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MAJOR EVENTS JOURNAL 2026

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WELCOME Over 20 years ago, the question driving the formation of MEI became clear. How best to promote connectivity between highly experienced major sports events leaders whether they are from Cities and Venues, Federations and new to market sports properties and multi-sector suppliers with their unique insights from event delivery? If this could be achieved, it would allow events to be delivered in a more cost-efficient way, with less schedule and cost risk, greater enduring impact and, importantly, better career opportunities through a higher market profile. I am grateful for the contributions of the outstanding leaders in the industry who feature in this inaugural Major Events Journal. The heritage stems from previous years of producing a Handbook which was paused while we reassessed what we were really seeking to deliver from such an approach. The result is a zero conventional approach to advertising with all content being knowledge led and of course with the aim of achieving enhanced international market profile for the authors. Thank you once again to those who have contributed with hopefully some positive outcomes as a result.

Dennis Mills

Chief Executive Officer Major Events International MAJOR E VENTS JOURNAL 3

AUTHORS AND CONTRIBUTORS

JANI BACKMAN Sport Events Management Finland

MOUHAMMAD BALDÉ Dakar 2026 Youth Olympic Games

CATHERINE CHAPMAN Wiz-Team

104

ALASTAIR CURRIE SLX

DAVID GALBAUGH ANDREW MARSH Greater NorwestBirmingham Productions Convention & Visitors Bureau

PER-ANDERS BLIND Confederation of Independent Football Associations (CONIFA)

DRAGANA CLARKE Milano Cortina 2026

JON DUTTON British Cycling

NATASHA GADA Tour de France Grand Départ 2027

CAROL ANN HAMILL PRG

112

SHAUN HAMILTON International Jump Rope Union

140

CHRISTOPHER BARRETT Access All Areas

LISA CHARLTON Fruition Premier / Optima 1

117

DR ALEXANDER CHRYSANTHOU International Association of Event Hosts (IAEH)

JULIETTE DUCHEMIN World Rowing

NEIL GRIMMER SCE Staffing

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AUTHORS AND CONTRIBUTORS

COLIN HART ANDREW MARSH International Waterski & Norwest Productions Wakeboard Federation (IWWF)

146

ANNE-CATHERINE IENNÉ FIFA

CHRISTIAN KATZ Hannover Convention Bureau

NEIL KENT Earl

ARSALAN KHAN K4 Group of Companies

ROLANDS KIKORS World Street Workout and Calisthenics Federation

132

LAMBIS KONSTANTINIDIS ENA DYO

VLAD MARINESCU International Esports Federation

126

AGNÈS MARSAN SPORTEL International

ANDREW MARSH Norwest Productions

106

MICHAEL MICHAEL Strategic Executive Consultancy

DARREN MOORE Russell Partnership Collective

JEAN-JÉRÔME MORTIER Peace & Sport

BAPTISTE MÜLLER Swiss Esports Federation

151

WILCO NIJLAND Sportworx

134

OLIVIER PASCAL World Skate

148

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AUTHORS AND CONTRIBUTORS

121

IAN REID Commonwealth Games Scotland

GREG ROE Freestyle Trampoline Association

129

KATIE SADLEIR Commonwealth Sport

BASTIEN SANCEY-RICHARD Association of National Olympic Committees (ANOC)

102

CONSUELO SANCHEZ Florida’s Sports Coast

ANJA SCHWEICKERT DSV

115

NITHI SUPPIAH Virtus

PHIL TATE GXE Consulting

GREG TURNER Expert in owner representation

VICTORIA TWIGGS Byrom

108

LOUISE WELLS Bubble Agency

DR FABIO PUNTILLO Confederation of Independent Football Associations (CONIFA)

ALI RUSSELL Extreme H

138

JOÃO SARAVIA Frequency-Partners

MARK TEEPLE Discover Halifax

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INGO REHNERT PRG

AUTHORS AND CONTRIBUTORS

SARA-ELLEN WILLIAMS London Legacy Development Corporation

JAMES WOOLLARD Blast

143

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CONTENTS GOVERNANCE STRATEGY, READINESS AND LEGACY

COMMERCIAL AND FAN EXPERIENCE VISIBILITY, VALUE AND

10 The system is the strategy

THE AUDIENCE

14 Operational Readiness – from programme management to assured

80 Brazil is not a side project: why major events suppliers need more

integrated capability - case study Milano Cortina 2026 17

than operational excellence to grow in the Brazilian market

From Glasgow to Birmingham and Back Again, Leading Through

82 Why PR is critical for sports business

Crisis and Building a Legacy in Major Events

85 Which major events exist in AI answers - and which don’t

19 Building Common Wealth: How the Commonwealth Games Reset is creating a more attractive, flexible and sustainable model for major events 22 From Visibility to Viability: Rethinking Event Strategy in China 24 From Strategy to Action: Finland Strengthens Its International Sports Event Ambitions

87 The experience economy, data, insight and the science of the Saturday night 90 From London to Dubai, three decades of strategy, insight and hospitality 93 Inside Sportel: the event that continues to connect the global sports industry 96 When the industry is the audience

HOST CITIES AND DESTINATIONS PLACE, POWER AND PURPOSE 28 When events become unavoidable: choosing significance over scale

OPERATIONS AND PRODUCTION PRECISION AT SCALE

30 Putting Birmingham on the global sports map

99 End-to-end lighting and rigging across 29 Olympic venues

33 Beyond the spotlight: the strategic role of smaller destinations in the

102 How ANOC is helping to redefine visibility at multi-sport events

global major events ecosystem 35 Compact, connected and quietly confident: Hannover on the world stage 38 Cementing a historic legacy at Queen Elizabeth Olympic Park 41 The strategic power of venues and host cities in the global events landscape 44 With a team you go far 47 Following your dreams, embracing challenge and making a difference beyond the field of play

104 Scaling smart in a changing event landscape 106 From Sydney to Paris, two decades of precision, partnership and resilience on the global ceremonial stage 108 More than rooms: the strategic role of accommodation in sports event success 112 Delivering SailGP on a global scale 115 Logistics that moves more than goods: enabling para sport on a global scale 117 Rethinking event infrastructure: a conversation about Optima 1 121 Global technical production translating vision into reality

INCLUSION AND SOCIAL IMPACT SPORT FOR EVERYONE 50 Hidden inequity: rethinking inclusion design in sport and major events 52 Beyond the bike: designing impact from the outset 55 People come first. Programmes follow. The future is built by volunteers 58 From training tool to global discipline: how indoor rowing is redefining what a sport can be

INNOVATIVE SPORTS REWRITING THEIR OWN RULES 126 Already Playing: Inside Esports’ Push for Recognition, the Live Event, and a Seat at the Olympic Table 129 The Freestyle Trampoline Association and the Reinvention of Trampoline as an Action Sport 132 From Street Workout Movement to Global Sport - Calisthenics: WSWCF’s Strategic Path for the Next Era of Urban sports

62 The beautiful game, for everyone the game forgot

134 Rewriting the Rules: Wilco Nijland on QKOTC’s Global Ambition

66 Beyond hospitality: how Dakar 2026 is redefining the future of

138 The Clean Revolution: How Extreme H Turned the Desert into a

major events in Africa

Hydrogen Proving Ground 140 From the Playground to Global Sport: How IJRU is Refining the

SAFETY, SECURITY AND LEGAL ANTICIPATE, PROTECT, PREVENT 70 Three ways social media has changed event safety and security 73 Systemic fragility and legal duty: a vulnerability framework for major sporting events 75 Crowd management and safety seeing problems before they happen

Future of Jump Rope 143 From Pitch to Pixels: The Evolution of Host City Bidding in FIFA, Esports and Competitive Entertainment 146 Bringing World-Class Watersports Events to Host Cities 148 Rolling Forward: World Skate’s Evolution as Governing Body 151 Connecting Sport, Esports and New Audiences: The Role of a National Esports Federation

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GOVERNANCE STRATEGY, READINESS AND LEGACY

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THE SYSTEM IS THE STRATEGY

Lambis Konstantinidis Managing Director, ENA DYO Lambis Konstantinidis is Managing Director of ENA DYO, a specialist consultancy in major events governance and operational planning. A graduate of Sciences Po Paris, Grinnell College, and the Johns Hopkins University School of Advanced International Studies, he began his career at the Athens 2004 Olympic and Paralympic Games and subsequently contributed to organising committees across six Games cycles, including Turin 2006, Vancouver 2010, London 2012, and the Toronto 2015 Pan American and Parapan American Games. He joined the Paris 2024 candidature as Head of Sport and Paralympic Integration and served as Executive Director of Planning and Coordination throughout the delivery phase, with responsibility for IOC and IPC relations, C3, Operational Readiness, Risk Management, Innovation and Games learning.

When the opening ceremony of the Paris 2024 Olympic Games was staging across the Seine, a statistical anomaly was unfolding overhead. During the previous twenty five years, rain on July 26 had never exceeded a fraction of a millimetre over the French capital. Hard rain came regardless. For Lambis Konstantinidis, who spent years as Executive Director of Planning and Coordination for the Paris Organising Committee, the moment was a compressed lesson in everything he had spent his career preparing for. “I am not going to say there was a complete absence of panic,” he recalls. “But we all knew what we had to adjust: the Ceremonies team in particular was on top of it and changes were made in a matter of a few hours.” The candour is characteristic. Konstantinidis has operated at the centre of some of the most demanding events environments in international sport, from Athens 2004 to London 2012 and Paris 2024. He is now Managing Director of ENA DYO, his own specialist consultancy, and the shift in pace has given him space to articulate what two decades of delivery actually taught him. The lessons are not always the ones the industry expects to hear. The stakes have changed, not the

he says. “Making bigger does not

fundamentals.

necessarily mean making it better.

Asked what progress across multiple

Complexity grows naturally over the

Games cycles genuinely looks like,

years because technology advances

Konstantinidis is measured. There

and expectations from the public

has been genuine movement, he

and the athletes are becoming much

argues, but it is not simply linear

more significant. There is enough

advancement. The most significant

complexity as it is.”

shift has been a growing recognition that scale and quality are not the

that the essential things must

same thing.

remain protected. Technology has

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The corollary, he argues, is

expanded what organisers can imagine delivering, but budgets

have not kept pace. The result is a

was responsible for holding an

operational planning is not too useful

constant tension between ambition

extraordinarily complex organizational

because at the end of the day nothing

and affordability that he sees as one

structure together across the full

happens the way you plan for it. But

of the defining pressures on the

lifecycle to the Games. The role

operational planning allows you to put

contemporary industry. His answer to

required him to think seriously about

down on paper what it is that you want

it is not restraint for its own sake, but

what planning actually means when

to do. If you are well trained on what

clarity about purpose. If the swimming

the world can change in ways no

your ideal scenario is, then you have

pool does not meet the competition

model anticipates. A pandemic had

free bandwidth in your brain to be able

standards, he says, everything else will

already reshaped the Tokyo and

to address complexity or the surprise.”

not make up for it.

Beijing cycles. The war in Europe

Contingency planning, in his view,

“Focus is never a bad idea. You

arrived during the Paris preparation

is the logical extension of operational

must first secure what is essential and

period. Political instability in France

mastery. Once the sunny-day scenario

then work on everything else.”

was a recurring backdrop.

is understood deeply enough to be

“If you are well trained on what your

His framework for absorbing

second nature, the organisation has

ideal scenario is, then you have more

uncertainty rests on a distinction

the cognitive space to respond to the

bandwidth to address complexity or

that he returns to repeatedly: the

scenarios that were not anticipated.

the surprise.”

difference between improvising and

Weather, political disruption, a last-

being trained. A well-rehearsed plan

minute stakeholder complication: these

Planning for a world that will

is the precondition for being able to

become manageable not because

not hold still

adapt, he argues.

they were foreseen in every detail, but

At Paris 2024, Konstantinidis

“There is this aphorism that says

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think and think quickly drawing from

in planning terms, the event is still

technically demanding aspects of

its toolkit.

frequently treated as the adapted

major event governance, and one of

version of the Olympic Games,

the least understood from outside.

around the organising committee. In

rather than as a distinct operational

Konstantinidis spent years managing

Konstantinidis’s account, successful

challenge that must be addressed on

IOC and IPC relations at Paris, and his

delivery is never a single institution’s

its own terms.

account of what that work actually

Equally important is the ecosystem

achievement. It is the product of trust

“When it comes to planning, it does

involves challenges a common

accumulated with the IOC, the IPC,

remain in many respects the event

assumption: that the primary skill is

international federations, national

that comes second for many people.

diplomatic agility.

Olympic and Paralympic committees,

It is usually about how do we adapt

In his view, the foundation is

press, broadcasters, and delivery

our operations for the Olympics to

much simpler and much harder to

partners over years of transparent

the Paralympics? And I think one of

sustain. It is honesty. The shift he

working.

the things that we have been trying

credits the IOC with making, in moving

to do is to identify those areas where

from the language of clients to the

then they are calm, and solutions

simply scaling down will not deliver the

language of stakeholders, represents

always come together. Solutions do

Paralympics.”

something more than terminology.

“If people confident in each other

not come from one person alone. You

Transportation is the clearest

have to trust the system, the ecosystem

example. An accessible transport plan

that you have built. If you have trust

cannot be reverse-engineered from

with them, if you are open and share

an Olympic one. The planning logic, he

stakeholders, an ecosystem where

in transparency what is happening,

says, should run the other way: design

everybody has a stake in the success

solutions will come at you.”

robustly for the Paralympic accessibility

of the event, this is exactly what

requirements, and the Olympic

changes the mindset. Partnerships are

Inclusion as an operational

adaptation becomes a straightforward

based on trust, on transparency, and

question, not a political one

matter of scale. This is the inversion that

not on hiding things or making things

Paralympic integration has run through

he believes can produce both a better

look nicer than they are.”

Konstantinidis’s career from its earliest

Paralympic experience and a more

stages. He served as an IPC advisor

efficient overall operation.

at Beijing 2008, held a dedicated

“The earlier you can address those

It reflects a genuine change in the underlying model. “If you think in terms of

“If people know in advance your constraints, they can plan around them. The IOC has made huge changes

Paralympic integration role in the Paris

challenges, the better off you will be.

over the years in trying to be not just

bid committee, and brought that focus

And that is probably the area where

an authority with a contract, but a

into the operational heart of the Paris

we made good progress in Paris 2024

partner. They are investing billions in

OCOG. His perspective on how the

and we need to keep pushing. Because

this. They want this to succeed, even

industry has changed is honest about

ultimately, it is not just a nice to have. It

more so maybe than you, because

both the progress and the limits of

has tangible consequences both on the

they are going to be there for the next

that progress.

experience but also on your budget.”

100 years.”

have grown substantially in audience,

Trust is built before you need it

An industry at its own inflection

recognition, and commercial value

The relationship between an organising

point

over the past two decades. The stories

committee and the international

The transition from a senior role

they generate are exceptional. But

bodies it serves is one of the most

within an organising committee to a

The Paralympic Games, he argues,

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transparency we give to the system and to the citizenry, where public scrutiny is naturally becoming very important, the better we are able to deliver events that people are comfortable with.” He closes on the athletes, and not the elite athletes whose commercial value is already recognised. His concern is for the grassroots ecosystem, the young people at the beginning of a sporting journey who will face years of cost and difficulty and for whom success, statistically, will remain out of reach. The industry’s long-term sustainability, he argues, consultancy practitioner has given

are going to be eliminated. Are we

depends on whether it can maintain

Konstantinidis a different vantage point

really trying to create those synergies

investment at that level. If it cannot,

on the industry’s structural challenges.

or are we just leaving the market to

the pipeline on which everything else

What he sees concerns him in ways that

determine?”

depends will narrow.

Long-term thinking, he argues, is

“Unless we can keep investing in

not optional: markets can shift rapidly,

those kids and the ecosystem feels that

geopolitical reorientations can close off

we all as a community have a stake in

become dangerously overcrowded.

what appeared to be reliable hosting

them, then that future will not happen.”

The proliferation of events across the

environments, and investment worth

It is the system, in the end, that

board has produced a situation in which

hundreds of millions can be lost.

the day-to-day demands of delivery rarely allowed time to articulate. The sports calendar, he argues, has

determines outcomes. The plan matters. The training matters. The trust

more supply does not translate into

If there is one structural change he

more value. Broadcasters, sponsors,

would make to the way major events

matters. But what holds it all together

and spectators all face a thinner slice of

are planned and governed, it is cultural

is the recognition that no single actor,

attention to distribute across a larger

as much as organisational. The industry

however well resourced, can substitute

number of events over the same 365

still tends, he says, to allow each

for a shared commitment to what the

days. Some will grow. Others will be

stakeholder to optimise for their own

event is actually for.

eliminated. The question is whether

position, rather than to see the whole

the industry is actively managing that

system and their place within it.

process or simply allowing it to happen.

“We cannot keep thinking that

“There is a proliferation of events

as long as I get what I need, it is fine

across the board. The sports calendar

because I am the most critical part of

is full. It starts becoming probably

the system. Without television there are

more than what the market can absorb.

no Games, without athletes there are

The more events, it means a thinner

no Games, without sponsors there is no

slice of the pie for everyone. If some

money. Well, the reality is, without any

people grow, that means some people

of you, this cannot happen. The more MAJOR E VENTS JOURNAL 13

OPERATIONAL READINESS – FROM PROGRAMME MANAGEMENT TO ASSURED INTEGRATED CAPABILITY - CASE STUDY MILANO CORTINA 2026 Dragana Clarke Operational Readiness and Main Operations Center Director FONDAZIONE MILANO CORTINA 2026 Organising Committee for the Olympic and Paralympic Winter Games Dragana Clarke, leader and senior advisor in governance and resilience, served as Director of Operational Readiness and the Main Operations Center for the Milano Cortina 2026 Olympic and Paralympic Games

In major events, millions of people see the event through the lenses of broadcast cameras admiring the look of the event in spectacular host city settings. Thousands of privileged ticket holders and stakeholders make the experience in person, and while athletes enjoy their first-class service journey where perfection is expected at each step, there is an invisible engine behind the scenes that makes everything happen. What is Operational Readiness

of their plans and contingency plans.

and what role does it play in major

Operational Readiness therefore is a

events organization

process of transitioning from planning

Operational readiness is the

and program management to assured

fundamental piece of the lifecycle

operational and integrated capability

of complex event preparation

founded on acquired operational

bringing plans, delivery models and

competence and confidence that the

governance frameworks to life and

developed plans will work.

providing the assurance that the

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This approach prepares us to

event delivery will succeed. After

quickly and efficiently resolve problems

establishing service delivery models

during operations, often before

for routine situations, we need to

anyone external to the organisation

proactively anticipate potential

has perceived that there is an issue.

problems that can divert from the

When the Operational Readiness

original plans. Alternative plans are

process is put in place, it acts as

then developed in advance and the

the enabler that makes a difference

whole system stress-tested, allowing

between average and excellence in the

teams to confirm the effectiveness

organisation of an event.

Finding and rehearsing solutions

more than 500 risks, developed 700+

In the case of MICO26, we talk about

before the problems occur

policies, procedures and contingency

multiple cities and regions. While the

When we plan and rehearse the

plans and rehearsed all the most

OCOG delivers venue operations and

responses to different circumstances

important plans during 100+ readiness

event specific services, host cities are

there will always be a solution.

exercises and test events that

responsible for ensuring sufficient

Operational readiness is a method of

engaged around 2000 individuals from

capacity and responsiveness for public

developing resilience within individuals

OCOG and external stakeholders.

security, mobility, medical services,

and teams, as well as across the whole

Whether applied to infrastructure,

utilities, public spaces management,

event ecosystem. Quantitative and

technology, people or processes,

and urban infrastructure.

qualitative analysis allows development

in MICO26 we effectively stress-

of risk register and allocation of scale to

tested the entire Games system. This

their responsibilities, many situations

problems severity.

helped progressively build individual,

that occur during the event require

Operational plans, policies and

team and collective competence

coordination, information sharing and

procedures, and contingency plans

and confidence to face any kind of

joint response between OCOG and

are produced and assured through

circumstances during the Games.

stakeholders. This is why joint games

exercises and testing. Operational

While each organization maintains

time governance also needs to be

readiness provides the framework

Host cities participation in the

planned and rehearsed as a key pillar

for a structured approach to the

Operational Readiness process

of the event wide collective operational

governable problem-solving process.

Major event success depends as much

readiness effort.

In Milano Cortina 2026 (MICO26), we

on internal OCOG readiness as it does

We shared information about

identified, assessed and mitigated

on host city stakeholders’ resilience.

identified risks with all the cities and

MAJOR E VENTS JOURNAL 15

resolved across multiple domains. The MICO26 MOC comprised of representatives of all MICO26 Functional Areas and their external counterparts: suppliers, partners, or municipal, regional and national government stakeholders. Key Functional Areas had their own domain operations centres within the MOC, known as Functional Operations Centres. These included Sport, Technology, Transport, Security, Energy, Protocol and others. For any eventuality during the Games, we had someone in the MOC to refer to who could reach the relevant person on the ground or relevant decision maker in a stakeholder organisation. The MOC involved all key public and private

Command, Control, Coordination and

operated for 111 consecutive days and

stakeholders in joint operational

Communications. Key to the success of

had an oversight of more than 4000

readiness program that culminated

C4 is the design and delivery of a Main

issues, with 12% of them being directly

in two games wide simulations; 100

Operations Center, as central hub of

managed by the MOC.

days and 50 days prior to the start of

Games time governance. From outside,

the Games. The second games wide

the MOC is often defined as the “brain”

situational awareness to all

simulation involved all regions with

of the Games. Inside the MOC, it is

stakeholders, and regular reporting

more than 1000 participants from both

much more organic and less abstract.

and assurance to executive leadership

MICO26 and our external stakeholders.

The MOC is a collaborative

The MOC provided constant

on the operations progress and

It was a great learning opportunity

environment which provides situational

issues resolution. This set up, assured

that helped everyone involved become

awareness through the maintenance

through a robust operational readiness

more prepared to work together during

of a common operating picture and

program, enabled the successful

the Games.

which gathers different competences

management of both routine

to manage any eventuality. Security,

operations and operational disruptions,

Working together during the Games

transport, technology, weather

contributing to delivery of an amazingly

across geographically distant

monitoring, sport, event services,

successful Winter Olympics and

locations - MICO26 example

city operations, emergencies, all

Paralympics in Italy.

Event time governance, information

come together in the MOC. Everyone

sharing, decision making and the

maintains their own responsibilities,

reporting processes during the

but the decision making becomes more

operations is referred to as C4 –

transversal and allows issues to be

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FROM GLASGOW TO BIRMINGHAM AND BACK AGAIN, LEADING THROUGH CRISIS AND BUILDING A LEGACY IN MAJOR EVENTS Ian Reid CBE Non Executive Chair Commonwealth Games Scotland Ian Reid CBE is currently NonExecutive Chair of Commonwealth Games Scotland - the body responsible for selecting and preparing Team Scotland for each Commonwealth Games and Youth Games. He is also the Vice-Chair of the Glasgow 2026 Commonwealth Games Organising Committee. Ian currently runs his own Mega Events Advisory business from which he has recently led the World Combat Games and Islamic Solidarity Games in Riyadh, Saudi Arabia and continues to advise the Saudi sports leadership on their event portfolio. He was also a Strategic Advisor to the CEO, Board and Government on the recent UCI World Cycling Championships in Scotland. He is an Advisor to the UK Cabinet Secretary, Cabinet Office and DCMS on the UK Government Major Events strategy including having provided a senior assurance role on His Majesty the King’s Coronation and led a Government Major Events review following Operation London Bridge. Ian was awarded a Commander of the British Empire (CBE) medal in the King’s first honours list for his work as Chief Executive of the Birmingham 2022 Commonwealth Games, planned through the Pandemic. His first role in mega events was as CFO for Glasgow 2014 where he led a Corporate Services team for 7 years in planning, delivering and dissolving the Organising Committee.

Few leaders in British sport have shaped the modern Games landscape quite like Ian Reid CBE. From his seven years building Glasgow 2014 to steering Birmingham 2022 through a global pandemic, his career has been defined by delivery under pressure. Along the way he has advised the UK Government, the Saudi sports leadership and played a senior assurance role in His Majesty the King’s Coronation. Now Vice-Chair of the Glasgow 2026 Organising Committee, he reflects on the people, partnerships and hard-won lessons that have shaped three decades at the top of the major events industry. How has your career journey led

Looking back across your career,

you to become a recognised leader

what was the single most pivotal

in the major events community?

role that shaped your career

I trained as a Chartered Accountant

and why?

with my early career focused

My first CEO role was at Birmingham

around supporting the funding of

2022 Commonwealth Games and it

major infrastructure programmes.

was certainly the most pivotal role in

This experience provided me with

my career. Having the honour and

a good grounding in stakeholder

experience of leading the team in

management and project

challenging circumstances to deliver

management - both key skills when

an amazing event was a privilege. Like

leading on major events. I entered the

any new CEO I learned a lot along

sector as CFO on the Commonwealth

the way with the support from an

Games in Glasgow (my home city) and

excellent Board and team.

my major events career developed from there.

MAJOR E VENTS JOURNAL 17

What is the greatest professional

eyes to a different way of working with

If you had to offer a single piece of

challenge you have faced, and how

the Governance framework and risk

advice to those seeking to emulate

did you overcome it and/or learn

appetite being quite different to the UK.

your career journey, what would

from it?

The country’s ambition and talent is

that be?

Covid 19 impacted the major events

hugely impressive and they can deliver

In your early career take any

sector in a significant way. The

at much greater speed than I thought

opportunities available. Understanding

pandemic landed in the final 2 years of

possible.

the roles of all the key functions in

our planning for Birmingham 2022 with

event management will help your

the team being recruited and working

Would you encourage the next

wider understanding as your career

remotely. A lot of operational plans

generation to pursue a career

develops. Take the time to learn from

had to change including a new Athlete’s

in the major events industry,

those experienced in the sector and

Village solution and contingency plans

and if so, why?

stay close to those contacts. It’s a

being developed.

In a world where people are looking

small industry and opportunities will

at the impact AI will have on different

come along if you have a reputation of

Given the international dimension

jobs, I believe creating memorable live

delivery and strong relationships.

of your role, what have you

experiences will always need human

learned from working with staff

talent and creativity. It’s a hugely

That experience shaped me as a leader.

and organisations from so many

rewarding sector with the outputs of

I have been a chief executive for the

different countries?

your hard work being tangible amazing

last ten years, during which time I have

The last 3 years of my career has seen

shows.

been involved in some extraordinary

me working a lot in Riyadh, Saudi

things and some genuinely difficult

Arabia. It has definitely opened my

circumstances. Through all of it, I keep reminding myself how privileged I am.

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Katie Sadleir

BUILDING COMMON WEALTH: HOW THE COMMONWEALTH GAMES RESET IS CREATING A MORE ATTRACTIVE, FLEXIBLE AND SUSTAINABLE MODEL FOR MAJOR EVENTS

Chief Executive Officer, Commonwealth Sport Katie Sadleir is the Commonwealth Sport Chief Executive Officer, joining from World Rugby in November 2021. At World Rugby, Katie led the global development of the women’s game as General Manager of Women’s Rugby. A Commonwealth Games medallist and an Olympian, Katie turned her athletic experience into sports administration as the Assistant Chef de Mission New Zealand at the Victoria 1994 Commonwealth Games. Following this, Katie led the establishment of the New Zealand Academy of Sport network before becoming General Manager of Sport and Recreation New Zealand (now Sport New Zealand) from 2000-2006. She has also held director and board positions with Sport New Zealand, High-Performance Sport New Zealand, International Association of Elite Sport Training Centres, New Zealand Swimming Federation and was a member of the New Zealand Olympic Committee (NZOC) Athletes’ Commission.

In November 2025, the 2030

event industry. The Commonwealth

Centenary Commonwealth Games

Sport Movement now stands at the

was awarded to Amdavad, India. It

threshold of a new chapter: one that

was a moment that felt, to those

we believe will ensure the Games

who have been part of this journey,

remain relevant, sustainable and

genuinely historic. Not just because

inspiring for athletes, hosts and

of what it means for the Games, but

citizens across the Commonwealth.

because of what it represents for how major multi-sport events can be

A movement that chose to evolve

conceived, hosted and delivered in

Since its creation nearly a century

the years ahead.

ago, the Commonwealth Games has

The road to that moment has

been shaped by its values as much as

been one of the most energising

its sport: 74 nations and territories,

periods in Commonwealth Sport’s

2.7 billion people, and a belief that

history. It has required us to think

sport can build understanding and

differently, engage more openly,

opportunity. The Games has led with

and build a model that genuinely

fully integrated Para sport, equal

responds to what governments,

visibility for women and men, and a

athletes and communities across

global stage for athletes who might

the Commonwealth are telling us

not otherwise have one.

they need. This shift in approach and

Victoria’s withdrawal as 2026 host

the model which has been created

was a watershed and it was a difficult

as a result, the Games Reset, carry

time for everyone associated with

vital lessons for the whole major

the Games. Hosts have stepped MAJOR E VENTS JOURNAL 19

back before, but for our movement it

Five pillars, ten principles

across several key operational areas,

became a catalyst. What could have

At the heart of the Games Reset is

including prioritising existing venues

ended the Games instead showed

a simple idea: hosting should create

over new builds wherever possible, and

unity: all 74 nations agreed the Games

“common wealth,” lasting value for host

co-creating budgets and programmes

matter and should be preserved.

nations and communities across five

to ensure resources are managed

However, it accelerated our review of

dimensions.

efficiently.

whether the traditional model was still fit for purpose for the future.

Those dimensions are sport wealth

Flexibility is equally central. Hosts

(stronger, inclusive sport systems),

can shape the Games to their context,

diplomatic wealth (deeper ties and

capacity and legacy, including co-

world, the model had to evolve.

cooperation), economic wealth (growth,

hosting across cities, regions or nations,

Governments want clearer returns on

jobs and innovation), cultural wealth

opening the door to first-time hosts.

public investment, communities expect

(celebrating diversity and indigenous

lasting local benefit, and more nations,

resilience) and social wealth (advancing

A process that matched the

especially across Africa, Asia and the

inclusion, equality, education, human

ambition

Pacific, are ready to host if the model is

rights and climate resilience).

The 2030 host selection process put

To keep pace with a changing

genuinely accessible. At the Commonwealth Sport General

These pillars translate into ten

these principles into practice. Instead of

practical principles for planning,

an expensive, prescriptive competitive

Assembly in November 2023, after

funding and delivery. One of the

bid, we launched an Expression of

Victoria’s withdrawal, the message was

biggest challenges in delivering a

Interest in January 2025, inviting CGAs

clear: a fundamental reset was needed

Games is managing the cost of the

to explore hosting opportunities for

so the Games could not only survive

event. Through our new model, we

2030 and beyond.

but thrive. What followed was not a

have sought to reduce costs by up to

defensive response, but an ambitious

60% compared with previous editions

expectations. By the March 2025

reimagining of what the Commonwealth

of the Games. This has been achieved

deadline, interest was unprecedented,

Games can and should be.

by introducing revised approaches

reflecting real confidence in the new

20 MAJOR E VENTS JOURNAL

The response exceeded

model. Seven CGAs moved into cocollaboration: intensive, supportive dialogue with the Commonwealth Sport team to shape proposals that were ambitious, achievable and aligned to national priorities, supported by meetings, site visits and expert input across venues, finance and sport programme. This breadth and quality of interest affirmed that the Reset is working, drawing in nations that previously would not have considered hosting. By Copyright ©BDP

replacing competition with co-creation, we enabled more candid conversations,

Amdavad 2030: the Centenary,

unique to the Commonwealth Games.

more creative solutions and, ultimately,

reimagined

Across multi-sport events, rights

more sustainable proposals.

Awarding the 2030 Centenary Games

holders are looking for hosting models

to Amdavad builds on what Glasgow

that are more accessible, lower

Glasgow 2026: a bridge to the future

enabled, a Reset-era Games shaped

risk and clearer on the social and

Before Amdavad comes Glasgow,

through co-creation. India brings scale,

economic returns governments and

proof of concept for the Reset and

ambition, sporting passion

communities now expect.

a pivotal chapter in this story. When

and cultural richness to the Games’

The Reset offers lessons with wider

Scotland stepped forward to host 2026,

hundredth year.

relevance. Moving from competitive

it set the Reset in motion. Glasgow

Amdavad, India’s first UNESCO

2026 will welcome 3,000+ athletes

World Heritage City and a fast-growing

early, builds trust and delivers more

across ten sports and six Para sports

economic centre, sits in Gujarat,

sustainable agreements. Prioritising

from all 74 Commonwealth nations and

which aims to become India’s sports

operational delivery over new

territories, delivered at no cost to the

capital. The proposal builds on existing

infrastructure tackles a major source

public purse by using existing world-

infrastructure and India’s strong

of cost inflation, while designing legacy

class venues and the city’s proven

record of hosting major events, with

from the first conversation strengthens

expertise.

the Games designed around national

accountability.

Glasgow 2026 has already strengthened confidence in the Movement. Confirming a 2026

context and legacy priorities, not imposed from outside. The Centenary Games will showcase

bids to co-creation surfaces constraints

At their best, major events leave lasting benefits, for host communities, athletes and the connections between

edition unlocked the pipeline of

a Movement renewed: a secure

nations. The Commonwealth Games

interest that followed, reassured

pipeline, more engaged nations, and a

Reset is our commitment to delivering

commercial partners, and signalled

model that fits the world as it is today.

that lasting common wealth in every

real momentum. Scotland’s timely

edition.

leadership will leave a cornerstone

What this means for the major

legacy for Glasgow and the wider

events industry

and will continue sharing what we learn

Commonwealth Sport Movement.

The pressures driving change are not

with peers across the industry.

We are excited for the next century

MAJOR E VENTS JOURNAL 21

FROM VISIBILITY TO VIABILITY: RETHINKING EVENT STRATEGY IN CHINA

Greg Turner Expert in Owner Representation, Project Turnaround & Strategic Risk Mitigation A senior executive leading the full lifecycle of complex sports and entertainment venues. My career is defined by serving as the owner’s representative on high-stakes capital projects, turning ambitious vision into operational and commercial reality. I have a proven track record of delivering results, from leading a USD110 arena and hotel complex to commanding multi-million dollar P&Ls and building highperformance leadership teams from scratch. My expertise was forged in one of the world’s most demanding markets, providing me with a unique ability to de-risk projects, navigate ambiguity, and drive growth.

For years, China was a market where deals got done—even when you couldn’t fully explain why. Local governments across China were actively pursuing international sports events, drawn by the visibility, prestige, and signaling value they brought. This demand was backed by significant investment in world-class infrastructure and a willingness to support events at scale. For international rights holders, it consistently delivered opportunities. From the Beijing 2008 Olympics through to the 2022 Winter Games, China established itself as a reliable destination for global events. How those deals came together was not always easy to interpret. Decision-making could appear opaque, stakeholder relationships were complex, and commercial strategies did not always align with how rights holders would typically structure or maximize an event. Yet those challenges rarely prevented deals from getting done. The system absorbed them as long as the event served the broader local objectives. Why the model worked

were secondary. The return was not

That outcome was not accidental. It

just financial. It was measured in city

reflected how international events

positioning, land value support, and

were positioned within the system.

central-local performance signalling.

International events functioned as policy tools, supporting visibility,

From visibility to measurable

tourism positioning, and infrastructure

return

activation.

Since COVID, that same market has

With significant capital already being deployed into venues and

a local partner is less predictable,

surrounding districts, events were

discussions can extend without

a mechanism to validate that

resolution, and outcomes are less

investment, both politically and

predictable.

economically. In that context, commercial results 22 MAJOR E VENTS JOURNAL

become harder to navigate. Securing

What has changed is structural— and it has been directed.

Beginning with the 14th Five-

tested against a narrower set of criteria:

Opportunity remains—but on

Year Plan’s push toward sports

1. Prove consumption, not just

stricter terms

consumption, tourism integration,

interest

This does not mean the opportunity

stronger market supervision, better

You need to show how the event

in China has diminished. But it has

venue utilization and event evaluation,

converts into spending—ticketing,

become more conditional.

and carried forward in the 15th Five-

travel, accommodation, F&B, and

Year national outline’s emphasis on

retail.

expanding culture, sports, and tourism

2. Align with city and tourism

The market still has scale, infrastructure, and demand. What has changed is the threshold for how

consumption, and improving event

strategy

approval frameworks, the bar for

Events are no longer assessed in

For rights holders, that requires a

international events has shifted.

isolation. Your proposition needs to

reset. Not in whether to engage with

Part of that shift is policy. Part of

fit within existing tourism flows, city

the market, but in how propositions are

it is fiscal reality. Local governments

positioning, and event calendars.

structured, evidenced, and delivered.

are operating under tighter debt-risk

3. Activate existing infrastructure

China was once a market where

controls, and weaker land-sale income

The venues are already built. The

deals got done—even when you

has made open-ended event support

question is how your event uses

couldn’t fully explain why. That

harder to sustain. As a result, vague

them—before, during, and beyond

opacity has not disappeared. But

subsidy-led propositions are harder

the event window.

it now sits alongside a clearer set

to sustain.

4. Show repeatability and demand

events justify their place within it.

of expectations—and more ways

building

for decisions to be tested against

still look familiar with the same cities,

One-off events carry less weight.

outcomes.

venues, and stakeholders. But the

Propositions that can return, build

For those actively looking to

underlying economics have shifted.

an audience, and generate sustained

re-enter, the challenge is no longer

Hosting still matters, but it no longer

demand are more aligned with how

access—it is alignment.

justifies itself. Opacity remains,

value is now assessed.

From the outside, the system can

but it now operates within tighter

5. Bring a financeable, fully allocated

supervision, less fiscal slack, and

delivery model

far less tolerance for gaps between

Commercial structure, revenue

promise and delivery.

logic, guarantees, operating responsibilities, and downside

What rights holders now

allocation need to be defined

need to show

upfront.

You are not simply selling an event. You

6. Show compliance, safety, and

are asking a local partner to underwrite

approval readiness

a package of commercial, operational,

You need a credible route through

regulatory, and reputational

approvals, defined responsibilities,

assumptions. With new regulatory

safety planning, medical provision,

scrutiny on these assumptions, the risk

and insurance.

has increased and thus the burden of proof is now higher. As a result, propositions are now MAJOR E VENTS JOURNAL 23

FROM STRATEGY TO ACTION: FINLAND STRENGTHENS ITS INTERNATIONAL SPORTS EVENT AMBITIONS

Jani Backman Project Director | Sports Events Sport Event Management Finland Sport Event Management Finland is a national event unit funded by the Ministry of Education and Culture, host cities and sports institutes. Our goal is to strengthen Finland’s position as a dynamic host country for international sporting events. We connect event rights holders, host cities, sports federations, and event industry professionals. We organise national seminars and attend the most important international industry seminars and summits yearly. One of our latest projects, published on 29 April 2026, is a nationwide strategy focused on bidding for international championships, together with the Finnish Event Industry Association.

A new national strategy is guiding Finland’s future ambitions in international sports event bidding and hosting. Developed collaboratively across the sports and event ecosystem, the strategy emphasises long-term cooperation, datadriven decision-making, and the role of cities in creating internationally competitive, sustainable, and high-quality event experiences with measurable national impact. Finland has taken an important

knowledge base, clarifying roles

step forward in developing a more

and responsibilities, and fostering

coordinated and long-term approach

long-term cooperation between the

to international sports event bidding

state, cities, sports federations, and

and hosting. Together with Sport

event industry actors,” says Perttu

Event Management Finland (SEMF),

Pesä, Director of Events for the City of

the Finnish Event Industry Association,

Tampere.

cities, sports federations, and a broad network of stakeholders, a new

this collaborative approach.

national strategy for international

Representatives from host cities,

sports event bidding was officially

sports organisations, venues, tourism

published on 29 April 2026.

and business sectors contributed to

Covering the years 2026–2040,

the process, ensuring that the final

the strategy provides Finland with

outcome reflects the broader needs

a shared national framework for

and ambitions of the Finnish sports

identifying, prioritising, bidding for,

and events ecosystem.

and delivering international sports

For Finland, international sports

events in a more strategic and

events are not only about sport.

impactful way.

They are increasingly recognised as

“The goal has been to strengthen

2 4 MAJOR E VENTS JOURNAL

The strategy work itself reflected

tools for regional vitality, tourism

Finland’s competitiveness in an

growth, international visibility, and

increasingly demanding international

social impact. Finnish cities have

environment by building a shared

played a particularly important role

in developing this ecosystem through

Event Management Finland, together

sports events. Not by competing on

long-term investments in facilities,

with Sport Business by Jyväskylä

scale alone, but by delivering high-

sustainability, and event expertise.

University of Applied Sciences (Jamk),

quality, sustainable, and meaningful

“Finnish cities have accumulated strong

has invested in the past years in

events with measurable national

expertise and credibility in hosting

developing a unified approach to

impact.

international events over decades.

assessing the economic and societal

While Finland cannot always compete

impacts of events, supporting strategic

financially with larger countries, we

decision-making in bidding activities

compete through reliability, operational

and showing how events truly make

quality, sustainability, and safety —

a difference in the area. Previous

and by creating genuinely attractive,

studies have already demonstrated

audience-driven event experiences that

the substantial economic potential of

leave a lasting impression”, says Sanna

major sports events for host cities and

Forsström, Head of Brand & Events for

regions.

the City of Helsinki.

The long-term vision is ambitious:

The strategy also highlights the

by 2040, Finland aims to be recognised

importance of data-driven decision-

among the world’s leading countries in

making and impact evaluation. Sport

bidding for and hosting international

For further insights please contact: Email: jani.backman@sportsfinland.com Web: www.sportsfinland.com MAJOR E VENTS JOURNAL 25

HOST CITIES AND DESTINATIONS PLACE, POWER AND PURPOSE

26 MAJOR E VENTS JOURNAL

THE DESTINATION IS THE PRODUCT The relationship between a major event and its host destination has never been straightforward. Cities bid, win, and deliver, and then spend years arguing about whether it was worth it. That argument, in many cases, is the wrong one to be having. What the most successful host destinations understand is that the event is not the product. The destination is. The event is the mechanism through which a city chooses to present itself to the world, and the quality of that presentation depends almost entirely on decisions made long before the opening ceremony and sustained long after the closing one. Infrastructure, identity, stakeholder alignment, community narrative: these are destination questions, not event questions, and they require destination expertise to answer them. MEI works with cities and destination organisations at precisely this intersection. Not as a bidding consultant or a logistics provider, but as a connector of experience across the markets, disciplines, and conversations that shape what hosting a major event actually means in practice. The contributors in this section represent some of the most thoughtful practitioners working in this space. Their insights are not theoretical. They come from the decisions, compromises, and occasional revelations that only direct experience produces. The destination that hosts well does not simply accommodate an event. It uses one.

Luke Lavelle

Destination Engagement Lead Major Events International

MAJOR E VENTS JOURNAL 27

WHEN EVENTS BECOME UNAVOIDABLE: CHOOSING SIGNIFICANCE OVER SCALE Events are often placed in major cities for their symbolic scale, yet many disappear into the environments hosting them. Rights holders create stronger commercial and experiential outcomes when events command local attention and reshape the city around them, rather than compete with the cultural gravity of larger places.

Mark Teeple Vice President of Festivals & Events at Discover Halifax Mark Teeple is the Vice President of Festivals & Events at Discover Halifax in Nova Scotia, Canada. Over the past 15 years, he has led and produced major sport, cultural, and business events across North America and internationally, including leadership roles with Web Summit, TIFF, and Pride Toronto. His experience spans event production and operations, rights holder and host destination strategy, and the governance of major civic public spaces, with a particular focus on how events interact with cities and public life.

28 MAJOR E VENTS JOURNAL

The industry often mistakes large

North America’s largest technology

cities for large stages.

conferences in Toronto, I had to

Rights holders have become highly

remind the team that despite 25,000

sophisticated at measuring venue

attendees, and millions in production,

capacity, hotel inventory, transport

we were not even the biggest event on

infrastructure, and broadcast

our block that weekend. Outside the

capability, while spending far less

venue, little changed. The city barely

time considering how an event will

registered our presence.

exist within the place hosting it once competition ends. Some events arrive in major

The events that endure—and break through—behave differently. The host city does not simply

centres with flawless delivery and

accommodate the event; it orients

strong attendance, only to disappear

around it, as the event spills into

into the scale of the city around

restaurants, public spaces, and

them. While producing one of

everyday conversation. That’s how

the right event, in the right place, can

harbourfront. Fans in team gear

rather than isolated competition, and

command a disproportionate share of

recognized one another downtown,

the event becomes more memorable

attention.

merchandise sales surpassed every

because it is experienced across an

other stop on the circuit, and race day

entire place, not just within a venue.

That dynamic is easier to achieve when an event is not competing with

filled rooftops, patios, and public

Cities and hosts often chase

the cultural gravity of a global city. For

spaces despite heavy wind and

symbolic scale. But many events

many major events, once technical

fog. Halifax finished the season as

would be stronger commercially

requirements are met, the advantages

SailGP’s highest-rated fan experience.

and experientially if they focused

of big cities diminish quickly. In those

Not because it is globally iconic,

less on prestige and more on places

environments, scale becomes dilution.

but because for that week it was

where the event itself can command

unavoidable.

attention.

When SailGP came to Halifax in 2024, there were real questions about

For rights holders, that kind of

The industry has invested heavily

whether the city was big enough or

city-wide presence concentrates

in measuring whether a city can hold

iconic enough. By race week, the

value: sponsors gain greater visibility,

an event. It is far less clear how it

event had spilled well beyond the

broadcasters capture atmosphere

measures significance.

For further insights please contact: Email: mteeple@discoverhalifaxns.com Web: https://discoverhalifaxns.com MAJOR E VENTS JOURNAL 29

PUTTING BIRMINGHAM ON THE GLOBAL SPORTS MAP

David Galbaugh Vice President of Sports Sales & Marketing Greater Birmingham Convention & Visitors Bureau David Galbaugh is Vice President of Sports Sales and Marketing at the Greater Birmingham Convention and Visitors Bureau, the organisation responsible for promoting Birmingham, Alabama as a destination for visitors, meetings and major sporting events. He joined the GBCVB in 1996 and established its dedicated sports department in 2007, building it into a recognised driver of economic and reputational growth for the region. Across nearly three decades with the bureau, David has led the destination’s bids for and delivery of some of the most significant events in its history, including the 2018 U.S. Women’s Open Golf Championship, the Olympic Marathon Trials, the Davis Cup and the 2022 World Games, the latter representing a seven-year planning effort that culminated in Birmingham hosting more than thirty international sports across the city. He has continued that work with the World Police and Fire Games, hosted by Birmingham in 2025, alongside a steady stream of national and international competition.

David Galbaugh has spent more than thirty years championing Birmingham, Alabama as a destination capable of attracting and delivering major sporting events. In this interview he reflects on a career defined by accumulation rather than any single milestone, on the mentor whose leadership shaped his own approach, and on the resilience required to keep moving forward through the pandemic. He looks back on the 2022 World Games as a defining moment of professional pride, and looks ahead to a future in which Birmingham takes its place among the recognised global sports cities. Throughout, his message is consistent. The major events industry remains, in his view, the most rewarding sector in the world, built on the simple foundations of hard work, accountability and genuine collaboration. How has your career journey led

Looking back across your career,

you to become a recognised leader

what was the single most pivotal

in the major events community?

role that shaped you, and why?

Over the span of thirty years it has

Honestly, I cannot pinpoint just

been a fun ride. The events that we

one. Things aggregate. Over a thirty

have worked with and the scope of

year career you build up a wealth of

activity our destination has taken

knowledge, and every role contributes

on have allowed both me and

something. Each lesson and every

Birmingham to flourish. Whether it

experience compounds and shapes

was the World Games in 2022, the

who you become. I hope my career

World Police and Fire Games or any

still has plenty left to give, and I expect

number of international competitions,

that pattern of evolution to continue.

the breadth of opportunity here

So rather than a single defining role, it

has been remarkable. Domestically,

is the accumulation of all of them that

the way Birmingham has grown in

has made the biggest difference.

reputation has been just as exciting, and I am glad to have played a small part in that. 30 MAJOR E VENTS JOURNAL

Who has been the most influential

What is the greatest professional

Given the international dimension

mentor or figure in your

challenge you have faced, and how

of your role, what have you

professional journey, and what

did you overcome or learn from it?

learned from working with staff

enduring lesson did they leave

Like everyone else, the pandemic

and organisations from so many

with you?

was the biggest hurdle. From 2020

different countries?

When I joined this organisation thirty

through to 2022, in different ways,

At the end of the day, people are

years ago, the person who hired me

it was relentless. What I learned

people. Our job is to make sure that

was my Vice President of Sales. The

was that you simply have to keep

our destination is presented in the best

way she led every day inspired me.

going. You have to stay positive, even

possible light, and to show partners

She was kind and she was a genuine

when staying positive felt almost

that we want to work with them and

people person, but she could also be

impossible, and you have to keep

do everything we can to make their

tough when she needed to be. She held

working. I came into the office every

event a success. That is how you build

you accountable. When you wrap all

day. There were only three of us in the

a reputation. Working with so many

of those qualities together, you get a

building at one stage, but that routine

different people from so many different

leader people genuinely want to follow.

gave me a sense of peace. We still had

countries has been one of the most

I wanted to be like her. Watching her

projects in motion, including a bid for

enjoyable aspects of my career. It is

leadership up close was a privilege, and

the World Police and Fire Games that

precisely why we want to attract more

the loss of her is something I still feel.

we were preparing in May of 2020.

international events. The diversity of

She was a very special person to me.

Some of that went virtual, and some

approach, perspective and experience

of those directors actually visited in

that international rights holders

person. I was fortunate to have work

bring is good for us, and it is good for

to keep me focused. I am not the kind

Birmingham.

of person who can sit still and dwell, so getting on with the job was how I coped. It was a tough period, but I am glad we are through it. MAJOR E VENTS JOURNAL 31

Across your thirty plus year career,

Would you encourage the next

working towards that now, and I want

can you single out one truly

generation to pursue a career in

to continue driving that mission until

unforgettable moment, and why?

the major events industry, and if

we get there. I want to keep playing

It feels a little like picking your favourite

so, why?

my part in our growth and to help put

child. There have been a lot of opening

I think it is the best industry in the

this city in the conversation alongside

ceremonies that stand out, but the

world. We shout that from the rafters

the recognised global sporting

World Games is the one I always come

at every opportunity. If you are looking

destinations.

back to. We started that journey in

for a career that is exciting, that offers

2015. The Games were ultimately

genuine financial opportunity, that lets

If you had to offer a single piece of

pushed by a year because of the

you exercise creativity and constantly

advice to those seeking to emulate

pandemic, but the fact that we crossed

expand your knowledge base, this is

your career, what would it be?

the finish line and finally welcomed the

the one. The chance to work with great

Work hard, but enjoy what you are

world to that opening ceremony made

people across so many disciplines is

doing. It sounds cliched, but it is true.

it deeply special. It represented years

unmatched. To me, this industry is the

You have to put in the hours, you have

of work, belief and patience from a lot

premier one.

to take ownership of your work and

of people, and seeing it come together was unforgettable.

32 MAJOR E VENTS JOURNAL

you have to collaborate, whether that Whether in your current role or a

is with partners, stakeholders or your

future one, what else would you

own team. Stay aligned with the people

like to achieve, and why?

around you. Be part of the team. And

More events for our destination. I want

above all, enjoy yourself. This is the best

to see Birmingham firmly established

industry in the world. Go out, have fun,

as a global sports leader. We are

and work hard.

BEYOND THE SPOTLIGHT: THE STRATEGIC ROLE OF SMALLER DESTINATIONS IN THE GLOBAL MAJOR EVENTS ECOSYSTEM Consuelo Sanchez Deputy Director, Florida’s Sports Coast (Pasco County, Florida, USA) Consuelo Sanchez is a distinguished leader in sports tourism with over a decade of service at Florida’s Sports Coast (FSC), Pasco County’s Destination Management Organization. Since joining the County in 2015, her rise from Senior Secretary to Tourism Deputy Director reflects her impact, strategic vision, and commitment to elevating the region’s tourism landscape. Her leadership has earned major accolades, including Pasco County’s Star Leader of the Year (2023) for the Public Services branch, Florida’s Sports Tourism Professional of the Year (2024), Compete Sports Diversity Person of the Year (U.S.), International Person of the Year (Tampa Bay region), and recognition as one of the Event Industry’s 2025 Women to Watch. She was also honored with a Resolution from the Pasco County Board of County Commissioners for her contributions to the community. Consuelo has played a pivotal role in shaping FSC’s brand, strengthening partnerships, and securing high‑profile national and international sporting events. She holds certifications in Sports Tourism Strategy, Hospitality & Tourism Management, Post‑Crisis Leadership, and is a Certified Autism Travel Professional.

Smaller destinations play a critical yet often overlooked role in the global major events ecosystem, providing the training, qualification, and high performance environments that underpin elite competition. Florida’s Sports Coast (FSC) exemplifies this impact through world class facilities, year round warm weather, and a strong developmental sports ecosystem. Offering privacy, affordability, and accessibility, as well as venues suitable for adaptive sports and emerging disciplines, FSC strengthens the pathway for athletes and organizers alike. As Florida prepares for major global events, FSC serves as a strategic overflow and training base - demonstrating that the success of major events is built in destinations beyond the spotlight. Beyond the Spotlight: The

Tampa, exemplifies this essential

Strategic Role of Smaller

role. Positioned within one of the

Destinations in the Global Major

nation’s most robust amateur and

Events Ecosystem

developmental sports ecosystems,

Major events are often defined by the

FSC benefits from Florida’s status as a

global cities that host them - places

powerhouse for youth championships,

with iconic venues, vast infrastructure,

collegiate tournaments, and national

and worldwide visibility. Yet behind

qualifiers, making the state a critical

every Olympic Games, World Cup,

engine for athlete growth.

or international championship is a wider network of smaller destinations

Florida’s Sports Coast: Strategic

that drive athlete development,

Positioning

qualification, and preparation.

FSC has emerged as one of the

Florida’s Sports Coast (FSC), located

most versatile sports destinations

in Pasco County just north of

in the Southeast, driven not by MAJOR E VENTS JOURNAL 33

massive stadiums but by elite training facilities, year‑round warm weather, and a community rooted in sport and outdoor activity. Its accessibility supported by direct flights from major European hubs including London, Frankfurt, and Amsterdam - positions it well within the global major events ecosystem. One of the most significant opportunities for smaller destinations lies in the expansion of adaptive sports and Paralympic pathways. As global demand for inclusive, accessible training environments grows, destinations like FSC are uniquely positioned to lead, offering conditions that support performance,

These venues offer privacy, controlled

and a central location ideal for teams,

development, and memorable

environments, and cost‑effective

media, and fans seeking quieter

experiences.

operations - an appealing combination

accommodations.

for federations seeking alternatives to High‑Performance Venues

crowded metropolitan hubs.

Without Congestion

Conclusion Major sporting events are built long

Florida’s Sports Coast features premier

A Complement to Major Events

before opening ceremonies begin.

venues that continue to draw top‑tier

The U.S. is entering an unprecedented

Increasingly, smaller destinations are

national and international events:

“Decade of Sports,” hosting nearly every

proving they are not just supporting

Wiregrass Ranch Sports Campus

major global sporting event, including

the sports ecosystem - they are helping

– a 98,000 sq. ft. multisport

the 2026 FIFA World Cup and the 2028

shape its future.

facility and host of the 2024–2025

LA28 Olympic & Paralympic Games. As

U.S. Wheelchair Rugby

these events draw athletes, teams, and

National Championships.

media from around the world, smaller

Mouratoglou Tennis Academy – a

U.S. destinations become increasingly

10‑acre multi‑racquet sports

valuable as training bases, acclimation

campus and home to the Florida’s

sites, and temporary homes.

•

Sports Coast Open (W35K ITF) •

With the World Cup coming to

AdventHealth Center Ice – the

Florida, FSC is positioned as an overflow

largest ice complex in the

destination thanks to affordability,

Southeast, hosting two annual USA

proximity to Tampa, Orlando, and

Hockey National Tournaments.

Miami, direct international air service,

For further insights please contact: Email:cbsanchez@flsportscoast.com Web: https://flsportscoast.com 3 4 MAJOR E VENTS JOURNAL

COMPACT, CONNECTED AND QUIETLY CONFIDENT: HANNOVER ON THE WORLD STAGE

Christian Katz Chief Executive Officer, Hannover Convention Bureau Christian Katz (40) was born in Wilhelmshaven and raised in Oldenburg, Lower Saxony. He studied International Business and Management at Osnabrück University and at the Universidad de Guadalajara in Mexico. He began his professional career in Berlin before moving to Hannover in 2015 to work on the National Special Olympics, where he held a senior leadership role in the organisation of the 2016 Games. Following this, he joined Hannover 96, where he progressed through a number of management positions and ultimately became a member of the executive management team overseeing the club’s corporate entities. After a period working as an independent business consultant, Christian joined Hannover Marketing & Tourism GmbH (HMTG). Since 1st of November 2024, he has served as the company’s Chief Executive Officer.

The Hannover Region has built its reputation as a major events destination on a combination of attributes that international organisers increasingly seek: infrastructural depth, logistical efficiency, scientific credibility and an authentic commitment to sustainability. With Deutsche Messe AG at its commercial core and a network of 21 municipalities offering everything from heritage palaces to open-air lakefront venues, the region provides organisers with a breadth of setting that belies its compact geography. Industry partnerships in life sciences, artificial intelligence and green technologies add a forward-looking dimension, making Hannover particularly well suited to congresses and innovation events aligned with global priorities. The destination’s own summary of itself is revealing: reliability, professionalism and a spirit of partnership. These are precisely the qualities that sustain long-term standing in a competitive international market. Hannover is positioned at the

in innovation. It is precisely this

intersection of a global trade fair

combination that makes the region

destination, a vibrant cultural

such an attractive destination for

capital, and an emerging life

events of all kinds today.

sciences and innovation hub. How

Home to Deutsche Messe AG,

do you see these three dimensions

Hannover offers a globally recognised

working together to define the

platform for leading international

region’s appeal to events?

trade fairs and congresses. At the

The Hannover Region’s key

same time, the city boasts a vibrant

competitive advantage lies in the

cultural scene, an exceptional quality

close interplay between international

of life and a wide range of distinctive

economic strength, cultural

event venues – from dynamic urban

diversity and scientific excellence

settings to green, open landscapes. MAJOR E VENTS JOURNAL 35

Including the state capital, the

the city and an efficient local mobility

highly developed congress and events

Hannover Region comprises 21

system make it easy for organisers,

infrastructure. Organisers also benefit

municipalities, creating an impressive

delegates and partners to deliver and

from short distances, substantial hotel

diversity of locations and experiences.

attend events smoothly.

capacity and excellent accessibility

This enables us to offer event

Hannover’s event infrastructure is

through Germany’s rail network,

organisers an exceptionally versatile

equally diverse. Alongside its world-

motorway system and international

package, ranging from urban business

renowned exhibition grounds, the city

airports.

venues and nature-inspired conference

offers a range of distinctive venues,

settings to a wealth of cultural and

including the Kuppelsaal at the

From the Maschsee lakefront to

tourism opportunities.

Hannover Congress Centrum – one

the palace gardens and urban

of Europe’s largest traditional concert

neighbourhoods, Hannover

strong links with academia, research

halls – the historic Herrenhausen

offers a distinctive blend of

institutions and future-focused

Palace and the Maharaja Palace at

natural amenities and cultural

industries, particularly in the fields of

Hannover Adventure Zoo. This variety

infrastructure. Which venues

life sciences, mobility, digitalisation and

allows organisers to create events with

and spaces do you consider most

sustainable technologies. Together,

very different formats, identities and

compelling for major event hosting?

these strengths create ideal conditions

atmospheres.

The Maschsee is a striking example of

The region also benefits from

for events that not only bring people

In the international marketplace,

what makes Hannover such a distinctive

together, but also foster innovation,

Hannover stands out less because of its

event destination. Situated in the heart

knowledge exchange and new

size and more because of its efficiency,

of the city, it uniquely combines event

partnerships.

reliability and consistently high

spaces, restaurants and cafés, sporting

standards of delivery. From global trade

activities and a high-quality visitor

Region apart as a modern event

fairs and major international concerts

experience within one vibrant setting.

destination: a place where business,

by artists such as Iron Maiden and

science, culture and innovation come

Helene Fischer to the multi-sport event

by the Herrenhausen Gardens and

together to create lasting value.

Die Finals 2026, the city and region have

Herrenhausen Palace, internationally

repeatedly demonstrated their ability to

renowned cultural and event venues

The Hannover Messe and other

host large-scale events professionally,

that provide an exceptional historic

flagship events shape perceptions

dependably and with genuine

backdrop. Alongside these landmarks,

of the city worldwide. What makes

hospitality. It is this combination of

Hannover also offers modern urban

Hannover particularly suited to

infrastructure, expertise, international

districts, expansive open-air venues

hosting world-class conferences,

outlook and quality of life that makes

and a wide range of sports facilities,

trade fairs, and major sporting

Hannover a highly competitive

giving organisers access to an

events?

destination on the global stage.

exceptionally diverse portfolio of event

This is what sets the Hannover

For a start, Hannover benefits from its

Hannover brings together many

This offering is complemented

locations.

central location at the heart of both

of the qualities international event

Germany and Europe. The city enjoys

organisers are looking for today in

How has Hannover’s identity as

excellent connections to national and

a remarkably compact and efficient

a sustainable and liveable city

international transport networks via

setting. The city is home to one of

informed your marketing strategy

rail, motorways and airports. At the

the world’s largest and most modern

for attracting major events and

same time, short travel distances within

exhibition centres, complemented by a

their participants?

36 MAJOR E VENTS JOURNAL

Sustainability and quality of life are now

and a wide range of technology

that seamlessly combines business,

key considerations when selecting an

companies – represent one of the

leisure and networking opportunities.

event destination – both for organisers

region’s key competitive advantages.

This is precisely the kind of offering

and for delegates. Hannover stands

We actively make use of these

out through its unique combination of

established networks and industry

strong urban infrastructure, short travel

clusters to attract events in fields such

distances, abundant green spaces and

as mobility, digitalisation, artificial

exceptionally well positioned thanks

an exceptional quality of life.

intelligence, healthcare, life sciences and

to the diverse mix of industries based

sustainable technologies. To achieve

here. I see significant growth potential

strategy focuses not only on traditional

this, we maintain an ongoing dialogue

in sectors such as mobility, artificial

location strengths such as trade fair

with stakeholders across academia,

intelligence, digitalisation, healthcare,

and congress expertise, but also on

business, research institutions and

life sciences, green technologies and

the overall experience for visitors and

government, ensuring that Hannover

sustainable innovation. At the same

participants. The Maschsee in the

remains at the forefront of emerging

time, interdisciplinary congresses and

heart of the city, extensive parklands,

industries and innovation-driven

innovation festivals are likely to become

sustainable mobility options, an

events.

increasingly important, as organisations

For this reason, our marketing

excellent public transport network and

that Hannover and the wider region are particularly well placed to provide. Looking ahead, Hannover is

seek new ways to foster collaboration,

the seamless blend of business, culture

The pandemic and economic shifts

knowledge exchange and cross-sector

and leisure create ideal conditions for

have reshaped event tourism

innovation.

contemporary event formats.

globally. How is Hannover adapting

In addition, many hotels and

its positioning and infrastructure

If you could invite the global major

businesses across Hannover already

to meet changing demands around

events community to understand

hold recognised sustainability

sustainability, hybrid formats,

one thing about Hannover, what

certifications and are actively working

and participant experience?

would it be?

to minimise their environmental

What emerging sectors or event

Hannover stands for reliability,

impact. There is also a strong

categories do you see as growth

professionalism and a spirit of

commitment to collaborating

opportunities for the Hannover

partnership delivered to the highest

with regional partners and local

Region in the next five years?

standards. While the destination

producers, further strengthening both

Hybrid and digital event formats have

often takes a deliberately understated

sustainability and the local economy.

become an integral part of the events

approach, it consistently impresses

industry. Thanks to its long-standing

through the quality of its delivery and

Hannover has deep connections to

expertise in trade fairs and congresses,

the impact of its events.

science, research, and innovation

Hannover offers extensive technical

through Leibniz Universität and

infrastructure and considerable

that makes Hannover a strong and

major technology companies.

experience in delivering these formats

trusted partner for international event

How do you leverage these when

successfully.

organisers, as well as a destination

attracting events aligned with

At the same time, participants today

future industries and global trends?

expect more than the event itself.

The close links between science,

There is growing demand for authentic

research and industry – particularly

experiences, a high quality of stay,

through Leibniz University Hannover

cultural attractions and an environment

It is precisely this combination

capable of building long-term success on the global stage.

MAJOR E VENTS JOURNAL 37

CEMENTING A HISTORIC LEGACY AT QUEEN ELIZABETH OLYMPIC PARK

Sara-Ellen Williams Head of Events, London Legacy Development Corporation Sara-Ellen Williams is Head of Events at London Legacy Development Corporation, leading the team in facilitating the delivery of events, filming, activations, and interim uses across Queen Elizabeth Olympic Park. Prior to joining the Park in 2013, her background in events focused on ambitious projects within complex multi-stakeholder environments; from the development of the renowned London New Year’s Eve celebrations through to production roles across Olympic, Paralympic, Special and Commonwealth Games Opening & Closing Ceremonies, culminating in the London 2012 Games. Coordination across the Park is key to her role, working closely with teams at the iconic sporting venues London Stadium, Copper Box Arena, London Aquatics Centre, Lee Valley VeloPark and Lee Valley Hockey & Tennis Centre; and with the Park’s cultural East Bank partners V&A East, UCL East, Sadler’s Wells East, London College of Fashion and the BBC. Her operational expertise in successfully delivering events across a multi-venue destination proved invaluable in bringing ABBA Voyage to the Park. She is passionate about the power of live events at every scale, and in bringing people together to create lasting memories.

38 MAJOR E VENTS JOURNAL

Queen Elizabeth Olympic Park is no stranger to major events, and since the extraordinary summer of the London 2012 Olympic and Paralympic Games we have sustained a world-class programme of activity that attracts visitors from near and far. Following its reopening in 2013, the Park quickly established itself as a major events destination. Early highlights included 60,000-capacity concerts in the North Park, RideLondon, and athletics at London Stadium. Subsequent years saw the Rugby World Cup, the 2017 World Athletics Championships, and the first Invictus Games delivered across multiple Park venues and parklands. Alongside these landmark moments, the Park has hosted more than 2,000 events and activations, ranging from major international competitions to cultural festivals. These often incorporate community programming and offer dedicated fan zones. Activity can span multiple spaces simultaneously, such as e-sports championships at Copper Box Arena with external event activations, and major events at London Aquatics Centre and Lee Valley Hockey and Tennis Centre. Today, Queen Elizabeth Olympic Park

quarter, East Bank — home to BBC

has evolved into a vibrant east London

Music Studios, UAL’s London College

destination where culture, creativity

of Fashion, UCL East campus, Sadler’s

and community converge. Built on

Wells East and V&A East Museum and

the legacy of the 2012 Games, it is an

Storehouse.

innovation district, as recognised in

Together, this creates an

the Mayor of London’s 2025 London

increasingly rich environment for

Growth Plan, where people live, work,

event delivery.

study and visit. We’ve enhanced our events offering with help from

Honing our event strategy

our partner organisations, including

Event delivery was embedded into

Here East’s innovation ecosystem

plans for the Park from the very

and, more recently the Park’s cultural

beginning of its post-Olympic legacy.

Queen Elizabeth Olympic Park - Credit Frank Da Silva

Before the Park reopened to the

to identify challenges early and work

Supporting event organisers

public in 2013, a clear framework was

collectively to resolve them.

Our planning and delivery process is

established to ensure that all venues

For parkland events, all requests

consistent across all event activity, but

and spaces could operate cohesively.

go through an open application process

our approach is tailored depending on

This Events Management Coordination

with clear guidelines published on

scale and complexity.

Framework remains central to how we

the Park’s website. This allows for a

For smaller organisers we provide

work today, meaning we can collaborate

transparent and consistent approach

more hands-on guidance, whereas with

across a continually evolving estate.

to assessing suitability. Events within

larger, more complex events our focus

venues are managed directly by

shifts towards stakeholder coordination

Coordination Calendar, managed

the individual venue operators who

in relation to residents, businesses and

by our Events team, which provides

programme activity aligned to their

transport.

forward planning visibility across all

specific offer. This combination allows

activity — particularly where multiple

for both strategic oversight across the

the event organiser’s objectives and

events are taking place across different

Park and flexibility within individual

how these can be delivered responsibly

venues at the same time. This shared

spaces.

within a Park that is simultaneously a

A core component of this is our

planning approach allows stakeholders

Ultimately, it’s about understanding

visitor destination, residential MAJOR E VENTS JOURNAL 39

Queen Elizabeth Olympic Park Credit London Legacy Development Corporation

neighbourhood and place of work.

Queen Elizabeth Olympic Park Credit London Legacy Development Corporation

Queen Elizabeth Olympic Park Credit Rahil Ahmed

season of free events inspired by V&A

across events at Queen Elizabeth

East Museum’s inaugural exhibition

Olympic Park today. Events of all sizes

Empowering local communities

‘The Music is Black’. The programme

play a vital role in bringing people

With such a diverse ecosystem

includes four specially curated

together and shaping how the Park

of venues, institutions and public

summer weekends of live music and

is experienced. They are not just

spaces, there are many ways for event

performance across the Park. These

moments in time, but part of the Park’s

organisers to engage with communities

types of initiatives help us to ensure

ongoing story and identity.

across the Park.

the Park reflects and involves the

A key priority for us is ensuring

communities around it.

the Park benefits local people. We’re particularly interested in offering skills

Cementing the Park’s legacy

development, education and pathways

At their core, events are about

into the creative and events industries

shared experience and memory. For

which will help us to achieve inclusive

me personally, that comes back to

growth.

moments that stay with you. What did

Community involvement also

you see, how did you feel, and who

influences our creative approach.

were you with? During the London 2012

For example, our 2025 Winter

Games I only had one opportunity to

Adventure pilot programme invited

walk into the Park outside of my role on

local performers, choirs and artists to

the ceremonies. That evening became

collaborate with Park partners, creating

what is now known as ‘Super Saturday’,

a series of interactive installations

and the collective energy when Team

across the Park. While this year, we are

GB won gold was unforgettable.

working with East Bank partners on The

That same sense of atmosphere and

Music is Black Festival, an eight-month

connection is something we still see

For those interested in bringing an event, performance or community activity to the Park, there are a range of opportunities to get involved and contribute to our growing cultural programme via Queen Elizabeth Olympic Park’s website: www.queenelizabetholympicpark.co.uk/business/events-and-filming 4 0 MAJOR E VENTS JOURNAL

THE STRATEGIC POWER OF VENUES AND HOST CITIES IN THE GLOBAL EVENTS LANDSCAPE

Michael Michael

Strategic Executive Consultancy, Venues, Centers and MICE. CEO, Exhibition Industry Leader Michael Michael is a senior executive in the global exhibitions and business-events industry, recognized for his deep expertise in venue strategy, exhibition centre operations, and large-scale event development. With more than two decades of experience, he has led major venues, advised on landmark event-district projects, and contributed to national MICE strategies through high-level roles in venue management, project consulting, and exhibitions planning. Known for elevating operational performance and aligning venues with long-term economic and destination objectives, Michael has collaborated with government entities, tourism bodies, and private organizers to strengthen event infrastructure and enhance destination competitiveness in the global exhibitions landscape. Based in the UAE, Michael is available for industry collaborations and professional engagements and can be reached via LinkedIn or email.

In the global events ecosystem, venues

— accelerating professional

and host cities are far more than

development and cross-sector

logistical necessities. They are strategic

collaboration

assets that shape economic outcomes,

A destination’s ability to host

industry development, and the long-

major exhibitions, conventions,

term competitiveness of destinations.

and corporate gatherings is directly

As the events sector continues to

tied to the capability, flexibility, and

evolve—driven by technology, shifting

operational excellence of its venues.

audience expectations, and new

Without this foundation, a city risks

business models—the importance of

exclusion from global rotation cycles

well-designed venues and forward-

and loses access to high-value

thinking host cities has become

business events.

increasingly evident. 2. Host Cities as Strategic Partners 1. Venues as Catalysts for

in Event Success

Economic and Industry Growth

A venue’s impact is amplified—

A venue is not merely a physical

or limited—by the host city that

structure; it is an economic engine.

surrounds it. The most successful

Modern event venues stimulate

events occur where the city functions

activity across multiple interconnected

as an integrated partner, offering:

sectors:

• Connectivity — seamless access

• Business tourism — attracting high-value visitors who contribute significantly to local economies • Hospitality ecosystems — supporting hotels, restaurants, and service providers • Trade and commercial exchange — enabling industries to showcase innovation and forge partnerships • Knowledge-driven events

through efficient transport networks • Urban infrastructure — diverse accommodation, entertainment, and business services • Safety and governance — regulatory clarity and operational reliability • Destination appeal — cultural identity and a compelling narrative MAJOR E VENTS JOURNAL 41

6. The Future: Adaptive,

When these elements align, the host

• Scale — the ability to host large-

city becomes an extension of the venue,

format exhibitions or global

Sustainable, and Experience-Driven

shaping the delegate experience from

congresses

The next generation of venues and host

arrival to departure.

• Innovation — through technology, sustainability, and design

3. The Venue–City Ecosystem: A

• Professionalism — through

cities will be defined by their ability to adapt to new expectations. Key trends shaping the future include:

Unified Value Proposition

service standards and operational

• Hybrid and digital integration

The most competitive destinations

excellence

• Sustainable venue design

operate through a coordinated

A venue’s design and operational

• Smart-city technologies • Experience-centric planning

ecosystem where venues, tourism

model reflect the maturity of the local

authorities, private stakeholders, and

events industry and influence how

city leadership collaborate. This unified

international organizers perceive the

trends will remain competitive in a

approach enables:

destination’s readiness.

global landscape where innovation and

• Integrated bidding strategies • Coordinated destination

Destinations that embrace these

experience are decisive factors. 5. Host Cities as Drivers of Legacy and Transformation

Conclusion

Today’s events are expected to deliver

Venues and host cities are not passive

more than economic impact—they

backdrops—they are strategic pillars of

• Long-term industry development

must create lasting value. Host cities

the global events industry. Their ability

This ecosystem transforms events

play a central role in shaping these

to collaborate, innovate, and deliver

from isolated activities into long-term

legacies:

exceptional experiences determines

assets that contribute to economic

• Urban regeneration

whether a destination can attract,

diversification, talent attraction, and

• Skills development

retain, and grow high-value events. In a

global positioning.

• Community engagement

world where cities compete for visibility,

• Sustainability leadership

investment, and talent, the strength of

marketing • Shared investment in infrastructure

4. Venues as Symbols of Ambition

When strategically aligned, events

and Capability

can reposition a city, stimulate new

Venues often serve as architectural

industries, and contribute to long-term

and operational statements of

social and economic transformation.

a destination’s ambition. They communicate:

42 MAJOR E VENTS JOURNAL

the venue–city partnership is a defining factor in long-term success.

INCLUSION AND SOCIAL IMPACT SPORT FOR EVERYONE

MAJOR E VENTS JOURNAL 4 3

WITH A TEAM YOU GO FAR Jean-Jérôme Perrin-Mortier coached three Olympic Games before he ever ran an organisation. The lessons of those twelve years on the water now shape the way he leads Peace and Sport, the Monaco-based movement using sport to rebuild divided communities. In a wide-ranging conversation he reflects on the medal that brought a divided family back to Togo, the first coach who taught him that the most important member of any team is rarely the most decorated, and what genuine partnership looks like in the international development arena.

Jean-Jérôme Perrin-Mortier Chief Executive Officer

Fifteen days before the Beijing

Peace & Sport

Olympics, Benjamin Boukpeti turned

Jean-Jérôme Perrin-Mortier is Chief Executive of Peace and Sport, the international organisation used to promote the use of sport as a tool for peace, dialogue and social change. He was appointed to the role on 1 February 2022, having previously spent four years with the organisation as Director of Field Programmes and Chief Operating Officer. He brings to the position more than two decades in elite sport. As an Olympic canoe-kayak coach, he led the national teams of South Africa, Togo and Azerbaijan at the 2008, 2012 and 2016 Olympic Games, and guided Benjamin Boukpeti to the first Olympic medal in Togolese history at Beijing 2008. He has also coached the Peschier brothers, who reached world number one in canoe slalom. Since the mid-2000s, alongside his elite coaching, Jean-Jérôme has worked on sport development and development through sport with governments, international federations, NGOs and local authorities across Africa and Asia.

to his coach and said, I think a medal is coming. He had not mentioned a medal once in four years of preparation. Ten days out, he stopped speaking altogether. “For four days he trained alone,” Perrin-Mortier recalls. “International coaches kept coming up to me asking whether the pressure had got to him. I said nothing. Eventually he came back and said, we have to be together to

it. With more World Cup experience,

win this medal.”

Perrin-Mortier suspects, he would

The first run of the slalom course was nearly a disaster. Boukpeti

bronze, as the President of Togo said

finished close to last, with one run

when he met them afterwards, was a

left and a top ten finish needed to

gold medal for the country: the first

progress. His coach refused to let him

Olympic medal in Togolese history,

watch the video. Rest, he told him.

and the first ever won by a non-

Trust the plan. Come back to it.

European athlete in kayak slalom.

Boukpeti won the second run, won

4 4 MAJOR E VENTS JOURNAL

have been Olympic champion. But the

The most moving moment came

the semi-final, and finished the final

afterwards. Boukpeti’s father had left

third. He had been leading until the

Togo as a young man under political

very last gates, where, with the medal

pressure and had not returned for

in sight, he eased off rather than risk

twenty-five years. He had recently lost

his own father, and had been unable to

team. He shook his head and called

several at once, one will be flying while

attend the funeral. He agreed to travel

over a small, quiet boy named David.

another is struggling, and the job is to

back with his son. The medal brought

He asked David to name the people he

keep everybody in the same boat and

him home.

had brought to the club. David reeled

moving forward.”

To understand what makes a coach

off five names. That, said the coach, is

Running an organisation, he says,

hold his nerve through four days of

why he is the most important person

requires the same instinct. The

silence, it helps to go back to a small

here. He is not the best athlete. But he

contexts differ: the elite athletes he

canoe club in the Champagne region,

is the one who walks home and tells his

worked with had to be held back,

and to a story Perrin-Mortier tells

friends to come and try.”

because they pushed too hard, while

about himself at fourteen.

“On that day,” Perrin-Mortier says,

employees more often need pushing in

He had not even known the sport

“I understood that what looks like the

the other direction. But the underlying

existed. He had won a school cross-

most important contribution rarely is.”

craft of carrying people with you is, in

country race, and the club president,

It is the kind of lesson that travels.

who later became his first coach, had

He went on to coach the canoe-kayak

come looking for him. “He gave me a

teams of South Africa, Togo and

Olympian and founder of Peace and

voucher for a free year,” he says.

Azerbaijan at three Olympic Games, in

Sport, asked him to come to Monaco as

“My mother was sceptical, but I went.

Beijing, London and Rio. He spent more

Director of Field Programmes, Perrin-

And I stayed.”

than 260 days a year with his athletes,

Mortier had already spent the best

Two years later he came home

for twelve years. “More time with my

part of a decade running development

from the French championships with

athletes,” he notes drily, “than with

programmes alongside his elite

his first silver medal. He was, in his

my wife.”

coaching, working with international

his telling, the same craft. By the time Joël Bouzou, the

own words, very proud of himself. The

That apprenticeship, more than any

federations, NGOs and local authorities

coach gathered the whole club, parents

management course, taught him how

across Africa and Asia. He took the role

included, and asked him a question.

to lead. “Top athletes are demanding.

on a contractor’s daily rate, ten days a

“He asked me who the most

They have their own perceptions and

month. He needed to know whether

important person in the club was. I

their own certainties, and you live with

the project was really what he believed

guessed the president, then the coach,

them in the space between failure

it to be. Four months in, he told Bouzou

then a friend who had made the French

and success. When you are managing

he was in, and that he wanted the MAJOR E VENTS JOURNAL 4 5

organisation to build a peace educators methodology. They built it, in four languages and across three age groups. He became Chief Operating Officer, and in 2022, Chief Executive. The principle that has governed his international work, on every continent, is the one he learned in Champagne: the most important person in the room is rarely the one with the medal. “Do not work with people who do not want to work with you,” he says. “It sounds obvious, but it is the single most important lesson I have taken

organisational level. “I am happy to

Asia. I became a coach, then a national

from working in Africa, Asia and South

partner. But I will not put two logos side

coach, then an Olympic coach, and

America. You cannot arrive somewhere

by side and call it a partnership. There

each step was offered to me rather

with your method and your principles

has to be genuine convergence, or it is

than planned.”

and assume the local community needs

not worth doing.”

what you are offering. You have to work to their needs, not yours.”

If his first coach taught him to look

So he does not, he says, have a list of titles he wants next. What he wants,

beyond the medal table, Didier Drogba

today, is more local than that, and

He puts it more bluntly to his own

taught him what the lesson looks like

harder. “When we tell a community we

staff. “I tell them: do not behave like an

when it is carried by someone the

will accompany them for five years, I

empire. Even the poorest country has

whole world recognises. The Champion

want to make sure that commitment

something you do not. The values are

for Peace and Chelsea legend invited

is met, even if the funding has to be

simply different.”

him to Côte d’Ivoire and the two

found from another source halfway

travelled together to Colombia, Greece

through. That is the achievement that

to high-profile athletes who come to

and elsewhere. “What struck me was

matters to me now.”

him wanting to set up foundations of

his humility,” Perrin-Mortier says.

their own. They tell him they want to

“He came from professional football,

generation reflects the same

build a school in a particular country.

not Olympic sport. And yet the way

conviction. “Do not surround yourself

He always tells them to go to the

he carried himself with people in the

with people who are like you. Surround

Ministry of Education first. “If you

street, particularly with children, taught

yourself with people who are better

build a school under your own name,

me something about presence and

than you in the things you are asking

the local education authority will be

responsibility I have never forgotten.”

them to do. If the people around you

The same instinct shapes his advice

embarrassed. It implies their schools

Asked what he still wants to achieve,

The advice he gives the next

become better than you, that is a sign

are not good enough. Find out what

Perrin-Mortier is unusually candid

already exists, find a partner, and offer

for a chief executive. “I have built my

And the rest, he says, is attitude.

to support what they are trying to do.

entire career without a target. The only

“Skills can be taught. Attitude is the

That is how you achieve something

ambition I had as a young man was to

foundation. With a team you go far.

that lasts.” It is also the lens through

travel, and my mother thought it was

Alone you go fast. I would always

which he views partnership at

impossible. I went to Africa, I went to

rather go far.”

4 6 MAJOR E VENTS JOURNAL

you have built the right team.”

FOLLOWING YOUR DREAMS, EMBRACING CHALLENGE AND MAKING A DIFFERENCE BEYOND THE FIELD OF PLAY

Jon Dutton OBE

As he prepares to take the helm at Team GB ahead of the 2028 Los Angeles Olympics, Jon Dutton OBE, currently Chief Executive of British Cycling, reflects on 31 years in sport, the lessons of adversity, and why passion remains the greatest currency in the major events industry.

Chief Executive Officer British Cycling Jon Dutton OBE is one of British sport’s most respected leaders, with over 31 years of experience working exclusively across professional sport. A sport management graduate, he has built his career across some of the world’s most prominent sporting organisations, spanning golf, football, rugby and cycling. Currently serving as Chief Executive of British Cycling, Jon will step into his next chapter in July 2026, taking up the role of Chief Executive of Team GB.

How has your career journey led to

Looking back across your career,

you becoming a recognised leader

what was the single most pivotal

in the major events community?

role that shaped you and why?

Passion, first and foremost. I always

The Rugby League World Cup. I served

had an enormous passion for sport

as Chief Executive of the Rugby League

and a desire to be a professional

World Cup 2021, which ultimately took

athlete, but I was neither good enough

place in 2022 following the pandemic

nor brave enough to play rugby

postponement. It was pivotal

professionally. Working in sport has

because we were doing something

been a very good second best. It has

that had never been done before:

given me the opportunity to make a

delivering a major rugby league

difference to people’s lives, to work

tournament encompassing men’s,

with remarkable athletes, to travel

women’s and wheelchair competitions

and engage with communities across

simultaneously, alongside a trailblazing

the world.

social impact programme.

That experience shaped me as a

We were making strong progress

leader. I have been a chief executive

when the pandemic struck and we

for the last ten years, during which

were forced to postpone. Going

time I have been involved in some

again twelve months later required

extraordinary things and some

overcoming real adversity, but we

genuinely difficult circumstances.

never lost sight of the purpose behind

Through all of it, I keep reminding

what we were trying to achieve. That

myself how privileged I am.

experience defined me.

MAJOR E VENTS JOURNAL 47

Who has been the most influential

What is the greatest professional

Given the international dimensions

mentor in your professional

challenge you have faced, and

of your career, what have you

journey, and what enduring lessons

how did you overcome it?

learned from working across so

have they given you?

Beyond the World Cup, British Cycling

many different countries and

It is difficult to single out one person

has presented its own unique set of

cultures?

across 31 years, I have had the fortune

challenges. I have been here for three

If I go back to the very start of my

of working alongside extraordinary

years. Coming in, there was enormous

career on the European Golf Tour, I

athletes and colleagues throughout.

opportunity, but not without significant

was in a different place, at a different

But if I had to choose, it would be Chris

difficulty. Over this period, we have

golf course, with a different group of

Brindley, who was Chair of the Rugby

been focused on modernising a major

people every single week. That early

League World Cup and is now Chair of

national governing body, one that is

exposure taught me the fundamentals

the Tour de France Grand Départ 2027.

synonymous with high performance

of adaptability. What is accepted

Chris played a genuinely significant

and gold medals, but that also has a

and celebrated in one environment

role in shaping the leader I have

responsibility to contribute to society

can be very different from another.

become over the past few years. He

more broadly. The last three years have

You have to develop a high level of

has always been there to offer support,

been a blend of real challenge and

emotional intelligence to connect with

but equally willing to ask the difficult

genuinely uplifting progress, particularly

people from diverse backgrounds,

questions that push you to get the

around our new purpose: bringing the

communities and contexts.

best out of yourself. That combination

joy of cycling to everyone.

I have worked extensively in

of challenge and encouragement is

Australia, and that experience in a

something I carry with me.

completely different environment was invaluable. The great privilege of a long career is not just longevity, but the constant opportunity to seek wisdom and learn from the people around you. If you could single out one truly unforgettable moment from your career, what would it be? I would go right back to 1997, when I worked on the Ryder Cup at Valderrama in Spain. It was Tiger Woods’ first Ryder Cup, and it was a historic moment, the first time the event had been held in mainland Europe. I was young and relatively early in my career, perhaps a little naive, but to be part of something so significant was extraordinary. Europe won, and I was there. That will live long in the memory.

4 8 MAJOR E VENTS JOURNAL

The pandemic and global pressures have had a lasting impact on major events. How must the industry adapt? The first step is accepting that ‘normal’ no longer exists, and perhaps never did. I talk often about VUCA: volatility, uncertainty, complexity and ambiguity. We live in a VUCA world. We are witnessing global crises and conflict before our eyes. None of that is going to disappear. The industry must adapt, remain driven by its values and find a way to get things done despite the inevitable challenges. There is no blueprint for delivering a major event in a stable, predictable world, because that world does not exist. The skill is in navigating Would you encourage the next

Whether in your current role or

uncertainty without losing sight of

generation to pursue a career in the

your next, what else would you

your purpose.

major events industry?

like to achieve?

Absolutely, without hesitation. My

I want to continue helping athletes

Finally, if you could offer one piece of

advice to young people has always been

perform at their very best and to be

advice to those seeking to emulate

to follow their dream. If that dream is

involved in events that genuinely bring

your career, what would it be?

to work in the events industry, they

people together. But most importantly, I

Follow your dreams. That remains my

should recognise that the landscape

want to give something back to society.

core advice. But I would add something

has changed enormously over the

What we achieved at the Rugby League

else: my favourite maxim is that without

past three decades, expectations are

World Cup and what we have been

challenge, there is no achievement.

different, the environment is different,

building at British Cycling has made

There is something profoundly fulfilling

but the fundamentals that make events

me deeply passionate about making a

about doing something difficult and

so compelling remain the same.

difference beyond the field of play.

seeing it succeed. Not just for an

An event has a start, a middle and an

I believe there is a perfect balance

organisation, but personally.

end, and there is something truly special

to be struck, between athletes fulfilling

about that. You are working at pace,

their dreams and sport being used

events industry to not only pursue

working to a deadline, and whether

as a vehicle to improve the world in

their dreams, but to enjoy the journey.

you are ready or not, the referee blows

which we all live. That ambition drives

You will find yourself in extraordinary

the whistle. The flag drops. The Games

everything I do.

situations, in remarkable places,

I would encourage anyone in the

begin. That dynamic is not for everyone,

alongside people who will shape who

but for those with the passion and drive,

you are. I have experienced all of that,

it is a remarkable career.

and it is a genuine privilege. Embrace it. MAJOR E VENTS JOURNAL 49

HIDDEN INEQUITY: RETHINKING INCLUSION DESIGN IN SPORT AND MAJOR EVENTS

Nithi Suppiah Partnerships, Events and Member Services Manager Virtus - International Federation for Athletes with an intellectual impairment. Nithi Suppiah works across Sport Inclusion Australia and Virtus, the International Federation for athletes with an intellectual impairment, where she leads strategic engagement, partnerships and impact initiatives. She works with stakeholders across the sport system to support the design and delivery of pathways that enable athletes with an intellectual impairment to access and compete in sport at the highest level. Nithi brings a strong focus on social impact and the return on inclusion that sport can deliver for athletes, communities and systems. She has played a key role in the delivery of international events, including multiple Virtus competitions hosted in Brisbane, working closely with national sporting organisations, governments and international partners.

Inclusion in sport is often measured through what we can see—physical accessibility, participation numbers and visible representation. Yet for athletes with an intellectual impairment, many barriers remain hidden within sport systems and major event environments. From complex communication and written processes to environmental stress, social understanding and media visibility, these inequities are often overlooked in event design. Drawing on experience across Virtus and Sport Inclusion Australia, this article explores why inclusion for athletes with an intellectual impairment requires a broader understanding of accessibility—one that considers communication, athlete wellbeing and equitable system design from the outset. For 40 years, Virtus and its members, including Sport Inclusion Australia,

But for athletes with an intellectual

have worked from an athlete-first

impairment, the barriers are often

perspective—focusing on the athlete’s

different.

ability, not the disability. Yet athletes with an intellectual impairment continue to face inequities

And because they are less visible, they are often less understood. Drawing on experience across

that are often overlooked because

Virtus and its Australian member

they are not immediately visible.

organisation, Sport Inclusion

This is the challenge of hidden inequity. Inclusion in sport is often

Australia—including the delivery of international events in Brisbane—I have seen how many barriers for

associated with what we can physically

athletes with intellectual impairment

see—ramps, lifts, wheelchair access

are unintentionally built into the

and assistive technology. These are

everyday design of sport systems and

critically important and represent

major events.

meaningful progress in accessibility 50 MAJOR E VENTS JOURNAL

and inclusive design.

These barriers are often found

within:

increasingly be considered standard

should not sit outside sport systems.

• registration systems

practice within inclusive event design.

And that sport is responsible for

• accreditation processes

One of the least discussed areas of

being inclusive of all.

• contracts and consent forms

inequity for athletes with an intellectual

This approach over four decades

• codes of conduct

impairment is environmental and

has enabled sporting organisations

• anti-doping education

emotional preparation.

to leverage subject matter experts

• safeguarding policies

Accessibility is often linked to

such as Sport Inclusion Australia and

• transport instructions

physical infrastructure, but athletes

Virtus to strengthen pathways and

• venue navigation

with an intellectual impairment may

improve understanding of intellectual

• complex communication and

instead require:

impairment within mainstream sport.

information delivery

• predictable environments

When systems are designed to be

Systems that frequently assume

• visual schedules

inclusive, opportunities extend across

that everyone can independently

• venue walkthroughs

the entire sport ecosystem—creating

read, process and understand large

• simplified maps and instructions

roles and pathways for people of all

amounts of written, complex or formal

• familiarisation opportunities

abilities as athletes, volunteers, officials,

information.

• additional support with

administrators, spectators and active

But what happens when an athlete

communication and preparation

cannot fully comprehend what is being

These considerations are often viewed

asked of them?

as optional rather than essential.

the conversation is shifting from

Yet hidden needs still affect

awareness to action.

We regularly ask athletes to sign forms, agree to policies and comply with procedures—without always

performance. Imagine if access was more inclusive

members of the sporting community. As Virtus marks 40 years of impact,

The next generation of inclusive sport systems and major events will be

considering whether the information

of hidden needs—how much more

defined by how well they recognise and

has truly been understood.

performance could be unlocked?

respond to hidden inequity.

This is not intentional exclusion, but it can still create barriers and unequal experiences for athletes. For athletes with an intellectual

There is also significant inequity in media visibility and representation. Athletes with an intellectual impairment are still under-represented

Because when systems are designed with greater understanding of people’s needs, athletes do not just feel included.

impairment, communication

in major sport media and storytelling,

accessibility is just as important as

often receiving less visibility than

physical accessibility.

other athletes with disability. Visibility

That confidence can lead to

Easy Read information, simplified

influences sponsorship opportunities,

greater independence, leadership

communication and visual supports are

public recognition, athlete confidence

opportunities, healthier lives and

often viewed as additional support tools

and investment in pathways.

stronger community connection.

rather than standard practice. Yet these

For many athletes with an intellectual

They gain confidence. They perform better. They participate more fully.

And when people are empowered

approaches improve understanding,

impairment, the challenge is not only

through sport, the impact extends far

reduce anxiety and create more

accessing sport.

beyond the field of play.

equitable access to information for

It is being seen within it.

a wide range of participants and

In Australia, Sport Inclusion Australia

stakeholders. Easy Read communication should

Ultimately, society benefits too.

continues to advocate its philosophy that Sport owns sport. That inclusion MAJOR E VENTS JOURNAL 51

BEYOND THE BIKE: DESIGNING IMPACT FROM THE OUTSET

Natasha Gada Social Impact Manager ‑ Tour De France Grand Départ 2027 Smart Works Greater Manchester, a charity supporting women accessing employment. Her career to date has focussed on tackling inequalities through large scale third sector partnerships and diversifying professional services sectors with social mobility implementations. Natasha joined British Cycling to design and deliver JOY with an ambition to harness the power of the event to effect longlasting change for communities across Great Britain.

JOY is the social impact programme for the 2027 Grand Departs, designed to embed lasting community benefit at the heart of the event. Built around three core missions, tackling inactivity and improving mental wellbeing, making Britain more productive and prosperous, and supporting communities to thrive, the programme delivers six initiatives spanning girls’ cycling participation, youth employability, arts and culture, digital education, soft power and community engagement. Central to JOY is the Readiness to Work scheme, which converts volunteering experience into accredited employability training for 18 to 25 year olds. With 9,000 volunteers being recruited and a legacy ambition that starts a year before the race and runs long after it, JOY represents one of the most structurally embedded social impact models in British major events history. The philosophy behind the name

inequalities in British society.

The word joy was not chosen lightly.

That ambition is organised around

For Natasha Gada, it encapsulates an

three missions: tackling inactivity

ambition that deliberately reaches

and improving mental wellbeing;

beyond sport, and beyond those who

making Britain more productive

would ever pick up a bike.

and prosperous; and supporting

“The whole intention is not just

52 MAJOR E VENTS JOURNAL

communities to thrive. These were

to get people to ride a bike,” she

not assembled from aspiration alone.

says, “but actually to positively affect

They emerged, Gada explains, from

change in their lives, regardless of

a process of mapping societal need

what that means.” On the surface,

against what a major sporting event

JOY is a social impact programme

has the genuine power to influence.

attached to two of the world’s most

Six delivery programmes follow

prestigious cycling races. In practice,

from that framework, covering girls’

it is a structured attempt to use the

participation in cycling, soft power

gravitational pull of a major event to

and diplomacy, youth employability,

address some of the most persistent

digital schools engagement, arts and

culture, and a community engagement

Gada describes, without qualification,

their volunteering activity. The intention

toolkit deployed across host cities and

as a crisis.

is that a day of service to the Tour de

towns.

The statistics she cites are striking.

France becomes a credible line on a CV

“We are not looking to impose a

Approximately one million young

and a step toward employment.

new solution. We are looking to embed

people in the UK currently fall into this

“We wanted to demonstrate the

ourselves into existing infrastructure

category, a figure that represents the

ability to turn your day of volunteering

and grow capacity from within.”

highest level recorded in a decade.

on the tour into practical, real-life

Among 24 year olds specifically,

work experience that will absolutely

framing, deliberately distinct rather

around 45 per cent have never held a

leverage your opportunity to get a job

than interlocking. Each operates within

job. Yet 84 per cent of those classified

going forward.”

its own remit, targeting a different

as not in education, employment

population and a different form of

or training say they want to work.

volunteer programme reflects the same

disadvantage. Together, they produce

The problem, Gada argues, is not

logic. JOY is recruiting 9,000 volunteers

what she describes as “a broad breadth

motivation. It is opportunity, and the

in total, with a target that 25 per cent

of opportunity” for a large and varied

raising of the bar for entry-level roles

of that cohort should be under 25.

set of communities.

to a point where those without formal

The aim is not simply to staff an event,

experience cannot clear it.

but to diversify the cycling volunteer

The programmes are, in Gada’s

The youth employment crisis as

The Readiness to Work scheme

The ambition for the broader

base and to demonstrate, at scale, the

opportunity

addresses this by converting the

Of all the strands within JOY, the

volunteer experience into something

Readiness to Work scheme may carry

portable. Participants do not simply

Working with communities, not

the sharpest social edge. It targets 18 to

spend a day on a stage route; they

for them

25 year olds who are not in education,

receive structured employability skills

Social impact claims in major events are

employment or training, a group whose

training and career mentoring across a

not hard to make. They are considerably

scale in the UK has reached a level that

range of professional sectors alongside

harder to evidence. Gada is acutely

transferable value of civic participation.

MAJOR E VENTS JOURNAL 53

aware of this tension, and the design of JOY reflects a conscious attempt to resist the pattern she describes as creating a solution to a problem you lack the expertise to diagnose. The programme was built through extensive consultation, not only with funders and local authorities, but with community groups in the specific places through which the race will pass. That consultation shaped a delivery model that does not seek to overlay new infrastructure onto existing communities, but to work within and alongside what is already there. In practical terms, this means identifying local employability schemes, charities and programmes in each host area and asking how JOY can grow their capacity rather than replicate their work. The same principle governs the broader approach to participation. Gada is careful to distinguish between participation in sport and participation in the opportunities that sport can generate. Cycling sits at the centre of JOY, but the definition of engagement is deliberately wide. Education, employability, arts and culture,

is designed to run long after it. “We

embed opportunity for 18 to 25 year

community cohesion and pride in place

come in a time where there is significant

olds into your workforce model, from

all fall within scope. The race provides

and disproportionate inequality,” she

the beginning. And work with your

the occasion. The programme provides

says, “and also a time where a lot of

communities, not to them or for them.

the infrastructure for something that

sporting events are coming to the UK. It

The stakeholder map will grow. The

continues after the cameras have

is a really interesting moment for sport

consultation will take time. But the goal,

moved on.

to intersect with those challenges and

she says, is shared, and it cannot be

ask how it can make a difference.”

achieved in isolation.

Gada points to the difference between the 2027 Grand Depart and

Her advice to future event organisers

its predecessors in 2007 and 2014. The

reading this journal is threefold. Use

race has been to the UK before. What

the event as a platform for change

is different this time, she argues, is that

among those who engage with the

JOY begins a year before the event and

sport and those who do not. Always

5 4 MAJOR E VENTS JOURNAL

PEOPLE COME FIRST. PROGRAMMES FOLLOW. THE FUTURE IS BUILT BY VOLUNTEERS

Anne-Catherine Ienné Head of Volunteer Management Fédération Internationale de Football Association I have spent over 15 years working in international sport, delivering major events like FIFA World Cups, Olympic Games, and European competitions. My experience covers volunteer programmes, operations, guest experience, and ceremonies, with a focus on building strong teams and ensuring smooth delivery. I am particularly passionate about volunteers and the lasting impact they bring to events. At FIFA, I’ve helped develop a global volunteer framework and bring the programme in-house to support consistency and legacy. I tend to thrive in fast-paced environments, working with teams and stakeholders to deliver practical, well-executed solutions.

Anne-Catherine Ienné has spent her career at the intersection of event delivery and the human experience of volunteering, progressing from Team Leader at the London Youth Games in 2010 to the architect of what she describes as one of the world’s leading volunteer programme at FIFA. In this contribution to the Major Events Journal, she traces the relationships and formative roles that shaped her thinking, from a CEO who gave her room to grow beyond her job description to a director who trusted her to build something from the ground up. What emerges is a philosophy that sits at odds with purely operational thinking: for AnneCatherine, the volunteer experience is not a by-product of event delivery. It is the point. And the organisations that will lead in the next decade, she argues, are those willing to treat volunteer leadership not as a support function but as a force that actively shapes what major events become. How has your career journey in

part of a project, but the full picture.

event operations and volunteer

This has really made my job so much

coordination led you to become

easier to have this understanding and

a recognised leader in the major

experience.

events community? I was lucky that I had people believing

Looking back across your career,

in me and believing that for most

what was the single most pivotal

roles I had, my scope from my job

role that shaped your expertise in

description was more a guideline asI

volunteer management and why?

got to be involved in so much more.

Team Leader for London Youth

I got to work on different projects, in

Games. It’s an event in London that

different departments with so many

happens every year and I was part

brilliant people which meant that I

of the first group of Team Leaders in

learnt a lot about not just one specific

2010. I learn so much from so many MAJOR E VENTS JOURNAL 55

people and I was trusted a lot too. This really made me understand the importance of volunteering and how to engage with volunteers. To this day, this is still one of the best events I have ever participated in. The Team were simply outstanding. . Who has been the most influential mentor or figure in your professional journey, and what enduring lesson did they leave you with? I would say I have had 2 pivotal figures in my career to date. Russell Findlay who was the CEO of the London Youth Games back when I was there. He gave me a chance to learn, grow and shine

have definitely learnt that you have

If you could single out one truly

and I will never forget it. How he trained

to be direct and to the point in any

unforgettable moment from your

the Team Leaders with his team was on

communication method – this is key.

career in volunteer management,

another level. The second would be Lisa

Unnecessary details need to be put on

what would it be and why?

Pennington who was my director at FIFA

the side to avoid any misunderstanding

It’s not really a single moment, it’s at

for over 4 years. She really allowed me

and/or miscommunication.

every tournament/event when you

to grow by believing in my own potential

meet the volunteers and you see

and giving me the encouragement and

What are the most significant shifts

them learn and grow and enjoying

guidance needed to build and lead the

you have witnessed in volunteer

the overall experience. You are also in

FIFA Volunteer Programme - to make

recruitment, motivation, and

a privileged position to observe how

it one of the world leading volunteer

retention over your career?

some volunteers open up and you learn

programme it is today.

I would say since the covid pandemic

about their life and how the FIFA

in 2020/21, the commitment from

Volunteer Programme has and is

What is the greatest professional

volunteers is slightly different. They

changing their life and giving them so

challenge you have faced in

are still very engaged however,

much confidence – personally and

managing volunteers at scale, and

their availability is not the same and

professionally

how did you overcome it and/or

volunteers tend to require more instant

If there is one volunteer story I do

learn from it?

replies to their requests, and immediate

remember the most, it was during the

The biggest challenge is always

responses on the whole. . Volunteering

FIFA Beach Soccer World Cup in Dubai

communication with our volunteers.

in general has become so much

in 2024, when one of our volunteers

Ensuring it’s clear, concise and

more professional which means the

was so shy, she could barely speak

consistent - , this is not always easy

expectations of each individual that is

to other volunteers or the team for

and sometimes trying to fix it when

committing their time, experience and

that matter and through the 2 weeks,

issues arise can make it worse. We

skills has increased significantly.

she completely came out of her shell

56 MAJOR E VENTS JOURNAL

and she was the one leading all our

The pandemic and related global

If you had to offer a single piece of

engagement activities throughout

shifts have fundamentally

advice to those building volunteer

the tournament. The programme

changed volunteer availability and

management capability at their

encourages people to flourish and the

expectations. How do you believe

own organisations, what would

team culture we have really does bring

volunteer management must

that be?

out the best in everyone.

evolve in response?

Make sure your concept is feasible,

We need to be more agile and

listen to the volunteers, work with

How do you approach the balance

responsive to global changes and

stakeholders and support any

between professional event

probably shorten the time we plan

knowledge transfer opportunities with

delivery standards and the

for recruitment, role offering and shift

other organisations. There is so much

volunteer experience itself?

selection. It’s difficult depending on

we can learn from each other. And

We need to remember that volunteers

the scale of the programme but we

continue volunteering yourself, this

are here to support the event and many

definitely need to do better.

is how you know what the volunteer

have not previously experienced this.

really wants!

We need to ensure that we provide the

What role do you see volunteer

right level and depth of training and

leadership and development

Would you encourage the next

information sharing. This ensures we

playing in shaping the future of

generation to pursue a career in

meet the event standards but alleviates

major events?

volunteer coordination and event

any stress for the volunteers. They need

I believe volunteer leadership and

delivery, and if so, why?

to be ready and confident to deliver.

development will play a critical role in

Absolutely! I would definitely

shaping the future of major events. By

encourage young people to pursue

What training, support, and

investing in a pre-trained and well-sup-

a career in volunteer coordination

retention strategies have proven

ported volunteer pool, we can build a

and/or event delivery; it is extremely

most effective in building a high-

generation of individuals who not only

uplifting and rewarding. We don’t

performing volunteer workforce?

understand the operational demands

just support event delivery, we play a

Engaging content has been the most

of large-scale events but also adapt

vital role in shaping people’s futures

effective. We have created interactive

to the evolving needs of the industry.

and inspiring the next generation by

eLearning courses for all our volunteer

We may not recognize it but we are

creating meaningful opportunities for

roles and key information is available

professionalizing the role of volunteers

growth, learning and connection.

online for 24/7 access. This has been

day by day. Through continuous devel-

We help volunteers build

a very positive experience for our

opment, we equip volunteers with the

confidence, develop new skills and

volunteers. Face to face training and

skills, mindset, and flexibility required

discover their potential. At the same

short video content have also been

to respond to change, whether that’s

time, we create a sense of magic

proven to be very effective. We ensure

technological innovation or sustaina-

for them – giving them rewarding

that all our training is bespoke to the

bility expectations. In a way, volunteer

experiences, feeling part of a strong

tournament/event and to the host

programmes don’t just support events,

community and having the chance

country also. The added value of this is

they actively influence how events are

to make a real difference. The FIFA

unrivalled.

designed and delivered in the future.

Volunteer Programme provides an

By nurturing capable volunteer leaders

environment where people feel valued,

today, we help define what major

supported and empowered to succeed

events will look like tomorrow.

– for themselves and for the event. MAJOR E VENTS JOURNAL 57

FROM TRAINING TOOL TO GLOBAL DISCIPLINE HOW INDOOR ROWING IS REDEFINING WHAT A SPORT CAN BE Juliette Duchemin Indoor World Rowing Manager, World Rowing

Indoor rowing began life as a training tool for Olympic athletes. Today, World Rowing’s Indoor Rowing Manager Juliette Duchemin is overseeing its transformation into a standalone global discipline, one that is simultaneously accessible, technologically connected, and capable of delivering elite competition. In conversation with the Major Events Journal, Duchemin and World Rowing Strategic Projects Manager, Matt Draper set out the strategy, the events model, and the longterm vision for a sport that is, as they describe it, still very much in the process of shaping itself. The rowing ergometer has existed for

oversees all of World Rowing’s event

decades. Long before indoor rowing

bidding program. “It soon became

became a competitive discipline in its

A universally accepted training tool

own right, the machine was a fixture

for on-water rowing because of

in boathouses and laboratories alike,

how closely it mimics the rowing

one of the most studied tools in

movement. But as time has moved on

sports science, widely used to assess

and needs have changed, something

athlete physiology. For much of that

else happened entirely.”

time, the ergo was a means to an end,

58 MAJOR E VENTS JOURNAL

What happened was a combination

a way to maintain fitness and track

of structural change and cultural

performance when conditions or

shift. World Rowing formally adopted

season kept athletes off the water.

a three-discipline model, recognising

“As someone who started

Classic (Olympic) Rowing, Coastal

rowing a long time ago, when we

Rowing, and Indoor and Connected

were very much a one-dimensional

Rowing as distinct pillars of the sport.

sport, the ergometer was already

The drivers were familiar to anyone

A unique physiology testing tool in

who has watched participation

laboratories,” says Matt Draper, who

trends across sport more broadly:

competition from newer, more

the best of each.”

Indoor Championships took place in

accessible activities; the changing

Two virtual World Championships

demands on young people’s time;

were held in February 2025 and 2026,

Prague in 2024 with more 3000 rowers

and a growing need to reach

demonstrating the global reach of the

each edition. The wait for a return

communities that would never find

discipline by attracting thousands of

to full in-person competition ends in

their way to a boat.

competitors of all ages who either could

December 2026, when Birmingham

not travel or preferred to compete from

hosts the event on 5 and 6 December

discipline with characteristic clarity. “We

their own environment. From 2026

at the National Exhibition Centre (NEC),

haven’t really invented the sport,” she

onwards, World Rowing has confirmed

co-hosted with the British Rowing

says. “It was invented by the machine

it will hold two Indoor Rowing World

Indoor Championships.

manufacturers first, and then athletes

Championships annually: a fully virtual

took that opportunity to really do

championship in the first quarter

is, for World Rowing, a deliberate model

something with it. What we are doing

of the year, and a fully in-person

of what co-hosting can look like. Starting

now is attracting people from many

championship in the fourth quarter.

in 2015, the British Rowing Indoor

different angles: performance, fitness

The virtual edition has been

Championships have grown into one

testing, recovery from illness or injury.

deliberately differentiated in its

of the world’s leading national indoor

People are not all coming from on-

race formats. Where the in-person

rowing events, with a Super Sprint

water rowing. It is a discipline in itself,

championships feature the classic

Sunday format that has expanded

a standalone discipline, not just a

2,000-metre and 500-metre events,

year on year. The NEC itself offers a

side activity.”

the virtual competition now offers

logistical proposition that British Rowing

One of the most significant strategic

1,000-metre, 5,000-metre, and one-

CEO Tom Solesbury describes simply:

decisions World Rowing has made is to

minute races, formats designed to

“Competitors can literally walk from the

treat virtual and in-person competition

broaden participation and ensure

runway to the race floor.”

not as primary and backup, but as

that an athlete competing in both

two equally valid and complementary

editions can be crowned on genuinely

Vincent Gaillard described the return

formats. The virtual World Rowing

different terms. Age categories run from

to in-person as a decisive turning point.

Indoor Championships, presented by

under-17 to 86 and above, with adaptive

“The spirit of indoor rowing thrives on

Concept2, now operates alongside an

categories for para rowers.

atmosphere, camaraderie and shared

Duchemin frames the origin’s

in-person world championship, with

The logic is straightforward: virtual

Paris in 2020, Toronto in 2023 and

The partnership with British Rowing

World Rowing Executive Director

experience,” he said. “The British

each event serving a distinct purpose

competition removes the barriers

Rowing Indoor Championships provide

and featuring distinct race formats.

of travel and accommodation cost,

the ideal platform to bring that energy

“Initially, the virtual format came up

opening the sport to geographies

back in 2026.”

during COVID, when we were struggling

and demographics that would never

to find hosts and did not want a

reach an arena. In-person competition

sits within a broader organisational

year without a world championship,”

provides the atmosphere, the spectacle,

mandate. World Rowing President Jean-

Duchemin explains. “But then we

and the shared experience that no

Christophe Rolland, on his re-election

identified that both formats were

digital platform can fully replicate.

in May 2025, made indoor rowing a

complementing each other rather than

Together, they form a participation

specific area of strategic emphasis.

substituting for one another. Instead of

pathway rather than a choice between

“Indoor rowing is a powerful tool for the

having virtual competition as a plan B, it

two things.

development of our sport,” he said. “It is

is now two plan As. We are really using

The last in-person World Rowing

The ambition behind Birmingham

accessible to all generations, and can be MAJOR E VENTS JOURNAL 59

fun thanks to innovative interfaces. Our goal is clear: to make connected indoor rowing a pillar of our global strategy.”

the world’s best indoor rowers. “The fire brigade guys did their

have arranged access to hotel gym equipment in the middle of the night,

racing wearing their full fireman

adjusting for time zones to make it

outfit,” says Draper. “It was a brilliant

to a virtual final. In countries such as

World Rowing’s ambition extends well

way to promote indoor rowing in a

Uganda, national federations have

beyond filling a venue with ergometers

really interesting way to watch. This

been driven to invest in infrastructure

and timing chips. The federation’s

also illustrates something important:

and training specifically because the

preferred model is one in which the

this is one of the few environments in

championship exists and offers a stage

national federation takes ownership of

modern sport where elite athletes have

worth reaching. The federation creates

a surrounding programme, using the

not disappeared to training centres

the occasion; the occasion generates its

world championship weekend as an

and become entirely invisible to their

own momentum.

anchor for grassroots activation, school

communities. In indoor rowing, you can

The rise of Hyrox competitions,

engagement, and community outreach.

go and race in the same competition as

in which indoor rowing features as

Czechia has become something of

the best person in the world, who sets a

one of the disciplines, has further

a benchmark. Ahead of hosting the

world record, and you can be there and

strengthened external interest in

World Rowing Indoor Championships,

watch. That melting pot of opportunity

the sport and introduced it to new

the national federation ran a schools

is what makes it genuinely different.”

communities entirely outside the

programme that brought young people

Accessibility is not an aspiration

rowing world. For World Rowing, it is

through a series of sessions over weeks,

for indoor rowing. It is structural. The

evidence that the direction of travel is

building towards a final held on the

discipline requires no water, no boat, no

right, even if the marketing budgets are

championship weekend. The national

specialist facility. What it requires is a

not always equivalent.

championships ran concurrently. And

machine, an internet connection, and a

For host cities and destinations,

in a piece of activation that has since

cable. “The virtual infrastructure is not

Duchemin is equally direct about what

acquired something of a legendary

rocket science,” as Duchemin puts it.

an indoor rowing event actually costs

quality in World Rowing circles, fire

“Most people in a club or a country can

to stage and what it delivers. “Because

brigade units from across Prague and

gather those technical requirements.”

it is a World Rowing event, there can be

beyond were invited to race, competing

In practice, that accessibility plays

an assumption that it will be expensive,

When it comes to in-person events,

in full kit, helmets included - against

out in ways that go well beyond the

which is not the case,” she says. “Pre-

each other and against the backdrop of

logistical. Duchemin cites athletes who

assumptions can mislead you. It is not

60 MAJOR E VENTS JOURNAL

an expensive event to stage, and the

World Rowing within an ecosystem

wider benefits are considerable: schools

it does not yet fully control: machine

engagement, corporate activation,

manufacturers, technology developers,

through a different lens. World Rowing’s

sports clubs of every discipline,

major applications, member

internal model distinguishes between

community wellness programmes.

federations, host cities, and commercial

the 20 per cent of participants who

The value is real, but it requires the

partners. “Contrary to Classic Rowing,

are performing at or near elite level,

conversation to surface.”

which has a 200-year history, we are

those who might reach a continental

very much in the process of finding

or world championship, and the 80 per

the challenges of developing a

our position,” she says. “Connecting

cent who are involved through clubs,

new discipline in a rapidly shifting

with all of them, having discussions,

gyms, schools, or personal fitness. The

geopolitical and financial environment.

finding relevant collaborations and

health of the sport, he argues, depends

National sports budgets are under

opportunities: that is what the work

entirely on the latter.

pressure. Host cities that were once in a

looks like right now. It may take ten or

position to choose between events are

twenty years. This is what it takes to

by the base,” he says. “Our success

now navigating significant cuts. What

develop a new discipline.

in maximising the 80 per cent is what

World Rowing is candid about

Draper describes as the “competitive

Asked what a successfully developed

make the sport happen.” Draper frames the same ambition

“Elite athletes are only sustained

feeds the 20 per cent. That’s often

tension” that once existed between

indoor rowing ecosystem looks like

forgotten about. But that is where the

bidding cities has been replaced by

in a decade’s time, Duchemin is

health of the sport lives. It is not just

something more collaborative and more

characteristically precise. The base

about world championships; it is about

pragmatic.

of participants will be much larger.

the ecosystem that gives you a solid

Competition structures will be more

foundation.”

“We need to be prepared to compromise. We need to find ways to

tiered, with qualification pathways

make things work,” he says. “Generally,

from local to continental to world level.

sport still in the act of becoming. World

if you stay at the table long enough to

Events will be more distinct in what

Rowing is shaping it in real time, learning

negotiate, you can walk away with a deal

they offer, each sharpened to serve a

from what works and adjusting from

that works for everybody. That might

particular segment of the community.

what does not. The structures are still

mean bringing multiple disciplines of

And the sport will have what it

being built. The stars are still emerging

rowing to one city, or building a multi-

currently lacks: recognisable faces,

like Oliver Zeidler. But the direction of

year arrangement. Hosting an indoor

known champions, athletes whose

travel is clear: a discipline designed to

championships is more than tripling

appearances at competitions are

be genuinely open to everyone, from a

the number of athlete bed nights; the

anticipated rather than discovered.

fire brigade team in Prague to an elite

city builds as a destination event, with

“We are already building athlete

world champion in front of a packed

growing participation in subsequent

personas, we will have champions, we

arena, is building the foundations for

event editions. Add community

will have stars,” she says. “You will know

something the sport has never quite

programmes and wellness activation,

the name, you will know when they are

had before.

and the value proposition starts to

competing, you will expect the next

look very different from a narrow event

occasion to see them perform. That is

budget calculation.”

a completely different world in terms

For Duchemin, the work of

of fan experience. And a sport that has

developing the indoor discipline is

that naturally attracts more sponsors,

fundamentally about positioning

more partners, more of the people who

Duchemin readily acknowledges, a

MAJOR E VENTS JOURNAL 61

THE BEAUTIFUL GAME, FOR EVERYONE THE GAME FORGOT Few global sporting bodies sit so deliberately outside the mainstream as CONIFA, the Confederation of Independent Football Associations. Founded in Sweden in 2013 to give a voice through football to nations, regions, minorities, refugees and stateless peoples, it now hosts more than fifty member associations on every inhabited continent. Its tournaments gather Tibetans in exile, Afghan women resettled across three continents, Tamil Eelam players from a diaspora forged by war, Palestinian refugees in Egypt and the football clubs of the Dadaab refugee camps in Kenya, all under one organising principle: that the right to play under your own flag is part of the right to exist. This is the story of how a non FIFA confederation has turned the football pitch into one of the most quietly radical platforms in modern sport.

62 MAJOR E VENTS JOURNAL

Per-Anders Blind (right) Global President Mr. Per-Anders Blind is the Global President and Founder, in 2013 in Sweden, of CONIFA. Per-Anders is a business professional and football coach of the first women’s team of Bergnäsets AIK in Sweden.

Dr Fabio Puntillo (left) General Manager Dr Fabio Puntillo is the General Manager in charge of the global business development. Fabio worked for the major sports agencies, a FIFA national football association, and is now a visiting professor in Italy and the UAE, teaching leadership, strategy and sports management.

A confederation built on a

Inclusion as method, not slogan

simple proposition

Most international sport begins by

CONIFA’s founding idea is unusually

drawing a line. CONIFA tends to begin

clean. FIFA, by definition, organises the

by asking who has been left on the

football of recognised states. Several

other side of it. The confederation

million people on this planet do not live

is open to associations that represent

inside one. Some are stateless. Some

peoples without a recognised state,

belong to nations whose flags are not

regions denied access to global

flown at the United Nations. Some are

tournaments, and communities

scattered across diasporas after war,

defined by language or culture rather

occupation or genocide. Some live

than territory. Its definition of inclusion

under regimes that ban them from

then extends inside the game itself.

playing under their own name at all.

Alongside its men’s and women’s

CONIFA exists for them.

competitions, CONIFA runs No Limits,

Established in 2013 and

a format in which disabled and non

headquartered in Sweden, the

disabled players compete together

confederation describes itself as

on the same pitch, and Empowered

a global non-profit body supporting

Together, a mixed gender format for

the international football teams of

young footballers. Both sit awkwardly

nations, de facto nations, regions,

with how mainstream sport is

minority peoples, refugees and

structured, which is precisely the point.

sports isolated territories. Its stated

The confederation treats segregation

mission is to build bridges between

by gender or by ability not as a sporting

people through friendship, culture

necessity but as a default worth

and the joy of playing football, and to

interrogating.

do so alongside FIFA rather than in

The result is a competition

opposition to it. Where FIFA cannot

philosophy in which, as CONIFA puts

reach, CONIFA does.

it, all participants are the winners of

That positioning matters. CONIFA

the cup. That phrasing reads as soft

is not a protest movement. It is

branding until you sit with the teams it

a federation, with statutes, an

applies to. For most CONIFA members,

annual general meeting, regional

simply being on the pitch is the victory.

confederations and a fixture calendar that now includes the CONIFA Men’s

What inclusion looks like

European Championship 2026, the

in practice

CONIFA Africa Football Jamboree

The teams already inside CONIFA

2026, the Men’s Asia Cup, and the

show what the model produces. Team

Women’s World Football Cup. Its

Tibet, formed in 1936, played its first

competitions are run with the formality

true international against Greenland

of any FIFA event. What changes is

in Denmark in 2001 after the Chinese

who is allowed in.

government threatened to cut MAJOR E VENTS JOURNAL 63

trade ties with the host country and Denmark refused to back down; today its players are selected through the Gyalyum Chenmo Memorial Gold Cup, named after the mother of the 14th Dalai Lama. The Afghanistan Women’s National Team, effectively erased overnight when the Taliban returned to power in 2021, plays on under CONIFA through the Girl Power Organisation founded by former captain Khalida Popal, with players reunited from six countries across three continents. Tamil Eelam, a side rebuilt from a diaspora forged by genocide, were crowned men’s CONIFA Asian Champions in 2023 and reached the women’s CONIFA World Football Cup final in 2024, inside two years of the women’s team’s first training session. New members: Palestinian refugees and the camps of Dadaab CONIFA’s membership continues to grow into precisely the spaces global football leaves behind, and two of its newest member associations make the point sharply. The Palestinian Refugee Football Initiative, based in Egypt and led by President Mohamed Ali Mohamed, is a grassroots organisation working with Palestinian refugee children, youth, women and men from the age of eight upwards. PRFI provides a safe, inclusive and structured football environment for displaced communities, and frames its work as a peaceful platform through which Palestinian refugees can raise their voices on the global stage. The longer term vision is to connect 6 4 MAJOR E VENTS JOURNAL

Palestinian refugee football teams

Football as economic and

across host countries and lay the

diplomatic infrastructure

foundations for a future Palestinian

The CONIFA case is not only a moral

Refugee Football Association. DARLON,

one. The confederation argues, with

the Dadaab Refugee Led Organizations

evidence, that its tournaments

Network, brings CONIFA into one of the

deliver tangible economic and

largest refugee complexes in the world.

diplomatic returns. The clearest

Operating across the four camps of Ifo,

example to date is the CONIFA

Hagadera, Dagahaley and Ifo 2 in Kenya,

European Championship 2019 hosted

DARLON represents communities of

in Nagorno Karabakh, also known

more than 425,000 refugees.

as Artsakh.

Football is at the heart of life in

That tournament put a contested

Dadaab, and the camps are now

region onto the global media map,

home to 334 refugee led football

attracted diaspora visitors, generated

teams supported by UNHCR, making

short term tourism revenue across

this one of the most active refugee

hotels, restaurants and local services,

football ecosystems anywhere on

created event linked employment, and

earth. DARLON’s accession turns that

prompted upgrades to stadium and

ecosystem into a CONIFA member,

transport infrastructure. It strengthened

with a seat at the table and a route into

local capacity to host future international

international competition.

events, deepened intercultural exchange

between visiting squads and host communities, and offered a peaceful

the continent, alongside Kıbrıs Türk Futbol Federasyonu (North Cyprus),

single banner alongside a community tree planting initiative. It is the cleanest

platform for engagement at a moment

Padania, FA Raetia, Fédération de

possible statement of what CONIFA

of severe geopolitical tension.

Football Rouet Provence and Canton

means by inclusion: not a single

Ticino.Two months later, from 11 to 16

competition format opened up, but

the Artsakh tournament is the kind

August, Nairobi hosts the CONIFA Africa

every category that mainstream football

of major event impact study that more

Football Jamboree 2026. The Jamboree

usually separates brought into one

recognised confederations would

is a landmark celebration of football at

tournament at once.

happily claim. The difference is that

the heart of the African continent.

CONIFA delivered it for a region that

Deliberately constructed as five

Read as a piece of soft diplomacy,

The bigger argument

almost no global rights holder

tournaments in one inclusive event,

Strip the story back, and CONIFA’s claim

would touch.

with men, women, refugees, youth and

on the global game rests on a single

amputee football all running under a

proposition: football, played seriously,

What 2026 looks like

is one of the few internationally legible

The 2026 calendar shows CONIFA’s

ways for a people to insist that they exist.

argument in motion. The CONIFA Euro

Recognised federations cannot, by their

2026 Insubria runs from 1 to 7 June

nature, make that case for stateless or

at Sportitalia Village in Carate Brianza,

persecuted communities. CONIFA can,

Italy, hosted in the cross border Insubria

and does.

region that links the Italian provinces

The teams make the argument

around the pre Alpine lakes with the

themselves. Tibetans selected by an

Swiss canton of Ticino.

annual memorial cup in Dharamsala.

Six European national teams take

Afghan women reunited from six

part: Greenland FA, who provided Tibet’s

countries. Tamil Eelam women’s finalists

first international opponents back

drawn from a diaspora forged by

in 2001 and remain one of the most

genocide. Palestinian refugee children

distinctive non FIFA football nations on

training in Egypt. Refugee led clubs in the Dadaab camps. Greenland, Padania, Raetia and the rest, walking out in Carate Brianza this June. For an industry now under sustained pressure to prove the social value of the events it hosts, this is the rare proposition that does not require translation. The flags fly. The matches are played. The argument makes itself.

MAJOR E VENTS JOURNAL 65

BEYOND HOSPITALITY: HOW DAKAR 2026 IS REDEFINING THE FUTURE OF MAJOR EVENTS IN AFRICA

Mouhammad Karamoko Baldé Sports Presentation Coordinator Dakar 2026 Youth Olympic Games President, Association for the Promotion of Minifootball in Senegal (APMFS) Mouhammad Karamoko Baldé is currently the Sports Presentation Coordinator for Dakar 2026, a role focused on designing and orchestrating the immersive event experience around competitions by combining event animation, sports storytelling, and audience engagement. In parallel, he serves as President of the Association for the Promotion of Minifootball in Senegal (APMFS) and is a member of the Executive Committee of the African Minifootball Confederation. In this capacity, he contributes to the development and structuring of the discipline at both national and continental levels. A graduate of the FIFA/CIES International Programme in Sports Management and a beneficiary of the Dakar 2026 Learning Academy, he is interested in governance strategies, innovation in sports event management, and the role of sport as a driver of cooperation, inclusion, and development.

International sporting events are undergoing a profound transformation. Once evaluated mainly through global visibility, infrastructure delivery, or short-term economic impact, they are now subject to a more demanding expectation: proving long-term and sustainable value. Today, governments, citizens, and institutional partners no longer view major events as temporary spectacles. They expect measurable outcomes in employment, skills development, social inclusion, environmental responsibility, and territorial transformation. Within this evolving context, the Dakar 2026 Youth Olympic Games represent far more than a historic first for Africa. They stand as a pioneering case study in how international sporting events can be redesigned around legacy from the outset, offering a blueprint for the next generation of global events. From Event Delivery to

is no longer the objective but a tool.

Lasting Impact

Success is measured by the skills

For decades, success in major sport

developed, institutions strengthened,

events was defined by visible outputs:

opportunities created, and long-term

stadium construction, broadcast

transformations embedded within

reach, attendance figures, and

host territories.

sporting performance. However, this model is

Dakar 2026 fully embraces this shift. From the earliest stages of

increasingly being questioned. Rising

planning, legacy was not treated as a

costs and legacy uncertainties have

by-product, but as a central strategic

pushed stakeholders to rethink the

pillar shaping investment decisions,

real value of hosting such events.

operational design, and program

A new paradigm is emerging: impact

development.

over spectacle. In this approach, infrastructure 66 MAJOR E VENTS JOURNAL

Human Capital as the Core Legacy

One of the most enduring lessons

This investment in expertise may

events industry: communities are no

from global events is that physical

ultimately represent one of the most

longer passive audiences but active

infrastructure often fades in

significant long-term legacies of

stakeholders in event creation

importance compared to human

the Games.

and delivery.

capital development.

Youth as Stakeholders, Not Spectators

A New Model for Hosting

at its core through the Dakar 2026

Dakar 2026 also redefines youth

Major Events

Learning Academy, developed with

engagement by positioning young

Dakar 2026 introduces a more

the International Olympic Committee.

people as active contributors to the

sustainable hosting model, relying on

Several hundred young professionals

event ecosystem.

over 95% existing infrastructure. This

from Senegal and across Africa have

Through initiatives such as the BOCS

strategic choice prioritizes optimization

been integrated into the Organizing

program, the Play program, and

over expansion and reuse over

Committee, gaining hands-on

the Dakar en Jeux Festival, youth

construction.

experience in project management,

engagement begins well before the

logistics, communications, technology,

competition phase.

Dakar 2026 places this principle

and sports operations. The ambition extends beyond

The Jambaar26 volunteer program,

The multi-site approach across Dakar, Diamniadio, and Saly demonstrates a deliberate balance

mobilizing over 6,000 volunteers,

between ambition and resource

individual training. It aims to build a

further reinforces this approach by

efficiency.

continental pool of skilled professionals

combining operational support with

capable of supporting future

civic engagement and capacity building.

challenges traditional assumptions

international events across Africa.

This reflects a broader shift in the

about what it takes to host an Olympic-

Beyond economic logic, this model

MAJOR E VENTS JOURNAL 67

level event, proving that global

Conclusion : A Legacy Beyond Sport

In this sense, Dakar 2026 may stand

competitions can be delivered without

Dakar 2026 offers critical lessons for

not only as Africa’s first Youth Olympic

excessive infrastructure investment.

future host countries: legacy must be

Games, but as a defining model in the

Sustainability as a Structural Principle

designed, not assumed; human capital

reinvention of global sporting events.

Sustainability at Dakar 2026 goes

is as strategic as infrastructure ; and

beyond environmental considerations.

efficiency in resource use is essential for

It integrates social, economic, and

long-term viability.

operational dimensions into a unified strategy. Waste management systems,

Above all, it demonstrates that the success of a major event depends on collaboration between

reforestation initiatives, circular

institutions, private partners, and local

economy partnerships, and awareness

communities.

programs illustrate this holistic approach. The collaboration with Plastic

When the Olympic flame is extinguished in November 2026, the true legacy will not be measured in

Odyssey highlights how the Games

medals or records, but in opportunities

can function as an innovation platform,

created, skills transferred, institutions

bringing together public institutions,

strengthened, and the emergence of

private actors, and civil society to co-

a new generation of African sports

develop practical solutions.

professionals.

68 MAJOR E VENTS JOURNAL

SAFETY, SECURITY AND LEGAL ANTICIPATE, PROTECT, PREVENT

MAJOR E VENTS JOURNAL 69

THREE WAYS SOCIAL MEDIA HAS CHANGED EVENT SAFETY AND SECURITY Social media has fundamentally reshaped the event safety and security landscape, introducing new threat vectors that planners cannot afford to ignore. This article examines three of the most pressing challenges. Attention-seeking “pranksters” such as Daniel “Jarvo” Jarvis routinely breach stadium perimeters in pursuit of viral fame, exposing vulnerabilities that could just as easily be exploited by genuinely dangerous actors. Coordinated swarms, most notoriously witnessed at the UEFA Euro 2020 Final at Wembley, demonstrate how platforms can mobilise ticketless crowds in minutes and overwhelm layered security plans, with lasting consequences for stewarding teams. And the constant churn of real-time information, misinformation and viral rumour places social media simultaneously in the role of critical intelligence asset and credible threat, demanding active monitoring, rapid verification and authoritative communication from organisers.

70 MAJOR E VENTS JOURNAL

The rise of social media has

motivate others to attempt similar

significantly added to event safety

stunts, compounding the problem and

and security problems in a number of

stretching security resources further.

different ways.

Event organizers must then invest more heavily in preventive measures,

The “Pranksters” Social media pranksters who

increasing operational costs. In essence, while Jarvo’s and

deliberately gain access to events

others like him, actions may appear

for social media fame and notoriety

humorous to some, they highlight

can be some of the most difficult

critical gaps in event security and pose

individuals to contain. They

real risks that cannot be overlooked.

consistently probe event safety until

Neil Grimmer Chief Executive Officer Sports, Concerts and Events (SCE) Neil is the CEO of Sports Concerts and Events who are a crowd safety and event security company based in the UK and very recently the Netherlands. Highly experienced in keeping crowds safe, Neil has worked on some of the UK’s biggest sporting events and live music festivals. He is currently a member of the frontline management team at London Stadium, Deputy Safety Officer at the UK’s largest Porsche meet, Safety Officer at LoveWorld Gospel Festival and Ya Ali Haider Festival.

they manage to crack or break it.

The Swarm and Storm

Daniel Jarvis, widely known as “Jarvo,”

The UEFA Euro 2020 Final at

has become a recurring concern for

Wembley Stadium showed how social

event safety and security due to his

media can amplify the risk of mass

repeated pitch invasions at major

unauthorised entry. In the hours

sporting events. His actions—most

before kick-off, platforms like Twitter

notably during international cricket

(now X) and TikTok were flooded with

matches—demonstrate how even

posts encouraging ticketless fans to

high-profile venues with robust

gather and “rush” entrances. Viral

security protocols can be breached.

videos and messages created a sense

Each intrusion disrupts play, diverts

of momentum and low perceived risk,

attention from athletes, and creates

emboldening large groups to attempt

confusion among officials and

entry simultaneously.

spectators. More importantly, Jarvo’s

From a safety and security perspective, this behaviour

behaviour exposes vulnerabilities in

quickly overwhelmed perimeter

stadium security systems. If a non-

controls. Stewards and police were

threatening individual can access

outnumbered, and crowd density

restricted areas so easily, it raises

at entry points surged beyond safe

serious concerns about the potential

limits, increasing the risk of crushing,

for more dangerous persons to

slips, and aggressive confrontations.

do the same. Security personnel

Breaches of gates and disabled

are forced to react quickly, which

access points also exposed

can lead to rushed decisions and

vulnerabilities in layered security

increased risk of injury to players,

planning. Once inside, overcrowding

staff, or the intruder himself.

in concourses and seating areas

Additionally, such incidents

created additional hazards, including

encourage copycat behaviour.

blocked emergency routes and

Publicity and viral attention may

delayed medical response times. MAJOR E VENTS JOURNAL 71

staff movements may be exploited by malicious actors. Viral misinformation such as false reports of danger can trigger panic, crowd surges, or unnecessary evacuations, increasing the likelihood of injuries. Additionally, a sudden spike in online attention can attract unplanned crowds, overwhelming capacity limits and straining emergency services. From a security standpoint, it is essential to actively monitor social platforms, verify information quickly, and communicate clear, authoritative updates to counter rumours. Implementing digital surveillance tools, coordinating with platform providers, and educating attendees Social media acted as both a catalyst

Information, Information and

about responsible posting can reduce

and coordination tool, enabling

Misinformation

risks. Ultimately, social media must be

rapid mobilisation without formal

A surge of social media activity around

treated as both a critical intelligence

organisation. To mitigate such risks,

a venue can create both opportunities

source and a potential threat vector

event planners must integrate real-time

and risks from a safety and security

within modern event safety planning.

social media monitoring, strengthen

perspective. On one hand, real-time

outer security perimeters, and

posts, geotags, and live streams can

prepare surge response plans. Clear

help authorities monitor crowd density,

communication, visible enforcement,

identify bottlenecks, and respond

and collaboration with platform

quickly to incidents. Attendees often

providers are essential to counter

share information about long queues,

online incitement and protect

disturbances, or medical emergencies,

public safety.

effectively acting as additional “eyes and

Afterwards, it should be noted that

ears” on the ground.

a number of the stewarding team also

However, this same visibility can

suffered from PTSD and other mental

expose vulnerabilities. Detailed posts

health issues.

about entry points, security checks, or

For further insights please contact: Email: neilgrimmer@scestaffing.com Web: www.crowd-safety.co.uk 72 MAJOR E VENTS JOURNAL

SYSTEMIC FRAGILITY AND LEGAL DUTY: A VULNERABILITY FRAMEWORK FOR MAJOR SPORTING EVENTS Dr Alexander Chrysanthou International Association of Events Hosts (IAEH) Alexander is a member of the Executive Committee of the International Association of Event Hosts (IAEH), the membership organisation representing governments, cities, and regions responsible for hosting major sporting and cultural events worldwide. In this capacity, he leads on strategic development and advocacy on behalf of the IAEH’s international membership, and has developed partnerships with various sporting and events organisations. He has presented at prominent international forums. His scholarly research engages with questions of systemic accountability and legal liability in major event governance. Alexander is Senior Lecturer in Sports Business and Sports Law at the University Campus of Football Business (UCFB). He previously coordinated major fund events at Old Mutual Wealth, also working closely with their compliance team.

Major sporting events present concentrated legal risks arising from crowd behaviour, infrastructure dependency, and multi-actor governance. This framework treats catastrophic outcomes not as aberrations but as manifestations of systemic fragility. The UEFA Euro 2020 Final disorder at Wembley Stadium (‘Euro Sunday’) demonstrates that negligence and contract law already provide tools to identify and mitigate event risks. Litigation following mass events emerges from preventable systemic failures that organisers can anticipate and address through disciplined planning and contractual clarity. Vulnerability Architecture: The

At Euro Sunday, 17 mass breaches

Swiss Cheese Model

and ~2,000 unauthorised entrants

Complex events contain five defensive

demonstrated inadequate capacity

layers, each with latent vulnerabilities.

in response to documented

Catastrophic failure occurs when

foreseeable threats.

vulnerabilities across layers align simultaneously, permitting harm to

Layer 2: Governance and

cascade unchecked. This framework

Coordination. Multi-stakeholder

shifts analysis from individual error

environments generate vulnerability

to systemic fragility.

through diffused authority, unclear escalation protocols, and poor

Layer 1: Security and Crowd

information flow. The Casey Report

Management. Vulnerabilities

characterised Euro Sunday as a

arise where risk data (intelligence

‘collective failure’ by all partner

about ticketless fans, known weak

organisations. The unresolved dispute

perimeter points) fails to translate into

over who controlled pedestrian

proportionate operational response.

access to the stadium exemplifies how MAJOR E VENTS JOURNAL 73

governance gaps become pathways for

risks trigger duties. Intelligence, prior

agreements that survive changes

cascading failure.

incidents, and industry knowledge

to personnel, not rely on informal

establish what organisers should

collaboration and shared memory.

Layer 3: Contractual Allocation.

anticipate. The standard of care

Contracts must allocate safety-critical

requires proportionate response to

Conclusion

responsibilities explicitly, address

foreseeable risks, evolving with available

The disorder at Wembley was not

conflicting obligations (broadcast

technology and industry practice.

unprecedented in its causes, only in

demands versus police restrictions),

Where sophisticated crowd modelling

scale and visibility. The legal principles

and provide mechanisms for

tools are widely accessible, failure to

to address it were already established;

intervention when contractors fail.

use them may increasingly constitute

the operational tools were already

Contractual imprecision leaves safety

breach.

available. What was missing was

functions ungoverned precisely when

Systemic negligence arises where

systematic application. Risk can never

organisational structures predictably

be altogether eliminated, but litigation

fail under stress. Courts increasingly

arising from preventable systemic

Layer 4: Infrastructure and Readiness.

scrutinise not just discrete operational

failure can often be avoided through

New or technically complex venues

failures but the adequacy of systems

disciplined planning, contractual clarity,

introduce vulnerability through

designed to prevent failures. Where

technological deployment, and genuine

abbreviated testing, dependency

similar failures have occurred

ownership of safety responsibility.

chains, and premature commissioning.

previously, foreseeability is elevated at

The law demands not perfection but

Commercial pressure cannot override

the systems level.

reasonable effort informed by available

they are most needed.

safety validation. The Stocktake Report

Cascade dynamics expand the

knowledge. Where organisers meet that

documented capital investments at

scope of foreseeability. Organisers

standard, they reduce legal exposure

Wembley including upgraded airlocks,

must anticipate not just isolated

and enhance the safety and success of

magnetic locks on emergency exits,

failures but interaction effects between

the events they stage.

and enhanced CCTV, confirming that

vulnerabilities. This heightens the

infrastructure vulnerabilities identified

importance of redundancy and fail-

post-incident were real and remediable.

safes; single points of failure become legally significant because their collapse

Layer 5: Communication and Crisis Response. Information vacuums,

can trigger cascades. Practitioners should conduct

fragmented messaging, and post-

systematic vulnerability audits,

incident silence exacerbate harm

integrate intelligence into planning

and complicate legal defences.

through clear escalation protocols, draft

Preparedness through pre-drafted

safety-centric contracts with step-in

templates and coordinated protocols

rights and performance metrics, test

reduces both immediate risk and

infrastructure under realistic peak-load

litigation exposure.

conditions, plan crisis communication in advance, and build redundancy

Legal Principles and Preventative

into critical systems. Crucially, safety

Application

governance must be institutionalised

Foreseeability is the threshold. Known

through written protocols and formal

74 MAJOR E VENTS JOURNAL

CROWD MANAGEMENT AND SAFETY SEEING PROBLEMS BEFORE THEY HAPPEN K4 Group was founded on the principle that events fail not because of size but because of structure. Built from the ground-floor experience of CEO Arsalan Khan, the company grew from filling emergency staffing gaps into a full-scale crowd management operation capable of mobilising 200 personnel at under 48 hours notice. Two landmark contracts defined its reputation: a last-minute deployment at the 2022 Commonwealth Games, and management of 80,000 people queuing across London for the Queen’s Funeral, during which a life was saved. Technology including GPS geofencing, body-worn cameras, and live CCTV underpins every operation. These capabilities have prevented 15 events from cancellation. K4’s core argument is that effective crowd management is not a function of headcount. It is a function of anticipation, structure, and the ability to move decisively before situations escalate.

MAJOR E VENTS JOURNAL 75

Arsalan Khan Group CEO of K4 & Board of Directors Khan began his career at 18 as a stadium steward and later served in the police. He subsequently worked in the private security sector for more than a decade, moving into senior roles overseeing event operations. His experience includes work on large-scale events and crowd management. He holds a degree in event management and qualifications in spectator safety, crowd management, health and safety, and CCTV operations. He is also involved in training and assessment within the security industry

The Beginning: Filling Gaps Others

the Queen’s Funeral was stood down.

Left Open

K4 stepped in to manage 80,000

K4’s reputation was built by showing

people queuing across London

up when others failed. When G4S

Bridge to Blackfriars Bridge with

needed staff at BST Hyde Park, they

200 staff deployed across the

called K4. When the Wilderness

operation. Because K4 had invested

Festival struggled with crowd

in training and learning management

management, K4 deployed 40 officers

systems, staff could be deployed at

per shift for the entire event duration.

very short notice with all briefings

This pattern repeated across festivals

completed before arrival. When a

and stadiums: supporting BUKO at

medical emergency occurred, it was

SailGP with 30 staff across five

escalated immediately and handled

days at Wembley with 45 additional

effectively. A life was saved. K4

personnel. These survival operations

deployed body-worn cameras and

taught K4 something essential:

GPS geofencing, giving managers

when you show up prepared, stay

live visibility of staff positions and

calm under pressure, and integrate

movements. The operation ran

seamlessly into existing command

smoothly with queues remaining

structures, you become indispensable.

controlled throughout. No secondary incidents occurred.

The Pivot: Commonwealth Games And Queen’s Funeral

Summer Social: Operational Model

K4’s transformation happened at the

In Practice

Commonwealth Games. Just days

Summer Social at Richmond Athletic

before opening, a major supplier

Ground was a complex environment:

failed to deliver required staffing. K4

a high-footfall public festival running

was called in for last-minute cover

simultaneously with seven active

and deployed 200 officers within

sports pitches, multiple performance

14 hours, each one fully briefed on

areas, bars and family zones. The risks

their role. Because K4 maintained

were layered and overlapping. Crowd

BS 7858 compliance and stringent

surges could develop at the bar and

recruitment standards, accreditation

stage areas where alcohol service and

was completed quickly, a fact that

peak performance times coincided.

stood out within the industry. The

Unauthorised movement could occur

Games taught K4 that scale required

between the festival footprint and

systems. The company invested in

active sports pitches. End-of-event

learning management systems, K4

egress, when fatigue and alcohol

Training with role-specific modules,

mixed with large numbers leaving at

PARiM, NFC check-ins and in-house

once, could trigger disorder.

geofencing software. A year later, the previous provider for 76 MAJOR E VENTS JOURNAL

K4 deployed 109 staff under a single command structure supported

by a rapidly deployed CCTV control

closing service. Later, during sweep

been cancelled. John Davidson, Head

room with solar-powered camera

phase, one group refused to leave

of Operations at Richmond Athletic

towers. All frontline officers were

and escalated when shouting at a

Ground, has worked with K4 for three

equipped with GPS tracking and

response team. K4 deployed a conflict-

years: “If something starts to build

body-worn cameras. To manage

resolution trained team. Through calm

up, they deal with it quickly and

access within a packed site, K4

engagement and structured de-

calmly, without it turning into a bigger

issued colour-coded wristbands

escalation, the group was persuaded

issue. They’re very good at adapting.

identifying stewards, response teams,

to leave without force or disruption.

When things change, K4 respond in a sensible way rather than overreacting.

SIA supervisors, safety officers and the public, allowing staff to spot

Last-minute events kept K4 Safe

It’s not just about having security on

unauthorised access instantly and

from being cancelled

site. It’s about having people you trust,

maintain restricted area integrity even

K4’s rapid deployment capability

who understand the environment and

during peak density periods.

has rescued 15 major events from

who do their job properly. That’s why

During peak trading hours, a

cancellation. The Chariots Festival

we keep working with K4.”

large crowd built up around the

called 47 hours before needing 70

Effective crowd management is

main bar area. Using live CCTV and

staff. K4 delivered trained, fully briefed

not about staff numbers. It is about

supervisor reports, the control room

personnel and the event ran safely

seeing problems early, having the right

identified the pressure point early.

and smoothly. Victoria Park Lido

people in the right places, and moving

Within minutes, additional response

Festival required emergency cover.

quickly before safety is compromised.

teams were redeployed, increasing

K4 arrived with 39 staff. Without K4’s

That is what separates emergency

staff density and improving queue

rapid intervention and operational

response from trusted partnership.

flow. The area was stabilised without

readiness, these events would have

For further insights please contact: Email: arsalan.khan@k4security.co.uk Phone: +44(0) 20 3143 3998 Web: www.k4group.co.uk MAJOR E VENTS JOURNAL 7 7

COMMERCIAL AND FAN EXPERIENCE VISIBILITY, VALUE AND THE AUDIENCE

78 MAJOR E VENTS JOURNAL

THE REVENUE FOLLOWS THE EXPERIENCE Major events are, at their core, commercial propositions. The rights holder needs revenue. The host city needs return. The supplier needs a market. The fan needs a reason to show up and, having shown up, a reason to come back. These are not competing interests. The most successful events in the world are built on the understanding that they are the same interest, expressed differently. What separates the events that generate lasting commercial value from those that simply break even is rarely the size of the sponsorship portfolio or the capacity of the venue. It is the quality of the relationships that underpin every transaction, and the degree to which the fan experience is treated as a design priority rather than an afterthought. Commercial success and fan experience are not in tension. When one is neglected, the other suffers. MEI works across this space with suppliers, rights holders, and host organisations to ensure that the commercial architecture of an event serves everyone it is meant to serve. The contributors gathered in this section bring direct experience of getting that balance right, often under significant pressure and in complex markets. Their perspectives span the full commercial lifecycle of a major event, from the earliest partnership conversations to the moments that stay with a fan long after the final whistle. The revenue follows the experience. It always has.

Harry Miller

Head of Commercial Major Events International

MAJOR E VENTS JOURNAL 79

BRAZIL IS NOT A SIDE PROJECT: WHY MAJOR EVENTS SUPPLIERS NEED MORE THAN OPERATIONAL EXCELLENCE TO GROW IN THE BRAZILIAN MARKET João Saravia Partner Frequency-Partners João Saravia is a procurement and operations executive currently leading Procurement for the FIFA Women’s World Cup 2027™. He previously held procurement leadership roles during the Rio 2016 Olympic and Paralympic Games and has worked across major sporting events, humanitarian crisis contexts, and complex international operations.

The company arrived in Brazil with

competent. Systems worked.

a strong product, a successful first

Matchdays were delivered. Clients

client, and the confidence of an

were supported. The local operation

organization that had already proven

had built credibility precisely because

itself abroad. Even local competitors

of its delivery capacity. However,

recognized the superiority of its

that operational focus had gradually

technology and technical team.

absorbed the organization itself.

From the outside, the case looked promising. Yet after six years in the country,

The operations team naturally concentrated its energy on execution, client support, incidents, launches,

Over the past two decades, João has supported sporting events and international organizations worldwide, with a focus on procurement strategy, operational structuring, governance, supplier ecosystems, and large-scale mobilization. His professional experience spans the private sector, humanitarian organizations such as Médecins Sans Frontières (MSF), and global sports events environments.

growth remained limited. The

and day to day delivery, as happens

operation had only a small number

in many sports and major events

of clients. One contract generated

environments. Meanwhile, other

negative results. Another barely

necessary dimensions of the business

broke even. Only the original client

remained secondary: strategic

remained consistently profitable, while

planning, commercial structuring,

headquarters abroad still struggled to

governance, financial planning, HR

recover the investment made in the

development, strategic positioning,

João is also a founding partner of Frequency Partners, a consultancy focused on supporting organizations operating in complex and high-pressure environments through strategic structuring, operational management, and governance support.

Brazilian operation.

relationship management, and

The interesting part is this: the problem was not the local team or the

Not because people disagreed with

product. And it was not ‘Brazil’ either,

their importance. Most recognized the

as foreign companies sometimes

need. There was simply no dedicated

conclude when they struggle to

structure, leadership bandwidth, or

understand the country’s business

budget designed to make those things

dynamics and local ways of working.

happen consistently.

The company was operationally 80 MAJOR E VENTS JOURNAL

institutional growth initiatives.

As a result, opportunities were

repeatedly identified, discussed, and

Local competitors understand this

become more structured. New leads

postponed while daily operations

very well. As a result, they are often

and partnerships started emerging

continued consuming the organization’s

able to capture market share even

more consistently. Governance layers

full attention.

when operating with less sophisticated

became clearer. Financial management

products or technology, simply because

gained predictability. Leadership

Frequency Partners was created to

they are more structurally present in

responsibilities were better distributed.

support. In complex and operationally

the market and better adapted to the

Most importantly, the operation

intensive environments, sustainable

country’s operational and institutional

now has a clearer roadmap for

growth rarely comes only from technical

dynamics.

sustainable growth.

This is precisely the type of challenge

delivery. It requires the deliberate

One of the great traps of

This experience reinforced an

construction of management structures

operationally intensive environments

important lesson for international

capable of supporting expansion while

such as sports and major events is

companies entering Brazil through the

operations continue running at

that good delivery can mask structural

major events industry: operational

full speed.

fragility for years. Organizations

excellence is essential, but operational

survive through operational heroics

excellence alone does not create

Partners supported the company in

and individual effort while the

growth, especially in Brazil.

strengthening governance, clarifying

underlying management structure

Companies that focus exclusively on

leadership responsibilities, creating

remains underdeveloped. Growth

contract execution often discover, too

commercial ownership separated from

opportunities exist, but nobody inside

late, that execution itself consumed the

operations, improving financial visibility,

the organization has the time, mandate,

very organizational capacity required

structuring budgets aligned with

or structure necessary to systematically

to expand.

strategic objectives, reinforcing legal

pursue them.

In this particular case, Frequency

and representation frameworks, and

They grow when they understand and build the local conditions that allow

investing in management capacity in

Eventually, execution itself starts

growth to happen. Frequency Partners

areas such as HR, finance, commercial

limiting expansion.

can support that journey.

development, and country leadership.

If leadership energy is entirely consumed by contract delivery, there

In practice, the local organization

is little organizational capacity left to

needed to stop behaving like a side

create new business, structure long

project and start behaving like a

term relationships, improve governance,

company.

or strategically position the company

This is a pattern frequently seen in

within the market.

international companies entering Brazil,

Brazil amplifies this dynamic.

particularly in the major events and

Entering the Brazilian market is not

sports ecosystem. Many organizations

simply a matter of opening an office and

arrive with the expectation that

operating contracts. It requires building

a superior product, successful

an institutional presence capable of

delivery, and a few strong references

sustaining long-term growth.

will naturally generate commercial expansion over time. Brazil rarely works that way.

Six months later, the transformation remains ongoing, but the shift is already visible. Commercial discussions have MAJOR E VENTS JOURNAL 81

WHY PR IS CRITICAL FOR SPORTS BUSINESS

Louise Wells VP of Strategic Accounts Sports at Bubble Agency With over 20 years of B2B media technology and sports PR experience, Louise leads Bubble Agency’s sports division. She oversees the dedicated team across Europe and the Americas, delivering strategic communications for federations, rights holders, broadcasters and leading technology providers. Louise has worked with high-profile organisations including EMG/ Gravity Media, Telstra Broadcast Services, Pixellot, PlayOn Sports and Magnifi. A respected industry voice, she regularly chairs conference panels exploring the trends shaping the future of sports broadcasting and media technology.

In a crowded, noisy marketplace, having a great product or service is not enough. If no one knows you exist—or worse, if they do not understand what you do—you are in trouble. That is why PR is not optional; it is essential. Yet, many B2B companies treat PR like an optional extra. A “nice to have.” Something you fire up before a trade show or ahead of a product launch, then forget about for six months. That is like watering a plant once a year and wondering why it doesn’t grow. This mindset is outdated. Strategic PR is essential to driving brand reputation, credibility, lead generation, and long-term growth.At Bubble, we work across sectors where trust and visibility are everything— Sports Technology, Media Technology, Pro AV, and Security & IT. In these industries, PR is not just a support function; it is a strategic tool, and here is why it matters:

1. Reputation Is Not Built

staff mishap or navigating a complex

by Accident

issue like patent infringement, the

Your reputation is one of your most

brands that emerge strongest are

valuable business assets. It takes years

those that have prepared in advance.

to build and only moments to damage.

Scenario planning led by experts,

Managing it requires expertise,

along with a well-rehearsed crisis

forward planning, and a sector-

playbook, enables comms teams

specific approach. A one-size-fits-all

to respond, not react. A measured,

strategy doesn’t cut it, especially in

confident response can be the

the technology sectors we represent,

difference between a short-term issue

where trust, credibility, and authority

and lasting reputational damage.

are everything. One of the most critical, yet often

82 MAJOR E VENTS JOURNAL

2. Internal Comms Should Not

overlooked, aspects of reputation

Be an Afterthought

management is issues management.

PR is not just about external

Too often, brands only think about

messaging; internal communications

engaging with an expert agency once

play a critical role in shaping company

a problem has already hit. Whether it

culture and keeping your team

is handling communications around a

aligned, informed, and engaged,

especially during periods of growth

visibility before the doors even open,

be invaluable if a spokesperson is ever

or change. Your employees are your

creating buzz that drives attendees to

misquoted or incorrect information

most credible brand advocates, but

want to pre-book a meeting or actively

is printed about a company; they can

only if they feel connected to the

seek them out at the conference.

ensure the situation is managed in the

business. Regular, transparent updates

Experience has also taught us

best way possible.

on company plans and initiatives

that a deep understanding of these

help foster trust, build a sense of

conferences gives us the advantage

5. Thought Leadership Builds

ownership, and strengthen retention.

of knowing which ancillary events and

Trust at Scale

Think of internal comms as PR for the

networking opportunities our clients

Being seen as an expert in your

people who already like you. When

should prioritise attending to uncover

field is a powerful brand asset. But

done right, it turns employees into

additional new business opportunities.

thought leadership is not just about

ambassadors who actively champion

publishing opinion pieces, it is about 4. Effective Media and Analyst

knowing what the industry is talking

Relations Is About Getting the

about, contributing meaningfully

3. Conference ROI Depends on

Right Coverage

to that conversation, and securing

Strategic PR

Getting media and analyst coverage

placements in outlets that are read

Conferences and trade shows are

is good. Getting the right coverage in

by the audiences you desire to sell

a major investment of time, money,

outlets that C-suite executives read

to. It takes research, relevance,

and resources. When approached

and want to be seen in, and where a

relationships with the media, and,

strategically, they can enhance visibility,

company’s prospects, partners, and

most importantly, engaging content

strengthen industry relationships, and

peers will notice, delivers far more

that people want to read to be a

generate valuable leads. But turning up

effective ROI.

successful industry thought leader.

your brand from the inside out.

with a stand and some brochures is not

Specialist PR teams know which

Once published, this content becomes

enough. Without a focused pre-show

outlets matter, how to pitch them,

a valuable asset that can also be

and on-site PR strategy that includes

and how to tailor messaging for each

leveraged across the executive’s social

ensuring preview issues are maximised,

audience. They are also attuned to

media profile.

customers have been secured to speak

sectors where the media landscape is

on the company’s behalf, and a news

evolving and where closer relationships

6. PR Builds Confidence with

agenda is planned, businesses risk

are needed to secure attention and

Investors and Stakeholders

missing opportunities to elevate their

coverage. Additionally, when new

In today’s investment landscape,

brand and influence the conversation.

outlets emerge, specialists are already

visibility equals credibility. Whether

aware and ready to engage.

you are backed by venture capital

Over the past 20 years, we have supported clients with PR outreach

Furthermore, specialists understand

or reporting to a board, regular

at major industry events in the

that media and analysts in different

media presence shows momentum,

sports technology sector, including

regions have different needs, and that

leadership, and market relevance. A

SportsPro’s catalogue of events,

successful pitching is not about sending

well-executed PR strategy helps you

International Sports Convention, SBJ

mass emails and hoping for the best—

stay top of mind with the people whose

events, Soccerex, and Sportel. From

it is about cultivating long-standing

confidence matters most. Skip the

this experience, one thing is clear:

relationships with media contacts that

PR, and you risk looking like a ghost

brands that plan ahead and engage

have been built over years.

company. And that’s the last thing you

press and analysts early build stronger

Having a specialist in your corner can

want when you need funding. MAJOR E VENTS JOURNAL 83

is a feature article, a CEO post on LinkedIn, or a video shared with your technical audience. Navigating digital PR means understanding where your audience lives and what kind of content will engage them there. Today’s landscape of large language models (LLMs), such as Perplexity, ChatGPT, and Claude, which can trawl the web and generate summaries about brands and products, means that marketing teams must ensure their digital content is accurate and up-to-date. This helps prevent the spread of misinformation and ensures that information about their brand is sourced from reliable and trusted platforms. Navigating this with specialist marketers who understand how these platforms work removes the burden. The Bottom Line PR is not an add-on; it is a core part of how your business builds visibility, credibility, and trust. Whether you are preparing for a major product launch, a key industry event, or simply want to raise your profile in a crowded market, consistent, strategic PR makes 7. PR Supercharges Your

across markets ensures greater impact,

a measurable impact. Partnering

Marketing Efforts

especially when guided by specialists

with a specialist agency means you

Marketing shapes the message. PR

who understand local dynamics and

get more than coverage, you get a

gives it reach and credibility. When

can tailor strategies accordingly.

communications engine that supports long-term business success.

the two work in sync, they create a strategic, consistent narrative that truly

8. Digital PR: Because Google Is

resonates with your audience. For PR

Everyone’s First Impression

to be effective, it must be treated as

Your online presence is often a

a long-term investment, not a one-off

prospect’s first impression. PR should

activity, with clear, measurable KPIs

work hand-in-hand with digital strategy

built into the plan. Regional nuances

to ensure your brand story is consistent

also matter. Aligning PR and marketing

across every platform—whether that

8 4 MAJOR E VENTS JOURNAL

WHICH MAJOR EVENTS EXIST IN AI ANSWERS AND WHICH DON’T

Neil Kent Chief Marketing & Commercial Officer, Earl Neil Kent is a communications and brand strategist with more than 20 years’ experience helping globally recognised brands build visibility, influence and commercial growth across sport, hospitality, events and venue sectors. As Founder and Managing Director of Chapter Communications, and Co-Founder of Earl, he advises premium venues, stadia and major events brands on reputation, AI visibility, strategic communications and audience engagement in an increasingly AIdriven media landscape. Neil’s career spans senior roles with organisations including Chelsea FC, National Football League, Ogilvy and principal Formula One sponsorship programmes. He is known for combining commercial insight with modern communications strategy, particularly around how AI platforms are reshaping discovery, trust and brand authority.

A growing share of the decisions that shape this industry, such as where to bid, who to sponsor, and which suppliers to shortlist, now begin with a query to ChatGPT, Google AI Mode, Claude, Gemini or Perplexity rather than a traditional Google search. The AI doesn’t return a list of links to evaluate. It returns a single consolidated answer in which some organisations are named, recommended and contextualised, and others are simply absent. For federations, host cities, rights holders and suppliers, presence or absence in that answer is now a measurable commercial and reputational variable. Almost no one is tracking it. In May 2026, Earl ran a structured study across the four leading consumer AI platforms, testing how each responded to the kind of questions a federation hosting decision-maker would actually ask. Six entities — World Athletics, World Aquatics, the host cities of Tampere and Belfast, the major-events consultancy Trivandi, and the Birmingham 2022 Commonwealth Games legacy organisation — were run through ten identical prompts each, ten times per platform. The findings are uncomfortable.

Every entity scored ‘weak

suppliers and events, no one was

visibility’.

being represented well.

World Athletics, the strongest performer, registered 47%. World

The same handful of cities

Aquatics scored 34%. Tampere,

appears every time.

Belfast, Trivandi and Birmingham

When asked which cities are best

2022 all landed at 30–31%. The gap

placed to host a major international

I expected to find between well-

championship between 2028 and

represented and invisible entities

2032, the four platforms converge

turned out to be a different story

on a familiar list: London, Paris, Los

entirely: across federations, cities,

Angeles, Tokyo, Barcelona, Madrid, MAJOR E VENTS JOURNAL 85

Berlin, Sydney and Doha. Across roughly seventy responses to open host-city prompts, Tampere — a city that has hosted IIHF World Championships, European Athletics U20, and FIBA EuroBasket group-stage matches — was named once. Belfast was named three times. The mid-tier hosting ecosystem isn’t competing for AI mentions. It isn’t in the conversation at all. AI doesn’t know what some cities are for. Asked to assess Belfast’s strengths as a host, one platform responded with a clarifying question; did the user mean

The specialist supplier layer is, by

quality, not of hosting capability or

sports events, business conferences,

industry standards, near invisible.

commercial credibility, which means

tourism, or something specific? A city

Asked who the leading specialist

the gap is fixable but is being left

that has delivered the Giro d’Italia Big

suppliers for major event delivery are, AI

unfixed. Second, the cost of inaction

Start, the World Police and Fire Games

surfaces large generalist consultancies

isn’t only invisibility. It is the risk of

and the MTV European Music Awards

(Deloitte, WSP) and a small number of

being misrepresented confidently and

has no clear AI-side association with

major events specialists. Most of the

at scale, in front of decision-makers

sports hosting. That is a positioning

firms that staff the Hosts & Federations

who have no easy way to cross-check.

failure, not an absence of credentials.

Summit exhibition floor — established

Third, the organisations that move first

names with multi-Games delivery

to monitor, audit and influence how AI

The misrepresentation is the

records — return zero or near-zero

systems describe them will benefit from

more serious finding.

mentions across the study. The

a window that is closing quickly as more

Across ten consistent runs, ChatGPT

suppliers most trusted by federations

decisions migrate into the answer layer.

confidently listed “The 149th Open

are the least known to the systems that

The question worth asking before

Championship” as an event Belfast

federations are starting to query.

has hosted. The 149th Open was

the next bid cycle, the next sponsor pitch or the next federation briefing:

played at Royal St George’s in Kent

What this means for federations,

when someone asks an AI about you,

in 2021. The Open hasn’t been near

hosts and rights holders.

what does it say? And, increasingly

Belfast since Royal Portrush in 2019,

AI search is no longer adjacent to

important, is any of it true?

and Royal Portrush, sixty miles up

discovery; for a growing share of

the Antrim coast, isn’t Belfast. The AI

journalists, sponsors, government

was repeatedly wrong with full source

stakeholders and federation staff doing

citations in answers that a federation

pre-bid scans, it is the discovery layer.

executive might read and act on.

The data above suggests three things.

Belfast didn’t create that error, but it is

First, AI visibility is currently a leading

exposed to it.

indicator of strategic communications

86 MAJOR E VENTS JOURNAL

THE EXPERIENCE ECONOMY, DATA, INSIGHT AND THE SCIENCE OF THE SATURDAY NIGHT

Phil Tate CEO GXE Consulting Phil Tate is the CEO of GXE Consulting, a dynamic organization comprising six specialized businesses dedicated to quantifying and driving growth across the global experience economy. At the helm of GXE, Phil oversees cutting-edge research and strategic insights that map consumer behaviour, brand activations, and immersive events across multiple countries and venue types, alongside portfolios focused on media and network events. Prior to establishing GXE, Phil spent 3 years as Global Clients MD at NIQ and 23 years shaping market measurement and data strategy within the global food, beverage, and hospitality sectors as CEO of CGA. This deep background in market research serves as the foundation for GXE’s rigorous, datadriven approach to the experience economy today.

Phil Tate, CEO of GXE Consulting, argues that the experience economy has outgrown the operational data most venues and organisers rely on. Drawing on GXE’s syndicated global research and its Consumer Experience scoring methodology, he makes the case that understanding the full leisure wallet, and the motivations that drive it, is now as commercially critical as managing the event itself. With competition for any given evening spanning immersive experiences, travel and dining, Tate contends that the split between committed fans and valuesensitive occasional attendees is the defining challenge facing every operator competing for live audiences today. Data-driven event strategy: You’ve

from beyond their own four walls.

built a portfolio of businesses that

The expectation operators are now

provide data and insights to the

judged against is set across the whole

experience economy. What are

market, not inside a single venue, and

the critical metrics and insights

until recently nobody was reading

that event organisers and venues

that wider picture continuously.

should be tracking? Where do you

The industry has had occasional

see gaps in how data is currently

retrospective studies. It has not had a

being used?

continuous quarterly view, until now.

Most organisers and venues are rich

The sector needs more than a

in operational data about their own

rear-view mirror. How is the nature

events. They know what happened

of the consumer changing? How are

last night in forensic detail, the footfall,

they affected by global trends? What

the dwell time, the spend per head,

do they want, and more importantly

and that tells them what occurred

why? And most important of all, what

and how it shaped sales on the night.

are they genuinely willing to pay for to

What has been harder to come by

get the experiences they crave, versus

is context, insight and foresight

what they now treat as a basic hygiene MAJOR E VENTS JOURNAL 87

factor? That is the gap we built GXE to close, bringing rigorous global data that lets leaders combine their own internal numbers with a trusted independent read of the wider market. We have just launched a syndicated study across seven countries and thirteen sectors of the global experience economy to provide exactly that context, supplemented each quarter by a deepdive focus on one of those sectors. Each focus pulls back the curtain on who the consumers are, how they segment, and how to engage each segment to lift both their experience and the revenue opportunity. The early data already reframes the conversation. Experience-goers make up 52% of the population, and their two strongest motivations are spending time with friends and family and making memories. That tells operators

average consumer now attends 22

something concrete, because the job

experience-led occasions a year, and

is no longer simply to stage an event, it

the fight for any given Saturday night

mostly because they cannot yet

is to engineer the moments that create

is no longer the venue down the road.

quantify the return. You cannot manage

those memories and, with them, the

It is immersive experiences, travel,

what you cannot measure. Their

sense of value people will pay for.

hospitality, a meal out, or simply staying

question is a fair one: what does this

To make that measurable we have

early conversations we sense real hesitation from brand partners,

in. Very few operators have ever had

do for my brand when I have nothing

built a Customer Experience score

sight of the consumer’s whole leisure

to show me the size of the prize or the

for venues, starting in the UK and

wallet, and that line of sight, kept up

impact on my equity? That hesitation

moving global, that produces an overall

continuously rather than captured once,

carries a commercial cost for the whole

experience score and then breaks it

is what turns a research report into an

sector, because keeping consumers

down across the factors that drive

operational planning tool. Our venue

coming back depends on brand

it, atmosphere, sightlines, food and

scores alongside the syndicated data

partners being willing to show up and

beverage. It answers a question that

give the sector a detailed, ongoing read

activate. Closing the gap means giving

has been surprisingly hard to answer

of who its consumers are, what they

them hard evidence of the value they

until now: are venues actually delivering

want and why, and how to act on it over

create, in sales and, just as importantly,

on the things consumers say matter

the next twelve months and beyond.

in brand equity.

most?

Through a different lens, the same

That is precisely why we built GXE,

This matters because the

insight is just as critical for the brand

measuring spend intent, audience

competition has widened. The

owners who invest in this space. In our

profiles, the drivers and barriers to

88 MAJOR E VENTS JOURNAL

attendance, and the commercial impact

there. At the same time, the friction

of sponsorship. The gap I see most

fans once tolerated has become

often is that operational data and

genuinely damaging. Queues, weak

consumer demand evidence never end

connectivity, clunky payment, a long

up in the same room. What we want to

wait at the bar, poor service. Those

give operators is the ability to pair the

used to be minor irritations. They now

art of what they do, the commercial and

destroy the value of the whole night.

customer instinct they have spent years

And every part of it, the good and the

building, with the science we provide,

bad, gets shared online in real time, so

the wider context and benchmarking

a poor experience is no longer a private

that turns instinct into a confident,

frustration. It travels.

business-critical decision.

Across the venue ecosystem we watch operators respond to exactly

are the first to stay at home. That split is why understanding the

Fan experience and sentiment:

this. The money is moving from

customer by occasion now matters

Mondo Stadia Media focuses

transactional to experiential. Food and

so much. As venues become genuine

specifically on fan experience

beverage is being built as a destination

365-day operations hosting very

in stadiums and arenas. What

rather than a queue, connectivity is

different kinds of events, the consumer

patterns are you seeing in what

treated as core infrastructure, and

changes from one event to the next. A

drives satisfaction and engagement

venues are engineered to earn their

football crowd is not a concert crowd is

at major sporting venues? How is

keep across the whole year rather

not a conference delegate. To protect

sentiment shifting post-pandemic?

than on event days alone. Through

both the commercial return and the

Start with the macro picture, because it

GXE Consumer we then test whether

experience itself, operators need to

frames everything that happens inside

that investment actually lands with

understand the distinct segments

the venue. Consumers are actively

the people it is meant for. Our Live

arriving for each event, their missions,

reshaping how they spend. Nearly

Football study followed 1,500 attendees

their motivations, and how to engage

three quarters tell us experiences give

across the UK, USA and Germany

and deliver against what each of them

them something possessions never

through the entire matchday journey,

actually wants. That is the insight GXE

can, and one in two plan to have more

from booking and arrival to food and

Consumer is built to provide.

experiences in the year ahead. So it

beverage, atmosphere, and the dwell

is no surprise that live experience is

time after the final whistle. The clearest

talks about these shifts and sees the

winning a bigger share of a tighter

pattern I would put in front of any

ever-growing range of solutions available

wallet, and that raises the stakes for

operator is that sentiment has divided.

to create those cut-through moments

everyone competing for it.

The committed fan is as emotionally

for fans. And Stadia Expo in November

What that means on the ground is

attached as ever and will defend the

is the dedicated trade exhibition for the

that the bar for leaving the house has

ritual whatever it costs. The occasional

global stadium and arena market, the

risen sharply. The at-home experience

attendee has become far more ruthless

meeting ground for the whole venue

improved enormously over the

about value, and is the most exposed

ecosystem, where the people building

pandemic years, so the live premium

to the squeeze on household budgets.

these experiences come together

now sits in the things you cannot get on

Win that occasional attendee on value

to showcase what is now possible

a sofa. Atmosphere, belonging, status,

and atmosphere and you grow the total

to create, enhance and deliver the

the shared memory of having been

spend. Take them for granted and they

experience the customer is looking for.

Mondo Stadia is where the industry

MAJOR E VENTS JOURNAL 89

FROM LONDON TO DUBAI, THREE DECADES OF STRATEGY, INSIGHT AND HOSPITALITY

Darren Moore Head of Global Consulting Russell Partnership Collection With over 30 years of experience across the hospitality, live events, retail, and hotel industries, Darren brings extensive global expertise to the Russell Partnership Collection. After spending seven years based in Dubai leading the regional team, and business development in the region, he now serves as Head of Global Consulting, overseeing the delivery of major projects for clients worldwide.

9 0 MAJOR E VENTS JOURNAL

We are the UK’s leading Food, Nutrition, Technology and Wellbeing Collection, a global team of subject experts, who for the past 36 years, have delivered creative and commercially viable food, beverage and hospitality solutions to over 700 clients across 30 countries in the sports, stadia, major event, hotel and university sectors. We are proud to have worked with the world’s largest global events, including the London 2012 Olympic Games, Sochi 2014 Winter Olympics, 2015 and 2019 Rugby World Cups, Expo 2020 Dubai and the 2018, 2022 and 2026 Commonwealth Games. We continue to deliver strategic consultancy and operational support globally and have the privilege of working with clients and operators across global stadia and events including Silverstone F1 British Grand Prix, Wembley Stadium, the R&A Open Championship, Royal Ascot, LIV Golf, Commonwealth Games, and the Jockey Club to name a few. What trends are currently

more than entertainment, they

reshaping the global events

want memorable, meaningful, and

industry?

high-quality culinary moments that

Since the pandemic, food, beverage

complement the event itself. As a

and hospitality have shifted from

result, stadiums, arenas, and live

being background amenities to

venues worldwide are investing

becoming central pillars of the overall

heavily in elevated food and beverage

guest journey and centre-stage

offerings that shape how people feel,

drivers of event experience. Whether

engage, and return, transforming

at a sports game, concert, conference,

stadium dining into something

or festival, what guests eat and drink

comparable with high-street food

plays a defining role in how they

halls or casual dining destinations,

perceive and remember an event.

becoming part of the reason guests

Today, fans and attendees expect

arrive early and stay late.

How are Food, Beverage and

a transactional necessity, but as a core

as missing key moments due to long

Hospitality expectations from fans,

part of the entertainment experience,

queues.

visitors and customers changing?

rotating menus, investing in diverse

Data will always be essential to

One of the noticeable shifts, is the

partnerships with local food vendors

drive future strategic direction. Venues

transition towards localisation and

and independent brands and delivering

that are able to interpret and utilise

authenticity. Rather than relying on

fresh, made-to-order concepts rather

their data will possess a competitive

generic fast-food staples, venues

than pre-prepared items.

advantage when seeking to understand

are showcasing flavours that reflect

what fans consume, when, where and

their city or region. This includes

What role do technology and

how often, allowing operators to refine

local breweries, artisanal producers,

innovation play in improving

offerings, manage costs, and tailor

iconic street-food dishes, and chef-led

event delivery?

experiences at an individual level.

concepts. Introducing these aspects not

Technology is already evolving the

only enhances the sense of place, but

customer experience and will play a

What challenges do you believe

also deepens emotional connection,

critical role through digital ticketing

the industry must address in

turning a visit into a richer, more

integration. Access to food and drink

the coming years?

personal experience.

tied directly to ticket type, along with

How stadiums evolve into multi-use

mobile ordering, self-checkout kiosks,

venues, positioning themselves as

in the UK has long been defined by

and frictionless payment systems will

year-round destinations, rather than

queues, halftime rushes, and a limited

all dramatically reduce waiting times,

occasional venues aiming to capture

choice between pies, chips, and beer.

drive labour efficiencies and ensure

and maximise the match day window

A major shift is underway as consumer

customers have more freedom to enjoy

only. For clubs and venue operators,

expectations evolve and competition

the event. The result is a streamlined

the challenge will be delivering these

for leisure time intensifies. Stadium

crowd flow, which alleviates some of the

experiences at scale while maintaining

operators are reimagining F&B not as

most common fan frustrations, such

profitability and sustainability.

The traditional stadium experience

MAJOR E VENTS JOURNAL 91

The design of F&B in stadiums is

all-inclusive food and beverage in

stations, street food vendors, and

also key to minimising operational

UK stadia represents a fundamental

beverages included within upgraded

challenges. To address these, future

rethinking of the matchday experience.

ticket categories and General Admission

stadiums are being designed with

It is not simply about offering more food

enhancements - Even standard ticket

modular kitchens, distributed food

or drink, it is about removing friction,

holders may see partial inclusivity, such

points, and flexible service areas that

elevating quality, and integrating

as bundled food-and-drink credits

adapt to different crowd flows and

hospitality into the core of live sport

or “all-you-can-eat” zones and brand

event types.

and events.

activations. This tiering will allow clubs

The future of all-inclusive stadia will

to maximise revenue while broadening

What opportunities do you see

operate across multiple tiers including;

access to elevated experiences at

emerging for UK Stadia and

Fully All-Inclusive Premium Hospitality

multiple consumer price points.

event venues?

- High-end packages featuring chef-

The all-inclusive / GA+ F&B model are

led menus, fine dining, and unlimited

concepts that are set to redefine how

drinks in exclusive lounges or pitch-side

fans engage with live sport and events

settings, GA Plus / Mid-tier inclusivity

over the next decade. The future of

- Access to a curated range of food

For further insights please contact: Email: Darren.Moore@russellpartnership.com Web: www.russellpartnership.com 92 MAJOR E VENTS JOURNAL

INSIDE SPORTEL: THE EVENT THAT CONTINUES TO CONNECT THE GLOBAL SPORTS INDUSTRY

Agnès Marsan Executive Director, SPORTEL International SPORTEL is the premier event for global top-level executives within the sports business industry. SPORTEL’s flagship annual event held every October in Monaco attracts 2,000 high-level decision makers across the global sports industry for unmatched networking, discussions and deal-making at the intersection of sports media and technology. Since it was founded in 1990, SPORTEL has established an international presence with key industry gatherings across the globe. Registrations have opened for SPORTEL Monaco 2026, taking place from 19-21October. Visit SportelMonaco.com for more information.

For nearly four decades, SPORTEL has enjoyed an unrivalled position at the heart of the global sports media and technology industry, bringing together senior executives, rights holders, broadcasters, technology providers and investors to shape the future of sport. From its origins in Monaco in 1990 to its international expansion across APAC and the Americas, SPORTEL has evolved alongside the industry itself. As SPORTEL Monaco 2026 approaches, the event continues to provide an unparalleled platform for networking, innovation and high-level deal-making in a dynamic sports business landscape. Since its first edition at the Loews

the most outstanding sports images

Hotel in Monaco in November 1990,

of the year.

SPORTEL has forged an unrivalled

Its creation was a masterstroke

reputation at the intersection of

for a global industry on the cusp of

sports media and technology.

explosive growth over the years

Founded under the High Patronage of Prince Rainier III of Monaco and

to come. For example, the FIFA World Cup

under the Presidency of Prince

in Italy, held just months before

Albert II of Monaco, SPORTEL was

SPORTEL’s first event, generated $71m

the brainchild of Monegasque

in media rights fees for football’s

journalist George Bertellotti. He

global governing body. Fast-forward to

created SPORTEL Monaco, which

2026, ahead of the start of the World

remains today the world’s leading

Cup in Canada, Mexico and the USA,

sports content media rights and

the running total for the tournament’s

technology convention and its

rights fees is reportedly $3.9bn.

associated initiatives—including the

Underpinning this exponential

Golden Podiums and the Renaud de

growth are countless technological,

Laborderie Book Prize, today known

behavioural and financial trends that

as the SPORTEL Awards, celebrating

have been discussed and debated MAJOR E VENTS JOURNAL 93

over the years at SPORTEL, where deals

a track record for taking its winning

between the Americas and Asia. Over

have been struck that have reshaped

format and reputation to strategically

the years, SPORTEL has been hosted in

how sport is consumed worldwide.

important destinations across

key destinations including Hong Kong,

the globe.

Singapore, Shanghai, Macao, Rio de

Over 35 years on from that inaugural gathering, SPORTEL has

In 1997, the International Olympic

Janeiro, Miami, Bali, Buenos Aires and,

been a constant in an ever-changing

Committee bestowed its official

most recently, Singapore once again

industry. From the fragmentation of

patronage upon SPORTEL– and the

in 2026.

the sports broadcast landscape to

first edition of SPORTEL America

digital transformation and AI, SPORTEL

took place in Miami Beach, USA. This

the Covid-19 pandemic, SPORTEL

has tracked every major shift – and

landmark event set the tone for more

successfully relaunched its international

the event’s role in bringing together

international expansion after the turn of

development strategy in the 2020’s.

the sector’s leading decision-makers is

the millennium.

Between 2023 and 2026, editions

more important now than ever.

After an enforced hiatus due to

Following the sell-out success of

were held in Bali, Miami, Buenos Aires

SPORTEL Dubai in 2004, the first edition

and Singapore, reinforcing SPORTEL’s

Strategic destinations and

of SPORTEL Asia was launched in

position as a global platform connecting

International Growth

Hong Kong the following year in 2005.

broadcasters, rights holders,

In 2026, SPORTEL is a flourishing

To better serve its global community,

technology providers, agencies, media

international brand and platform for the

SPORTEL continued to expand its

companies, investors and sports

global sports industry.

international footprint by organizing

organizations.

Alongside its flagship annual event in Monaco, SPORTEL has established 9 4 MAJOR E VENTS JOURNAL

an annual spring edition in strategic

In March 2026, SPORTEL Asia

sports business hubs, alternating

confirmed its position as a gateway to

the fast-growing Asia-Pacific market by returning to Singapore, eight years after its last edition in the city-state. The event welcomed nearly 400 participants representing more than 220 companies from 35 countries. While the destination for 2027 has yet to be confirmed, SPORTEL is actively exploring new opportunities across the Americas, Asia-Pacific and the Middle East. The objective is to establish SPORTEL in strategic business hubs that provide direct access to regional sports

for another event packed with insights,

opportunities is built on relationships

ecosystems while connecting local

product innovations and networking

that have been forged inside the

stakeholders with the global SPORTEL

opportunities. Like the industry, though,

Grimaldi Forum over the years, with

community.

SPORTEL continues to evolve.

attendees regularly lining up more

For the very first time, from 18-19

than 50 meetings over the three-day

development strategy, SPORTEL aims

October, an invitation-only CMO Brand

schedule.

to build a network of regional hubs

Programme will bring together senior

However, SPORTEL’s enduring

that complement SPORTEL Monaco,

marketing executives for high-level

appeal internationally and its global

the flagship global marketplace for the

discussions and the opportunity to

growth show that this famous name

sports media and technology industry.

engage directly with the SPORTEL

in sports media and technology is

community, including exhibitors and

equipping its community to navigate

industry leaders.

future challenges and opportunities

Through its international

Monaco return Last year’s edition in Monaco attracted

Designed for senior brand decision-

around 800 companies from 70

makers with a strong interest in sport,

countries for engaging conversations,

sponsorship and innovation, the CMO

panel sessions and showcases

Brand Programme will feature a hand-

throughout the Grimaldi Forum, giving

picked group of international executives

2,000 delegates plenty of food for

from complementary, non-competing

thought.

companies.

Notably, eight out of every 10

with confidence.

The CMO Brand Programme

businesses present at SPORTEL were

is just the latest example of how

returning – conscious that the sports

SPORTEL continues to evolve, ensuring

sector’s most important gathering

its unrivalled role as a catalyst for

is unmissable from a strategic

innovation, connection and deal-making

perspective.

in the sports media industry.

This year, SPORTEL will return to

SPORTEL Monaco’s reputation as

the Grimaldi Forum from 19-21 October

a hub of unparalleled networking

For further insights please contact: Email: a.marsan@monacomediax.com Web: www.sportelmonaco.com MAJOR E VENTS JOURNAL 95

WHEN THE INDUSTRY IS THE AUDIENCE As the industry continues to evolve

London Marathon CEO Hugh Brasher.

apace, we are continually appraising

But participation is not limited to

how best to contribute to its

the most senior players, we reflect

progression and help inform those

newcomers and emerging industry

involved in driving that change.

talent through our schemes including

With new event formats emerging,

Christopher Barrett Access All Areas A highly experienced editor, journalist, content consultant and producer, Chris has been the editor of Access All Areas since 2020, where he oversees editorial, video and conference content across all AAA platforms including the magazine, website, podcast, roundtables, the AAA Explores video series and events including the AAA Conference & Awards, Event Production Show conference and Event Production Awards. Prior to joining Access, Chris spent more than a decade overseeing the creation of compelling content for clients including Abbey Road Studios, Google, Universal Music, Warner Music and music trade body the BPI. Extensive entertainment industry business journalism experience includes contributing to Billboard, IQ, Music Ally, Music Week and Record of the Day. His work has also appeared in consumer press and newspapers as far and wide as the UK and Australia. Over the years Chris has interviewed many of the most senior figures in the events and entertainment industries, along with an array of celebrated artists including Beck, Ray Davies, John Martyn, Iggy Pop and Brian Wilson.

sports and entertainment becoming

Access All Areas 100 communities.

increasingly intertwined, and cutting-

Our flagship event, the Event

edge technology transforming the

Production Show (EPS) has seen

way events are planned, delivered and

remarkable growth in recent years

experienced, we have transformed the

not just in terms of the scale of

delivery of our business-to-business

the show floor but also the levels

live industry content and events to

of attendance and investment by

reflect that dynamism.

exhibitors enthusiastically bringing

Just as young fans are enthusiastically embracing the

their products and services to life. Helping to unite key players from

opportunity to put aside their screens

all corners of the live event industry

and embrace the exhilaration that

for more than 35 years, EPS is the

comes with sharing a real-word live

UK’s longest-running event for

events experience with thousands

professionals delivering outdoor

of their peers, we are seeing

and live experiences. It will return

unprecedented demand from events

on 3-4 March when ExCel London

professionals to be ‘in the room’

will be brought to life once again

sharing knowledge, exploring industry

by a truly remarkable array of live

developments and new ways

events industry suppliers and service

of working.

providers. The vast East London

Across our exhibitions,

venue will be transformed into a

conferences, summits and awards

platform showcasing ground-breaking

celebrations we involve leaders

technology, game-changing solutions,

from every aspect of the industry;

the launch of pan-industry initiatives

with past participants ranging from

and discussions featuring key decision

Glastonbury Festival boss Emily

makers from across the live events

Eavis to Wimbledon Championships

ecosystem.

operations director Michelle Dite, Live Aid promoter Harvey Goldsmith to 96 MAJOR E VENTS JOURNAL

the Access All Areas 30 Under 30 and

In partnership with leading

intimate environments in which to

sector. What was especially nice was the

industry associations, we will curate

network, exchange ideas and

slightly informal approach to business

six conference stages at EPS 2027

strike deals.

networking that really allowed some

to ensure that no opportunity is

With that in mind, October saw us

organic and productive conversations

missed when it comes to addressing

launch the Access All Areas Leaders’

the pertinent issues and search for

Summit. Involving keynote interviews,

On the back of that success, we will

solutions to pan-sector challenges.

workshops and panels sessions, along

stage the second edition of the Summit

with a selection of informal networking

in October and launch an additional

year’s EPS encompassing an additional

opportunities that Summit proved

AAA Producers’ Summit in January.

2,000 square meters of hall space,

hugely popular among both the 70

Just as operators of large-scale

which was populated by more than

senior event professionals and our 17

live events continue to find new ways

5,000 visitors, some 200 exhibitors

sponsors.

of elevating their offerings, at Access

Unprecedented demand led to this

and over 100 speakers.

to take place.”

As one speaker put it: “The AAA

All Areas and the Event Production

Just as fans’ enthusiasm for events is

Leaders’ Summit is a game changer. It

Show we will continue to explore

not limited to stadium spectaculars, we

was fantastic to be connected with so

new and interesting ways to reflect

are also experiencing strong demand

many brilliant suppliers and listen to

and contribute to that remarkable

from event professionals wanting more

such a variety of perspectives from the

dynamism. MAJOR E VENTS JOURNAL 97

OPERATIONS AND PRODUCTION PRECISION AT SCALE

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END-TO-END LIGHTING AND RIGGING ACROSS 29 OLYMPIC VENUES Led by CEO Alastair Currie, SLX delivered end-to-end lighting and rigging support across 29 venues for the Paris 2024 Olympic and Paralympic Games. As an Official Supporter, SLX was responsible for creating bespoke broadcast lighting solutions that met the exacting standards of Olympic Broadcasting Services, international sporting federations, athletes, spectators and global audiences. The project demanded large-scale programme management, technical finesse and careful sustainability planning. A core team of 30 specialists, supported by more than 100 freelance technicians, delivered lighting, rigging and sports presentation systems across some of the most high-profile sporting environments in the world. For Alastair and the SLX team, Paris 2024 represented more than scale. It demonstrated the company’s ability to combine technical expertise, creative problem-solving and responsible delivery under the pressure of a global live broadcast environment.

MAJOR E VENTS JOURNAL 99

The Paris 2024 Olympic and

was supported by more than 100

Paralympic Games brought together

freelance lighting technicians, all

thousands of athletes from across the

working to a fixed schedule across

world to compete on one of the most

multiple locations.

visible stages in international sport. Hosted across iconic venues in and

operation, SLX secured a 25,000 sq ft

around Paris, the Games combined

warehouse space in Paris as a central

elite competition, cultural celebration,

hub for equipment preparation,

innovation and a strong commitment

testing and deployment. Significant

to sustainability.

investment was also made to meet

Paris 2024 represented one of

Alastair Currie Chief Executive Officer SLX Alastair Currie, CEO of SLX, a technical production and hire company with more than 45 years of heritage across theatre, live events, sport, broadcast, light trails and performing arts. Under his leadership, SLX has continued to evolve from its theatrical roots into a trusted production partner for complex, high-profile projects across the UK and internationally. Alastair has played a key role in shaping SLX’s commitment to technical excellence, creative problem-solving and responsible delivery. As a B Corp, SLX places sustainability and social value at the centre of its work, supporting clients to deliver ambitious experiences with greater awareness of their wider impact. With a background rooted in the realities of live production, Alastair brings a practical, people-focused approach to leadership. His focus is on building skilled teams, longterm partnerships and resilient delivery models that allow SLX to perform confidently in demanding environments, from major sporting events to cultural moments seen by audiences around the world.

the demands of the Games. Alongside

the most complex technical delivery

SLX’s existing stock of sports

environments the company has ever

fixtures, a further 1,600 fixtures were

supported. As an Official Supporter,

manufactured specifically for the

SLX was appointed to design and

project. Miles of fibre optic cabling

deliver bespoke lighting solutions

were installed to support broadcast

across 29 Olympic and Paralympic

infrastructure, and rigging installations

venues, spanning athletics stadia,

equivalent to 12.5 laps of an athletics

aquatic centres, indoor arenas and

track were delivered across venues.

specialist sporting environments.

Each sporting discipline required

Each venue came with its own

a tailored technical solution. Athletics

technical, creative and logistical

demanded consistent, high-output

demands. Lighting had to meet

lighting across vast track and field

the rigorous standards of Olympic

areas. Aquatic venues required careful

Broadcasting Services, satisfy

control to reduce glare and surface

the requirements of international

reflection while maintaining broadcast

sporting federations, support athlete

clarity. Indoor arenas hosting boxing

performance and safety, and enhance

and fencing required lighting that

the experience for spectators in

could move seamlessly between

venue. At the same time, every system

competition mode and presentation

needed to perform under the scrutiny

mode.

of 4K television, streaming platforms

Designs were developed in

and social media, with billions of

close collaboration with sporting

viewers watching around the world.

federations, the host broadcaster,

SLX approached the 29 venues as individual projects while managing the Games as one cohesive programme

10 0 MAJOR E VENTS JOURNAL

To support the scale of the

venue teams and creative stakeholders. Alongside broadcast lighting,

of works. That balance between

SLX delivered Sports Presentation

micro-detail and macro-coordination

solutions across five major venues:

was fundamental to the success of the

Stade de France for rugby sevens and

project. A core team of 30 specialists

athletics, North Paris Arena for

Across 29 venues, the lighting performed exactly as intended, supporting athlete safety, meeting broadcast standards and elevating the spectator experience both in venue and on screen. Paris 2024 generated 5,600 hours of footage produced by Olympic Broadcasting Services and distributed to more than 500 television stations across 220 territories worldwide. For SLX, the project demonstrated the strength of its people, planning and technical expertise on a global stage That experience has directly shaped the next chapter of SLX’s major sporting event work. SLX has been appointed as the Official Provider of boxing and modern pentathlon fencing,

colours, heightening anticipation

Broadcast Lighting and Rigging for

the Velodrome for cycling, La Défense

ahead of one of the most iconic

the Glasgow 2026 Commonwealth

Arena for swimming and water polo

events in world sport. At North Paris

Games, alongside sports presentation

finals, and the Olympic Aquatic Centre

Arena, lighting and music transformed

lighting, a key technical role within one

for diving and water polo.

boxing preliminaries into high-energy,

of the UK’s most significant upcoming

immersive experiences. At La Défense

sporting events. The appointment

deployed specifically for sports

Arena, Monet’s Water Lilies were

reflects the confidence built through

presentation, enabling dynamic athlete

projected across the pool ahead of

previous Games-time delivery and the

introductions, medal ceremonies

medal ceremonies, blending French

team’s ability to combine broadcast

and immersive crowd moments.

artistic heritage with elite athletic

lighting, robust rigging infrastructure,

Collaboration was central to this

performance.

stakeholder coordination and

More than 500 fixtures were

work. SLX worked closely with sports

Sustainability was also embedded

sustainable thinking at scale. SLX will

presentation designers to translate

in SLX’s delivery. In alignment with

support venues including the Sir Chris

creative ambition into robust, reliable

Paris 2024’s environmental ambitions,

Hoy Velodrome and Arena, Scotstoun

lighting systems.

HVO fuel was used across vehicles

Stadium, Tollcross International

Some of the most memorable

supporting the Games, while crew

Swimming Centre and the Scottish

visual moments of the Games were

travel prioritised rail and public

Event Campus during the Games.

supported through this approach.

transport wherever possible. Careful

At Stade de France, the build-up to

logistical planning helped minimise

the men’s 100m final saw the entire

duplication, unnecessary transport and

stadium immersed in Paris 2024

wasted infrastructure.

For further insights please contact: Email: sophie.currie@slx.co.uk Web: www.slx.co.uk MAJOR E VENTS JOURNAL 101

HOW ANOC IS HELPING TO REDEFINE VISIBILITY AT MULTI-SPORT EVENTS The communications landscape at

complete version of ANOC’s integrated

major multi-sport events has changed

digital media service to date.

beyond recognition. Today’s events

Built on experience gained across a

demand instant content across

series of events in 2025, including the

multiple platforms simultaneously,

Games of the Small States of Europe,

with fans expecting authentic, behind-

the Pacific Mini Games and the Junior

the-scenes access to athletes’ lives,

Pan American Games, the ecosystem

Director - Communication,

not just highlights and post-match

combined for the first time to offer

Marketing & IT, Association of

interviews.

a full suite of services across all 57

Bastien SanceyRichard National Olympic Committees (ANOC) ANOC (Association of National Olympic Committees) is the global umbrella organization that represents and protects the interests of all 206 recognized National Olympic Committees (NOCs) worldwide. Headquartered in Lausanne, Switzerland, ANOC supports the NOCs’ missions to promote Olympic values, manage daily Olympic affairs, and facilitate international sporting cooperation

For National Olympic Committees (NOCs), delivering that content has become as much a part of event planning as accreditation or logistics. The visibility that host cities,

size or resources. The system comprised four interconnected elements. The ANOC.tv Studio was

rights holders and local organising

established inside the athletes’ village

committees can achieve depends

itself, having first been introduced at

increasingly on how well their

the Olympic Games Paris 2024, and

NOCs are equipped to meet those

provided a space for athletes to tell

expectations.

their stories and produce high-quality

For many, the resources available have not kept pace. The volume of content generated

content for their NOCs. The studio also provided the setting for Inside the Village, a daily live show

daily, combined with the complexity

broadcast on ANOC.tv throughout

of distributing it efficiently across

the Games. Athletes and officials from

multiple channels, stretches even

28 NOCs took part over the course

the best-resourced organisations.

of the event, sharing their journeys,

For smaller NOCs, without dedicated

challenges and experiences across

communications teams, the challenge

sports and borders. It is a format

is more acute still.

that national broadcasters rarely

At the 6th Islamic Solidarity Games

102 MAJOR E VENTS JOURNAL

participating NOCs, regardless of their

replicate — their focus naturally falling

in Riyadh last November, ANOC

on their own athletes — and one

and the Islamic Solidarity Sports

that reflects the unique opportunity

Association (ISSA) delivered the most

multi-sport events offer to tell stories

that transcend individual nations and

entirely, delivering broadcast-quality

archive accessible to fans, families and

disciplines.

content without requiring any

communities around the world. For

production capacity on their part. With

NOCs with limited digital infrastructure

centralised every piece of media

57 NOCs competing in Riyadh, many

this represents a meaningful and

produced throughout the Games,

of them with limited resources, the

lasting asset, while for the event itself

including competition photography,

difference between the two scenarios

it provides a source of ongoing visibility

studio output and social-ready assets,

is significant.

that outlasts the closing ceremony.

The ANOC Digital Content HUB

and distributed it automatically to the relevant stakeholders.

Of the 89,000 pieces of content

For host cities, rights holders and

made available through the

local organising committees, the

Live coverage of all competitions

Digital Content HUB, every one of

picture that emerges from Riyadh is a

was broadcast on ANOC.tv, ensuring

those 57 NOCs received material

straightforward one. When NOCs are

visibility for every athlete, sport and

relevant to their athletes and their

better served, more content reaches

participating NOC.

audiences, driving up the overall

more audiences across more platforms.

volume of content in circulation and

The event’s international footprint

highlights generation service produced

strengthening the event’s profile

grows as a result.

personalised daily highlight videos for

across multiple platforms.

Underpinning it all, an AI-powered

The challenge of maximising

each of the 57 NOCs in near real time.

Live coverage reached viewers in

visibility at multi-sport events is one

Coordinating all four elements

162 countries, a reach that benefits

that organisers, federations and NOCs

simultaneously, across that many

not only the participating NOCs but

across the world are grappling with.

organisations and in a live event

the rights holders and host cities

What ANOC demonstrated with

environment, required significant

seeking maximum international

the ISSA at Riyadh 2025 is that an

operational planning.

exposure for their event.

integrated approach, combining

The AI-powered highlights service

Across the Games, 650 athletes

technology, content production and

illustrates the broader value of the

visited the ANOC.tv Studios, generating

operational coordination across

approach. For a well-resourced NOC,

1,150 videos in four languages and

all participating NOCs, offers a

automated highlights generation

2,800 portrait photographs.

credible and scalable response to

accelerates publication workflows and

The legacy of the project extends

that challenge, and one with tangible

frees communications staff to focus

well beyond the Games themselves.

benefits for every stakeholder involved

on strategy.

Dedicated NOC pages on ANOC.tv now

in delivering the event. The model will

host all exclusive content produced

continue to evolve, but the foundations

during Riyadh 2025, a permanent digital

are now in place.

For a smaller NOC with no dedicated team, it transforms what is possible

MAJOR E VENTS JOURNAL 103

SCALING SMART IN A CHANGING EVENT LANDSCAPE

Catherine Chapman

Few operators combine London 2012, Birmingham 2022 and senior government programme experience with a track record inside one of the events sector’s fastest growing technology businesses. Newly appointed Wiz-Team Chief Operating Officer Cathy Chapman discusses the company’s evolution, the rising complexity facing event teams, and why technology is now a strategic asset.

Chief Operating Officer Wiz-Team Catherine Chapman is Chief Operating Officer at Wiz-Team, bringing more than 20 years of experience leading complex, time critical programmes across major global events and the public and private sectors. Prior to her appointment as COO, Cathy held several senior roles at Wiz-Team, most recently serving as Director of the Project Management Office, where she played a key role in strengthening delivery frameworks and scaling operations to support the company’s rapid growth. Her career spans some of the world’s most demanding event environments, including leadership roles at the Birmingham 2022 Commonwealth Games and the London 2012 Olympic and Paralympic Games, where she oversaw large scale technology and telecommunications programmes. Cathy has also held senior programme management positions within government agencies and financial institutions. Known for her operational rigour and collaborative leadership style, Cathy combines strategic insight with deep on the ground delivery expertise. She holds a Master of Arts degree from the University of St Andrews.

10 4 MAJOR E VENTS JOURNAL

Wiz-Team recently announced

organisation while supporting

an evolution of its leadership

sustainable, scalable growth. I oversee

structure. What prompted this

all operational functions, including

change?

Customer Support, Account Services &

The company has reached a real

Operations, and Project Management.

inflection point in its growth. Over the

In practice, that means aligning people,

past years, Wiz-Team has expanded

processes, and tools so that our

in terms of clients, global projects,

teams can deliver consistently high

product depth, and team size. The new

quality outcomes, even as projects

leadership structure, which officially

become more complex and global.

took effect on 1 April, reflects that

It’s also about making sure our

evolution. It’s designed to strengthen

internal structure enables — rather

our operational backbone while

than slows down — innovation and

making sure we stay agile, innovative,

responsiveness to client needs.

and focused on value creation for our partners and customers. As Wiz-Team

Your background is deeply rooted

grows, the way we are organised has

in event delivery and operations.

to grow with it — and this structure is

How does that experience shape

very much built for the future.

your approach? I come from an event operations

You’ve been appointed COO as

background, which gives me a very

part of this new structure. How

practical perspective. I’ve spent years

do you see your role?

working directly with organising

My role as COO is to ensure

committees, federations, and delivery

operational excellence across the

teams, often under tight timelines

and high pressure conditions. That

same time, teams are expected to do

to deepen its expertise while working

experience is invaluable at Wiz-Team

more with fewer resources. Clients no

toward a shared vision: delivering

because our technology is built by event

longer want standalone tools — they

exceptional value to our partners

managers, for event managers. Having

want integrated ecosystems that adapt

and customers, with innovation and

led the PMO function, I understand both

as their event evolves. This is why

usability at the core of everything

the operational reality on the ground

configuration, scalability, and ease of use

we do.

and the importance of structured,

are so critical. Wiz-Team’s strategy is to

scalable delivery models behind the

stay close to clients, listen carefully, and

Finally, what excites you most

scenes. My focus is always on real world

build solutions that genuinely respond

about Wiz-Team’s future?

usability and impact.

to these new challenges.

What excites me most is the combination of people, purpose, and

How has Wiz-Team evolved as a

What role does event management

potential. Wiz-Team has incredible

company in recent years?

software now play in delivering

talent, a strong culture, and a clear

Wiz-Team has evolved from a specialist

successful events?

mission. The event industry is evolving

event technology provider into a global

Event management software is no

rapidly, and Wiz-Team is exceptionally

partner supporting some of the world’s

longer a “nice to have” — it’s a strategic

well positioned to help shape its

most complex events, across sport,

asset. Done right, it enables better

future. Being part of this next chapter

institutions, hospitality, and culture. The

decision making, stronger security,

— supporting growth, strengthening

company now delivers an integrated

improved participant experiences,

operations, and continuing to deliver

approach combining configurable

and more efficient use of resources.

event management software with

With platforms like Event-Works, event

deep operational expertise. We’ve

managers can centralise data, automate

grown internationally, expanded our

workflows, and adapt quickly to change.

product roadmap, and built long

Ultimately, technology should reduce

term relationships with major global

complexity, not add to it. Our goal is to

organisations. At the same time, we’ve

give event teams the confidence and

stayed true to our mission: empowering

clarity they need to focus on delivering

event managers through smart, flexible,

exceptional experiences.

and user driven technology. How does the new leadership

Scaling successfully isn’t just about growth;

Client needs in the event industry

structure support this vision?

it’s about

are changing rapidly. What are the

The new structure creates clear

biggest shifts you’re seeing?

ownership while fostering collaboration

building

Clients are facing increasing

across leadership functions. With

complexity on multiple fronts: security

dedicated roles focused on operations,

requirements, data protection,

revenue, and technology, we can move

sustainability expectations, workforce

faster, align more easily, and stay

challenges, and the need for real time

focused on both delivery excellence and

visibility across operations. At the

long term innovation. It allows each area

the right foundations to support it

For further insights please contact: Email: cathy@wiz-team.com Web: https://wiz-team.com MAJOR E VENTS JOURNAL 105

FROM SYDNEY TO PARIS, TWO DECADES OF PRECISION,PARTNERSHIP AND RESILIENCE ON THE GLOBAL CEREMONIAL STAGE Andrew Marsh Director of Special Projects Norwest Productions Andrew began his career in audio engineering and system design, shaping event experiences from behind the scenes. That technical foundation evolved into project management and broader production leadership across complex live events. As Director of Special Projects at Norwest Productions, he leads major international ceremonies, including Olympic and Commonwealth Games projects, alongside bespoke events with unique technical and creative demands.

Drawing on experience across multiple Olympic Games and major international ceremonies, Norwest Productions’ Director of Special Projects, Andrew Marsh, shares lessons in delivering complex events under global scrutiny. From early planning and risk management to partnering with local suppliers, this case study explores how collaboration, resilience and proven expertise help host cities deliver confidence on the world stage. Delivering Confidence on the

ceremonies that sets us apart. These

World Stage

experiences have reinforced that

Few environments demand precision

while every host city is different, the

like a major international ceremony,

foundations of successful delivery

where years of planning are judged in

remain the same.

a single live moment. When I joined Norwest Productions in 2005, I was

The Challenge

drawn to exactly that environment.

One of the most complex projects

That journey began with the 2006

I have worked on was the Tokyo

Melbourne Commonwealth Games

Olympics, delivered during global

and 2006 Asian Games, building on

COVID restrictions. Borders, freight

the company’s earlier involvement in

routes and work practices were

the Sydney 2000 and Athens 2004 Olympics. We have now supported six Summer Olympic Games and the 2010 Winter Olympics. Norwest has a core team of large-scale event specialists, many of whom have been part of the journey from the beginning. It’s this depth of experience across real-world 10 6 MAJOR E VENTS JOURNAL

changing before rehearsals began. Like any major ceremony, the event required organisers, broadcasters, producers, local suppliers and international specialists to operate as one team. Planning and Delivery A key lesson from events of this scale is that success starts early. Detailed planning, clear communication and defined responsibilities are critical long before show day. Our role was to provide project management and specialist audio systems while aligning all delivery partners behind a shared

timing and communications, ensuring

outcome. Often, our greatest value is

departments remained coordinated

being the glue between stakeholders,

throughout rehearsals and live

It was a genuine privilege

helping diverse teams move together

performances.

to work with Norwest

with clarity and confidence. We worked closely with local

Lessons Learned

during the Tokyo Olympic Ceremonies. The company demonstrated the highest

suppliers and producers, combining

Tokyo reinforced that technical

their venue knowledge with our

expertise alone is never enough. Calm

technical excellence, and

experience from previous global

leadership, adaptability and trusted

reliability throughout a

ceremonies. I’ve found this partnership

relationships are just as important

highly demanding operation.

model consistently delivers the

when conditions change quickly. Over

Their team consistently

strongest results. Local teams

two decades in ceremonies, I have

understand the host environment in

learned that the moments remembered

ways no visiting supplier can replicate,

most by the world are often made

while international specialists bring

possible by countless decisions no

the success of an event of

proven systems and transferable

audience ever sees.

global importance. Working

experience.

Since Tokyo, we have continued

with Norwest was truly

supporting major events including Decisions and Solutions

Paris 2024, two Super Bowl productions

For ceremonies where there is no

and Papua New Guinea’s 50th Golden

margin for error, resilience must be built

Jubilee celebrations. We also have an

into every decision. Redundant systems,

exciting 2026 project in the pipeline; an

clear workflows and proactive

unexpected twist in our plans, and a

risk management were central to the

reminder that in ceremonies, you never

approach. We also supported show

quite know what comes next.

standards of professionalism,

showed outstanding commitment, efficiency, and a collaborative spirit, contributing significantly to

an excellent professional experience.

Nuno Duarte

Head of Audio Olympic Broadcasting Services

For further insights please contact: Email: a.marsh@nwgroup.com.au Web: www.nwgroup.com.au MAJOR E VENTS JOURNAL 107

MORE THAN ROOMS: THE STRATEGIC ROLE OF ACCOMMODATION IN SPORTS EVENT SUCCESS Accommodation rarely attracts attention until it goes wrong, yet it plays a decisive role in shaping performance, experience and commercial success at major sporting events. Increasing scrutiny on pricing, availability and hotel release structures has reinforced just how interconnected accommodation has become with wider event confidence and reputation. If treated as a standalone or transactional function, accommodation can introduce avoidable risk and operational friction. When designed as an integrated, lifecycle-managed system, closely aligned with hospitality, ticketing, transport, accreditation and commercial programmes, it becomes a foundation for delivery excellence, financial resilience and a positive long-term legacy and can become an additional revenue stream for rights-holders.

108 MAJOR E VENTS JOURNAL

Accommodation is one of the few

servicing, commercial outcomes

elements of a major sporting event

and overall event perception;

that touches almost every stakeholder

crucially, it sits where commercial

group influencing experience, cost,

contracting meets operational

and long-term legacy.

reality. Assumptions made during

Despite this, it is often framed as a logistical necessity rather

lifecycle unfolds, with decisions

than a strategic asset. From our

around inventory, rate structures

experience supporting some of the

and contract terms rippling across

world’s largest international sporting

transport, workforce deployment,

events, accommodation is not simply

sponsorship servicing, ticketing and

about rooms and rates; it sits at the

revenue projections.

intersection of operational delivery,

Victoria Twiggs Director of Accommodation Byrom PLC Byrom PLC and the MATCH Group is widely recognised as best in class for end-to-end accommodation and hospitality solutions within the sports event industry. Together the teams support some of the world’s most complex sporting events, combining deep market expertise with disciplined lifecycle delivery to create integrated, commercial effective solutions for host countries, organising committees, rights holders and federations. Byrom and MATCH have unparalleled experience spanning over 300 events, including every FIFA World Cup™ from 1994 to 2022, the Ryder Cup from 1997 through 2027, multiple Concacaf Gold Cups™, the CONMEBOL Copa America 2024, two AFC Asian Cups™, Formula 1 Grand Prix’s at Silverstone and MADRING, and soon, esports events. Victoria is Director of Accommodation and a member of the company’s Executive Management team. Having overseen accommodation services for five FIFA World Cups™, including the management of more than 1.8 million bedroom nights at the FIFA World Cup 2022™, she is a senior practitioner in the strategic planning and delivery of accommodation programmes for major international sporting events. Victoria’s work focuses on aligning accommodation with wider operational and commercial systems, ensuring programmes remain resilient under real-world conditions while protecting experience and commercial value.

procurement are tested as the event

When treated purely as a

commercial performance and

downstream function, complexity

stakeholder experience. Decisions

surfaces late, often when flexibility

made early, often even before demand

is limited and costs escalate.

is fully understood, shape everything

When approached strategically,

that follows.

accommodation becomes an enabler:

Late delegation changes, evolving

balancing protection for stakeholders

competition structures, unexpected

with commercial optimisation, and

eliminations and shifts in transport

aligning pricing within a coherent

or accreditation models can

framework.

quickly turn a settled plan into a pressurised negotiation environment.

The Hidden Complexity

What appears administrative at

Accommodation is often simplified to

the outset becomes one of the

rates and rooming lists. In reality, both

most commercially sensitive and

sit above a dynamic system shaped by

operationally interconnected areas

event format, timelines, segmentation

of delivery.

and evolving stakeholder expectations.

From logistics to strategic lever

A commonly overlooked factor

Accommodation is traditionally

is that accommodation cost and

approached as a procurement

value are not fixed at contract

exercise focused on securing

stage. Rates are often treated as a

inventory at acceptable rates. While

sole outcome rather than part of a

those elements matter, they no longer

framework that must perform under

reflect the full role accommodation

changing conditions. Programmes

plays in modern sporting events.

pass through multiple phases, from

In practice, accommodation influences

contracting through to live delivery

athlete environments, transport

and reconciliation, each placing

efficiency, accreditation flows, sponsor

different pressures on agreed terms. MAJOR E VENTS JOURNAL 109

Across major events, agreements

patterns, cancellation exposure, and

inventory becomes fragmented and

that appear robust at bid or contract

the distribution of commercial risk.

visibility is lost. When approached as

stage require active management

Misalignment here is a common source

a coordinated system, organisers gain

once variables such as qualification

of downstream friction.

consistency of experience, stronger

pathways, ticket sales behaviour,

data insight, improved inventory

sponsor activation and global economic

Accommodation, hospitality and

utilisation and the ability to align

conditions begin to diverge from

the wider ecosystem

experience with commercial intent.

assumptions.

While athlete and official

We have seen this at numerous events

accommodation often dominate

where we have worked together

behaviour: tournament environments

planning discussions, modern

with our Hospitality division, MATCH

create compressed timelines,

events operate within a much

Hospitality.

concentrated demand, high

broader ecosystem. Sponsors,

The benefits of an integrated

segmentation, and variable stay

media, hospitality rights holders,

approach apply to all user groups

patterns. These require controlled

workforce and fans all engage with

and is of particular importance in an

flexibility within clear frameworks.

accommodation differently, often

environment of heightened public and

Models developed for recurring or

through parallel channels. As

media scrutiny.

single-sport events frequently fail

hospitality has become more central

when applied directly into tournament

to commercial strategy, the connection

Aligning commercial structures

without adjustment.

with accommodation has strengthened.

with operational reality

Event format further shapes

Segmentation is another pressure

Proximity, service consistency, pricing

Pressure rarely rises from a single

point. Accommodation is often reduced

confidence and release structures all

failure. More often it reflects cumulative

to “who stays where”, when in practice

influence delivery and perception.

misalignment between commercial

segmentation drives rate logic, stay

When managed in isolation,

contracts and operational delivery:

110 MAJOR E VENTS JOURNAL

attrition schedules misaligned with qualification, accreditation or ticketing timelines, rate structures that do not reflect staggered occupancy, payment terms conflicting with cash flow, or evolving stakeholder expectations. The impact is not only financial but operational. When accommodation is treated as an integrated component of the ecosystem, organisers gain improved control over inventory, data and forecasting. This supports stronger stakeholder management, reduced attrition costs, stronger cash-flow protection and clearer oversight across usage. Designing for the Event Lifecycle The effectiveness of any

clear structures. Ultimately, success is defined by

accommodation, transport, accreditation, ticketing and hospitality

accommodation strategy is largely

coherence under pressure, and that

is a leading source of operational

determined by timing. Specialist

coherence is only possible when

friction and avoidable cost.

expertise is often introduced after

accommodation expertise is embedded

event-wide decisions on venues,

early and the programme designed

forecasting, inventory control,

timelines and frameworks are locked

strategically across the full event

stakeholder confidence, and cash‑flow

in, forcing accommodation to react

lifecycle.

protection.

Integrated management improves

Embedding specialist

rather than shape. Key Takeaways for Rights‑Holders

accommodation expertise from the bid

strategy is embedded early, ideally from

and Organisers

phase enables programmes to absorb

bid phase. Early involvement enables

Accommodation is a strategic system,

disruption without compromising

realistic demand modelling, alignment

not a standalone procurement exercise.

experience or value.

Stronger results are achieved when

with venues and transport, commercial

Early decisions on inventory,

structures grounded in how the event

segmentation, and rate structures

will evolve.

shape operational and commercial

This matters because accommodation delivery will always involve change. The most resilient

outcomes throughout the event lifecycle. Tournament environments demand

approaches plan for disruption, building

flexible frameworks built for change, not

systems that absorb variation and

static contracting models.

empower teams to respond within

Misalignment between

When accommodation is designed as an integrated, lifecycle‑managed system, it moves beyond cost control to become a protected and scalable revenue stream for rights‑holders.

For further insights please contact: Email: enquiries@byrom.plc.uk Web: www.byrom.plc.uk/www.match-hospitality.com MAJOR E VENTS JOURNAL 111

DELIVERING SAILGP ON A GLOBAL SCALE Few production challenges are more demanding than delivering a consistent live experience across a global calendar. From Formula 1 and the Olympic Games to FIFA tournaments, international sports properties increasingly rely on production partners capable of operating seamlessly across regions, venues and local markets. Drawing on decades of experience supporting some of the world’s largest sporting events, PRG brings that perspective to SailGP, where maintaining continuity across a rapidly moving international championship requires equal parts planning, adaptability and local expertise.

112 MAJOR E VENTS JOURNAL

Carol Ann Hamill Senior Vice President, Global Strategic Accounts Carol Ann Hamill leads strategy and executive engagement for PRG’s largest global accounts. Since joining PRG in 2019, she has helped expand the company’s market presence while building long-term partnerships with clients across North America and internationally. Working closely with executive leadership and regional teams, Carol Ann focuses on strategic growth, client experience and cross-border collaboration. Prior to PRG, she spent more than 20 years in the media industry, including 15 years with Vogue and Condé Nast in New York and Los Angeles.

SailGP moves at speed, across

and workflow. This balance between

continents, time zones and all manner

global oversight and local delivery is

of weather conditions. Delivering

what keeps the experience aligned

consistent, high performance audio-

from one continent to the next.

video solutions at every stop takes more than what you see on the water.

The Backbone of Delivery

It relies on a coordinated global effort,

While the on-site teams bring the

where regional expertise and central

event to life, the groundwork is

support come together to make each

laid long before the first camera is

event feel seamless.

powered on. Across multiple regions, dedicated

The Constant Behind a

support teams work in parallel

Managing Director, PRG AG

Moving Target

to build, refine and deliver each

(Germany)

Every SailGP event presents a new

project. From the earliest stages,

With more than 20 years of experience in live events and technical production, Ingo Rehnert oversees operational business for PRG in Germany. During a career spanning two decades, he has led and supported major international projects including COP29 Baku 2024, Expo Dubai 2020 and the Eurovision Song Contest 2019 in Tel Aviv. His experience also includes leadership roles supporting UEFA Fan Zones, the London 2012 Olympic Games and IMG Fashion Week events in Berlin and New York. Today, Ingo helps drive operational excellence and large-scale event delivery across Europe and beyond.

environment. New infrastructure,

concepts are translated into detailed

new challenges, new variables. What

technical plans, with every screen

remains constant is the system

and loudspeaker position, support

behind it.

structure and signal route mapped out

Ingo Rehnert

PRG’s global network allows each

in advance. This level of preparation

location to benefit from a shared

reduces uncertainty on site and allows

standard, while still being shaped

teams to move with confidence, even

by local knowledge. Regional teams

in changing conditions.

deliver on the ground, supported

At the same time, timelines,

by a wider framework that ensures

resources and dependencies are

consistency in execution, equipment

aligned across continents. Each event MAJOR E VENTS JOURNAL 113

builds on the last, creating a continuous

coordinated globally. Travelling crew

cycle of learning and refinement that

are combined with local professionals,

allows SailGP to evolve without losing

creating teams that balance consistency

PRG to deliver a consistent product,

consistency.

with regional expertise. What has been

while still responding to the nuances of

planned centrally is then delivered

each venue.

Logistics plays a critical role in

adapted to the next location. This collaborative approach allows

keeping that system moving. Equipment

practically and safely on site, with

is transported across borders with

infrastructure and support in place

Seamless by Design

careful coordination around shipping,

to ensure everything performs as

For the audience, SailGP appears

customs and scheduling, ensuring

expected in each unique venue.

effortless. Clean visuals, crisp sound,

everything arrives where it needs to

reliable delivery, and no visible

be, when it needs to be there. This

One Team, Multiple Continents

becomes particularly important in more

What makes this delivery model

challenging locations such as Perth,

effective is not just scale, but

planning, coordinated teams and a

where geography limits local supply.

connection.

global structure designed to remove

disruption. That outcome is the result of detailed

As one of the most remote major cities

Teams across regions are not

friction at every stage. The backend

in the world, delivery requires careful

operating in isolation. They are part

effort ensures that on site teams can

planning around transport routes,

of a continuous workflow, sharing

focus on execution, confident that every

followed by on site adaptation to a

knowledge, refining processes and

element has been considered.

demanding waterfront environment.

supporting each other in real time. Each

Alongside this, skilled technicians and specialists are sourced and

event benefits from a growing bank of experience, carried forward and

For EMEA/APAC Contact : Ingo Rehnert, Managing Director, PRG AG (Germany) | IRehnert@prg.com | +49 160 949 088 77 For North America contact: Carol Ann Hamill, Senior Vice President, Global Strategic Accounts | CHamill@prg.com | +1 310 721 1762 114 MAJOR E VENTS JOURNAL

LOGISTICS THAT MOVES MORE THAN GOODS: ENABLING PARA SPORT ON A GLOBAL SCALE.

Anja Schweickert Global Product Manager DSV

Anja Schweickert is one of the key figures in international sports and event logistics. She has been part of the company for more than 40 years and has built her entire professional career within the logistics industry, gaining in‑depth expertise and actively shaping its development over decades. A major milestone was her role as co‑founder of the Events department before the Olympic and Paralympic Games in Sydney 2000. Together with two colleagues, she established a dedicated business unit focused on complex sports and event logistics, which has since become a successful and well‑established product within the Fairs & Events portfolio. Today, Anja Schweickert serves as Global Product Manager overseeing numerous international projects. Her work is defined by the dynamic nature of sports: constantly changing venues, newly formed organizing committees, and ever‑evolving logistical frameworks. She considers this complexity and diversity one of the most stimulating aspects of her role. Para sport holds a special significance for her. For Anja Schweickert, it combines logistical precision with social responsibility. Inclusion, diversity, and the individual stories of the athletes make para sport events a particularly demanding and meaningful field of work.

Beyond the field of play, event logistics is a critical success factor for inclusive para sport events. This case study examines three international projects, the World Para Athletics Championships 2025 in India, the Deaflympics 2025 in Japan, and logistics services for the IPC at the Paralympic Winter Games Milano Cortina 2026, illustrating how structured planning, local integration, and adaptive logistics concepts successfully address complex requirements. The focus is on decision‑making, operational execution, and practical insights that can serve as best practices for future para sport events. Para sport events represent some

Paralympic Committee (IPC) during

of the most demanding formats in

the Paralympic Winter Games Milano

the international event landscape.

Cortina 2026. Despite their structural

High regulatory standards, sensitive

differences, all three projects

sports equipment, tight timelines, and

share a common foundation: early,

globally diverse participant fields are

integrated planning and the ability to

combined with a central responsibility:

adapt logistics concepts to changing

creating conditions that allow athletes

operational conditions.

to focus fully on their performance.

Each project was built on a

In this environment, event logistics

systematic planning approach that

evolves from a purely operational

consistently considered technical

function into a strategic enabler of

requirements, cultural contexts,

inclusion, reliability, and excellence.

and venue‑specific conditions.

This case study explores three

Transparency throughout the process

para sport projects in different global

proved essential not only with regard

contexts: the World Para Athletics

shipment data and time windows, but

Championships 2025 in India, the

also through clearly defined points

Deaflympics 2025 in Japan, and

of contact and decision‑making

logistics services for the International

responsibilities. This transparency MAJOR E VENTS JOURNAL 115

was a key factor in minimizing risk and

processes but also communication

created at the intersection of planning,

ensuring operational stability.

styles and decision‑making frameworks

adaptability, and trust. Planning is not

For the World Para Athletics

to local conditions. Strong international

understood as a static blueprint, but

Championships in India, the focus was

coordination combined with local

as a continuous learning process. The

on scalability and the establishment of

expertise was critical for reliable

experience gained from these projects

robust local processes. As a first‑time

execution for the German Deaf Sports

now informs improved standards, more

host region, the event required

Federation (DGSV).

precise preparation models, and closer

intensive coordination, continuous

At the Paralympic Winter Games

collaboration among all stakeholders,

on‑site presence, and the integration

Milano Cortina 2026, multi‑venue

forming a strong foundation for future

of international expertise with local

logistics, complex governance

inclusive sports events worldwide.

partner structures. This approach

structures, and short‑term adjustments

enabled a smooth operational flow for

defined the project environment.

more than one thousand athletes from

Flexible transport concepts,

over one hundred nations.

standardized labeling systems, and

The Deaflympics in Japan

continuous coordination with the IPC

emphasized precision, cultural

and venue teams ensured stability in a

awareness, and exact timing. The

highly dynamic operational setting.

project demonstrated that successful

A key overarching insight is:

event logistics must adapt not only

successful para sport logistics is

For further insights please contact: Email: anja.schweickert@dsv.com Web: www.dsv.com 116 MAJOR E VENTS JOURNAL

RETHINKING EVENT INFRASTRUCTURE: A CONVERSATION ABOUT OPTIMA 1 For touring rights holders, the same tension surfaces at every venue: how to deliver a premium experience quickly, consistently and without the waste of repeated builds. Lisa Charlton, Managing Director of Fruition Premier, has spent her career inside that tension. In this conversation, she sets out how Optima 1, a mobile, fully integrated event environment, was conceived to remove it. What emerges is less a product story and more a shift in how infrastructure is being asked to behave.

MAJOR E VENTS JOURNAL 117

What sparked the idea behind

• Sustainability: A reusable,

Optima 1?

mobile platform reduces the

At its core, Optima 1 was created to

need for temporary construction

eliminate compromise.

and associated waste.

For years, we worked across a

• Content demand: Events are no

spectrum of solutions—empty

longer just physical experiences—

event trailers requiring full fit-outs,

they’re content engines. Optima 1

broadcast trucks rich in technology

is designed to support that shift.

but lacking in experience, and luxury

In short, it removes friction at

motorhomes that offered comfort

a time when expectations are only

without the infrastructure to support

increasing.

modern production. None delivered all of our needs.

Lisa Charlton Managing Director Fruition Premier Fruition Premier Ltd is an international award-winning full service event production company. Specialising in concepts to execution solutions to global brand and broadcasters

How does it enhance the live event

The brief became clear: create

experience?

a superyacht-quality mobile

What’s interesting is how quickly it

environment with fully integrated,

becomes more than just a structure—

invisible technology, flexible

it becomes part of the event itself.

connectivity, and large-scale 4K digital

Because it can be deployed so rapidly,

capability—ready to deploy within

it allows organisers to:

minutes of arrival.

• Activate premium spaces in

The problem was that didn’t exist. So we built it. Optima 1.

locations that would normally be difficult • Add high-quality broadcast and

What challenges does Optima 1

content capabilities without

solve for rights holders?

complex setup

One of the biggest challenges for

• Create a focal point for both

rights holders today is balancing

audiences and media

quality, speed, and sustainability—

There’s also a psychological shift.

while also delivering increasing value

When something arrives fully formed

to sponsors and audiences.

and operational within minutes, it

Optima 1 addresses several of these

changes the pace and energy of

pressures:

a site. It enables spontaneity and

• Time constraints: Traditional

responsiveness, which are often

builds can take days. Optima 1

difficult to achieve in traditional

drives in, deploys in minutes, and

event builds.

is operational almost immediately. • Consistency across multiple

118 MAJOR E VENTS JOURNAL

Optima 1 has multiple use cases—

locations: Touring events often

how flexible is it in reality?

require repeated builds. Optima 1

Flexibility is where it really comes into

delivers the same premium

its own. The same space can

standard every time.

transform depending on the event’s

needs - often within the same day.

• Radio Studio

How important is speed of

Typical applications include:

• A natural extension for live radio

deployment?

• VIP Hospitality

broadcasts, with seamless

It’s fundamental.

• A premium, double-deck

integration into wider event

We like to say that that Optima 1 is

coverage.

designed to drive in, deploy in minutes

environment with a rooftop terrace, offering elevated views and a

• Sponsor Content Creation

and be operational before you can

controlled, high-end guest

• Dedicated areas for producing

say “Wow”.

experience.

high-quality digital content—

While that might sound light-hearted,

• Podcast Studio

interviews, social clips, branded

it reflects a very real shift in how event

• A fully equipped, acoustically

storytelling—captured and

infrastructure can behave. At many

optimised space for recording

distributed in real time.

events, Optima 1 is ready before most

or streaming content—ideal for

• Sponsor Brand Activations

traditional builds have even begun.

athlete interviews, behind-

An adaptable environment that can

the-scenes storytelling, or sponsor-

be re-skinned quickly, enabling partners

benefits:

led series.

to create meaningful, immersive brand

• Reduced on-site labour and

• TV Studio

experiences without the need for

• Broadcast-quality production

bespoke builds.

capabilities, allowing live or

The key point is that these aren’t

recorded programming directly

separate builds—they’re different

from the event footprint.

expressions of the same platform.

That has a number of knock-on

complexity • Greater flexibility in site planning • The ability to respond quickly to changing requirements • If necessary, Optima 1 can even MAJOR E VENTS JOURNAL 119

change location during an event • More time spent delivering the experience, rather than building it How does Optima 1 fit into the future of major events? The direction of travel is clear. Events are becoming: • More content-driven • More sponsor-focused • More environmentally accountable • And often more mobile and distributed Optima 1 sits at the intersection of those trends. It allows rights holders to deliver broadcast-quality content, premium hospitality, and brand activations from a single, reusable platform—without the traditional trade-offs in time, cost, or sustainability. Perhaps most

about removing that constraint. With Optima 1, the experience itself

In one sentence, how would you describe Optima 1?

importantly, it introduces a different

becomes mobile. The same high-

A mobile, fully integrated event

mindset: one where infrastructure is no

quality environment—whether that’s

environment that brings high-end

longer a constraint, but an enabler.

VIP hospitality, a broadcast studio, or a

experience, content, and flexibility

sponsor activation—can be delivered

together—wherever it’s needed,

Your brochure says “Bring the

consistently, wherever it’s needed,

whenever it’s needed.

Experience. Anywhere” — why is

without compromise.

that so central to your messaging?

It also opens up new possibilities.

It reflects a shift in how major events

Locations that may have been

are being delivered.

considered impractical or too complex

Traditionally, creating a premium

can suddenly become viable. Events can

experience has meant building it from

respond more quickly to opportunities.

scratch—often tied to a fixed location,

And partners can activate in ways that

significant lead times, and complex

feel both premium and immediate.

logistics. That model still works, but

In many ways, it’s less about mobility

it can limit flexibility, particularly for

for its own sake, and more about

touring events or rights holders

what that mobility enables: freedom,

operating across multiple venues.

consistency, and speed at a level that

“Bring the Experience. Anywhere” is

simply hasn’t been possible before.

For further insights please contact: Email: lcharlton@fruition.co.uk Web: www.fruition.co.uk 120 MAJOR E VENTS JOURNAL

GLOBAL TECHNICAL PRODUCTION TRANSLATING VISION INTO REALITY

Ingo Rehnert

Ingo Rehnert, Managing Director and COO of PRG AG, has spent more than two decades helping deliver complex live events and technical productions across international markets. Today, he plays a leading role in PRG’s Global Sport and Special Events initiative, working alongside Carol Ann Hamill, Senior Vice President Global Strategic Accounts, to connect PRG’s global scale with regional expertise.

Chief Operations Officer Production Resource Group (PRG) Ingo Rehnert serves as Managing Director and Executive Board Member Operations of PRG AG, one of Europe’s leading providers of entertainment and event technology services. Together with CEO Udo Willburger and Executive Board Member Sales Mike Brockmann, he is responsible for the strategic and operational leadership of the company. In his current role, Rehnert oversees Operations, Asset Management and Technology, while working closely with PRG’s EMEA leadership team to drive organisational development, operational excellence and longterm growth. With more than 25 years of experience in the live events industry, Rehnert has held a variety of operational, project management and commercial leadership positions across PRG. He has supported and led numerous national and international projects spanning major sporting events, special events, corporate productions and large-scale live experiences. From 2019 to 2020, he served as Director of Account Management & Special Events at PRG Gearhouse Dubai, supporting the company’s activities across the Middle East before returning to Germany. Since 2017, he has played a leading role in PRG’s Sports & Special Events activities and today works alongside Carol Ann Hamill in helping drive PRG’s Global Sport & Special Events initiative.

The Ecosystem, Not the Event Rehnert’s first exposure to a major

towards a common objective. A single venue may involve highly

international sporting event came

complex technical integration. An

in 2006 at the Asian Games in

opening ceremony, for example, can

Doha. Having recently completed

be an immense technical undertaking.

his technical training as an event

But when an event expands

technician, he joined the project as

across dozens of venues operating

an account and project manager.

simultaneously, the challenge

What he experienced there shaped

shifts from “Can we integrate these

much of his thinking about major

systems?” to “Can we orchestrate an

events ever since.

entire ecosystem so that every venue,

“The emotion around major

stakeholder and client experience is

sporting events drives me. It is not just

delivered consistently and without

the event itself. It is the community,

communication breaking down?”

the people, the city, everyone being

For Rehnert, this distinction

involved from the very first moment.”

remains fundamental. The success of

What stood out to him was that the

major events is rarely determined by

real challenge was not the technology

technology alone. It is determined by

itself. Major events are often

how effectively the entire ecosystem

associated with complex technical

works together.

systems, but the greater challenge lies elsewhere: orchestrating an

Standardisation as Strategy

ecosystem of stakeholders, venues,

For Rehnert, standardisation is

suppliers, technologies, logistics,

not an operational necessity; it is a

workforce and local delivery partners

strategic enabler. Delivering major MAJOR E VENTS JOURNAL 121

events across multiple countries, cultures and time zones requires more than technical expertise. It requires consistent processes, common quality standards and a shared way of working that allows teams to collaborate seamlessly, regardless of location. “Standardisation and using the same or similar processes is really important to manage interfaces and keep costs low, especially when it gets down to production. If I have a lack in business in Europe but a peak season in the Middle East, I can move teams and equipment from

For Rehnert, this combination of

one region to another because the

global standards and local execution is

standards are the same.”

one of the key foundations of successful

around the world to discuss market

This consistency creates flexibility

Weekly coordination calls bring together regional leaders from

major-event delivery. It enables PRG

developments, client opportunities,

rather than limiting it. When teams

to remain scalable, responsive and

industry trends, delivery challenges and

operate to common standards,

globally connected while preserving the

strategic priorities.

expertise can be shared globally,

consistency clients expect from a single

equipment can be redeployed

organisation.

efficiently, and projects can scale

“The structure is actually very simple. We meet regularly, share opportunities, discuss developments

without reinventing delivery models for

Communication is the Spinal Cord

and learn from each other. Sometimes

each event. A technician from Germany

PRG’s global sport and special events

the most valuable contribution is simply

can support a project in the Middle

model is built on local expertise.

listening and understanding how

East. Resources from one region can

Projects are delivered by regional teams

another team approached a challenge

strengthen another. Clients receive the

who understand their markets, client

or identified an opportunity.”

same quality of service regardless of

environments and operational realities.

These conversations extend well

where an event takes place.

The role of the global initiative is not to

beyond individual projects. Teams

The same principle extends

replace local ownership, but to connect

exchange market intelligence, discuss

beyond PRG’s own footprint. Through

people, knowledge and opportunities

go-to-market strategies, review

its network of certified Alliance

across the organisation.

emerging opportunities and share

Partners, PRG can support clients in

For Rehnert and Carol Ann Hamill,

lessons learned from recent events.

regions where it does not maintain a

effective communication is what makes

An opportunity identified in one region

permanent presence. These partners

this model work.

may become relevant elsewhere. A

are selected, audited and trained to

Operating across multiple continents

solution developed for one client may

operate according to PRG’s standards,

and time zones requires more than

allowing clients to benefit from local

occasional updates. It requires a

delivery while maintaining consistent

structured exchange that keeps teams

in supporting global opportunities and

quality expectations.

connected, informed and aligned.

strategic client relationships. Working

122 MAJOR E VENTS JOURNAL

benefit another market months later. The initiative also plays an active role

alongside regional leadership teams,

while maintaining local responsiveness.

Rehnert and Hamill help coordinate

For Rehnert, communication is not

engagement with international clients, connect opportunities across markets

simply an operational requirement. It is the mechanism that transforms

into a realistic technical solution.” This process starts long before equipment lists and production schedules are developed. It begins with

and ensure that senior leadership

a collection of regional teams into a

understanding the objective behind the

is involved where appropriate. For

connected global network.

request. What experience is the client

major pursuits, the team participates

trying to create? What message are they

in commercial reviews and deal

Creativity and Constraint

trying to communicate? What outcome

discussions, helping establish strategic

Major events begin with ideas.

are they trying to achieve?

guardrails, align market approaches

Clients, rights holders, organising

and challenge assumptions before

committees and creative agencies often

proposals are submitted.

arrive with ambitious visions of what

The challenge is rarely technical

they want audiences to experience.

feasibility alone. Every major event

ensure that local teams remain

PRG’s role is not simply to execute

operates within a framework of

empowered to lead client relationships

those ideas, but to help translate them

constraints including budget,

and project delivery while benefiting

into solutions that can be delivered

timelines, venue conditions, logistics,

from the collective experience, network

successfully in the real world.

sustainability goals, local regulations

This continuous exchange helps

and support of a global organisation.

“Listening to the client is very

Only then does the conversation move towards implementation.

and stakeholder expectations. The

It creates stronger collaboration,

important. Especially creative clients,

task is to balance these factors without

improves visibility across regions and

who are often visionaries. Our role is

compromising the original vision.

enables PRG to approach international

to understand the picture they have in

In many cases, the best solution is

opportunities with a unified strategy

mind and translate that creative vision

not the one initially proposed. Through MAJOR E VENTS JOURNAL 123

experience gained across hundreds

that advantage to bring new ideas,

repetitive tasks and allow highly skilled

of international projects, PRG’s teams

perspectives and perhaps even new

teams to focus on areas where they

help clients evaluate alternatives,

business models into the industry.”

add the greatest value.

identify risks and develop approaches

For Rehnert, there is no single

For major international events,

that achieve the desired outcome

path into major events. A passion for

the long-term operating model is still

more efficiently and reliably.

sport may be one route. An interest in

evolving. The industry is only beginning

For Rehnert, this advisory role is

technology, innovation and problem-

to explore how technologies such as

one of the most valuable contributions

solving may be another. What matters

AI, remote operations and advanced

a technical production partner can

most is curiosity, a willingness to learn

networking can be integrated into

make. Success is not measured by

and the ability to adapt in an industry

complex event environments at scale.

how closely a specification is followed,

that continues to evolve at pace.

The opportunities are significant,

but by how effectively a vision is

ranging from more efficient resource

transformed into an experience that

The Future: AI and Digital Operation

deployment and enhanced operational

works for organisers, stakeholders

Rehnert recently returned from the

visibility to reduced travel requirements

and audiences alike.

World Urban Forum in Baku, an event

and improved sustainability outcomes.

that operated across 46 simultaneous

For Rehnert, the conversation is not

Technology as the Entry Point

locations and required more than

about technology versus people. It is

Rehnert’s own entry into the industry

50 operators to support and run the

about how technology can empower

came through technology rather

programme.

people to achieve more.

than sport. His interest in technical

Experiences like these reinforce

The potential extends beyond

systems, computers and moving lights

his belief that technology will play an

operational efficiency. As digital

ultimately led him into the world of live

increasingly important role in how

tools continue to mature, they may

events and, later, major international

major events are delivered in the

unlock entirely new ways of planning,

sporting events.

future.

managing and delivering events,

This distinction remains relevant

“I love seeing people working

today. Modern events increasingly rely

together on site and being part of

collaboration, smarter decision-making

on digital fluency, systems integration,

the live event experience. That will

and more sustainable operations

automation and the ability to evaluate

always remain a fundamental part of

across the industry.

emerging technologies. As technology

our industry. But at the same time,

continues to evolve, so do the skills

we should be open to exploring how

ultimately be shaped by those

required to deliver world-class

technology can help us work smarter,

organisations willing to embrace

experiences.

become more efficient and create new

innovation while preserving the human

opportunities for our people.”

creativity, expertise and collaboration

“Be proud of your age and be openminded to share technical thinking

Artificial intelligence, automation,

creating opportunities for greater

The future of major events will

that make live experiences so powerful.

and ideas with older generations.

remote monitoring and digital

The challenge is not choosing between

Technology is moving incredibly fast.

operations are beginning to influence

people and technology. It is learning

AI is a major game changer and our

how organisations think about

how to combine the strengths of both

industry is actively exploring how best

planning, production and event

to create something better than either

to implement it. Younger generations

delivery. Rather than replacing people,

could achieve alone.

have a natural relationship with many

these technologies have the potential

of these technologies and can use

to increase productivity, reduce

12 4 MAJOR E VENTS JOURNAL

INNOVATIVE SPORTS REWRITING THEIR OWN RULES

MAJOR E VENTS JOURNAL 125

ALREADY PLAYING: INSIDE ESPORTS’ PUSH FOR RECOGNITION, THE LIVE EVENT, AND A SEAT AT THE OLYMPIC TABLE Vlad Marinescu President International Esports Federation Vlad Marinescu is President of the International Esports Federation, elected to a second term in December 2025 at the federation’s 17th Ordinary General Meeting in Kuala Lumpur. He had previously held the role from 2020 to 2023, growing membership from around 50 to over 130 nations and overseeing the federation’s continued expansion, culminating in the Iași 2023 World Esports Championship, the largest multititle national-team esports event in history. Born in Romania, raised in the United States and based in Budapest, he has spent more than twenty years in international sport. He served as Director General of the International Judo Federation from 2021 to 2025 and as General Director of SportAccord from 2013 to 2015, where he played a leading role in the delivery of the World Combat Games and World Mind Games, working across five Olympic Games from Beijing to Paris. He is a seven-time American karate champion, a Junior Olympic water polo champion, and holds an honorary doctorate from the United States Sports Academy.

Vlad Marinescu, President of the International Esports Federation, has spent two decades inside Olympic sport, organising judo from Beijing 2008 to Paris 2024 and serving as General Director of SportAccord. Today he leads a federation of 152 national members and a community he estimates at three billion gamers. Marinescu argues that esports does not need more players. It needs better stewardship of the audience it already has, and a working bridge between two sport cultures that have spent a decade talking past each other. The world is already playing. The work is making sure it plays well. On the closing night of the World

stage, it was the picture he had been

Esports Championship in Iași,

working towards for a decade.

Romania, in the summer of 2023, the

“For me, honestly, it is a

Dutch women’s Counter-Strike team

community,” he says. “A vibrant

stood on stage holding their trophy

community of young people who

aloft. Beside them stood Armin van

are engaging in an activity, where

Buuren, the Dutch superstar DJ. Tens

they socialise and speak a common

of thousands of voices filled the arena.

language.”

Around the world, several million more were watching. It was a sporting

now numbers around three billion.

moment. It was also a music event. It

It is roughly half the planet, and a

was, depending on who was asked, a

population that has spent the past

cultural festival, a national celebration,

two decades growing largely outside

or a statement of generational arrival.

the gaze of the institutions that have

For Vlad Marinescu, President of

traditionally claimed authority over

the International Esports Federation (IESF), watching from the back of the 126 MAJOR E VENTS JOURNAL

That community, by his estimate,

global sport. What esports does, in Marinescu’s

telling, is collapse the physical

problem. Marinescu does not see his

make funner and more interesting to

preconditions of competition. There is

job as recruiting more players to the

a younger demographic certain things

no height requirement, no birthright, no

activity. The activity, he points out, has

that have not changed in a long time.”

geography that cannot be overcome by

already recruited everyone it is going to.

That is a polite way of describing

a fast connection.

“Our job isn’t to get more people to

an industry whose conventional

“In physical sports, you have

do the activity,” he says. “Our job is to

federations have, for years, been

physical limitations,” he says. “If I am

help share those values with the youth.”

hunting the audience the IESF already

not seven foot five, I am not going to

has. To make the case credible,

play in the NBA. That is for sure. In

The road to recognition

Marinescu has pushed governance to

esports, everybody has the common

That argument has put the IESF

the front of the federation’s identity.

opportunity to excel.”

on a slow collision course with the

The IESF’s annual congress now

The federation he leads now

institutional architecture of global

runs to an agenda of 24 pages and

represents 152 national members

sport. Marinescu first encountered

45 voting items. The day before the

across every continent. Its annual world

the international esports world in

formal session, an unconference

championship is contested across six

2014, when an early federation applied

allows members sixteen hours to

titles, two on mobile, two on console,

for recognition during his time at

air every concern before a single

two on PC. The most recent edition,

SportAccord. By 2021, the IESF had

motion is tabled. It is, he concedes,

held in Kuala Lumpur in late 2025, saw

cleared the membership committee

exhausting.

Indonesia retain its women’s Mobile

criteria for full international recognition.

Legends crown ahead of Cambodia and

Then the process stalled.

Egypt, while Malaysia took the open

He is careful not to relitigate the

final ahead of Cambodia and Türkiye.

reasons. What he insists on is that

None of these are stories that fit easily

recognition was never about prestige.

inside the grammar of traditional sport.

“It shows a level of communication,”

“Traditional sports form the

“I need to represent the decision of the Congress,” he says. “It’s not my job to take a direction or to make a decision.” It is, in part, a rebuke to the assumption that emerging sports

he says. “Sitting at the same table

cannot govern themselves. It is also

foundational pillars,” he says. “Esports

allows us to share the values back from

the working currency of the bridge

is an accelerator. It is free. It is fun. It is

the sport movement to the esports

Marinescu wants to build. Recognition,

dynamic. It is moving all the time.”

community, and in return share ideas

on his reading, will be earned by

of how to modernise, digitise and

example.

That dynamism is a feature, not a

MAJOR E VENTS JOURNAL 127

The live event is also where the

organisers. Universities in more than

cultural register of the discipline

35 countries already offer esports

reveals itself. Lights. Music. Crowd

programmes from undergraduate

noise. The fusion of sport with

level through to doctoral research.

everything around it.

The point, he says, is not to make

“It is fun. It is dynamic,” he says.

competitive gamers professional. It is

“And when you mix it with culture

to give them somewhere productive

and music and fun things, it becomes

to land when the playing days end. As

The case for the live event

entertainment. And sport should be

casters. As event organisers. As game

For a sport that can, in theory, be

entertaining. It must be entertainment.”

designers. As data centre managers.

played from any bedroom in the world,

That fusion is, for the moment,

As the network architects of an

esports remains stubbornly drawn to

what esports does better than almost

industry that did not exist when most

physical gathering. Marinescu has the

any other discipline on earth. The Iași

of them were born.

latency arguments at his fingertips.

stadium with Armin van Buuren on the

The earth, in esports terms, divides

closing night was not an aberration.

only for career pathways but for better

into ten playable regions. South

It was an unusually visible version of

lives. The academy will include free

Africa cannot play Tokyo in real time.

an ordinary week at the top end of

modules in nutrition, fitness, mental

He keeps insisting on live world

the sport.

health, psychology, performance

This is education as protection, not

habits and the mechanics of esports,

championships anyway. A bigger ambition

designed to help gamers build healthier

people together,” he says, “and we

Asked what remains undone,

and more sustainable lives around the

can break this nostalgic ideology that

Marinescu does not reach for a

activity they already love. It is, in his

esports are about kids on couches

tournament or a recognition vote.

vocabulary, a way of armouring the

being lazy and obese.”

“I think we are still only in the first

community.

“I like live events because it brings

He recalls the gym at his first IESF event. He had arrived at six in the

chapter of esports,” he says. What he reaches for is the audience.

“I want to armour all of the community to be able to be successful

morning expecting to be alone. The

The three billion. The young people

human beings and happy human

full national teams were already there.

who are already watching, already

beings,” he says. “Because with that,

He approached one of the Swedish

playing, and already taking their cues

I think I can contribute to making the

players. The player told him he had

from the figures at the top of the

world a better place.”

been pushed into training by his

discipline whether the institutions of

federation, had lost the weight, had

sport recognise it or not.

found a girlfriend, and would never go back. “At the higher level of esports, it

He has heard, often enough, the question put to him in meetings

“Those heroes in the world of

with sports ministers and Olympic

esports are followed by billions of

committees. You are stealing our

people,” he says. “My target is to

athletes. You are taking our community.

has nothing to do with the couch,”

ensure that everyone who is gaming is

His answer, by now, is rehearsed.

Marinescu says. “You have mental

exposed to all the values that make you

“They are already taken. Nothing will be

coaches, physical coaches. You eat

a better human.”

stolen. They are already gaming.”

In July, the IESF will launch an

The world is already playing. The

a psychologist. It is a very efficient

academy: free certified courses for

work, on his telling, is making sure it

system.”

gamers, coaches, referees and event

plays well.

right. You need to sleep right. You need

128 MAJOR E VENTS JOURNAL

THE FREESTYLE TRAMPOLINE ASSOCIATION AND THE REINVENTION OF TRAMPOLINE AS AN ACTION SPORT Greg Roe Co-Founder Freestyle Trampoline Association Greg Roe is a former Team Canada trampoline athlete, acrobatic specialist, and entrepreneur who revolutionized the sport by creating Freestyle Trampoline, a creative, athlete-driven branch of acrobatics known as “The Sport Born on Instagram.” As a national champion in gymnastics and trampoline, Roe is celebrated for his daring skills, social media influence, and appearances on shows like America’s Got Talent. He co-founded the Freestyle Trampoline Association, leads global coaching clinics, collaborates with his assistant Freestyle Freddy, and hosts The Roe Show podcast, where he connects with top athletes and industry leaders.

A new generation of trampoline athletes has transformed an Olympic discipline into an action sport by blending athletic precision with creativity, style, and digital culture. Founded by Greg Roe and Trish McGeer, the Freestyle Trampoline Association (FTA) has built governance, competition frameworks, and media infrastructure around this movement. Unlike traditional Olympic trampoline, freestyle rewards creativity, individual expression, and audience engagement. By providing structured events, professional pathways, and broadcast infrastructure, the FTA has transformed grassroots energy into a sustainable international action sport property. The FTA World Championships in Porto demonstrates this evolution, establishing freestyle trampoline as legitimate competition rather than online entertainment. For decades, trampoline has been

freestyle skiing than conventional

recognized around the world as a

gymnastics.

highly technical Olympic sport, built

The Freestyle Trampoline

on precision, control, difficulty, and

Association, known as the FTA, was

athletic excellence. Yet outside of the

created to give that movement a

traditional competition structure, a

structure, a global pathway, and a

new generation of athletes began

professional future.

using trampolines differently. They

Founded and developed through

were combining flips, twists, style,

the leadership of Greg Roe and Trish

creativity, social media, and action

McGeer, the FTA has become a case

sports culture to create something

study in how an Olympic discipline

that felt closer to snowboarding,

can inspire a youth driven action sport

skateboarding, BMX, parkour, and

without losing its athletic roots. Rather MAJOR E VENTS JOURNAL 129

than replacing traditional trampoline,

been in recognizing that this movement

idea into a more organized international

the FTA has built a parallel pathway that

needed more than viral videos. It

platform capable of working with

reflects how young athletes actually

needed governance, events, media,

cities, venues, brands, suppliers, event

train, create, compete, and share their

education, sponsorship, athlete

organizers, and athletes.

sport in the digital age.

pathways, and a long term business

Greg Roe, a former Team Canada senior trampoline athlete and one of

strategy. Trish McGeer has played a central

Together, Greg and Trish have helped shape the FTA around one core idea: freestyle trampoline is not simply a

the early public figures of the freestyle

role in turning that vision into an

variation of trampoline gymnastics.

trampoline movement, helped identify

operational sports structure. As FTA

It is an action sport expression of

that the sport was no longer limited

President, her work has focused on

trampoline culture.

to gym walls or formal competition

event delivery, athlete organization,

halls. Through social media, backyard

administration, partnerships,

Traditional Olympic trampoline rewards

trampolines, trampoline parks,

competition planning, and building

precision routines and controlled

action sports events, and online

trust with stakeholders across both

technical execution within a formal

communities, freestyle trampoline had

the freestyle and traditional sport

judging system. Freestyle trampoline

already become a global participation

communities. Her leadership has

uses many of the same athletic

movement. Greg’s contribution has

helped the FTA move from an emerging

foundations, but applies them through

130 MAJOR E VENTS JOURNAL

This distinction is important.

combination based competition,

but also as a modern broadcast and

prove that the sport can grow beyond

creativity, individual style, social media

content platform. The long term vision

online clips and become a legitimate

storytelling, live event entertainment,

includes live events, digital qualifiers,

international action sport property.

and audience engagement. Athletes

athlete stories, competition statistics,

are judged not only on difficulty and

documentaries, esports, tutorials, and

study is that the future of sport may

execution, but also on creativity, variety,

a dedicated media ecosystem that can

not always come from inventing entirely

control, and the ability to perform

showcase the sport year round.

new disciplines. Sometimes it comes

combinations that feel progressive

This makes the FTA especially

and original.

The wider lesson from the FTA case

from recognizing how young people are

relevant for cities, major event

already transforming existing sports

organizers, tourism boards, sponsors,

and then building the right structure

qualifying systems, safety procedures,

and media partners looking for

around that energy.

judging criteria, athlete divisions, and

emerging sports that connect

media strategies to support this new

with younger audiences. Freestyle

how an Olympic sport foundation can

format. Its events aim to create a

trampoline offers high impact visuals,

evolve into an action sport culture when

bridge between formal sport and youth

relatively compact event staging,

athletes are given space to innovate.

culture, where athletes can compete

strong social media potential, and a

Through the combined contributions of

seriously while still maintaining the

passionate global athlete community. It

Greg Roe, Trish McGeer, and the global

style, freedom, and personality that

can exist as a standalone competition, a

freestyle trampoline community, the

made the discipline popular in the

festival activation, a youth engagement

FTA is working to turn that culture into

first place.

program, or a broadcast friendly action

a sustainable international sport, media

sports product.

platform, and event property.

The FTA has developed rules, events,

A major part of the FTA model is

Freestyle trampoline demonstrates

its media first approach. Freestyle

The FTA World Championships, now

In doing so, the FTA is not only

trampoline was largely built through

moving into Porto, Portugal, represents

building a new future for trampoline. It

Instagram, YouTube, TikTok, and athlete

the next stage of this development.

is showing how traditional sports can

generated content. The FTA has leaned

By bringing freestyle trampoline into a

adapt to the social media generation,

into this reality by positioning itself

major city setting with a stronger media

the creator economy, and the next era

not only as a sports organization,

and event strategy, the FTA is working to

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FROM STREET WORKOUT MOVEMENT TO GLOBAL SPORT - CALISTHENICS: WSWCF’S STRATEGIC PATH FOR THE NEXT ERA OF URBAN SPORTS Rolands Kikors

The World Street Workout and

from its accessibility: athletes can train

Board

Calisthenics Federation (WSWCF) has

with minimal equipment, in public

World Street Workout and

spent more than a decade building

spaces, and with a style that speaks

Calisthenics Federation

a global movement that is unique in

to youth culture, strength, creativity,

Rolands Kikors is Chairman of the World Street Workout and Calisthenics Federation (WSWCF). As an entrepreneur, he leads the global governing body for calisthenics and street workout at a critical juncture in the sport’s development.

both its culture and its competitive

and discipline. At the same time, the

identity. What began as a grassroots

federation has worked systematically

fitness community has evolved into

to professionalize the discipline

an organized international federation

through governance, competition

with a clear mission: to develop

standards, international events, and

Calisthenics & Street Workout as a

partnerships that help create long-

sustainable, inclusive, and globally

term legitimacy.

President and Chairman of the

Founded in Riga in 2011, the WSWCF unites national calisthenics and street workout organizations on a global level and coordinates sport development, competitions, and athlete qualification worldwide. The federation serves as the official organizer of the Calisthenics World Championship, Confederation Cups, Ranking Series events, and the World Bar Games. Under Kikors’ leadership, WSWCF is pursuing Olympic recognition and working toward inclusion in major global sporting events such as the Summer X Games. A key priority for Kikors is the creation of inclusive, highstandard street workout training facilities worldwide. The federation works with suppliers, national organizations, and governmental bodies to ensure accessibility for athletes of all ages, genders, and abilities.

recognized sport. Where street workout historically

do urban sports with their significant

developed as a movement, the official

social media presence are taking over.

and professional term of our sport

WSWCF is currently shifting towards

is – calisthenics. Street workout is still

converting high social media presence

there, however calisthenics is what

of calisthenics into commercial

defines the standards of our sport.

value. Where the world is moving,

Founded in 2011, Riga, Latvia,

WSWCF is. That said, technology and

WSWCF has held more than 100

digitalization is a strong requirement

international competitions. Among

of any WSWCF events. Fans nowadays

them 14 World Championships, with

are attracted not by conventional

15th World Championship to be held

competition setups in sports venues,

in Riga, Latvia, August 12 – 15, 2026.

but by modern video, screen and

WSWCF’s strength has always been

132 MAJOR E VENTS JOURNAL

Social media has taken over, so

lighting technologies to make the

its ability to combine authenticity with

most out of any event. Every coin has

structure. The sport’s appeal comes

two sides – so do calisthenics events.

The Olympic pathway remains an important reference point for any federation seeking long-term influence. For WSWCF, the Olympic conversation is not simply about short-term access, but about alignment with the standards and expectations that global sport now requires. That includes governance, consistency, athlete development pathways, gender equity, international reach, and strong event quality. Each of these elements strengthens the federation whether or not Olympic inclusion comes immediately. In that sense, the journey itself builds value. WSWCF’s achievements are best understood not only through medals and championships, but through WSWCF has done a World Cup Super-

structured national development,

ecosystem development. The

final in front of Egyptian Pyramids. It is

certified events, and strong federation

federation has helped define a sport,

hard to imagine holding similar event in

partnerships that can sustain growth.

connect communities, support athletes,

Another important dimension is

and create a recognizable global brand.

a school sports hall.

the federation’s relationship with

This is a major accomplishment in a

Calisthenics as more than a

the broader obstacle and climbing

sporting landscape where attention is

performance sport, it is also a social

ecosystem, including World Obstacle.

competitive and new disciplines must

and cultural model for active lifestyles,

A memorandum of understanding

earn their place carefully.

urban sport participation, and

between both organizations was signed

Looking ahead, the federation’s

community-based development.

on April 9, 2025, establishing a common

strategy must continue to emphasize

One of the federation’s key

pathway towards Olympic recognition.

three pillars: global expansion, strategic

strategic priorities is strengthening its

This relationship opens strategic

partnerships, and sport credibility. With

international footprint. New markets

possibilities for collaboration, cross-

these in place, WSWCF can continue

represent both an opportunity and

promotion, and shared innovation in

to grow from a powerful movement

a responsibility. In many regions,

sport presentation and development.

into an enduring international sport

especially outside traditional European

As the sporting world continues to look

organization. The next chapter is not

strongholds, there is significant demand

for fresh, dynamic, and urban-friendly

just about visibility; it is about creating

for sports that are low-cost, visually

disciplines, WSWCF’s value lies in its

lasting impact.

compelling, and youth-driven. For

ability to complement, not imitate other

example, central America and Africa.

emerging sports. Its identity is distinct:

that they belong on the world

Calisthenics fits this environment

expressive, athletic, inclusive, and

stage. WSWCF’s task now is to make

exceptionally well. WSWCF’s challenge

deeply rooted in a modern movement

that presence not only visible, but

is to convert that natural interest into

culture as well.

undeniable.

For WSWCF, this means positioning

Calisthenics have already proven

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REWRITING THE RULES: WILCO NIJLAND ON QKOTC’S GLOBAL AMBITION Wilco Nijland, CEO of Sportworx, has spent years developing one of the most distinctive formats in professional beach volleyball. In this interview he reflects on the philosophy behind Queen and King of the Court, the importance of choosing the right host cities, and how the event series is building towards a truly global presence. He also shares his views on what the next chapter looks like for QKOTC and for beach volleyball more broadly.

134 MAJOR E VENTS JOURNAL

QKOTC has a very distinctive

matches where the result has already

identity within beach volleyball.

been settled. It is the fastest, most

Can you describe what makes

entertaining format in beach volleyball

the format different and what

and unlike anything else.

inspired its development?

Wilco Nijland CEO, Sportworx / QKOTC Wilco Nijland is the Chief Executive Officer of Sportworx and the driving force behind Queen and King of the Court (QKOTC), an innovative and fast-growing event series in professional beach volleyball. With deep roots in Dutch volleyball and a career shaped by a passion for sport promotion and event innovation, Wilco has been instrumental in developing QKOTC from a pioneering concept into an internationally recognised property. His approach is rooted in a belief that beach volleyball, when placed in the right urban environments and presented through an engaging format, has the capacity to attract mainstream audiences and commercial partners far beyond the sport’s traditional following. Today, Sportworx operates events across a growing number of European cities, with ambitions to extend the series onto a global stage in the years ahead.

Beach volleyball has always had

The series has expanded

enormous potential as a spectator

significantly in recent years. How

sport. The athleticism, the beach

do you approach the selection of

setting, the atmosphere — it has

host cities, and what do you look

everything. But I felt for a long time

for in a potential partner?

that the traditional format, while great

Every city we work with has to offer

for athletes and hardcore fans, was

something more than just a venue.

not always optimised for a broader

We are looking for partners who

audience. Long match days, complex

understand that we are bringing

scheduling, gaps between play are

something genuinely different and

barriers for casual spectators who

not just another beach volleyball

want intensity and entertainment from

event, but an event that transforms

the moment they arrive.

a city space and creates a moment

The concept behind QKOTC was to

in the urban calendar. That requires

strip that back and build something

ambition and flexibility from the

that is relentlessly competitive from

host side.

start to finish. The rotating format

The cities we have worked with

means there is always something

share a common characteristic: they

at stake, always movement, always

see the value in urban sport events

tension. It creates an environment

and understand the knock-on impact

that works whether you are a devoted

across tourism, media visibility and

volleyball fan or someone who has

civic pride. A city that is not the right fit

never watched the sport before. That

can compromise the experience for

was the founding principle, and it remains the core of what we do today. In practical terms, the format works like this: rather than two teams playing a fixed match to completion, multiple teams rotate onto the court. The team holding the King’s/Queen’s side defends it and only gets a point when they beat a challenger. If they lose, the challengers become the new Kings/ Queens and the previous leader steps aside. Every single rally decides who stays. There are no dead rubbers, no MAJOR E VENTS JOURNAL 135

athletes, fans and broadcast partners.

global series that stands for quality,

commercially. We are not interested in

Getting that alignment right from

excitement and the very best of what

expanding for the sake of a headline.

beach sports can be.

The series has a quality bar, and that

the beginning is essential. We also look closely at the

bar will not drop as we scale.

logistical picture — the setting, the

You have grown the series across

infrastructure, local operational

multiple European cities. What does

heavily in the broadcast and digital

capacity and the commercial

the next phase of growth look like

infrastructure that global growth

environment. QKOTC works best when

for QKOTC?

requires. Audiences in new markets

the host city becomes a genuine co-

Europe has been a strong foundation,

need to be able to discover and follow

creator of the event rather than simply

and the cities we have been working

the series before we arrive in their

a backdrop for it.

with have allowed us to build real

cities. That groundwork has been laid

In return, a host city gets a great

credibility and continuity for the series.

for the last years and now we are ready

deal. They receive an internationally

But our ambition has always been to

for the expansion.

broadcast event that puts their

take QKOTC global. We see markets

destination in front of audiences

outside Europe, particularly in the

across multiple markets. They gain

Middle East, Asia and the Americas,

In parallel, we were investing

What role do athlete and fan experience play in your

the economic impact that comes with

where the conditions are right for

development decisions?

drawing fans, media and partners

what we offer: fast-paced sport, urban

Player quality sets the foundation for

— hospitality, accommodation, local

settings, engaged audiences.

everything. Every QKOTC event features

activation. And they get the civic benefit

The challenge is not interest, it is

the world’s best players: top-ranked

of transforming a public space into

sequencing. Building a global series

teams, Olympic medallists, the names

something extraordinary. Hosting

takes time, and we want to do it

that define the sport globally. That is

QKOTC is not simply putting on a

properly. Each new city we add has to

a standard we never compromise on.

sporting event. It is joining a

meet our standards operationally and

But we also make sure that the best

136 MAJOR E VENTS JOURNAL

home nation teams are always part of the competition. When we arrive in a city, we want local fans to have players they can connect with and cheer for. That combination of the world’s elite competing alongside the strongest local talent is something you feel in the atmosphere from the very first point. Beyond that, if the competitive experience is not exceptional: the courts, the facilities, the prize pool, the format integrity, then everything else falls apart. We put enormous emphasis on that standard, and the feedback we receive from the playing community has reflected that. On the fan side, we are constantly asking how we can make the experience richer. Beach volleyball is a sport that people engage with physically and emotionally because they are close

execution, consistency and scale. We

competition in a city environment and

to the action, the sound levels are

are in a strong position to deliver that,

invite people in. We want every host

different, the energy is unique. We

and the momentum we have built is

city to feel that QKOTC raised the bar

want to amplify that. Increasingly, that

very encouraging.

for what an event in their city can look

also means thinking about digital and

and feel like.

broadcast audiences who cannot be

Question: What do you hope

there in person but want to feel the

QKOTC’s lasting contribution to

about is for the players and the fans.

atmosphere.

beach volleyball and to the cities it

If QKOTC gives the world’s best beach

visits will be?

volleyball players a stage they are proud

What is your ambition for QKOTC

Beach volleyball is a sport with a bright

to compete on, and creates moments

over the next five years?

future, but it needs formats and events

that fans remember for years, then we

I want QKOTC to be recognised globally

that keep pushing its boundaries. I

have done our job. The rest follows

as the number one beach volleyball

hope QKOTC plays a real role in that —

from that.

event series —not just in reach, but in

in showing what the sport can be

quality, entertainment and excitement.

when it is presented with ambition

The one that athletes want to win, that

and creativity.

cities want to host and that fans and

But ultimately, the legacy I care most

For the cities, I hope the legacy is

partners want to be associated

tangible. Not just the memory of agreat

with. That is the goal.

week, but a genuine shift in how they

The format gives us a genuine

think about sport events — what is

differentiator. Now the work is about

possible when you place world-class MAJOR E VENTS JOURNAL 137

THE CLEAN REVOLUTION: HOW EXTREME H TURNED THE DESERT INTO A HYDROGEN PROVING GROUND Ali Russell Managing Director, Extreme H Ali Russell is the Managing Director of Extreme H, the world’s first fully hydrogen-powered and genderequal motorsport. The FIA Extreme H World Cup’s vision is to redefine the future of motorsport and sustainable mobility, by proving that high-performance racing and clean hydrogen technology can coexist, inspire innovation, and accelerate the world’s transition to sustainable mobility. Ali’s career has spanned senior roles at leading sports and marketing organisations, including Formula E, Rangers Football Club and CocaCola, where helped expand their global reach. Ali joined as Chief Marketing Officer when it raced as Extreme E, the electric SUV racing series that took the motorsport world by storm with its unique approach to promoting sustainability and raising awareness of climate change. His subsequent leadership as Managing Director has been instrumental in the race’s transition and relaunch as Extreme H.

The inaugural FIA Extreme H World Cup, held in Qiddiya City, Saudi Arabia in October 2025, marked a historic milestone not only for global sport, but also for the automotive industry at large. As the world’s very first fully hydrogenpowered motorsport, it proved that hydrogen technologies are safe, durable and reliable and are ready to decarbonise mobility and beyond. Set to expand across some of the world’s most testing environments, Extreme H delivers on numerous fronts: it is a live proving ground for zeroemission technology in action, a leader in gender equality with males and females battling it out together, and above all, a world-class sporting spectacle. Stepping boldly into a new era after

of motorsport as an accelerated R&D

four seasons of the electric-SUV

laboratory. By subjecting cutting-edge

Extreme E series, the FIA Extreme H

technology to incredibly demanding

World Cup boasts a thrilling three-day

conditions (both from the heat

sporting format. To test drivers across

of competition and extreme race

three distinct skill disciplines, 16 elite

locations), the races can accelerate

male and female drivers representing

technology innovation times tenfold

eight international teams go through

compared to traditional, laboratory-

individual Time Trials and intense

bound processes.

Head-to-Head races, before taking to

With little room for error in the

the multi-car rounds, where the event

elite-racing environment, racing teams

culminates in a thrilling, eight-car

constantly need to test, adapt and

winner takes all finale.

improve. Cars are pushed to the limit

But beyond the entertainment,

138 MAJOR E VENTS JOURNAL

with strenuous racing over harsh

Extreme H serves a deeper purpose:

terrain, so parts need fixing fast, set-

using the high-pressure environment

ups need adjusting between runs, and

real-world results come in immediately

motorsport and beyond.

H viewed this challenge as the perfect

through data. This data flows directly

Bringing the inaugural event to life

opportunity to prove the viability of

into a wider knowledge network, rapidly

meant transforming a bare stretch of

hydrogen technology off the track.

accelerating the rollout of hydrogen

desert into a fully operational, world-

The entire race paddock was

solutions into everyday commercial

class international racing venue. In just

powered on-site using a bespoke, clean

mobility well beyond the racetrack.

a short window, operational teams

energy microgrid blending hydrogen

Broadly speaking, broadcasting eight

carved out a brand-new five-kilometre

fuel cells and solar panels. This

hydrogen-powered cars racing, crashing

racetrack, and constructed an entirely

energy was fed directly into purpose-

and rolling on live TV to millions of

temporary and off-grid paddock,

built batteries, cleanly distributing

viewers globally sends a powerful

including team garages, catering

zero-emission power across a highly

message. The World Cup proves

facilities, a broadcast compound,

demanding infrastructure. Through

beyond doubt that hydrogen propulsion

race control, media centre, hydrogen

the generation of this solution, the

is safe for use, even under the most

refuelling stations, and a luxury

World Cup aims to provide a practical,

extreme conditions, shattering long-

hospitality suite.

real-world blueprint for remote events

held myths about its volatility. Backed

A key challenge of the operation was

globally to power their sites sustainably.

by strict FIA (Fédération Internationale

powering the high-demand site without

By seamlessly blending cutting-edge

de l’Automobile, the peak governing

relying on polluting diesel generators,

hydrogen technologies with a thrilling,

body for Motorsport) homologation and

most traditionally used in the events

world-class sporting product,

governance, Extreme H has established

industry. Situated remotely at the base

Extreme H plans to continue building

a globally recognised benchmark,

of the Tuwaiq mountains, the site sat

upon this momentum and lead the

legitimising hydrogen as a credible,

well out of range of any established

global events and automotive industries

high-performance fuel for top-tier

power grid. True to its mission, Extreme

into a sustainable future MAJOR E VENTS JOURNAL 139

FROM PLAYGROUND TO GLOBAL SPORT: HOW IJRU IS REDEFINING THE FUTURE OF JUMP ROPE For generations, jump rope existed in nearly every corner of the world. It lived on playgrounds, in schoolyards, boxing gyms, physical education classes, and community spaces. It was inexpensive, accessible, energetic, and universal. Yet despite its global presence, jump rope spent decades without a unified international structure capable of elevating it into a fully recognized global sport system. Today, that is changing.

14 0 MAJOR E VENTS JOURNAL

Shaun Hamilton President of the International Jump Rope Union Shaun Hamilton began his jump rope career in 1989 and went on to win U.S. National Championship titles in 1999 and 2003, along with a World Championship title in 1999. He has served the sport as a coach, national-level judge, committee chair, board member, and U.S. National Team Head Coach. He co-founded the World Jump Rope Federation in 2009 and has served as President of the International Jump Rope Union since 2018. He is also an adjunct faculty professor at the University of Dayton and a Ph.D. candidate specializing in sport governance and athlete development systems.

The International Jump Rope Union

competitions feature disciplines

(IJRU) has emerged as the unified

ranging from speed events and

global governing body leading

freestyle routines to team-based

the transformation of jump rope

synchronized performances that

from a fragmented activity into a

blend sport, music, and movement

rapidly growing international sport

into a visually compelling format

movement. Through governance

designed for modern audiences.

reform, international expansion,

At the grassroots level, the sport

athlete development, broadcast

remains one of the most accessible

innovation, and strategic partnerships,

athletic activities in the world. A rope

IJRU is positioning jump rope as one

and a small amount of space can

of the most dynamic and accessible

create opportunities for participation

emerging sports in the world.

regardless of geography, economic

Founded through the unification

background, or infrastructure

of previously divided international

limitations. This accessibility gives

organizations, IJRU represents a

IJRU a unique position within the

historic turning point for the sport.

global sports landscape, particularly

The federation now oversees a rapidly

as international sport increasingly

expanding global network of national

prioritizes inclusion, health, youth

member federations, international

engagement, and sustainable

championships, coaching systems,

participation models.

judging education, athlete rankings,

Under the leadership of President

and development initiatives designed

Shaun Hamilton and the IJRU

to create long-term sustainability and

leadership team, the federation

credibility.

has focused heavily on building

What makes jump rope unique is

institutional legitimacy while

its rare combination of athleticism,

maintaining the energy and creativity

accessibility, creativity, and youth

that makes the sport attractive to

appeal.

younger generations.

At the elite level, athletes

The federation’s strategy

demonstrate extraordinary speed,

emphasizes several core pillars:

power, coordination, endurance,

governance modernization, global

and synchronization through events

expansion, athlete-centered

that combine athletic precision with

development, event innovation, and

performance artistry. International

Olympic alignment.

MAJOR E VENTS JOURNAL 141

Governance has become a central

younger audiences while maintaining

increasingly focused on public health,

component of IJRU’s international

competitive legitimacy. Recent World

accessibility, and sustainable sport

growth strategy. In recent years, the

Championships have demonstrated

participation.

federation has implemented formalized

the sport’s ability to combine high-

event approval systems, international

performance competition with

pursue strategic international growth

ranking structures, technical standards,

entertainment-driven presentation,

while strengthening its role within

and governance reforms designed

creating an atmosphere that feels

the global sport ecosystem. The

to align the sport with modern

equally suited for international sport

federation’s long-term vision includes

international federation expectations.

and contemporary youth culture.

expanding event opportunities,

IJRU has also strengthened its international relationships through partnerships with organizations across sport, education, and media sectors. This work reflects a broader

The scale of growth is becoming increasingly visible. The 2025 IJRU World Championships

Looking ahead, IJRU continues to

increasing media visibility, deepening educational systems, and continuing its pathway toward greater recognition

in Kawasaki, Japan brought together

within the international sport

thousands of athletes, coaches, officials,

movement.

understanding that modern

and delegates from across the globe,

sport growth requires more than

showcasing both the competitive

important part of that vision. However,

participation numbers alone. Long-

depth and international diversity of the

IJRU’s focus extends beyond short-

term influence increasingly depends on

sport. The event highlighted not only

term inclusion goals. The federation

governance quality, consistency, athlete

elite athletic performances, but also

understands that true sustainability

protection, integrity systems, and the

the growing operational sophistication

comes from building a sport system

ability to deliver credible international

of IJRU as an international federation

capable of creating lasting value for

events.

capable of delivering large-scale world-

athletes, member federations, partners,

class events.

and communities worldwide.

At the same time, IJRU recognizes

The Olympic pathway remains an

that visibility and storytelling are

Beyond competition, IJRU sees jump

equally important in today’s sports

rope as a broader tool for positive social

the future direction of modern sport

marketplace.

impact.

itself: globally accessible, digitally native,

Jump rope is naturally built for the

The sport supports physical literacy,

In many ways, jump rope represents

youth-driven, urban-friendly, inclusive,

digital era. The sport is visually dynamic,

youth wellness, education, inclusion,

fast-paced, social media friendly, and

and lifelong physical activity. It can

What was once seen primarily as

highly adaptable to short-form content

be integrated into schools, recreation

a childhood activity is now emerging

platforms. Athletes regularly generate

systems, community programming,

as a sophisticated international

viral performances that attract millions

and high-performance pathways alike.

sport movement with growing global

of views online, helping expose the

This flexibility gives jump rope unusual

influence. And IJRU is leading that

sport to entirely new audiences across

relevance in a global environment

transformation.

multiple continents. Rather than resisting this shift, IJRU has embraced it. The federation has invested in broadcast production, livestreaming, digital engagement, and modern event presentation designed to connect with 142 MAJOR E VENTS JOURNAL

and adaptable across cultures.

FROM PITCH TO PIXELS: THE EVOLUTION OF HOST CITY BIDDING IN FIFA, ESPORTS AND COMPETITIVE ENTERTAINMENT As esports continues its rapid rise from digital subculture to mainstream live entertainment, host cities and federations alike are increasingly recognising its value as a major events proposition. For James Woollard, VP of Destinations & Market Development at BLAST, the sector’s future lies not only in audience growth, but in building long-term destination partnerships grounded in measurable impacts, delivery credibility and global reach.

MAJOR E VENTS JOURNAL 14 3

James Woollard VP of Destinations & Market Development, BLAST A senior commercial and operational events and sports professional. VP Destinations & Market Development at BLAST Esports & Competitive Entertainment. Experience in commercial strategy, major events, market development, promoter relationships, project management, new IPs, consumer revenue, event operations and, most recently, the growing esports industry. Previously at FIFA and Wembley Stadium Centre of Excellence, amongst other sports industry strategic roles. James’s role encompasses destination and city relationships, destination marketing, ticketing and promoter relationships as part of a coherent market development and fan revenue growth strategy.

BLAST has emerged as one of

party, Angelou Economics. More

the world’s leading esports and

than 30,000 attendees travelled

competitive entertainment companies,

from outside Texas, with fans coming

delivering arena events across leading

travelling to Texas from all 50 U.S.

games such as Counter-Strike, Dota 2,

states and 37 countries worldwide.

Fortnite, Rocket League Brawl Stars

For comparison, that economic

and Rainbow Six. These top titles have

impact surpasses what many

descended on destinations including

international sports events generate;

Austin, London, Singapore, Rio de

it outperformed the economic uplift

Janeiro and Hong Kong. In 2026, the

of several recent ATP 250 tennis

company will deliver over 20 arena

tournaments and even rivalled the

shows across 15 countries, selling

impact figures reported by some MLS

more than 250,000 tickets, and with

Cup host cities.

over 2 billion forecast global views worldwide; these are mainstream

also generated 37 billion brand

competitive entertainment numbers.

impressions globally and attracted

For Woollard, who previously

peak viewership of almost 1.8 million

worked within FIFA and traditional

concurrent viewers, reinforcing

sports hosting environments, the

esports’ growing commercial and

parallels between esports and

destination value.

established global events have become increasingly clear. “Esports has matured with

“For host cities, esports and gaming audiences behave very similarly to major international sports fans,”

professionalism and pace over the

says Woollard. “They travel, they stay

last decade,” he explains. “What

longer, they spend money locally

we’re seeing now is a sector that

and they create global visibility for

combines the scale and passion of

destinations through digital and

traditional sport with the global reach

broadcast distribution. What makes

and digital connectivity of modern

esports unique is the scale of the

entertainment. The audiences

active online engagement and the

are younger, highly engaged and

younger demographic of fans it

increasingly international.”

reaches, many of whom are getting to

That international pull was demonstrated clearly at the BLAST. tv Austin Major last June. One of the

14 4 MAJOR E VENTS JOURNAL

Furthermore, the Austin Major

know a host city for the first time in person or on their device.” BLAST has increasingly adopted

largest esports events ever hosted

hosting models and operational

in North America, the Counter-Strike

frameworks inspired by traditional

event generated more than $102

sports and entertainment sectors,

million in total economic impact

particularly around bidding processes,

for the city, according to a report

destination strategy and stakeholder

prepared by an independent third

integration.

“We’ve taken and adapted a lot of lessons from traditional sport,” Woollard explains. “People across

exactly how we approach our places

decade, and benefit from its growth.

and partnerships.”

As BLAST is creating new formats

That approach is shaping BLAST’s

in hybrid-digital sports and wider

BLAST have experience from

ambitions for the years ahead. The

competitive entertainment - such as

organisations like FIFA, The Football

company recently launched its host

poker and golf - our current and future

Association, Disney, Sky Sports,

destination process for 2027 and

destination partners will benefit from

Eurovision and many more major

2028, with plans to deliver more

new, exciting event opportunities.”

global sporting and entertainment

than 40 live arena events globally

As the major events landscape

companies, and we’ve applied this

across multiple gaming titles and

continues to evolve, Esports has

thinking to esports. One example of

entertainment formats.

stopped looking for a place at the

this is our host city process, which

“Our focus is not just delivering

table. It’s constructing its own, and the

has borrowed best practice from

a single event for a ‘flash in the pan’

rest of live entertainment is starting to

FIFA but then made this dynamic,

moment,” says Woollard. “It’s about

pull up a chair.

interactive, fully digitised on a

building sustainable relationships

bidding website, and fun! Host cities

with destinations that see esports as

rightly expect robust planning, clear

part of their wider long-term cultural,

economic impact reporting, qualitative

tourism and economic strategy.

and quantitative data, integrated

The cities that understand that

stakeholder management and long-

opportunity will be the ones that lead

term partnership strategies. That’s

and drive this sector over the next MAJOR E VENTS JOURNAL 14 5

BRINGING WORLD-CLASS TOWED WATER SPORTS EVENTS TO HOST CITIES

Colin Hart Chairman IWWF Sports Business Colin is Chairman of Sports Business for the International Waterski & Wakeboard Federation (IWWF) and has been actively involved on a voluntary basis in the sport for more than 30 years. A highly respected international official, Colin has served in numerous leadership roles within wakeboard and waterski, including as an IWWF World Wakeboard Council member and Chief Judge at World and European events. Throughout his career, Colin has played a significant role in the development and promotion of waterski and wakeboard globally. He has led international officials’ seminars across multiple continents, helping to educate and develop judges, scorers and event organisers, while supporting the growth of the sport at both grassroots and elite levels. In his current role with the IWWF, Colin oversees commercial partnerships, sponsorship opportunities and major event development, working closely with host cities, federations and stakeholders to deliver worldclass international competitions. He has been instrumental in securing long-term partnerships that support the future growth and sustainability of the sport.

14 6 MAJOR E VENTS JOURNAL

The International Waterski & Wakeboard Federation (IWWF) is the world governing body for Waterski, Wakeboard, Wakesurf, Cable Wakeboard & Wakeskate, Barefoot Waterskiing, Ski Racing, Disabled Waterskiing and Show Skiing. Representing more than 90 national federations across six continents, the IWWF is responsible for the governance, development and promotion of these exciting and rapidly growing towed water sports worldwide.

In 2026, the IWWF proudly celebrates

and host communities, creating lasting

its 80th Anniversary, marking eight

sporting and economic legacies.

decades of international competition, athlete development and the global

What We Deliver

growth of towed water sports since

IWWF sanctions and manages a

its foundation in 1946. This milestone

diverse portfolio of international

reflects the federation’s long-standing

events, including:

commitment to innovation, excellence

• World Championships

and the continued expansion of its

• Confederation Championships

sports across the world.

• World Cup Series Events

As the international rights holder

• Junior Championships

for its World Championships,

• Senior Championships

Confederation Championships,

• International Officials and

World Cup events and other major

Technical Development

competitions, the IWWF provides host

Programmes

cities with the opportunity to stage internationally recognised sporting

• Development and Participation Initiatives

events that deliver tourism, economic

These events attract athletes, coaches,

and community benefits while

officials, media representatives and

showcasing destinations to global

supporters from around the world,

audiences. Through its prestigious

creating a vibrant international

event portfolio, the IWWF continues to

atmosphere and significant visitor

connect athletes, spectators, sponsors

engagement.

Benefits for Host Cities

Community Engagement

federations and local organising

Tourism and Economic Impact

Hosting an IWWF event provides

committees to ensure events are

IWWF events attract competitors and

opportunities for volunteer

delivered to the highest international

delegations from numerous countries,

development, local participation

standards. The federation provides

generating hotel occupancy, restaurant

programmes, school engagement

technical expertise, experienced

revenue, local transportation usage

initiatives and increased community

officials, event management guidance

and increased visitor spending. Many

involvement in sport and active

and operational support throughout

participants extend their stay to explore

lifestyles.

the planning and delivery process.

the host destination, creating additional

With a proven track record of delivering Lasting Legacy

successful international events across

Major watersports events can help

the world, IWWF offers host cities a

International Exposure

strengthen local sporting infrastructure,

unique opportunity to combine elite

Towed water sports provide exceptional

enhance facility utilisation and establish

sport, tourism growth, media exposure

visual appeal and are ideally suited

long-term relationships between

and community legacy through a

to live streaming, digital content and

destinations, sporting organisations

portfolio of established and respected

broadcast coverage. Events staged on

and tourism stakeholders.

international championships.

built facilities create powerful imagery

Why Partner with IWWF

Partner with IWWF and bring

that promotes host destinations to

IWWF works closely with host

world-class watersports to your

audiences worldwide.

cities, tourism authorities, national

destination.

economic benefits.

lakes, rivers, reservoirs and purpose-

MAJOR E VENTS JOURNAL 147

ROLLING FORWARD: WORLD SKATE’S EVOLUTION AS GOVERNING BODY

Olivier Pascal Event Director World Skate Olivier has built a career spanning three decades in action sports development, event strategy, and athlete engagement. He entered the skateboarding community in the late 1980s and joined Hurricane Action Sports Co. following business school. In the early 2000s, he became a core member of the FISE events leadership team, where he oversaw sponsorship relationships, sports programming, and event coordination across France and internationally. His career achievements include integrating mountain bike slopestyle into FISE as a formal action sport discipline, launching the FISE Experience Series as a French national championship platform, and developing the FISE World Series, which has grown to include stops across North America, Europe, and Asia over four seasons with HONOR as presenting partner. Both skateboarding and BMX freestyle park, disciplines Olivier helped advance through FISE programming and international federation partnerships, achieved Olympic medal status beginning with Tokyo 2020. He continues to advise brands, destinations, and organisations seeking to enter or expand within the action sports sector.

14 8 MAJOR E VENTS JOURNAL

World Skate governs twelve wheeled sports disciplines under a unified federation representing 137 countries. Rather than building from a single flagship sport, the governing body treats discipline diversity as an asset, allowing each activity to compete fiercely whilst sharing a common platform and revenue model. For example, the 2024 World Skate Games generated a 30 to 1 return on investment. This approach demonstrates that modern sports federations succeed not by defending flagship disciplines, but by curating broader sporting ecosystems that deliver participation and spectacle across multiple contexts, geographies, and traditions. When World Skate convened 12,000 athletes across twelve disciplines at the World Skate Games in Italia 2024, the governing body achieved something most sports federations struggle to accomplish: uniting a fragmented ecosystem under a single vision. Paris 2024 witnessed the biggest skateboarding competitions of all time, watched live in a soldout Place De La Concorde venue by 6,400 international fans and a global audience which made skateboarding among the 4 most-searched activities during the most-watched Olympic Games to date. For the World Skate Games in Italy 2024, World Skate delivered a world championship structure that treated each discipline as equally important and equally elite.

This is not how governing bodies

derby, roller freestyle, scootering,

typically work. Nor is it how sports

skate cross, downhill, slalom, inline

get built. Most federations grow top-

freestyle, and inline hockey as

down from a single flagship discipline.

co-equal expressions of the same

They expand cautiously, sometimes

essential act of propelling oneself

reluctantly, into adjacent activities.

forward on wheeled skates, the

World Skate has inverted that logic. By

organization has created a genuinely

treating skateboarding, speed skating,

inclusive sporting community with

artistic skating, rink hockey, roller

representatives from 137 countries

across five continents.

the wider major events industry is

cause they celebrate those differences

not merely its scale or its economic

rather than suppress them. The format

Italia 2024 World Skate Games generat-

footprint. It is the intellectual discipline

is adaptive. Host cities can customize

ed 439 million euros in total economic

required to hold twelve disciplines

their event calendars, sequence disci-

benefit for the host region against a

in alignment when each operates in

plines to maximize viewership and par-

15-million-euro investment, yielding a

fundamentally different environments.

ticipation, and deploy urban venues for

30 to 1 return on capital.

Artistic roller skating involves millions of

street sports whilst reserving traditional

The Games reached 7 million users

passionate athletes and fanbase since

stadiums forrink-based competitions.

and 35 million views and impressions,

a century. Rink hockey is the sport that

with broadcast coverage reaching 80

built the federation 102 years ago in

as a separate Olympic qualification

nations via television. That infrastruc-

Montreux. Scootering and roller free-

pathway, anchored in the calendar

ture, that reach, that strategic leverage

style are urban sports growing world-

cycle that skateboarding athletes de-

did not exist a decade ago. It emerged

wide. Speed skating is one of the most

mand. The Marathon Tour allows host

from a deliberate choice to imagine

thrilling discipline on tracks and roads.

cities to scale events from elite profes-

wheeled sports as a cohesive cate-

Downhill is the sport that demands

sional marathons down to amateur dis-

gory rather than a collection of niche

more adrenaline, risk and ensure spec-

tances, widening participation. The Ur-

pursuits.

tacle on the crazy slopes, being in the

ban World Cups transform city centers

mountains or in the cities too.

into pop-up arenas for street sports,

The economics are compelling. The

What makes World Skate’s governance structure worth studying for

The World Skate Games work be-

The World Skateboarding Tour exists

directly engaging youth audiences in MAJOR E VENTS JOURNAL 149

as an entertainment and cultural legacy product as much as a sport, was established at the highest stage. Looking forward to Los Angeles 2028, World Skate is well positioned to build on that momentum. The World Skateboarding Tour already has stops planned across Italy, the USA, Japan, and Paraguay. The Games and World Cups will rotate to new host cities. And the governing body continues to unlock new opportunities across its twelve-discipline portfolio. What World Skate has learned, and what the broader major events ecosystem is only beginning to understand, is that sports federations public space rather than cordoned-off

lowing each activity to compete fiercely

in the 2020s do not succeed by de-

venues. Yet this flexibility does not

for attention and resources whilst

fending a single flagship discipline.

come at the cost of coherence. World

maintaining a shared platform for

They succeed by recognizing the

Skate maintains unified world

advancement. That requires patience,

community itself, the experience of

championship structures across all

capital discipline, and a long-term view

taking part to a youth festival and well

disciplines. It operates a single event

of brand equity that most sports feder-

targeted spectatorship, and that their

candidature process, a unified

ations find difficult to sustain.

real product is not competition itself,

media rights framework, and a com-

The Paris 2024 Olympics offered

but the experience of participation and

mon governance philosophy. Athletes

World Skate validation that this strategy

spectatorship. When an organization

representing all twelve disciplines

works. Skateboarding’s success as a

can deliver that experience across

compete under the same federation

digital phenomenon pulled eyeballs

multiple contexts, multiple age groups,

banner. Television broadcasts show-

and prestige to the entire federation,

multiple geographies, and multiple

case the breadth of the sporting family,

with almost 95% average tickets sales

cultural traditions, it becomes more

not just skateboarding’s digital

across all SKB event, 4,4M internet

than a sports federation. It has become

dominance.

searches during Games, 80,4M hours

a cultural movement. And movement,

For major events professionals

of total digital consumption, and 6,2M

by definition, tend to grow.

observing from adjacent sports, the

social media mentions, mainly from the

lesson extends beyond skateboarding’s

young generation (13-19 age average

recent Olympic success. World Skate

and 11 years old being the youngest

demonstrates that a governing body

athlete at the Paris Olympics).

can grow category-wide impact by

Athletes in other disciplines benefit-

resisting the urge to choose winners

ed from that association. The governing

among its member disciplines. Rather,

body’s reputation for innovation, for re-

it can position itself as the curator and

sponsiveness to athlete and audience

protector of a broader ecosystem, al-

demand, for treating elite competition

150 MAJOR E VENTS JOURNAL

CONNECTING SPORT, ESPORTS AND NEW AUDIENCES: THE ROLE OF A NATIONAL ESPORTS FEDERATION

Baptiste Müller Swiss Esports Federation President Baptiste Müller is President of the Swiss Esports Federation (SESF). He holds an Executive MBA and brings extensive experience in associations, public affairs and political advocacy through his work with various professional organisations. A lifelong enthusiast of video games and competitive gaming, he is committed to fostering greater understanding of esports among political and sporting stakeholders. His work focuses on building bridges between traditional sport, innovation and digital communities, with the objective of supporting the sustainable development of esports in Switzerland.

As sport continues to evolve in a digital world, national esports federations can play an important role in connecting traditional sport, emerging technologies and new audiences. Beyond competition, they contribute to ecosystem development, stakeholder collaboration and event attraction strategies. In Switzerland, the Swiss Esports Federation (SESF) works alongside public authorities, sports organisations, rights holders and industry partners to help create the conditions for sustainable growth across both the sports and esports sectors. The relationship between sport and

holders and event organisers

esports is often discussed through

connect with younger and digitally

the lens of competition. However, one

native audiences while creating

of the most significant opportunities

new commercial and engagement

lies in their ability to strengthen fan

opportunities.

engagement, support innovation and

For national esports federations,

create new forms of collaboration

the challenge is not simply to govern

across the wider sports ecosystem.

competition but to act as ecosystem

As digital consumption habits continue

builders. Sustainable growth requires

to evolve, sports organisations are

collaboration between clubs, event

increasingly seeking new ways to

organisers, venues, technology

engage audiences beyond traditional

providers, publishers, commercial

event formats. Esports offers valuable

partners and public authorities.

lessons in community building, digital

Bringing these stakeholders together

engagement and year-round audience

is essential to creating an environment

activation. Virtual competitions,

where innovation can flourish and

gaming experiences and esports

where major esports and hybrid

events can complement traditional

sporting events can be successfully

sporting properties, helping rights

developed and hosted. MAJOR E VENTS JOURNAL 151

In Switzerland, the Swiss Esports

developments within the sector. The

sports federations in Lausanne,

Federation (SESF) actively works to

strong participation reflected a growing

the Olympic Capital, combined with

facilitate these connections. Through

recognition that esports has become

a dynamic sport-tech ecosystem,

ongoing dialogue with rights holders,

a relevant component of the broader

creates exceptional opportunities for

public authorities, venues and service

sports, events and entertainment

collaboration between sport, esports

providers, the federation contributes

landscape.

and innovation stakeholders. In this

to creating favourable conditions for

National esports federations can

environment, the Swiss Esports

the attraction and delivery of major

also play a valuable advisory role

Federation seeks to serve as a

esports events. While event attraction

for traditional sports organisations

catalyst for dialogue, partnership and

is often associated with traditional

exploring virtual sports and esports

sustainable growth.

sport, the same principles apply to

initiatives. As more federations

The Canton of Vaud is particularly

esports: successful events depend on

investigate digital competition

dynamic in this regard. Supported by

coordinated stakeholder engagement,

formats to enhance fan engagement

a renewed public policy commitment

venue readiness, institutional support

and diversify their offerings,

to sport and growing institutional

and a clear long-term vision.

access to specialised expertise

interest in innovation and digital

This collaborative approach was

becomes increasingly important. By

engagement, the region is increasingly

demonstrated through the inaugural

sharing knowledge and facilitating

embracing new forms of participation

Swiss Esports Summit, held in Yverdon-

collaboration, esports federations

and fan interaction. Together with

les-Bains in October 2025. The event

can help accelerate innovation while

Lausanne’s unique position at the

brought together representatives

ensuring alignment with broader

heart of the global sports movement,

from public authorities, national and

sporting objectives.

this creates a strong foundation for

international federations, esports clubs

Switzerland occupies a unique

future collaboration between sport

and industry stakeholders to discuss

position in this evolving landscape.

and esports, both in Switzerland and

opportunities, challenges and future

The concentration of international

internationally.

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