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From Sports to Stand-Up: Is Saudi Arabia Rebranding Its Image Through Humour? First came sports: Formula 1, heavyweight boxing, European football megadeals, and golf. Since 2016, Saudi Arabia’s Vision 2030 strategy has poured an estimated $6.3 billion into sports investments alone, from acquiring stakes in the PGA Tour, to luring global icons like Cristiano Ronaldo ($200M/year) and Neymar ($175M/year). Now, the Kingdom is turning its spotlight toward entertainment. Last week, Riyadh hosted its first-ever Comedy Festival, featuring global heavyweights like Dave Chappelle, Bill Burr, Jimmy Carr, and Kevin Hart, performing in a nation where, until 2018, cinemas were still banned. -> The results: - Tickets sold out in under 48 hours. - Over 20,000 attendees across multiple venues. - A reported $12M+ in economic impact during opening week. For many, this marks progress as a more open cultural landscape, and a signal that Saudi Arabia wants to engage the world not just through oil, but through art and humour. But critics see something deeper. Human Rights Watch and Amnesty International argue that this is another step in a multi-billion-dollar “reputation laundering” strategy by following the same pattern as sports investments. As one observer put it: “They’re moving from sportswashing to laugh-washing.” Meanwhile, none of the performers addressed Saudi Arabia’s human rights record, a silence that’s sparking its own kind of controversy. Which raises the question: Would global star comedians like Jimmy Kimmel or Stephen Colbert perform in Saudi Arabia and if not, why should others? Are we witnessing genuine cultural reform… or just another PR play in a new medium? Comedians have historically been powerful truth-tellers. From court jesters who mocked kings, to modern satirists like Jon Stewart, Trevor Noah, John Oliver, Hasan Minhaj, and Bassem Youssef as humour has often been the "safe" way to call out hypocrisy, corruption, or abuse of power. Satire cuts through spin and forces audiences to question authority. But on the other hand, not always: - In some countries, comedians are censored, jailed, or even exiled for going “too far.” - In others, satire risks becoming entertainment without real impact when people laugh, feel a release, but don’t act. - And sometimes comedians are co-opted into the very systems they critique, softening their edges to maintain access or avoid backlash. The real question is: Do comedians spark actual accountability, or do they just provide comic relief while the status quo rolls on? What do you think?: Should global entertainers use their platforms to push for human rights when performing in restrictive environments or should art and politics stay separate? #SaudiArabia #CulturalShift #Sportswashing #ComedyFestival #GlobalBranding #SoftPower #HumanRights #PublicRelations #JimmyKimmel #StephenColbert #ShareEcard

𝐓𝐡𝐞 𝐮𝐩𝐫𝐢𝐬𝐢𝐧𝐠 𝐄𝐧𝐠𝐥𝐢𝐬𝐡 𝐏𝐫𝐞𝐦𝐢𝐞𝐫 𝐋𝐞𝐚𝐠𝐮𝐞 — 𝐀𝐟𝐫𝐢𝐜𝐚𝐧 𝐂𝐨𝐩𝐲 : 𝐓𝐡𝐞 𝐓𝐚𝐧𝐳𝐚𝐧𝐢𝐚𝐧 𝐍𝐁𝐂 𝐏𝐫𝐞𝐦𝐢𝐞𝐫 𝐋𝐞𝐚𝐠𝐮𝐞. While many African football leagues grapple with a credibility gap that repels major sponsors, the Tanzanian NBC Premier League (TPL) is scripting a compelling counter-narrative. The league's recent multi-year, multi-billion shilling sponsorship deals with brands like NBC Bank and Azam TV aren't just a stroke of luck; they are the direct result of a systemic overhaul that other leagues on the continent should be studying closely. The visible success is impressive: a ten-year broadcast deal worth over $97 million and a title sponsorship that injects billions of shillings into the league and its clubs. This financial influx has led to greater stability, timely salary payments, and an improved on-field product that's attracting better talent. But these are just the symptoms of a much deeper, more strategic transformation. 𝐓𝐡𝐞 𝐒𝐲𝐬𝐭𝐞𝐦𝐬 𝐃𝐢𝐚𝐠𝐧𝐨𝐬𝐢𝐬 The core challenge for many African leagues is a vicious feedback loop: a lack of transparent governance erodes sponsor trust, leading to underinvestment. This financial instability compromises the quality of the league and its administration, which further diminishes its commercial appeal. Data is unreliable, and potential partners see more risk than opportunity. Increased investment from broadcasters like Azam TV professionalized the league's visibility. This higher quality broadcast product, which now rivals international standards in its coverage of major derbies, amplified the league's reach and fan engagement. A more engaged and visible fanbase then becomes a highly attractive asset for sponsors, leading to bigger deals and further investment. This cycle is now self-reinforcing. Furthermore, the league has benefited immensely from the innovative approaches of its leading clubs. Take Yanga SC's fan ownership and engagement model. By transforming the club into a publicly and privately owned entity, they gave fans a tangible stake in their success. This wasn't just a sentimental gesture; it was a strategic move to build a loyal, financially invested consumer base. The next horizon is to leverage this growing platform to attract a more diverse portfolio of international brands beyond the traditional telecom and banking sectors. For executives of other African football leagues, the question is this: What is the single most significant step you can take in the next six months to improve your league's governance and transparency to a level that would attract a ten-year broadcast partner?

Can sports rights holders align with commercial partners for mutual benefit rather than being swayed by the sponsorship revenue ? And still be successful ? I think they can but it takes the CEO and Board of Directors and Owners to share this vision rather than set financial targets for the commercial department to achieve. We all know that money talks ! But, taking a long term view for the overall benefit of the sports rights holder is surely an important value for these organisations to not only survive but thrive. When we see 'fans' of say football clubs being disgruntled by 'their' club accepting money from an organisation that doesn't really fit with the club's values, this is when I start to think - yes, they've taken the money even though the new sponsor doesn't really fit the club's values. They were swayed by the money. And I'm sure they would say - 'we needed to hit the sales target and had no other option' ! Well, they may not have done in that situation but who put them in that situation ? They did it to themselves by setting short term financial objectives and then focusing their resources to hit the financial target. But what would have happened if the sports rights holder identified & captured what the organisation stands for, including the values. And then creating a strategy to attract new partners who not only align with the values but can add to them and form a partnership where both parties actually grow sharing similar values. Many sports rights holders pay lip service to the 'environment' issue but don't really do very much about it and in some cases, still welcome partners who may do less than they do. If a sports club says the environment is an important issue for us and wishes to have these values as part of their proposition and reason why, then surely they would naturally attract like minded organisations who wish to be aligned and see the benefits of a commercial partnership to further this cause. So, I'm keen to see sports rights holders develop their own unique proposition, their why and set values for their brand and then activate accordingly. And when they talk with a new potential partner, they should discuss these first and anyone not at least being able to show they are aligned on values, should not be entertained any further.

The Regulatory and Institutional Structure of the Sports Sector in Saudi Arabia Saudi Arabia’s sports sector is witnessing an unprecedented transformation that transcends the traditional concept of sports as mere entertainment, evolving into a comprehensive economic and regulatory sector aligned with the ambitions of Vision 2030. This transformation is built upon a robust institutional and legislative framework led by the Ministry of Sport, integrating the roles of the Saudi Olympic and Paralympic Committee, national sports federations, the Saudi Pro League, the Saudi Sports Arbitration Center, and both public and private sports clubs. The Ministry of Sport acts as the supreme regulatory authority, responsible for formulating national sports policies, supervising clubs and federations, ensuring financial and administrative compliance, and upholding governance and transparency across the sector. The Saudi Olympic and Paralympic Committee serves as an independent body representing the Kingdom internationally, overseeing national federations, and ensuring alignment with global Olympic principles and standards. National sports federations function as the executive link between the Olympic Committee and clubs, organizing competitions, issuing technical and disciplinary regulations, and ensuring the application of international rules in each sport. The Saudi Pro League stands as a leading example of modern sports governance, operating as an independent entity managing the Roshn Saudi League, its commercial rights, broadcasting, and ensuring clubs’ adherence to financial and administrative professionalism. The Saudi Sports Arbitration Center (SSAC) represents the judicial arm of sports justice, serving as an independent body for resolving sports-related disputes. It enjoys full administrative and financial autonomy, with decisions that are final, binding, and enforceable, covering disputes between clubs, players, coaches, and agents, as well as appeals and contractual conflicts. Saudi sports clubs are divided into two types: public non-profit clubs, supervised and supported by the Ministry of Sport, and private sports companies, governed by the Companies Law under the Ministry of Commerce, yet subject to the Ministry’s technical oversight. This unique institutional framework forms a clear hierarchy ensuring harmony across the system: Ministry of Sport → Olympic Committee → Sports Federations → Clubs, reflecting a balance between governmental oversight and sports independence, and embodying integrity, governance, and sustainability. Sports in Saudi Arabia have evolved from recreational activity to a strategic, regulated sector contributing to a thriving national economy under Vision 2030. Faris Alaradi Legal Affairs Sr. Manager Al-Ittihad Club Company

Sport Integrity Action Month Kicks Off in Brazil The Sport Integrity Global Alliance (SIGA), through SIGA LATIN AMERICA, is officially launching the Sport Integrity Action Month with a special Opening Session at Sports Summit São Paulo 2025, marking the beginning of an unprecedented international mobilisation for Sport Integrity. Among the programme highlights, on 1 November, SIGA Latin America will host the International Expert Summit on Sports Betting Integrity, as part of Sports Summit São Paulo 2025. The Summit will gather renowned experts to debate one of the most pressing issues of our time: the regulated sports betting market, its challenges and opportunities, addressing manipulation, criminal infiltration, corruption, money laundering, responsible advertising, protection of youth and vulnerable groups, and international cooperation. With SIGA as the Official Sport Integrity Partner, Sports Summit São Paulo enters its third edition as the largest and most influential sports industry gathering in Latin America, from 30 October to 1 November. EN: https://lnkd.in/dbuKrGWb PT: https://lnkd.in/dxgCEt6c

Global Athletic Sponsorships: Financial Considerations and Strategies By Panayiotis Constantinou, The Sports Financial Literacy Academy, Nicosia, Cyprus Introduction Sponsorships are no longer just about logos on jerseys. In today’s globalized sports economy, athletes are brand partners, equity holders, and international influencers. Whether you are a tennis player with deals across three continents or a footballer negotiating image rights in multiple tax jurisdictions, global sponsorships are a powerful tool—but they also require serious financial strategy. The opportunity is huge. From apparel and nutrition to fintech and lifestyle brands, sponsors want athletes with reach. But global deals come with global complications—currency risk, cross-border taxation, and brand alignment challenges. This Post explains (...). For the entire post, see: https://lnkd.in/exD8u9zp

💣 𝟵𝟬𝟬 𝘀𝗽𝗼𝗿𝘁𝘀 𝗱𝗲𝗮𝗹𝘀. 𝗢𝘃𝗲𝗿 $𝟭.𝟯 𝗯𝗶𝗹𝗹𝗶𝗼𝗻 𝘄𝗼𝗿𝘁𝗵. 𝗢𝗻𝗲 𝗯𝗿𝗮𝗻𝗱. It’s not Nike. It’s not Coca-Cola. It’s aramco. 𝗔𝗿𝗮𝗺𝗰𝗼, the Saudi energy giant, 𝗵𝗮𝘀 𝗾𝘂𝗶𝗲𝘁𝗹𝘆 𝗯𝘂𝗶𝗹𝘁 𝗼𝗻𝗲 𝗼𝗳 𝘁𝗵𝗲 𝗯𝗶𝗴𝗴𝗲𝘀𝘁 𝘀𝗽𝗼𝗻𝘀𝗼𝗿𝘀𝗵𝗶𝗽 𝗽𝗼𝗿𝘁𝗳𝗼𝗹𝗶𝗼𝘀 𝗶𝗻 𝘀𝗽𝗼𝗿𝘁: ⚽ FIFA Global Partner (2024–27) 🏎️ Formula 1 Global Partner + Aston Martin title sponsor + Singapore Grand Prix major sponsor 🏏 ICC Cricket Partner (ongoing Women Cricket World Cup) ⛳ Aramco Team Series (now under the PIF Global Series) 🎮 Esports World Cup Partner 🏟️ Aramco Stadium rising in Khobar This isn’t just marketing — 𝗶𝘁’𝘀 𝘀𝘁𝗮𝘁𝗲 𝘀𝘁𝗿𝗮𝘁𝗲𝗴𝘆. And Aramco is here to stay. Each deal feeds softly into #Vision2030, Saudi Arabia’s long-term plan to reshape global perception and build credibility ahead of hosting the FIFA World Cup 2034. Aramco has openly stated it “intends to maintain its position as the world’s largest crude oil company by production volume.” 𝗡𝗼𝘄: c𝗮𝗻 𝘄𝗲 𝗮𝗱𝗱𝗿𝗲𝘀𝘀 𝘁𝗵𝗲 𝗲𝗹𝗲𝗽𝗵𝗮𝗻𝘁 𝗶𝗻 𝘁𝗵𝗲 𝗿𝗼𝗼𝗺? As the footprint grows, so does scrutiny. A recent SportsPro article reveales that 𝘩𝘶𝘮𝘢𝘯 𝘳𝘪𝘨𝘩𝘵𝘴 𝘢𝘯𝘥 𝘤𝘭𝘪𝘮𝘢𝘵𝘦 𝘨𝘳𝘰𝘶𝘱𝘴 𝘩𝘢𝘷𝘦 𝘴𝘦𝘯𝘵 𝘭𝘦𝘵𝘵𝘦𝘳𝘴 𝘵𝘰 𝘴𝘪𝘹 𝘮𝘢𝘫𝘰𝘳 𝘴𝘱𝘰𝘳𝘵𝘴 𝘰𝘳𝘨𝘢𝘯𝘪𝘴𝘢𝘵𝘪𝘰𝘯𝘴 — 𝘪𝘯𝘤𝘭𝘶𝘥𝘪𝘯𝘨 𝘍𝘐𝘍𝘈, 𝘵𝘩𝘦 𝘐𝘯𝘵𝘦𝘳𝘯𝘢𝘵𝘪𝘰𝘯𝘢𝘭 𝘊𝘳𝘪𝘤𝘬𝘦𝘵 𝘊𝘰𝘶𝘯𝘤𝘪𝘭 (𝘐𝘊𝘊), 𝘢𝘯𝘥 𝘍𝘰𝘳𝘮𝘶𝘭𝘢 𝘖𝘯𝘦 — 𝘦𝘹𝘱𝘳𝘦𝘴𝘴𝘪𝘯𝘨 “𝘨𝘳𝘢𝘷𝘦 𝘤𝘰𝘯𝘤𝘦𝘳𝘯𝘴” 𝘰𝘷𝘦𝘳 𝘴𝘱𝘰𝘯𝘴𝘰𝘳𝘴𝘩𝘪𝘱 𝘥𝘦𝘢𝘭𝘴 𝘭𝘪𝘯𝘬𝘦𝘥 𝘵𝘰 𝘩𝘶𝘮𝘢𝘯 𝘳𝘪𝘨𝘩𝘵𝘴, 𝘤𝘭𝘪𝘮𝘢𝘵𝘦 𝘪𝘮𝘱𝘢𝘤𝘵, 𝘢𝘯𝘥 𝘨𝘰𝘷𝘦𝘳𝘯𝘢𝘯𝘤𝘦. (full article in comments) 👉How do federations and the public push back on energy-sector sponsorships? 👉What happens when the company promoting “innovation and sustainability” on the pitch is also doubling down on oil production off it? 👉How long can sports federations talk sustainability while partnering with the very industries driving the climate crisis? The future of partnership is about 𝗮𝗰𝗰𝗼𝘂𝗻𝘁𝗮𝗯𝗶𝗹𝗶𝘁𝘆. 𝗡𝗼𝘁 “𝗵𝗼𝘄 𝗹𝗼𝘂𝗱 𝗰𝗮𝗻 𝘆𝗼𝘂 𝘀𝗽𝗲𝗮𝗸” — 𝗯𝘂𝘁 “𝘄𝗵𝗮𝘁 𝘆𝗼𝘂 𝗹𝗲𝗮𝘃𝗲 𝗯𝗲𝗵𝗶𝗻𝗱.” ➜  𝗟𝗘𝗚𝗔𝗖𝗬: every deal should build something that outlasts the campaign. ➜  𝗠𝗘𝗔𝗦𝗨𝗥𝗔𝗕𝗟𝗘 𝗜𝗠𝗣𝗔𝗖𝗧: show social, environmental, or community results, not headlines. ➜  𝗦𝗨𝗦𝗧𝗔𝗜𝗡𝗔𝗕𝗟𝗘 𝗦𝗧𝗘𝗣𝗦: prove progress, even if imperfect. ➜ 𝗧𝗥𝗔𝗡𝗦𝗣𝗔𝗥𝗘𝗡𝗖𝗬: open metrics, real reporting, honest storytelling. “Okay, we are energy, but we commit to a cleaner future.” ➜  𝗖𝗢-𝗢𝗪𝗡𝗘𝗥𝗦𝗛𝗜𝗣 𝗪𝗜𝗧𝗛 𝗙𝗘𝗗𝗘𝗥𝗔𝗧𝗜𝗢𝗡𝗦 𝗔𝗡𝗗 𝗙𝗔𝗡𝗦 – something I really miss in this partnership: involve the community, don’t hide it under the carpet. 𝗜𝗴𝗻𝗼𝗿𝗶𝗻𝗴 𝗶𝘁 𝗶𝘀𝗻’𝘁 𝗮 𝘀𝘁𝗿𝗮𝘁𝗲𝗴𝘆. This is how you evolve from SPONSOR to PARTNER — all over again. #SportspRO #Aramco #Sponsorship #Sustainability #Accountability Cartoon from John Atkinson series Wrong Hands

The ISMA-DAFC convention, a real strategic football match with two shock teams: the Sportsman-Academy Institute (ISMA) and the African Federation of Deaf Football (DAFC). Here is a comprehensive summary The kick-off: Objective of the agreement ISMA, a high-level strategic coach, is committed to acting as Director General of Strategic Development for DAFC. Their mission? Transform deaf football in Africa into a champions league, by implementing financing strategies, negotiating sponsorship contracts, and strengthening institutional relations. In short, they are there to score goals in the field of sports development! Winning tactics: ISMA deliverables Fundraising strategy: A complete strategy per year, with market analysis, action plan and performance monitoring. Basically, they play the attackers to find financing. Grant files: Minimum 5 files per year, written and monitored until victory (or rather, the funds are obtained). They leave nothing to chance, even the supporting documents are in the game! Institutional relations: 15 appointments per year with VIPs from the sports and diplomatic world.6 Embassies, ministries, international organizations... They are ready to dribble to get partnerships. Sponsorship contracts: Objective? At least one contract signed per year, with a 20% discount on equipment . And yes, even sponsors have to play the game! Representation at DAFCON: ISMA becomes the official spokesperson of the DAFC for the African Cup of Nations of Deaf Football. They negotiate rights, media contracts and organize voting. A real shock team! The rules of the game: Commitments of both teams The DAFC: It provides the necessary information, actively participates in appointments and promotes the partnership. Basically, she plays in defense and attack! ISMA: It respects the specifications, negotiates with finesse and reports the results. A true strategic midfielder. Duration of the match: 5 years renewable The agreement is signed for 5 years, with the possibility of extension. A bit like an extension in the final, but with a 12-month notice! In summary, this convention is a real game plan to propel deaf football in Africa to the heights. With ISMA as strategic coach and DAFC as captain, we can expect brilliant victories in the field of sporting and inclusive development

Sport is going global, again. This time, it’s smarter, faster, and commercially sharper. In the last couple of weeks alone: The NFL play to packed out stadiums in London and Dublin. The NBA returned to China for the first time since 2019. Serie A and La Liga have announced plans for fixtures in Miami and Australia. This isn’t just about marketing. It’s about building year-round revenue, global fan bases, and commercial resilience. Three big takeaways for clubs, leagues and brands watching this play out: Global doesn’t mean occasional Pop-up tours are out. Strategic scheduling and multi-year commitments are in. Consistency builds trust, partnerships and fan habits. Commercial clarity matters The winners will be those who align broadcast, sponsorship, ticketing, and local partnerships around one plan. Fragmented thinking kills ROI. Local connection unlocks global growth The most successful tours don’t just parachute in for a match. They invest in community programmes, local content, and grassroots visibility to leave something meaningful behind. For European football, this global push is both a threat and an opportunity. Clubs that move early and intelligently will build audiences and revenue far beyond their domestic markets. Strategy is also crucial to on board key stakeholders. We all remember the powerful fan protests around Super League and this weekend saw 15 second player action across La Liga matches to call out the lack of consultation around recent announcements. Question to you: If you were taking your club or league abroad, what’s the one thing you’d prioritise to make it stick long-term?

What do Michael Palumbo & I look at when we go to price out our LENZ Sports Group events? It starts with "Cost per Family". It's that time of year, companies are racing to release their 2026 youth & travel sports schedules, the prices continue to rise in order to keep up with or compete against each other's venues. I challenge these venues to take into account "Cost per family". It feels like in the baseball world the standard right now has climbed over $1K per team, and then add in parking & gate fees. At the same time, these venues are wondering why people in return are not spending as much on concessions, merchandise, hotel. Robbing Peter to pay Paul is simply not sustainable, and we are starting to see it. Gavin Grande Luke Kania Patrick Toal