Southampton Football Club Inks Partnership with Carlsberg Britvic and Pepsi MAX

Southampton Football Club has signed a multi-year partnership with soft drinks manufacturer Carlsberg Britvic, which sees the Pepsi MAX brand as the official soft drinks partner across St Mary’s Stadium. The partnership also includes exclusive naming rights for the club’s venture LEVEL1, which will become LEVEL1 powered by Pepsi MAX.

The agreement will see Carlsberg Britvic products supplied across the entire stadium footprint, from LEVEL1 and The Dell to hospitality lounges and fan zones, ensuring supporters can enjoy some of the UK’s most popular drinks on matchdays and beyond.

As part of the partnership, fans have access to a wide range of products, including Pepsi, Pepsi MAX, 7UP, Tango, Lipton Ice Tea, Jimmy’s Iced Coffee and Robinsons Fruit Shoot. LEVEL1 will be the flagship venue showcasing the full line-up of drinks, with other areas of the stadium featuring a tailored range of the drinks on offer.

In addition to supply rights, Pepsi MAX will have extensive brand visibility across the club, with LED perimeter exposure, big screen advertising, interview backdrops, and a presence across hospitality and matchday activations.

To celebrate the launch of the partnership, Pepsi MAX will also be funding a special competition for Saints supporters. Fans will have the chance to win an exclusive experience for four people in each of St Mary’s key fan areas, including LEVEL1 and The Dell, giving them a unique opportunity to enjoy a matchday in style.

Greg Baker, Chief Revenue Officer for Southampton Football Club said, “We are delighted to welcome Carlsberg Britvic and Pepsi MAX as key partners of Southampton Football Club. This agreement reflects our shared ambition to enhance the fan experience at St Mary’s by bringing some of the UK’s most popular soft drink brands to our supporters. LEVEL1 powered by Pepsi MAX is an exciting step forward for the stadium, and we look forward to working closely with Carlsberg Britvic over the coming seasons.”

Emma King, Hospitality Director at Carlsberg Britvic, said: “This season Southampton is signing some of Carlsberg Britvic’s star soft drinks players. From Pepsi MAX, 7UP and Tango to Jimmy’s Iced Coffee, Lipton Ice Tea and Fruit Shoot, we’re looking forward to putting smiles on faces at St Mary’s with even more choice and moments to enjoy.”

How National Student Esports Is Powering the UK’s University Gaming Boom

Esports’ next growth engine isn’t just professional leagues or streaming platforms — it’s higher education.

Across the UK, universities are investing in esports as a structured, competitive and career-building pathway for students. At the centre of this movement is the National Student Esports , which is working to formalise competition, develop talent pipelines and connect student players with real industry opportunities.

In this interview with iSportConnect’s Taruka Srivcastav, the newly appointed MD Tom Dore and former MD Alex Coulson share how university esports participation is surging, why institutions are now backing gaming at a strategic level, and how education, wellbeing, diversity and employability are becoming core pillars of the esports ecosystem.

Tom, you’re stepping into this role at a fascinating time. Esports has accelerated rapidly in recent years. What does leading National Student Esports (NSE) mean to you, and how have you seen student participation grow?

I’ve been working in this space since 2017 and was a teacher for nearly 20 years before that, so education and young people are at the heart of what I do. My role with NSE, alongside my work as Vice President of the British Esports Federation, allows us to create a clear pathway from school-age esports (11–18) into the university space (18–24).

In terms of growth, we see year-on-year increases in participation. Globally, there are around 3 billion gamers, and roughly 700 million identify as being interested in esports. At university level, esports has evolved from being purely student-led into something institutions are now actively supporting.

We’re seeing universities like Loughborough and Bath investing in facilities and performance environments. When leading sports universities start treating esports with the same seriousness as traditional sport, that’s when you see sustained structural growth.

Major sports organizations and clubs now have esports or gaming divisions. Will that trend continue?

Alex: Yes and no. I think the conversation has shifted. Esports itself is part of a much broader gaming culture, which is an even bigger opportunity. The previous “land grab” days of esports are over — now it’s about sustainable business models.

Traditional sports organizations are still interested, especially because gaming connects deeply with youth audiences. But many are now exploring how to be involved in a meaningful, long-term way rather than just launching an esports team for visibility.

We’re also seeing shifts in content consumption. Creative, personality-led gaming content often outperforms traditional esports broadcasts. So the opportunity is as much about culture and lifestyle as it is about elite competition.

Tom, esports also comes with responsibility, especially around young people. How do you ensure a balanced approach?

Safeguarding and wellbeing are absolutely central. I’m a designated safeguarding lead for British Esports & NSE and part of the IOC’s safeguarding technical expert group for the Olympic Esports Games.

Balance and moderation are key. Esports should be one activity among many, not the only thing young people do. At the elite level — just like in traditional sport — dedication can be intense. But for the vast majority, we promote healthy routines: sleep, nutrition, physical activity.

What’s interesting is that professional esports athletes themselves now recognize that physical fitness and wellbeing improve in-game performance — focus, reaction time, decision-making. So the narrative is shifting from “gaming vs. health” to “health supports performance.”

What were some of the challenges during your time leading NSE, especially commercially?

Alex: The key difference with NSE has been our focus on active participation rather than passive viewership numbers. That’s given us a more sustainable foundation.

We also moved beyond simple consumer-facing sponsorships. For example, our partnership with Barclays wasn’t actually about student bank accounts — it was about positioning Barclays as a key banking partner to the wider gaming and esports industry.

Another big area is skills and employability. Our students are highly engaged, often STEM-focused, and very attractive to employers. That creates B2B opportunities where partners can connect with future talent, not just audiences.

Which types of brands are currently supporting NSE?

Tom: We work with brands that naturally resonate with students — food, drink, tech, telecoms, streaming services. But we’re careful. We regularly ask students which brands they want us to work with because authenticity matters.

We also offer partners something unique: direct insight into student communities. Through surveys, focus groups, and campus engagement, we help brands understand how to communicate effectively with this demographic.

Alex: To add, NSE holds valuable first-party data and qualitative insights. Students tell us what matters to them, and we help partners align with that. Our student leaders then act as peer advocates on campus, which makes brand engagement far more authentic.

What about women’s participation and diversity in esports?

Tom: There’s progress, but more to do. Gaming overall includes more women than men when you consider mobile gaming, but esports participation is still male-dominated.

We run women and non-binary tournaments and support broader diversity initiatives through British Esports. Esports has the potential to be more inclusive than traditional sport — it’s less limited by physical differences and can be more accessible for disabled players.

But it’s not a level playing field yet. Inclusion requires constant work, listening, and targeted initiatives.

Alex: When NSE started, participation was around 95% male. Now it’s closer to 70%, so the direction is positive. We’ve also seen strong representation from LGBTQ+ communities, and universities tend to provide welcoming environments that help that inclusivity grow.

Is NSE government-funded, or is it self-sustaining?

Tom: As it stands, esports in the UK does not receive any direct funding from Government. NSE is a commercial organisation and the British Esports Federation is a not-for-profit. However, for both, building sustainable, long term partnerships with brands is critical.

As esports becomes more mainstream — with initiatives like the Esports Nations Cup and the Olympic Esports Games  — we expect governments to become more involved over time, just as they did with traditional sport.

Alex: Universities already see the value. Esports supports:

Student recruitment (especially international students)

Student wellbeing

Skills development and employability

Sporting success and campus life

As institutions recognize these benefits, internal investment is growing — which is another step toward long-term sustainability.

Final thoughts?

Tom: Esports is no longer fringe. It’s a structured, educational, and competitive pathway for young people. The key now is responsible growth and sustainability throughstrong, long-term partnerships, making sure the ecosystem supports both performance and wellbeing.

Alex: And from a commercial and strategic perspective, esports works best when it’s seen not just as competition, but as a gateway to youth culture, skills, and future talent.

Alex Coulson is now a Director at Yellow Pelican Partners – a commercial growth and new ventures partner for founders and leadership teams across sport, esports, and beyond.

ISU and Deloitte Inks Strategic Partnership to Strengthen Digital Ecosystem

The International Skating Union (ISU) and Deloitte Switzerland have announced a strategic partnership aimed at accelerating skating’s ongoing transformation. The collaboration was unveiled at ISU’s groundbreaking Home of Skating venue, on the sidelines of Olympic Winter Games Milano Cortina 2026.

Through this collaboration, Deloitte will act as ISU’s strategic partner, working alongside the federation to strengthen its digital ecosystem and enhance fan experience. As the ISU advances its Vision 2030 transformation agenda, Deloitte brings global experience advising leading international sports organisations and delivering complex strategic transformations.

ISU President Jae Youl Kim said: “Announcing this partnership here at the ISU Home of Skating and during the Olympic Winter Games, underlines the direction we are taking as a federation. Vision 2030 is about transforming how we grow and present our sports, and we are delighted that Deloitte will be joining us on that journey – making these sports more dynamic, engaging, and accessible for future generations of fans, while remaining true to our values.”

John Tweardy, Deloitte Global Sports Leader, and Bernard Sinnaeve, Deloitte Switzerland Sports Leader, offered a joint comment from the event: “We are excited to support the ISU’s Vision 2030. Our partnership will focus on providing strategy and technology services to accelerate digital transformation and strengthen fan engagement, combining local expertise with global delivery. Our goal is to help the ISU build for the future, and we look forward to a successful collaboration.”

The ISU’s long-term Vision 2030 strategy aims to shape the future of skating worldwide through innovation to build on an estimated fan base of 330 million people. Over 400 athletes representing 41 countries are thrilling global audiences from Milan, where skating action on the ice started on Friday.

Wasserman Acquires People In Sport To Expand In Scandinavia

Global sports, music, and entertainment company Wasserman has acquired the football talent representation division of Danish business, People in Sport.

As part of the acquisition, Casper Grønn Spiele and Jacob Krüger Andersen will join Wasserman. Wasserman is not acquiring any other part of People in Sport, which will continue to own and operate its handball division, exiting the football industry altogether.

Charnley said of the acquisition, “We are delighted to expand our European footprint into Scandinavia. It’s an important market for international football and one that has seen a huge amount of high-quality young talent coming through the ranks to play in the major leagues across Europe. People in Sport has built a strong reputation in Denmark and beyond, and we’re excited to welcome Casper, Jacob and the team on board to amplify this even further.”

Founded in 2008, People in Sport has grown into one of the most respected football representation businesses in Denmark and the Nordic region. The business has consistently focused on building long-term careers, trust-based relationships, and close collaboration with clients, clubs and stakeholders across Europe and beyond. As the business evolved, Grønn Spiele and Krüger joined as partners, strengthening the agency’s football operations and contributing to the development of People in Sport’s international profile and client base.

Grønn Spiele said, “People in Sport has grown into a solid market position in Scandinavia, with a reputation for combining deep local knowledge with international reach. With the backing of a global powerhouse such as Wasserman, we truly believe this acquisition will take our services, reach and influence to new heights.”

Krüger Andersen said, “Joining Wasserman represents a natural next step in the evolution of the football business, providing players with access to a truly global platform while ensuring continuity of values, relationships and expertise.”

People in Sport’s roster includes Elias Jelert, Martin Frese, Sebastian Otoa, Marcus Ingvartsen and FC Midtjylland Captain Mads Bech Sørensen among others, contributing to strong Nordic representation in the top European leagues.

They join Wasserman’s impressive roster of football talent, which includes Fede Valverde, IIya Zabarnyi, Manuel Akanji and other major names in global football such as John Stones, Malo Gusto, Teun Koopmeiners and Ronald Koeman.

The addition of People in Sport follows Wasserman’s acquisitions of International Football Management in Switzerland in 2024 and SportPlus in Belgium in 2025, marking another step in its ambitious growth strategy. Together, these expansions further strengthen Wasserman’s comprehensive global agent network and help deliver an unrivalled level of service and support to clients worldwide.

FC Barcelona Withdraws From The European Super League Project

FC Barcelona has formally notified the European Super League Company and the clubs involved of its withdrawal from the European Super League project.

The Super League originally launched in 2021 with the support of 12 of Europe’s biggest clubs, but a fan backlash in England quickly saw the six Premier League teams — Arsenal, Chelsea, Liverpool, Manchester City, Manchester United and Tottenham Hotspur — withdraw.

Atlético Madrid, Inter Milan, AC Milan and, eventually, Juventus followed suit, leaving just Real Madrid and Barça as the faces of the project. However, following the souring of the relationship with Madrid in recent months, coupled with the Barça president, Joan Laporta, re-establishing links with UEFA and the European Football Clubs [EFC], the Catalan side have now also stepped away.

The Premier League’s Next Business Cycle: Opportunity, Risk and Financial Reality

In this week’s Member Insights, Ian Whittaker, Twice City AM Analyst of the Year evaluates the Premier League’s next business cycle.

The English Premier League is often described as football’s ultimate growth asset: global, liquid, and increasingly institutionalised. That description is broadly accurate. But it is also incomplete. As the league enters its next commercial cycle, the real story is less about topline momentum and more about financial discipline, capital structure, and how clubs manage risk in a structurally volatile business.

From a financial analyst’s perspective, the Premier League now looks like a mature media asset with extraordinary global reach – but one where the margin for error is narrowing.

The most obvious source of strength remains broadcasting. The Premier League’s latest UK domestic rights deal for the 2025/26 to 2028/29 cycle, worth around £6.7bn, demonstrated that live sport still commands premium pricing even in a pressured pay‑TV market. The lesson, however, is not growth without limits. The domestic market is mature. Future upside is increasingly dependent on international rights, scheduling, and product innovation rather than headline price increases.

That places greater pressure on clubs to convert revenue into sustainable cash flow – something the league has historically struggled to do. Wages, amortisation and agent fees continue to absorb the majority of incremental income. In many clubs, operating leverage is effectively negative: when revenue rises, costs rise faster. This is why profitability remains elusive despite record revenues.

Regulation is now forcing a reckoning. The Premier League’s Profitability and Sustainability Rules (PSR), alongside UEFA’s squad cost ratio moving to a 70% cap, are designed to impose financial discipline on a system that has long rewarded risk-taking. For club executives, this changes behaviour. Squad building is no longer just a sporting decision; it is a capital allocation choice with regulatory consequences.

Balance sheets are the next fault line. Premier League clubs are more leveraged than they appear, often relying on shareholder loans, related-party financing, or refinancing to fund transfers and infrastructure. That works in a low-rate environment with guaranteed broadcast income. It is more fragile when interest rates rise or European qualification is missed. In this sense, volatility is not just sporting – it is financial.

Where, then, is the opportunity? The most credible value creation remains matchday and stadium monetisation. Modern stadiums are yield engines: premium seating, hospitality, naming rights, non-match events. Clubs that control this inventory can grow revenue without escalating wages. But stadium projects require sophisticated financing and long-term planning. Capex overruns or delays quickly erode the economics.

Commercial revenue is also evolving. The Premier League’s global brand remains unmatched, but sponsors are increasingly selective, and regulatory pressure – particularly around betting – introduces new risk. Smart clubs are now managing sponsorship exposure as a portfolio, not a single-category maximisation exercise.

Ownership models are also shifting. Multi-club groups, private equity minority stakes, and sovereign capital are reshaping governance expectations. With that comes greater scrutiny: financial transparency, compliance, and return on capital are no longer optional. The Premier League is moving, slowly but decisively, from patronage to professionalism.

The strategic question for clubs is simple: are they building resilient businesses, or merely funding ambition? The answer lies in three lines: revenue durability, squad cost control, and balance sheet resilience. Get those right, and sporting performance becomes an amplifier rather than a risk factor.

The Premier League remains the strongest league in world football. But its next phase will not be defined by how much money flows in. It will be defined by how well that money is managed.

As usual, this is not investment advice.

ICC Partners with Google to Launch First AI-Powered Men’s T20 World Cup

The International Cricket Council (ICC) and Google have joined forces for an AI-powered ICC Men’s T20 World Cup 2026, naming Google Gemini as the Official AI Fan Companion and Google Pixel as the Official Smartphone. This partnership promises exciting fan experiences powered by Google’s advanced AI. While Gemini acts as a creative partner for fans to interpret and celebrate the game, Google Pixel will capture high-quality, unique perspectives from the heart of the stadium.

ICC Chief Executive, Sanjog Gupta, said: “This partnership brings together two global organisations united by consumer focus, scale, purpose and innovation. Google’s leadership in connection, search & discovery and AI, aligns strongly with the ICC’s ambition to serve fans better, delivering phygital experiences across touchpoints. Together, we will use technology to deepen engagement, enhance experiences and make cricket more accessible and meaningful for fans worldwide.”

Shekar Khosla, VP Marketing at Google India, said: “We were thrilled to witness firsthand during the ICC Women’s Cricket World Cup 2025 how AI can enhance and delight the fan experience. Now, as we strengthen our partnership with the ICC for the ICC Men’s T20 World Cup 2026, we are bringing together Gemini’s generative capabilities and Pixel’s advanced imaging to deliver features that empower fans with new avenues for creativity and celebration. We are excited to see how these innovations help a new generation of digital-first fans celebrate the spirit of cricket.”

The partnership kicked off with a first-of-its-kind interactive experience, the Gemini “Craziest Fan Kaun” contest. Centred on creative expression, this interactive contest invites fans to bring out their inner artists by using Gemini’s image generation capabilities – powered by Nano Banana – to create and share unique ‘Crazy Fan’ avatars. Selected winners will receive an exclusive stadium experience, attending an ICC Men’s T20 World Cup 2026 match in person while wearing the custom AI-designed looks they created.

Building on this, Google and the ICC are introducing more immersive experiences and features, integrating Google’s AI directly into the fan journey.

  • A Dedicated “Explore Cricket” Tab in the Gemini app: The Gemini home screen now features specialised intent chips for the World Cup. Fans can access a dedicated “Explore Cricket” tab that opens a suite of interactive tools, with new content refreshed every week to give fans something new to look forward to. This includes generating instant, easy-to-understand explanations for complex rules like the DLS system, playing ICC T20 World Cup quizzes, or engaging in “Guess the Player” and “Design a new cricket format” challenges.
  • Insight Cards by Gemini: Fandom goes beyond the scorecard; it’s about the personalities that define the game. To help fans celebrate, Gemini now generates vibrant, shareable insights. By synthesising information on the web, Gemini creates digital snapshots— highlighting trivia, career milestones and more. These insights are designed for instant social sharing, allowing fans to showcase their pride in a fun, AI-powered format.
  • Unique Perspectives via Google Pixel: As the Official Smartphone, Google Pixel will leverage its incredible camera technology to provide stunning, never-before-seen perspectives of the game. These high-quality views, powered by Google Pixel’s advanced camera, 48MP 5x telephoto lens and superior video capabilities, will be shared both inside the stadium and across social media channels, bringing fans closer to the action.

The current features represent the initial phase of the partnership’s rollout. As the partnership progresses, Google and the ICC will continue to introduce new, AI-driven ways for fans to engage with the sport.

Alcaraz, Record Crowds, Concerts & Heat Transforming the Australian Open and Grand Slam Tennis

When Carlos Alcaraz completed a unique career Grand Slam last Sunday and concluded a tournament of unprecedented crowds, soaring heat conditions and concerts, the Australian Open revealed not just a new champion but a new vision for the sport – and a new sporting model, entering a decisive new phase. Michael Pirrie reports.   

Carlos Alcaraz was on top of the world and it seemed the whole world was serenading the youngest ever career Grand Slam winner – celebrating in sports bars and local communities across his home nation of Spain and in other locations around the world which took on a Spanish flavor. 

These included the Grammys in Los Angeles, where Latin artist Bad Bunny was awarded Album of the Year, the first entirely in Spanish. The unique Spanish music ensemble was acclaimed for its uncompromising authenticity, innovation and cultural force – signature hallmarks of the Alcaraz game and style.

This was one of the most highly anticipated sporting events of recent times. 

Under the weight of extraordinary pressure and expectation, Alcaraz produced a modern-day classic to seize the only grand slam title that had escaped the young trophy hunter.

This was the stuff of legend, a performance masterpiece of genius stroke making, conjured on the blue hard courts of Melbourne Park, full of high notes and high drama as Alcaraz dispatched the legendary Novak Djokovic with relative ease at the Australian Open in sport’s great southern land.

THE BEAUTY & TERROR OF SPORT IN A NEW CLIMATE AGE

The AO was more than the first major international sporting event of the year – it was a microcosm of the pressing climate and economic conditions now facing global sport – pressures also confronting the Winter Olympic Games, underway soon in Milano-Cortina, and Fifa World Cup later in the year.  

Alcaraz not only conquered the best players on the planet but also its changing climate conditions.  

While the Spaniard was triumphant in a nation that has successfully hosted several of the world’s biggest sporting events, wild weather impacted the AO and other premium sport this summer 

The adverse weather evoked images from Dorothy McKellar’s poem, ‘My Country’, famously depicting the beauty and the terror of her beloved Australia as a ‘sunburnt country, a land of far horizons and jewel sea, of sweeping plains, sapphire misted mountains, droughts and flooding rains.’

Alcaraz and his tennis colleagues and teams endured heatwave conditions at times that suspended play and closed courts, while the host nation was on high alert following fatal floods, cyclones, and bushfires that reached outer suburban fringes and darkened the Melbourne skyline.   

This was a warning not only for AO organizers but for governing bodies and federations of outdoor sport everywhere.

The Australian Open and other sporting events this summer have made visible both the growing impacts and challenges for sport in the age of climate change.

Rising heat forced more flexible starts and scheduling, suspended play and triggered player and spectator welfare protocols sufficient to keep the AO tennis extravaganza on air. 

As heat thresholds for players were implemented, schedules extended, and on-court brilliance continued, ‘the beauty and the terror’ from McKellar’s verses became an operational challenge for organisers and not just a classic piece of poetry. 

Flexible scheduling, heat limits, closed roofs, night sessions and other responses to the heat have already been built into Olympic planning but will need to be more comprehensively integrated into planning for other sporting events.

Even with contained and airconditioned courts and adjustable timetables, further adjustments will be needed for the AO and other Grand Slams as heat waves are predicted to become more intense and last longer.

Australia has long defined itself through McKellar’s love of a land marked by beauty and terror and that was on display as Alcaraz produced moments of extraordinary brilliance pushed by Djokovic – and by the punishing summer heat that is redefining how sport is organized and staged. 

McKellar’s poem is no longer a metaphor but a context for sport where events and brilliance now play out in a climate of beauty and terror.

This is looming as a generational challenge spanning global sport and its governing bodies and federations.

The Australian Open heat mirrors Milano-Cortina’s thinning snow in response to growing climate volatility 

While summer sport is fighting heat thresholds and player welfare, winter sport is challenged by the disappearance of reliable snowfall, showing no season for sport is safe.

Both seasonal mega events rely increasingly on engineering and technological solutions. Night sessions, retractable roofs and heat policies in Melbourne; artificial snowmaking and higher altitude venues in Cortina

The Australian Open and Milano Cortina importantly are also showing that climate change does not need to cancel events, while sporting brilliance is occurring in increasingly artificial environments.

A NEW GRAND SLAM MODEL 

Like Alcaraz, the AO also that plays differently and is changing the Grand Slam model.

While Slams, traditionally, have been dedicated to tennis and everything else has come second, what is emerging now is the Slam as a multi-dimensional sporting experience; an all-day urban festival where elite tennis is the anchor rather than sole focus.

While a milder version of this model can be seen at the US Open and at Rolland-Garos, it has evolved further at the Australian Open, which set a Grand Slam attendance high this year that exceeded more than 1.3 million spectators. 

This is changing the identity of the AO and will influence the personality of other Grand Slams, which effectively serve as tennis world championships.

Record crowds at the AO are no longer simply spectators but participants in a mass entertainment event experience with an abundance of food, drink, fashion activations, music, concerts, wellness pop ups, water slides, heat managed seating and shaded social spaces.

People are encouraged to come to the tennis precinct earlier, stay longer and return repeatedly

To encourage this, shade structures, water misting zones, cooler seating and wellness areas have become part of the infrastructure for heat management, comfort and a wider visitor entertainment experience

This new approach, derived from the Sydney 2000 Olympic Games Live Sites and Fifa Fan Zones, drew in record numbers to the Melbourne Park tennis site, even if many may have only had a fleeting relationship with the tennis or not even seen a match. 

Tennis for many is the support act in this new era. 

The ‘sport-as-a-festival experience’ model has perhaps been most successfully rolled out by Formula 1, with one recent survey revealing 75 per cent of race goes attended for the experience, while 25 per cent were there as fans of the sport.  

‘F1: The Movie’ has now grossed over $630 million as the most successful sport movie of all time.

While this new approach is becoming a hot debate amongst tennis purists over the future direction and purpose of the Grand Slams, it also reflects the economic pressures shaping global sport.   

Broadcast revenues remain fundamental while growth from on-site revenue and experience loyalty are increasingly important in the audience economy where fashion, food, and lifestyle activations provide essential financial support for major sporting events amid fragmented markets and rising costs. 

A Slam that feels like a cultural event like the Olympic Games will attract more sponsors who might never invest in a pure sporting event. 

The new experience model is also vital for engaging the interest and investment of young people, less inclined to sit through five long sets but more likely to gather at tennis tournaments and come in and out of matches while socializing, filming, listening to music or seeking relief from the heat. 

Record crowds, diverse entertainment, and climate sensitive event design will not just redefine the Grand Slam tournaments but are essential to helping counter extreme heat, audience fatigue and economic pressures, especially in a high inflation world.

 CONCLUSION

The narrative for this AO focused heavily on record crowd numbers and growing festival atmosphere and activities as evidence of the tournament’s ever widening appeal to the public as well as sponsors, partners, government tourism, infrastructure and economic ministers.

The AO’s most important achievement however was in getting conditions right for the courts and functional support areas to operate correctly for players, referees, spectators, sponsors, broadcasters and other key constituents and stakeholders.  

When tennis courts, staff and support facilities and structures operate well, players perform at their best and spectators celebrate. 

This creates a party-like atmosphere that radiates out beyond the courts to surrounding venues and audiences at Live Sites and on screens of all shapes and sizes around the host city, nation and across the world.

Alcaraz himself also addressed the real success story behind the tournament in his post-match comments – its appeal to tennis athletes 

“Thanks to everyone who made this tournament possible,” he said. 

“It’s a great tournament for the players, I think, and the site here is amazing, every year making upgrades to make us, you know, feel comfortable.”

 “So, I just appreciate and am really grateful for everything you are doing for us. I’m just really happy to come here every year. It’s an honor playing here in Melbourne every year.”

“I think the privilege is the love we are receiving every year that I come. It’s a great support and great love, not only in matches but every time I step on the courts for practice.”

“I just feel the love of the people, so thank you for supporting me in tough moments during the matches.”

We had not seen tennis performed like this before – instantly inventive and innovative, played from almost any angle and every part of the court in ways that previously could only have been imagined programmed into a gaming console

Long after the pop-up beauty, wellness, fashion, music, and high-end restaurants, bars and concert stages have been folded away, the enduring memories and legacies from this AO should be those that relate to the Alcaraz performance and the planning that enabled this to happen.

Kings League Lands $63M Funding Round Led by Alignment Capital

Kings League, the creator-led sports competition founded by Gerard Piqué has announced a $63 million investment round led by Alignment Growth, a U.S.-based media and entertainment investor, with participation from existing shareholders.

Since its launch in Spain in 2023, Kings League has established itself as a global phenomenon in creator-led sports. The brand’s formula – seven-a-side soccer reimagined for the digital age, with teams and competitions led by superstar streamers, content creators and soccer legends includingLamine Yamal,Neymar Jr. and Kaká, and “gamified” rules that guarantee action-packed, unpredictable matches – has driven massive online engagement and redefined how younger generations engage with sport.

The investment will support Kings League’s next phase of growth, aimed at expanding the Kings League and Queens League platforms globally, including launching in the U.S. This follows Kings League’s 2025 launch of new regional leagues in Brazil, France, Germany, Italy and the MENA region, and a new national team World Cup tournament.

Over the course of 2025, Kings League generated 150 million livestreaming hours watched and more than 13 billion impressions across official social channels, consolidating its position as one of the most-watched sports properties on digital platforms globally.

Gerard Piqué, Kings League’s Founder and Chairman – now an entrepreneur following a stellar career in professional soccer with FC Barcelona, Manchester United, and Spain – said: “Kings League has become a global movement, built natively for the digital generation. Alignment Growth brings exceptional media and entertainment experience, and our partnership will help us continue to grow, bring the Kings League experience to new audiences, and explore diversification into new sports.”

Djamel Agaoua, CEO of Kings League, added: “We have proven that our model works at scale. This funding allows us to accelerate our expansion, continue innovating the format and explore strategic M&A opportunities that support our long-term vision. The ambition is clear: to build the leading global platform for creator-led sports and entertainment.”

Kevin Tsujihara, Co-Founder and Managing Partner at Alignment Growth who joined the Board of Kings League, said, “Our investment in Kings League reflects our conviction that digitally native sports properties are uniquely positioned to capture powerful, long-term growth as younger audiences shift how they discover and engage with sports.  Gerard, Djamel, and the entire Kings League team have built a truly innovative and global platform combining the world’s most popular sport with a creator-aligned business model and we are thrilled to partner with them on this next phase of expansion.”

To date, Kings League has raised more than $160 million in total funding, supporting its rapid global rollout and the development of an ecosystem that now includes seven regional Kings League men’s competitions, two regional Queens League women’s competitions, and two annual World Cup tournaments, for clubs and national teams. The platform has attracted blue-chip brand partners including adidas, Fortnite, Netflix, Spotify, and Visa, as well as major broadcast and streaming partners such as DAZN and ESPN/Disney+.

DP World Inks Partnership With PGTI

The Professional Golf Tour of India (PGTI) has announced a landmark multi-year partnership with DP World, under which the global logistics leader becomes the Title Partner and Official Umbrella Partner of India’s premier professional golf tour. One of the most significant investments in Indian professional golf, the partnership marks a defining milestone for the Tour, strengthening its growth trajectory, professional standards, and global integration.

A leading provider of smart, integrated end-to-end logistics solutions and the longstanding Title Partner of the DP World Tour, DP World’s enhanced engagement underscores its strategic commitment to golf as a platform for performance, partnership, and sustained growth. The collaboration reinforces DP World’s global leadership in the sport while supporting the continued evolution of professional golf in India.

Under the partnership, DP World will collaborate closely with PGTI to enhance the tour’s infrastructure and long-term sustainability, create global playing pathways for India’s leading professionals, and support grassroots and junior development programmes across key cities. The initiative will also elevate the stature of Indian golf by positioning India as a key hub within DP World’s global golf ecosystem.

Rizwan Soomar, CEO & Managing Director, MENA & India Subcontinent, said, “India holds a pivotal place in DP World’s global vision and stands among our most dynamic and strategic markets. Our long-term ambition here spans ports, logistics and fully integrated end-to-end supply chain solutions. In India, DP World’s presence goes far beyond enabling trade. We are deeply invested in building long-term capabilities, strengthening infrastructure, creating employment, and supporting communities that are integral to the nation’s growth. Our partnership with PGTI as the Official Umbrella Partner reinforces this commitment. Golf in India is experiencing strong momentum with significant untapped potential, and this collaboration allows us to play a meaningful role in accelerating its growth. By supporting the PGTI, we are investing in grassroots development, nurturing young talent, and creating pathways for Indian golfers to compete with confidence on the global stage.”

As India’s only official professional golf tour and, a member of the International Federation of PGA Tours, the PGTI has been a driving force behind the sport’s growth, delivering world-ranking events, creating pathways for Indian professionals, and expanding playing opportunities across the country

Mr. Amitabh Kant Board Member, Professional Golf Tour of India (PGTI), Former CEO NITI Aayog & Sherpa, G20, said: “DP World’s association with the PGTI gives a tremendous boost to Indian professional golf. Their global experience, international reach, and deep commitment to sports development will help the Tour scale new heights. This partnership will not only strengthen India’s presence in world golf but also inspire the next generation of Indian golfers to compete at the highest level.”

Under the leadership of its President Mr. Kapil Dev, one of India’s most iconic sporting figures, the PGTI has seen unprecedented growth in recent years, with expanded events staged, increased prize money, new partners and sponsors, and new venues being explored. During the 2025 season, the PGTI has staged 36 events offering a prize purse of over INR 35 crore (excluding the Hero Indian Open and the DP World India Championship).

Kapil Dev, President, Professional Golf Tour of India (PGTI), said: “We are delighted to welcome DP World as our Umbrella Partner. DP World’s global stature and long-standing association with the sport align perfectly with our vision of elevating Indian golf. This partnership will strengthen our competitive structure, enhance opportunities for players, and accelerate the long-term development of professional golf in the country. Together with DP World, we are entering a new era of momentum, visibility, and excellence for Indian golf.”

This partnership builds on DP World’s deepening investment in Indian golf, highlighted in 2025 by the launch of the DP World India Championship on both the DP World Tour and the PGTI Tour. DP World has ambitious plans for the championship to become a regular fixture on both calendars, further strengthening India’s place in the global golf ecosystem.

DP World’s long-standing commitment to golf goes back to 2009, when the company became Presenting Partner of the European Tour’s Dubai World Championship. It later elevated its involvement to Title Partner of the event in 2012, and in 2022 became the Title Partner of the entire Tour.