Ari Emanuel is quietly building a global ecosystem of Live Sports and Entertainment - MARI.

Inside the $3bn bet on tennis, culture, and demand control and why live sports and entertainment may become the most valuable infrastructure layer of the AI era.

Ari Emanuel started MARI because he believes AI is about to commoditise most of media and the only real hedge are Live Sports and Entertainment.

There are only two categories of entertainment left in 2026.

Infinite.
And finite.

AI has detonated the first. Content is now abundant, synthetic, frictionless, endlessly reproducible. Supply has exploded. Differentiation is compressing. Margins outside the very top IP are under structural pressure.

But live sports and entertainment?

They are governed by something else.

There are exactly 395,683 seats at the Miami Open. Not 395,684.
Hyde Park Winter Wonderland draws over 3 million visitors a season because it happens once, in one place, in December.
The NFL is operating inside a $110bn media cycle. The NBA just locked in 11-year deals running through 2035–36.
Because they attract viewers real-time.
Live Nation is reporting double-digit growth in per-fan ancillary spend.

In a world where digital supply is infinite, physical scarcity prices like luxury.

That is the macro call behind MARI Group.

Backed by nearly $3bn in reported funding of roughly $2bn equity and $900m debt, and capital from big institutional and sovereign players like Apollo, RedBird, Qatar Investment Authority, Ares, and private investors - Luka Dončić, Stephen Ross, Joe Tsai and others, MARI is not just buying “events.”

It is building an owned global scarcity platform.

Two Masters 1000 tournaments (Miami + Madrid).
WTA and ATP 500 properties across the U.S., Middle East, Asia and Latin America.
A participatory endurance engine scaling past 50,000 runners in Melbourne.
Global art fairs that aggregate ultra-HNW capital.
$200m+ transaction-driven auctions.
Seasonal mega-events moving millions of tickets.
A distribution layer with 20m+ members and real behavioural data.

This isn’t diversification.

It’s an attempt to institutionalise live experiences as an alternative asset class - one built on scarcity, repricing power, and controlled demand.

The real question isn’t whether live survives AI.

It’s whether live becomes the infrastructure layer for premium attention in a digitised world and whether early capital locks in that position before scarcity itself reprices.

In the full report below, 365247 Sports breaks down the ‘AI-Proof’ investment thesis behind MARI, why is institutional capital backing this theis, a deep-dive into MARIs Live events portfolio, the monetisation architecture behind them, the logic behind build an ecosystem of Tennis tournaments around the globe and plenty more.

If you care about where durable pricing power sits in the next decade of live sports and entertainment, the deeper analysis is worth your time.

The investment thesis behind MARI