College sports leaders are crunching the numbers as they head toward payments for players and new avenues for revenue growth.

Speaking at CNBC Sport and Boardroom’s Game Plan conference on Tuesday, Big East Commissioner Val Ackerman, Atlantic Coast Conference Commissioner Jim Phillips and Big 12 Commissioner Brett Yormark addressed the NCAA’s $2.8 billion settlement that’s enabled paying players directly and the rollout of player revenue sharing.

“Revenues have never been greater,” Phillips said. “Expenses for our schools also continues to go up. Is it sustainable, is really the question.”

Phillips said every ACC school has opted for the revenue sharing model, initially capped at $20.5 million per school next year to allocate to pay players. However, that cap will continue to incrementally rise for the next decade.

“In the league office, we continue to try to find new revenue streams that are available to us that will help offset some of those expenses [of paying student-athletes],” Phillips said.

Ackerman echoed that uncertainty, highlighting the struggles over allocating dollars between the sports and between men’s and women’s programs.

“Football is driving the revenue story. Men’s basketball is second … So the question is, should half of that revenue be shared, no matter what, no matter who’s generating it,” Ackerman said. “I believe, frankly, it’s going to end up in the courts, unless Congress gets involved.”

For his part, Yormark dismissed the notion that college sports are in “financial crisis,” saying warnings were “overly provocative.” But he stressed that schools are doubling down because athletics has become central to their brands.

“Our presidents, our boards, our athletic departments, understand that athletics sits at the front porch of all these universities. They recognize that now it drives everything in the ecosystem,” Yormark said. “[The schools] understand that investing in athletics is the right thing to be doing.”

That investment may soon include private capital. Yormark said the Big 12 has studied outside partnerships, though he ruled out a direct equity sale. Phillips and Ackerman said their conferences are each fielding proposals from Wall Street.

“We’re not going to sell a stake in this conference,” Yormark said. “But do we partner with someone strategically that provides different types of resources, capital, strategic resources? That potentially could happen.”

Conferences are also rethinking how to carve up television money. The ACC has shifted to an incentive-based model that distributes media rights revenue partly by TV viewership and postseason performance.

“You can go hunt what you kill,” Phillips said. “If you’re 4-8 in football or 12-2 and make the playoff, you’re going to get a bigger slice.”

Yormark said the Big 12 may consider similar changes but not immediately, given the integration of eight new schools.

As for pooling television rights across conferences ­­­­­­— a move some say could mirror the NFL — Yormark dismissed the idea.

“Scarcity drives demand. Demand creates value,” he said. “Hope isn’t a strategy… In theory, it works, but the devil is in the details.”

Despite the cost pressures, all three commissioners saw growth potential in new sports, particularly women’s volleyball, which is drawing record TV audiences and sellout crowds.

“I think volleyball is a safe bet,” Yormark said.

Frontier Airlines CEO Barry Biffle fired back at his counterpart at United Airlines who said the deep discount model in the U.S. is dead.

“That’s cute,” Biffle said Wednesday at the Skift Global Forum, a travel conference in New York. “If he’s good at math he would understand that we have a [flight] oversupply issue in the United States.”

Biffle’s comments were a response to United CEO Scott Kirby, who said last week at an airline conference in Long Beach, California, that he thought the largest U.S. discounter, Spirit Airlines, would go out of business. Spirit in August entered its second bankruptcy in less than a year after failing to find sturdy financial footing.

When Kirby was asked why he thought Spirit would shut down, he responded, “Because I’m good at math.”

Kirby added that if Biffle wants Frontier to be the largest of the U.S. discount carriers, then he’s going to be the “last man standing on a sinking ship.”

Biffle defended his airline’s lower unit costs — $7.50 per available seat mile, excluding fuel, compared with far larger United’s $12.36 in the second quarter — and said the carrier caters to customers who might not be flying at all, as well as those who want a cheap flight but are splurging on other things when traveling, like luxury hotels.

When asked Wednesday about whether Frontier relies on extra capacity left on the table by United, Biffle replied: “That’s like the CEO of Nordstrom saying ‘I allow customers to buy jeans from Walmart.'”

Both Frontier and United, along with other airlines like JetBlue Airways, have announced that they’re adding new flights on major Spirit routes to win over its customers as it struggles.

Ultra-low cost airlines have struggled from a jump in costs after the pandemic, an oversupply of domestic U.S. flights that have pushed down fares, and competition from larger airlines that offer both no-frills basic economy tickets and global networks to burn frequent flyer models on.

“Customers care about value, and they don’t get value on a [ultra-low-cost carrier],” Kirby told CNBC on Tuesday.

Those budget airlines long relied on rock-bottom fares and fees for everything else from seat assignments to cabin baggage, a model large network airlines have copied with their basic economy tickets. Now, Spirit, Frontier and others are looking to offer more upscale offerings and bundles that include things they used to charge for.

Frontier swung to a $70 million net loss in the second quarter but forecast unit revenue growth in the mid-to-high single digits in the third, and to “provide a solid foundation for profitability in 2026.”