Ontario Soccer has announced a major milestone for Ontario Soccer’s MySoccer Powered by BMO app, developed by sports technology provider Sportswik. In just thirteen weeks the platform has onboarded over 13,300 users.
The purpose-built, white label app will also play a central role in GeneratiON26, a bold community engagement campaign recently launched by Ontario Soccer and title partner BMO.
Ontario Soccer’s MySoccer Powered by BMO – First Thirteen Weeks in Numbers: 13,329 registered users 1,321 matches covered 97 per cent of eligible matches featured live scoring 25 million page views The results underscore the platform’s potential to digitally transform amateur and youth soccer coverage across the province.
“The immediate impact of our new MySoccer App Powered by BMO among the hundreds of teams featured in this first phase has exceeded our expectations,” said Johnny Misley, CEO of Ontario Soccer. “The usage data from just thirteen weeks confirms the heightened interest from our Clubs to digitize their matchday workflows and from fans to engage more deeply with the game. This early success gives us the confidence and momentum to scale the experience across many more of our 24,000 teams and reinforces MySoccer’s critical role as the digital destination for GeneratiON26 as we build toward 2026.”
BMO, the initiative’s presenting sponsor, continues to lead in connecting with communities through sport.
“As the presenting sponsor of Ontario Soccer’s MySoccer and title sponsor of GeneratiON26, BMO is proud to support Ontario Soccer in bringing the game closer to Ontarians,” said Jennifer Carli, Chief Brand Officer at BMO. “For BMO, Ontario Soccer’s MySoccer platform is more than a fan engagement tool, it’s a strategic investment in building authentic, long-term relationships with communities through digital touchpoints that matter.”
The underlying technology, developed by Sportswik, enables real-time match coverage and user-generated content through a branded, mobile-first experience.
“We’re proud that Sportswik was selected through a robust and competitive process to power this initiative,” said Martin Wiklund, CEO of Sportswik. “What Ontario Soccer has achieved in such a short time with just a few select pilot partners demonstrates a scalable model — not only for Ontario, but for other national and regional soccer organizations looking to unlock new value as the sport continues to grow globally.”
As global soccer prepares for its marquee event in 2026, Ontario Soccer’s MySoccer platform provides a community-first blueprint for driving grassroots media coverage, digital fan engagement, and sponsor activation.
The usage data from just thirteen weeks confirms the heightened interest from our Clubs to digitize their matchday workflows and from fans to engage more deeply with the game. This early success gives us the confidence and momentum to scale the experience across many more of our 24,000 teams and reinforces MySoccer’s critical role as the digital destination for GeneratiON26 as we build toward 2026.
The Northern Super League (NSL) launched in April 2025 as Canada’s first-ever professional women’s soccer league, marking a major milestone in national sports history. With six founding clubs and national broadcast partnerships, and a strong digital-first vision The league entered its inaugural season with significant momentum and a modern mandate: to establish a robust digital presence and amplify visibility in real-time.
From the outset, NSL recognised that content would be the cornerstone of shaping how the league came to life in the public eye. With no built-in archive or legacy fan base, every match needed to create its own reach instantly.
Within weeks of its debut, the impact was already clear:a surge of national media coverage, over 15 million social impressions, 40 percent follower growth, and growing global recognition, all pointing to how a digital-first strategy can drive traction for a new competition.
Building Canada’s First Women’s Pro League
Until 2025, Canada had never hosted a professional women’s soccer league. The Northern Super League (NSL) changed that. Backed by Project 8 Sports Inc. and led by former national team standout Diana Matheson, the league was officially unveiled in 2024 and kicked off its debut season in April 2025.
With six clubs across the country, the league launched as a truly national initiative, built with intention, ambition, and collaboration. NSL was purpose-driven from the outset, co-developed its brand with players, and built an ownership model rooted in shared values, a unified vision, and deep community connections to drive both local pride and grassroots engagement. The response was immediate and enthusiastic: Packed stadiums, widespread national coverage. And rapid momentum across social media platforms, showing the league was not just launching, it was landing. Both on the ground and online. In its first month, the league reportedly saw close to $1 million in merchandise sales highlighting not only fan enthusiasm but commercial potential.
A Modern Visibility Challenge
As a new league, NSL didn’t have the built-in advantages of established sports organizations, no legacy broadcast deals, historic highlight reels, or routine primetime slots. NSL had to earn its visibility match by match.
Fans discovered the league through short-form videos on TikTok, Instagram, and YouTube Shorts, platforms where content must be quick, vertical, and engaging.
To meet fans where they were, the league needed to:
1. Shape each match as a standalone story
2. Publish content while matches were still in progress
3. Empower clubs and partners with real-time assets
This wasn’t about catching up, it was about showing up with purpose, energy, and authenticity.
Content Without Delay
To meet the pace of modern sports consumption, NSL integrated Spectatr.ai into its matchday operations from the beginning. The platform enabled instant content capture and delivery, no editing lag, no added production steps.
This unlocked:
1. Immediate highlight clips of goals, saves, and key plays
2. Mobile-optimised formats designed for social sharing
3. Smart-tagged archives to support future storytelling and campaigns
4. Easy access for clubs, partners, and staff to publish content instantly
5. A streamlined workflow that scaled output without adding overhead
With Spectatr.ai in place, NSL was equipped to deliver content at the pace today’s fans expect—live, fast, and mobile-first.
Early Wins and Lasting Reach
In its opening weeks, NSL approach was already delivering meaningful results:
1. 1.5 million viewers across national and digital platforms.
2. 15 million social impressions.
3. 40 percent follower growth across league and club accounts.
4. Millions of views on short-form videos across TikTok, Reels, and YouTube Shorts.
A highlight featuring Meggie Dougherty Howard drew over 1,600+ likes, clear evidence that fans were not only watching but actively engaging. 10 NSL players were called up to their national teams during the league’s debut season, demonstrating its growing impact both on and off the field.
Storytelling in Motion
By embedding content delivery into matchday operations, NSL established a foundation for consistent visibility and compelling storytelling.
Each stakeholder had timely access to timely highlights,allowing for a steady stream of authentic, shareable content. For a new league, this consistency was vital. It strengthened the league’s brand voice, deepened fan relationships, and extended reach across platforms, all without the need for large-scale production resources.
Looking Forward
The debut season is still unfolding, and the potential is just beginning to surface. NSL is already setting a new standard for what a modern, digitally native sports league can achieve. With clubs and fans at the heart of its strategy, and visibility baked into its operations, the league is building something bigger than a season—it’s creating a blueprint for how new leagues, especially in women’s sports, can launch with purpose and grow with lasting impact.
Kevin Farrar, Head of Sports Partnerships at IBM EMEA, has been instrumental in shaping how one of the world’s most iconic tech companies collaborates with sports organisations to deliver data-driven innovation. From Wimbledon to The Masters, IBM’s pioneering work in AI, cloud computing, and digital engagement continues to redefine fan experiences and strategic insights in global sports. In this exclusive conversation with iSportConnect’s Taruka Srivastav, Kevin shares how technology is transforming the business of sport — and what lies ahead.
Wimbledon just got over, and IBM has been doing some great work there in terms of data and analytics. Was anything upgraded this year? How has the experience been of working with Wimbledon, especially considering the pressure of such an iconic tournament?
It is absolutely an iconic tournament globally, and it’s a privilege to be part of it. I’ve worked on Wimbledon for 15 years and led the partnership for the last five. IBM has partnered with Wimbledon since 1990 — this was our 36th year — and each year, we bring fresh innovation for fans around the world. As part of our contract, we have a built-in innovation workstream to ensure we always deliver new features.
This year, we introduced Match Chat and Live Likelihood to Win, both of which build on our AI work from previous years. For instance, since 2017, we’ve used AI to generate match highlight reels based on crowd noise and player gestures to assign an excitement level to each rally. This year, generative AI helped us create more content at scale — like providing fans with match summaries or deep-dive stats in real time through match chat. It’s all about making the Wimbledon experience accessible and engaging for fans everywhere, not just those on site.
As a Wimbledon fan myself, I’ve noticed how much more engaging the viewing experience has become. Is fan engagement a key focus, especially for reaching younger audiences like Gen Z?
Absolutely. Fan engagement has been a priority for years across all our sports partnerships. Through our innovation process, we consider different fan personas. Some just want to watch a match, but younger fans want bite-sized, snackable content. They want to dip in and out of a match, follow it on mobile, or get quick updates.
Generative AI allows us to create content at scale and personalize it. For example, with Match Chat, a fan can join in the second set and simply ask what’s happened so far — and get a short, natural-language summary. If they want more detail, they can dig into stats like aces or double faults. This type of flexible, user-friendly design is central to how we work with Wimbledon.
Have you seen a measurable jump in fan engagement or user numbers due to this storytelling approach and new AI features?
Yes, absolutely. We’re just gathering results from this year, but we’ve already seen an increase in unique users and engagement rates. Our Match Chat and Live Likelihood to Win features saw 2–3x the engagement compared to features from last year. That’s not to say last year’s features weren’t successful — we’re simply always raising the bar. The numbers show real growth in audience size and fan interaction, which is exactly what Wimbledon aims to achieve.
IBM also works with Ferrari. How is that different from Wimbledon? Do you use a similar strategy or adapt it entirely?
There are similarities, but also unique nuances. Ferrari, like Wimbledon, has a massive global following. When we started with Ferrari, they wanted to improve how they engage fans — especially digitally. We reimagined the Ferrari app, incorporating generative AI to deliver race summaries in English and Italian, adding a layer of localization and personalization.
With motorsport, you deal with millions of data points from the cars. Our challenge is to turn that into meaningful fan experiences without revealing competitive secrets mid-race. Like with Wimbledon, it’s about representing the brand authentically, understanding boundaries of data use, and engaging fans through relevant, platform-specific experiences.
IBM is a globally iconic brand. What other sports properties are you currently working with? And when IBM considers partnering with a property like Wimbledon or Ferrari, what’s the thought process?
We aim to partner with globally recognized, iconic events that are great showcases for IBM’s consulting and technology capabilities. Our current portfolio includes:
Wimbledon
US Open Tennis
The Masters Golf
ESPN (Fantasy Football)
UFC
The Grammys (entertainment)
Ferrari in Formula 1
All these events have strong brand alignment with IBM — a 114-year-old company — and massive global reach. For instance, Ferrari signed on during Formula 1’s 75th anniversary, which was a perfect fit. These partnerships allow us to demonstrate our capabilities to millions of fans, which in turn translates into solutions for our enterprise clients.
You’ve mentioned how different sports appeal to different fan bases — UFC and golf are worlds apart. Do you create a common engagement strategy, or do you tailor it for each property?
We definitely tailor it. There is some reuse of ideas and technology, but our strategy is always grounded in ideation with each partner.
For example, in spring, we do ideation workshops with Wimbledon and our other partners. We explore trends in sports tech, AI, and fan behavior. Some ideas may not suit tennis but work perfectly for golf or motorsport. The same core IBM team often works across different properties, allowing us to cross-pollinate ideas while customizing experiences for specific audiences.
Do you see scope for IBM to work with newer, emerging sports like padel or pickleball?
Yes. While our biggest partnerships are with global properties, we also work commercially with sports organizations of all sizes.
AI and generative AI make it easier for emerging sports — which might lack big broadcast deals — to still connect with fans digitally. They can draw inspiration from what we do with Wimbledon or Ferrari and apply similar tools, whether from IBM, competitors, or open-source platforms. There’s a huge opportunity for democratizing access and engagement through tech.
Having led such iconic sports partnerships, what’s your long-term vision for how sport-tech partnerships will evolve over the next decade?
It all starts with data. New data sources enable new insights, which create new experiences.
This year’s Match Chat showed us the value of AI assistants trained in specific domains. But similar assistants could support fans on-site, coaches, players, or even journalists.
We’re also exploring extracting more data from video — things like racket speed, ball spin, and movement analysis — potentially without physical sensors. That opens up exciting possibilities. Going forward, it’s about combining fan feedback with new data inputs to continuously push innovation.
In sports, emotion is everything. How do you maintain the human touch while using AI and data?
It’s a great point. At the heart of all this is sport itself — the emotion, unpredictability, human drama.
For example, our Live Likelihood to Win feature is designed to complement, not replace, the match action. You can’t replace the insights or emotion from human commentators, especially former players. What we create — highlight reels, AI summaries — simply help scale the storytelling across 18 courts and untold matches that don’t always get screen time.AI will never replace the emotion of sport. It’s about helping people connect with those emotions more often and more deeply, not replacing them.
In this week’s Member Insights, Ian Whittaker, Twice City AM Analyst of the Year explores the CVC’s SportsCo IPO.
Private equity’s love affair with sports rights continues to evolve. The latest (potential) evolutionary step comes from the news that CVC Capital Partners is actively exploring a refinancing strategy for its global sports portfolio. The strategy would see a new entity created that would hold CVC’s portfolio stakes including in Six Nations Rugby, Premiership Rugby, La Liga, Ligue 1, WTA, Volleyball World, and the IPL’s Gujarat Titans amongst others.
It is a neat idea and one that has gained attention. The plans apparently involve raising asset-backed debt, with a potential sale of a minority stake or an IPO by 2028. The question is whether it presages a new model for sports rights or is more about solving a dilemma for CVC.
If you are positive about the long-term future for sports rights, then it is easy to see CVC’s step as marking a new bold step. Unlike other listed sports entities such as Formula One, CVC’s proposed vehicle would act almost like a mini-Private Equity fund but one which is sports focused, with risks (theoretically) reduced via the diversification of rights. By sitting beneath the CVC listed entity, the new SportsCo should be able to take advantage of relatively attractive terms on any debt raised. The new vehicle could look to purchase other major rights globally, further diversifying the risks and expanding the scope of its operations.
Moreover the new entity would presumably develop centralised functions in areas such as CRM, data science and technology focused both on revenue and fan engagement maximisation. A single entity that expands best practices across its rights holdings, both at the middle / back office and in revenue generating opportunities would be an attractive proposition both to sports rights holders and investors.
Finally, it is also clear that investors like sports. To some degree, this is down to investors’ personal views. Having worked in the financial markets for 20 years, the idea that investors do not get seduced by the undoubted glamour of sports is a fallacy, especially if it is a sport for which they have a passion. However, the undoubted success of Formula One – whose shares have nearly tripled in under five years – as well as the potential cashflow offered by lucrative television deals is also attractive.
However, there are several clear issues with the new entity and I would argue these outweigh the positives. I mention the three main ones below but there are others as well.
The first is that CVC only has minority stakes in the assets it owns and, in several cases (for example, with La Liga in Spain), there are restrictions on what the receipts can be used for. Investors like control – it reduces potential squabbling and / or nasty surprises. And with the leagues still maintaining operational control, the potential for disputes is high.
The second is that several of the holdings – particularly Premiership Rugby in England and the LFP in France – have well-publicised issues which have led to serious questions being raised about their future sustainability. I would argue Premiership Rugby is a particularly important one because it is likely to have a relatively high following amongst UK investors, which may impact their perceptions if the problems are not resolved.
The third is that there are significant questions over whether the existing monetisation model, especially when it comes to the European football leagues, is sustainable over the longer-term, both because the traditional purchasers of such rights (Pay-TV operators) are under financial pressures and also due to adjacent concerns such as the rise of piracy. The impact from such pressures may become apparent over the next several years.
So why is CVC heading down this route? I would argue it is more to do with CVC’s financial priorities and the need both to show a return on its sports rights investments and to tidy up its holdings of sports rights. CVC bought the rights from 2018-2023, a time when there was more optimism in general about the future valuation of sports rights. Investors in CVC funds will want to see a return and rolling the assets into one combined entity with a potential part sale in several years arguably kicks the problem down the road. That is not to sure that the plan does not have merit – it does – but it is probably worthwhile looking more at the financial reasons for the proposed structure.
Volleyball World has announced the renewal of its long-standing partnership with Gerflor, a global leader in sports flooring solutions. As part of the renewed agreement, Gerflor will continue to supply best-in-class volleyball flooring for premier international events.
The partnership will continue to encompass key indoor volleyball competitions, including the annual Volleyball Nations Leagues and biennial FIVB Volleyball World Championships. For the first time, the partnership has now been expanded to include Asian Volleyball Confederation (AVC) events.
Gerflor will also continue to support FIVB Volleyball Empowerment programme projects, which are aimed at helping national teams around the world reach their full potential.
Volleyball World Head of Sponsorship Oliver Clarke commented: “We are delighted to continue our collaboration with Gerflor, a trusted partner of volleyball for 20 years now. This renewal ensures that athletes competing at our events have access to the best-in-class flooring and optimal conditions to perform at the highest level.”
Gerflor Sports Flooring Director Pierre Lienhard added: “Renewing and extending our partnership with Volleyball World is strong evidence of Gerflor’s long-term commitment to technical excellence and responsible innovation. We are particularly proud that, through this partnership, our floors were once again selected for the Olympic Games (Paris 2024) — the highest stage for sport and a powerful recognition of our leadership in both performance and sustainability. We also sincerely thank Volleyball World for supporting our initiative to reinstall and reuse all Olympic courts for the benefit of local clubs and communities across France.”
West Ham United Women have announced a groundbreaking partnership with Modibodi, the global leader in leak-proof apparel, who are teaming up with the Club as Official Back of Shorts and Period-Proof Underwear Partner.
In a powerful statement of purpose and progress, Modibodi becomes the first period-proof underwear brand to feature on-kit in women’s football — appearing on the back of West Ham United Women’s shorts throughout the Barclays Women’s Super League and domestic cup competitions.
This partnership unites two pioneering brands with a shared ambition: to break taboos, challenge conventions, and bring down the barriers to sport for women and girls.
Having led an industry move away from white to period-friendly colours, West Ham United take great pride in leading the challenging discussions on a variety of issues that affect athletes of all ages in women’s sport. Modibodi also believes that women should live their lives fearlessly to do all the things they love without fear of leaks holding them back. Modibodi’s aim is to inspire the 1 in 2 girls who avoid playing on their period, to play on.
Now, in partnership with Modibodi, the Club takes another bold step to drive change in women’s sport — on and off the pitch.
Together, Modibodi and West Ham United will celebrate what it means to play fearless. A limited-edition co-branded product range — developed in consultation with West Ham United Women players — will be released in the Club’s iconic Claret, Cerulean Blue, and Black. The range is designed to inspire confidence, normalise conversations around periods in sport, and encourage the 1 in 2 girls who avoid playing on their period to stay in the game. It will be available exclusively through Modibodi and official West Ham United retail channels.
Modibodi will gain prominent brand visibility through pitchside advertising, press backdrops, and across West Ham United’s digital platforms, amplifying the message that no one should be held back by their body.
Speaking on the partnership, West Ham United Head of Partnerships, Rebecca Rowley said:
From the the initial conversations with Modibodi, we have been truly inspired by their commitment to creating positive change and removing restraints that have long held back women and girls in sport. Coupled with their high-quality products, this partnership will drive true step-change in the industry, and we’re proud to provide a platform to amplify Modibodi’s message of empowerment, in football and beyond.
West Ham United Executive Director, Nathan Thompson added: “We are delighted to announce this first-of-a-kind partnership, which will see West Ham United Women become the first WSL team to have a period-proof underwear partner with an on-kit presence.
“This is a partnership we are extremely proud of. At West Ham United, we are always looking to create meaningful and impactful partnerships. By partnering with Modibodi, not only are we delivering an industry first, but we are finding an innovative way to support their goal to remove barriers to sport and exercise for women and girls.”
“This partnership is a powerful reminder that sport should be a place of possibility, not limitation. At Modibodi, we’re on a mission to ensure that no girl ever feels sidelined by her period. Partnering with West Ham United Women allows us to stand together and say: your body is not a barrier. Together, we’re inspiring a future where every girl can play with confidence, courage and pride — every single day of the month,” said Kerry Cusack, Executive Director, Modibodi
Walmart has announced a multi-year partnership that makes the retailer an official partner of Major League Soccer (MLS) and Leagues Cup. This collaboration marks a major milestone in Walmart’s expanding investment and commitment to celebrating the world’s game and deepening connections with one of the most culturally vibrant and fastest-growing fan bases in North America.
This partnership is designed with fans at the center—making it more convenient, immersive, and exciting to engage with soccer, wherever and however they follow the game.
Through this partnership, Walmart will activate across stadiums, screens and stores to bring fans closer to the action. As an official partner of MLS and Leagues Cup, Walmart will serve fans at every step of the matchday journey, from in-real-life (IRL) experiences to merchandise coming soon, whether they’re shopping for gear, hosting a watch party or connecting with their local soccer community.
Key highlights of the multi-year partnership include:
Leagues Cup Spotlight: Walmart will be front and center for the highly anticipated tournament between clubs from MLS and LIGA MX. Kicking off today and culminating in the final on August 31, this year’s edition features a new two-phase format and 18 clubs from both leagues—bringing more top-tier soccer to fans across North America. Walmart’s partnership means more activations and opportunities for fans to get in on the action.
Dedicated Programming on Saturdays: Major League Soccer and Walmart share a commitment to enhancing the fan experience and growing the cultural impact of the game. As part of that shared vision, beginning in 2026, Saturdays will feature elevated storytelling designed to spotlight unmissable marquee matchups and further enhance how fans connect with MLS across platforms. Additional details will be shared ahead of launch.
Creator Network: Storytelling Beyond the 90 Minutes: Soccer stories don’t end at the final whistle. MLS is launching a custom creator network—bringing together cultural influencers, designers, players and teams to deliver exclusive behind-the-scenes content and highlight how Walmart is dedicated to soccer’s ever-expanding place.
Multi-Channel Fan Engagement: Walmart is connecting with fans wherever they are, whenever they want. Expect digital and in-real-life (IRL) experiences at rivalry matches, tentpole events and community activations, plus branded integrations and national media moments that make every matchday unforgettable.
“Soccer is more than a sport. It’s a culture and a community, and one that’s growing rapidly in the U.S.,” said William White, chief marketing officer at Walmart. “Walmart is focused on celebrating the game and making it more personal for fans. It’s about celebrating the passion of soccer lovers and creating opportunities for them to connect with the game they love. By partnering with MLS and the Leagues Cup, we’re not just supporting soccer—we’re empowering fans to shape its future in the U.S.”
Major League Soccer is already home to the youngest and most diverse fan base in North American pro sports, and with the 2026 World Cup on the horizon, soccer’s rise shows no signs of slowing down. Walmart’s investment reflects a long-term commitment to supporting the sport’s future in the U.S., starting at the grassroots level and building all the way to the global stage.
“MLS is at the forefront of a cultural movement that’s redefining sports fandom in North America,” said Carter Ladd, MLS EVP, Chief Revenue Officer. “The partnership with Walmart reflects our shared commitment to reaching fans in fresh, authentic ways. Together, we’re building pathways to connect with our diverse, passionate and digitally native MLS fans through storytelling, experiences and retail moments that reflect the evolving identity of the soccer community.”
The England and Wales Cricket Board (ECB) have confirmed a landmark achievement in the evolution of The Hundred, with deals now complete with the first six strategic partners for The Hundred teams.
The remaining two are set for formal completion at a later date. They remain on track, in line with the ECB having offered investors the option of completing later.
This pivotal moment sees The Hundred become the first UK sports competition to secure franchise partnerships of this scale, drawing on world-class expertise from across global sport, media, technology, and finance. Each new investor brings a tailored vision and expertise to their team, reflecting the growing commercial and cultural momentum behind The Hundred.
The milestone comes less than a week before the 2025 competition begins and marks a transformative moment for The Hundred and the future of cricket in England and Wales, with more than £500m of total proceeds when all deals are complete to be shared between professional counties and the grassroots game. This announcement follows the exclusivity period launched earlier this year, during which selected investors entered final-stage negotiations.
In most cases, investors will operate their franchise in The Hundred in partnership with the host club. They will take over operational control from October 1, 2025.
The six deals which have now formally completed are:
London Spirit – Tech Titans (49%)
Birmingham Phoenix – Knighthead Capital Management, LLC, on behalf of its investors (“Knighthead”) (49%)
Manchester Originals – RPSG Group (70%)
Northern Superchargers – Sun TV Network Limited (100%)
Southern Brave – GMR Group (49%)
Welsh Fire – Washington Freedom (50%)
The two deals which remain on track to formally complete later are:
Oval Invincibles– Reliance Group (49%)
Trent Rockets– Cain International & Ares Management (49%)
Collectively, the eight partnerships represent a valuation of the teams of over £975 million, with more than £500 million now set to be invested into the English and Welsh cricket ecosystem. This includes a dedicated £50 million commitment to grassroots cricket, ensuring the game continues to thrive at every level, with the remainder distributed to professional counties.
Richard Thompson, ECB Chair, said: “The Hundred has already played a vital role in growing cricket in England and Wales — attracting new audiences, elevating the women’s game, and delivering high-quality entertainment. The sheer scale of global interest we’ve seen throughout this process highlights just how much potential remains to be unlocked.
“With these new partners on board, we’re entering an exciting new phase and a seminal moment for cricket in England and Wales. Their global perspective and track record in elite sport and business will help us reimagine what’s possible — from deepening fan connections to attracting even more world-class players.
“Crucially, this investment will not only fuel the competition’s growth but also channel transformative levels of funding into our professional counties and grassroots game. This will ensure cricket continues to thrive at all levels across England and Wales for generations to come, supporting our broader ambitions to become the country’s most inclusive sport and driving cricket into harder to reach and under-served communities.”
The new partners are investing in The Hundred teams, while the ECB retains full ownership of the competition itself, and with that, control over key areas such as regulations, the length of the window and other matters that have a wider game-wide impact.
A new The Hundred Board will be established, featuring representatives of the ECB and the teams (both investors and host clubs), which will have delegated authority over certain defined matters relating to the strategic direction and commercial growth of The Hundred, such as The Hundred sponsorship and licensing deals, player salaries and player draft and retention mechanics.
The ECB was advised throughout the process by Deloitte and the Raine Group as co-lead financial advisers, with legal counsel provided by Latham & Watkins and Onside Law LLP.
The future Audi F1 Team have announced global financial technology company Revolut as their title partner from the 2026 season onwards.
German automotive giants Audi will debut in F1 next year after recently completing a takeover of the Kick Sauber entry.
As preparations continue for that arrival, which includes the opening of a UK Technical Centre, Audi are teaming up with Revolut in a flagship, strategic partnership.
According to Audi’s press release, the shared goal of the partnership is to establish “new ways for fans to interact with the sport during race weekends, with unique experiences for a new generation of motorsport enthusiasts and exclusive benefits for Revolut customers”.
Revolut Business will also be integrated into the team’s financial operations, with fans benefitting from Revolut powering “seamless checkout solutions” for team merchandise.
“Audi is entering Formula 1 with a clear ambition: to use the platform as a technologically relevant and economically sustainable investment in the future of the Audi brand,” said Gernot Döllner, CEO of AUDI AG and Chairman of the Board of Sauber Motorsport AG.
“We firmly believe in the success of our project, which we are approaching with a realistic attitude and a mindset of continuous improvement. In Revolut, we have found a partner that shares our ambitions and attitude.
“Formula 1 is a global stage that offers us the opportunity to reach new target groups together and generate enthusiasm for our products.”
SPIELBERG, AUSTRIA – JUNE 27: Jonathan Wheatley, Team Principal of Stake F1 Team Kick Sauber talks The project is being led by team boss Jonathan Wheatley and Head of F1 Project Mattia Binotto Jonathan Wheatley, Team Principal of the future Audi F1 Team, added: “With Revolut, we have found a partner that shares our core ethos of innovation and relentless ambition. This is more than a brand fit; it is a strategic alliance, engineered to challenge conventions in motorsport.
“From 2026, Revolut’s digital-first solutions will power key areas of our operations while also redefining how fans and communities engage with our team – delivering a seamless and engaging experience on and off the track.”
Nik Storonsky, CEO of Revolut, added: “This is a monumental partnership for Revolut and the Future Audi F1 Team. We’re accelerating towards 100 million customers, and we’ll be bringing them into Formula 1 with unforgettable experiences at a pivotal time for the sport.
“As Revolut continues to challenge the status quo in global finance, the Future Audi F1 Team is set to do the same in motorsport. With a shared outlook, global ambition and relentless drive for progress, this partnership will define what’s possible in Formula 1.”
This article explores how to create high-impact sports content for social media, drawing insights from InCrowd Content Teams work across UEFA digital channels. It covers strategies like audience targeting, platform-specific content, real-time execution, and continuous optimisation. Mastering these tactics boosts fan engagement and expands reach.
Why does some sports content go viral and most go unseen?
Sports content moves fast. If your team is not creating with purpose, your message will disappear in the scroll. However, great content is not just about reacting fast, it’s about knowing what works, where, and for whom.
In this InCrowd guide, we break down how to create social-first sports content that drives engagement, relevance, and reach. We draw on InCrowd’s experience managing content for UEFA’s most-followed web and social channels.
If you’re ready to create with clarity, not guesswork, this is your playbook.
Why listen to us?
At InCrowd, we manage the most-followed web and social channels in the world. Our team creates and delivers content that engages millions of fans during the biggest moments in global sport.
We do not guess, we plan, execute, and optimise daily. That gives us unmatched insight into what makes sports content succeed on social media, and how you can apply it to your own channels.
What is social-first sports content creation?
Sports content creation is the process of producing media that engages fans around teams, players, competitions, and moments, but on social media, it’s far more dynamic. It’s real-time, trend-driven, and highly visual.
Unlike broadcast or in-venue content, social-first content must adapt quickly. It blends live coverage, short-form video, interactive formats, and platform-specific storytelling designed to stop the scroll and spark engagement. The best creators know the sport and the culture around it, and combine both with expert channel knowledge to create authentic connections with fans.
How to master sports content creation for maximum engagement
1. Define your content purpose and audience
Before you create anything, define exactly what your content is trying to achieve, and for whom. Audience and purpose are inseparable. Without clarity on both, your content risks falling into the void of algorithmic indifference.
At InCrowd, content creation always starts with segmentation. Different sports, different tournaments and different tournament stages bring different audience profiles. Are you dealing with casual fans? Finals engage die-hards? Each moment expects a distinct tone, format, and level of insight.
Avoid creating “general” content. Instead, map each asset to a defined audience type and purpose, such as:
New followers looking for exclusive content and behind the scenes access
Sponsors aiming to activate branded messages within authentic storytelling
Broad audiences attracted by culturally relevant or trending themes
Purpose should also define KPIs. Are you optimising for shares, retention, or CTA clicks? Align your metric with your message, and resist the urge to chase every trend.
Audience-first content isn’t just more relevant, it’s more efficient. It lets you cut through the noise with fewer posts and more impact. That’s how InCrowd keeps UEFA’s channels consistent, timely, and fan-focused throughout complex tournament cycles.
2. Build a platform-specific content strategy
Each social media platform has its own rules of engagement. Success in sports content creation comes from customising strategy to platform behaviours, not repurposing the same asset everywhere.
Across UEFA’s channels, we plan unique creative directions per platform. TikTok focused on fast-paced edits and trend alignment, Instagram prioritised reels and carousel storytelling, and X became the home for reactive commentary and live updates.
Build creative templates that respect each platform’s visual language and tone, and adjust your content stack accordingly. If the same team runs every channel, centralise planning but decentralise execution.
Our evolving platform-aware strategies help clients deliver consistent narratives across all touchpoints without blending their content into background noise.
3. Create a flexible but structured content calendar
A strong content calendar ensures coverage of core moments, matchdays, milestones, sponsorship activations, while leaving space to adapt to form, storylines, or breakout trends.
Our content delivery for UEFA involved multi-layered calendars. Long-term planning sets the rhythm, while tactical updates are added daily to reflect live shifts during tournaments. Planning doesn’t slow creativity, it gives it structure and gives space to react to stories and trends.
Use shared tools to make the calendar visible to all stakeholders, marketing, design, production, and commercial teams. Align on approval workflows to speed up delivery without sacrificing quality.
UEFA’s success came from flexibility within structure. By balancing fixed content (like pre-scheduled graphics) with agile tools for live posting, we helped UEFA’s channels stay responsive without missing key moments.
Structure gives confidence. Flexibility gives reach. When both work together, you create content that feels timely, intentional, and fully aligned with fan attention.
4. Produce and deliver in real time
Real-time content is where social media teams stand out with unrivalled access to on the pitch moments with a unique, up close, vertical and more personal view point. Organic moments do not wait, neither do the fans. You need workflows that allow your team to ideate, create, approve, and publish within minutes, not hours.
There’s always a chance to revisit the story with added context. Incorporate exclusive phone-shot or broadcast footage — which may only surface after the event — to deepen the narrative and reveal emotion through never-before-seen angles. This refreshed version adds a new layer to the moment and can engage a wider audience, including those who don’t yet follow your accounts.
Vertical Video Producer Luke capturing a winning moment
We have worked shoulder-to-shoulder, on the ground and pitch side, with UEFA’s editorial and media staff during tournaments. That embedded model allowed for immediate coordination, turning standout goals, fan moments, or controversies into timely, platform-optimised content across channels.
To produce real-time content effectively:
Pre-design visual templates for rapid deployment (hype, milestones and goals etc)
Assign roles: who captures, who edits, who posts
Create on-the-fly captioning and localisation systems
Use cloud-based tools that allow cross-team access for approvals
Run drills before key events to pressure-test your process
Speed must never sacrifice brand voice or visual consistency. We mitigated this by combining creative guardrails (fonts, colour palettes, tone) with editorial freedom, letting UEFA’s social channels react quickly and stay on-brand.
Real-time does not mean chaotic. It means prepared. You’ll be judged not just on the quality of your posts, but on whether they showed up at the right moment.
When you’re the first to capture a feeling, fans remember.
And they return for the next one. That’s how real-time content builds long-term attention.
5. Measure, learn, and optimise continuously
Publishing is just the start. Every post delivers insight, if you’re set up to capture and act on it. A strong feedback loop sharpens your instincts and helps content evolve with fan behaviour.
Our work across UEFA tournaments included performance analysis to refine content mid-campaign. If a format underperformed, it was replaced. If a trend surged, it was tested across platforms with adjusted creative.
Key areas to track:
Engagement rate by format (video, static, carousel, poll)
Audience retention (especially for short-form video)
Platform-specific behaviours (e.g. TikTok completion rates vs. Instagram saves)
Timing and frequency effectiveness
Resource efficiency
Don’t rely solely on platform analytics. Build dashboards that compare performance across channels and align content results with business goals, like partner impressions or traffic driven to owned platforms.
Optimisation is not just about growth, it’s about not standing still. UEFA’s success came from a test-learn-adapt rhythm that let their channels stay relevant from opening fixture to final whistle. Consistency wins followers. Iteration keeps them engaged.
Delivering on the pitch moment, from angles no other platform can provide
Make every post count
Sports content creation isn’t about filling feeds; it’s about capturing moments, shaping stories, and building daily relevance with fans. Success comes from having the right strategy, the right structure, and a team that can deliver in real time.
InCrowd helps sports organisations create high-impact, platform-specific content that engages millions of fans. We ensure that content is more than just output, it is a key driver of growth, fan loyalty, sustained engagement and revenue across digital channels.
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