There are few sports properties, competed for every year, that can genuinely claim to be global. Not regional with international appeal. Not popular in key markets with a fringe following elsewhere. Demonstrably global. Formula One can credibly make this claim. From teams and drivers through to venues and fans, everything about it is built for the global stage.
The 2026 season marks a new era in Formula One in many ways. Major technical regulation changes are reshaping the on-track product, with lighter and smaller cars, power units deploying 50% electrical energy, and the introduction of overtake, boost and active aero modes designed to promote closer, more exciting racing for both drivers and fans. Off the grid, the calendar continues to evolve with the addition of a new Madrid street race in September, bringing F1 to Spain twice in a season, igniting local fan engagement around home favourites Carlos Sainz and Fernando Alonso. Further underlining the scale of change, Cadillac’s entry as the 11th team signals a bold American push into the sport.
These new technical regulations, teams and venues have given things a shake-up, not only on the grid but also from a commercial perspective. The increased attention created around the sport, that’s been built over recent years, has now created an environment that not only provides brands with effective partnerships, but also a multitude of ways to be distinctive.
There’s more than one road into F1
Brands are no longer seeing F1 as a singular entry point. Take the number of B2C and lifestyle brands now invested in the sport. The likes of LVMH, PepsiCo, LEGO, Heineken, Elemis and Chivas Regal are going far beyond one dimensional partnerships. They are recognising their own subculture and finding their place within it.
For PepsiCo, F1 has become a mechanism for supercharging product and product launches in specific markets. The activation of Sting energy drink around the Chinese Grand Prix is a case in point. F1 provided a moment to drive awareness, trial products and brand messaging in a new, high-priority market, in a way that felt culturally relevant rather than parachuted in. For Chivas, it’s the alignment to the various sub-cultures and influencers around F1, with the added benefit of glass-in-hand moments at the kinds of culturally-charged events that only an F1 race weekend can generate.
For LEGO, the connection happens on a different emotional register entirely, encouraging play and helping parents share their fandom with their children through products, content and experiences that bridge generations. The Miami drivers parade put LEGO on the F1 map and they have continued to find innovative, creative ways to showcase both the brand and the models they sell. It’s not just a sequence of PR stunts; it’s a carefully crafted partnership.
The breadth of F1’s product allows brands to play to their strengths and differentiate. Something that can be more challenging to do with other sports properties.
A Versatile and Growing Audience
It has been well documented that Netflix’s Drive to Survive was the catalyst for the building of F1’s new audience. By bringing the drama of the track and paddock into people’s living rooms, it grew and diversified its fanbase in ways that would have seemed implausible fifteen years ago. Engaged, broad and retained, it’s exactly the type of audience where sports marketing can thrive.
Younger (a third of fans now under 35), more gender-balanced (exceeding a 40% female fan split in several key markets) and more geographically distributed (sustaining double digit viewership growth in developing F1 markets), F1 is now resonating in corners of society that previously seemed inaccessible. And this has profound implications for the brands that sponsor it.
Where once the commercial proposition would be built around affluent, predominantly male enthusiasts in a predictable set of core markets, the entry points are now far broader. Brands can now make a credible case for F1 investment in any region.
The current landscape means that there are more types of fans to engage with, more ways to do so, and in turn, a greater variety of brands that can authentically show up. This breadth is what makes F1 unusual and exciting.
What Rights Owners Get in Return
What’s particularly special about the current F1 ecosystem is that the B2B and B2C brand partnerships are mutually beneficial. Look at tech as an example. Brands such as Google, Cisco or Salesforce are not on the grid merely for visibility. The products integrate directly into team operations and the technical infrastructure of the sport. The sponsorship becomes a proof of concept. The racetrack becomes a reference point and a pipeline influence.
For B2C brands, the mutuality operates differently. Teams and the sport itself benefit from having their intellectual property taken into key existing or developing markets by partners who bring local reach and relevance. Take PepsiCo, whose products have more consumers in priority markets than F1 does. Aligning F1 with Sting in SE Asia and Gatorade in the Americas helps build recognisable associations with category-leading brands in key geographies, driving positive sentiment and fanbase growth. It’s a reciprocal relationship where brands offer meaningful audience-building work on F1’s behalf while also utilising the sport’s global nature and highly valuable IP. Both sides have skin in the game.
Showing Up Differently
‘Drive to Survive’ is a sentiment that brands must find in order to succeed in a highly cluttered environment. The key to this is to find a distinct space within F1; there’s plenty of room. The challenge is finding a niche and owning it.
F1 is as much a lifestyle and entertainment property as it is a sporting one. That creates genuine white space for brands willing to think creatively. American Express and Grid Gigs programming, LVMH and high-fashion collaborations that blur the line between the paddock and the runway, Gatorade and track-run fan experiences that put participants in the athletes’ shoes, Salesforce and AI-powered fan applications that deepen engagement in the moments between races.
These are all distinct expressions of what each brand stands for, activated in a context that makes those values feel alive and relevant. The brands that win in F1 build programming, experiences and narratives that extend the conversation across markets, platforms and the calendar; and the ones that will be most successful will have an appetite, at a similar level of the sport itself, to data, measurement and evaluation to ensure activity, operations and investments are returning positively for the business.
The 2026 Opportunity
A new technical era. A genuine ESG narrative. A new constructor. An expanding calendar. A fanbase that is younger, broader and more engaged than ever. For brands managing a global portfolio, there are few more exciting propositions than F1.
With its genuine global scale, local flexibility and an infrastructure that allows for sophisticated, creative brand activation, F1 is an ideal home for meaningful and effective partnerships. The only limiting factor is imagination. For the brands that meet this challenge, the possibilities are vast.
AI is doing more and more of the grunt work, but it’s clear human overlay has become more critical. AI can be used for a number of purposes now in PR: spotting trending stories and news angles, tracking and reporting on coverage, drafting pitches for journalists, curating the perfect media list and coming up with creative solutions (dare I say it). But it does create a sea of sameness. So, once the grunt work has been done, there’s a human need to tweak, improve and create, so your work stands out. AI will continue to accelerate the way working practices change in PR, but it comes with a health warning.
For me, International Women’s Day has become far more than a moment of celebration. It’s a pause in the year that asks us to look honestly at where we are, where we’re falling short, and what still needs to change. I see it as an opportunity for accountability – a reminder that progress isn’t inevitable, and that the work only moves forward when we choose to move it.
When I think about gender equality today, I see a picture of meaningful progress layered with enduring realities. More women are leading, shaping businesses and influencing decisions than ever before, but too many still face invisible barriers: uneven access to opportunity, the pressures of unpaid labour, bearing the brunt of the mental load, the expectation to “fit” a narrow definition of leadership. And for women facing intersecting inequalities, those challenges are even steeper. The progress is real – but it isn’t universal.
In my own leadership role, one of the most important lessons I’ve learned is the power of creating space for different styles of leadership. Some of the strongest leaders I’ve worked with bring a blend of empathy, pragmatism and resilience that comes from navigating complex and sometimes unequal systems. I’ve also seen first‑hand how vital sponsorship is – not just mentoring, but advocating for women in rooms they’re not yet in. That’s often where change really happens.
Economic equality remains one of the biggest barriers we haven’t yet broken through in the UK. The gender pay gap is about more than numbers; it reflects uneven access to progression, the undervaluing of care, and the structures that still make it harder for women to thrive at the same pace as men. Closing the gap requires transparency, accountability and a willingness to challenge some long‑embedded norms.
In recent years, grassroots activism has played a huge role in pushing this conversation forward. Community‑led movements – whether local, industry‑specific or global – have shifted taboos, accelerated reforms and given women the confidence to speak up about inequality in all its forms. Their impact shows that change doesn’t only come from the top; it can start with one community saying “enough”.
Being a mother of a teenage daughter, I’m also heartened by the attitudes of Gen Alpha. They are growing up with a fundamentally different expectation of equality – they assume women should lead, decide and influence as standard. They’re less tolerant of outdated behaviours, quicker to call out inequity, and far more vocal about wanting workplaces that are genuinely inclusive rather than performative. Their expectations will raise the bar for all of us.
However, the real test is what happens on all the days that aren’t 8th March. Supporting women year‑round means creating truly fair structures: equitable hiring and progression, flexible working that doesn’t penalise people, psychological safety, clarity around pay, and cultures where women can lead authentically, without having to over‑correct or over‑prove. It also means listening, really listening, to what women say they need. And let’s not forget the men in this equation. Male allyship is vital. Real progress depends on people in positions of influence choosing to use their voice, their access and their authority to open doors for women, not just stand beside them.
International Women’s Day is a powerful moment, but the most meaningful work happens quietly, consistently, every other day of the year. And that’s where we still have the most opportunity to lead.
It may be tempting to think of the emerging AI sector as just another brand category enjoying a short-lived boom before the winners emerge and spending tails off — think blockchain and NFTs in 2020, or the flurry of major deals signed by used car retailers in 2021–22. Recent reports of an “AI bubble” would add fuel to that fire, and no doubt some deals will end prematurely when peripheral operators can’t sustain the fees that were promised.
But as major AI brands start to take top-tier positions, don’t dismiss this as the next hype cycle. The technology already offers more value-in-kind than any category in the history of the industry — spanning real-time performance insights, personalised content, and smarter infrastructure. We can speculate about what comes beyond that, but it will certainly be more than a temporary boom; it will be a structural transformation, one that redefines what sporting experiences can become.
Over the next 12 months, expect AI brands to continue moving from powering data feeds and editing suites to becoming more fan-centric, largely because they can help rights holders personalise inventory and make sense of vast datasets. This shift directly affects one of the biggest arms races of modern times: AI user bases.
Some examples are well established — think AWS powering match predictors in Bundesliga broadcasts, or IBM evolving its Wimbledon association from cloud computing to generative AI with personalized “Catch Me Up” highlights. Elsewhere, major new deals reflect this trend. Two of the most notable include Microsoft Copilot partnering with the Premier League to revitalise its companion app and enable user personalization, and Google teaming up with LA28 and Team USA to embed its AI Search mode directly into NBCUniversal’s coverage.
This has huge value for rights holders seeking digital transformation, while for brands the benefit lies in becoming an authentic part of the user experience. For this reason, AI brands like Copilot or Gemini — whose technology powers fan interaction — may have little need for front-of-shirt positions. Their North Star is becoming an ever-present companion, where utility replaces visibility. And that brings us to the medium term.
Over the medium term, impact will move from disruptive to transformational. The most advanced AI brands will extend beyond team benches, pit walls, and fan apps to permeate every level of the sporting environment. The catalyst? Agentic AI — systems that can autonomously plan and reason without human intervention.
We’re already seeing the earliest signs of this in tech‑forward sports. Oracle’s partnership with Red Bull Racing enables the team to run thousands of simulations in real time, helping engineers and strategists evaluate tyre choices, fuel windows, weather shifts, and competitor behaviour during the race. In the NFL, Microsoft Copilot integrates directly with the Sideline Viewing System (SVS), giving coaches AI‑enabled tools on their tablets to filter plays, analyze formations, and surface relevant insights instantly during a game. This marks a shift from AI as a back‑office assistant to AI as an active participant in live strategy.
But brands must be thoughtful in how they position themselves. To earn credibility with both teams and fans, AI needs to be framed as a tool that empowers coaches rather than replaces them. The moment an algorithm is seen as responsible for a poor substitution or tactical mistake, trust erodes. Introducing agentic AI into the pressure cooker of elite sport will require smart, empathetic brand communication that builds confidence and counters early‑stage scepticism.
For fans, the developments are just as exciting. Imagine arriving through the Wimbledon gates in record time, thanks to automated crowd control. A digital concierge suggesting the best game to watch and how to avoid congestion around Centre Court. On your AR glasses, you select service speed overlays as you watch the action. At 4-5 in the first set, a player takes their designated AI timeout (brought to you by …) to review tactics and check whether biometric data suggests a problematic hamstring is about to tear. A close line call, flagged by Hawk-Eye (no change here) is instantly available on your glasses — showing the perfect angle that proves just how close it came to brushing the line. It’s worth noting, however, that these AI advances must be balanced with maintaining the up-close and personal feel of a live sports event. Brands must position themselves as facilitators, rather than invaders, of fans’ experiences to avoid fans feeling overloaded by tech.
At this point, designations like “Digital Transformation Partner” or “Technology Partner” become obsolete. Certain brands will not just sponsor the likes of Wimbledon — they’ll run alongside it, optimizing the spectacle from every angle. A new term will no doubt emerge, but the potential of an AI brand becoming a primary experience facilitator feels a strong bet. It would make sport smarter, more interactive, and more personal for all stakeholders, and one that will give new meaning to the term partnership.
Predicting the long-term impact of AI partnerships is difficult — technology rarely evolves in straight lines. However, we’d expect the tactical advance to continue improving the on-field spectacle. Imagine a world where sport becomes a living system where fans, teams, and broadcasters interact with an intelligent infrastructure that learns and evolves year after year, with brands positioned as co-creators of that evolution.
Away from the pitch, we could see the current sponsorship model being completely reshaped. Sponsorship fees could become fluid, calculated in real time based on performative metrics — such as engagement uplift, operational efficiency gains, or fan adoption of AI-driven features. This would mark a radical shift from fixed-fee deals to outcome-based agreements.
If the first era of partnerships was about branding the spectacle and the second has been dominated by creating content from it, the next may well be about fundamentally reshaping it. The major AI brands are uniquely positioned to do this, and those that embrace the sector as a platform for continuous innovation won’t just ride out structural transformation — they’ll help define the future of the sports we love. The challenge for brands and rights holders is to ensure the jeopardy, drama and sheer exhilaration of big-ticket sport isn’t diluted or diminished under a layer of additional tech-driven information.
The NBA London 2026 game is not another overseas exhibition. It is the clearest signal yet that US sports leagues are no longer treating Europe as a touring destination, but as a long-term growth market with serious commercial intent. And that shift matters. The window to engage early with the next generation of global sports fans is open now, and brands need to act swiftly to take advantage.
For leagues such as the NBA, NFL and MLB, Europe now represents more than incremental ticket sales. It is a critical frontier for future growth at a time when domestic markets are mature, and competition for attention is intensifying. Rather than simply exporting games, these organisations are exporting the surrounding culture, creating a new avenue for growth amongst internationally based ‘big eventers’.
What these US leagues have done particularly well is reframe live events as cultural moments rather than purely sporting fixtures. An NBA or NFL game in London today blends sport with fashion, music, food and creator culture. From tunnel fits and halftime performances to branded pop-ups and influencer-led content, the live game is a platform for lifestyle expression. It’s an approach that resonates strongly with younger, urban European audiences who may not have grown up with these leagues but connect through cultural identity rather than tradition.
US Sport revolution
It’s a vital distinction. European sports fandom has historically been rooted in geography and heritage, where fans have been partisan to their team. However, modern sports fans are more interested in top players, aligning perfectly with the world of superstar-led teams in the US. The US leagues are successfully building fandom through aspiration and lifestyle. You don’t need to support a local team to feel part of the NBA ecosystem; you can engage through streetwear, music, gaming, social media or creator content. That flexibility lowers the barrier to entry and accelerates adoption among new, younger audiences.
From a commercial perspective, this matters because youth audiences are where future value sits. They are culturally driven, digitally native and sceptical of overt advertising. US sports provide brands with permission to show up in spaces where sport, entertainment and lifestyle intersect – environments that feel less like marketing and more like participation. For brands in fashion, technology, food and beverage, music, gaming and youth culture, the alignment is particularly powerful.
However, modern partnerships in this space look very different from traditional sponsorship. The most effective brands co-create experiences, support community initiatives, collaborate with creators and invest in content that lives beyond the event itself. It is about contribution, not visibility. Brands need to think in terms of platforms and programmes rather than one-off activations.
Challenges
That said, this space is not without challenges. Authenticity is the biggest barrier to entry. European audiences are quick to reject brands that appear opportunistic or culturally out of step. There is also a constant trade-off between scale and relevance: global consistency may deliver efficiency, but local nuance is what drives impact. Similarly, event-based activations can generate short-term attention, but without longer-term commitment, they rarely translate into lasting value.
This is why not every brand will succeed here, and why those that do will stand out. The brands winning in this space are patient, culturally fluent and willing to invest for the long term. They understand that relevance cannot be bought, but is earned.
The message for brands is clear. US sports’ expansion into Europe is accelerating, and the cultural gravity around it is only increasing. The opportunity is there, but only for brands prepared to change how they partner, how they show up and how they measure success. Those that hesitate risk arriving late to a market where loyalty, credibility and attention have already been claimed.
“I’m lucky to work in an agency full of incredible women, and together with the wider network I’ve built over the years, they are one of the greatest assets I have.
“It’s easy to operate in isolation, forgetting that who you surround yourself with matters. Your network can be one of the biggest drivers for your success, from the support they give and advice, to the lessons you’ve learnt through them and their experiences.
“So while I’ve never had one “official” female mentor, I’ve got something I think is even more powerful, a group of exceptional women who’ve pushed me, challenged me, and shaped my career in ways I could never have done alone.
“Women like Zarah Al‑Kudcy, who I’ve known since university. Watching her climb, grow, and own her space has been a constant reminder that we can do this – that we belong here – and that we’re absolutely capable of more than we give ourselves credit for.
“And then there are the incredible women I had the privilege of hiring early on, Kim Broadbent and Charlie Hugill, who quickly showed me what excellence truly looks like.
“Their support has made more of a difference than they probably realise. Even now, as we all work in different organisations, I still turn to them for perspective when I need it most.
“This International Women’s Day, I’m reminded that as women, we can be each other’s greatest advocates and, sometimes, just by seeing another woman succeed, we can be inspired to follow in their footsteps.
“Peer support is everything, and I’m constantly inspired by the incredible women I’m lucky to be surrounded by.”
Following the recent Memphis Grizzlies and Orlando Magic games in Berlin and London, Tom Wild, Head of Strategy at Fuse, writes for Insider Sport on why these NBA games can become the blueprint for the league’s potential launch in 2027.
In January, the Memphis Grizzlies beat the Orlando Magic at the O2 Arena in London in what was a night full of glitz and glamour.
But this game was far more than an exhibition; it was a dress rehearsal for players, fans and brands for a new era of top-level basketball in Europe.
US leagues bring with them music, streetwear, food and influencer content. A blend of culture and sport that not only keeps the novice European audience entertained, but also creates a blend of culture and sport that leads to authentic long-term fandom.
US leagues, and the NBA in particular, are not visiting Europe on holiday, but house-hunting for a second home. As made clear with the recently discussed plans for NBA Europe, a 16-team competition, built around 10–12 permanent franchises with four spots awarded via sporting qualification, is targeted for as early as 2027.
From an investor and brand perspective, it’s a no-brainer. The current market is a sweet spot of being both large and under-monitised. Basketball has an estimated 270 million fans across Europe, yet it only captures a sliver of the continent’s sports economy. This is exactly why the NBA, clubs and rights holders are looking to push forward with plans in this hungry yet relatively untapped space.
Cultural programming
With this context, the Grizzlies’ victory in London becomes about far more than sporting excellence and ticket sales. It, like with the success of the NFL and MLB games in London, proves a basic proposition: young, culturally engaged European audiences will get on board with American products, provided they are presented with local authenticity and nuance.
What all the American leagues have done so well on their European visits is deftly turning matches into cultural programming. Half-time and tunnel moments now trend on social platforms where younger fans live, growing appreciation and awareness of the sport beyond the 48 minutes of gametime.
The success of this experiential-led approach provides a blueprint for the NBA’s investors and associated brands to achieve their plans for European expansion. Having said that, launching a new league is a step beyond hosting the odd game; Europe already has a strong sporting culture.
Tapping into Euro sporting culture
Basketball fans in Europe already have an established, albeit overcrowded, ecosystem full of domestic leagues, European competitions and national cups – backed by partisan local support.
Backers of NBA Europe have discussed working with these existing structures, but questions still remain about access, scheduling and whether top clubs will defect to a new model.
The talk of football clubs fielding teams in the league, with the NBA in talks with the likes of Real Madrid and Manchester City, may also require some selling. The multi-sport model is not a foreign concept to much of the continent, but in the UK, it may be greeted with some scepticism.
Fans may see this as being baited into following the league purely due to a team having the same badge and colours as their football club, representing another move away from the sport’s roots, and foreign investors slapping the badge on something to help it sell.
It also jeopardises the opportunity for existing UK basketball clubs. What good is an influx of money and attention to Manchester Basketball if they will just be suffocated by Manchester City’s shiny new team?
Luckily for the NBA, they don’t need to reinvent the wheel to ease these concerns.
Crafting a NBA Europe identity
Introducing merit-based access and collaboration with existing bodies will frame the new league as something that enhances the existing pyramid and traditions, rather than a coup from corporate powers to exploit what is already there. Once this is established, it’s just a matter of doubling down on the experiential approach that has got them this far.
This involves rights holders and brands avoiding cookie-cutter activities and instead investing in local creators, grassroots programmes, and season-long storytelling. Creating a distinct European feel to the league, rather than a copy and paste of the US version.
The level of investment in NBA Europe is reported to be in the hundreds of millions, enough to build state-of-the-art arenas and next-level fan experiences. Local, authentic, culturally relevant activations will be the best way for investors and brands to not only see measurable return and engagement, but also build long-standing trust from the fans.
Last month’s game in London showed for brands and investors that it’s a huge opportunity for major US sports leagues in Europe. It’s just a matter of realising that what works is leading with experience, authenticity and culture to build the sport in its local environment – rather than just slapping a logo on a court.
Formula 1 has ushered in a new era of the sport in 2026 with new teams, a new track and new regulations. With the season now underway, there’s plenty for fans and brands alike to keep an eye on. While the new additions have brought a reformed spectacle for the fans, they have also welcomed a new hunting ground for brands looking to stand out in what is the fastest-growing major sport in the world. Given we now have an unplanned break for just over a month until the Miami Grand Prix in early May, take some time to get up to speed with what to expect for the coming season…
New Teams on the Grid – Cadillac & Audi
In 2026, Formula 1 have welcomed two ‘new’ teams to the grid. The newly formed Cadillac F1 team have made their debut and the rebranded Revolut Audi F1 Team, marking a new era for the former Sauber organisation. Their entries signal a significant evolution in the sport’s competitive and commercial landscape, contributing to one of the most diverse team rosters F1 has ever seen.
Cadillac’s arrival is particularly notable, given Formula 1’s desire to crack the US market. Cadillac is backed by General Motors and signals huge intent from the American manufacturer to compete at the highest level of global motorsports. GM has committed a substantial investment to ensure the team’s long-term competitiveness, with plans already underway to introduce its own power unit in 2029. In the meantime, the Cadillac car is powered by a Ferrari power unit, allowing them to focus on establishing themselves on the grid. Driven by Sergio Perez and Valtteri Bottas, the new team brings a wealth of experience to the grid with their driver pairing. Based on the first three races, it’s clear Cadillac has a long way to go and a mountain of work to get stuck into, but for them it’s important to keep celebrating the little wins.
By contrast, Audi has instead opted for a combination of experience and youth with seasoned veteran Nico Hulkenberg and emerging talent Gabriel Bortoleto continuing with the team. Where they have made significant changes is off-track. The team have undergone a full operational transformation, including an overhaul of their commercial department. This shift is designed to align the team with Audi’s premium global brand identity and create a partner ecosystem that reflects their ambition to establish themselves not just as a competitive force, but as a commercially leading organisation within the sport. As a new team building their own engine for the first time, they’ve had a respectable start to the season with some points on the board already!
With 11 teams now competing, Formula 1 has hit a record number of commercial partnerships for the sport, exceeding 360 commercial relationships across the Paddock [1]. This growth reflects both the sports’ expanding global audience and its increasing appeal as a marketing platform. However, it creates one of the most crowded partnership environments in the sports industry. Brands looking to activate within this increasingly crowded landscape will need to work harder than ever to stand out. Authenticity, cultural relevance, and strategic creativity will be essential for cutting through the noise and ensuring meaningful engagements with fans and potential customers.
New Partners & Brands
As the eyes on the sport have multiplied enormously over the past few years, so too has the commercial activity in the space. Whether it’s partnering with an F1 team, Formula 1 itself, or with the race promoters, brands are chomping at the bit to show up in the F1 landscape. The rapid growth in team partners has been so drastic that many teams are reaching a saturation point, where satisfying all partners is becoming an enduring task. Some teams are resorting to finding very unique partner designations to help squeeze more logos onto their cars. The Williams F1 team, for example, recently announced a multi-year partnership with Anthropic as their ‘Official Thinking Partner’. As more brands show up in the F1 space, the need to innovate in authentic ways to stand out from the crowd has become the new challenge. Brands must harness the power of fan engagement and activate in unique ways to connect with their specific target audience within the wide-reaching F1 fanbase. F1 and team partners must utilise their rights on a more intentional level rather than approaching them as a tick box, otherwise they risk getting lost among a sea of smart and forward-thinking competitors.
The leading case study demonstrating the extraordinary growth in the F1 commercial landscape is the McLaren F1 Team. At the start of the 2018 season, the MCL33 driven by Fernando Alonso and Stoffel Vandoorne rolled out of the garage with a car virtually bare of sponsors – only small logo placements for their five or so sponsors showed. Fast forward to 2026, and McLaren now supports a roster of 53 partners across a wide range of industries, from alcoholic beverages to global banking.
In tandem with the F1 partnership space booming, the broadcast environment has also seen considerable growth in the value of broadcast rights packages. The biggest news in this space came late last year, when Apple TV was announced as the Official U.S. Broadcaster of Formula 1 on a five-year agreement worth a reported $750 million ($150 million per year). This number significantly outbids the previous agreement between F1 and ESPN of $80 million per year. From a brand perspective, this considerable rise in media rights value highlights the huge opportunity to show up visually in front of the 800 million viewers across a season. Whether through trackside signage or broadcast rights, the opportunity for brand awareness is considerable – not to mention the additional peripheral visibility through digital channels and Netflix’s Drive to Survive.
Significant Regulation Changes in 2026
For the 2026 F1 season, you’ve probably noticed there are some changes. Specifically, we are now undergoing the most significant regulatory changes the sport has ever seen, with an overhaul across the aerodynamics, power units (engines), and on-track racing.
The cars firstly look a little different thanks to the aerodynamics changing from the nose all the way to the rear wing. The cars are slightly lighter and smaller with thinner tyres intended to improve racing and allow the cars to race wheel-to-wheel more easily. The power units have also become 50% combustion-powered and 50% electric-powered, meaning they are well and truly hybrid machines.
F1 have also implemented new racing ‘modes’ at the drivers’ disposal that they can harness throughout the race weekend. Specifically, Overtake Mode, Boost Mode, Straight Mode and Recharge Mode have all been implemented following the new regulations and the technical novelties they bring. If you’ve tuned in for the first few races or stayed across the developments, you will know that some drivers and fans are still undecided on the new modes and the impact on racing while others have enjoyed the more exciting on-track action.
With new regulations come new opportunities in the commercial space too. It’s common to see a shake-up of the competitive order, potentially bringing new teams into the fold that used to compete towards the back of the field. For brands, this presents an exciting opportunity to partner with high-performing teams at a relatively low cost. If we cast our minds back to 2009, a regulation change saw Brawn GP team leapfrog from 9th in the standings as Honda, to being the leader of the pack within a few months. As a new team, they had almost zero sponsors, resulting in a frantic rush to sign new deals on a race-by-race basis, with the most famous of these being Virgin. Based on the race results so far, it’s unlikely we’ll see a Brawn-style shake-up, but it’s worth keeping an eye on the new teams as they develop.
Reformed Race Calendar – Madrid Added In, Bahrain & Saudi Arabia Cancelled
Formula 1 is often described as a travelling circus, reaching five continents and more than 21 countries across its 24‑race calendar. Each season brings rumours of new destinations eager to join the lineup, and in 2026 the sport will debut an all‑new circuit in Madrid, Spain. The Spanish Grand Prix will move to the Madring, a purpose‑built venue currently under construction. With a capacity of 110,000, the race promoters promise a dynamic fan experience both on and off the track, featuring a technical layout and unique event offerings. This provides brands and partners with a brand-new environment to activate and reach both the Spanish and wider European audience – this time from an urban location. We’ll have to wait until September, and the lights go out, to see how the race measures up to the other iconic events across the F1 season.
One development we’ve seen this season is the cancellation of the Saudi Arabian and Bahrain Grands Prix due to the conflict in the region. As two of the four races in the Middle East, this reduces the calendar’s geographic diversity and has created considerable ramifications across the commercial landscape. With Saudi Arabia and Bahrain being two of the highest paying race promoters, F1 is reportedly losing out on over $100 million in host fees, with the total revenue impact reaching $200 million [2] once broadcasters, teams and commercial partners are factored in. Removing just two races from the calendar has caused major disruption to rights delivery for F1’s 26 Global and Official Partners, and F1 will have to re-allocate these rights to other races, or in other formats. It’s a reminder that global sports like F1 bring huge opportunity but also significant risk – and brands and rights holders must be ready to react when the unexpected happens.
The Bottom Line
F1’s landscape has matured beyond the point where mere presence delivers value. The introduction of new teams, regulatory changes and calendar adjustments create both complexity and opportunities for brands to navigate throughout the remainder of the 2026 season.
[1] https://sector.world/2026/02/what-the-grid-reveals-about-f1s-commercial-structure/
[2]https://www.sportspro.com/news/major-events/f1-middle-east-bahrain-qatar-saudi-arabia-march-2026/#:~:text=According%20to%20an%20analyst%20report,%2452%20million%20that%20Bahrain%20contributes.
The 2026 Winter Olympics in Milano Cortina were a reminder of why the Games remain one of the few truly global cultural moments in sport. For a couple of weeks the world tunes in together, discovering new athletes and stories in real time. This year those moments travelled fast – from Ilia Malinin landing the first legal backflip in Olympic figure skating history to a USA men’s ice hockey player losing a tooth mid-game before scoring the winner minutes later. But the Olympics are never just about medals; Lindsey Vonn’s comeback attempt brought one of winter sport’s biggest names back to the stage. The USA women’s ice hockey team delivered the drama audiences crave, while US star Laila Edwards made history as the first Black woman to win gold in her sport. And even the human moments cut through – Norwegian biathlete Sturla Holm Lægreid using a bronze medal interview to publicly apologise to his ex-girlfriend, and Norway’s dominance continuing with a biathlon star reaching nine Olympic gold medals.
And it wasn’t just the athletes shaping the narrative. The presenters played a huge part too – all of them added something, but the standout voices for me were the two snowboard commentators squeezed together in their now iconic tin hut, keeping the energy high and helping audiences feel every moment. They brought a mix of expertise, humour and pure joy that made the men’s Big Air final (already being talked about as one of the best ever), feel even bigger.
With millions watching on TV and huge streaming numbers on the BBC, Milano Cortina made one thing clear – and the Paralympics will only build on it, the moments we remember aren’t just the medal wins. It’s the sportsmanship, the raw human moments and the unreal athleticism that pull global audiences into the same story and remind us why the Olympic and Paralympic Games still matter.
Last night’s Rooftop Session in partnership with Sofar Sounds was a vibrant celebration of rising talent, with powerful performances from Hamzaa and Nippa. When we were selecting artists for the show, it was particularly interesting to observe how today’s creator-driven culture has enabled grassroots talent to build their profiles around the causes they care about. And it’s particularly inspiring how both these artists channel their personal journeys and advocacy for mental health into music that empowers and connects. Alongside their fresh sounds, they’ve shown how today’s creator culture enables talents to build meaningful profiles rooted in authenticity and the causes they champion, from resilience, wellbeing and healing to community empowerment.
For brands, partnering with new artists offers a unique opportunity to tap into that energy. Beyond fresh creative perspectives, they bring cultural relevance, highly engaged audiences, and the agility to co-create meaningful campaigns. Collaborating with artists at this stage of their journey allows brands to foster loyalty, demonstrate support for up and coming talent, and stay close to the conversations shaping culture right now.
From bucket-list moments like the Super Bowl, the Barmy Army’s curated cricket itineraries, and the Instagram-worthy glamour of the US Open, travelling for sport has long been a key part of the fan experience. But over the past few years, we’ve seen a shift in how rights-holders and brands are reimagining the sports arena to align with a new generation of fan profiles.
Sports tourism now represents around 10% of the global travel industry and is forecast to grow by 16.43% annually a year through to 2032, making it one of the fastest-growing segments in travel. For brands, this growth unlocks fresh opportunities to engage fans by building culturally connected experiences that capture the excitement and immersion fans increasingly seek.
Several forces have converged to put sports tourism at the heart of modern travel:
With this backdrop, sports tourism can be grouped into three broad categories: major events, destination events, and active events. Each offers brands unique ways to engage fans.
Major events like the Olympics, FIFA World Cup or Champions League finals, attract mass international attendance and dominate cultural conversations. While the cost of official sponsorship can be prohibitive, the growth of sports tourism allows non-sponsor brands to still play a meaningful role in the fan journey.
Paris 2024 Olympics
The Paris Games was a watershed moment, with the opening ceremony being held outside the stadium for the first time in modern Olympic history. Without a traditional Olympic Park, events were staged across the city in temporary sites, blending sport with iconic landmarks. This inspired brands to activate creatively beyond official zones, and tailoring experiences to a tourist sensibility.
The shift from centralised exhibition spaces toward brand-led consumer touchpoints reflects a larger trend: activations are moving from being property-led to being brand-led, where creativity, cultural relevance, and innovation drive engagement.
Looking ahead to Milan 2026 and Los Angeles 2028, we can expect the city-sport integration to become even more pronounced. Each host city will serve as a canvas for creative expression, offering opportunities for brands to deploy their budgets in effective ways.
UEFA Champions League
European football is built on matchday traditions, from local pubs to ritualistic routes to the stadium. These behaviours are integral part of the fan tourism experience, creating moments brands can authentically tap into.
The learning here is that cultural impact now outweighs proximity to the field of play. Success comes from understanding how fans interact with a host city and creating moments of surprise, shareability, and belonging along the way.
As events like Milan 2026 and Los Angeles 2028 embrace citywide formats, brands that treat the city itself as a creative playground will gain an edge. If you think back to your own holidays, often the most memorable moments are those that add unexpected cultural or interpersonal layers to the trip.
In some cases, the location itself is inseparable from the sport. These destination events blend heritage, culture, and competition, giving brands a chance to become an unmissable part of the environment.
Roland Garros
No other calendar moment is representative of a destination event like the Grand Slams. The Australian Open (a.k.a. “Happy Slam”) is famous for its festival atmosphere, while Wimbledon and the US Open are increasingly being referred to as the “runways of tennis”, where sport and high fashion come together. Though it’s Roland Garros, hosted amongst the spectacle and history of Paris, that epitomizes the destination event. The competition seamlessly embodies Parisian elegance where tennis meets haute couture, gastronomy, and fashion.
Singapore Formula 1
Catering to a growing younger F1 fanbase, the Singapore Grand Prix is a citywide celebration that happens to have a night race running through it. With sold-out podiums where approximately half are not locals, the majority of fans aren’t inside the track complex. Hospitality is so high that occupancy rates for trackside properties regularly hit 90–100%, while brands compete to outdo one another with ultra-exclusive social experiences:
The premium positioning does risk excluding local fans, with affordability cited as the main barrier to attendance for Singaporeans. Still, the appetite for luxury sport-tourism experiences remains insatiable, creating fertile ground for brand creativity.
Destination events show how place and experience can merge into powerful storytelling, illustrating that fans increasingly value the cultural context surrounding sport whether that’s the food, fashion, music, and nightlife which make each destination iconic. The insight: to win in destination sport tourism, brands must design experiences that feel native to the location, seamlessly blending the brand DNA with the atmosphere and aspirations of fans.
The final category is the active event (a term borrowed from The National Geographic), where travel and physical activities merge. These range from marathons and triathlons to wellness retreats and “mara-cations” – holidays built around running or cycling challenges. In the post-pandemic era, fans are choosing to go beyond passive participation in sport; they’re travelling to get involved in activities themselves.
For brands, these events offer a chance to align with values of personal achievement, health, and community; powerful, emotive drivers that extend well beyond traditional sponsorship and underscoring a shift from watching sport to living it. Fans now travel to test themselves, to join communities, and to collect experiences that feel personally transformative. Whether through co-creating training programs, offering recovery experiences, or celebrating the journeys of everyday athletes, the most resonant brands will be those that empower fans to see themselves not as audiences, but as part of the action.
Sports tourism offers a powerful lens for reimagining how brands activate around a sport. It gives fans a unique way to experience a culture, a city, and a lifestyle. Those who succeed will think ‘beyond the whistle’, understanding that official rights aren’t the only route to relevance. They’ll tap into lifestyle and cultural identity, embedding themselves throughout the fan journey, and they’ll design for a more diverse audience that reflects the rise of women’s sport, shifting life priorities, and younger fans redefining what it means to be a sports tourist.
The world’s largest member-based racing event – the Melbourne Cup – took place last week and central to their new proposition is “festival vibe” (as per CEO Kylie Rogers). Taking a page from the Australian Open and Melbourne F1, both of which are known for their multi-passion extravaganza across music, food and fashion, this year’s horse race will feature DJ’s, curated small plates and a renewed drinks offering. It will be interesting to follow their revamp and whether they can align to the sensibilities of a younger crowd.
And with two major events scheduled for next year: Winter Olympics in Milan and the FIFA World Cup across USA, Mexico and Canada, 2026 is set to be another landmark year for sports tourism, where being culturally connected and seriously effective will separate the brands who truly connect with fans.
