When I was chief executive of the Miami Dolphins, Dolphin Stadium and Dolphins Enterprises, and, before that, deputy commissioner of the National Thoroughbred Racing Association, I was confronted with this dilemma daily.

Sport is a huge eco-system globally. In the United States alone, it takes in more than $440 billion in revenue and touches more than 220 million consumers each day. The competition is fierce, and it is the people who make the difference.

The leadership needs span almost every discipline and organization, from content providers, leagues and teams, to channels of distribution include television, cable and Internet, solution providers such as healthcare and sporting good manufacturers, financial services, sponsors, construction and food and beverage suppliers.

Now, with a 42-member global team dedicated to the very real, serious and consequential business and pleasure of sport, Heidrick & Struggles has launched the Global Sport Leadership Advisory Group, offering both executive search and leadership consulting services across all industries and functions which have invested in sport. This includes governments and philanthropic endeavors.

We are conducting executive searches for sports leaders including commissioners, owners, chairmen, boards, CEOs, head coaches and managers, and through our Leadership Consulting experts are engaged in succession planning for sporting organizations, as well as executive assessment and development, improving top team effectiveness, cultural transformation and diversity services.

The aim is to help clients gain sustainable competitive advantage through leadership talent while reducing the costs associated with acquiring, retaining, developing and compensating talent.

Please give me a call on +1 212 551 3412 or email me to discuss:

1. What leadership your organization needs for tomorrow in terms of the challenges ahead and the capabilities and competencies needed
2. What leadership you have today, specifically asking if today’s leaders are capable of evolving into the leadership team required for the future
3. How you can close any gaps - do you need to recruit at some level in the organization, develop particular executives or teams, or rethink the way your organization is developing tomorrow’s leaders to ensure you can keep that gap closed?

There has been a distinct shift in the career path of “best in class” CFOs.

Two good examples are Plínio Villares Musetti in Brazil, who initially joined JP Morgan Partners, and Paul Fletcher at Actis in the UK.

“It was way out of my comfort zone," Plinio told us in a recent meeting. "But I did it for the challenge - and because the risk-reward equation made sense. Switching costs were low. I was 48 so could try it for three or four years and then go back to the corporate world with a richer business experience if I didn't like it."