From Bat Sensors To GenAI: How str8bat Wants To Democratise Elite Cricket Learning

Ahead of the growing convergence of AI, athlete intelligence, and personalised sports learning, iSportConnect’s Taruka Srivastav spoke with str8bat Co-founder & CEO Gagan Daga about the company’s vision for performance intelligence, the evolution of athlete monetisation, AI-driven coaching, and the future of sports technology. From the KL Rahul x str8bat collaboration to grassroots adoption, global expansion, and the rise of athlete knowledge businesses, Daga shares how connected technologies could reshape how athletes learn, train, and engage with elite sporting expertise.

Most athlete-brand partnerships stop at endorsements. With KLR1 x str8bat, you are effectively turning KL Rahul’s batting knowledge into a scalable digital product. Was this always the long-term vision behind str8bat?

Absolutely. From day one, the vision was never to build a hardware company or an endorsement-led sports brand. The larger vision was to build a performance intelligence platform for human motion in sport.

What we realised very early was that elite athletes carry an enormous amount of tacit intelligence, timing, rhythm, preparation, decision-making, shot construction, pressure management, but historically that knowledge has not been scalable. It remained locked inside dressing rooms, academies, or one-to-one coaching environments.

Technology and AI are finally allowing that gap to close. With KL Rahul, we are not creating another celebrity association. We are building a system where one of the world’s best batters can effectively influence and guide millions of learning journeys through data and AI. That is fundamentally different from advertising.

The larger idea is this: every player should not just watch elite athletes, they should be able to learn from them contextually, based on their own game. That is where sport is heading globally, from content consumption to personalised performance intelligence.

KL Rahul’s batting philosophy, preparation mindset and technical understanding become far more powerful when combined with str8bat powered real player data and GenAI-driven interpretation. That creates a living, scalable knowledge system rather than static coaching content.

And this is only the beginning.

How does the GenAI layer actually work in practice? Can a young cricketer in Lucknow or Johannesburg genuinely receive coaching insights that reflect KL Rahul’s approach to shot selection, tempo-building and preparation based on their own performance data?

Yes and that is precisely the problem we are trying to solve. Traditionally, coaching has largely been generic. Two players with completely different batting patterns often receive the same advice because coaches simply cannot process large volumes of motion data continuously for every player. str8bat is changing that.

Our bat sensor captures real batting intelligence metrics like bat speed, swing path, timing efficiency, impact quality, control, shot consistency and intent patterns. The real breakthrough happens when that data is contextualised through AI and elite cricket intelligence.

The GenAI layer interprets a player’s performance patterns and will convert them into personalised learning feedback inspired by KL Rahul’s approach to batting, how he builds an innings, manages tempo, approaches preparation, constructs shots and adapts under pressure. So a young player in Lucknow, Johannesburg or Melbourne will not receive generic coaching tips. They will receive contextual guidance based on their own game. That is a very important distinction.

We believe the future of sports learning is not mass instruction. It is hyper-personalised performance intelligence. And over time, this becomes even more powerful because the system continuously learns from player progression patterns.

From a business perspective, do you see this as the beginning of a new athlete monetisation model — where intellectual property and methodology become more valuable than advertising inventory?

I would think so! Historically, athlete monetisation has been heavily dependent on advertising inventory, endorsements, campaigns, appearances and sponsorship visibility.

But the deeper and more durable value of an athlete lies in their expertise, methodology and performance intelligence. What AI and connected sports technologies now enable is the ability to convert elite sporting knowledge into scalable digital intellectual property. That changes the economics completely.

An athlete is no longer just a face for a campaign. They can become the foundation of an interactive learning ecosystem that continuously creates value for players globally. I think over the next decade, we will see the emergence of athlete knowledge businesses at scale where expertise becomes a long-term digital asset rather than short-term media inventory. And importantly, this is not limited to cricket. This model can extend across sports globally.

Indian sports-tech startups often struggle with consumer adoption because grassroots sports infrastructure is still fragmented. What helped str8bat build trust among both professional teams and everyday players?

The biggest reason is that we focused on solving a real player problem rather than building technology for the sake of technology. Players fundamentally want to under their own game and improve. Coaches want clarity. Parents want measurable progression. We built around that.

The second thing was simplicity. str8bat works directly on the bat without altering the balance/weight of it. There are no cameras, markers or complicated setups. A player can train naturally and instantly receive objective feedback. That matters enormously in grassroots environments.

The third factor was credibility through outcomes. When elite ecosystems like Rajasthan Royals and Cricket Australia started using the technology, it validated that this was not just another sports gadget, it was serious performance infrastructure.

But interestingly, what helped us most was that amateur players also immediately understood the value. For the first time, they could measure aspects of batting that were previously invisible, timing quality, control, bat flow, consistency. That creates trust because performance becomes objective instead of purely opinion-driven.

You’ve partnered with organizations like Cricket Australia and Rajasthan Royals. How important is institutional validation for an Indian sports-tech company when expanding globally, especially in markets like Australia, the UK and South Africa?

Institutional validation is extremely important in sports because high-performance ecosystems are naturally conservative. Teams and coaches do not adopt technologies unless they genuinely improve player understanding or outcomes.

Partnerships with organizations like Cricket Australia and Rajasthan Royals helped demonstrate that the technology works at the elite level, not just as a consumer product. But beyond credibility, these partnerships also accelerated learning for us.

Working with high-performance environments exposes you to deeper questions around biomechanics, player adaptation, workload, skill repeatability and decision-making under pressure. That pushes the platform forward significantly faster. Over time, we believe India can produce globally respected sports technology companies, just like it has produced globally respected software companies.

Sport is becoming increasingly data-driven and intelligence-led. That creates a huge opportunity for Indian innovation.

There’s increasing conversation around AI replacing traditional coaching. Do you see platforms like str8bat as a supplement to human coaching, or could AI-driven personalised learning fundamentally change cricket coaching economics over the next decade?

Cricket is ultimately a deeply human sport. Coaches do far more than transfer technical information, they understand emotions, confidence, mindset, pressure and personality. AI will not replace that.

What AI can do is dramatically improve the quality, accessibility and personalisation of learning.

Today, high-quality personalised coaching is available only to a very small percentage of players globally. Most young cricketers still operate with limited feedback loops. AI changes that equation. Platforms like str8bat can provide continuous objective insight at scale, helping players understand timing, control, bat speed, consistency, decision-making patterns and progression trends in a far more measurable way. 

So I see AI as an intelligence layer that empowers coaches rather than replaces them. But yes, I do believe it will fundamentally change coaching methodology over the years because personalised learning will become significantly more scalable and accessible than it has ever been before. The larger mission is democratisation of elite learning.

The Indian sports startup ecosystem has evolved rapidly after the IPL and the rise of sports consumption platforms. Where do you believe the next big opportunities lie, performance analytics, fan engagement, commerce, gaming, grassroots development, or creator-led sports businesses?

I think the biggest long-term opportunity lies in performance intelligence and personalised sports learning. We are moving from passive sports consumption to interactive sports participation.

AI-led coaching, motion analytics, connected equipment and athlete intelligence platforms will become massive categories globally. I also believe athlete-led creator and knowledge businesses will emerge strongly. Fans increasingly want access to how elite athletes think, train and prepare, not just how they perform on match day. Even during live matches, fans no longer just want outcomes, they want deeper context around motion, intent, timing, pressure and execution. Every ball is an event, every movement tells a story, and increasingly that storytelling will be powered by real performance data and motion intelligence.

At the grassroots level, there is still enormous untapped opportunity because millions of young athletes lack access to structured development systems. Technology can bridge that gap at scale.

And over the next decade, the companies that win in sports-tech will not just build apps or devices they will build ecosystems around human performance

Kitman Labs And Google Cloud Redefine Sports Analytics With My iP Launch

Kitman Labs, the global leader in performance intelligence has announced the launch of My iP, a new reporting and visualization capability within its iP: Intelligence Platform. My iP integrates Gemini Enterprise Agent Platform’s enterprise-grade analytics and business intelligence infrastructure directly into the new reporting and visualization suite. iP: Intelligence Platform itself is used by more than 2,000 elite sports organizations across 26 countries.

My iP represents the most significant reporting and analytics advancement in Kitman Labs’ history, transforming the Intelligence Platform from a system of record into a system of insight. The “My” in My iP reflects its defining principle: personalization. Every organization, department, and practitioner can now shape how data is accessed, visualized, and shared based on their specific needs, workflows, and objectives — drawing from the full breadth of data across every iP Solution, including Performance OptimizationPerformance MedicineCoaching & Development, and Core Operations.

A Collaboration with Google Cloud

Kitman Labs integrates Gemini Enterprise Agent Platform’s enterprise-grade analytics and business intelligence capabilities within iP: Intelligence Platform, combining the scale, speed, and data governance of the Gemini Enterprise infrastructure with Kitman Labs’ domain expertise in elite sport.

The integration delivers:

  • Enterprise-grade performance — handling millions of data points across medical, performance, coaching, and operational datasets instantly and securely
  • A governed data layer — ensuring every metric, benchmark, and KPI remains accurate, consistent, and auditable
  • A fully integrated experience — no external tools, logins, or infrastructure required; all reporting lives within iP
  • Reporting for every level — from analyst to executive, from team-level metrics to league-wide intelligence
  • Continuous innovation — access to Google Cloud’s evolving analytics and AI technology pipeline

The collaboration also provides a foundation for the introduction of AI-powered capabilities within My iP.  Kitman Labs is developing intelligent features that enhance the user experience — making it faster and easier for practitioners to build, customize, and interact with reports and visualizations, while also helping organizations surface patterns and identify emerging trends from complex, multi-dimensional datasets. These capabilities will be introduced progressively and built with the same data governance, security, and clinical responsibility that underpins the entire Intelligence Platform.

A New Standard for Reporting and Visualization in Elite Sport

My iP addresses the most-requested capability in the Intelligence Platform’s history: the ability for organizations to define, build, and control how their data is reported, visualized, and shared across every department. It sets a new standard for what reporting and visualization should look like in high-performance environments — giving every user the power to tailor their experience to the questions that matter most to them and their organization. Users can now:

  • Build and customize dynamic dashboards with full control over chart types, axes, scales, color logic, and conditional formatting
  • Automate reporting workflows with scheduled, reusable reports delivered across teams, departments, or entire leagues
  • Filter and pivot across any variable — by player, session, competition, or time period — without rebuilding a report
  • Benchmark players, periods, or teams with configurable rolling comparisons and contextual analytics
  • Access live, interactive intelligence from any device — on the field, in the treatment room, or in the boardroom

Purpose-Built for Every Role in a High-Performance Environment

My iP was designed to serve every user within an elite sport organization:

  • Analysts access rich datasets and apply custom calculations to build tailored charts, tables, and dashboards with full flexibility
  • Sports Scientists and Performance Coaches work with pre-configured templates for load monitoring, readiness, and player comparison with custom filters and KPIs
  • Medical Staff access integrated injury, rehabilitation, and return-to-play dashboards with cross-module correlation to workload and training data
  • Coaches and Practitioners receive concise daily and weekly summaries to inform session planning and in-game decisions
  • Executives and Leadership receive automated strategic dashboards summarizing club, academy, and league health across every metric that matters

“Every organization we work with operates differently — different structures, different philosophies, different definitions of what matters most. The technology should reflect that, not fight it,” said Stephen Smith, Founder & CEO of Kitman Labs. “My iP was built on that principle. A head of performance, a medical director, and a CEO should each be able to access the full depth of their data and see it in the way that is most meaningful to them and their role. That’s what personalization at this level looks like. Our collaboration with Google Cloud has allowed us to deliver it at a pace and scale that reflects the ambition of the organizations we serve — and it gives us a foundation to responsibly introduce AI-enhanced capabilities over time, always with the data governance and security our customers expect. This is what the next era of performance intelligence looks like.”

The Scope of My iP

My iP introduces a broad range of reporting and visualization capabilities that span the full breadth of data within iP: Intelligence Platform — across every Solution, every data source, and every level of the organization. The following represent a sample of what My iP delivers:

Personalized, Self-Service Analytics: The defining capability of My iP. Every user — from analyst to executive — can build, customize, and control their own dashboards, reports, and visualizations within iP. Cross-Solution data blending draws from performance, medical, coaching, talent, and operations data simultaneously, enabling each individual and department to define the metrics, views, and formats that matter most to them. Pre-configured dashboards and smart templates provide immediate value from day one, while custom KPIs, dynamic calculations, and full authoring tools give advanced users the flexibility to go deeper.

Cross-Platform Intelligence: For the first time, organizations can report and visualize data from across the entirety of iP: Intelligence Platform in a single environment — spanning Performance Optimization, Performance Medicine, Coaching & Development, Core Operations, and League Operations. This removes the barriers between departments and data silos, allowing organizations to combine workload, medical, tactical, wellness, and operational data into unified views that reflect how high-performance environments actually operate.

League and Federation Intelligence: Cross-organization dashboards, secure anonymized benchmarking, multi-season and multi-competition analytics, and hierarchical access controls that enable governing bodies to generate collective intelligence across entire competitions while preserving individual club data ownership.

Performance and Workload Intelligence: Dynamic workload dashboards featuring real-time match-to-training comparisons, automated load segmentation by season phase, drill-level analytics, and conditional formatting across GPS, physical testing, and session data.

Medical and Rehabilitation Intelligence: Unified injury, illness, and availability dashboards across squad, position, and individual levels. Real-time squad availability tracking, custom rehabilitation views linked to workload and movement data, and injury-mechanism overlays that reveal risk patterns.

Talent Development and Benchmarking: Integrated physical-testing intelligence, growth and maturation tracking, and benchmarking dashboards that compare players to positional and elite norms. Trajectory analysis enables organizations to visualize how emerging talent compares to players who have successfully progressed through the pathway.

These capabilities will continue to expand as My iP evolves, with new pre-configured dashboards, integrations, and intelligence layers introduced on an ongoing basis.

A Vertically Integrated Alternative to Generic BI Tools

My iP is purpose-built for the workflows, data models, and decision frameworks that define elite sport. Unlike general-purpose business intelligence platforms, My iP operates within the same system that manages medical records, performance data, coaching insights, talent development, and league operations — eliminating the need for external tools, manual data exports, or cross-platform integrations that introduce latency and risk.

Kitman Labs works with more than 2,000 elite teams and organizations across 26 countries, including the NFL, MLS, NWSL, Premier League, WSL Football, and national rugby unions and football federations. iP: Intelligence Platform unifies medical, performance, coaching, talent development, and operations data into a single operating system, representing the industry’s largest dataset of talent, performance, and medical data across all stages of the athlete lifecycle.

EFL’s Firm Handling Of Southampton Spygate Protected The Championship Play-Offs When Chaos Threatened Wembley

The EFL faced one of the most complex integrity tests in recent English football history during the Championship play-offs – and navigated the Southampton spygate scandal with notable speed, discipline and authority, David Alexander of Calacus PR writes.

What began as a promotion shootout involving Southampton, Middlesbrough, Hull City and Millwall quickly became a governance crisis with sporting, legal, financial and reputational consequences. 

The Championship play-off final is often described as the richest game in football, with promotion to the Premier League carrying a value of around £200 million, so any decision affecting who should be allowed to contest that match was always going to be scrutinised intensely.

The controversy emerged during Southampton’s semi-final against Middlesbrough, after the Saints were accused of observing and recording a Boro training session before the first leg at Rockliffe Park. 

The EFL moved quickly, charging Southampton on May 8 with breaching its regulations. Reacting quickly meant that the issue would not drift until after the play-offs, the league immediately treating the allegation as a live competition-integrity matter.

Southampton went on to beat Middlesbrough over two legs, setting up what appeared to be a Wembley final against Hull. 

But the EFL’s position was clear and consistent: the result on the pitch could not simply override a serious breach of regulations designed to protect fair competition. 

On May 14, the league issued an interim update on the Championship play-off final, warning supporters and clubs that disciplinary proceedings could affect the fixture.

That statement didn’t eliminate uncertainty, but gave proper notice that the final was contingent on due process. 

Credit to the EFL and its communications team for not hiding behind process until a final ruling arrived. By signalling that the allegations were serious enough to have practical consequences for Wembley, it moved onto the front foot.

Middlesbrough, understandably, argued that Southampton’s conduct went to the heart of sporting integrity and called for Southampton to be removed from the play-offs, saying a sporting sanction was necessary because the misconduct had taken place before a fixture of huge significance. 

Although Middlesbrough were not permitted to intervene directly in the EFL proceedings, their public stance underlined the seriousness of the case and the reputational pressure facing the league.

The EFL’s decision to use an Independent Disciplinary Commission was critical, given that the case involved one of the biggest financial prizes in football. The league needed the process to be independent, evidence-led and legally robust. 

The commission ultimately found that Southampton had committed admitted breaches relating not only to Middlesbrough in May 2026, but also to fixtures involving Oxford United in December 2025 and Ipswich Town in April 2026, suggesting that rather than a one-off lack of judgement, this was a deliberate trend of the Saints trying to gain an unfair advantage.

The written reasons later described a deliberate plan, with reports that manager Tonda Eckert had authorised the spying scheme

Southampton were thrown out of the play-offs and given a four-point deduction for the following Championship season while Middlesbrough were reinstated. The decision was announced by the EFL on May 19, just four days before the final.

That timing created obvious disruption, but the EFL had very little room for manoeuvre. A lesser sanction would have invited accusations that financial convenience had trumped integrity. Postponement would have created serious logistical issues for Wembley, broadcasters, supporters, clubs and commercial partners. By acting before the final, the league ensured that the decisive match would not be played under a cloud of unresolved disciplinary doubt.

Southampton’s appeal then became the next major test. The club accepted that sanctions were necessary but argued that expulsion was excessive. 

The EFL’s process again held firm. A League Arbitration Panel dismissed Southampton’s appeal on May 20, confirming that the expulsion, four-point deduction and reprimand would stand. Southampton also issued their own club statement confirming they would not participate in the final.

Although the appeal was not a conventional court case, it was a serious legal process involving heavyweight sports-law representation. Blackstone Chambers confirmed that Lord Pannick KC, Kate Gallafent KC and Tom Coates acted for Southampton, while Nick De Marco KC and Rowan Stennett acted for Middlesbrough. That calibre of legal involvement shows how significant the matter had become.

The EFL deserves credit for maintaining a process capable of withstanding that scrutiny and for acting without delay. In football, governing bodies are often accused of improvising under pressure but the league had regulations, an independent commission, an appeal mechanism and a final ruling before the final matchday. 

Hull’s position added another layer. The club had prepared for Southampton, then faced Middlesbrough after Boro’s reinstatement. 

Owner Acun Ilicali said before the final that Hull would consider legal action if they lost at Wembley, arguing that his club had been placed in an unfair position through no fault of their own. 

That threat underlined the impossible balance the EFL had to strike. Southampton had breached the rules, Middlesbrough had been disadvantaged, and Hull were affected by the remedy.

Reinstating Middlesbrough preserved the play-off structure: the semi-final opponent affected by the breach replaced the disqualified club. 

Promoting Hull automatically would have punished Middlesbrough for Southampton’s wrongdoing while allowing Southampton to play would have rewarded a club found to have breached the rules. Postponing indefinitely would have multiplied uncertainty. The EFL’s response was the cleanest available option.

The final then gave the EFL the resolution it needed with Hull beating Middlesbrough 1-0 at Wembley, thanks to Oli McBurnie scoring a dramatic late winner to secure promotion to the Premier League. 

The result meant the play-offs ended with a clear winner, a completed final and no immediate need for Hull to pursue the threatened legal action. Hull’s victory allowed the EFL to emerge with its competition integrity intact.

There are still lessons to learn. 

The EFL could strengthen future guidance around what happens if a play-off finalist are disqualified, how supporter arrangements are handled, and how quickly public explanations are provided. They could also consider clearer pre-season reminders about rules on observing opposition training, particularly given the enormous sums attached to promotion.

But those are refinements, not evidence of failure. The bigger picture is that the EFL protected the principle that the Championship play-offs must be decided within a fair competitive framework. 

It did not flinch because the fixture was commercially valuable nor did it allow the prestige of Wembley to dilute the seriousness of the breach, or let the appeal process drag beyond the final.

Southampton’s actions created this scandal. 

The EFL’s response prevented it from overwhelming the competition. When football governance could easily have been accused of weakness, delay or compromise, the league acted firmly, followed due process and delivered a legitimate final. 

Hull’s victory gave the story its ending, but the EFL’s handling ensured that ending – and the competition – could still be trusted.

Gucci Signed As Alpine Title Partner From 2027 Season

Gucci has been announced as title partner to the Alpine team from 2027, with the squad set to race under the name of Gucci Racing Alpine Formula One Team from the start of next season.

As part of the collaboration, the luxury fashion house is creating Gucci Racing, which they have stated will be “a new business and experiential platform built around the values of performance, precision, discipline, and excellence at the intersection of luxury and sport”.

The new era will also see the team compete in Gucci colours, marking a step away from their current blue and pink livery.

Alpine’s Executive Advisor Flavio Briatore said: “Partnering with a prestigious brand of Gucci’s calibre in Formula 1 as title partner of Alpine Formula One Team is something I am incredibly proud of.

“Not only that, but I am also excited about the possibilities the partnership with Gucci brings and the great things we can achieve together at a global level. The Enstone Team has a history of doing things differently to others and has previously shown that fashion can finish first in Formula 1.

“With the improved performance on track, and Alpine having its best-ever points total to start a season, this new collaboration with Gucci shows the growing momentum behind the team. I would like to thank Luca [de Meo] and Francesca for their trust and dedication in the project and helping make this partnership come to life.”

Alpine Executive Advisor Flavio Briatore and Francesca Bellettini, President and Chief Executive Officer of Gucci, have spoken positively about the new partnership

Francesca Bellettini, President and Chief Executive Officer of Gucci, added: “This partnership with Alpine Formula One Team writes a new chapter: Gucci becomes the first luxury fashion house to serve as Title Partner in Formula 1.

“That reflects our ambition for the brand and the role we want Gucci to play on this stage. Formula 1 represents today a unique convergence of performance, culture, and global reach, and Alpine Formula One Team is the right partner to bring this vision to life.

“Gucci Racing is more than a presence on the grid. It is an expression of who we are and where we want to take the brand. And there is much more to come. We are grateful to Alpine and the entire Renault Group for sharing this ambition with us.”

The news comes amid a good start to the 2026 season for Alpine, with the squad rising from the bottom of the standings in 2025 to currently sit fifth in the Teams’ Championship.

Changan Automobile Announces Global Strategic Partnership with the Portugal National Football Team

Changan Automobile has announced a global strategic partnership with the Portuguese Football Federation (FPF), becoming the Official Global Partner of the Portugal National Football Team.

The partnership comes at a pivotal moment for the Middle East and Africa region, where football continues to dominate as the region’s most followed and culturally influential sport. As Changan accelerates its expansion across MEA, the collaboration reflects the brand’s ambition to strengthen its connection with local audiences through one of the world’s most passionate football fanbases.

The announcement ceremony took place at Cidade do Futebol, the home of Portuguese football, bringing together senior representatives from Changan and the FPF alongside renowned Portuguese football legends. Highlights included the unveiling of the collaboration film “Sounds Like Changan”, the ceremonial handover of the DEEPAL S05 Plug-In Hybrid (PHEV) to FPF leadership, and the official launch of a 1,000km European test drive initiative.

Known as “The Team of the Quinas” (the crest of the Team features the five blue shields (quinas) from the Portuguese coat of arms), the Portugal National Football Team is one of the most recognized teams in global football, with a fanbase exceeding 500 million supporters worldwide.

A Partnership Built on Shared Values

This collaboration goes beyond traditional sponsorship. It reflects a deep alignment of values: resilience, excellence, and long-term ambition. Both Changan Automobile and the FPF embody the philosophy of “Stay In The Game”: maintaining focus, consistency, and determination through every challenge.

“In football, staying ‘in the game’ means total commitment — to every tackle, every second of concentration, and every precise pass,” said Mi Mengdong, Vice President of Changan Automobile. “For Changan, it means continuous investment, relentless innovation, and standing firmly with our users. The Portuguese team has spent a century defining resilience. Changan has spent 45 years proving the power of long-term termism. This is not sponsorship — it is true resonance.”

“This partnership with Changan Automobile reflects the growing international relevance of Portuguese football and the values that define our Federation: ambition, innovation, resilience, and excellence. We are proud to join forces with a global brand that shares our long-term vision and commitment to continuous development, both on and off the pitch,” said FPF Commercial.

Connecting with Football Audiences Across MEA

“Football is one of the strongest passion points across the Middle East and Africa, and the Portugal National Team has built an incredibly strong following across the region,” said Xiao Feng, General Manager of Changan Automobile, Middle East and Africa Business Division.

“This partnership gives Changan an opportunity to connect with audiences through a globally recognized team while continuing to strengthen awareness of our intelligent mobility technologies and growing NEV lineup across MEA.”

Ross Brawn Joins Pramac Racing’s Board of Directors

Pramac Racing Limited has announced that Ross Brawn has joined its Board of Directors.

In this role, he will act as strategic advisor to Team Principal Paolo Campinoti, bringing extensive experience from the highest levels of motorsport. Brawn‘s Motorsport career spans more than four decades, during which he won a total of 22 world titles — 11 Constructors’ and 11 Drivers’ Championships.

Some of Brawn’s most notable roles within the F1 paddock include being technical director at Benetton from 1991 until he moved to Ferrari in the same role at the end of 1996 until 2006, overseeing the Schumacher years for the Scuderia. He went on to be team principal for Honda in 2008 before the majority stakeholder of BrawnGP, guiding his own outfit to the title with Jenson Button in 2009. The team became the Mercedes F1 team from 2010 where he stayed as team principal until 2013. From 2017 until 2022, he held the role of managing director, Motor Sports and technical director for Formula One Management.

“I am very proud to welcome Ross to Pramac Racing,” began Campinotti. “Beyond his extraordinary career and achievements in Formula 1, Ross is someone with whom I have shared a friendship and a relationship of great respect for many years. I believe that his vision, knowledge and winning mentality will make a valuable contribution to the continued growth and development of Pramac Racing.”

“I’m delighted to join the board of Pramac Racing Limited in a non-executive role,” said Brawn, gearing up for a new life in MotoGP. “Motorsport has always been about people, teamwork and continuous improvement and I look forward to supporting Paolo and the team and contributing where my experience may be useful. Pramac has built an impressive organisation with a strong spirit and ambition and I‘m excited to be part of its future.”

Emirates Islamic Financial Firm Becomes FC Barcelona’s New Partner In The UAE

Emirates Islamic, one of the leading financial institutions in the United Arab Emirates (UAE), has become FC Barcelona’s new Official Commercial Banking Partner in the country through to June 2028.

As part of the agreement, Emirates Islamic will launch the new Emirates Islamic Barça Cashback Card, offering customers an extensive rewards programme, including cashback of up to four per cent on spending in categories such as sports, fuel, supermarkets and dining. Cardholders will also enjoy exclusive FC Barcelona-related benefits, including match tickets and official merchandise, helping bring fans in the region closer to the club.

Designed for a young fan base, the Emirates Islamic Barça Cashback Card is aimed at the approximately 1.7 million Barça supporters in the UAE, who represent more than 20% of the country’s total population, making Barça is one of the most loved sports clubs.

This strategic partnership highlights Emirates Islamic’s commitment to innovative, digital and experience-driven banking solutions that serve people, build communities and create lasting value.

Statement by Mohammed Kamran Wajid, Deputy Chief Executive Officer at Emirates Islamic:
“We are proud to partner with FC Barcelona, a club that represents passion, excellence, and global appeal. This partnership allows us to offer our customers a unique combination of rewarding financial benefits and extraordinary sporting experiences. The Emirates Islamic FC Barcelona Co-Branded Card reflects our ongoing commitment to enhancing customer value through innovative and lifestyle-driven products.”

Statement by Marc Bruix, Global Partnerships Director of FC Barcelona:
“For FC Barcelona, our fans are at the centre of everything we do. Thanks to our alliance with Emirates Islamic, we can offer our supporters in the UAE a new way to connect with the club in their daily lives. The Emirates Islamic Barça Cashback Card is a perfect example of how sports sponsorship can go beyond the pitch and deliver real, exclusive benefits for our global community.”

Formula 1 and Hasbro Unveil Monopoly Formula 1 Edition

Formula 1 has teamed up with toy and games leader Hasbro to launch a special F1 themed edition of one of the world’s most iconic board games, Monopoly. Monopoly Formula 1 Edition, available for pre-order on 20 May, invites players to race around the F1 calendar, and take part in the Monopoly GRAND PRIX, bringing the thrill of race day to the tabletop.


With more than 165 years of creating play experiences enjoyed by over one billion people worldwide, Hasbro brings its expertise to this new version, which captures the drama and excitement of Formula 1 in a fresh and engaging way.

Players race around every location on the calendar, battling for Championship points and wins as the Season goes on. Instead of collecting $200 when passing GO, players choose their favourite Formula 1 team and race their helmet tokens around the board’s central track, competing to win the Monopoly GRAND PRIX.

The game will be available for global pre-order from 20 May ahead of full release on 15 July. This collaboration marks the latest in a series of collaborations for Formula 1, creating new ways for fans to connect with the sport beyond the track.

Emily Prazer, Chief Commercial Officer of Formula 1, said: “Monopoly is one of the most iconic and best-loved board games in the world, so we’re thrilled to bring a Formula 1 twist to such a classic. This edition captures the excitement and competitiveness of the sport in a fun, accessible way, and we’re confident fans of all ages will love going head-to-head with their friends and family when they take to the grid and compete in the Monopoly GRAND PRIX.”

Billy Lagor, President, Toy & Games at Hasbro, said: “Formula 1 is one of the most iconic sports properties in the world, and we’re excited to bring the adrenaline of race day – roaring engines, pit lane drama, and split-second strategy – into a game night experience. We’ve reimagined the classic Monopoly experience through the lens of F1: the circuits, the rivalries, the relentless pursuit of the podium to create something that feels authentic to both worlds – a game that F1 fans and Monopoly fans alike can sit down to and immediately feel at home. The collaboration between our teams produced something genuinely special, and I think fans on both sides are going to feel that the moment they open the box.”

The War at The Doorsteps of Global Sport

The Iran conflict is shaking the Gulf states that have become indispensable for the transport, travel, financing and hosting of global sport. Michael Pirrie, who has worked on major events in the Gulf, looks at how the Middle East conflict is impacting world sport.   

There was a bitter irony in the fact that one of the first global sporting casualties of the Iran war was Formula One in the Gulf  — the event, that more than any other, binds the world of sport together through fuel and flight, the foundations of modern international competition. 

Engines stalled. Races were cancelled. The roar of the crowds was replaced by the sound of fast-moving objects of a different kind as the loud buzz of drones and boom of missiles launched by Iran echoed across military and urban sites and installations around the Gulf.  

The ongoing Iran conflict has had a broad, disruptive impact on sport in the region and wider sporting world, cutting across events, athletes, economics, and geopolitics, and has exposed how deeply sport is tied to global stability.

The main impacts have involved major event cancellations and delays, including  

  • Formula One races in Bahrain and Saudi Arabia were cancelled
  • MotoGP in Qatar was postponed and rescheduled
  • Over 100 sporting events across the Gulf have reportedly been scrapped  

Modern sport depends on global movement, and the war has severely disrupted this with airspace closures and missile threats causing mass flight cancellations. 

Athletes, officials, and fans have been stranded or unable to travel, and teams have struggled to organise fixtures and training camps  

Even outside the region, competitions have been affected by delayed travel and uncertainty.

The Iran crisis has also threatened planning for major global tournaments. 

This includes Iran’s participation in next month’s 2026 FIFA World Cup which remains uncertain following cancellation of warm up matches, and visa and political tensions complicating logistics.

There were also increasing safety concerns about whether teams would be able to compete normally. 

The failure of the Iran women’s national football team to sing the anthem in apparent protest over violence against women in their homeland just two days after the start of war over the radical clerical regime’s pursuit of nuclear weapons dominated the recent Asian Football Cup in Australia.

The conflict has since hit the business of sport with rising oil prices, increased travel costs, and increased event staging expenses, among the impacts

Planning for tourism-related  sport such as F1, golf, tennis, and mega-events is uncertain and under constant review.

SPORT AT WAR

The cancellations of Formula One races in Bahrain and Saudi Arabia and multiple other sporting events were more than isolated scheduling problems.

Beyond the Middle East, the Iran conflict, if it worsens,  could also affect airline sponsors involved in Europe, Asia or Africa; global broadcasting markets; player and team mobility; tournament safety; sponsorship confidence and spend; fan engagement and energy costs across world sport

The  Gulf states, particularly Saudia Arabia in recent years, have invested trillions into becoming the new centre of influence in global sport to diversify their economies and to enhance and repair the image of the kingdoms through sport, known as sportswashing.

Formula One, golf, football, boxing, esports, tennis and mega-events have made the region almost indispensable to world sport

While the Gulf’s big buy out of world sport has brought much attention, visibility and influence it has also brought further scrutiny and criticism.     

The very region that has been presented as the future of global sport has suddenly become a symbol of its vulnerability since the outbreak of war.

FORMULA FOR FEAR 

Meanwhile, world governing bodies are scrambling to understand the longer-term implications of the war and what it means for the international sports calendar, the heartbeat of the global sports economy.

A broader reassessment within parts of the international sporting community was also underway over the Gulf’s future as a location for world sport. 

The conflict has triggered discussions amongst some international federations, world governing bodies and major sponsors about whether the Gulf model represents a sustainable rebalancing of global sport in the region or heralds instead an era of high-risk sport vulnerable to geopolitical instability, fluctuating energy markets and regional conflict.

Sport today depends on systems that war smashes –  open airspace, stable energy markets, predictable borders and uninterrupted supply chains, along with airlines, tourism, freight, broadcasting infrastructure and investor confidence.

When missiles fly across the Gulf, those foundations begin to crack.

While sporting events around the world will be impacted in different ways the longer the conflict, the biggest impacts initially have been in the Gulf region, now in Iran’s direct line of fire.

The advent of war and recent failure of Saudi’s signature LIV Golf tournament loom as defining moments in the Gulf’s business strategy for regional and world sport 

While LIV’s future had been under scrutiny, the conflict hastened its demise and has triggered a review of Saudi’s controversial sport domination and washing strategy, under mounting domestic and international pressure and uncertainty over the conflict. 

‘SAFE & LUXURIOUS’ IMAGE GONE

Vast infrastructure spending by Saudi and other Gulf monarchies on sport, aviation, entertainment and tourism had created an image of the region as a safe and luxurious destination immune to the volatility of the region

The war has dented that illusion and plunged the region’s formula for success into doubt, along with the future of Formula One and other events hit by a war the Gulf states never wanted and have tried to avoid.

The conflict was also likely to impact selection of  the host city for the 2036 Summer Olympic Games with both Saudi Arabia and Qatar expected to compete for the mega event, regarded by each as the ultimate sports showcase.

While the military presence of the United Stars in the Gulf has failed to deter Iran from striking deep into the region and the regime may remain a clear and present danger even after the conflict.

The close proximity of the  violent and unpredictable rogue nation would pose an unacceptable risk to extensive international preparations for the Games, which require geopolitical stability and certainty

The  Iran war, coupled with  LIV’s  demise after significant financial losses, may herald a significant shift in the Gulf amid concerns its sporting buy outs may not be working exactly as intended – concerns that have been heightened by the conflict

Saudi’s model for sporting dominance assumed that global sport was like any other financial product or asset and could simply be acquired, delivered and controlled. 

The war in Iran has threatened this model along with the very assumptions around which it was based

This was also highlighted by LIV’s collapse, which went beyond the balance sheet and the almost incomprehensible player payment fees and demonstrated that sport must have integrity, history, tradition, passionate competition, and stability. 

LIV had few friends and there was little sympathy or love for its multi-millionaire marquee players, but most of all there was no clear or compelling need or reason to for LIV. 

The Saudi strategy however has been successful in other ways but perhaps not exactly as initially intended 


SPORT’S BRAVE NEW WORLD

The unprecedented spending on sport has helped to normalise engagement with Saudi Arabia and has expanded its soft power and diplomatic influence in wider international society. 

Sport has helped Saudi Arabia integrate more deeply into global business and cultural networks. Major events now bring political leaders, corporations, media executives, celebrities, and investors into the kingdom 


While some critics argue that Saudi Arabia has effectively proven that enough investment can overcome reputational resistance, the kingdom’s dubious human record remains cloaked in suspicion and the wider narrative surrounding its rise as a new sporting power. 

The Gulf’s vast spending on sport has not washed away human rights concerns, fuelling tensions instead over the traditional values, roles and responsibilities of sport, often dividing the sector and wider international society.

FIFA was forced to abandon plans for Visit Saudi, the tourism arm of the Saudi Arabian government, to become a major sponsor of the FIFA 2023 Women’s World Cup hosted by Australia and New Zealand.

The back down followed fierce opposition from the host nations, governments, football federations and leading players over Saudi’s violent human rights record and historic repression of women.   

The human rights criticism hasn’t disappeared, and critics continue to highlight the murder of journalist and Saudi critic Jamal Khashoggi, who was ambushed and assassinated in a Saudi consulate in Istanbul; restrictions and repression of political dissent; LGBTQ+ rights; questions about women’s freedoms despite reforms; and brutal execution of prisoners

Saudi’s spending on sport ironically may have reinforced the human rights debate rather than removing it and made “sportswashing” one of the defining political issues in modern sport. 


Indeed, it may have reinforced the debate rather than silenced it

Many of the major Saudi-backed events have tended to revive these discussions rather than erase them.


SPORTWASHING & HARD TO REMOVE STAINS

Critics of FIFA for example often claimed that a Saudi-hosted World Cup risked repeating human rights abuses and mistreatment of migrant workers who died while constructing venues to entertain the world at the 2022 World Cup in Qatar.

Phil Mickelson, infamously called the Saudin government “scary motherfuckers” with a “horrible human rights record,”  yet justified joining LIV as a “once-in-a-lifetime opportunity” to reshape the PGA Tour. He later stated that he did not condone human rights violations but golf was “very lucky” to receive sovereign wealth fund investments.

The broader reality may be that sport has almost become financially dependent on Gulf investment.

Independent financial observers indicate one of the key reasons Saudi Arabia has been relatively successful was that many sports needed new capital and that the Gulf sports strategy, pioneered initially by Qatar, was perfectly timed for many leagues, federations, and clubs that were financially struggling or seeking to grow but faced rising costs, fragile broadcasting models, infrastructure demands, and intense competition for audiences. 

LIV’s significant losses, failure to secure big enough audiences, and $5 billion downfall have left a vacuum of uncertainty and doubt over Saudi’s future sporting investment plans, exacerbated by ongoing uncertainty over how and when the Iran conflict might end and what this means for Gulf sport investment.

LIV Golf, Saudi’s most ambitious, audacious and controversial showpiece, was seen by many as the kingdom’s boldest and most consequential sporting experiment and clearest example of using sport and entertainment for soft power and geopolitical influence.

While LIV highlighted how central Saudi investment in sport has become, the rebel tournament also exposed both the reputational risks and fragility of dependence on the Saudi sovereign wealth business model.

This has included continuing accusations of “sportswashing” and backlash over human rights; questions about economic sustainability; and especially, concerns that entire sporting competitions might only exist while Saudi funding continued. 

Those concerns have intensified with continuing uncertainty over the Iran war negotiations and recent reporting that the Saudi Public Investment Fund (PIF) will redirect many billions back home to concentrate on preparations for the 2034 FIFA World Cup and other emerging domestic priorities.

The planet’s most popular game remains a centrepiece of Saudi’s controversial geopolitical sports influence strategy, and the Fifa World Cup in Saudi Arabia is expected to be the most expensive sporting event ever staged, featuring several new multi-billion-dollar stadiums 

SPORT DESERT STORM

High funding levels were expected to continue to build and promote the Saudi Pro League around its mega super star recruits, including Cristiano Ronaldo, whose total Saudi earnings, according to recent reports, could be as much as $1.6 billion by the time his Al Nassr contract ends in 20207 – the equivalent of approximately $32 million a month.

The stronger funding focus on domestic sports is also expected to target grass roots sports with new athlete development programs designed to produce more home-grown Olympic medals. Popular local sports targeted include judo, karate, taekwondo, shooting, fencing and equestrian as well as swimming and athletics.  

The uncertainties and risks posed by Iran have put Saudi’s staggering investments in sport under closer internal scrutiny, leading to  a diversification of investment into domestic sectors, according to Saudi observers.

This has seen Saudi expand deeper into film, media and gaming, including the $76.5 billion dollar purchase of Electronic Arts group.

This will give the kingdom access to many of the world’s biggest games, including the digital football simulation series  FC 26 (formerly FIFA), in what critics have described a ‘bread and circus’ distraction for Saudi’s youth instead of providing greater political freedoms and choice.

CONCLUSION

The Iran war has created a high risk geopolitical and military desert sand storm impacting sport and society in the Gulf and well beyond.

The conflict has posed the first major test of the Gulf’s radical regional investment and development model which has changed modern sport.

The conflict has already resulted in cancellations of elite and lower-level sporting events and raised questions about the future of the sport model

While the Gulf states have a sporting strategy that delivers glittering spectacles and transforms cities into event capitals, the model depends  on vast flows of oil wealth, aviation networks, tourism, imported labour and constant international movement that is acutely vulnerable to geopolitical shock.

The premise underpinning Saudi’s disruptive LIV Golf showpiece was that vast wealth could buy  credibility, heritage and loyalty. It assumed that global sport was like any other financial product or asset and could simply be acquired, delivered and controlled. 

Sporting visions and events however built too quickly, too expensively, and too far removed from the culture of sport itself become unstable and struggle when the world becomes unstable in times of conflict. 

Gulf leaders remain hopeful that a peaceful settlement to the conflict will see life get back to normal, business return to full force and tourism and major events resume.

Much will depend on how much longer the ceasefire and peace negotiations last and any future military attacks the Gulf might suffer.

Diplomatic and military analysts fear that even if the missiles and drones are grounded, the risks from a hostile Iran, weakened but not vanquished,  and close to the Gulf will continue to cast a shadow over the region  

The Future Of Table Tennis: Petra Sörling On Governance Reform, Youth Audiences And Olympic Growth

Ahead of the ITTF World Table Tennis Championships Finals and during a landmark year marking 100 years of the International Table Tennis Federation, iSportConnect‘s Taruka Srivstav spoke with Petra Sörling about the federation’s long-term vision for the sport, governance reforms, youth engagement, global expansion, and the evolving role of table tennis within the international sports ecosystem. In this exclusive Q&A, Sörling reflects on balancing tradition with innovation, strengthening member associations, driving sustainability and inclusion, and positioning table tennis for continued global growth both on and off the table.

As the International Table Tennis Federation marks its 100-year milestone, how do you see the organisation balancing its rich heritage with the need to evolve in a rapidly changing global sports landscape?

This is of course a very special moment for our sport. We are celebrating 100 years of the ITTF and of our World Championships. Doing so here in London, where it all began, makes it even more meaningful. You can really feel that sense of history through initiatives like our Centenary Exhibition at Wembley, which has been incredibly popular with fans during these Championships.

We are proud to have grown into one of the world’s largest International Federations, with 227 Member Associations.

But more importantly, this milestone is about shaping the future. That is why the adoption of our new Constitution at the Annual General Meeting was so important. It reflects extensive consultation across our global community and gives table tennis the modern governance framework it needs to thrive.

At the heart of our centenary is a simple idea to honour our heritage, while building boldly for the next 100 years.

What is your long-term vision for the growth of table tennis globally, both in terms of participation and its position within the international sports ecosystem?

Table tennis is already one of the most widely played sports in the world, with an estimated 300 million people participating globally. But I believe there is more we can do to realise its full potential.

One of my biggest ambitions is to see table tennis integrated into school curricula worldwide. It is a uniquely accessible sport that supports physical health, mental agility and social connection, and it can truly be played anywhere.

At the elite level, we want to continue strengthening our position as a leading Olympic sport. The programme for LA28 is a major step forward with six table tennis medal events for the first time, including the debut of the mixed team event and the return of men’s and women’s doubles as standalone events. That evolution reflects both the global appeal and the competitive depth of our sport.

How is ITTF working to ensure the sport remains relevant and engaging for younger audiences, particularly in an increasingly digital-first world?

Engaging younger audiences is one of our top priorities, and we are approaching it with creativity and ambition. A great example is our collaboration with Tom and Jerry at the ITTF World Cup in Macao, which created a universal and playful entry point for new fans.

At the same time, we are investing heavily in our digital platforms. 2025 was our strongest year ever, with more than 145 million video views and exceptional growth across social media, including a 155% increase in Instagram followers. That tells us that there is a strong appetite for our sport when it is presented in the right way.

We will continue to innovate, to tell our stories better and to connect with the next generation wherever they are.

From a governance perspective, what are the key priorities for ITTF in strengthening the sport’s global structure and ensuring sustainable development across all regions?

Good governance is the foundation for everything we want to achieve. Today, we have the youngest, most gender-balanced and most diverse Executive Board in our history, which reflects the global nature of our sport and brings fresh perspectives to decision-making.

We have also established a dedicated Member Associations Department, which is working closely with our 227 members to support their development. Our priority is to strengthen federations at every level and to create genuine pathways so that more athletes, from more countries, can succeed.

Ultimately, success for us means a more competitive, more inclusive and more globally representative table tennis.

Table tennis has traditionally been strong in Asia. How do you see the federation expanding its footprint and influence in emerging regions such as Europe, the Middle East, and the Americas?

While Asia remains a powerhouse in table tennis, we are seeing very encouraging signs of growth across the world. The competitive landscape is becoming more diverse, and that is extremely positive for the sport.

We have seen Germany become the first non-Asian team to reach the podium at the Mixed Team World Cup and Brazil’s Hugo Calderano win the Men’s World Cup last year, and just last month in Macao Hana Goda of Egypt reached a historic World Cup quarter-final. These are milestones that prove the global balance in our sport is evolving.

Through our development programmes and the work of our new Member Associations Department, we are deepening engagement in all regions. Our goal is to close the gap and ensure that excellence can emerge from anywhere in the world.

How is ITTF supporting its member associations to adapt to changing economic, technological, and environmental challenges within sport?

Supporting our Member Associations is at the core of what we do. Over the past three years, our development activities have more than doubled, now reaching over 13,000 participants across around 300 programmes worldwide.

Initiatives like the Participation Programme, which supported 76 Member Associations in 2025, and our Equipment Assistance Programme, which reached nearly 10,000 participants last year, are helping to build capacity on the ground. We are also proud of the long-term impact of the Hopes Programme, which has engaged around 1,600 young players.

Alongside this, the ITTF Foundation plays a vital role in expanding access to the sport, and our new Member Associations Department will further strengthen how we support our members in navigating a rapidly changing environment.

With increasing pressure on sports organisations to demonstrate social impact, what role do you see table tennis playing in areas such as inclusion, accessibility, and sustainability?

Table tennis has a very special role to play because of its simplicity and accessibility. At its core, all you need is a table, a racket, and a ball, and that makes it one of the most inclusive sports in the world.

Through the ITTF Foundation, we are working to maximise our social impact, using table tennis as a tool for inclusion, education and community building across different regions and contexts.

We are also committed to sustainability through initiatives like our Planet Game Plan 2030, which is helping us to reduce our environmental footprint and embed sustainable practices across the sport.

Ultimately, our vision is to make table tennis available to everyone, everywhere.

Looking ahead, what does success for ITTF look like over the next decade, both on and off the table?

Success for us means building a federation that leads with integrity, transparency and purpose – one that is trusted and respected across the global sports community.

It also means creating more opportunities at every level of the game, from grassroots participation to elite competition, and ensuring that our sport continues to grow in both reach and relevance.

If, in ten years’ time, we see more young people playing, more nations competing at the highest level, and a stronger, more united global table tennis family, then we will know we are on the right path.