Fan Engagement Index 24/25 underlines importance of supporter collaboration as new Football Regulator nears

Football clubs need to put more resources in to fan engagement in the new era of the Independent Football Regulator – according to Kevin Rye, creator of the seventh Fan Engagement Index which has been launched recently.

While Fan Advisory Boards are now a mandatory part of the infrastructure at Premier League clubs, more needs to be done to ensure fan voices are listened to and that clubs are held accountable.

Only three Premier League clubs make the Fan Engagement Index top 20, with Everton, Brighton and Brentford recognised for their commitment to involving fans. Manchester United earned a Merit award, finishing 22nd.

Kevin Rye said: “Now more than ever, clubs across the football pyramid need to do more to engage with their most important stakeholders – the fans – to ensure that there is an understanding and adherence to their strategy, their culture and their mission.

“We have seen that English football is now a global phenomenon right the way down to the National League and the clubs that do well invest in engagement with consistent commitment from staff, owners and fans across the country to make it work.

“The Fan Engagement Index has already massively impacted the activities and increasingly, the culture of football in this area, but there is still so much more to do. It is not longer a ‘nice to have’ and we’ve already worked with a number of clubs who are keen to improve in this vital area.”

Now in its seventh year, the Fan Engagement Index provides the only objective measurement of fan engagement in English men’s football, benchmarked against other clubs, recognising and rewarding clubs that practise good fan engagement, and helping them to identify where they could improve. From this year it now covers the National League Premier Division.

Exeter City lead the way with their seventh first-placed finish, with Carlisle United and Lincoln City joining them in winning a Gold award. Silver awards go to AFC Wimbledon, Norwich City, Cambridge United, Doncaster Rovers and Swansea City while Bronze awards go to a dozen clubs.

Everton were recognised for their outstanding progress in engagement which sets them apart from most of their rivals against a backdrop of new owners and the move to the Hill Dickinson Stadium from their beloved Goodison Park.

Everton Chief Executive Angus Kinnear said: “A club is strongest when it listens, involves and evolves alongside its supporters. From helping shape the matchday experience to major moments like planning for and moving into our new stadium, our fans have contributed and participated, both through our regular meetings with formal fan representative groups, and through the feedback we gather from across our fanbase via regular surveys.

“Actively engaging with supporters will remain at the heart of our ethos as we move forward at Hill Dickinson Stadium, our new home which has been shaped by our fans to reflect
their passion, pride and place at the centre of our Club’s story.”

Swansea City were the highest-placed Championship club and amongst other things have, since 2003, had a position of Supporter-Director that helps to underpin much of their approach to operating the club. The work of their fan engagement team also successfully ensures that they listen across the club, so that fans across the board are involved in helping to shape how the club acts and what it offers.

Tom Gorringe, Swansea City CEO, said: “At Swansea City we believe fan engagement is about building tangible connections with supporters in an authentic way. Community engagement and togetherness is a key part of our club’s DNA and the Fan Engagement Index digs much deeper giving insight into how we engage supporters on strategic level.

“The Fan Engagement Index also marks us on what is visible to supporters acting as a valuable sounding board on where we can be more transparent and make improvements that benefit supporters. The work Kevin does in compiling the Fan Engagement Index, is admirable, creating a valuable resource for us and clubs up and down the country to see how we fair in all of the areas that matter the most to supporters.”

Norwich City are another club who have consistently ensured the voice of supporters is placed at the heart of what they do, through a supporter advisory board, work with the Canaries Supporters Trust, and active and daily work with fans.

Elliot King, Norwich City’s Head of Supporter Engagement & Public Affairs, commented: “We are delighted to have been recognised again in Think Fan Engagement’s Fan Engagement Index. While there have been heightened conversations at a national level around fan engagement – particularly with the introduction of the new Regulator – this is not something new for us and is something we have been doing for a number of years.

“For us, fan engagement isn’t about ticking boxes, it is about sound and transparent structures. It is also about consistency and creating a culture of openness with our supporters on the issues that matter most to them, which in turn makes for better decision making for the club, its fans and the wider community.”

This year, Lane Clark & Peacock (LCP) supported Think Fan Engagement by analysing overall trends over the past seven years, and also looking in particular at clubs which have excelled throughout or upped their game significantly over the period.

David Millar, Head of Fan Engagement at LCP, said: “Interestingly, a high or improving score doesn’t appear to correlate with spending power. We believe that the most significant correlation will be with engagement by the Board.

“Clubs who make open and honest communication with fans a strategic boardroom priority tend to do far better when it comes to Fan Engagement, demonstrating that doing the right thing by your fans is achievable if considered important. We look forward to seeing the fan engagement and consultation provisions in the Football Governance Act bring this into still greater focus across all of these clubs.”

For the first time, the National League top division has been included, and Southend United, who missed out in the play-off final at the end of last season, have been recognised for the great work that they have done over the past year.

94%: The Link Between Women in Sport… and Business Success

While the increase in spectators, sponsorship and success in women’s sport is more self-evident, what is not so obvious is the positive effect playing sport has on women in business. David Granger spoke to the hosts of a new podcast examining that link between women’s sport and business…

The Euros football final in July was another sign women’s sport is gaining momentum, building a sustainable model.

The commercial value of women’s sport is growing while participation and sponsorship is similarly on the up. But, while the business of women’s sport is growing, the impact of sportswomen in business also has an impact – all the way to the boardroom.

Research from EY shows 94% of women in C-suite roles played sport growing up. Ninety-four percent.

That stat inspired former international hockey and cricket player Nikki Symmons and actor and producer Rachel Shelley to launch the 94% podcast — an exploration of how early participation in sport builds resilience, leadership and skills which translate off the field of play.

The pair met when Shelley interviewed Symmons for Diva Magazine and later invited her to a Pride event in Switzerland… and their conversation turned into this joint project. 

One statistic kept coming back to them: that 94%.

For Symmons, the figure resonated — she completed the EY Women Athletes Business Network (WABN) program as part of her own post-athlete career path. They – rightly – believed the number would spark a wider conversation. 

“We knew this wasn’t just a corporate story,” says Symmons. “It applies in entertainment, media, politics — any field where women succeed.”

The podcast launched with a clear audience: women of all ages, but also parents, to highlight the importance of encouraging girls to play sport. The first episode featured actor Jennifer Beals.

The guest list now includes women from sport, business, and entertainment — all exploring how skills like resilience, determination, and teamwork shaped their journeys. Dream guests? Well, if Michelle Obama, Emma Watson, Pink, and Ilona Maher are reading this, women who have credited sport with helping shape who they are, then the pair would like them to get in touch.

The link between sport and leadership is pretty clear: discipline, communication, and teamwork are valued in professional settings. Federations, leagues, and clubs are increasingly reframing women’s sport from “cost centre” to “growth opportunity,” driven by rising audiences and the push for diversity and inclusion.

But momentum is not guaranteed.

The Euro final demonstrated the appetite for women’s sport, but sustaining that success will take more than packed stadiums. Participation among girls is falling in some sports, including basketball in the U.S. and high school programs have been cancelled due to low numbers while – sadly – dropout is high due to inadequate facilities and the odd bout of stigma.

Leagues are fragile without consistent investment and visibility, while women remain under-represented in leadership roles within teams and federations.

Shelley and Symmons say policy shifts like gender budgeting ensuring funding is allocated equitably between men’s and women’s sport from grassroots to elite levels will help. And Mentorship programs which connect young female athletes with leaders in sport (and business) can sustain the pipeline into leadership roles.

These changes would also address one of the most overlooked commercial opportunities: long-term sponsorship activation. Quick wins come from targeted campaigns and influencer activation, but the real return will come from sustained, strategic investment.

Some athletes have taken a more proactive route, turning competitive financial pressure into opportunity. Serena Williams is a prime example. While tennis offers equal prize money at the major tournaments, Williams extended her financial foresight off-court. She founded Serena Ventures in 2014, investing in 85+ startups and launching her own ventures like Wyn Beauty and a children’s book. 

Beyond investing, Williams has put wealth back into women’s sport. She partly owns Angel City FC (NWSL), the Miami Dolphins and WNBA’s Toronto Tempo, the league’s first Canadian franchise. 

the 94% add another voice to the conversation. By telling the stories of women whose lives have been shaped by sport, the show joins up pitch, workplace and boardroom. Shelley said: “We want people to see the value of sport in all its forms. It’s not just about elite athletes – it’s about creating opportunities, confidence, and skills that last a lifetime.”

The Euro final was a celebration of women’s sport. The challenge is making sure this does not fade. Sustained investment, equitable policies, and cultural commitment will ensure sport keeps producing leaders. Both on and off the field.

Sources: https://www.ey.com/en_nz/athlete-programs/why-a-female-athlete-should-be-your-next-leader

Netflix Expands FIFA Women’s World Cup Rights to Canada in Landmark Streaming Move

Netflix has strengthened its global sports portfolio by securing exclusive Canadian broadcast rights for the FIFA Women’s World Cup in 2027 and 2031, building on its earlier US agreement. The deal marks the first time the tournament will be shown on a streaming platform in Canada, with all matches included in Netflix’s subscription plans.

The 2027 edition, hosted in Brazil from 24 June to 25 July, will feature 32 teams across eight cities, while the 2031 tournament will expand to 48 teams for the first time. Coverage will include live matches in English, French, and Spanish, plus studio shows, commentary, and Netflix-produced documentaries spotlighting top players and the women’s game’s rapid global growth.

FIFA Chief Business Officer Romy Gai said the expanded partnership reflects a shared ambition to grow the sport: “Following the landmark agreement between FIFA and Netflix in the United States, we are pleased to extend the footprint of our partnership to Canada — a nation with a rich FIFA Women’s World Cup history.”

The move builds on Netflix’s growing slate of premium live sports, including WWE Raw, NFL Christmas Day games, the upcoming Canelo vs. Crawford boxing match, and the record-breaking Katie Taylor vs. Amanda Serrano 3, which became 2025’s most-watched women’s sporting event.

Netflix Chief Content Officer Bela Bajaria said the FIFA deal was about more than just rights acquisition: “Bringing this iconic tournament to Netflix is not just about streaming matches — it’s about celebrating the players, the culture, and the passion driving the global rise of women’s sports.”

With exclusive coverage across the US and Canada, Netflix is positioning the FIFA Women’s World Cup for unprecedented reach and reshaping how major women’s sporting events connect with audiences worldwide.

Paramount Lands Exclusive US Broadcast Rights to UFC in $7.7bn Seven-Year Deal

Paramount has made its first major sports rights play since merging with Skydance, securing exclusive US broadcast rights to the Ultimate Fighting Championship (UFC) in a $7.7 billion, seven-year agreement with TKO Group Holdings.

From 2026, Paramount+ will stream all 13 numbered UFC events and 30 “Fight Nights” annually, with select numbered cards also simulcast on CBS. Significantly, the broadcaster will abandon UFC’s traditional pay-per-view model, making top-tier fights available at no extra cost to subscribers.

Paramount CEO David Ellison described UFC as a “global sports powerhouse”, adding that year-round live events would be a “significant advantage” in the company’s long-term content strategy. The deal, averaging $1.1bn annually, follows high-profile sports acquisitions by Netflix (WWE Raw, NFL) and Disney’s ESPN (NFL, NHL, MLB, CFP).

The move aligns with Paramount’s focus on live sports as a driver of real-time audiences in an era of accelerating cord-cutting. The UFC, which stages around 43 live events per year and reaches nearly 950 million households globally, attracted strong interest due to its young, male-skewing audience.

Negotiations began in June and intensified post-merger, with Paramount chosen for its financial capacity, CBS’s reach, and Ellison’s tech-driven, growth-oriented vision. The company is also exploring UFC rights in other territories.

Polestar becomes Official Mobility Partner of Borussia Dortmund

The Swedish performance electric car manufacturer Polestar enforcing its offensive in the German market by forming a strong partnership in professional football: Polestar is now the official mobility partner of Borussia Dortmund. Beginning with the 2025/26 season, the Polestar logo will appear on the sleeve of BVB’s jersey in all competitions – including the Bundesliga, the DFB-Pokal, and the UEFA Champions League.

The partnership is set for three years and is part of a comprehensive German market initiative aiming to significantly increase brand awareness in Europe’s largest automotive market.

Michael Lohscheller, CEO of Polestar, said: “Germany is crucial to our growth strategy in our home market, Europe. With Borussia Dortmund, we’ve found an emotional and progressive partner that’s a perfect fit for us. Now we’re attacking together. We have fantastic cars, and with BVB, people will get to experience them first-hand. We’re convinced that many will consider Polestar once they see and test our vehicles.”

Hans-Joachim Watzke, CEO of Borussia Dortmund, emphasized: “We’re very pleased to have secured Polestar as a partner. Polestar is a modern, dynamic company that is genuinely committed to its sustainability strategy. I was just as impressed by that as I was by the fresh, Swedish design of their cars. Together, Polestar and BVB aim to compete at the highest level in all competitions.”

Polestar is a pure electric car brand and has set ambitious climate goals – just like BVB. As the official mobility partner, Polestar is supplying a fleet of 60 vehicles to the club, which are already used at the team’s training camp in Austria this week. In the future, the vehicles will be driven by the team, management, and club representatives – marking another step by both organizations to continuously reduce CO₂ emissions.

Even before the official launch of the partnership, several BVB players – including Jobe Bellingham, Pascal Groß, and Daniel Svensson – had the chance to enjoy an exclusive test drive in a Polestar 5 prototype. The performance GT will celebrate its world premiere on September 8 at the IAA Mobility in Munich. “This car is a statement for the future – the ultimate proof that electric mobility is highly desirable and that no one needs to make compromises to be sustainable,” said Lohscheller.

Carsten Cramer, Managing Director of BVB, commented: “The combination of sustainability, innovation, Swedish design, power, and dynamics makes Polestar the perfect partner for Borussia Dortmund. I’ve rarely seen professional athletes so excited about a partnership after a product presentation – in this case, a pretty fast-paced test drive – as they were about this one.”

In addition to the jersey presence across all competitions, Polestar will also feature on the official pre-match apparel and on numerous advertising channels in and around the stadium. “Through this partnership with BVB, Polestar will inspire millions of people year-round – in a culturally relevant and highly emotional environment. We have many ideas for joint initiatives. Test drives are just the beginning. We’re going all in and will prove that our vehicles are better than those of most traditional manufacturers,” said Michael Manske, Chief Marketing and Communications Officer at Polestar.

BVB will debut the Polestar sleeve this coming Sunday during the season opening against Juventus.

Ontario Soccer Unveils New App to Strengthen Community Ties Before 2026 World Cup

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.

Northern Super League’s Digital Debut: Strategy behind 40% Follower Growth

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.

              Inside IBM’s Game Plan: Kevin Farrar on AI, Data, and the Future of Sports Partnerships

              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.

              CVC’s SportsCo IPO: a new path for sports rights or an exit from an impasse?

              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.

              As usual, this is not investment advice.

              Volleyball World renews partnership with Gerflor

              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.”