From sold-out arenas to strong television and streaming numbers, the Premier Volleyball League has long looked like a thriving sports property. Fans see the spectacle, brands see the exposure, and players see a platform that keeps growing bigger every season. Behind the scenes, however, team owners have continued to shoulder most of the financial burden—until now.
For the first time since turning professional in 2020, the PVL is set to formally return a portion of league revenues to its teams, marking a significant shift in how the country’s top volleyball league operates. The move signals that the PVL is no longer just surviving on popularity, but is now confident enough in its business model to start sharing the fruits of its success.
“30 percent of what the league makes (every year),” PVL president Ricky Palou told the Inquirer over the phone a couple of days back, outlining how teams will finally begin receiving league-generated income. “That would be 30 percent divided by all the teams that are playing.”
The remaining funds, Palou explained, will be reinvested into keeping the league running smoothly. “Palou went on to say that the remaining 70 percent will be used for operating expenses.” In effect, the PVL is balancing two goals at once: rewarding its stakeholders while ensuring the league itself remains financially healthy.
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This revenue-sharing plan is not an isolated decision. It follows another major structural change introduced in recent years—the Rookie Draft—which brought a new level of parity and long-term planning to the league, highlighted by former La Salle star Thea Gagate being selected first overall. Together, these initiatives point to a league that is thinking beyond short-term hype and toward sustainability.
“This will help ensure the stability of the league,” Palou added, stressing that the timing of the move is deliberate as the PVL continues talks with Cignal for a renewal of its broadcast deal. Media rights remain a cornerstone of the league’s income, and Palou acknowledged how crucial that relationship is to making revenue sharing viable for all teams.
“We knew that somewhere down the road that this will happen,” he said. “And we are just happy and proud that we can start doing it starting this year.”
Palou’s confidence is shaped by experience. Having previously served as chief finance officer of the Philippine Basketball Association during the tenure of the late Jun Bernardino, he understands how leagues dependent on gate receipts and broadcast deals must evolve to keep franchises afloat. It is no coincidence that the PVL’s approach mirrors models used by the PBA and even collegiate powerhouses like the UAAP and NCAA.
The long-term objective is clear: reduce the financial gap between teams and eventually help them break even. “That’s the target, hopefully,” Palou said.
While concrete figures in volleyball remain unclear, comparisons with the PBA—where top teams are estimated to spend P50 to P60 million annually—offer perspective. The PVL may not yet operate on the same financial scale, but its rapidly expanding fanbase and commercial pull suggest that investments made by team owners are becoming increasingly justifiable.
Five years into its professional journey, the PVL is no longer just a showcase for elite volleyball talent. With revenue sharing now on the table, it is positioning itself as a mature, forward-thinking league—one that recognizes that sustained success depends not only on packed crowds, but on making sure its teams can thrive alongside it.
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