For professional athletes, financial success isn’t just about signing big contracts or landing endorsements—it’s about making smart decisions that turn short-term earnings into long-term wealth.

In this series, I interview athletes and entertainers about how they’ve navigated the financial highs and lows of their careers—learning from the big paydays, the unexpected setbacks and the strategies that helped them build something lasting.

I recently caught up with longtime MLS standout Alejandro Bedoya, who has been captain of the Philadelphia Union since 2017—the longest tenured in club history. The veteran was also a player for the U.S. Men’s National Team for many years.

At 38 years old—a statesman by professional athlete standards—Bedoya has intentionally built a career that extends well beyond the pitch. Off the field, he’s assembled a robust and diversified portfolio that includes equities, real estate and angel investments. He’s also become a trusted mentor in the locker room, offering financial guidance and helping teammates make smarter money decisions.

Evan Vladem: You’ve played in Sweden, Scotland, France and now the MLS. How did your approach to money and planning evolve through your career?

Alejandro Bedoya: It really goes back to how I was raised. My parents immigrated from Colombia to pursue the American dream. My dad worked in sales, climbed the corporate ladder and dabbled in stock picking—I learned the market from him.

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At Boston College, I studied finance at the Carroll School of Management while on a full soccer scholarship. Unlike many international players who skip higher education, I benefited from both the academic and athletic route. That laid my foundation for understanding how to manage wealth and the business side of things.

As my playing career progressed, I earned more and started to surround myself with a circle of trusted associates—a CPA, a wealth manager and a VC firm to name a few. I started with the basics: retirement accounts, money market funds, TODs, 529s. As my career went on, I developed a greater risk appetite and ventured into private equity, angel investing, venture capital and real estate. The way I’ve approached my finances is by diversifying. I’ve filled up all these buckets, so I like to think that I’ve hedged myself … and if the market turns, I don’t have too many eggs in one basket.

EV: When you were playing abroad, especially early on, how did you and your advisors handle international tax and currency complexities?

AB: It was different. As a U.S. citizen, I was still taxed on income I earned outside the United States. I set up LLCs to try to take advantage of certain tax benefits, and I really had to pay attention to that. There was a moment in Sweden when I lived in Denmark because the club paid me net of taxes—and by [residing outside Sweden]—the tax burden was lower.

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Conversion rates also mattered. At one point, the British pound was very strong, and athletes living in the UK were converting money because you’re almost two-to-one. Those are some of the things that you can take into consideration.

You work with your CPA and local people you trust—that’s the hardest part as an athlete. I’ve been lucky to have the right advisors and support system around me. Because I knew a bit about finance, I could dive deeper and do proper due diligence. But even then, there are bad apples out there. Just Google it— plenty of well-known athletes have been taken advantage of. It’s tough, and trust is everything in this environment.

EV: Are you coordinating more now with your financial team than you were earlier in your career?

AB: Definitely. My assets have increased so much more, especially since returning to the States. I’ve got multiple holding companies, LLCs, real estate, angel investments—keeping track of everything for tax purposes is all encompassing. I’m constantly keeping in touch with my CPA and feel like I’m always filing extensions because of K-1s. But I enjoy it. It keeps me active and in a headspace where I’m not always thinking about soccer.

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EV: You soccer guys have a long season. I feel like it doesn’t stop. … During the short offseason, is that where you really focus on the business?

AB: MLS is almost year-round compared to other sports. There is really no offseason. During the [short couple weeks] of that downtime, I actually try to shut off. I try not to have calls.

Most of my business calls happen during the season on the training ground— after training, before I pick up the kids from school. I try not to do stuff after when I’m home with the kids, obviously with family time. Some of the companies I’m invested in are based in Europe, so I make those calls early at the training ground.

I’m staying connected. I enjoy that part of it—and even on away trips, it’s great for Padel Haus [a company that I’m an investor of]. Whenever we look at locations and when [our MLS team] travels, I’m out touring possible sites and real estate.

EV: I can tell you’re a veteran. How do you influence the younger guys in the locker room beyond just soccer?

AB: I think that’s part of the reason why I re-signed the last couple years—obviously I can still play but I think the staff really enjoys me being a mentor. It’s not just about soccer—it’s about life skills. I bring in a professional I work with, some being financial advisors, every year to talk to the team, especially with so many international players who might not have the same financial acumen or background as me. I can’t tell you how many guys didn’t even know they had a 401(k)—or that the league matches up to 4.5%.

I’ll ask, “Have you checked your 401(k)?” One guy found $15,000 sitting there. I told him, “That could’ve been $50,000 if you were contributing.”

I’ve helped a few start LLCs and even invested alongside some teammates. That’s been nice.

EV: You took a reported $600,000 pay cut to stay in Philly in a hybrid player/front office role. What went into that decision?

AB: I’ve filled my buckets over the years, and I was prepared for a steep drop in income. I’ve got cash-flowing real estate properties that make up for some of that.

I also don’t live far beyond my means, though the one thing I’m willing to really spend on is food—I love to dine out. There’s nothing like a great meal, surrounded by your spouse or family and friends. Other than that, I think of myself as a frugal spender. I’m not into flashy designer bags, clothes, watches and all that stuff.

I’ve made some smart private investments too—not all liquid, but some are doing very well. I’m hoping for a few solid exits in the next few years.

A big win was buying land in Flagler Village, Fort Lauderdale, [Fla.], using part of my World Cup bonus [$285,000] in 2014. I sold it during COVID-19 to a major NYC developer who built a 340-unit apartment complex. That was nearly a 10x return—and has been good to make up for the loss in income for the next few years.

EV: Tell me more about your asset allocation—Brighthill Partners, real estate, VC, the whole picture.

AB: Brighthill is the LLC my wife and I set up owning single family homes [across Florida and Philadelphia] and buying those up. I also have multifamily real estate investments, traditional brokerage accounts, TODs, retirement accounts, CDs, and 529s for the kids. When family asks what gifts they want, I just tell them to make a contribution to the 529.

I use Fidelity (through the MLS) and also have a Schwab account. I’ve invested in around 17 startups, some through SeventySix Capital, where I’m both an LP and GP. I helped build their Athlete Venture Group, which brings in other athletes, influencers and entertainers—and serves as an angel group. We provide education and strategic value as well.

AVG has structured programming that allows athletes who want to get into the space to learn and become even more knowledgeable, give them opportunities and to build their brands beyond the game. We’re looking to provide athletes with other revenue opportunities, perhaps speaking opportunities and networking. For me, one thing you learn is the importance of building relationships. How do you network? People are more willing to take calls with you [because you’re an athlete] and might be more willing to meet with you—you want to do that to build relationships. Being a part of SeventySix Capital gives opportunities to do that.

EV: What are you working on as it relates to your investments in the padel space?

AB: I’m very passionate about padel. I think we’re really at the ground floor right now with the market here in the States after massive growth in Europe. There is so much potential here. I partnered with Santiago Gomez, a former restaurateur with very successful restaurants, who founded Padel Haus [a high-end padel club concept]. We opened in Brooklyn first. We just opened in Nashville, and we’re under construction in Atlanta and Denver. We have LOI’s in different markets too. I was down in Dallas for a game and toured a facility down there. We’re looking to expand and scale pretty quickly, and things are going very well.

EV: Did playing for Team USA impact your business opportunities?

AB: Wearing the U.S. crest carries weight. You’re one of the very few who are playing and representing your country. It gives you exposure, where playing for certain clubs is more localized. It opens many more possibilities.

EV: Best financial decision?

AB: That dinner and concert with my wife when we were on our first date. That was worth it. Her background is a physiotherapist—that has obviously helped my career. I have two great kids too.

EV: Worst?

AB: Taking a lot of risk in some of these early-stage companies. You can do all the due diligence; sometimes, things fall through the cracks. This one particular startup, the founder, unbeknownst to everybody, was using company funds to pay personal debt. That was a big mistake and one of the more terrible financial decisions I made in investing in that company.

EV: What’s next for you?

AB: That’s on my mind weekly. Part of the reason I took this front office role was my contract, but also because I see myself more on the business and management side. I know I don’t want to coach, but if I want to become a GM, sporting director or president of operations, I need to learn from the people around me. I’ve worked on some cool projects, helped bring in sponsors, and gotten involved in marketing and the sporting side. It’s been helpful—and hopefully opens doors down the line.