LIV Golf announced on Wednesday that it will reduce its operations and lay off a sizable portion of its workforce in early September as the current season ends and existing financing approaches its deadline.
Staff reductions follow end of season and funding deadline
The league said the cuts were anticipated after it warned staff in July that future actions might be needed, citing compliance with labor rules in the United States and the United Kingdom. A spokesperson expressed optimism that new capital could allow many of those let go to return if a “LIV 2.0” version launches. No exact headcount was disclosed, but a handful of workers will stay on to manage the transition and support the possible next iteration.
In a statement, the spokesperson added, “We are grateful to our employees for their hard work and dedication in building LIV Golf, and we remain committed to supporting those affected through this transition.” The comment stopped short of outlining severance packages or timelines for re‑hiring.
While the organization has not finalized the staffing levels required for future activities, it indicated that decisions will hinge on securing fresh investment. The move comes after the league’s primary backer, Saudi Arabia’s Public Investment Fund, announced in April that its funding would cease after the 2026 season.
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New capital source and a shift toward player ownership
A lead investor has reportedly signed a term sheet for at least $250 million to fund the next version of the competition. The unnamed party is said to be Ted Goldthorpe of London‑based BC Partners. Goldthorpe recently met with several participants to discuss the upcoming structure.
O’Neil described the forthcoming phase as “fundamentally different” before the season finale outside Indianapolis. He said, “We are building towards a league majority owned by its players, and I want you to think about just for a minute what that means.” He added that athletes would receive equity, regain most commercial rights, and see teams operate as genuine businesses with tangible assets.
In remarks at the final event, O’Neil praised the staff, saying, “I’ve been so overwhelmingly impressed, humbled, inspired, quite taken by the dedication, the passion, the creativity, the willingness, the courage and the strength to do what they do to put on world‑class events week after week.” He concluded with gratitude for the group he works with daily.
Attendance figures were highlighted as evidence of market interest. The Adelaide tournament attracted 115,000 spectators, while the South African stop drew more than 100,000 fans. Broadcast reach extended to 950 million households across over 200 territories via more than 20 global partners. Notably, 36 % of attendees were first‑time golf viewers, 41 % were under 45, and 35 % were women.
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Looking ahead, the organization faces a delicate balancing act. Securing the promised capital could revive the workforce and enable the player‑ownership model, but the timeline remains uncertain. If the financing falls through, the league may need to scale back further or consider alternative revenue streams.
Analysts note that the shift toward player equity could align incentives but also adds complexity to governance. The success of such a structure will depend on how quickly the league can translate fan engagement into sustainable revenue, especially as traditional sponsors weigh involvement.
Meanwhile, the league has canceled the planned team championship in Michigan and wrapped up the current schedule without further events. No final decision has been made about the number of staff required for the next phase, leaving the future of many roles in limbo.