What Does It Take to Run a World Cup Host City? | Brandy Thigpen

How do you lead a World Cup operation when there’s no roadmap and your team is working for months away from home?

Get To Know Brandy Thigpen

As Los Angeles host city director for FIFA World Cup 2026, Brandy Thigpen oversaw operations outside the stadium, from transportation and hotels to safety and security. Years of relationships in the city helped her take on the role, but the tournament tested her in ways she hadn’t expected.

Build Relationships Before You Need Them

Brandy Thigpen had spent about 13 years working with the Los Angeles Sports and Entertainment Commission before becoming Los Angeles host city director for FIFA World Cup 2026. She had also helped write the bids for the World Cup, the 2022 Super Bowl and the 2028 Olympics.

Those relationships helped her step into the role, but she still needed to build trust with government offices and law enforcement agencies. Her approach started with making clear that her commitment to Los Angeles would continue after the tournament left town.

“I’m not just committed to the success of FIFA World Cup. I’m committed to the success of Los Angeles and the FIFA World Cup.”

For event leaders, Brandy’s experience shows the value of:

• Building relationships with local authorities early

• Understanding what your partners need to succeed

• Showing up for other people’s events

• Supporting people even when you have no immediate business for them

• Thinking about the reputation you’ll leave after the event ends

Brandy makes a point of attending industry events when she can. She may not have business to offer that day, but showing up gives her a chance to support the people she could be working alongside tomorrow.

Remember Your Team Members Are People

The World Cup required staff to spend long stretches away from their families. Some worked about 82 days straight without a day off, while others lived in a downtown Los Angeles hotel for 80 to 90 days. Brandy had never led a team of that size before, and many of her colleagues had never worked on an event of that scale.

“They were humans before they were FIFA World Cup employees.”

Brandy made support part of her leadership routine through:

• Weekly mental health check-ins in the team’s group chat

• One-on-one conversations about what people needed

• Asking whether staff had the tools to succeed

• Asking whether they felt supported in their roles

• Making herself available for calls and private conversations

Those questions gave people an opening to speak up. Even when someone didn’t need help immediately, they knew they could come to her when the pressure became too much. Brandy wanted her team to see her as a partner they could count on.

Recognize the Skills You Already Have

Working inside the emergency operations center at Inglewood City Hall changed how Brandy understood event management. She worked alongside representatives from police, city government, the host committee and Homeland Security, handling sensitive information and coordinating responses under pressure.

When someone asked whether she had considered working in emergency management, her first response was that she didn’t have the experience. They pointed out that she was already helping lead the operation.

“I didn’t realize that I already had a lot of knowledge that I needed.”

The experience expanded what Brandy looks for when planning or attending an event:

• Clear communication between organizers and emergency responders

• A reliable process for verifying information

• Early involvement from local law enforcement

• Access to drinking water

• Plans for heat and changing weather conditions

At an outdoor music festival after the tournament, Brandy immediately asked whether she could bring an empty water bottle. The World Cup had sharpened her awareness of the details that protect guests, beyond what they see onstage or on the field.

Give Yourself Time to Recover

After months of intense work, the tournament ended abruptly. Brandy went from late nights and mandatory 7 a.m. meetings to having none of that daily structure. Some days, she struggled to get out of bed. At one point, she couldn’t concentrate enough to read a friend’s document about leadership.

“We went full speed to full stop overnight.”

Getting back to her routine meant giving herself time to:

• Rest and eat properly

• Reconnect with her 15-year-old son

• Recognize when she didn’t have the capacity for more work

• Restart her workouts one section at a time

• Recover gradually rather than expect an immediate return to normal

Brandy added the first part of her workout during one week, the second part the next and eventually returned to the full routine. It took about six weeks for her body and mind to feel back in sync. Finishing the event was one milestone. Recovering from everything it required took longer.

Resources Mentioned

🔗 Connect with Brandy Thigpen on LinkedIn

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