Between Basketball Glory and Modern Realities: A Consultant's Deep Dive into Indiana University Athletics

Indiana University Athletics is undergoing a comprehensive strategic pivot. Once defined almost exclusively by its basketball heritage, the department is now attempting to reestablish itself as a competitive force across multiple sports in the highly competitive Big Ten landscape. Recent years have brought record revenues, ambitious coaching changes, and a renewed focus on infrastructure. However, from a management consultant's perspective, IU remains a mid-tier athletic operation; it is strong in history and resources but inconsistent in execution. Football is finally showing signs of cohesion and modernity. Basketball, however, may be slipping further into uncertainty under a hire that raises as many questions as answers.

IU reported its highest-ever athletic revenue in FY2024, bringing in $173.5 million. This places it in the upper half of the Big Ten and reflects a $28.8 million increase over the previous year. Much of this growth stems from rising Big Ten media rights distributions, which now account for approximately $75 million annually. Ticket sales, donor engagement, and postseason surpluses also improved. Still, IU posted a $3.1 million operating deficit, primarily due to ballooning coaching salaries and severance payments, a key area where strategic misfires can directly harm institutional finances.

The most promising development comes from the world of football. After a demoralizing 3–9 season in 2023, Indiana parted ways with longtime coach Tom Allen. It made a decisive move by hiring Curt Cignetti from James Madison. Cignetti wasted no time. In his first season, he engineered a stunning turnaround: a 9–0 start, a 10-win regular season, and Indiana's first-ever College Football Playoff appearance. The transformation was not accidental. Cignetti leaned heavily on the transfer portal, bringing in more than 30 experienced players and multiple assistants from his staff at James Madison University (JMU). His model emphasized veteran leadership, physical play, and low-variance execution. From a consultant's standpoint, it was a textbook example of strategic roster construction and institutional alignment.

More importantly, Indiana appears committed to giving Cignetti the support he needs. Recruiting resources, staff salaries, performance analytics, and facility access have all been bolstered. If the university sustains this level of investment and gives Cignetti a long enough runway, football could finally become an asset rather than an albatross on the department's balance sheet.

The basketball situation is far more uncertain.

After two disappointing seasons under Mike Woodson, Indiana opted for another coaching change in 2025, hiring Darian DeVries from West Virginia. While DeVries made his name with an impressive run at Drake and a surprise Final Four at Florida Atlantic in 2023, his single year at WVU in 2024–25 was far from inspiring. The Mountaineers missed the NCAA Tournament and struggled to find consistency despite a roster assembled mainly through the transfer portal. Questions about his ability to recruit at a Big Ten level and manage egos in a high-pressure environment have persisted.

Yet Indiana awarded DeVries a six-year deal worth at least $27 million, placing him among the top ten highest-paid coaches in the country. From a financial and strategic perspective, that commitment appears risky. DeVries may offer process-oriented coaching and cultural discipline, but his track record at the high-major level is mixed. In Bloomington, expectations are not just for tournament bids, they are for Big Ten titles and Final Fours. DeVries has yet to demonstrate that he can consistently deliver that level of performance.

Consultants would flag this hire as a gamble. It is unclear whether Indiana prioritized cultural fit and prior success at mid-majors over proven results at a peer institution. While DeVries has had success building cohesive, system-driven teams, his tenure in West Virginia suggests that translating those systems to more complex and politically charged athletic environments may not be straightforward.

Compounding the challenge is Indiana's underwhelming NIL infrastructure. The university has fallen behind Big Ten peers in building out NIL collectives, athlete marketing platforms, and donor coordination. Basketball recruits today expect professional-level support, including NIL contracts, branding agents, and the flexibility to transfer to other schools. Unless Indiana quickly scales up its NIL engagement with dedicated staff and coordinated strategy, it will struggle to attract and retain top-tier basketball talent, regardless of coaching ability.

Facilities, while serviceable, also remain a step behind. Assembly Hall underwent significant renovations in 2016, and the Excellence Academy offers solid academic and wellness support. But Indiana lacks the kind of cutting-edge performance and recovery centers being developed at places like Michigan and Nebraska. For a program trying to position itself as elite in both football and basketball, the absence of a comprehensive, forward-looking facility master plan is notable.

There are, however, bright spots in non-revenue sports. Women's basketball under Teri Moren is a rising national contender, regularly finishing near the top of the Big Ten and making deep NCAA runs. Men's soccer continues to deliver consistent excellence, while IU's swimming, diving, and track programs maintain a strong presence nationally. These sports offer meaningful brand extension and donor diversification, something consultants would advise IU to lean into more aggressively.

Academically, IU's athletic department performs well. Graduation Success Rates consistently exceed 90%, and support services remain strong. In an era where athlete mental health, academic outcomes, and life skills development are becoming central metrics, IU stands out.

Yet when measured across the full spectrum of athletic performance and strategic execution, Indiana remains stuck in the lower-middle tier of the Big Ten. The department often finds itself between eras: neither committed enough to high-risk innovation nor stable enough to capitalize on tradition. Football may finally be turning the corner, but basketball, a program once synonymous with national relevance, is still looking for a sustainable identity.

From a consultant's perspective, the path forward is clear. First, Indiana must commit to expanding and professionalizing its NIL ecosystem, especially in support of DeVries and men's basketball. Second, it needs to monitor DeVries' performance closely, not to set him up for failure, but to ensure that his methods can scale. A strong assistant coaching staff, investment in analytics, and donor patience will be essential. Third, IU should consider launching a comprehensive facilities upgrade plan that puts football and basketball on competitive footing with their Big Ten counterparts. And finally, it must preserve and elevate its Olympic sports success stories as part of its brand narrative.
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In sum, Indiana University Athletics has the revenue, tradition, and momentum to reassert itself, but only if its big bets pay off. Curt Cignetti looks like a winner. Darian DeVries may or may not be. For now, the basketball hire should be seen not as a solution but as a question. The next two seasons will provide the answer, and determine whether IU becomes a model of Big Ten revitalization or remains mired in nostalgic longing for past glories.