The world of all-star cheerleading has rapidly evolved, with Varsity Spirit leading the way. It’s a sport (or perhaps not? More on that later) filled with hardworking athletes, dedicated coaches, and passionate parents and fans around the globe.
However, beneath the glittering surface lies a troubling reality of financial exploitation and abuse. A recent article by the New York Times, “How Cheerleading Became So Acrobatic, Dangerous and Popular” by journalist David Gauvey Herbert, delves into these issues, raising serious questions about the safety and well-being of young athletes.
This piece summarizes some main points from the article, focusing particularly on the company’s founder, Jeff Webb, and the practices that have raised concerns within the cheerleading community.
We highly recommend reading the full article for a deeper understanding of these critical issues, as they affect everyone involved in the sport, often in ways you might not even realize. Spoiler alert: it all comes back to Varsity Spirit.
Jeff Webb and the Rise of Varsity
Jeff Webb, the founder of Varsity Spirit, began his journey as a member of his high school cheer team. He was later hired by Lawrence Herkimer, known as the “father of cheerleading” and founder of the National Cheerleaders Association (NCA), to work as a camp instructor.
Webb worked his way up at the NCA and eventually set out on his own to launch the Universal Cheerleaders Association (UCA).
As his camps and competitions grew in popularity, Webb went on to host events at Disney World and signed a broadcast deal with ESPN. Varsity Spirit emerged as an umbrella company for this expanding business, officially becoming a corporate entity.
The article highlights how Varsity Spirit continued to grow its market share by acquiring many competitors, including JAM Brands and eventually the NCA, founded by Herkimer.
The Need for Governance in Cheerleading
The cheerleading landscape reportedly lacked a governing body or official rules, leading to chaotic practices.
The article notes that emergency room visits for cheerleading injuries increased nearly 500% from 1980 to 2001, raising alarm bells within the community.
In response, the National All Star Cheerleading Coaches’ Congress was established in 2003 by a group of coaches to create a rule book and ban certain dangerous skills.
Within a week, Varsity established a similar organization—the United States All Star Federation (USASF)—and reportedly required gyms to purchase a membership to compete in Varsity competitions.
Years later, Varsity also established USA Cheer, which now serves as the national governing body of cheerleading in the U.S.
The Business Model of Varsity Spirit
Varsity Spirit is facing allegations of monopolistic practices from industry insiders and independent observers, such as Matt Stoller, whose insights can be found here. Multiple lawsuits have been filed against Varsity, raising concerns about its alleged business tactics.
We have reported on the first major lawsuits and continue to provide ongoing coverage of these issues in our newsletter section, “Lawsuits & Investigations”.
Understanding Varsity’s market dominance can be challenging, even for those invested in cheerleading. Many may not even realize the extent of their involvement with Varsity and its sub-brands, as reports suggest that Varsity controls over 80% of the cheerleading market.
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One significant quote from the article states, “As it snapped up rivals, Varsity did not rename its new acquisitions. Rather, it maintained existing brands in order to keep parents in the dark about how much of their money was now flowing to the company, according to a draft version of a 2018 presentation prepared by investment banks working on behalf of Varsity.”
For examples of brand acquisitions and more details, you can read our reporting on the lawsuits here.
At the core of Varsity Spirit’s business success is an alleged loyalty program designed to keep gym owners dependent on the company’s services.
These programs can create a cycle that compels gym owners to remain with Varsity, often to the detriment of the athletes and the financial interests of parents.
The article indicates that internal messages suggest the company may threaten gym owners with the loss of rebates or to spark outrage among parents who are unaware that gym owners may receive payments based on their spending.
The article likens Webb’s influence to a scenario where the inventor of basketball not only held camps but also owned Nike, hosted the NBA Finals, commentated on games, and ran USA Basketball.
In 2014, Varsity Brands was acquired by private equity firm Charlesbank Capital Partners for $1.5 billion. According to the article, longtime Varsity Spirit employees collectively received $79.5 million from the sale. Webb himself earned a reported $34.8 million—an amount he reportedly described as “a pretty good slug of money.”
Cheerleading: Sport or Not?
As cheerleading has evolved, the skills required have become increasingly complex. Yet, the article details how Webb and Varsity have historically insisted that scholastic cheerleading is not a sport, but rather “an athletic activity.”
Webb has even testified to this in federal court. Allegedly, Varsity has acknowledged that if cheerleading were subject to off-season training restrictions similar to those imposed on NCAA sports, it would negatively impact their business.
The article also mentions a 2015 case where Varsity spent over $50,000 to lobby against a California bill that sought to officially recognize high school cheerleading as a sport and implement stricter safety regulations.
Varsity has reportedly stated that their position on cheerleading not being classified as a sport applies only to “traditional cheerleading.”
A Culture of Silence Surrounding Abuse
A concerning trend in the cheerleading community is a reported culture of silence regarding allegations of abuse.
Many reports of inappropriate behavior have been overlooked or dismissed, often prioritizing the organization’s reputation over the safety of young athletes.
An alarming example involves Marlene Cota, who had worked at Varsity for nearly 20 years. When concerns about Scott Foster—founder of Rockstar Cheer—emerged, Cota allegedly suggested that Varsity contact law enforcement for an investigation. Shortly after, she was reportedly fired and escorted out of the building.
Despite these allegations, Foster allegedly continued to attend cheerleading events, even after being suspended.
Lawsuits and Allegations of Misconduct
Since then, a can of worms has been opened. An investigative series by USA Today has uncovered nearly 180 allegations of sexual misconduct in cheerleading – many involving Varsity Spirit and the USASF, which have been accused of failing to take appropriate action against offenders.
Multiple lawsuits have been filed as a result. For ongoing coverage of these issues, be sure to check our newsletter’s “Lawsuits & Investigations” section, where we keep you informed about various cases and developments.
Conclusion
The article reveals significant challenges within the cheerleading community. As these scandals unfold, they raise urgent questions about the future of cheerleading and the safety of its athletes.
In the words of the New York Times, “Since the KKR sale, a sense of foreboding hangs over the world of cheer: Is there any scandal big enough to shake Varsity’s grip on American cheerleading?”
For those interested in the world of all-star cheerleading, we encourage you to explore our free newsletter and media channels for coverage of ongoing lawsuits and investigations, along with much more.