In a world where geopolitical influence, technology, and entertainment converge more than ever before, the business of sport is fast becoming one of the defining arenas of global competition. In the second part of my conversation with Marlon Gilbert-Roberts, CEO of Business to Sports Group (B2S), we delved deeper into the shifting ground beneath international sport—spanning EU regulation, commercial partnerships, emerging markets, and athlete futures.
Author: Szilárd Szélpál
If the first half of our discussion captured the integration of sport and data, the latter half reveals the structural challenges and opportunities that define the sector today. It is a conversation that underscores a recurring truth in modern global affairs: that no discipline—sporting or otherwise—operates in a vacuum.
Beyond the Pitch: A Strategic Case Study
Gilbert-Roberts speaks with clarity about long-term vision—a rarity in an industry often accused of being driven by short-termism. One of B2S’s flagship case studies is their work with the Jamaican Football Federation during the pandemic. Facing stagnant commercial agreements, the federation approached B2S with a challenge: revitalise their revenue streams and brand value. What followed was a collaborative restructuring involving Adidas and a bold new commercial roadmap. The result? Several-fold revenue growth, increased player visibility, and a new generation of Jamaican football talent being supported through strategic investment.
“The goal wasn’t just a deal,” Gilbert-Roberts notes. “It was a long-term transformation—one that respected the values and ambitions of all stakeholders.” In that respect, B2S’s model exemplifies a deeper shift in sports business toward mutually beneficial, purpose-led partnerships.
Policy vs. Pragmatism: The EU’s Balancing Act
As sport becomes more entwined with commerce, policy tension is inevitable. Gilbert-Roberts reflects on the EU’s complex relationship with sport as both cultural asset and commercial enterprise. “The EU’s specificity of sport principle is vital,” he argues. “It recognises that sports operate differently than other businesses and sometimes require tailored regulation.”
He points to the ongoing friction between competition law and state aid in sport—particularly visible in Central and Eastern Europe. In Hungary, for instance, state-backed support for top-league teams raises regulatory questions under EU competition law. Yet, as Gilbert-Roberts contends, this support is crucial to ensuring clubs remain viable, competitive, and socially relevant.
Europe vs. the World: Shifting Centres of Gravity
While Europe remains the spiritual home of many elite sports, global competition is intensifying. The Middle East, United States, and parts of Asia are not merely hosting events—they are actively redefining how global sport is structured. From Saudi Arabia’s investment in LIV Golf to FIFA’s expanded Club World Cup, the landscape is evolving.
Gilbert-Roberts predicts that globalisation will not threaten traditional sports regions but will rather redistribute influence. “You will never have Wimbledon in Qatar, but don’t be surprised if a Champions League final is held in the U.S. within five years.” The economic gravity, he says, will follow capital—not tradition.
Tech, Talent, and the Next Five Years
Asked about future risks and opportunities, Gilbert-Roberts returns to a now-familiar theme: adaptability. “Technology is no longer optional,” he insists. AI scouting platforms, data-led performance metrics, and immersive fan experiences are now standard. But he cautions against overreliance. “AI can support decisions but cannot replace human insight—yet.”
Investment in staff training, regulatory fluency, and technological literacy, he suggests, will define success. Moreover, sport businesses must look beyond their immediate industry for inspiration. Rugby’s early embrace of technology offers lessons for football, just as the NBA’s globalisation strategy may serve as a model for European leagues.
Athletes: From Icons to Investors
In one of the most compelling sections of our conversation, Gilbert-Roberts speaks about career transition for athletes. “Most athletes retire before 35. Some even before 25. Yet, few are financially or psychologically prepared.”
He outlines a dual responsibility: athletes must take ownership of their financial futures, but institutions must provide clearer pathways to life after competition. He cites Jamaica’s new government fund for retiring athletes as a rare but commendable initiative. Still, systemic reform is needed.
He is candid about the disparity between athletes in mainstream versus niche sports. “Table tennis, fencing, or canoeing—these are sports that rely on Olympic cycles for survival. Without visibility, they struggle commercially. But perhaps the solution lies in creativity: new leagues, new formats, and new experiences that draw crowds beyond the Olympics.”
Conclusion: The Playbook is Changing
The global sports industry is no longer merely about winning titles. It is a multi-billion-euro business sector touching culture, governance, trade, and technology. As Marlon Gilbert-Roberts emphasizes, the next decade will be defined by those who understand that sport is both spectacle and structure—both identity and infrastructure.
For Europe, the challenge is urgent: maintain its traditional values while embracing global realities. For athletes, clubs, and regulators, the imperative is clear—prepare, innovate, and think beyond the game.
Cover photo credit: Gemini
Szilárd Szélpál served as an environmental expert in the European Parliament from 2014, where he utilized his expertise to influence policy-making and promote sustainable practices across Europe. In addition to his environmental work, Szilárd has a deep understanding of foreign affairs, offering strategic advice and contributing to the development of policy initiatives in this field.
