It is one of those hidden champions that shape the sport without being in the spotlight themselves: Riedel Communications. Hardly any major sporting event in the world can do without the technology from the tranquil town of Wuppertal in Germany. Founder and CEO Thomas Riedel explains to us how he became one of the largest event suppliers for audio and video technology and with which famous racing driver he shares a passion today.
What do the Olympics, the World Cup, Formula 1 and the Super Bowl have in common? That's right, they are the biggest sporting events in the world. And they are all implemented with communications technology from Wuppertal. Riedel Communications transmits the announcements of the referees in the NFL, enables the pit radio in Formula 1 and connects the FIFA referees with the analysts in the control center. Even when Felix Baumgartner jumped from the stratosphere to earth in 2012, it was Riedel's audio and video technology that transmitted the spectacular flight to a billion TV viewers. Besides sports, Riedel is also involved in show events like the Eurovision Song Contest or big music festivals like Wacken.
In our series "Challenges of a CEO", founder Thomas Riedel talks about the beginnings of his success story and reveals what it takes to convey the emotions of sports in the media.
"I started 36 years ago with classic event technology. At some point, I also started renting out radios. Radio technology was a niche in the 1990s. Right from the start, I was involved in sporting events, especially soccer and motor sports. The marshals had to communicate somehow with the drivers and race control. Of course, that was nowhere near as modern back then as it is today. Much of what is standard today, we have invented and developed over the years.
The first major sporting event at which I was on site with radio technology was the 1992 Olympic Games in Barcelona. Almost at the same time, I started working at the Formula 1 in Hockenheim. In both cases, these were initially small, national assignments. At the Olympics, I equipped the German House - which was not yet called that at the time - with radio technology, and in Hockenheim, I equipped the local race control. But when you're at an event like that, a couple of things inevitably happen: first, you get ignited by the atmosphere on site; second, you meet important people; and third, you learn what the procedures are like. That led to me quickly getting deeper into events and adding more jobs.
In the second half of the 1990s, more and more Formula 1 teams gradually came knocking - also because data transmission was added to voice communication. In the beginning, it was just Ferrari, to whom we sold a few devices. Then McLaren approached us. They had problems with communication and wanted to know what we were doing for Ferrari. I then put on a bit of a show and acted mysterious. That worked. McLaren said, 'Okay, if you don't tell us what you're doing for Ferrari, we'll assume you won't tell anyone what we're doing together then either.' That's one of the basic principles of success: in a competition - whether it's the Olympics, soccer or Formula 1 - you have to follow the rules of the game. And the same applies in business: confidential information remains confidential. Just imagine if the signals from the referees of the 1st and 2nd Bundesliga soccer leagues, which all converge at our control centre in Wuppertal, became public. That makes you realize the role we play in terms of confidentiality.
In the beginning, I just rented out radios. That was pretty trivial, it just wasn't done by anyone else. But over time, we learned as a team to develop specific solutions for certain applications. Take referees, for example: FIFA needed a radio that was small and light enough to wear on your wrist. It had to work anywhere in the stadium where thousands of cell phones, WiFi signals and wireless cameras interfere. And it had to withstand sweaty jerseys and rain. Our engineers developed and deployed the hardware and software. Such individual solutions are our USP. There aren't even a handful of companies in the world that do this.
Our second USP is service. Often, it's the little things that eventually turn into a bigger problem. Let's take the example of referees again: All it takes is for one of them not to check the battery, the thing goes out, and he has to interrupt the game or continue without communication. Stupid situation. Or there was an operating error and the referee didn't want to show his face. In the early days of referee communication, these were really common reasons why something didn't work on the radio. Now it would be much too costly to send a technician to every stadium. That's why we solved it with intelligence. It's now part of the procedure to talk to our control centre when you switch on the headset and check everything. We have created the conditions for this: We can monitor all the properties of the end device in Wuppertal, including battery status or position in the charger.
Similar special requirements had the America's Cup had similar special requirements for us. The organizers wanted live images from the sailboats, plus tracking signals. Seawater whips over the equipment, strong winds make communication almost impossible. A conventional microphone windscreen quickly gets soaked in water. But we have also developed solutions for this, which have made it possible to track the America's Cup in a level of detail that was previously unheard of. We have made the sport explainable and brought it to the people.
The most recent example is the SailGP Formula 1 as a water sport, so to speak. Until now, the team coaches have driven alongside the sailboats on 500-horsepower speedboats. The organizers no longer wanted that, if only because of sustainability. And it also had disadvantages for the coaches: On the water, you can't see the course of the race. So at the race in Los Angeles in July, as a test for the German and American teams, we set up a station on shore where the images from the helicopter and the onboard cameras are combined. The system makes it possible to jump back and forth, fast-forward and rewind, to be in dialogue with the boat. The coaches came up to us afterwards and said, 'This is a game changer!' Now, for the next races in Europe in September and October, we are setting up stations like this for all ten teams, similar to the pit lane in Formula 1. This has the side effect of changing live coverage as well, because the cameras can suddenly capture the emotions of the coaches. This example shows that technology can change the dramaturgy of a sport.
Being format-relevant in this way is something that motivates us. Firstly, the work is then much more fun, and secondly, money can be earned differently if you are important and relevant. Meanwhile, the big organizations and players come to us when they have a problem with wireless data transmission. That still drives me after 36 years. In fact, in the case of SailGP, so much so that I switched sides for the first time. Together with a few co-investors, I am the owner of the new German SailGP team. Sebastian Vettel, four-time Formula 1 world champion, is also involved. He was enthusiastic about the sport and the sustainability idea behind it right from the start and sits in on every meeting. And at the races, he exchanges ideas with the data analysts at the top level.
Now I can optimize the series not only from the outside, but also from the inside, and contribute technical ideas. Of course, for Thomas Riedel, a private citizen, it's once again a question of playing by the rules - as it was in Formula 1. For me, that's a question of morale, of sportsmanship. When competing on the water, I want to win with the German team. But when it comes to developing the sport further behind the scenes, we as Riedel are involved in the interests of everyone. And the other teams agree with that, too.
As shareholder of Sportdeutschland.TV I'm very keen to help sports that are away from the mainstream media spotlight. What can change that is a certain entertainment factor. Here, too, technology can help bring the fascination of sports closer to the audience, be it through digital balls or sensor technology in rackets. And that's also interesting for the athletes. An app could be used to control and train trajectories or stroke angles. About the start-up platform leAD start-up platform, we are supporting a number of exciting projects.
We are also working on a camera that is so small that it can be flanged to the communication systems of soccer referees. This would make it possible to see live images from the referees' point of view and relieve them if they had no insight into a situation.
Next year, I'm really looking forward to the Olympic Games in Paris. We'll be at all the venues there and run a communications sports business lounge ourselves, where we want to bring people together on the topics of sports and technology. Directly after that, the America's Cup will take place in Barcelona and our second season with the German SailGP boat will start. And then, of course, the European Football Championships in Germany and all the ongoing projects such as Formula 1, Bundesliga, NFL, MLB, PGA, and so on. That's quite a program. Plus projects that come up at short notice. For us, the year will again be adrenaline at a stretch.
The longtime president and chief executive officer (CEO) of the World Federation of the Sporting Goods Industry (WFSGI), Robbert de Kock, is making way for the next generation. In November, he will hand over the well-established organization to a well-known fellow sports executive.
"With the new WFSGI strategic plan and the signing of the new IOC supplier agreement marking a career-high, it’s the perfect moment for me to embrace the next phase of my career", says Robbert de Kock. On Nov. 1, 2023, the Dutch native will step down as president and chief executive officer (CEO) of the World Federation of the Sporting Goods Industry (WFSGI) after a 16-year tenure. "I wish to thank the WFSGI Board for the opportunities to continuously develop the organisation, the members for their trust and my team for their loyal support and knowledge."
Developing a good team has always been important to de Kock as CEO, so it's hardly surprising that he will pass the baton to a leader from within his own ranks: Emma (Mason) Zwiebler is appointed interim CEO by the WFSGI board. Zwiebler, who is Scottish, joined WFSGI five years ago and has served as vice president of strategic and external affairs since 2019. Zwiebler also serves as a trustee for the NGO Switch the Play Foundation. The former badminton player was previously a sports lawyer at Squire Patton Boggs and held various positions in sports organizations such as British Showjumping, British Triathlon, Runmates and Chelsea Football Club.
De Kock, himself a former badminton player and coach as well as president of Swiss Badminton, a board member of Badminton Europe and a council member of the World Badminton Federation, will work closely with Zwiebler in the coming months. To ensure a smooth leadership transition, he will continue to serve in an advisory capacity to the WFSGI Board and leadership team until June 2024.
"Robbert has transformed WFSGI and made it future-proof. Without his vision, ideas and tireless commitment to the global sports community, WFSGI would not be where it is today," says Tobias Gröber, Head of ISPO Group and member of the Board of the WFSGI. "We deeply respect his decision and wish him all the best for the future. He will always be welcome on our ISPO platforms. And of course we wish Emma all the best for her new job. She can always be sure of our support."
Robbert de Kock increased both WFSGI's membership and revenue streams, bringing the global sporting goods industry together with the world's leading sport and health organizations. Among the successes of his tenure were a wide range of transformative work including the WFSGI Pledge for the FIFA quality program and the signing of a Memorandum of Understanding (MOU), with the World Health Organization (WHO), to improve global health through increased physical activity and sports participation. In 2016, de Kock was instrumental in the establishment of the International Olympic Committee (IOC) uniform support program and the recent signing of a supplier agreement with the IOC.
Andy Rubin, Chairman of the Board of WFSGI, says, "Thanks to Robbert's dedication and commitment, WFSGI represents the industry at the highest levels of government, sport and health. As we bid farewell to Robbert, we are now embarking on the next chapter in our evolution with Emma as interim CEO. With her expertise and passion, she is well-placed to lead our well-qualified and experienced team. Together they will guide the WFSGI through our next phase of growth and our mission to reduce our impact on the planet, inspire more people to live active lifestyles and promote free and fair trade."
Ironman has developed into one of the most important event brands in the endurance sector. Ahead of the 70.3 Triathlon World Championships 2023 in Finland, DACH CEO Oliver Schiek talks about power, problems and perspectives.
Born in Freiburg, Germany, Oliver Schiek has been organizing major endurance events around the world for around 25 years - first in cycling, such as the Cyclassics in Hamburg or the Deutschland Tour, and today at the Ironman Group, for which he is responsible for all triathlon events in the DACH region. He himself finished his last Ironman in 1997. So the 53-year-old knows the reward for suffering and will be rooting for the Ironman 70.3 World Championships on August 26 and 27, 2023, in Lahti, Finland. For "Challenges of a CEO," Schiek talks about the power, potential and prospects of the Ironman brand and the tragedy at the Ironman in Hamburg.
As Regional Director, I am responsible for all of our Ironman events in the DACH region - Germany, Austria, Switzerland. I also oversee individual other Ironman licenses, including Poland, Croatia and Egypt. In addition to my work at Ironman, I am still working on behalf of the IOC for the Olympic Broadcast Service at the Olympic Games as a production manager. Since London 2012, I have supported TV broadcasting for the triathlon competitions and marathon swimming.
A special feature of the Ironman is that the professionals start in the same race, on the same course and under the same conditions as the "Weekend Warrior". You can meet a Jan Frodeno, a Patrick Lange or an Anne Haug on the course. In which other sport do you have that? Some finish after eight hours, others after 16. 2,000 to 2,500 people together on the course and all fighting out their private happiness. That's what makes it for me, and for us amateur athletes that's a great feeling.
Triathlon is a complex sport with a wide variety of characteristics. Everyone can set their own goals, whether top athlete or "best-ager", whether Ironman competition or short distance. You can start small, then go on to a 70.3, and maybe at some point the Ironman distance is the ultimate challenge. The great thing is that even without a club, you can just start and gradually improve.
People seek and need physical challenges in life. The triathlon is perfect for that. I can do this sport not only in my mid to late 20s, but also in my 60s. Our athletes are people who incorporate training into their daily lives and need the support of their families. These people manage to get themselves from a reasonably athletic fitness level to an Ironman-capable condition. That really means a lot of suffering. I have the greatest respect for that. Many athletes who finish their race after ten or eleven hours let out all their emotions at the finish line, just like I used to do. They are happy and forget everything that pushed them to their limits beforehand. Those are the most beautiful moments. When I see that, I have permanent goose bumps and that gives me strength for the following weeks.
Our motto is "Anything is possible." That's exactly what the Ironman brand stands for. Someone who can't imagine cycling 100 kilometres today can do it without performing any miracles. Even an Ironman in Hawaii is achievable at some point. These are then "life changing moments". Sure, it won't happen overnight, but it's not impossible, and we're laying the groundwork for it with our series.
Ironman is, of course, closely tied to the myth of Hawaii. This longing event swims along with everything. Hawaii has defined the long distance. It's our world championship and there's the opportunity to qualify every year - and without being or becoming a pro. That's already super special and distinguishes the Ironman brand.
A limiting element in the organization of triathlon competitions is the issue of space - for the course, the transition zones, the supply, etc.. That's why we already implemented a split between both genders in 2022 at the Ironman World Championships in Hawaii, with two competition days on Thursday and Saturday. This is important to us, especially with regard to the development of the Women's World Championship. Unfortunately, however, two days in Hawaii are no longer feasible. That's why the 2023 Men's World Championships will be held in Nice on September 10, while the Women's World Championships will be held in Kona, Hawaii, on October 14, as usual. In 2024, the men and women will swap venues.
Kona is a very good venue because you only have one transition area. That's great for the spectators and also makes it easier for us. But you don't always have such conditions. In Frankfurt, for example, it would be great to be able to swim in the Main River to have only one transition area. Since that is currently not possible, we swim in the Langener Waldsee and use a second transition zone in the city centre. That makes the organization more complicated and costly.
Corona has put a strain on us as a society, but it has also put a strain on us as an event industry and sports people, economically and sociologically. As an Ironman Group, we're still not 100 percent back. Even 2022 was not a normal year. Certain things have improved, though. For example, we worked hard on our digital performance. And since club sports were not possible, many people started running or cycling during Corona. Triathlon also benefited from this. At the same time, two winters with closed indoor pools didn't help swimming performance.
The events in Hamburg were terrible and hit my team and me hard. (Editor's note: A camera motorcycle collided with an amateur triathlete on the bike course in early June 2023. The 70-year-old motorcyclist succumbed to his injuries at the scene of the accident). How this could have happened is now part of a prosecutorial investigation, which we support 100 percent. The fact is that the motorcycle did not belong there, as it was on the opposite lane. In everything we do as organizers, we always put safety first. We did that before Hamburg and also afterwards. Immediately after the tragic incident, we adjusted the use of escort vehicles and established almost excessively strict rules for the so-called pro bubble. For example, we extremely limited the number of escort motorcycles. External accredited photographers on motorcycles no longer have access to the pro field. This has already been implemented at the Ironman in Frankfurt and will continue to be done.
Of course we want to make our events better, safer and more attractive. We're not working on new triathlon formats at the moment - enhancing the athlete experience is already enough of a task - but beyond the triathlon competitions, we have a number of well-known ultra-trail running and cycling events up our sleeve that we want to expand further. For example, for mountain bikers there is the MTB Epic Series where you can qualify for the Cape Epic highlight in South Africa. This event usually sells out extremely quickly and qualifying is a great way to get a starting place.
Trail running is also an extreme growth segment, which is also due to the trend of getting away from the crowded streets and out of the cities back into nature. Since 2022, we have been cooperating with the UTMB, i.e. the Ultra Trail Mont Blanc, and in the next five to ten years we want to use it to create a brand that is as well-known worldwide as Ironman is. The series is also designed as a qualifier, the finale of the series is the competition on the Mont Blanc massif, the mecca of ultra trail running. This is relatively new in our country, but very popular among athletes and growing rapidly.
Skiing in Saudi Arabia, the World Cycling Championships in Rwanda, car racing in Azerbaijan: the map of mega-events in sports is becoming increasingly diverse. In the middle of it all are autocratic regimes and dubious investors who want to buy a positive image. A fierce battle is going on around sportswashing, the outcome of which is more open than ever.
Seriously? One billion euros for one year? The way in which the Saudi first-division soccer club Al-Hilal tried to break into the European transfer market made people shake their heads in disbelief: a 300 million transfer fee and 700 million annual salary for Kylian Mbappé! Even if the Frenchman ultimately turned down the offer that would have made him the best-paid soccer player of all time, it shows how excessive things can get in sports when money is not an issue. The main thing is that the world no longer looks so closely at democracy and human rights.
Sportswashing is currently a hot topic. Is it a genuine promotion of sport or are investments aimed purely at image cultivation? Opponents and supporters argue irreconcilably. Are billions spent by autocrats destroying sport? The top three controversies:
The moves of Ronaldo, Benzema and other aging superstars to the top Saudi soccer league, and even more so the Mbappé offer, cast a spotlight on the strategy. Autocratic rulers, their sovereign wealth funds and corporations butter money into anything that promises high profile. They love soccer: For the World Cup in Qatar, the Club World Cup in Saudi Arabia, the rise of the Saudi league to soccer power in Asia, or sponsorship for Manchester City, Paris Saint Germain and other clubs, they dig deep into their coffers. When traditional circuits in Europe run out of cash, Formula 1 moves to Bahrain, Saudi Arabia, Qatar, the United Arab Emirates or Azerbaijan. And skiing in the Arabian desert is something you have to come up with first - in any case, the 2029 Asian Winter Games will be held in Saudi Arabia. No major cycling race can do without the top teams with the sponsors Bahrain, VAR and Saudi Arabia on their jerseys. Rwanda as the venue for the 2025 World Cycling Championships also raises questions about the human rights situation there. The federation justifies the decision by saying that the first world championship in Africa should give a boost to cycling, which is slowly getting off the ground there.
Is it possible to resist big money from government coffers? The tradition-steeped US Golf Tour PGA has tried it. When Saudi Crown Prince Mohammed bin Salman, through his sovereign wealth fund, sent the two-billion-dollar rival Tour LIV to the tee in 2022, the PGA threatened to expel all golfers willing to switch. What good did it do? Nothing. The PGA had to give in and will cooperate with the LIV from next year on.
Sports sponsorship is a tried and tested tool for autocrats. They use it to cement their power. Internally, they offer the sports-loving people identification, emotion and distraction. Externally, they use the events to distract themselves from politics and polish up their oily image - something that seems increasingly necessary in the course of the energy transition away from fossil fuels. At the same time, the billions flowing into sports promise to be a worthwhile investment in the long term.
However, sportswashing is not a new phenomenon. Even in ancient Rome, rulers knew that they could buy the affection of the masses with bread and games. Without a doubt, the greatest sin of sport happened in 1936 with the Olympic Games in Berlin. Ruler Adolf Hitler and his propagandists abused the enthusiasm in Germany and all over the world to distract from the terror of the Nazi regime, which led to the Second World War and the death of six million Jews only three years after the Olympics.
As the most powerful sports federations in the world, the IOC and FIFA are under special scrutiny when it comes to awarding their events. Soccer lost its political innocence as early as the second World Cup: The 1934 title matches, with the host country winning the tournament, allowed the Italian dictator Benito Mussolini broad propaganda for his fascism. And while in 1978 the German national soccer team joined Udo Jürgens in singing a cheerful "Buenos Dias Argentina," numerous other European countries considered a boycott - but ultimately did not follow through - against the violent military dictatorship in World Cup host country Argentina. Human rights organizations also sharply criticized the past four World Cups: 2010 in South Africa, 2014 in Brazil, 2018 in Russia and especially 2022 in Qatar.
FIFA President Gianni Infantino is revving up the money printing machine started by his predecessor Sepp Blatter. The soccer boss speaks of a future vision of FIFA 2.0, but the beautiful distraction did not work as hoped. After all, the external pressure initiated a process in which the powerful federation indirectly admitted that its activities in the social and political environment can certainly be problematic. In 2016, FIFA became the first sports federation to present a strategy for systematic respect of human rights, based on the corresponding UN Guiding Principles. In the discussion about the tournament in Qatar, Infantino saw no contradiction between his own human rights charter and the flow of money from the autocratic Gulf state and the exploitation of foreign workers in the construction of the stadium. Internally, he prevailed over critical voices, especially from European associations, as the farce about the rainbow-colored captain's armband of some European teams and the one-love armband of the German team made clear.
In this context, the FIFA President points to the power of sport to trigger change in countries like Qatar: "Of course, there are things that don't work yet. It is a process. Let's try to convince others through exchange, not through one-sided morality," he said. For Infantino, it was a foregone conclusion in Qatar anyway that the debate had been sparked mainly by the media and a "woken" minority, and that the sport would drown out any troublesome debates. "Of course it will be the best World Cup ever. As soon as the ball rolls, people will focus on it. Because that's what they want, that's the magic of soccer."
At the IOC, President Thomas Bach continues to smile away the conflict over dubious sources of funding, responsibility for human rights and his proximity to the powerful with his thesis of apolitical sport. Which, of course, has never been true: At the 1976 Olympics, it was mainly African delegations fighting against the apartheid regimes in South Africa and Rhodesia that departed from the Games in Montreal. In 1980, after the Soviet invasion of Afghanistan, 65 Western countries stayed away from the Olympics, which was answered by the Eastern bloc four years later by boycotting the Los Angeles Games. And most recently, the 2014 Winter Games in Sochi and 2022 in Beijing were accompanied by accusations of sportswashing, with reference to the human rights situation. Olympic biathlon champion Arnd Pfeiffer, as a TV pundit, was sharply critical: "Thomas Bach always argues that the Olympic Games are apolitical. In my view, that is window dressing. Sport is always closely intertwined with politics." And in view of the gigantism of the Games, biathlete Erik Lesser stated soberly: "States want to present themselves with the Games and emphasize their own strength. The athletes only play an extra role there." An exciting discussion is to be expected if Saudi Arabia - as rumoured in the media - applies to host the Olympic Games.
And in the middle of the opponents are athletes and fans. In the discussion about sportswashing, they intuitively seek their way between necessary funding, carefree enthusiasm for great competitions and political correctness. Above all, the federations have a responsibility not to sacrifice sport to dubious financial sources without a second thought. After all, fans want to live out their love of sport with its unique wealth of emotions as carefree as possible. Joyful events around the globe prove the peaceful, people-connecting character of sport in its many facets. Cross-border tournaments, such as those organized by FIFA and UEFA on several occasions, connect neighboring countries - as is currently the case with the Women's Soccer World Cup in Australia and New Zealand.
The 2024 European soccer championship in Germany raises hopes of a repeat of the 2006 summer fairy tale. Whether such a wave of enthusiasm will once again sweep the entire country and its guests probably depends more on the performance of the German national team than on people's willingness to cheer. The fans in this country prove almost every weekend how well sport can be used to celebrate big parties. It is only with the Olympics that parts of politics, the media, the associations and the public are unfamiliar. This is certainly also due to the image of the IOC, which has been tarnished by sports washing, unchecked financial growth and corruption scandals. Munich's bid for the 2022 Winter Games and Hamburg's bid for the 2024 Summer Games failed miserably in referendums. Now the Rhine-Ruhr region and Berlin are making a new attempt for 2036. A broad-based information campaign by the German Olympic Sports Confederation is to help. The country and its fans are certainly ready for emotional, sustainable Games that unite nations - exactly 100 years after Nazi propaganda betrayed the Olympic idea.
Perhaps the most difficult time for start-ups is the healthy growth after the founding phase. Because suddenly, completely new topics take center stage: market strategy, growth into new countries or regions, raising liquid funds, team building, and much more. ISPO.com spoke with the co-founder of Ryzon and other successful ISPO Brandnew winners about values, networks, the first employees, and printing errors in flyers.
We have summarized the tips of ISPO Brandnew winners and successful start-ups Ryzon, Heatit, Clim8 and Covision MediaLab into seven learnings for healthy growth for start-ups: