Aug 13, 2026 · 49 min · 12 segments
For decades, the sports industry has relied on broadcasters to fund growth, distribute content and monetise audiences. But what happens when that model starts to change? In this episode, SportsPro…
Mark LockeGuest
Nick MeachamHost
With the established team you've got in the leadership group and you also got people based all over the world, would you be able to describe what your philosophy to leadership is? Yeah.
I think you need the time to be able to think and the time to be able to focus on the stuff that actually is really important.
Too much implementation of too many meetings and too much sort of unnecessary reporting is unhelpful in a business that's moving this fast.
I think we're lucky because we've got such a tight team that know each other so well and have worked together for so long.
We all know what we're good at, what we're not good at and what we're all going to get on with.
But I think really the key to it's been just allowing people to operate and do their jobs.
You know, I can't do most of the jobs that my team can do and therefore they should get on and do them.
And, you know, as long as I can provide input and feedback into it, I think people like that responsibility and get on with it.
I want people to get on and do their best, take a little bit of risk if you need to and not get hung for it.
Is there any others that stand out for you that you would signpost as a huge successful success? Moment on milestone, you said you don't haven't celebrated along on the way.
Are there any that kind of stand out as maybe just even earlier on the journey that like, oh, we're onto something here.
Yeah, I think the first major deals we did with the leagues to put technology into stadiums, I think they were big moments.
With the established team you've got in the leadership group and you also got people based all over the world, would you be able to describe what your philosophy to leadership is? Yeah.
I think you need the time to be able to think and the time to be able to focus on the stuff that actually is really important.
Too much implementation of too many meetings and too much sort of unnecessary reporting is unhelpful in a business that's moving this fast.
I think we're lucky because we've got such a tight team that know each other so well and have worked together for so long.
We all know what we're good at, what we're not good at and what we're all going to get on with.
But I think really the key to it's been just allowing people to operate and do their jobs.
You know, I can't do most of the jobs that my team can do and therefore they should get on and do them.
And, you know, as long as I can provide input and feedback into it, I think people like that responsibility and get on with it.
I want people to get on and do their best, take a little bit of risk if you need to and not get hung for it.
Is there any others that stand out for you that you would signpost as a huge successful success? Moment on milestone, you said you don't haven't celebrated along on the way.
Are there any that kind of stand out as maybe just even earlier on the journey that like, oh, we're onto something here.
Yeah, I think the first major deals we did with the leagues to put technology into stadiums, I think they were big moments.
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