Data, Disruption & the Rise of Women’s Sports: Deloitte’s Zoe Burton on the Future of the Sports Business

As Director in the Deloitte Sports Business Group, Zoe Burton sits at the intersection of finance, innovation, and fan experience in an industry undergoing rapid transformation. In this exclusive conversation with iSportConnect’s Taruka Srivastav, she talks about the seismic commercial shifts redefining the global sports economy—from the surging value of women’s sports and the convergence of technology and entertainment, to the evolving role of data in M&A and private equity investments.

With women’s sport growing rapidly, what commercial trends or data points are most exciting from your perspective?

The rapid growth of commercial revenue in women’s sports is incredibly exciting. Increased viewership and fan engagement are translating into tangible commercial opportunities, making women’s sports an increasingly attractive investment. Deloitte research reveals that women’s sports fans are significantly more receptive to sponsorships than male counterparts: they are twice as likely to purchase products endorsed by female athletes, 54% more aware of sponsors, and 45% more likely to consider or purchase from sponsoring brands. This deep fan engagement, even with potentially smaller audiences, represents a powerful and unique value proposition for commercial partners.

How do you see the convergence of entertainment, technology, and sport reshaping revenue streams for leagues and clubs?

We’re seeing a shift from traditional revenue models to new opportunities driven by immersive fan experiences – this includes both physical and digital innovations. For example, leagues and clubs are enhancing the match-day experience with premium hospitality offerings, improved food and beverage options, and other money-can’t-buy experiences designed to increase dwell time and spending. Simultaneously, they are exploring cutting-edge technologies like the metaverse, esports integrations, and virtual reality to create engaging and interactive fan experiences beyond the physical venue. This focus on experience and community is crucial for capturing the next generation of fans, who prioritise these elements over traditional consumption models.

Deloitte has a global lens—what are some standout innovation hubs or models in sport that others should be watching right now?

In the United States, rightsholder venture funds like MLS Ventures, NBA Equity, and 32 Ventures are driving innovation by investing in and incubating new technologies and fan engagement platforms. Meanwhile, dedicated innovation hubs focused on women’s sports, such as the Kynisca Innovation Hub and Loughborough University’s research initiatives, are developing solutions tailored to the unique needs and growth opportunities within this expanding market. Globally, “disruptor leagues” like Baller League, King’s League, and Unrivalled Basketball are challenging traditional models. These digitally native, athlete-driven leagues are closely aligned with next-gen trends, offering innovative formats, fan engagement strategies, and content distribution models that are creating disruption and competition in the ever-evolving sports landscape.

What role does data analytics play in sports valuation and M&A, especially as private equity investment in sport rises?

Data analytics plays a crucial role in sports valuation and M&A, particularly with the rise of private equity investment. Sophisticated data analysis can provide insights into fan demographics, consumer behaviour, and revenue potential, enabling more accurate valuations and informed investment decisions. Investors will also look to understand how much a sport asset has invested in their data capabilities, both on and off the pitch, as a data-driven approach becomes integral to maximising returns.

How can clubs and federations better future-proof their fan engagement strategies in an increasingly fragmented digital space?

For clubs, this means prioritising direct relationships with fans through owned and operated platforms which in turn enables data capture and personalisation, driving long-term engagement. Crucially, a well-defined value exchange is essential to encourage fans to share data and actively engage with these platforms – this shouldn’t be an afterthought, but a core component of the strategy. Furthermore, clubs must adopt a layered approach, engaging fans on their preferred native platforms while simultaneously providing compelling reasons to return to the club’s owned channels.

Federations, on the other hand, must first clearly define the role of digital within their ecosystem and define what fan engagement means to them. Some federations use digital as a primary fan engagement tool, whereas others use it to enable member organisations to grow their own fanbases. Establishing this shared understanding from the outset fosters collaboration among stakeholders. Critically, federations must recognise the diverse needs within their ecosystem and avoid a one-size-fits-all approach, tailoring digital strategies to the specific requirements of different member organisations.

You’ve worked with diverse rights holders—what differentiates the most resilient ones from the rest?

The most resilient rights holders are those who embrace change, adapt to evolving fan behaviours, and diversify their revenue streams. This often includes investing in strong digital and data foundations as well as the right skills and capabilities in the organisation, ultimately enabling innovation and agility that drives long-term success as well as the one-off novel initiatives that deliver immediate views.

Looking ahead, what’s one major sports industry trend you think is currently underrated or under-discussed?

Driven by a need for efficiency and increased profitability, owners are increasingly exploring opportunities to consolidate back-office functions, unify data and reporting, and leverage economies of scale across their portfolio of assets. This trend is evolving, with some rightsholders collaborating and strategically combining commercial rights across their properties to create more attractive and lucrative packages for sponsors and broadcasters. This trend has the potential to reshape the industry’s dynamics.