Veteran Sports Scribe Taking Wait-And-See Approach With Purdue

The days of Purdue athletics being described as “cheap” are over.

Athletic director Mike Bobinski, university president Mung Chiang and the Purdue University Board of Trustees, whether willingly or figuratively kicking and screaming, really had no choice to be part of the revenue sharing agreement that is a major part of the House vs. NCAA antitrust lawsuit settlement that takes effect July 1.

At stake was continued membership in the conference Purdue president James Smart co-founded in 1896 alongside the presidents of the University of Chicago, Illinois, Minnesota, Wisconsin, Northwestern and Michigan. And with that Big Ten membership comes an equal share of $8 billion in TV revenue through the end of the 2029-2030 academic year.

“As I’ve said a number of times, I believe as the world turns here in 2025, when we move into the revenue-sharing environment, the world comes back to Purdue in some ways,” Bobinski said during the press conference that introduced new football coach Barry Odom this past December. “We are going to operate at the full cap. We’re going to be as resourced as anybody in the country, allowing Barry and his staff that ability to be eyeball to eyeball to everybody we’re competing with from a transfer and/or high school recruiting perspective.”

In a statement released June 7, Bobinski doubled down on that belief. He calls the House settlement “a pivotal crossroads in the history of Purdue Athletics.”

Let’s break down Bobinski’s statement in bold with my views to follow.

“The new settlement-authorized revenue sharing model introduces reforms that will fundamentally alter how we support our student-athletes. Beginning July 1, 2025, schools like Purdue will be able to directly share athletic revenues with student-athletes—up to an initial year annual cap of $20.5 million. This is a groundbreaking change, rebalancing the relationship between institutions and athletes, yet it also presents an enormous financial challenge.

“At the same time, the NCAA will pay $2.6 billion in back damages to former student-athletes, funded by a reduction in revenue distributions to member schools. For Purdue, this means an estimated loss of $1.2 million per year in planned NCAA revenues for the next decade. These dual pressures—increased spending requirements and reduced revenue streams—tighten our financial landscape in ways we have never experienced before.”

Unlike our federal government, Purdue cannot deficit spend. Now, the university can help by reducing or not charging the athletic department for rent and utilities for the use of Ross-Ade Stadium, Mackey Arena and other facilities on university land. The Board of Trustees can also assist with the debt burden the athletic department carries from improvements to Ross-Ade (Tiller Tunnel, new scoreboards, etc.) and the upgrades to the other football facilities.

As for the $1.2 million per year in NCAA revenues, this is why college basketball fans are reading reports of the men’s basketball tournament possibly expanding from 68 teams to 72 or 76 within the next year. More games for TV, more money to ease paying off that 10-year mortgage.
“While the financial pressures are real, the revenue sharing cap presents Purdue with a unique and timely opportunity. In this new environment, all participating Division I institutions will operate with the same overall maximum limit on direct payments to student-athletes. This cap is intended to level the playing field in the highly competitive world of talent acquisition, ensuring that resource disparities between schools are minimized and that Purdue—through strategic resource allocation, innovation, and donor support—can recruit, develop and compete directly with the nation’s top programs.”

If you believe Michigan, Ohio State, Penn State and Nike University (aka Oregon) are going to be spending the same amount of money as Purdue on football and men’s basketball, I’ve got a bridge in Brooklyn I’d like to sell you. If you believe Purdue can outsmart, out-budget and out-fundraise the entire SEC (except for Vanderbilt) and the likes of Clemson and Florida State then you believe in Tinker Bell, the tooth fairy and the Easter bunny.

Purdue fans are desperate for a national championship in basketball and respectability in football. They’re just not willing to pay for it.

The John Purdue Club covers scholarships for all 16 varsity sports. But Purdue lacks the Phil Knights and similar sugar daddies who take great pride making sure their favorite school wins at any cost.

“This is our chance to maximize every dollar, every partnership and every opportunity to attract and retain elite student-athletes. With disciplined investment and passionate support from the Purdue community, we can seize this moment to elevate our program, recruit top-tier talent, and enhance our proud tradition of excellence.”

Part of the House settlement created NIL Go, a clearinghouse overseen by Deloitte to supposedly prevent the pay for play nonsense when Name-Image-Likeness compensation went into effect four years ago.

The settlement dictates that NIL opportunities from university-associated collectives must be paid “for a valid business purpose” at “fair market value rates.” Athletes must report their NIL deals worth at least $600 to Deloitte. Any deal deemed to violate the new standards can be rejected.

While this will surely trigger lawsuits, one piece of small print in the House settlement may not clog up judicial schedules. Any athlete who accepts revenue sharing payments gives up the right to sue.

“While these changes reshape the landscape of intercollegiate athletics, Purdue’s core mission remains unchanged.  We will continue to prioritize the academic achievement, personal growth and holistic development of our student-athletes.  Our programs are designed not only to foster success in competition, but to prepare Boilermakers for life after graduation—equipping them with the skills, character, and resilience needed to excel in any arena.”

That set of core values has worked for Matt Painter and the men’s basketball program. Rumors abound of the offers Braden Smith has received from other schools. There’s little doubt that Trey Kaufman-Renn and Fletcher Loyer have been pursued by other schools. But all three stayed at Purdue for a reason.

Other programs haven’t been so lucky. Purdue volleyball’s best two players were lured away this past offseason. Oregon’s unlimited bank account broke up a long-term relationship between the Thieneman family and Purdue.

“As sport-specific roster caps replace scholarship limits, we are committed to leveraging this flexibility to keep Purdue competitive at the highest level. In selected sports, increasing the number of athletic scholarships will be essential for attracting and retaining the best talent. Meeting this new financial demand will depend on continued—and expanded—support of the John Purdue Club. Your annual gifts will fund existing and expanded scholarship offerings, ensuring Purdue remains a destination for top student-athletes.”

The House settlement “grandfathers” the roster spots for existing athletes but from now on, the 85-scholarship limit for football has been replaced by a maximum roster size of 105. Will every school pay for the extra 20 scholarships? Some will to keep talent away from the Purdues and Indianas.

Men’s basketball gets two more scholarship slots to 15. Had Purdue had 15 scholarships instead of 13 a few years ago, maybe future NBA players like Desmond Bane (Seton Catholic) and Jake LaRavia (Lawrence Central) suit up for the Boilermakers instead of TCU and Indiana State/Wake Forest, respectively.

“In recognition of the transformative power of Name, Image, and Likeness (NIL) opportunities, and the need for our student-athletes to have access to this important component of today’s collegiate athletics model, Purdue is proud to announce the creation of Boiler BrandWorks, an in-house student-athlete marketing and brand-building unit. The mission of this unit will be to work directly with student-athletes to develop their personal brands and source meaningful NIL partnerships with donors, alumni, and businesses—both locally and nationally.”

I just don’t see Boiler BrandWorks generating enough NIL to make the difference between an athlete considering Purdue and cheaters by reputation like Kentucky and Louisville. Lexington and Louisville are metropolises compared to Greater Lafayette and can provide far more money-making opportunities.
“We invite every member of the Purdue community to play a role in this exciting initiative. If you are a business owner, entrepreneur, or have connections to organizations that may be interested in partnering with our student-athletes, we encourage you to participate or refer those entities to us. Your efforts will help open doors for our student-athletes, amplifying their opportunities and strengthening Purdue’s competitive position in the NIL era.”

I wouldn’t hold my breath.

“Our University leadership has made a clear and forward-looking commitment to partner with Purdue Athletics to ensure our ability to fully participate and compete within the framework of the new model. This partnership will provide meaningful support and alignment as we navigate the evolving landscape.  At the same time, the expectation for fiscal responsibility within Athletics and the need to aggressively pursue revenue growth remains unchanged.  We are committed to stewarding our resources wisely, making strategic financial decisions and upholding the highest standards of accountability to our supporters and the broader Purdue community.”

In other words, President Chiang and the Board of Trustees will offer financial assistance, within reason. Purdue athletics used to boast that it took no university money to finance its operation. A noble gesture which has resulted in too many terrible football seasons, the loss of good coaches to better-paying jobs, the decline of women’s basketball over the past 20 years and nearly losing Matt Painter to Missouri in 2011.

I’ll fast forward through Bobinski’s pleas for money for the final thoughts from the Purdue athletic director.

“This moment requires all of us—alumni, fans, donors, and friends—to step up and be bold. The new revenue sharing cap environment presents an opportunity for Purdue to rise up and compete on an even footing with the best in the nation.

“Your support is not just appreciated—it is absolutely essential. In the coming months, we will keep you informed about our progress and the tangible ways your contributions are making a difference.

“Let’s forge ahead, together, and ensure that Purdue not only meets this moment but leads the way into a new era of excellence.”

“Even footing?” I’ll believe it when I see it.

Kenny Thompson is the former sports editor for the Lafayette Journal & Courier and an award-winning journalist. He has covered Purdue athletics for many years.