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Guide

Basketball Facility Startup Costs: Tyler Leclerc’s $50K Example

Tyler Leclerc reported roughly $50,000 to open his first facility in 2020. See the interview-backed costs and what they do—and do not—say about payback.

By CoachIQ November 1, 2025

Video

A basketball facility budget is easier to evaluate when you can see what an owner actually spent. Tyler Leclerc shared the rough numbers behind his first facility, which opened in 2020, in his CoachIQ interview. This is a historical case example, not a current construction quote or a minimum budget for every facility.

Financial claims reviewed against the original interview on September 23, 2026. The interview gives approximate totals, not an itemized ledger. Watch the embedded conversation above or jump to the source timestamps below.

Basketball facility startup costs: Tyler’s $50,000 example

Tyler reported spending roughly $50,000 to open his first facility in 2020. He described first and last month’s rent, a security deposit, insurance, the court, hoops, and miscellaneous expenses. The court was about $25,000 and was his largest expense. He did not assign separate dollar amounts to all the other categories. Source: startup costs, 9:18–9:34.

Total startup spending: approximately $50,000, as reported by Tyler.
Court: approximately $25,000, included in that total.
Other startup spending: approximately $25,000 by subtraction; the interview does not provide a verified itemized breakdown.

Earlier in the interview, Tyler described a roughly 3,500-square-foot facility with around 2,500 square feet of court space. That footprint helps explain the example, but it does not establish what another property will cost to prepare. Source: facility size, 5:54–6:04.

For a current project, collect quotes for the actual space, court, equipment, and required work. Keep deposits and installation costs separate from the cash needed to operate after opening. Use the basketball facility budget guide to build your own assumptions instead of copying Tyler’s historical total.

What the monthly numbers actually show

At the time of his decision, Tyler said he was bringing in about $8,000 per month from training. His lease was $3,100 per month. He estimated roughly $4,000 in total monthly expenses, including that lease, leaving about $4,000 from his simple subtraction. Source: monthly planning numbers, 9:34–10:03.

Reported training income: approximately $8,000 per month.
Lease: $3,100 per month, within his expense estimate.
Estimated total monthly expenses: approximately $4,000.
Difference: $8,000 − $4,000 = $4,000 per month.

Tyler called that difference profit in the conversation. The interview does not establish a full accounting treatment for owner compensation, taxes, financing, equipment replacement, or every variable cost. Treat it as his rough planning estimate, not a verified net-profit margin.

Payback is different from monthly break-even

Dividing a $50,000 startup investment by an assumed $4,000 monthly surplus gives 12.5 months of simple payback. That is an illustration calculated from the interview’s rounded figures. Tyler did not report a measured 12.5-month payback period, and this calculation does not prove when another facility would recover its investment.

The illustration assumes the entire $4,000 is available each month to recover the startup spending. Lower collections, additional costs, owner withdrawals, or a slower opening would change the result. Recovering startup spending also does not remove ongoing rent and operating expenses.

Monthly break-even asks a different question: how much contribution from sessions and other activities covers that month’s fixed expenses? Build that calculation with your own prices and variable costs. The interview does not supply enough detail to calculate Tyler’s exact break-even number of sessions.

Court rentals helped, but the interview does not give a revenue forecast

Tyler described renting the facility when he was not using it and said those rentals covered the lease and expenses. He did not give an exact monthly rental total in that part of the interview. The article therefore cannot establish a rental price list, a weekly rental schedule, or a combined monthly revenue forecast from that statement. Source: court rental discussion, 7:30–7:50.

His opening decision also had a useful constraint: the training income he already had was central to his plan, while he expected some rental income without relying on a large amount. That distinction matters when planning a facility. A blank calendar is not rental revenue, and the same court hour cannot be sold to two groups at once.

Map training sessions and possible rental hours on one calendar. Start with demand you can substantiate, then model slower months and unused hours. Confirm that your proposed activities fit the lease and the property before counting on them.

What made the facility valuable beyond rent

Tyler saw value in access to the space, the ability to record content, and the credibility of having a dedicated facility. He also described new relationships and opportunities that followed opening. Those are reasons to examine a facility move, but the interview does not assign a reliable dollar return to each benefit. Source: access and opportunities, 10:03–11:45.

For your own plan, separate benefits you can measure from opportunities you hope to develop. Scheduled hours and existing athletes can support a budget. Future partnerships need their own assumptions. A leased facility can give you more control over operations, but paying rent does not create ownership equity in the building.

Build your own facility decision

Tyler’s example is most useful as a sequence of questions: what business already exists, what will the space cost, and how much room remains if growth takes longer than expected? His reported numbers are not universal qualification thresholds.

Document current demand. Use actual collected training revenue, recurring commitments, and the hours athletes need.
Price the specific property. Separate opening costs, deposits, monthly commitments, and operating reserves. Get current local quotes.
Model the calendar. Keep coaching time, court availability, and possible rental hours consistent.
Include the full expense picture. Account for staff, owner compensation, payment fees, maintenance, financing, and taxes as applicable to your business.
Test a slower month. Check whether cash covers obligations when sessions or rentals fall below the plan.
Prepare daily operations. Decide how athletes book, pay, receive updates, and use their session credits before opening.

CoachIQ connects scheduling and payments for coaches and the facilities they run. For the practical opening workflow, see starting a training facility. To review how those workflows fit your business, book a free demo.

Source: Tyler Leclerc’s original CoachIQ interview. The figures above are approximate, self-reported historical amounts. The payback calculation is an editorial illustration, not a reported outcome.