The Chicago Journal

The Ferris Wheel Was Born in Chicago, Built to Outshine the Eiffel Tower

The Ferris wheel is now a fixture of fairgrounds, boardwalks, and skylines around the world, so ordinary that its origins are easy to forget. But the ride was not a gradual invention that evolved over time. It was a single, audacious engineering gamble, conceived in Chicago in 1893 for one specific purpose: to give America an answer to the Eiffel Tower. The world’s first Ferris wheel turned on Chicago’s South Side, and the story of why it was built says as much about the city’s ambition as about the machine itself.

A Challenge Issued in Chicago

The setting was the World’s Columbian Exposition of 1893, the world’s fair Chicago staged to mark the 400th anniversary of Columbus’s voyage and, more pointedly, to announce the city’s arrival as a world capital barely two decades after the Great Fire. The fair’s director of works, the architect Daniel Burnham, faced a problem of pride. Four years earlier, the 1889 Paris Exposition had unveiled Gustave Eiffel’s wrought-iron tower, an instant global wonder and the tallest structure on earth. Chicago needed something to rival it.

Burnham issued a call to American engineers to deliver a marvel that would top the Eiffel Tower. The responses, as the Chicago History Museum’s Paul Durica has recounted, were largely unimaginative variations on a single theme: build a bigger tower than Eiffel’s. Proposals ranged from the impractical to the absurd, including a 2,000-foot structure of stacked logs topped with a replica of Abraham Lincoln’s boyhood home. None captured what the moment demanded.

The Idea That Moved

The breakthrough came from George Washington Gale Ferris Jr., a 32-year-old bridge engineer from Pittsburgh. Where others proposed building higher, Ferris proposed building something that moved. His idea was a colossal rotating steel wheel that would carry passengers up and over in a slow, sweeping arc, offering a view of the entire fairgrounds and the city beyond.

The concept was met with skepticism bordering on ridicule. Fair organizers initially rejected it, considering the sheer scale impossible and the engineering reckless. Ferris was undeterred. He completed his plans, secured his own financing, and eventually persuaded the exposition’s planners to grant him a plot on the Midway Plaisance to prove it could be done.

An Engineering Marvel

What Ferris built was staggering for its time. The wheel stood 264 feet tall, with a diameter of 250 feet, and was powered by steam. Its 36 cars could each hold dozens of passengers, allowing the wheel to carry more than 2,000 people at once, an unprecedented capacity that dwarfed the modest rotating “pleasure wheels” that had existed before. Its 45-foot axle was, at the time, one of the largest single pieces of forged steel ever made.

The wheel opened to riders on June 21, 1893, weeks after the fair itself began. It was an immediate sensation. For 50 cents, fairgoers could ascend higher than almost any structure in the city and take in a view no ordinary person had ever experienced, a perspective that made the machine itself the attraction rather than merely a way to see other things. It became the defining symbol of the exposition, the American counterpart to the Eiffel Tower that Burnham had demanded.

A Short, Strange Afterlife

Unlike the Eiffel Tower, which still stands, the original Ferris wheel did not endure. After the exposition closed, the wheel was dismantled and rebuilt in Chicago’s Lincoln Park neighborhood in 1895. It was taken apart a second time and moved to St. Louis for the 1904 World’s Fair, where it drew crowds again. But when that fair ended, no one stepped forward to save it. In 1906, the original wheel was demolished with dynamite and sold for scrap.

Its inventor fared little better. Ferris died of typhoid fever in 1896 at just 37, his finances strained and his great achievement already being copied. He did not live to see his name become a common noun, attached forever to every wheel that followed.

A Lasting Chicago Legacy

The physical wheel is gone, but the idea proved immortal. Ferris’s design set the template for every observation wheel since, from the Wiener Riesenrad in Vienna to the towering wheels that now anchor waterfronts from London to Las Vegas. The word itself, lowercased and universal, carries a piece of Chicago history into every carnival and county fair in the world.

That legacy is fitting for the city that produced it. The 1893 fair was Chicago’s bid to prove it belonged among the world’s great cities, and the Ferris wheel embodied the spirit of that ambition: not content to simply copy Paris, the city demanded something new, doubted the engineer bold enough to attempt it, and then watched him deliver an invention that outlasted the skepticism by more than a century. The wheel that was built to rival the Eiffel Tower lost the contest of longevity but won a different one. It became a permanent part of how the world plays, and it started on the South Side of Chicago.

Bryan and Shannon Miles and the Role of Trivela Group in the Expansion of Multi-Club Football Investment Across International Markets

Global football (soccer) has long been more than a sporting enterprise. It is a commercial ecosystem shaped by private investment, media rights, merchandising, and international branding. According to Deloitte’s Football Money League, the top 20 football clubs generated more than €10.5 billion in combined revenue during the 2022 to 2023 season, reflecting the continued financial appeal of the sport to investors worldwide. Within this landscape, ownership structures have evolved. Investment groups have increasingly acquired minority and majority stakes in clubs as part of broader strategies that link sport with branding, hospitality, and regional influence.

This shift has opened pathways for business figures from outside traditional sports industries to enter the football market. One such avenue is Trivela Group, an American investment firm operating within this developing ownership model and founded by Ben Boycott and Ken Polk. It reflects the sports-investment activities associated with Bryan and Shannon Miles, who, after selling their virtual staffing company (BELAY) in 2021, shifted from U.S. service-based entrepreneurship into global sports as part of their investment portfolio within Trivela Group.

Based in Birmingham, Alabama, the Trivela Group functions as the platform through which the Miles participate in professional football ownership, focusing on selective acquisitions and collaborative partnerships. Rather than pursuing high-profile mega clubs, the firm has targeted teams that align with long-term operational strategy, community engagement, and sustainable development. Through this approach, Trivela Group has taken co-ownership positions in several European football clubs, including teams based in the United Kingdom, Ireland, Denmark, and Togo (Africa). These investments place the firm within an expanding network of American capital in professional European football.

The Miles entered this sector after building their initial business foundation in the United States. Their earlier success with BELAY, a company founded in 2010 that provided virtual staffing services, culminated in a successful exit in 2021. That transaction marked a strategic inflection point for the Miles. Through their holding company, Miles AG, they moved beyond service-driven growth into asset-backed investment sectors. Trivela Group emerged as a structured extension of this shift, consolidating its sports-related interests under a single strategic framework.

The rationale behind investing in football assets reflects broader market forces. European football clubs offer diversified income streams, including broadcasting, sponsorship, matchday revenue, and player transfers. In England alone, the Premier League generated over £6 billion in annual revenue by 2023, while Portugal’s Primeira Liga has gained recognition for developing internationally traded talent. Trivela Group’s involvement aligns with a model that values developmental potential over immediate commercial spectacle.

Industry coverage has noted this diversification strategy. Entrepreneur and Fortune have referenced the Miles in features related to their transition into sports ownership, highlighting how entrepreneurs from non-sporting sectors are increasingly shaping club management. In 2025, The New York Times also reported on the trend of American investors purchasing stakes in European football teams, referencing the Miles’ broader presence through Trivela Group as an example of this growing cross-Atlantic influence.

Trivela Group’s strategy emphasizes operational participation rather than passive capital placement. The firm seeks to contribute to club governance, infrastructure development, and brand positioning, which reflects a management style seen in other multi-club ownership models. By integrating business processes rooted in efficiency and organizational culture, the Miles have transferred knowledge gained from scaling remote-first corporate environments into the sports sector.

This approach also highlights their transition from founders to strategic investors. While their earlier career concentrated on direct operational leadership in virtual services, sports ownership requires navigating community identity, supporter expectations, and national sporting regulations. Trivela Group operates as a stabilizing entity that balances commercial performance with localized team culture. This balance is often essential in football ecosystems where community loyalty remains a defining element of club identity.

Public reporting on Trivela Group does not frame its activities as speculative acquisitions but as part of a broader portfolio strategy. This includes alignment with Miles AG, which also holds interests in hospitality, brewing, and nonprofit initiatives. The sports ownership activities, therefore, function as one component of a diversified investment architecture rather than a standalone venture. This perspective has been reflected in coverage across business media platforms, reinforcing the view of the Miles as a multi-sector investor rather than sports proprietors alone.

The international dimension of Trivela Group’s work reflects a broader trend in global business, where geographical boundaries are increasingly dissolving in portfolio development. The Miles’ involvement in clubs across parts of Europe demonstrates a shift from domestic entrepreneurship to international market participation. This expansion mirrors patterns seen in private equity, where cross-border asset management has become central to long-term value planning.

In practice, Trivela Group positions itself within the modern dynamics of football as commerce, culture, and enterprise. Its investment profile aligns with strategies that prioritize infrastructure improvements, digital engagement, real estate development, and operational sustainability. While such investments naturally carry financial risk, they also help reshape the governance models of smaller and mid-tier European clubs.

Media narratives surrounding the Miles’ involvement in football often highlight this contrast between their origin in virtual services and their presence in physical sports institutions. Business Insider and Entrepreneur have noted how this diversification signals the evolution of entrepreneurial identity in a globalized economy. The story is less about personal branding and more about structural repositioning within global capital ecosystems.

The Miles’ participation in Trivela Group reflects an extension of their broader business philosophy, one focused on scalable systems and structured growth. Yet within football, these principles must adapt to the emotional and cultural dimensions of sport. Stakeholders include not only investors but also supporters, players, and regional communities. This complexity reinforces the notion that sports ownership operates at the intersection of finance and cultural stewardship.

As football continues to attract global investors, the presence of American business figures like Bryan and Shannon Miles remains part of an ongoing market transformation. The Trivela Group illustrates how strategic capital deployment can alter operational models without disrupting local traditions and deep history. It also underscores the increasing overlap between entrepreneurial ventures and international sports management.

In this context, the work of Trivela Group stands as a measured example of diversification, informed by data, guided by structured investment planning, and situated within a larger transnational commercial framework. The activities of Bryan and Shannon Miles, through this investment firm, demonstrate how entrepreneurial influence can extend from service sectors into the heritage-rich domain of European football, reflecting a broader narrative of modern global investing by Bryan and Shannon Miles.