Deltatre, a leading international provider of streaming, digital, data, and graphics solutions for the sports, media, and entertainment industries, today announced it has entered into a definitive agreement to acquire Endeavor Streaming from Endeavor Group Holdings, Inc.
In bringing together these complementary and proven digital and OTT providers, Deltatre is joining its advanced product suite – D3 VOLT, FORGE, AXIS, and DIVA, which delivers multi-functional digital experiences with integrated video – with Endeavor Streaming’s pure-play OTT product, VESPER. They will also unite their digital strategy, consulting, and direct-to-consumer growth marketing services.
The combined business will be best equipped to deliver for sports, media, and entertainment clients through a compelling and comprehensive range of digital experiences – all within a centralized partnership with Deltatre – moving away from the complexity of tactical, multi-vendor service provider deployments.
The joint portfolio of clients includes many of the world’s most prominent sports and media properties – including the NFL, UFC, Sky, Rogers, NBA, WWE, MLB, BritBox, Bell Media, LIV Golf, ICC, World Rugby, and UEFA – reflecting decades of experience delivering digital and OTT services with proven quality, reliability, and performance at scale.
“Together, we are extremely well-positioned to lead at every level of the industry – and this investment underscores our commitment to broadening the value we bring to existing and future clients. Endeavor Streaming is a highly respected player in our industry and its offerings are a natural complement to our existing products and services,” said Andrea Marini, CEO of Deltatre. “I strongly believe this move positions Deltatre as a leader in delivering high-quality, fully integrated digital and OTT deployments.”
“Endeavor Streaming has established itself as a trusted partner to the world’s largest sports and media companies, as they transition their businesses from linear-driven experiences into a direct-to-consumer driven future,” said Fred Santarpia, President of Endeavor Streaming. “With Deltatre, we look forward to delivering even greater opportunities to create value for our partners in growing audiences and revenue.”
Deltatre and Endeavor Streaming have also focused heavily on the productization of their platforms and services – enabling repeatable, cost-effective, and rapid deployment – coupled with a large engineering function for customized launches. Together, the companies will be positioned to continue serving the largest global platforms as well as smaller properties and regional players.
The acquisition further strengthens Deltatre’s global footprint with extended operational support across the U.S., Europe, the Middle East, and Asia.
The transaction is expected to close in the third quarter of 2025, subject to customary closing conditions.
Weil, Gotshal & Manges LLP is serving as legal advisor to Deltatre, and New Deal Advisors SpA is acting as its financial advisor. Latham & Watkins LLP is serving as legal advisor to Endeavor Group Holdings, Inc., and The Raine Group is acting as its financial advisor.
The InCrowd team has worked closely with SA20 since the inauguration of the tournament, developing innovative, insight-driven solutions that have ultimately boosted ticket sales but fundamentally laid a strong foundation for the League’s long-term growth. In addition to core consultancy services across data, content, and commercial strategy, their Managed Marketing Team also leads SA20’s direct-to-fan communications strategy and delivery.
The brand-new SA20 cricket league launched in 2023, featuring 33 matches at 6 venues across an intense 4-week period.
With no pre-existing first-party data and a limited marketing budget, SA20 partnered with InCrowd to develop an innovative, insight-driven strategy that not only boosted ticket sales but also laid a strong foundation for the League’s long-term growth.
In addition to core consultancy services across data, content, and commercial strategy, our Digital & Data Services team also leads SA20’s communications strategy.
By integrating with email service provider Dot Digital, we plan, create, personalise, and optimise fan communications to help SA20 achieve its key objectives of engaging new audiences and driving ticket sales.
Having just completed a record-breaking third season, SA20 continues to go from strength to strength. From season 1 to season 3, total marketable users rose by 320%, the volume of poll votes increased by 281%, and clicks on ticket links within emails rose by 18 times.
Objectives
Build and rapidly grow a marketable first party database
Utilise regular ticking insights to inform sales and marketing strategy
Establish the brand, attract a global fanbase and reenergise cricket in South Africa.
First Party Data Capture
InCrowd led an in-depth data consultancy phase, resulting in a clear and structured data strategy that was continuously optimised throughout the competition, with ongoing advisory to make necessary adjustments and ensure sustained success.
Central to this strategy was the implementation of Cortex Promo Blocks across the SA20 website, enabling fan polls and competitions, all designed with data capture at their core. These activations were powered by key fan data technologies, providing a comprehensive Single Fan View of all available transactional and behavioural data.
Expertly driven ticketing sales strategy
Coordinating the CRM strategy across multiple databases held by SA20’s key stakeholders, including SuperSport and Cricket South Africa, was crucial to the commercial success of each SA20 tournament.
Through ticketing-focused campaigns and ongoing analysis of ticket sales across 33 fixtures, InCrowd helped SA20 assess the effectiveness of promotional offers, optimise paid media spend based on sales projections, and identify opportunities to cross-sell to their existing audience.
Engaging Fan Experiences generates brand advocacy
With a strong heritage in creating immersive digital experiences that resonate with fans, InCrowd helped SA20 run their Player of the Match polls, voted on by fans after every fixture. These polls were activated across broadcast, digital platforms, and in-stadia audiences through LED integrations with Cortex Cast.
Additionally, InCrowd’s Digital & Data Services team manages full-service CRM campaign delivery to the new SA20 database. Through segmented, personalised emails, the team amplifies key messaging, engages fans, and drives significant new revenue. The team also oversees the end-of-season survey process – from build to delivery – and produces a detailed data and insights report to inform planning for future seasons.
FIBA has extended its partnership with Yili after they underlined an impressive commitment to the sport by agreeing to extend their valued status as a FIBA Global Partner.
The new deal will further strengthen the existing collaboration and will cover several showpiece events. These include the FIBA Women’s Basketball World Cup 2026, FIBA Basketball World Cup 2027, as well as this year’s FIBA Continental Cup competitions for both men and women.
Having tipped off the collaboration in 2023 ahead of the FIBA Basketball World Cup – the most successful FIBA event in history, the on-court branding will remain one of Yili’s main assets.
This on-court presence has generated significant international exposure through broadcast coverage, effectively reinforcing the brand’s global expansion strategy and paving the way for international growth ambitions.
The FIBA Basketball World Cup also offered Yili an opportunity to activate hugely impactful campaigns in two of the three host countries – the Philippines and Indonesia, where their local sub-brands played an integral role in amplifying Yili’s visibility and engagement in these key markets.
Asia’s largest dairy brand has also continued to demonstrate strong support for women’s basketball, playing an active role both in the lead-up to and during the FIBA Women’s Asia Cup 2025.
Yili and FIBA revealed the extension of the Global Partnership at the flagship tournament in Shenzhen during a renewal ceremony attended by FIBA President, Sheikh Saud Ali Al Thani and General Manager of Brand Management Department Yili Group, Zhang Yang.
To further celebrate the moment, Yili presented a dynamic lion dance performance that was infused with many basketball elements, offering encouragement and support for all the teams taking part in the FIBA Women’s Asia Cup 2025.
Launching a series of integrated marketing campaigns to reflect the brand’s respect and support for all participating nations, there were also interactive basketball shooting challenges for local consumers, which has helped to create a vibrant basketball atmosphere across the city of Shenzhen.
Yili will continue to support the growth of basketball worldwide, with FIBA valuing the partnership highly and looking forward to deepening the relationship with even more impactful and inspiring initiatives in the future.
Formula 1 has announced that Globo will return as its exclusive broadcaster in Brazil from 2026. The deal will see the broadcaster, which previously held the rights for more than 40 years up to 2020, bring fans in Brazil every Formula 1 session across TV Globo, sportv and Globo’s digital platform GloboPlay until 2028 inclusive.
The multi-year agreement with Brazil’s most-watched television network begins a new chapter for Formula 1 in the market. Together, Formula 1 and Globo will offer one of the largest free-to-air offerings to F1 fans, with 15 Grands Prix available to watch live and on delay throughout the season, while subscribers of Globo’s pay channel, sportv, can watch every practice and qualifying session, F1 Sprint and Grand Prix of the FIA Formula One World Championship™ live and on delay.
Globo’s extensive production capabilities will further elevate the viewing experience for fans, with an on-site production team dedicated to providing world-class pre- and post-race coverage, expert analysis and the latest interviews from the world of Formula 1, so fans never miss a moment. The partnership will also see Formula 1 fully immersed into Globo’s wider portfolio of news and entertainment programming across multiple channels, marking a major step forward for the sport’s visibility in the country.
Over the past 75 years, Brazil has had a strong affinity with Formula 1. The São Paulo Grand Prix has been a mainstay on the calendar for over 50 years, and the country has produced 33 Formula 1 drivers, including three World Champions and Gabriel Bortoleto from the current grid.
As of 2025, Formula 1 is the most-followed global sport league in Brazil, with 71 million fans, of whom 45% are female and 39% are under 35 years old. Brazil is Formula 1’s second-biggest market on Instagram, with almost 3 million followers, and F1® The Movie debuted in the country at number one on its opening weekend.
Ian Holmes, Chief Media Rights and Content Officer, said:
“I am excited to announce Globo as the new home for Formula 1 in Brazil. There has always been a strong passion for the sport in the country, and in Globo we have found the perfect partner who can deliver the top-quality coverage and programming that our fans deserve. I look forward to working with Globo to offer extensive coverage across both paid and free-to-air coverage to ensure we can continue to showcase the drama and excitement of Formula 1 to millions of fans across this incredible country. I would like to thank the team at Bandeirantes for their passion and commitment over the last five seasons and look forward to continuing our work through to the final race in Abu Dhabi this year.”
Leonora Bardini, TV Globo Executive Director, said: “TV Globo has a long story of success with Formula 1, dating back to when Brazilians used to wake up early on weekends to watch Ayrton Senna and other outstanding Brazilian drivers compete in the pinnacle of racing. Now, Formula 1 is back home, and the fans will have the chance of a complementary and even richer experience on Globo.”
Eduardo Gabbay, Director of Globo’s Sports Channel, said: “It is a joy to announce the return of Formula 1 on sportv. sportv will provide fans with complete coverage of every practice, qualifying session and Grand Prix for years to come. With quality programming and expert analysis, we give fans the top-class coverage that they deserve.”
“After the victory in Singapore, Londoners were celebrating the prospect of…new energy and creativity; those computer-generated images of futuristic wonderlands rising out of derelict quarters and poisoned industrial wastelands were actually going to be built. The echoes of rock ‘n’ roll in Hyde Park and its wave of warm and fundamentally decent emotions were only just fading when the bombs went off”, British author and novelist, Ian McEwan.
As London remembers the July 6-7 bombings and Olympic bid victory 20 years ago on this week, Games adviser Michael Pirrie reveals new insights and details into the key events, figures, and moments that would shape future directions for the capital and the Olympic Games.
Few modern sporting events have captured both the triumph and tragedy of a city like London’s successful bid for the 2012 Olympic Games—and the 7/7 bombings that followed just a day later.
Now, two decades on, the coordinated attacks that killed 52 innocent Londoners still cast a long shadow over what should have been a purely celebratory moment in the city’s history.
The anniversary of the bombings remains a defining point in time—a rare “Where were you When?” moment that reminds us how joy can turn to grief in an instant, and how no city, no matter how strong, is immune from sudden tragedy.
At the time, I was in Singapore as part of the London 2012 Olympic bid team. We were preparing to make our final pitch to the International Olympic Committee (IOC), going up against some of the most iconic cities in the world—New York, Paris, Moscow, and Madrid.
The competition was fierce. Within the Olympic movement, it was known simply as “The Great Race.”
As we filed into the room where the decision would be announced our greatest fear was letting down the millions of Londoners who ‘backed he bid.’
And in a premonition perhaps of what was to come, I remember Sir Bobby Charlton—England’s beloved World Cup hero and one of our most respected ambassadors—leaning over and whispering to me:
“This could be one of the best or one of the worst days of our lives.”
He couldn’t have known how prophetic those words would be.
In that moment, it was the best of days.
Against the odds, London won. Our team’s years of planning, passion, and persuasive storytelling had prevailed. Across the city, celebrations erupted. There was music in the streets. Cheers from offices. Tears of joy. It felt like London was on top of the world.
We were elated almost beyond words. Like Heather Small and her iconic song for the bid, we felt we had made London Proud.
But within hours, London was on its knees.
The city’s transport system – still proudly carrying bid posters swirling in the Olympic colours that had become a familiar part of the London landscape – had become unimaginable tunnels of death.
Dozens were killed. Hundreds wounded. A city united in celebration was suddenly united in shock, mourning, and fear.
London was falling.
Meanwhile, as the capital was struggling to comprehend the scale of the threat, a highly coordinated security operation was underway in Singapore after the London 2012 Olympic security chief, Andy Amery, was informed in confidence by Scotland Yard that the bombings were suspected terrorist attacks.
For Amery and his team, the unprecedented security operation that followed was two-fold – ensuring the safety of bid staff back in London and other parts of the UK as well as security of the entire bid team in Singapore.
This involved VIPs, sponsors, including British Airways and Virgin, athletes, and the east London school children who featured in London’s Olympic Games bid winning presentation the previous day.
London’s high-profile delegation in Singapore also included bid ambassador David Beckham, accompanied by wife Victoria. The highest profile couple in the world at the time, the pair was due to fly out for holidays after the bid team’s final IOC pitch but had asked to stay on to attend the final host city decision announcement before departing later in the evening.
The highly sensitive security mission included the evacuation of the late Dame Tessa Jowell, Secretary of State for Culture, Media and Sport, London Mayor, Ken Livingstone, and other senior political figures as soon it had been established that it was safe to fly and London’s air space was open.
“As the full scale of the atrocity became clear, those of us representing the UK in Singapore could think about just one thing. We had to get home,” Jowell later said.
It was an almost unbearable juxtaposition—victory and violence, hope and horror, pride and pain—all within the span of a single day.
“The mood of a city has never swung so sharply”, observed the author and novelist Ian McEwan,”
Twenty years on, and the roles and decisions of key government and Olympic figures involved at the time continue to evolve and come into sharper focus and understanding.
Jowell, who was popular and well liked in Olympic circles, played a key role in London’s recovery and Games preparations following the bombings.
Much admired and missed, Jowell, who succumbed to brain cancer in 2018, was vital in maintaining critical Government support for the Games in an era of growing geopolitical and economic uncertainty highlighted by the Global Financial Crisis.
While London and its rivals shared deep aspirations to host the world’s biggest event, all final cities in the 2012 bid cycle – New York, Paris, Moscow and Madrid as well as London – were also terrorist targets.
Jowell would become a tireless, passionate and eloquent advocate for London in mourning and during its phoenix like rising from the ashes of the bombings.
The July 7 victims, survivors, and their families remained a constant presence in Jowell’s thoughts and background preparations for the Games and what the London Olympics would symbolise to the world.
“I thought about 7th July especially during the 2 minutes silence at Danny Boyle’s brilliant opening ceremony,” Jowell recalled in her powerful 2015 July 7 Tavistock Square Memorial Trust lecture.
“I saw the forward-looking, expansive, optimistic vision of Britain that the opening ceremony represented, and I thought again that this was something the bombers and their supporters would have hated – all those nations, with their different views, their different cultures, their different traditions, coming together in a spirit of peace and play,” she said.
Jowell’s writings and observations also provide compelling new insights into the connections between the Olympic Games and London’s post-bombing recovery and society.
“There has never been a better exhibition of the tolerance, diversity and openness which makes this city what it is than that great (Olympic) festival of sport, nor anything to gainsay more emphatically the deadly message of the bombs,” Jowell expressed in her memorial lecture
“The bombs brought fire and death; but I recall that one of the Olympic symbols is a torch…which London will carry forever, and in whose flickering light the names of those who died will live for evermore.”
Seldom has the fate and future of a city and the Olympic Games seemed so entwined around a single day – and whether, amidst the fear, chaos and doubt that filled its streets, London, in the immediate aftermath of the 7/7 terrorist attacks, would host the Olympic and Paralympic Games
Government and Olympic leaders determined the London Games would be a testament to the power of sport and the city’s recovery, and a tribute also to those who lost their lives, drawing on the resilience of Londoners who united behind the capital’s Olympic vision of change for young people and communities lacking urgently needed services and facilities.
More than 20 years on also, the early foundation work done by Sir Craig Reedie, former leader of the British Olympic Association and senior IOC member, along with Livingstone and Jowell on London’s Olympic Games concept continues to produce significant outcomes.
The London 2012 Olympic Games and Paralympic have produced innovative and far-reaching legacies and change in sport and society.
The benefits from the London Games are regarded as among the most successful in Olympic history.
These include new planning and delivery models for the Olympic and Paralympic Games and meaningful positive change for young people in sport and communities.
While the 2012 Games cost £8.8 billion to stage, the event had already delivered £14.2 billion in economic value by 2014, a significant return on investments that continues to grow.
The Olympic Park complex has developed rapidly around London’s needs, expanding into a diverse, multi sector hub with modern, accessible services and facilities for new housing, business, technology, entertainment, and elite and community sport, with abundant transport connections.
This has improved the welfare, health, education and employment opportunities for countless Londoners, enhancing their lives, families and communities.
Olympic organisers and teams, led by London 2012 chair Seb Coe, delivered a new approach for staging the Games, taking sport into the heart of the city and existing venues and public spaces with iconic backdrops, providing the model for last year’s wildly successful Paris Games.
London 2012 also provided new sports-based programs for young people, linking sport to education and wider social support and opportunities.
Known as ‘International Inspiration,’ the pioneering program – led by the British business and marketing entrepreneur, Sir Keith Mills, CEO of the London bid and deputy chair of the organising committee – has reached more than 50 million young people around the globe.
The innovative program provided new ways of reaching and engaging with youth, improving education outcomes and lives.
The program has also been adapted and modified by leading world sports governing bodies and international youth development agencies.
CONCLUSION
That week in July 2005 revealed so much about London: its vulnerability but also its resilience, character and spirit.
And it set the tone for what the 2012 Games would ultimately become: not just a celebration of sport, but a powerful symbol of unity, defiance, and renewal, as Jowell and so many across London, the UK, and the world had hoped.
That one long day spanning 6-7 July is now 20 years old and has become a milestone diary date connecting London’s history with its future
The impacts of decisions and actions on and flowing from July 6-7 have touched countless lives and influenced countless events and outcomes.
Perhaps, however, the meaning of everything that happened across that one long July day and since can be distilled into a single chance encounter; a single conversation or even sentence.
It happened, providentially, perhaps, on the tube system targeted by the bombers, and involved London’s iconic Olympic figure, Seb Coe, who uniquely led the Games bid and organising committee.
It also involved a Games volunteer, who approached and thanked Coe for the events. Coe was somewhat puzzled and surprised, and said he should be the one thanking the volunteer.
The Games volunteer politely insisted it was he who needed to express his gratitude, explaining to Coe that he helped to treat victims of the July 7 bombings.
“I saw the worst in humanity that (July) day. I have seen the best of humanity at these Games,” he said.
Michael Pirrie was Executive Advisor to the London Olympic Games Organising Committee and led the London bid’s global media campaign
“We’re not trying to ride the coattails of men’s sport. We’re building our own rocket ship.” That could well be the unofficial mantra of Unrivaled, a new 3-on-3 women’s basketball league co-founded by WNBA stars Napheesa Collier and Breanna Stewart, which is rewriting the rules of elite sport, content, and community from the ground up.
In a wide-ranging conversation with iSportConnect, Unrivaled’s Chief Content Officer John Learing spoke about the startup league’s ambitions, the radical design of its format, and the core principle shaping every decision: put athletes first.
“We didn’t have players. We didn’t have logos. No archive. No footage. Nothing. Everything we did was built from this one question: How the hell are we going to get people interested in us with no visual accompaniment?”
That was just 12 months ago. Now, Unrivaled has completed its first season, drawn in a devoted fan base, and captured attention far beyond traditional women’s basketball audiences. It’s done so through a unique blend of sporting innovation, content-led growth, and a tech-savvy, values-driven philosophy.
A New Kind of League, Designed for Women
From the outset, Unrivaled was constructed with a clear mission: elevate women athletes on their own terms. That included raising private capital, offering equity to players, and ensuring equal pay “to the best on the planet,” not just “the best in women’s basketball.”
The league’s format is just as unconventional. Unlike the static half-court 3×3 structure seen in the Olympics, Unrivaled uses a shortened full-court game on a 72-foot-long floor, specifically engineered for high-intensity, end-to-end play. And it features a “target score” instead of a countdown clock in the fourth quarter — ensuring every match ends on a game-winning shot.
“There’s no place to hide. When you remove 40% of the players from a full-court game, you’ve got to be able to create and defend at both ends.”
Content-Led, Platform-Specific, Fan-Built
For Learing, a seasoned sports media executive who has worked extensively in tennis and golf, Unrivaled’s differentiator is not just on-court innovation — it’s the digital-first approach to fan engagement.
“Digital content is the focus of this league. Everyone says that, but we really meant it. We had to — because for 9 months of the year, there’s no basketball.”
That meant building brand equity through storytelling, behind-the-scenes access, and co-creation with fans, even before a single game tipped off.
“We saw Season 1 as our lab. We tested everything: what works on TikTok, what doesn’t on YouTube, where our audiences are, how they want to be spoken to. And we learned quickly that a one-size-fits-all content strategy fails.”
Technology, AI, and the ‘Authenticity’ Test
With a lean team and limited budget, data and AI tools are essential to Unrivaled’s growth playbook.
“I don’t go to the bathroom without looking at data first. That’s how much we rely on it. We can’t afford to go by hunch.”
Season 2 will see a deeper integration of AI into content workflows — not to replace human creativity, Learing insists, but to support volume and experimentation. The critical line, he says, is emotional connection.
“We’re going to find what makes sense to keep everything authentic while creating efficient content.”
That word — authenticity — comes up often in the interview. It underpins everything from how the games are presented to how players are supported in building their personal brands.
A Player-Led Content Culture
Unrivaled’s player-first ethos goes beyond pay and playing time. Each athlete is able to participate in designing their own content journey, based on how involved they want to be.
The Unrivaled team provides dedicated support to test new formats — from social video to podcasting to lifestyle content. For the less engaged athletes, there’s still a responsibility to support the league’s growth — but the intrusion is minimal.
“You can’t fake passion. Fans see right through it. So we build the content around what players actually want to do. That’s how we keep it real.”
Season 2: A New Chapter, Not a Repeat
What’s next? According to Learing, it’s about evolving without losing identity.
“Think of Law & Order. You know what you’re getting — familiar characters, new stories. That’s what we want Unrivaled to be. Each season feels fresh but grounded in what fans love.”
The website Unrivaled.basketball highlights some of these ambitions: 36 athletes, every athlete sees the court in one location: Miami. That controlled ecosystem gives Unrivaled complete ownership of its environment — and complete freedom to innovate.
Final Word
Unrivaled provides a blueprint for both established and emerging sports properties on how to build a league in 2025—rooted in athlete empowerment, original formats, and content strategies that foster genuine community rather than chasing passive reach. It challenges the default comparisons with men’s sport and instead defines success on its own terms.
As Learing put it:
“We’re not trying to reinvent the wheel. But we are trying to build a new vehicle — and take fans along for the ride.”
French sporting goods giant Decathlon will assume full ownership of the Decathlon AG2R La Mondiale WorldTour cycling team at the end of 2025, marking a significant shift in the team’s long-standing structure. The transition will see Decathlon become both the principal sponsor and owner, concluding AG2R La Mondiale’s near three-decade-long association with the professional cycling outfit.
The team is currently competing in the Tour de France and has outlined ambitious goals, aiming to become one of the world’s top three cycling teams by 2028. Central to this vision is rising star Paul Seixas, the 18-year-old French cyclist who finished eighth at this year’s Critérium du Dauphiné, and is viewed as a key part of the team’s future.
Insurance company AG2R La Mondiale has played a pivotal role in professional cycling since 1997, becoming title sponsor in 2000 and taking sole ownership of the team in 2022. Over the years, the team has been home to high-profile riders such as Jaan Kirsipuu, Romain Bardet, Jean-Christophe Péraud, and Ben O’Connor.
Reflecting on the transition, Fabrice Heyriès, Managing Director of AG2R, stated:
“After a shared journey of nearly 30 years, we could not have hoped for a better partner to carry forward the team’s legacy. Decathlon has demonstrated commitment, expertise, and a shared passion for cycling. We are proud of our contribution and thank all riders, staff, and partners who have been part of our journey.”
Decathlon’s move signals a deeper strategic intent to expand its influence in elite cycling. In addition to owning the premium Van Rysel bike brand, which the team currently uses, the company is reported to be increasing the team’s budget to €40 million, according to Cyclingnews.
Céline Del Genes, Global Chief Customer Officer at Decathlon, noted: “This change is more than structural; it reflects our long-term strategic intention to deepen our involvement in the sport at the highest level. We want to shape the future of cycling, not just sponsor its present.”
She also acknowledged AG2R La Mondiale’s enduring legacy and commitment: “We are proud of the journey shared with AG2R and thank them for their dedication over the past 28 years. A new chapter is now opening, fueled by a bold ambition to win.”
The shift in ownership reflects broader trends in professional cycling, where commercial and sporting ambitions increasingly intersect. Decathlon’s entry as a full owner underscores a growing interest among large retail brands in developing long-term sporting assets beyond sponsorship.
As AG2R La Mondiale exits team ownership, its role in shaping French cycling over the past three decades remains significant. For Decathlon, this marks the start of a new phase—one focused on building a competitive global team with the infrastructure, resources, and talent to succeed at the highest level.
In a landmark collaboration set to redefine fan engagement in football, SPECTATR.AI, a leading AI-driven content intelligence platform, has officially partnered with CONIFA (Confederation of Independent Football Associations) for the upcoming CONIFA Asia Cup 2025.
This partnership signifies more than just a technological upgrade; it’s a celebration of resilience, unity, and the global football community coming together beyond borders. With CONIFA providing a platform for unrecognized nations, minority peoples, and displaced communities, the Asia Cup 2025 is a powerful symbol of inclusion and talent across regions.
The Power of Purpose-Driven Football Meets Precision AI
Under this new partnership, CONIFA will harness SPECTATR.AI’s advanced technology to manage the entire content lifecycle—from live content generation and analytics to personalized storytelling and global distribution.
With a commitment to zero additional workload, the platform automates everything behind the scenes so federations like CONIFA can deliver effortless, intelligent content with maximum impact.
Elevating Asia Cup 2025 and Beyond The 2025 CONIFA Asia Cup is already being hailed as a major success, uniting underrepresented communities through football. This partnership with SPECTATR.AI marks a new chapter—one that promises to engage fans across continents like never before.
By integrating real-time data, machine learning, and intuitive design, the platform offers:
🚀 Speed and precision in content creation
📊 Smart analytics to optimize fan targeting
📱 Platform-agnostic delivery across digital, broadcast, and social
⚽ Deep storytelling that goes beyond scores
Whether it’s a game-winning strike, a fan’s passionate cheer, or a story of perseverance behind a team’s journey, SPECTATR.AI ensures that no moment is missed and every story is told.
A Shared Vision for the Future
Both CONIFA and SPECTATR.AI share a vision of building a more inclusive, tech-enabled future for sport—where innovation meets purpose. This collaboration is just the beginning of what’s expected to be a long-term synergy across future tournaments and digital fan ecosystems.
As the Asia Cup 2025 continues to unfold, this partnership ensures that the world won’t miss a single second of the magic.
Cortex, a leading fan engagement and marketing technology provider for the sports industry, announced a strategic partnership with Recast, the pioneering pay-per-view media monetisation solution. This collaboration will see Recast’s revolutionary micropayment wallet and Cortex’s comprehensive Fan Data Platform (FDP) and Single Sign-On (SSO) provide media owners with deeper audience insights, enabling more effective content monetisation and direct fan engagement.
The partnership underscores a shared vision of empowering content rights holders to maximise value from their audiences. Utilising Cortex’s Fan Data Platform with Recast’s offering will provide media owners with a unified and actionable view of their viewers’ behaviours, preferences, and consumption patterns on a granular level whilst enhancing opportunities for monetisation. This partnership will help optimise content performance, tailor marketing efforts, and ultimately drive increased revenue through Recast’s innovative micro-payment model.
“We are incredibly excited about our partnership with Recast,” said Archie Clarke, Senior Manager, Partnerships at Cortex. “Recast is revolutionising how media is valued and distributed, and their commitment to providing flexible monetisation options aligns perfectly with our ethos of empowering sports organisations. By integrating our sports-specific solutions, we are enabling media owners to go beyond simple transactions, giving them the deep insights needed to truly understand their paying audience. This will unlock new levels of personalisation, drive content optimisation, and ultimately, enhance the commercial returns for rights holders.”
Toni Blackhurst, Commercial Director, Recast, added: “We’re building the future of media monetisation around fairness, flexibility and fan-first thinking — and this partnership with Cortex is a major step forward. By bringing together RecastPay, our universal media wallet, with Cortex’s fan data platform, we’re giving media owners the tools to truly understand, engage, monetise and grow their audience in a way that’s measurable and meaningful.
While better data, smarter targeting and increased revenue are important, what’s truly transformational is the ability to create a connected ecosystem where content, value, and experience come together — unlocking powerful new revenue streams for rights holders and rewarding fans like never before.”
Whether it’s on stream, behind-the-scenes video, or an in-game activation, fans engage on their terms; fairly, flexibly, and meaningfully. This is more than just fan engagement — it’s smart, scalable monetisation that drives incremental revenue while making every fan feel valued. The future of digital sports engagement is personal, seamless, and rewarding for everyone.
Combining the capabilities of Recast with Cortex’s product suite creates a powerful ecosystem for sports organisations, brands, and media owners to be a part of the next generation of sports fandom.
The International Cricket Council (ICC) has announced the appointment of Sanjog Gupta as its Chief Executive Officer (CEO). A highly respected figure in global media & entertainment and sports ecosystems, Sanjog will assume office on July 7th, 2025, becoming the seventh CEO of the ICC.
Sanjog Gupta currently serves as CEO – Sports & Live Experiences at JioStar and brings with him over two decades of cross-functional experience. Sanjog is a visionary leader with proven expertise in building successful consumer franchises and is widely regarded as one of the architects of the modern sports ecosystem in India.
ICC Chairman, Jay Shah said: “I am pleased to announce that Sanjog Gupta has been appointed as the CEO of the ICC. Sanjog brings extensive experience in sports strategy and commercialisation, which will be invaluable for the ICC.
“His deep understanding of the global sports as well as M&E landscape combined with his continued curiosity about the cricket fan’s perspective and passion for technology will prove essential in our ambition to grow the game in the coming years. Our goal is to move beyond traditional boundaries and establish cricket as a regular sport in the Olympics, growing its expanse across the world and deepening its roots in its core markets.
“We considered several exceptional candidates for this position, but the Nominations Committee unanimously recommended Sanjog. The ICC Board Directors look forward to working closely with him, and I would like to welcome him on behalf of everyone at the ICC.”
Sanjog’s appointment follows a global recruitment process launched by the ICC in March. The role attracted over 2,500 applications from candidates across 25 countries, reflecting the international appeal and significance of the position. Candidates ranged from leaders associated with sport’s governing bodies to senior corporate executives from across sectors.
The ICC’s HR & Remuneration Committee carefully reviewed and shortlisted 12 candidates, whose profiles were then shared with the Nominations Committee comprising ICC Deputy Chair Imran Khwaja, ECB Chair Richard Thompson, SLC President Shammi Silva, and BCCI Honorary Secretary Devajit Saikia. After a rigorous short-listing process, the Nominations Committee unanimously recommended Mr Gupta. This recommendation was subsequently approved by ICC Chairman Mr Jay Shah after further assessment and evaluation, after which it was ratified by the full ICC Board.
Sanjog Gupta, ICC CEO-designate, commented: “It is a privilege to have this opportunity, especially at a time when cricket is poised for unprecedented growth and enjoys the passionate support of almost 2 billion fans worldwide. These are exciting times for the sport as marquee events grow in stature, commercial avenues widen and opportunities such as the women’s game scale in popularity. Cricket’s inclusion in the Los Angeles 2028 Olympic Games and the rapid acceleration of technology deployment/adoption could act as force-multipliers for the Cricket movement around the world .”
“I look forward to contributing to the next phase of cricket’s evolution, expanding its global footprint, enhancing the fan experience, and working closely with ICC Member Boards to build on our strong foundations.”
Sanjog Gupta has been a driving force behind the transformation of sports broadcasting in India and globally. Sanjog has played a pivotal role in shaping the continued growth of marquee Cricket properties such as ICC events & IPL, establishing domestic sports leagues like PKL and ISL, furthering the popularity of global sporting events such as Premier League and Wimbledon and scaling the business across consumer and commercial objectives.
He began his career as journalist and joined Star India (now JioStar) in 2010. Over the years, he held multiple leadership roles in content, programming and strategy before becoming Head of Sports at Disney & Star India in 2020. Under his stewardship, the Sports portfolio at Star India scaled across consumer and commercial objectives with a strong emphasis on long-term growth and operational efficiency. Notably, he played a crucial role in developing and executing multi-language, digital-first, and women-centric sports coverage.
Sanjog was appointed CEO of JioStar Sports in November 2024 following the merger of Viacom18 and Disney Star, forming a powerful new sports media entity. Known for combining business acumen with creative storytelling, he has consistently delivered innovation-led growth across media and sports ecosystems.