Aug 12, 2026 · 46 min · 13 segments
Send us Fan Mail Richard joins us to discuss his move from Sporting Insights to Lyvera, why he made the move and how Lyvera fits within the wider…
Richard PayneGuestNeilHostThat kind of leads nicely onto my first question because obviously Sports Marketing Surveys, they looked after all sports.
And it was all basically data and seeing really what was developing in the different sports and who was paying for what, how many people were participating, whatever.
But that probably took a, a lot of skill to understand the relationships and basically what your job is, is trying to find what people want-
... and then delivering a strategy towards helping them grow or making more money.
Yeah.
Mm.
I think there is, uh, I guess maybe a slight fallacy that the data tells you everything.
You need to get into the insights, but how that then translates into something actionable and something that can actually pull at the heartstrings or, uh, really move the needle in terms of behavior and, and, and action also involves a bit more of a human in- interaction, so making sure you're spending time with people.
And then in terms of that client relationship, getting them to trust what you're saying- Especially if they're not overly data literate.
Yeah.
You need to be able to spend that time with people and, and discuss things, it, uh, on, on a level which they, they can relate to.
'Cause when did you start that role?
So I started at, uh, Sports Marketing Surveys, which then became Sporting Insights, in, um, April of 2008.
Uh, 2008, okay, fine.
You know, like today, where you've got everybody wants to look at that data, whether golf club, you know, how far the ball goes, what the ball head speed, all that kind of stuff is.
Um, down to, as we discussed with Simon Wordsworth, you know, 59 Club and providing data for, for managers on, you know, what they need to do to improve.
That kind of leads nicely onto my first question because obviously Sports Marketing Surveys, they looked after all sports.
And it was all basically data and seeing really what was developing in the different sports and who was paying for what, how many people were participating, whatever.
But that probably took a, a lot of skill to understand the relationships and basically what your job is, is trying to find what people want-
... and then delivering a strategy towards helping them grow or making more money.
Yeah.
Mm.
I think there is, uh, I guess maybe a slight fallacy that the data tells you everything.
You need to get into the insights, but how that then translates into something actionable and something that can actually pull at the heartstrings or, uh, really move the needle in terms of behavior and, and, and action also involves a bit more of a human in- interaction, so making sure you're spending time with people.
And then in terms of that client relationship, getting them to trust what you're saying- Especially if they're not overly data literate.
Yeah.
You need to be able to spend that time with people and, and discuss things, it, uh, on, on a level which they, they can relate to.
'Cause when did you start that role?
So I started at, uh, Sports Marketing Surveys, which then became Sporting Insights, in, um, April of 2008.
Uh, 2008, okay, fine.
You know, like today, where you've got everybody wants to look at that data, whether golf club, you know, how far the ball goes, what the ball head speed, all that kind of stuff is.
Um, down to, as we discussed with Simon Wordsworth, you know, 59 Club and providing data for, for managers on, you know, what they need to do to improve.
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