campus took over about $238 million in 2018. Cal's rival down the road monetized its stadium with Coldplay, and Mitchell said Stanford officials are working on booking more concerts. They're not alone: Last month, the University of Toledo's football stadium hosted its first major concert in 31 years. Clearly, the new reality in college sports is forcing campus leaders to think in a new way. 'Concerts are the most extreme example, but our competitive venues are often empty,' Mitchell said. 'That's something we're thinking about a lot.'

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