Building Champions: What Ohio State’s NIL Strategy Teaches Software Engineering Leaders

In the wake of the College Football Championship, discussions around the new Name, Image, and Likeness (NIL) framework have dominated the sports world. The removal of strict regulations on player compensation has reshaped college football, highlighting a crucial principle that applies to both sports and business success depends on securing and retaining top talent.

A recent Sports Illustrated article, "NIL Money Proves King as Wealthy Ohio State Wins National Championship," explores how Ohio State used its NIL resources to build a championship-winning roster. With $20 million allocated to NIL deals, Ohio State retained key players and attracted top talent through the transfer portal, securing a competitive edge. This strategic investment in talent underscores a lesson that applies directly to software engineering leaders: the best teams win, not just with vision, but with the right people executing at the highest level.

Parallels Between College Football and Software Engineering Leadership

1. Recruiting and Retaining Top Talent

Just as elite college football programs invest heavily in scouting, recruiting, and retaining star athletes, software engineering leaders must prioritize finding and keeping the best developers. Competitive salaries, career growth opportunities, and a strong company culture are crucial. Engineering hiring managers must take a proactive approach meeting candidates where they are, leveraging targeted outreach, and working with specialized recruitment firms to secure top-tier talent before competitors do.

2. Building a Cohesive Team Culture

Ohio State’s championship wasn’t just about assembling individual talent, it was about fostering a winning team culture. The same holds true for engineering teams. Beyond technical skills, engineers need to align with a company’s mission, work well together, and thrive in a collaborative environment. A strong team culture improves productivity, job satisfaction, and long-term retention.

3. Strategic Investment in People

Ohio State’s investment in NIL wasn’t random, it was a calculated decision to maximize performance. Engineering leaders must take the same strategic approach to hiring, onboarding, and retaining their teams. This means allocating resources wisely, whether that’s investing in upskilling initiatives, mentorship programs, or hiring the right engineers who can drive innovation and execution.

Success in Football and Tech Starts with Recruiting the Best Talent

Ohio State’s success highlights a core principle: leadership sets the vision, but execution relies on talent. For software engineering directors and hiring managers, this translates to one key takeaway, companies that prioritize finding, developing, and retaining top engineers will outperform the competition.

At MCS, we specialize in helping engineering leaders build high-performing teams by connecting them with top-tier talent. Whether you're scaling your team, improving retention, or filling critical roles, our expertise and network can provide the hiring solutions you need.

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Reach out to Tim Whalen at (617) 865-9194 or email t.whalen@mcsgroup.jobs to arrange a 1:1 meeting and discuss how we can help you achieve your hiring goals.