Introduction
In the fast-paced world of startups and innovation, standing out is crucial. A few years back, while investing in a promising startup, I witnessed a remarkable moment that demonstrated the power of high-agency leadership. It was a lesson in how to capture attention and turn a seemingly ordinary pitch into an unforgettable experience.
Become a High-Agency Leader
During a trip to England with a young founder, we entered a room filled with investors who were visibly worn out. The founder, instead of following the typical presentation format, posed a simple yet thought-provoking question:
“Who’s stronger, the crocodile or the bear?”
This unexpected question reinvigorated the atmosphere. Laughter and debate ensued, and the founder astutely connected this analogy to his company’s focus. By recognizing the unique environment where they could excel, he skillfully demonstrated high agency. It was not mere creativity; it was the ability to read the room and adapt dynamically.
The Essence of High-Agency Founders
High-agency founders excel because they refuse to let circumstances dictate their destiny. They are adept at navigating challenges and finding opportunities amidst adversity. When the market is slow, they innovate. When buyers hesitate, they simplify. These leaders ask:
“Given the reality in front of me, what is the move?”
This mindset is particularly vital in SportsTech, where the difference between success and obscurity hinges on momentum and adaptability.
Understanding the SportsTech Landscape
The SportsTech industry is not just about technology; it’s a trust market. Despite the buzz around AI, fan engagement, and smart stadiums, the real challenge lies in navigating the slow-moving nature of sports organizations. Budgets are political, decision cycles are lengthy, and internal alignment is complex. Here, relationships and trust are paramount.
What Clubs Really Buy
Many founders mistakenly believe that clubs are primarily interested in innovation. In reality, clubs seek:
- Reduced risk
- New revenue
- Operational efficiency
- Sponsorship value
- Fan growth
- Simplicity
- Trust
Thus, a founder’s job is not to boast about technology but to communicate why their solution matters now.
The High-Agency Approach
High-agency founders translate technology into compelling commercial arguments. They sell not just an AI platform but tangible benefits such as:
- Faster sponsor reporting
- Higher ticket conversion
- Lower content production costs
- Better fan retention
- Improved athlete availability
- Measurable operational savings
This approach is not merely positioning; it’s essential for survival.
Low Agency vs. High Agency
Low-agency individuals wait passively, while high-agency individuals take action. Low agency often says:
“The clubs are slow.”
“The market is not ready.”
“We need a warmer intro.”
“We need more features.”
“We need to perfect the deck.”
“We will push after the next funding round.”
Conversely, high agency asks:
“What is the smallest entry point?”
“What painful problem can we solve first?”
“What can a buyer say yes to this month?”
“What proof can we create now?”
“What needs to change in the offer, not in the market?”
In essence, high agency is about creating movement rather than waiting for permission.
The Opportunity of World Cup 2026
With the World Cup 2026 approaching, the sports industry faces a significant innovation window. AI, the creator economy, and automation are reshaping the landscape. However, only a few startups will succeed in building genuine commercial traction. The opportunity is vast, but moments like these reveal the true capabilities of founders.
Final Thoughts
Founders need to ask themselves a pivotal question: The next generation of SportsTech winners won’t be defined solely by technology but by their ability to act amidst uncertainty. Sports reward those who perform under pressure, not those who wait for perfect conditions. Therefore, the real question isn’t:
“Is the market ready for us?”
Instead, it should be:
“Are we creating enough movement for the market to notice us?”
In SportsTech, opportunity rarely comes to those who wait. It emerges for those who move. The market may eventually reward innovation, but its immediate rewards go to those who create movement.
