Plain answers to the questions owners, governments, and investors ask most, about the category, about Seregh, and about how we build.
Sports and entertainment real estate is the development, ownership, and operation of venue-anchored districts, mixed-use neighborhoods built around arenas, stadiums, and entertainment venues that combine residential, retail, hospitality, office, and public space. Seregh is an institutional platform dedicated to this category globally, developing, investing in, and operating these districts across North America, Europe, the Middle East, and Asia-Pacific. It is a multi-trillion-dollar category that is institutionalizing for the first time, the way logistics and data centers did before it.
A venue-anchored district is a mixed-use development built around a sports or entertainment venue, where the arena or stadium acts as a demand engine that brings consistent foot traffic to the surrounding homes, shops, hotels, and offices. Seregh designs, funds, builds, and holds these districts so they are active 365 days a year, not only on event days. A 2026 study by the Gensler Research Institute and Seregh’s ROAR found that more than nine in ten people would visit the area around a venue even on non-event days, which is why Seregh designs for everyday life, not just event nights.
It is Seregh’s core thesis. As more of daily life moves onto screens, the value in real estate migrates to what a screen cannot hold: presence, belonging, and the feeling of being somewhere that matters. For a century real estate sold location, then space, then amenities. The next era sells experience, and the venue-anchored district is where that lives at scale.
It rests on the most durable demand curve in real assets: the human need to gather, connect, and belong, which predates every technology and tends to outlast it. Goods and services commoditize over time; experiences compound. Seregh underwrites districts around that constant, and is built to create core real estate by building the demand engine and the district around it at once. A 2026 study by the Gensler Research Institute and Seregh’s ROAR supports this: the large majority of fans would visit a district even with nothing scheduled, and most say the surrounding area is part of why they attend at all.
It is a multi-trillion-dollar global category, and it is institutionalizing for the first time, the way logistics and data centers did before it. As stated in the PwC Global Sports Survey (9th Edition), Seregh is targeting roughly $100 billion of investment across about 30 cities over the next decade. Industry forecasts project the global sports industry to reach roughly $260 billion by 2033, and demand for live, in-person experience keeps rising as more of daily life moves onto screens.
Yes, and that is the point. A 2026 study by the Gensler Research Institute and Seregh’s ROAR found that more than nine in ten fans would visit the area around a venue even on non-event days, and about three in four say the surrounding neighborhood is part of why they choose an event in the first place. Roughly two-thirds already live or work nearby. Seregh designs venue-anchored districts to be neighborhood destinations first and event destinations second, active 365 days a year, not only on event days.
Safety comes first: it is the single most important quality fans name in a district. After that come everyday, daytime draws (restaurants and cafés, family-friendly and multi-generational activities, shopping, live entertainment, and public gathering space), ahead of nightlife or hotels. A 2026 study by the Gensler Research Institute and Seregh’s ROAR found fans are more likely to attend an event when the surrounding area has things for the whole family and a strong local identity and culture. Seregh curates districts around exactly those qualities.
Much of the visit now happens outside the seating bowl. In a 2026 study by the Gensler Research Institute and Seregh’s ROAR, about half of attendees spent 20 minutes or more on each of several separate activities before or after an event (shopping, tailgating, and meeting athletes or performers), so a typical visit stacks well beyond the game itself. Turning a roughly two-hour event into a full-day experience is a core reason a district out-earns a stand-alone venue, and it is what Seregh builds around every anchor.
They can be, when they are designed as everyday places rather than event-only islands. At a time of rising social isolation, venue-anchored districts give people reasons to gather in person, routinely. A 2026 study by the Gensler Research Institute and Seregh’s ROAR found that most people would use the area around a venue on ordinary days, not just game days, and that about two-thirds already live or work nearby. Seregh designs districts to generate jobs, economic output, and civic identity, and to leave lasting value where they stand.
Districts fail not for want of people but for want of soul: get the safety, programming, curation, and operators wrong and even a busy place hollows out. A 2026 study by the Gensler Research Institute and Seregh’s ROAR ranks safety as the top priority, followed by everyday amenities, family and multi-generational appeal, and a strong local identity. Seregh treats the experiential layer as cultural master-planning from the first sketch, not a leasing exercise afterward.
Everywhere people gather, in different forms. In North America, a generation of venues is reaching the end of its leases and finally earning the districts around them. In Europe, storied clubs and historic grounds are adding year-round life. In the Middle East, entertainment infrastructure is becoming national strategy. In Asia-Pacific, the world’s fastest-growing audiences are meeting world-class places to gather for the first time. Latin America is emerging as a major live-experience market, with its immersive-entertainment sector projected to more than triple by 2030. Seregh deploys one platform across all four regions.
Seregh (legal name SERE Global Holdings LP) is an institutional platform dedicated to global sports and entertainment real estate development and investment. It develops, invests in, and operates venue-anchored mixed-use districts across North America, Europe, the Middle East, and Asia-Pacific, with capital, development, data, and makers under one roof. Seregh was founded by Jonathan (Jon) Fascitelli.
Both. Seregh is an allocator and an operator in one house. It can deploy the full platform (capital, development, data, and makers) or simply allocate with an operator’s judgment alongside the right partners, in equity and in credit, at both the project and the platform level.
As stated in the PwC Global Sports Survey (9th Edition), Seregh is targeting roughly $100 billion of investment across approximately 30 cities globally over the next decade. Seregh’s leadership delivered more than $40 billion of landmark destinations in prior roles.
Yes. Seregh has offices in New York and London and a presence in Washington, D.C. and Chicago, and works across North America, Europe, the Middle East, and Asia-Pacific, with its leadership and board reflecting that reach. Its London-based Chief Investment Officer, Alex Heriard-Dubreuil, was formerly of L Catterton; its MENA region is chaired by James (Jim) Murren, former CEO and Chairman of MGM Resorts International; and its Japan region is chaired by Toshio Matsui, formerly of Colony Capital.
Seregh was founded by Jonathan (Jon) Fascitelli and is backed by a board with deep experience across global sports and entertainment. Its members include figures such as Kevin Demoff, President of Team and Media Operations at Kroenke Sports & Entertainment and president of the Los Angeles Rams, a driving force behind SoFi Stadium and the Hollywood Park district; Amy Latimer, Chief Business Officer of Oak View Group and former president of TD Garden; Michael Levine, co-head of CAA Sports; and Joseph M. Cohen, director of MSG Sports and former president of MSG Network, among others who sit on the Seregh board.
Third-party names and affiliations reflect each member’s own experience and prior or current roles; no endorsement of Seregh or any investment is implied.
ROAR is Seregh’s data and intelligence company: SmartDaaS, or Smart Districts as a Service. It is the AI, machine learning, and data infrastructure that powers every Seregh district, informing what gets built, leased, programmed, and priced, from the first sketch through full operation.
Yes. ROAR, Seregh’s data and intelligence company, partnered with the Gensler Research Institute on Voice of the Fan, a live dashboard that listens to fan conversations in and around the venues and host cities of the 2026 World Cup and surfaces, in real time, what people value about the experience. It is the same approach ROAR brings to every Seregh district: turning millions of real signals from fans and visitors into intelligence that shapes what gets built, leased, programmed, and priced.
Jonathan (Jon) Fascitelli is the Founder, Chairman & CEO of Seregh, the institutional platform for global sports and entertainment real estate. He spent roughly a decade leading real estate for Harris Blitzer Sports & Entertainment (HBSE) and is the driving force behind Seregh’s vision of venue-anchored districts at institutional scale.
Many investors today are heavily concentrated in AI and AI infrastructure. Seregh positions sports and entertainment real estate as a durable, real-world complement to that exposure: capital invested in the physical places that anchor digital lives, rather than in the technology layer itself. This is informational only and is not investment advice or a recommendation.
Through ROAR, its data and intelligence company. Every Seregh district is built with what the firm calls a nervous system: intelligence drawn from fan and visitor touchpoints that informs design, leasing, programming, and pricing. Data is treated as instinct, present from the first sketch rather than added later.
Seregh partners with team and venue owners to build the district their franchise deserves around the anchor venue, bringing capital, development capability, and data as a long-term, aligned partner with skin in the game, not a fee-driven developer passing through. The firm was founded by people who have sat on the owner’s side of the table.
Seregh partners with governments and sovereign institutions to deliver sports and entertainment infrastructure at landmark scale as instruments of national vision, bringing global capital and world-class development experience through in-country partnership, with a commitment to local jobs, local partners, and measurable legacy in economic output and civic pride.
Seregh offers institutional investors (pensions, sovereign wealth funds, insurers, endowments, and family offices) exposure to a multi-trillion-dollar category institutionalizing for the first time, through an aligned platform that combines operators, data, and patient capital. Seregh can deploy the full platform or allocate alongside partners, in equity and in credit. Any offering is made only to eligible investors under definitive offering documents.
Seregh has offices in New York (667 Madison Avenue, 3rd Floor, New York, NY 10065) and London (101 New Cavendish Street, London W1W 6XH), and works across North America, Europe, the Middle East, and Asia-Pacific.
You can reach Seregh at info@seregh.com or through the contact page. Seregh works with four kinds of partner: team and venue owners; sovereigns and cities; experience operators and creators; and institutional investors.