On The Front Foot - Issue 20

ON THE FRONT FOOT PREMIER SPORTS NETWORK

SU MMER 20 2 2 IS S U E 20

ON T HE F RONT FOOT SU MMER 202 2 IS SUE 20

SERVING BEYOND SPORT EXCLUSIVE INTERVIEW: MASSIMO CALVELLI, CEO of ATP Inspiring others beyond the court to ensure ATP makes a lasting and meaningful impact on communities around the world.

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Editor in Chief Kai McKechnie Contributors Tom Bill Joshua Haden-Jones Thomas Hal Robson-Kanu Paula Holguin Mark Marone Mostafa Sayadi Sarita Shah Marcus Sotirou Jean-Pierre Stone Advertising To enquire about advertising please contact: kai@ premiersports.agency Distributions/ Subscriptions accounts@premiersports.agency Published by Premier Sports Network www.premiersportsnetwork.com To send feedback or articles for publication please email kai@premiersports.agency Find us on:

On The Front Foot is published by Premier Sports Agency Limited ©

2022. All rights reserved. No part of this publication can be reproduced without permission.

CONTENTS

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INTERVIEW WITH: Massimo Calvelli, CEO of ATP Corporate Cultures Mobile Ordering for sports venues Sustainable travel Communications strategy Horological education INTERVIEW: Alex Carroll, QPR Academy Director Maximising financial wellbeing Transferable leadership skills from sport

An introduction to Cryptocurrency Currency implications UK housing market Movers & Shakers OTFF ISSUE 20 ★ SUMMER 2022 | 5

ATP: SERVING BEYOND SPORT

Massimo Calvelli, CEO of ATP highlights how the governing body of men's professional tennis is inspiring others beyond the court to ensure it makes a lasting and meaningful impact on communities around the world. The aim for ATP, through its ATP Serves initiative, is to be a leading example of diversity and inclusivity in international sport, protect and enhance the mental health of its community, and minimise the sport's impact with solutions to combat the climate crisis.

What is the long-term vision of the ATP to find solutions to societal and environmental challenges?

Tennis is a global game, with a diverse community of a billion fans.

Our community is rarely unaffected by societal and environmental challenges.

We know that we cannot be distanced from addressing these challenges and must play an active role in finding solutions. Tennis has a rich history of making a difference, led by incredible trailblazers such as Arthur Ashe and Billie Jean King, and we want to contribute to that.

As an organisation, we are here to inspire on court, and serve beyond it. Though ATP Serves, our recently launched programme of purposeled initiatives, we have chosen to focus our efforts in three areas: organisational culture, mental health, and environmental sustainability. These are the areas we feel are most authentic to who we are – and where we can make a meaningful impact. Our approach starts with leading by example, ensuring we as the ATP have our own house in order. It’s then about supporting our members, our players and tournaments, who are incredibly passionate about giving back. Lastly, it’s about using our global platform to advocate for change amongst our wider community of fans

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and partners.

We’re taking on big challenges and change won’t come overnight. Over time, and working together, our vision is for tennis to make a lasting positive impact in the world.

How has the field changed since you first started the ATP Serves initiative?

I would say the main change in the sports space over the last 18-24 months, particularly amongst rights holders, has been a shift in mindset towards purpose and social good. What was once a ‘nice to have’ has almost become a ‘license to operate’. The most successful and culturally influential professional sporting bodies all have a strong purpose at their core. A shared understanding has emerged that our role needs to extend beyond the game itself – our work is not finished at the final whistle or match point. This has been exciting to see.

Credit must go to a broad crosssection of stakeholders for driving this change in mindset, most notably our fans. Especially younger generations expect their favourite brands and athletes to step up and stand for something. It has certainly pushed us to re-evaluate our purpose and ask the difficult questions of ourselves. ➡

Images: ATP Tour

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What strategic partnerships have you entered to help facilitate positive change?

We are proud to have launched several exciting initiatives across our three pillars. In the Mental Health space, we partnered with Sporting Chance, an organisation that offers expert oneon-one mental health counselling for elite athletes. We've also launched a partnership with Headspace, giving players, tournaments and staff access to meditation and mindfulness exercises.

On the Environmental Sustainability side, we were proud to become a signatory of UN Sports for Climate Action at the end of last season. This global initiative gives us access to a network of the brightest thinkers in the space and incredible resources. It also commits us to two global goals: a 50 per cent reduction in carbon emissions by 2030, and Net Zero by 2040. To help us with those efforts, we've partnered with the Gold Standard, a world-leading carbon mitigation partner through which we are offsetting our unavoidable emissions. We've also been working closely with a team of expert sustainability consultants, based out of the UK, who are helping us build and deliver our global strategy and plan for the years ahead.

Under Organisational Culture, we introduced companywide DEI training

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for all our staff. Last season we also teamed up with an organisation called Pride Sports, and Erik Denison, a researcher at Monash University, to launch the ATP's first-ever LGBT+ player survey. We will have more to stay on that shortly.

Finally, we’ve had tremendous buy-in from ATP’s commercial partners. Many have approached us to get involved and commit their expertise to supporting ATP Serves. This is crucial for the longterm success of the programme.

“

What can actively be done in terms of real change for equity and inclusivity in international sport and what does that look like for the ATP? I think tennis is one of the leading examples of diversity and inclusion in professional sports. We are global, our players come from all over the world, and we have both a strong men's and women's game. I think that sets tennis apart from other sports. Despite these many positives, we cannot rest on our laurels. We must continue to work, to ensure that tennis is a welcoming community for all.

I would say the best way for us to make progress on this front is to continue taking an honest look at ourselves and asking the right questions. Are there parts of tennis culture that means our sport is not as inclusive as we’d like it to be? From there, it’s about assessing issues in a robust way, and being confident in taking active measures to address them.

This was the approach we took with our LGBTQ+ player survey. The results from the survey were insightful and gave us a clear sense of where more work can be done.

Lastly, it’s about sharing information and collaborating across the tennis ecosystem. We need to ensure the great work being done impacts the breadth of the professional game. It must also percolate down to the junior levels, which is where the foundations of the sport’s culture are laid.

We're proud to say that we've come a long way in the provision of Mental Health resources over the last 24 months.

What initiatives has the ATP embarked on to promote positive mental health and development for all players and staff?

Tennis is an incredibly demanding sport. Our athletes face intense pressure on a day-to-day basis, and face this pressure as individuals, without the support of a team environment.

In general, the conversations around Mental Health in tennis are moving in a positive direction. This is due to the courage of players, such as Robin Söderling, Mardy Fish and Naomi Osaka, who in speaking out have bravely led the way for other players to seek help.

We're proud to say that we've come a long way in the provision of Mental Health resources over the last 24 ➡ OTFF ISSUE 20 ★ SUMMER 2022 | 9

“

Our events take place in more than 30 countries, the majority of the time outdoors, meaning we feel the effects of climate change.

months. We launched a partnership with Sporting Chance, a leading organisation that provides expert one-on-one counselling for elite athletes. That's been an incredible partnership that has added a lot of value to our players.

In addition, we launched a partnership with Headspace, which gives access to meditation and mindfulness training for our staff, players, and tournaments, wherever they are in the world.

During the pandemic, we also looked at our rules. We introduced changes to the ATP rankings that allowed players who didn't feel comfortable or safe travelling to tournaments to not play events, and not be penalised for that decision. This was done to protect the integrity of our rankings, but also to protect the mental health of our players during an incredibly stressful period.

Looking ahead, we think ATP can really be a leader in the Mental Health space. We recently conducted a fullscale review of our welfare provisions across the Tour, and we are looking to bring on additional resources to help us deliver on our ambitions.

Why is environmental sustainability crucial for the ATP? Environmental sustainability is crucial for tennis because of the nature of our global game. Our events take place in more than 30 countries, the majority of the time outdoors, meaning we directly feel the effects of climate change. In the last ten years we've experienced disruption from floods, bushfires and heat waves to poor air quality and rain delays. This impacts the operation of our events and poses risks to the health of our athletes and fans.

At the same time, we know that we’re a contributor to this climate crisis.

Our Tour is predicated on global travel and hosting of events, both of which consume resources. We have a role to play in finding solutions, and ways to operate more sustainably, if we want to continue doing what we do long into the future.

Beyond the practicalities of running a global tour, there is also the growing expectation from our fans, players, partners, and the localities in which we play, to take an active leadership role addressing these issues. It’s encouraging to see the groundswell of momentum that’s building.

How is the ATP developing its sustainability strategy?

We've taken a pragmatic approach to developing ATP’s sustainability strategy.

One of the key challenges is that our organisation is global and decentralised.

When you look at the tennis ecosystem, the proportion that is directly controlled by the ATP is fairly small. The majority of our impact comes from areas that we can influence, but do not directly control, for example the travel of our

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fans and players. Our sustainability initiatives must be both scalable across the ATP Tour, but adaptable enough to be workable across different markets and different conditions.

Our first step was to bring on a team sustainability consultants based out of the UK. We worked with this team in previous years at the Nitto ATP Finals.

They bring a wealth of experience from different sports and major events.

Together we've developed a longterm sustainability strategy, which we have begun rolling out across the organisation. Becoming a member of UN Sports for Climate Action has also been vitally important. Not only has this commitment given us legitimacy of joining a major credible organisation, but it has also given us a north star by way of the two global emissions targets that it sets. Everyone in our ecosystem knows where we're headed, and I think that has already helped align thinking amongst our stakeholders.

Looking ahead, we plan to continue onboarding the right partners in the right spaces. We know that we cannot do this alone and need outside expertise to allow us to execute.

What role is the ATP playing in promoting more sustainable sports events?

One of the first things we developed with our sustainability consultants was a sustainability toolkit for all ATP Tour events. This introduces the fundamental principles, helps events create a robust action plan aligned with ATP’s global objectives, and provides guidance on data collection. This was designed to be practical and workable for all events, whether they are just starting out on their sustainability journey or are more advanced. We then held sustainability workshops and have been providing follow-up support to events on a oneon-one basis.

This has also been a two-way learning process for us. Many of our events have had their own sustainability policies in place and made impressive progress over the years. We see a lot of ambition and creativity coming from our tournaments. Sharing their vast knowledge and experience with others in our ecosystem is another important part of our role. ◆

In November 2021 ATP became a signatory of UN Sports for Climate Action committing to its global emissions targets:

50% reduction in emissions by 2030 Net Zero emissions by 2030 Learn more about ATP's sustainability strategy at www.serves.atptour.com

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What is corporate culture and why is it important?

What corporations and leaders can do to improve employees’ sense of value and cultural belonging.

Authors: Mostafa Sayadi and Mark Marone for AMA

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orporate culture is essentially the unspoken understanding of “how things are done in an organisation.” It includes conscious and unconscious thoughts that drive employees’ decisions and behaviors every day. These thoughts are based on shared assumptions, which develop as employees learn what works to successfully deal with challenges and opportunities–both internal and external–over time. Eventually, this shared experience results in a collective understanding of the accepted way to think, feel, act, and interpret the business environment.

In the 1980s, Edgar Schein developed a well-known model of corporate culture, which identifies three levels of an organisational culture: 1. Artifacts: the tangible and observable, such as architecture, furniture, dress code, and even office jokes. Artifacts can be recognized by people outside of the culture.

2. Espoused values: the organization’s official principles and rules of behavior, typically expressed publicly in mission statements, both internally and externally.

3. Shared basic assumptions: the unconscious expectations or inferences that are so integrated into the organisation’s ways of thinking and acting that they are hard to recognise from within.

Whether directly or indirectly, corporate culture affects nearly everything an organisation does, which is why it is so impactful on performance. Corporate culture impacts how employees see 12 | OTFF ISSUE 20 ★ SUMMER 2022

themselves in relation to the organisation, describe its purpose, interact with its hierarchy, approach problem-solving, understand the business, make decisions, and relate to customers. Culture also reflects how leaders and managers work and communicate with others, the level of trust they create among employees, and more.

According to James Heskett, as much as half of the difference in operating profit between organisations can be attributed to the effectiveness of their respective corporate cultures. It also has important implications for hiring and retaining talent: Employees more often leave organisations that do not have positive, healthy corporate cultures. One survey found that more than half of respondents were willing to go to a competing company in search of a better culture.

Current challenges to corporate culture, due to the pandemic, include new work arrangements (hybrid and remote work), volatility, uncertainty, complexity, and ambiguity (VUCA), and workforce evolution (resignations, aging workforce, and contract workers), amongst others. For these reasons, more attention is focused now on creating corporate cultures that view and treat employees first as people. A recent LinkedIn report states that “a caring culture has become the pivotal asset for companies worldwide.” It also identified that almost two out of three professionals globally (59%) found work-life balance a top priority when selecting a new job, and that colleagues and culture (47%) ranked as highly as compensation and benefits (47%).

Five actionable steps corporations and leaders can take to improve employees’ sense of value and cultural belonging to an organisation:

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3 4

5

Establish and Communicate Purpose: The mission of an organisation tells employees, customers, and shareholders why the organisation exists and who it serves. Whether it feels genuine to employees depends a lot on whether it is aligned to the values and attitudes that exist as part of the corporate culture.

Focus on Empathy and Understanding Employees’ Personal and Professional Needs: A human-centered culture strives to support the well-being of its employees and respects the value that each one brings to the organisation. A culture of empathy, compassion, and listening are hallmarks of a human-centered culture, and one study found that, for managers, empathy is linked with better job performance.

An empathetic culture extends not only to employees, but to customers, communities, and business partners.

Build a Psychologically Safe Environment: Psychological safety is the ability to take risks, speak up, and generally be able to be yourself in the workplace without fear of being embarrassed, discriminated against, or penalised. Without psychological safety, people hesitate to bring up and openly discuss tough issues.

Develop Continuous Learning: A culture of continuous learning is the process of learning new skills and knowledge or enhancing current skills on an on-going basis (upskilling and reskilling). It can include formal training, on-the-job experiences, informal social learning, and everything in between. Support for learning and development is an important factor in attracting and retaining talent, especially for Generation Z. It sends a strong signal that people are valued and that the company is willing to invest in them. The ability of people to adapt, reskill, and assume new roles is being recognised as crucial for meeting future demands as jobs evolve, making support for continuous learning a natural priority.

Recognise that Managers are Vital: As the 2022 Microsoft Work Trend Index says “The past two years have taught us that culture will stand or fall with managers.” Managers are in the position of translating, modeling, and reinforcing the attitudes and norms an organisation hopes to make part of its culture. When managers effectively communicate the organisation’s purpose and its connection to the team’s work, it can strengthen employees’ motivation.

Company culture is a powerful thing. If employees don’t feel like they belong, it may stifle their potential and their commitment to an organisation.

To learn how the American Management Association, International can help your organisation, contact KC Blonski, VP of Corporate Learning Solutions at kblonski@amanet.org. www.amanet.org

Watch this video on PSN's YouTube of KC Blonski, Vice President of Corporate Learning Solutions at AMA speaking with Adam Leventhal about the importance of company culture and fan loyalty!

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MOBILE ORDERING A WIN-WIN FOR STADIA & FANS Snackr’s mobile ordering platform both increases concession revenue and unlocks marketing opportunities for corporate partners.

STATE OF PLAY FOR LASTMILE DELIVERY TECH Food ordering platforms and last-mile delivery products grew exponentially in value and revenue through the 2010’s. The UK market alone is worth an estimated £11.4 billion. These companies (i.e.

UberEats, Grubhub, Doordash) have penetrated our society and psyche so effectively they have established their brand names as universally understood verbs. It’s safe to say that mobile ordering from restaurants has breached the category of luxury; it is now an expectation.

The explosion of digital ordering has inadvertently (or perhaps intentionally) unlocked an even more valuable insight into consumer behaviour. People spend more and more often on these platforms than they would in person with cash.

Pubs and restaurants, through table ordering apps, have seen revenue jump by 20-40 per cent. In theme parks, this is even more pronounced with an increase over 40 per cent.

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BRINGING MOBILE ORDERING TO VENUES The unprecedented growth in lastmile delivery products has catalysed the emergence of specialised products (for example, table ordering at pubs, gold class in cinemas and preordering in theme parks) that cater for different environments and particular requirements. These variant products have proven to consistently outperform generic software and the need to achieve product market fit in these contexts has created several burgeoning submarkets that need their own solution.

Digital ordering and last-mile delivery in stadiums and at live events is no different.

Recent studies conducted by Oracle show that 64 per cent of global fans at live events would use digital ordering but less than 7 per cent of fans have actually ordered via their phone at live sport. A staggering 70 per cent of fans see in-seat service as the best way to enhance the spectator experience at stadiums. It’s clear that venues are leaving a significant revenue opportunity on the table.

“70 per cent of fans see inseat service as the best way to enhance the spectator experience at stadiums.”

THE SNACKR RESULTS Fans at ... stadium in Australia enjoying ordering from their seats

VENUES NEED TO MAXIMISE REVENUE OPPORTUNITIES Snackr’s specialised technology enables venues to calibrate their own setup to suit their infrastructure and efficiently manages order load throughout the duration of an event. This ensures kiosks don’t get overloaded, there is a natural flattening of the order demand curve and fan expectations are effectively managed.

In addition to enabling fans to order digitally, Snackr allows venues to improve labour utilisation and gather critical matchday data. In terms of marketing, Snackr provides a variety of untapped channels to existing partners, unlocking a significant opportunity for further partnership revenue.

SNACKR IS THE SPECIALISED PRODUCT YOU NEED Fans want the convenience of digital ordering and venues can increase revenue through more frequent and larger sales. But what about other, indirect, revenue streams?

In-venue digital ordering products unlock the attention of a uniquely targeted audience with a bespoke marketing opportunity to increase brand awareness and drive sales in a hyper-competitive marketplace. To

give this some context, in 2019/20, on average EPL and Championship clubs each brought in £80 million and £8 million of commercial sponsorship revenue respectively. Although these sponsorship deals often have a far broader reach, this indicates that large corporate partners have a strong appetite for effective marketing opportunities from clubs, their stadiums and their fans.

Snackr provides a rare win-win scenario for venues, clubs, partners and fans, including:

45%

increase in average spend

50%

of orders during off-peak times

97%

fan approval rating

Snackr is the mobile ordering platform designed for large scale events. Snackr increases revenue, smooths te demand curve, improves staff utilisation and provides bespoke marketing opportunities - all in the name of delivering a market-leading venue experience.

For more information, visit www.snackrapp.com

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AVIATION'S SUSTAINABLE FUTURE As a sector, aviation faces obvious sustainability challenges.

The long-term sustainability of travel requirements for sports organisations can be enursed through partnerships with firms focused on helping you meet your carbon neutrality goals.

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viation is essential to our global society as a driver of economic development that helps bring together people, businesses and communities. Whether it's tourism, supply chains, or the worldwide sports industry, it would not be easy to envisage a world without air transport.

The sector creates and supports jobs and contributes to the lives of millions of people around the world. However, while aviation's undoubted economic and social advantages are clear, it is essential to understand that these benefits also come at an environmental cost.

A blueprint for long term sustainability Big and small players in the aviation industry increasingly understand the importance of rethinking their business models. The sector is reevaluating everything from aircraft design and manufacturing processes, all the way to how aircraft operate, the fuel they use, how they are serviced, and how they are disposed of at the end of the lifecycle.

Around 2 per cent of human-produced CO2 emissions come from aviation - and 18 | OTFF ISSUE 20 ★ SUMMER 2022

the industry is committed to addressing climate change in the short, medium and long term.

Aviation has had ambitious and longterm climate change plans for several years - including Waypoint 2050 - a blueprint for aviation's sustainable future in line with the Paris Agreement on climate change.

From airframe innovation to sustainable fuels, the report details how the sector may meet net-zero carbon emissions by 2050 with the support of governments and the energy industry.

Sustainable fuels and next-generation technology In the longer-term, sustainable aviation fuels (SAF) will see aviation transition away from fossil fuels by 2050 as part of a broader industry shift, including lowcarbon electricity and green hydrogen.

Airlines are already trialling regular commercial flights using alternative fuels. In April 2022, Turkish Airlines even launched its sustainability-themed Airbus 321 to highlight its first flight using environmentally-friendly biofuel with a zero-waste principle.

The sustainable fuel, which reduces emissions by 87 per cent, will be used for one day a week on the chosen route, and the airline is reportedly planning to use it more widely in the future.

Whether you're travelling for work or leisure, chances are the airline and aircraft you're flying on will be greener than ever before. The aviation industry has entered an era of environmental responsibility and sustainability – and technology is the key to helping manufacturers achieve both.

Airlines and operators have reportedly spent over $1 trillion purchasing thousands of latest-generation aircraft since the sector's first long-term climate commitment in 2009.

Since the first jet engines were introduced, aircraft manufacturers have delivered efficiency improvements of around 90%. They will continue to develop evolutionary and revolutionary airframe and propulsion systems, including electric and hydrogen-powered aircraft.

Whether it's the Airbus NEO (New Engine Option) family or Boeing's groundbreaking Dreamliner, manufacturers now share green

ambitions and constantly improve their products and optimise fuel efficiency during operations. Last year, Boeing announced bold plans to begin producing commercial aircraft capable of flying on 100 per cent sustainable aviation fuel by 2030.

The manufacturers of smaller jets are also working hard to develop aircraft which provide a sustainable future for private aviation. Advancements in overall manufacturing mean that the newest jets are more fuel-efficient than ever before - with aircraft such as the just-debuted Dassault Falcon 6X offering low fuel burn and ultra-efficient performance.

Offsetting emissions and improving operational efficiency While the aviation industry has set ambitious goals for the future, it has also recognised that carbon offsetting is an issue of increasing importance for consumers today.

Across the sector, there is already a vast range of activities to reduce aviation CO2 emissions, providing early climate action whilst longer-term measures are developed.

Advising on the most fuel-efficient aircraft options and offering carbon offsetting are just two areas where a charter specialist like ACC can assist its clients.

Continued improvements in the efficiency of operations allow more travellers to be carried in a single flight, resulting in the lowest carbon footprint per passenger per kilometre.

While hub and spoke models suited many large airlines in the past, pointto-point travel often represents a significantly more efficient option.

Flights directly to and from the nearest airports are where charter aviation truly comes into its own to save emissions not to mention a lot of time and hassle for passengers.

Charter can also give clients the freedom to tailor flight operations to the smallest touches - from bamboo toilet tissue and biodegradable amenities to nature-friendly pillows and blankets produced with recycled threads to help save on water.

Richard Smith, Director of Charter at ACC Aviation, said: "The aviation industry has a long way to go but has embraced changes in the last decade

and there is now great momentum in this area, so things are fast improving.

As the environment and sustainability become increasingly important issues for passengers, it's vital to ACC that we're leading the charter industry.

"As a business, we will offer all clients a route to high sustainability for their air travel options, and we will be unveiling a raft of new initiatives in 2022. Our priority is to reduce our carbon footprint, and we hope that our programme will provide an opportunity for our customers to join us in these efforts."

To discuss how ACC Aviation can help you coordinate sustainable travel requirements, speak to one of their air charter experts on +44 (0)17 3723 2230 or email charters@accaviation. com.

For more, visit: www.accaviation.com

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Oh good, another article about sustainablilty!

Commitments, strategy, hype, apathy? Sarita Shah, associate director, strategy at Weber Shandwick explains how communication is key to cutting through the noise and making a genuine impact when it comes to sustainability in sport.

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or businesses and organisations around the world, sustainability is the topic du jour. Every day it seems another business announces a new sustainability strategy, set of commitments and targets, (sometimes) underpinned with a roadmap to achieving them. Given the IPCC’s warning that staving off climate disaster is now a matter of ‘now or never’, this sign of action has never been more important. As a result, we now find ourselves at a crossroads. The need to tackle the climate crisis is evermore urgent, but with hype around milestone moments like COP26 and the Sport Positive Summit quickly dwindling – urgency has rapidly turned to apathy.

This is absolutely true for sports organisations clubs, governing bodies or business in the sector.

Moreover, spectators, fans, media and corporate stakeholders are savvier than ever before in being able to cut through the sustainability noise and recognise those who are genuinely committed to transforming their organisations.

Those same audiences are demanding follow through on the pledges that were made, and are unabashed in calling out ‘greenwashing’. This means that the players that tackle the problem head on – and more importantly follow through, will fare best in the new world.

Ultimately, following through on sustainability promises isn’t just priority, it makes good business sense too.

So as the ESG landscape continues to change at pace, how can sports organisations ensure their sustainability story is one to write home about? And then, how can those organisations ensure that same story is reaching the audiences that matter?

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Sarita Shah Associate Director, Strategy at Weber Shandwick

"Following through on sustainability promises isn't just a priority, it makes good business sense too."

Be creative, contentious, challenging

Our lives have been upturned during the last two years, and the turbulence has brought with it big cultural shifts. The goal posts have simply changed, and stakeholders are demanding more. With this increased expectation comes increased scrutiny. But while many organisations are inclined to exercise caution in their communications, those who’ve been thorough in their plans can afford to be bold and challenge the norm.

Show don’t tell

Sustainability – and sustainability innovations – can be difficult to grasp, and even more difficult to make “real” for fans and stakeholders. The organisations that have done well at building a leadership voice are ones who show what they’re trying to achieve – making it easy to understand and tangible. Don’t just rely on commentary, platitudes and baseless commitments - invest in content that will support you to bring your message and campaign to life.

Don’t fake it till you make it

Sustainability is not a communications exercise. It must be awarded the significance it deserves, feel genuinely resonant with core operations and align with commercial strategy and purpose. The organisations that get it right are those that have an understanding of their sustainability challenges, and have dug deep to address the root issue. It seems obvious, but think about your core business and how you naturally appeal to your fans, sponsors and society. They can sniff out inauthenticity from a mile away. That is why you must apply the authenticity test to all sustainability initiatives and integrate those plans into your operations.

Progress over perfection

Measurement and transparency on progress is now a need to have, not a nice to have. Fans, stakeholders and media want to be kept in the loop and understand how things are going 1, 2, 5 years after your press release. In this instance, transparency is integral. Own your challenges, invite scrutiny, and be proud of your progress. In doing so, you will build ongoing dialogue and trust with your key stakeholders and be part of a wider solutionfocused conversation – ultimately driving perception as thought leaders.

Set intention, show leadership and explain the journey you are on – rather than waiting until it’s been achieved (or not!). It is about the destination, but also about the journey.

Sustainability strategy sounds scary – communicating about it can sound even scarier – but it doesn’t need to be. By following these principles and ensuring your organisation continues to be led by authenticity, transparency and rigour, together we can ensure sports is sustainable – reputationally, commercial and environmentally.

Weber Shandwick is a leading global communications network and delivers next-generation solutions to brands. businesses and organisations in major markets around the world. To discuss how Weber Shandwick can support your organisation, contact Chris Harris, Director of Client Experience at charris@webershandwick.com or visit www.webershandwick.co.uk for more information.

OTFF ISSUE 20 ★ SUMMER 2022 | 21

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F

inely crafted watches at the higher end of the luxury market have always been objects of desire, a mark of social status and wealth. Not only stunning pieces, in may cases they are demonstrably sound investments, with buyers and collectors often prepared to pay hundreds of thousands of pounds for a single timepiece.

Not surprising, then, that the illicit trade of counterfeit watches has become a billion-dollar industry, with an estimated 40 million fake watches being churned out each year, resulting in huge losses for luxury watch brands. While the market is largely demand-driven with many buyers prepared to knowingly buy a fake watch for a fraction of the price of an original, things have taken an insidious turn and innocent buyers are unwittingly being caught in the fake market by unscrupulous scammers.

Few things compare to the thrill of acquiring a luxury timepiece, but the dismay and frustration in finding out that what you have paid thousands of pounds for in good faith is in fact a fake, can be devastating. Furthermore, in some European countries it is a criminal offence to be in possession of a counterfeit item which can result in confiscation, hefty fines and even imprisonment in the worst cases.

At the beginning of May, Ninety and Premier Sports Network co-hosted an

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intimate gathering of some of the top names in sport at Scott’s in Mayfair, including an array of high-profile footballers such as Reece James, Declan Rice, Michail Antonio, Michael Olise, Ebereche Eze and Joe Wilock.

The focus of the evening was the duty of cre to ensure that professional athletes are not taken advantage of when buying high value watches. Many, particularly Premier League footballers, are paying over the odds for watches or, in the worst cases, sold pieces that are not authentic.

More than ever before, buyers and collectors of luxury watches at the top end of the market must be aware of the dangers purchasing from unauthorised dealers, particularly on the internet, but it is nigh on impossible for the inexperienced to protect themselves.

To this end, Ninety is offering education workshops with Premier Sports Network, to guide buyers, particularly professional footballers, to ensure that the timepiece they purchase is authentic and that they are paying the true market value.

Located in the heart of Mayfair and officially affiliated with master watchmakers Richard Mille as the first exclusive designated pre-owned retailer within Europe and the Middle East, Ninety eschews the traditional retail approach. As Founder Tilly Harrison says, it was conceived as a progressive relationship between product and experience; and evolution in the rapidly

emerging but murky pre-owned market, and the aim is to engender longstanding relationship with its clients. As well as offering an extensive collection of preowned timepieces, especially rare and highly sought-after models, Ninety offers official servicing and authentication, with a Richard Mille trained watchmaker and workshop on the premises. It also offers bespoke membership tailored to the individual with a team of in-house specialists to source timepieces and provide expert advice.

Feedback from those attending the event at Scott’s was incredible. The footballers, especially, recognise that having the world of luxury at their fingertips when they are young and inexperienced can make them an easy target for scammers. Seeking expert advice when acquiring specialised luxury items is key, and they applaud Ninety’s initiative to guide them through what can often be a very expensive minefield.

With a strong focus on supporting players off the pitch to ensure player wellbeing, PSN works within clubs and directly with athletes to deliver educational workshops across a range of topics through its Life Skills programmes, which offer mentoring and long-term planning.

Ninety has already built a reputation for itself as an authoritative and trustworthy destination for buyers and collectors and is positioned to be the only destination for serious buyers and collectors to curate, grow and sell their collections, with confidence.

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"I would like QPR to become the Academy of choice in London"

Queens Park Rangers FC Academy Director, Alex Carroll believes the move to a new training ground will enhance the club's ability to attract and retain the best talent in London, with all the club's football departments set to be under one roof once the state of the art facilities are complete.

Images: Ian Randall What is the current state of the Academy?

We operate a Category Two Academy at our training base in Heston. Our categorisation is determined by the Professional Game Board following an audit process which is overseen by the Professional Game Academy Audit Company (PGAAC).

Our vision is to help young people fulfil their potential by providing them with a range of positive pathways, both inside and outside the game.

We are delighted with the progress that we have made over the last 6 years, with 20 players that have been produced through our development programme making debuts in the First Team. We are equally proud of the boys that have gone on to forge successful careers in different industries, as well as those that have earned places at some world-renowned universities/colleges, such as Harvard College in the United States of America.

There is plenty of positive change on the horizon with the ongoing training ground project at Heston. The First Team have recently moved across to be on the same site at the Academy, and works are well underway to construct a state-of-theart training centre.

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What does the transition period between seasons look like for you?

We don’t have a traditional closed season break at our Academy as our Schoolboys (U9 – U14) have a summer programme that runs until the start of the school holidays. We started this programme several years ago as we felt it would provide the boys with an opportunity to go on holiday and spend time with their friends and families without the pressure of having to commit to the Academy schedule.

The full-time Academy groups (U18 & U23) do have some time away from the Academy and are all provided with programmes to ensure that they return in good physical condition ahead of preseason.

The summer period provides our staff with a great opportunity to review the previous season and plan effectively for the new season. It has however been a summer like no other as we have been busy planning the integration of the First Team at our training base.

On a personal note, I was fortunate enough to recently go on holiday with my young family. It is vitally important to ensure that you take care of yourself and recharge the batteries when you have the opportunity, as the football industry can be all consuming. ➡

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How does the Academy align with school commitments for the younger players?

We recognise that being a registered player at an Academy is a huge commitment for the boys and their families, with the Schoolboys attending a minimum of 4 activities per week.

This prompted our decision to close our hybrid programme (School Release) as we felt that we couldn’t justify the time away from school. There are examples of Category 1 Academies that can provide compensatory education sessions with a large pool of qualified teachers, however we are not blessed with the same resources. Our Head of Education & Player Care keeps in regular contact with the schools to ensure that we kept updated on their progress.

As a group of staff, we realise that we can help to keep the boys on track at school by constantly reinforcing messaging on the importance of education in our environment. The drop-out rates in the Academy system 28 | OTFF ISSUE 20 ★ SUMMER 2022

are well publicised, and it is therefore vitally important that the boys are seen as children first, and Academy players second.

What is your relationship like with the schools of the players to manage their physical activity?

We keep in contact with our families to track the physical activity that the players are undertaking at school to ensure that they're not doing too much.

It could be quite easy to miss that one of the boys had played an 80-minute match in the afternoon at school, before reporting for training a couple of hours later. Our staff are therefore pro-active with communications to ensure that we look after the physical and emotional wellbeing of the boys.

We work closely with the schools to allow the boys the opportunity to play with their friends when an appropriate opportunity arises. We also encourage the boys to continue playing a range of sport at school as this can have such a

positive impact on their development, especially on a social level. In the school football team, they might be seen as the Academy player who is heavily relied upon, but in a different sport they may have to play a different role within the group. These ranges of experiences will ultimately develop them as characters and support their performance on the football pitch.

What are your aspirations with Academy?

I would like QPR to become the Academy of choice in London.

We understand that we are located in a catchment area that contains some of the biggest Clubs in the country, however we believe that we already have the software (people) in place to deliver an outstanding programme to provide young people with positive experiences and pathways. The hardware (training facilities) to take us to the next level is on the horizon.

We must continue to produce players for our First Team and demonstrate a return on investment to our Owners.

We have had great recent success in providing players for our First Team, as well as players that have been sold to Clubs in the Premier League. This has gone a long way to helping to Club to achieve its mission to become a more sustainable business.

It is also important to remember that we are accountable for providing pathways outside of the game, and we are extremely proud of recent Academy graduates who have gone on to positive exit destinations in further education/ alternative careers.

When a big club comes calling for a player you have nurtured through the Academy, what's the balance between trying to fight to keep them at the club and supporting them with the new opportunity?

When a Club makes an approach for one of your young players there are often mixed emotions amongst the staff.

Clearly it is a positive reflection on our programme that the bigger Club are recognising our players, however there is also a sense of disappointment that we will no longer be able to affect their individual development.

We realise, given our current infrastructure, that we are unable to compete with the resources of other Clubs, therefore it is vitally important that we promote a clear pathway to our First Team. This will ultimately encourage young players to join, and stay, at our Club.

Since 2016, we have received compensation/transfer fees for 16 players that have progressed through our development programme. Our ambition is to reduce the number of young players departing for other Clubs before they have had the opportunity to play for our First Team.

“

Our ambition is to reduce the number of young players departing for other Clubs before they have had the opportunity to play for our first team.

How do you support players in their transition to a new club?

The first thing to mention is that we don't stand in the way of any young player and their family who wish to move, as long as our Club receives an appropriate level of compensation.

We inform our families immediately if a formal approach has been made, and we meet with them to outline the process regarding the potential move.

Once a family expresses their interest in the move, arrangements are made for them to visit the new Club to provide an opportunity to determine whether they feel it is the right environment for their son.

If the transition to a new Club is complete, then our staff always remain available should the family want advice or support in the future. ➡

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You have people coming from a range of cultures. How do you make everyone sort of gel together?

We are fortunate to have one of the most diverse Boards of Directors in football. The example is set from the very top of our structure, and we are proud of the wide range of backgrounds that we have amongst our players and staff.

It is so important for our young players to have role models within our environment that look like them. London is such a cosmopolitan area, and I think it would be fair to say that the makeup of our stakeholders provides a fair representation of our local community.

To support our desire for an inclusive environment, we work with several delivery partners, such as Kick it Out, Sporting Equals and Rose Night to deliver workshops focused on equality and diversity. These workshops encourage important conversations and give everyone an opportunity to share their thoughts and feelings.

We have 3 standards (The 3 R’s: respect; responsibility; resilience) that are expected of everyone entering our Academy. The staff are accountable for setting the environment that allows individuals to flourish.

How significant will the new facilities be for the club?

It is an enormously exciting project for everyone at the Club, and the significance cannot be understated.

The project will play a significant role in helping us to attract and retain the best players and staff.

We have been operating in universityowned facilities for 17 years, whilst other Clubs in London have developed their own purpose-built training grounds.

Having exclusive use of our own facilities will allow us to expand our programme which will benefit not just our staff and players, but also the local community.

At present we have 5 Deso pitches being installed, with 2 more to follow along with 2 full-size artificial pitches.

There won’t be many Clubs outside of the Premier League top 6 that would be able to boast such facilities.

Who is going to benefit most from the new facilities?

The new facilities will of course have a massive impact on our staff and players, who will have access to state-of-theart pitches, gyms and classrooms to operate in.

Our local community will also benefit from the facilities, as we plan to run a number of health and wellbeing sessions for them in collaboration with our Community Trust. As a Club we are enormously proud of the work that is delivered in the community around ➡

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“

Our local community will also benefit from the facilities as we plan to run a number of health and wellbeng session for them.

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our stadium. This project offers us the opportunity to impact the lives of people in the borough of Hounslow.

How would you define operational excellence?

I believe operational excellence is achieved when everyone has clarity on their individual roles and responsibilities, and they delivered in a timely fashion with high quality.

A key aspect of being an effective leader is to ensure that the right people are put in the right positions and provided with the tools required to deliver their job.

To maintain operational excellence, it is important to create an environment that enables staff to feel comfortable in challenging each-other in a respectful manner. Having a diverse group of staff with a vast array of experiences will also go a long way to ensuring that the right questions are asked to drive your programme to the next level.

The club have recently implemented new operating system to streamline internal communications. Prior to partnering with Teamworks, what are the main sort of pain points that you have dealt with previously in regards to engaging with the players and the operational efficiencies?

One of our biggest operational challenges is communicating with so many different groups of people and ensuring that they get the information that they need, when they need it.

Academies are such dynamic organisations and things change on a daily basis. We previously found that keeping everyone up to date was extremely difficult when communicating through WhatsApp groups and emails.

From my perspective as Academy Director, it was also difficult to cut through the noise and find the key information that I really needed to know.

What benefits have you seen because of centralising communications?

Our players and staff have benefited enormously from having access to live schedules. Our staff can make changes to schedules/itineraries and immediate updates are received by those that need to know.

The messaging function has allowed us to schedule reminders for players, which has been particularly useful in the build up to key deadlines or events.

The forms function has allowed us to collate information in an efficient manner, reducing the need for huge reems of paperwork. This has also assisted us in maintaining secure records and databases for our players.

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“

One of the key drivers behind our decision to partner with Teamworks was to enhance a players' experience with us...

What types of messages/ content that you send do you find makes them more likely to engage?

Our players and parents have reacted extremely well to the positive stories that we have published on our news feed. This has enabled us to promote the culture of our Academy and shout about the achievements of those connected to us.

As an example, we recently published a story regarding some of our Academy players who were selected to take part in an event held for the Asian Inclusion Mentoring Scheme at St George’s Park.

We were extremely proud of way in which the boy represented our Club, and it is great to have the technology available to promote this across our Academy.

When you have new players, what needs to happen to ensure they are

successfully onboarded and how does Teamworks fit into that process?

A Teamworks demonstration now forms part of the induction process for trialists at the Academy. The players and their parents are taken through the app and our staff explain the ways in which we will push out communications/ schedules for them. We pin user guides and videos to their dashboards so that they always have an opportunity to revisit a specific area of the platform if required.

We are now looking to take things one step further and work with our media team to produce a welcome video for those that are signed at the Academy.

Teamworks allows us to provide our players with answers to questions that they may have felt hesitant to ask before. One of the key drivers behind our decision to partner with Teamworks was to enhance a players’ experience with us, and we believe that we are well on

the way to achieving this.

How easy has it been to introduce Teamworks to current players and staff?

The staff at Teamworks have been extremely helpful in delivering introductory workshops for our different user groups. The Customer Success Team have remained on hand to help us to develop our bespoke offering to Schoolboy staff and players.

The next stage of our roll out will involve the introduction of our full-time age groups, and we very much look forward to seeing how the platform can help us to deliver operational excellence at our new training facility. ◆

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SAVE BEFORE YOU SPEND - SOUNDS SIMPLE RIGHT? With professional sports becoming more lucrative, it can be easy for industry professionals to spend their earnings in the moment and forget about the long term. This raises the question of what is the most efficient way to manage one’s finances, in order to maximise financial wellbeing during and after their playing career.

M

Author: Jean-Pierre Stone, Financial Planner at FLM

oney is a topic that is not always talked about at home, nor is it taught enough at schools.

Unfortunately, this leaves a financial literacy gap that is filled through trial and error. It is also difficult to find the time throughout our lives to understand how we can best manage our money.

Arguably, there is an even bigger financial literacy gap within the sporting world as most athlete’s spend all their time training to be the best in their specific sport. Once their careers stop, the world of finance can be an overwhelming and steep learning curve.

FLM have been on a mission to change the way people think about money, particularly in the sporting world. Through various financial workshops, we drum home a message that your wealth is not dictated by how much you earn, instead it is how you behave with your money that can shape your financial future for the better.

Simplifying financial jargon, the aim of our money education programme is to help athletes increase their financial knowledge and give them practical steps on how they can begin to install good financial habits that if implemented consistently, could lead to a better financial future.

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Most people know that they should save some money for later life, but not everyone does. This comes down to a person’s financial habits and also their financial literacy.

The current economy has inflation at an all-time high at 9 per cent. High inflation means an increase in the cost of living. You will be able to buy less of some things with the same amount of money than you did before.

What will make a difference is how much your overall cost of living changes compared to changes in your income. If prices go up but your income stays the same as it was a year ago, you’ll notice it won’t go as far as it did then.

It therefore becomes increasingly more important that we understand how we can get our money working harder. It is difficult for some to understand that there is a way for you to make money without trading your time. Once you understand the power of investing and compound interest, it becomes very difficult to spend your money on things that do not generate a return on capital.

This is not to say that we all need to stop spending money on things that we enjoy, but if you can find a balance then you could have much more flexibility in later life. The easiest practical way to start installing good financial habits is to monitor your income and expenses.

There are several great apps out there, but a simple pen and paper can do the job. Each month, go through the following: • What is my essential expenditure (Mortgage, rent, food etc)?

• How much would I like for my discretionary expenditure (Eating out, hobbies etc)?

• How much is remaining?

Whatever amount is remaining after your expenses is what you can invest to try and grow your money. This is where help from a professional comes into play as most people want to try and grow their money but without taking unnecessary risk.

If there is no income remaining after your expenses, there you either need to review your discretionary expenditure as you may be having too much of a good time…or find a way to increase your income To take things to the next level, set up a monthly direct debit into an investment vehicle no matter how small.

This way, you are paying your future self before you can spend the money! Ideally you want to be treating this as part of your essential expenditure and your most important bill.

Most people spend before they save whereas those that are financially

literate tend to save before they spend.

This is a big psychological shift that is needed that will give us the best chance in getting ahead.

Everyone is in a different financial position and there are many other factors that need to be considered, which is why speaking to a professional money coach is important. Even the smallest financial changes can have a great impact on your overall financial future and the best time to start will always be 10 years ago. The next best time to start is today.

FLM is an Appointed Representative of and represents only St. James's Place Wealth Management plc (which is authorised and regulated by the FInancial Conduct Authority) for the purpose of advising solely on the Groups wealth management products and services, more details of which are set out on the Group's websiite www.sjp.co.uk/prodcts. The title 'Partner Practice' is the marketing term used to describe St. James's Place representatives. FLM is a trading name of Financial Lifestyle Management Ltd which is registered in England and Wales, No. 04426632.

Registered Office: 37 Warren Street, London, W1T 6AD. For more information visit www. flmltd.com

Inset: Wealth Management Education Workshop being delivered to QPR FC Academy.

“Once you understand the power of investing and compound interest, it becomes very difficult to spend your money on things that do not generate a return on capital.”

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MODERN TAILORING

Nicholas & Harding provide made-to-measure garments that provide a unique way of creating a wardrobe perfect for every occasion. Contact Lee Constable on lee@nicholasandharding.co.uk to discuss your requirements.

www.nicholasandharding.com

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My Football Career Granted Me Lessons In Being A Business Leader

Thomas Hal Robson-Kanu found turmeric shots invaluable in recovery from a knee injury – and he’s turned that knowledge into a successful business, with the leadership skills from his football career attributing to his success off the field.

Author: Thomas Hal Robson-Kanu, Former Professional Footballer and Founder of The Turmeric Co.

M

y background in professional football has taught me a great deal about leadership.

Throughout my career, I’ve championed healthy living for fans and audiences alike. That line of communication starts at home, so my focus as an entrepreneur has been, first and foremost, to build a great team culture.

For a start up like The Turmeric Co. to succeed – or any business for that matter – it’s absolutely vital that the people behind the operation feel free to express themselves and bring fresh ideas to the table. Communication breeds success and means that everyone behind the brand should have the capacity to contribute to the company’s future and direction.

One of our main goals is to connect with our customers on a personal level and to offer them a product that is a benefit to their health and wellbeing and more importantly, works.

The best way that we can do this effectively is to create an authentic and socially conscious company underpinned by a desire to educate and inspire audiences through purposeful content. This covers everything from our sporting partnerships with elite level athletes and sports teams, to the choice of ingredients and sustainable materials that we use to make our raw turmeric shots.

For all of that to be made possible, it starts with bringing together a team that has the support of the company to be themselves and to have a voice.

Only then can we bring about a product that is representative of the people who

adopt our shots into their daily routine, and can feel connected to the vision of the company and what we stand for.

Certainly, there are challenges and KPIs that the business must meet in order to continue the growth we’ve experienced since our inception in 2018 – yet this won’t be possible without advocacy among our customers, which means putting purpose over profit and urging our partners to promote the same values among their millions of fans globally.

And this isn’t only a recent

development either. Throughout my footballing career, as both an international striker for Wales and for several Premier League football clubs, the longevity I enjoyed as an athlete has been thanks to a curiosity I have for the human body, our psychology, and finding the best methods for physical recovery.

At the age of 17, before my career took flight, injury came very close to derailing my dream of becoming a professional footballer. Despite being told by doctors that I would struggle to make those ➡

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dreams come true, it was the research my father and I explored at the time which led us to the anti-inflammatory benefits that turmeric, and other root vegetables, could offer my rehabilitation.

I’m extremely proud to have stuck it out and that I didn’t give up on my dreams of playing football at the highest level. With that considered, although it would be many years until I finally founded The Turmeric Co., its journey really started from my experiences as a teenager and has flourished into something beyond my expectations.

And that’s what I’d like to express here: that a successful founder isn’t simply someone who brings about a successful product or service. In my experience, it takes a person, and then a group of people with a collective passion, to put the wheels in motion and then to do everything in their power to make that vision a reality.

We all have desires that are personal to us. Although it all began in my parent’s kitchen many years ago, succeeding in building a brand that does right by its customers requires a team of people with diverse skillsets – well beyond my own capabilities.

It may be obvious in hindsight, but I alone couldn’t have brought about the success The Turmeric Co. has enjoyed during its infancy and was a mindset I took on very early on during my own personal development.

As I mentioned earlier, this ethos heralds back to my footballing days. I’ve always been hardworking and dedicated to my craft. However, in order for a team to flourish and be all that it can be, it’s important that we first establish that a team is a team, not only a group of talented individuals.

So, being able to encourage your peers to push themselves and, importantly, to show them compassion when they make mistakes, all adds to the hallmarks of being a great leader.

With a strong team, and some wonderful elite sporting partners now on our books, it’s our desire to help people to be the best that they want to be, and to take their career as far as it can go. That in itself has brought about the success of the company in only four years since going to market.

For those who are considering setting up their own business, or have recently started on that journey like me, do make sure to keep that passion burning inside. Without it, the journey could become a struggle. Remember: running a growth business is a marathon, not a race. By giving your company space to breathe and room for bumps along the way, you’ll lower the risk of burnout and allow yourself and your team members the freedom to trial new ideas that could benefit the prosperity of the enterprise in the long term.

Keeping your feet on the ground and surrounding yourself with people willing

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“

In order for a team to flourish and be all that it can be, it's important that we first establish that a team, not only a group of talented individuals.

to help you to do just that will prevent you from pushing harder when it might be beneficial to pause, and equally to know when it is the right time for expansion. As a result, we’re able to establish strong unity within our team and will encourage those around you to think strategically about the road ahead.

During my playing career, I have worked with many different coaches, and I have to say that the best managers are those who can see clearly the direction in which the team needs to be travelling. They also understand that success only comes from a team that is able to share in that vision while maintaining their focus on the here and now – the next game is the next step in a team’s pursuit for silverware.

A lesson to learn quickly is that no day is alike – and nor should you expect them to be. We’re in this business to do right by our customers and build partnerships with athletes, teams, and sporting organisations that want to use their platforms to educate and encourage their following to join us on the journey. Building a business that does all of the above, and proves to be a success, takes time. Meanwhile, the groundwork that makes it a sustainable, and socially and environmentally friendly operation can be established today.

Finding purpose in your organisation early on will therefore help to embed deeper roots with customers who see and share in your values and will better position the company for expansion

into broader and more lucrative partnerships, planting the seeds for future growth. ◆ The Turmeric Co. uses 100% natural, plant-based ingredients to produce the most bio-available raw turmeric shots available on the market. Based entirely in the UK, their awardwinning core range powers the wellness journeys of people from all walks of life. Their potent blends are packed with high-quality superfoods, making them the perfect addition to any healthy lifestyle.

For more information, visit www.theturmeric.co

Thomas Hal Robson-Kanu is founder of The Turmeric Co. which partners with professional sports teams, NGBs and elite athletes to enhance their recovery and holistic health with its naturally produced shots.

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CRYPTO

What is cryptocurrency and the blockchain and how does it compare to the internet in 1997?

Author: Marcus Sotiriou, Market Analyst at GlobalBlock

T

echnology today enables you to monetise almost anything. Blockchain is the most important revolution since the internet and smart contracts enable you to transform any asset into a financial asset.

So, what is cryptocurrency? The most comparable technological innovation is the internet. Before the internet, we transferred information by use of pigeons, then electronic telegrams using morse code, then we started using the 'internet protocol' which allowed us to transfer information with the click of an email - great!

But did that mean we could transfer value as efficiently as sending an email? To transfer money internationally using the traditional finance system it is quicker to put the money in a briefcase on a plane and fly it over there. Cryptocurrencies aim to solve this issue do to the advanced technology they use the blockchain.

What is a blockchain, you are asking? Blockchains are the underlying technology which cryptocurrencies use. In essence, a blockchain is a fancy database. Rather than being stored on a single computer or institutions like a bank, data in the blockchain is shared amongst many computers (called nodes).

All of these nodes have a copy of the database, where the date is recorded in blocks.

When a new transaction takes place, the new data is stored in new blocks, and each new block is added to the blockchain.

There are three core aspects of blockchain technology to allow for efficient transfer of value.

1992 10,000

1. Transparency. Blockchain records transactions and other data on a shared ledger (database) that allows participants to see all the information and agree on its accuracy. A person's identity is hidden and transactions are represented by a public address, rather than a name.

2. Decentralised: Blockchain does not store any of its information in a central location. Instead, the blockchain is copied and spread across a network of computers. Whenever a new block is added to the blockchain, every computer on the network updates its blockchain to reflect the change. This means that no middlemen are needed and transactions are easier, faster and require less or no additional transaction fees, International exchange is easier and faster. Additionally, underpriviliged people who don't have access to banks can use cryptocurrencies as all you need is access to the internet.

Finally, decentralisation means transactions are secure.

Hackers can't shut the network down by taking over just one or two computers since the other computers will still maintain the network and resist any changes.

3. Immutable: Once something enters the blockchain, it can't be tampered. This is valuable for financial institutions as you can identify theft and simplify auditing.

Mass crypto adoption isn't here yet, nor do the masses see it happening because human perception tends to process information linearly. Adoption is happening now, and the current growth pattern of crypto exceeds the growth pattern of the internet in 1997, when everyone thought the internet was just a fad that would pass away. The graph below compares the growth of Crypto Vs the Internet.

2000

2006 10,000

1,000

1 Billion Crypto Users

g. Grow arly Av 33% Ye

th

1,000

th row g. G v A rly Yea 80%

100

100

10

2016 42 | OTFF ISSUE 20 ★ SUMMER 2022

10

2024

2030

Total Internet Users - Million

Total Crypto Users - Million

3.7 Billion Crypto Users

VS

BITCOIN

ETHEREUM

What is it?

Bitcoin is the world's most poular digital currency.

It is a peer-to-peer currency which means that all transactions occur directly between participants without an intermediary, like a bank. A public ledger records all Bitcoin transactions and copies are held on servers around the world.

Etherum is a software platform that aims to act as a decentralised internet as well as a decentralised app store. The platform enables users to create decentralised apps to allow you to trade non-fungible tokens (NFTs), trade cryptocurrencies, play games, use social media and much more.

Who created it?

Bitcoin was created in January 2009, by a person or group named only as Satoshi Nakamoto. Satoshi's identity has never been revealed and reportedly holds one million bitcoins.

Vitalik Buterin came up with the idea of Ethereum in 2013 at the age of 19. He was then 21 when he launched Ethereum in 2015, along with seven other founders who helped with the build.

How are they created?

Bitcoin's source code governs the issuance of new Bitcoins (instead of a band or government) which are created through a process called mining where energy-intensive computors solve mathematical equations and generate Bitcoin. The protocol allows new blocks to be mined every 10 minutes, with only one miner having the right to add a new block to the blockchain. Miners are rewarded with Bitcoin.

New Ethereum tokens are created in the same way as Bitcoin - this is referred to as mining through 'Proof-ofWork'. This method of creating blocks is very energy intensive and leads to high fees on the Ethereum network. Therefore, Ethereum is moving to a 'Proofof-Stake' with Ethereum 2.0 to help reduce fees and attain a more environmentally friendly approach.

How many are in circulation?

There are currently about 19 million Bitcoins in existence, and the maximum quantity is capped to 21 million, so there will only be two million left to mine.

The mining reward is halved every four years.

Unlike Bitcoin, Ethereum has an infinite supply.

In January 2021 there were 113.5 million tokens in circulation. As of April 2022, there were roughly 120 million Ethereum tokens.

Why does it have value?

Bitcoin has characteristics which align with those that give traditional government money value: Scarcity, durability, portability, divisibility, fungibility, and acceptability.

The digital asset has an advantage against government money with some of these characterics: Scarcity: Companies can issue as many stock shares as they wants, and governments can issue as much currency and bonds as they want. There will only be 21 million Bitcoin. If Bitcoin rises in price, that can't incentivise new production like it can with gold, silver and other commodoties.

Portability: All you need is access to the internet to be able to trade/ transfer Bitcoin.

Divisibility: Bitcoin can be subdivided up to the eighth decimal place, whereas US dollars are divisible to pennies.

Ethereum's platform allows you to run 'smart contracts' - making it a second generation crypto.

Bitcoin is first generation. This means that instead of just tracking transactions it programmes them to automatically perform transactions and other specific actions within the network with parties that you don't necessarily trust. This lets you exchange assets without having to go through a lawyer/ service provider.

Smart contracts allow users to participate in DeFi (decentralised finance). DeFi allows users to trade assets and borrow and lend directly to one another without involving banks, and also as a means to creatively unlock value which can offset inflation.

With today's inflation rates you are losing purchasing power every year with bank savings accounts.

Together, with the accessibility of DeFi and the benefit of better interest rates, more and more retail customers will likely turn to the DeFi space.

GlobalBlock Digital Asset Trading Limited is a publicly traded holding company (TSXV: BLOK) whose wholly owned subsidiary, Global Block Limited is a United Kingdom bases digital asset broker that provides a personalised telephone brokerage service, trading platform and mobile app. For more information, visit www.globalblock.co.uk OTFF ISSUE 20 ★ SUMMER 2022 | 43

"Since my first overseas T20 contract, Argentex has helped me move in foreign currency around the world. The global nature of tournament cricket means that I'm free to concentrate on my cricket, whilst they work in the background to ensure my foreign currency earnings are managed quickly and effectively."

Jofra Archer

England and Sussex

“Whenever I need to do a transfer – I just message my Trader and it’s sorted immediately.

I trust their advice and the service is always top-notch. I wouldn’t hesitate in recommending them to anyone”

Tymal Mills

England and Sussex

Currency Implications for T20 Global Leagues How Argentex manage the exposure to currencies ensuring earnings are not impacted by currency fluctuation.

Author: Joshua Haden-Jones, Head of Sport at Argentex Group PLC

I

nternational contracts or funds held in currency accounts abroad need to be managed in order to protect their value. It is essential to understand the importance of looking after your currency, so your hard-earned money is not lost on poor exchange rates and overall lack of management.

This can be achieved with a simple, effective approach – handled by experienced FX professionals who understand the importance of competitive pricing, personal service, and hassle-free processes.

For example, one of our clients, an international cricketer who plays and is based in the UK, but he has a number of international contracts for which he earns in other currencies such as USD and AUD. In this instance, the contract is in Australian Dollars (AUD), and the player is paid directly into his UK bank GBP account. He tasked Argentex to investigate if he was getting a competitive exchange rate. It transpired his bank had been charging 5%* when exchanging his earnings from AUD to GBP, which depreciated the value of his contract, costing him around £6000* in fees.

Additionally, the player also held US dollars in his US bank account from his previous tournament and wanted someone to manage his transactions to achieve better exchange rates when moving his funds from other currencies into his GBP account, whilst playing abroad.

The player consulted Argentex to find out how he could protect the rest of his current and future T20 contracts and achieve a better exchange for his earnings. By utilising the currency account of Argentex (in this case the AUD account), the player gained full control over his funds, access to an experienced FX dealer who managed the execution of trades at competitive rates and the implementation of an appropriate risk strategy with the aim of protecting the cricketers’ contract value as efficiently as possible.

Argentex provides tailored foreign exchange services to a global client base of financial institutions, corporates, and private clients.

Our team of highly experienced FX professionals assists customers with FX transactions related to genuine underlying business needs, acting as (Riskless Principal) broker for spot and forward FX and structured derivative products. Whether our clients' objectives are short or longterm, our sharp execution combined with expert analysis achieves material impact on both pricing and efficiency.

Argentex is an FCA regulated, founder-led business listed on the London Stock Exchange. We have traded more than $75bn in over 70 currencies for our clients since 2012, making and recieving payments on their behalf.

For more information, visit www.argentex.com or email sports@argentex.com

Disclaimer: This material has been prepared by Argentex LLP a firm authorised and regulated by the Financial Conduct Authority FRN: 781077 and an Authorised Electronic Money Institution, FRN 900671. This material is published for information purposes only – whilst based on a real client example – bank pricing and rates may vary. Client testimonial is not associated with the case study example. Views expressed herein are not intended to be and should not be viewed as advice or as a recommendation. This material does not constitute an offer to buy or sell any investment'

OTFF ISSUE 20 ★ SUMMER 2022 | 45

46 | OTFF ISSUE 20 ★ SUMMER 2022

BANK OF ENLAND SLASHES FORECASTS:

What does mean for the UK housing market?

There is little consensus around the Bank’s latest economic predictions, but nobody disputes the impact of a higher base rate.

Author: Tom Bill, Head of UK Residential Research at Knight Frank

T

here doesn’t need to be a recession to dampen the mood in the UK housing market. Mere talk of a slowdown can leave people feeling jittery and some gloomy predictions from the Bank of England last month led to equally ominous headlines. Alongside a rise in the base rate to one per cent, Governor Andrew Bailey talked of “hardship” and a “very sharp slowdown”, with inflation expected to peak at around 10 per cent in Q4 this year. Its warnings prompted the pound to fall to a two-year low.

Some buyers and sellers have understandably become more hesitant since the warning, although it doesn’t feel like a black cloud has suddenly descended over the market. We expect double-digit house price growth to slow to single digits by the end of the year as mortgage rates rise, the costof-living squeeze intensifies, and (perhaps most importantly) supply increases. However, our central case for house prices remains that a recession will not get thrown into the mix.

Indeed, some economists have been left scratching their heads after the Bank of England’s latest assessment, which was an abrupt slowdown in Q4 this year and a smaller contraction in Q3 2023 rather than a technical recession of two consecutive quarters of decline. Capital Economics said the Bank’s “dramatic cuts” to GDP will “prove to be too downbeat”, questioning its assumptions on energy costs, the absence of government support and the mitigating role of household savings. While other economists agree with the Bank, the EY Item Club issued its own forecast, pointing to GDP growth this year and next.

David Smith, the economics editor at The Sunday Times, suggested the Bank was possibly trying to instigate pay restraint with its downbeat predictions. Savvas Savouri, chief economist at

Toscafund, offered a simpler explanation. “I’m not sure the Bank of England has an agenda by cutting its forecasts, in my view it is simply wrong. I cannot see the route to a recession or even a single quarter of economic decline,” he said, citing the strength of the UK labour market. He also questioned the Bank’s assumptions, saying they “significantly underestimate the UK consumer”. He added: “When the OBR next updates its UK economic outlook, we have no doubt it will provide more reasoned forecasts for growth ahead.”

Such conflicting opinions don’t help buyers and sellers, but the assumption of a marked slowdown clearly comes with more caveats than some of the recent headlines would suggest. What about the Bank of England’s actions rather than its words?

Lifting the base rate to 1 per cent means there are practical rather than theoretical concerns in the mortgage market, with lenders currently withdrawing their best products on a daily basis.

“Proactive borrowers are booking in rates now,” said Simon Gammon, head of Knight Frank Finance. “Some offers are locked in for nine months and it makes sense to act sooner rather than later when every day between one and three lenders are pulling their cheapest products, with rises of between 10 and 30 basis points.”

The situation is being exacerbated because lenders do not want to be “top of the leader board” for the most attractive rates on the market, said Simon.

“Too much lending can lead to issues around maintaining service standards and bottlenecks. The other reason is that in an environment where rates are rising, the concern of lenders will be focussed on managing their loan book rather than growing it.”

In summary, what the Bank does rather than what it says is perhaps worth watching more closely for now.

Knight Frank LLP is the leading independent global property consultancy, serving as our clients’ partners in property for 125 years. Headquartered in London, Knight Frank has more than 16,000 people operating from 384 offices across 51 territories. The Group advises clients ranging from individual owners and buyers to major developers, investors and corporate tenants. For further information about the Firm, please visit www.knightfrank.com

OTFF ISSUE 20 ★ SUMMER 2022 | 47

&

MOVERS SHAKERS

Some of the most notable movers and shakers behind-the-scenes from across the global sports industry this quarter...

STAND OUT APPOINTMENTS

LUIS SILBERWASSER

PHIL ROSCOE

CATHERINE RAICHE

NEW: Chairman & CEO - Warner Bros, Discovery Sports Previously: President, TelevisaUnivision

NEW: Player Care Manager - Aston Villa Previously: Academy Player Care Manager - Liverpool FC

Warner Bros. Discovery has named Luis Silberwasser as Chairman and Chief Executive of its sports division.

Silberwasser will lead the newly merged company's domestic sports portfolio and oversee its global sports strategy, overseeing assets including Eurosport, Turner Sports and Bleacher Report. The combined media entity's rights include the Olympics, the National Basketball Association (NBA), the National Hockey League (NHL), Major League Baseball (MLB), and the National Collegiate Athletic Association's (NCAA) Men's Basketball Tournament.

Silberwasser will report to David Zaslav, Chief Executive Officer of Warner Bros. Discovery, with whom he previously worked having spent 16 years at Discovery Communiciations and was instrumental to building international business as well as guiding its early focus on live content, including sport.

To take over his new role, he will leave his post as President of Spanishlanguage media company Univision Television Networks Group, where he oversaw the company's U.S. broadcast and cable networks that include the entertainment, news and sports content divisions.

Phil Roscoe has left Liverpool after 17 years to become First-Team Player Care Manager at Aston Villa. Roscoe began working for Liverpool in 2005 as an Academy Coach, before being appointed Head of Education and Welfare in 2009.

He then took up to role as Academy Player Care Manager in January 2020, supporting the wellbeing of the clubs young players.

Roscoe has pioneered the development of Liverpool's Academy Alumni Database, enabling him to know where all the club's recent scholars are and what they are doing, keeping in touch with each individual as well as sending out an Alumni Newsletter to provide exemplary after care.

Villa manager Steven Gerrard knows Roscoe well from his time at Liverpool as a player, and then the clubs Under-18s boss.

Gerrard has been keen to bolster Villa's first-team player care offering with Roscoe as an obvious choice to add to his backrrom staff.

NEW: Assistant GM & VP of Football Operations - Cleveland Browns Previously: VP of Football Operations Philadelphia Eagles

48 | OTFF ISSUE 20 ★ SUMMER 2022

The Cleveland Browns have named Catherine Raiche as their Assistant General Manager and Vice President of Football Operations, which sees the 33-year-old remain the highest-ranking feamale in a football executive position in the National Football League (NFL).

Raiche previously served as the Philadelphia Eagles' Vice President of Football Operations, which she was promoted to in 2021 and worked with current Browns General Manager, Andrew Berry.

Her career in pro football began with the Candian Football League's (CFL) Montreal Alouettes as an intern in 2015.

She went on to become the CFL's first female personnel executive when she was named the Alouettes' coordinator of football administration, before getting promoted to the club's assistant general manager position.

Raiche also spent a year with the CFL's Tornoto Argonauts as Director of Football Administration and was Director of Football Operations at the XFL's Tampa Bay franchise, before joing Philadelphia Eagles.

BRIAN CAREY NEW: Head of Recruitment - Reading FC Previously: Head of Recruitment Tottenham Hotspur FC

PATRICK COYLE NEW: Chief Operating Officer Professional Footballers' Association Previously: Chief of Staff to Chief Executive of Media - Manchester United

TOM PELL NEW: Academy Manager - Charlton Athletic FC Previously: Academy Manager Cambridge United

MELISSA LAWTON NEW: Chief Content Officer - SailGP Previously: Head of Production - Meta

SHANNON WATKINS NEW: Global Chief Marketing Officer, Jordan Brand - Nike Previously: Chief Brand & Marketing Officer - Aflac

SAM GISBORNE NEW: Academy Manager - AFC Bournemouth Previously: Academy Operations Manahger - AFC Bournemouth

SAVANNAH READING NEW: Director, Club Commercial Development - Major League Soccer Previously: Partnership Activation Manager - Tampa Bay Lightning

ANDY O'BOYLE NEW: Deputy Director of Football Previously: Head of Elite Performance English Premier League

MATT WALKER NEW: Head of Athletic Development (U17s - U23s) - Manchester United Previously: Head of Performance Cambridge United

ROBERT FAULKNER NEW: Director of Communications & Marketing - European Club Association Previously: Head of Communciations European Athletics

HEIDI DETTMER NEW: Chief Marketing Officer Columbus Crew Previously: Senior Growth Marketing Manager - RealSelf

BEN SLACK NEW: General Manager, Commercial World Rugby Previously: Chief Revenue & Experimental Officer - Tennis Australia

CATHERINE RAICHE NEW: Assistant General Manager, of Football Operations - Cleveland Browns Previously: VP of Football Operations Philadelphia Eagles

ALEX AUZOUNOGLOU NEW: Head of Athletic Development (U12s - U16s) - Manchester United Previously: Academy Head of Sport Science - AFC Bournemouth

JOE DUMARS NEW: Executive Vice President National Basketball Association (NBA)

OTFF ISSUE 20 ★ SUMMER 2022 | 49

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DIRECTORY AIRCRAFT CHARTER ACC Aviation 18 Priority Drive, Castlefield Road, Reigate, Rh2 0AP www.accaviation.com

FOREIGN EXCHANGE (BUSINESSES) Western Union Business Solutions 200 Hammersmith Road, London, W6 7DL www.business.westernunion.com

Contact: Richard Smith, Director E: richard.smith@accaviation.com T: +44 (0)17 3723 2230

Contact: Dominic Page, Head of Desk E: dominic.page@westernunionbank. com

ATHLETE OPERATING SYSTEM Teamworks 122 E Parrish Street, Durham, NC 27701, USA www.teamworks.com

FOREIGN EXCHANGE (INDIVIDUALS) Argentex LLP 24 Argyll Street, Soho, London, W1F 7TU www.argentex.com

Contact: Paul Dudley, VP and GM for Enterprise & International Sales E: pdudley@teamworks.com T: +1 (215) 260 5230 DIGITAL ASSETS GlobalBlock 65 Curzon St, London, W1J 8PE www.globalblock.co.uk Contact: Ben Small, Head of Partnerships E: ben@globalblock.co.uk DIVERSITY & INCLUSION Kick It Out 20 Market Road, London, N7 9PW www.kickitout.org E: info@kickitout.org T: +44 (0)20 3967 8989 EXECUTIVE EDUCATION UCFB Education Wembley Stadium, Wembley, HA9 0WS www.ucfb.com E: info@ucfb.com T: +44 (0)33 3060 1456 FAN ENGAGEMENT Snackr Suite 21, 22 Railway Road, SUBIACO, WA 6008 www.snackrapp.com Contact: Cale Walsh, Chief Commercial Officer E: cwalsh@snackrapp.com T: +44 (0)74 8570 8299 52 | OTFF ISSUE 20 ★ SUMMER 2022

REAL ESTATE Knight Frank 56 Baker Street, London, W1U 8AN www.knightfrank.com Contact 1: Alex McLean, Head of Sports Desk E: alexander.mclean@knightfrank.com T: +44 (0)20 4502 3143 Contact 2: Kate Doyle, Graduate & Early Careers Manager E: kate.doyle@knightfrank.com T: +44 (0)20 3811 1762

Contact: Chris Canning E: chris.canning@argentex.com T: +44 (0)20 3772 0318

SCOUTING & TRAINING Ellevate Football 75 Park Lane, Fountain House, W1K 7HG www.ellevate-football.co.uk

MENTAL HEALTH Thrive: Mental Health 15 Warwick Road, Stratford-Upon-Avon, Warwickshire, CV37 6YW www.thrive.uk.com

Contact: Akshay Lugani, CEO E: akshay@e11evate.co.uk T: +44 (0)77 4107 0002

E: help@thrive.uk.com T: +44 (0)33 3800 2080 PR & COMMUNICATIONS Weber Shandwick 135 Bishopsgate, Liverpool Street, London, EC2M 3AN www.webershandwick.co.uk Contact: Chris Harris, Director of Client Experience E: charris@webershandwick.com T: +44 (0)20 3353 8740 PROFESSIONAL DEVELOPMENT American Management Association (AMA) 1601 Broadway Suite, 7 New York, NY 10019 United States www.amanet.org / www.mce.eu E: info@mce.eu T: +1 (0)21 2586 8100 / +32 (0)2 543 2100

We are always looking for innovative partners who align with our values in supporting the global sports industry.

To find out more, email: jordan@premiersports.agency

SECURITY & RISK MITIGATION TorchStone Global 295 Madison Avenue, 12th Floor, New York, NY 10017 www.torchstoneglobal.com Contact: Christopher Sanchez, VP E: csanchez@torchstoneglobal.com T: +1 (540) 424 8755 TRAVEL MANAGEMENT CTM Sport Senator House, 85 Queen Victoria St, London, EC4V 4AB www.travelctm.co.uk/ctm-sport Contact: Shelley Mathews, General Manager, Sales EMEA E: shelley.mathews@travelctm.com T: +44 (0)77 9176 8019 WEALTH MANAGEMENT FLM Basildon House, 7-11 Moorgate, London, EC2R 6AF www.flmltd.com Contact: Ben Smith, Senior Advisor & Chartered Financial Planner E: ben.smith@sjpp.co.uk T: +44 (0)20 7710 3422

CTM Sport We are the travel management provider of choice for some of the most successful sports teams and associations around the world.

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Find out more visit: www.travelctm.co.uk/ctm-sport/

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Areas of study for GIS courses include Coaching, Business, Finance, International Management, Media and Journalism and Player Care.

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