![]() “Now more than ever before, when you’re talking about Gen-Z, I don’t hear people talk a lot about this but I fundamentally believe our number one challenge is to help sport to truly engage with them. We’ve used a tagline a lot over the years ‘to improve performance on and off the court.’ And that performance is largely driven by the way you engage your fans, your participants and therefore the running of the sport and everything involved in it including commercial outcomes. There’s a big chunk in the middle where I think we’ve really carved out a good niche to be able to drive cost effective digital solutions that drive efficiencies. But this is still largely driven at the very elite level. “As digital, mobile and everything else that has happened in technology over the last 20 years it’s easy to now quickly name the ways in which fans’, participants’ and consumers’ interactions with sport has changed. The whole premise of SportingPulse from day one was to try to make information accessible to participants and fans, more so in that time participants’ mums, dads and families, so that you weren’t relying on that archaic distribution method of kids being handed printed fixtures. You would have to go to the stadium and check the boards to find your game and time. “It frustrated me enormously that people were still using paper-based fixtures. The reason I started SportingPulse all those years ago in 1999 was that I had come out of playing basketball at a semi-professional level and eventually realised I probably was never going to make any money playing the sport! Then I got serious about business. NM: “It would come down to really what’s driving it and I think it’s the change in fan and general consumer behaviour and the ability to engage with content, consume information and spend money via digital channels. If you can sum it up pretty briefly how has the dynamic between sports and technology changed in that time? You started SportingPulse in Australia even before ‘sportstech’ was coined as a term, then to Genius Sports Group in the 2010’s. Over the last 20 years you’ve observed how the relationship between sports and technology has evolved. So I think that’s driving a lot of interest, certainly on a commercial level for us.” Not having the traditional revenue streams coming in from typical broadcast deals is a huge challenge. COVID has obviously increased the challenges for a lot of those lower tier one and two leagues around those areas of production costs and their ability to continue to lift the bar on fan engagement and distribution. Nick Maywald: “The reason we started Atrium was to help tier one, two and three sports with the ease, speed and cost of production while also making full use of competition data at the same time. This year may well be the inflection point for sport, how does Synergy’s tech stack hold up in this challenging time? We also ask about the company’s future through the lens of their technology offerings. ![]() In this conversation we talked to their chairman Nick Maywald to delve into a bit of his journey in building his fourth generation sports technology businesses to this point, Synergy’s purpose and why being people focused for a tech driven business is so important. Ultimately, the purpose is to help players and coaches improve on the court or field, teams, leagues and federations can obtain rich data and commercialise their games and assets and to drive better experiences for fans off it. ![]() ![]() The possibilities that Synergy’s tech stack provides is immense. The business recently rolled them all up into a new brand, Synergy Sports, to create a colossal one stop shop for advanced video and sports data services for leagues and teams from the top of the sporting pyramid down. In 2019, Atrium Sports acquired both automated camera technology firm Keemotion and also the sports data behemoth Synergy Sports Technology.
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