Drew Auguste – Florida International University

A career that began behind ticket windows and stadium gates has carried Drew Auguste into one of the most demanding operational seats in collegiate athletics. As associate athletic director for facilities and game operations at Florida International University, he operates in a landscape reshaped by NIL, constant roster and coaching turnover, and a fan base with endless entertainment alternatives competing for attention. The work is no longer defined solely by maintenance schedules and event logistics. It now requires creativity, speed, and a relentless focus on experience.

Auguste’s path into athletics operations was not linear. After earning his degree from St. Thomas University, he took a part-time role at Dolphin Stadium, selling tickets and supervising gates. That job opened doors to a full-time position with Complete Ticket Solutions, a mobile box office company, where he learned the business mechanics behind large-scale events. When Florida International University launched its football program in 2002, Auguste was part of the behind-the-scenes effort to organize the first game and manage ticketing operations. He advanced quickly, moving from ticket manager to assistant athletic director for game operations, and later expanded his leadership experience at Nova Southeastern University before returning to Division I athletics in an expanded facilities and operations role.

Now at Florida International University, he brings that accumulated experience into an environment shaped by financial disparity and competitive imbalance. The reality, he says, is that money drives many of the decisions reshaping college sports.

“You have the Power 4, but everything is because of the money,” Auguste says.

For programs outside that financial tier, the pressure is constant. Facilities must look elite on television, athletes expect professional-level amenities, and donors want visible progress, all while budgets remain tight. Auguste’s role sits directly in that tension, balancing expectation with feasibility daily.

Facilities in the NIL era

Florida International University, founded in 1965 and located in Miami, serves more than 55,000 students across multiple campuses and competes at the NCAA Division I level. FIU Athletics continues to invest in infrastructure, student-athlete services, and fan engagement to remain competitive in a rapidly evolving collegiate landscape. For Auguste, that mission translates into continuous upgrades and strategic prioritization.

The traditional facilities arms race has shifted. Locker rooms and weight rooms still matter, but NIL has become the new battleground for recruiting and retention.

“It has totally changed,” Auguste says. “When I first started, it was about facilities. Now it is about the NIL. I still feel like we’re in an arms race, but it is to bring in players with the NIL. It isn’t as much an arms race when it comes to facilities.”

That shift does not reduce the operational burden. If anything, it intensifies it. Every televised game places facilities under scrutiny. Video boards, sound systems, lighting quality, and broadcast sightlines all contribute to how a program is perceived nationally. Auguste and his team continuously evaluate surfaces, finishes, color schemes, and technology trends to keep venues visually competitive.

Renovation cycles are now constant rather than periodic. Turf replacements, audio upgrades, and premium seating enhancements require long-term planning, fundraising coordination, and detailed vendor vetting. Auguste’s previous work overseeing major projects, including seven-figure locker room renovations, weight room conversions, and full-field turf replacements, informs his current approach. He relies on peer networks, site visits, and athlete feedback to guide decisions before committing capital.

Larger projects often require more than a year of planning and coordination, especially when facilities must remain operational during construction. Auguste describes the process as a blend of research, stakeholder alignment, and disciplined budgeting. Every improvement must justify its return in recruiting value, athlete experience, or revenue generation.

Fan engagement & revenue pressure

South Florida presents a unique challenge, but also a unique opportunity. Professional sports, beaches, concerts, and nightlife all compete with college athletics for attention. For Auguste, that reality drives an unrelenting focus on fan experience.

“It is all about engaging the fan and getting them to come back for the next event,” Auguste says. “We’re in one of the nation’s largest cities, and it is an event town. If we have a winning program and an event people want to attend, that intersection of sports and entertainment is maybe only surpassed in Las Vegas.”

Premium seating has become a strategic lever. Courtside areas, suites, and hospitality zones now feature expanded catering options, upgraded finishes, and enhanced amenities designed to attract corporate buyers and donors. These revenue streams help offset operating costs and fund future improvements.

The pressure is constant.

“There are so many other things for people to do in Miami and South Florida,” Auguste says. “We’re always having the conversation about getting people in the seats.”

External events and partnerships also play a critical role. Hosting neutral-site games, professional club rentals, training camps, and non-athletic events generates additional income that helps sustain facility operations. That diversification requires flexible scheduling, adaptable staffing models, and technology platforms such as EMS and Teamworks to coordinate logistics across departments.

Auguste prefers practical tools to flashy systems. Excel spreadsheets track maintenance schedules and budgets. Communication with coaches and event staff remains constant. Standards are reinforced daily through walkthroughs, checklists, and direct conversations.

Coaching turnover & operational continuity

Facilities teams now operate in an environment of near-constant personnel change. Coaches are recruited away, athletes transfer through the portal, and rosters shift annually. Auguste sees this reality as one of the most destabilizing forces in modern college athletics.

“For our coaching staff, we know we’re a steppingstone for bigger jobs,” Auguste says. “We want to be good and great, but then you have a Power 4 school coming and taking your coach.”

That churn forces facilities leaders to design spaces that can adapt quickly to new coaching philosophies and program identities. Branding elements must be flexible. Practice layouts must adjust. Office configurations often change with new leadership. Auguste’s team builds adaptability into renovation plans so spaces can evolve without full rebuilds.

Despite the challenges, collaboration remains a constant.

“We are a big and close-knit group of people for bouncing ideas off each other,” Auguste says.

That culture of shared problem-solving allows the department to respond faster, identify cost-saving opportunities, and maintain operational consistency even as leadership changes occur around them.

Behind-the-scenes leadership

Auguste describes himself as someone who prefers operating out of the spotlight. His satisfaction comes not from recognition, but from execution. Game days begin hours before doors open and end long after fans leave. His team opens buildings, manages transitions between events, and closes facilities late into the night.

“I like being behind the scenes,” Auguste says. “My accolades are that the student-athletes and coaches are happy. When the ball is tipped off at 7:02, you know you’ve done your job. That is when the job is satisfying.”

Outside of athletics, Auguste channels the same leadership energy into coaching his son’s baseball team, a role he has held since his son was six years old. It reinforces the people-first mindset he brings to his professional work. Development, preparation, and accountability apply just as much on youth baseball fields as they do inside Division I arenas.

As collegiate athletics continues to evolve, Auguste sees facilities leadership becoming more strategic, not less. NIL, media exposure, and fan expectations will continue to reshape priorities. For programs outside the Power 4, creativity is no longer optional.

The challenge, he believes, is not simply keeping pace with change, but anticipating it. That means building adaptable spaces, designing flexible operational systems, and creating environments that make athletes proud to compete and fans eager to return. For Auguste, success is measured quietly, in smooth transitions, full stands, and moments when the game unfolds exactly as planned. In an industry defined by constant motion, his role remains steady at the center of it all, ensuring that when the spotlight turns on, everything behind it is ready.