Latest news with #Stepathlon
Mint
10-06-2025
- Business
- Mint
Ravi Krishnan's ASE to empower IP ownership in sports, entertainment
MUMBAI: Drawing on his extensive experience as former IMG South Asia managing director and Rajasthan Royals vice-chairman, veteran sports and entertainment executive Ravi Krishnan is embarking on his most ambitious venture to date. He's launched ASE (Abler Sports & Entertainment), pronounced 'Ace", a full-service, IP- and data-driven company that converges sports, media, fashion, wellness and entertainment. Goal? To help brands, celebrities, teams and rightsholders stop being 'renters" of intellectual property (IP) and start becoming owners. Also read: Advertising sentiment remains subdued during festive quarter 'We want to build a business of scale, significance and positive impact," Krishnan told Mint. 'Everything I've done till now, from IMG to Stepathlon to building IPs like Lakmé Fashion Week, Sahara Cup feels like it's coming together in this one venture." Built across six divisions—ASE Engage (data), ASE Advisory (consulting), ASE Partnerships (rights and revenue), ASE Consumer (licensing and merchandise), ASE Media (non-live content), and ASE Alive (events)—the company aims to bridge content, commerce and community through a mix of owned IPs and client partnerships. The model allows ASE to act as a content creator, commercial partner, strategic advisor and digital data engine, depending on the brand or market need. At the heart of ASE is the belief that IP ownership unlocks enterprise value, not just brand visibility. Citing examples like Lakmé Fashion Week and the IPL's sponsor churn, Krishnan said the future lies in co-creating long-term assets with commercial control. 'Celebrities don't want to drive $100 million of sales for $100,000 in endorsement fees anymore. They want a piece of the pie." One of ASE's early differentiators is its ownership of Stepathlon, the wellness and fan engagement platform now powering its data division, ASE Engage. With over a million users and a rebuilt tech backbone, the platform helps ethically collect zero- and first-party data, co-owned with clients, to build detailed fan profiles and drive outcomes beyond vanity metrics. 'We don't believe in profitless volume," said Krishnan. 'The idea is to turn awareness into action, and casual fans into actively engaged communities." Also read: CCL rolls out UK's Percol brand in India to push beyond mass-market coffee Zero-party data is a set of information that a customer voluntarily provides to a brand, such as their preferences, purchase intentions etc, while first-party data also include details observed or inferred by the brand, typically from website analytics, customer behaviour and assumptions about visitors. ASE is focused on maximizing what it calls 'Fan Lifetime Value' (FLV) by converting casual interest into long-term monetizable engagement across digital and physical touchpoints. Krishnan is particularly bullish on the role of India and other emerging markets as both creators and exporters of pop culture IP. 'India's time has come. It's not just about inbound. We're looking at outbound too. Look at what Dishoom has done for Indian food in London, or how Apollo and BKT are sponsoring global teams and events. We're focusing on the rise of cool, contemporary India." Women's sport is another area Krishnan sees significant upside in. ASE is currently working with World Rugby on fan engagement for the 2025 Women's World Cup in England, and is in talks to co-create new women-centric IPs across multiple sports and content formats. 'On the field, I believe Indian women can lead the world in sport. We want to go deep with this vertical to ultimately create an ASE W division, an ecosystem for women's sport." ASE also plans to own or co-own IPs in experiential sportainment (sports and entertainment), blending sports, music, fashion, food and wellness into festival-style formats. Krishnan cited examples like the Australian Open and LIV Golf as global blueprints and said profitability independent of linear broadcast will be a key criterion. 'We don't believe in profitless volume. Impact comes from quantitatively and qualitatively building sustainable platforms." The company has already closed five deals across three verticals before launch, including advisory mandates for Destination Sport Group's India entry and Urban Turf (synthetic courts). It is also working on eight more. Through ASE Advisory, it facilitates inbound and outbound partnerships for Indian and global brands. Its investor and advisory board includes former IMG veterans, private equity players, and a diverse group spanning geographies and sectors. Among its notable backers are Mike Dolan (former IMG global president and chief executive officer of Bacardi), Suv Mohapatra (managing director, Accenture Singapore), Greg Sproule (former head, IMG Middle East), Shekhar Ramamurthy (deputy chairman, Allied Breweries) and Jeremy Gardner (founder, Mystic Ventures). It also includes global leaders such as Jim Glover (CSM, ARENA), Ashutosh Srivastava (ex-GroupM APAC chief executive officer), Alison Lee (ATP Tour), John Loffhagen (ex-IMG legal head), Ekta Hutton (FIFA Digital) and investors Josh Liberman and Veeru Murugappan. 'As early backers of Ravi's vision, we believe ASE is uniquely positioned to unlock long-term value at the intersection of sport, data and culture," said Josh Liberman, co-founder of CVS Lane and Lumir Ventures. 'This is a long play, but one that can shape global conversations." Also read: IPL giant GMR tackles rugby with India League, aims to build Olympic-aligned IP 'This is not just an India play. We're a global business with offices in Mumbai, London, San Francisco and Australia. Our head is global but our heart is Indian and emerging markets. We want to be the bridge between analogue and the digital-native future of fan engagement, content and commerce. We want to be the trusted ally for brands, rights holders and even governments—combining purpose and profit, powered by a truly global and locally 'grounded' team," Krishnan said. When asked about the moonshot, Krishnan only smiled: 'It's coming. Big bets don't always start with a roadmap. They emerge when you're in the room, not on Zoom."
Fashion Value Chain
06-06-2025
- Sport
- Fashion Value Chain
World Rugby and Stepathlon Launch Road to Twickenham
In an exciting first-of-its-kind collaboration, World Rugby and Stepathlon are proud to launch Road to Twickenham powered by Stepathlon – a global fan engagement and wellness initiative designed to uniquely have supporters participate in the biggest ever Women's Rugby World Cup. Road to Twickenham is an inclusive and accessible initiative by World Rugby and Stepathlon aimed at engaging with global fans for the Women's Rugby World Cup 2025 This dynamic Virtual Challenge, hosted exclusively on the Rugby World Cup App, kicked off from 100 days to go until the first match of the Women's Rugby World Cup 2025, when hosts England take on USA at the Stadium of Light, in Sunderland on Friday 22nd August. With Women's Rugby World Cup 2025 already set to be the biggest celebration of women's rugby ever, Road to Twickenham is a great way for all fans to be involved – building the excitement and anticipation of the tournament, and helping fans learn more about the players, teams and venues. Road to Twickenham invites fans to engage in physical activity, contests and quizzes to win points, move up the leaderboard, compete against other global fans for a chance to win exclusive prizes, including tickets, merchandise and matchday experiences. It will build a global, active, community all looking to engage with Women's Rugby World Cup 2025. Stepathlon is committed to supporting the growth of women's sport and Road to Twickenham will celebrate the Women's Rugby World Cup and elevate awareness of the women's game by encouraging fans all around the world to get active, participate, and support their favourite teams. Road to Twickenham is for anyone, anywhere, anytime. Road to Twickenham has also partnered with World Rugby's Global Charity Partner – ChildFund Rugby ( who are harnessing the power of rugby to drive positive social change, supporting children and young people in vulnerable communities. Road to Twickenham will be conducted in two phases Phase 1: Road to Twickenham – 100 Days to Go Prep Sprint (Live until 21st August) The first challenge, during the lead-up to the Tournament, will encourage participants to embark on a virtual journey through the eight host locations, uncovering iconic landmarks and earning points by completing a series of fun, wellness-based and rugby-inspired tasks. These activities are designed to inspire, educate, and energize fans. Along the way, participants can win exclusive match tickets and other rewards. It sets the stage for the main challenge, building momentum and anticipation as fans gear up for the Tournament. Phase 2: Road to Twickenham (22nd August – 27th September) During the Tournament, the virtual course shifts focus to the official Women's Rugby World Cup 2025 stadia, with participants progressing through match-day inspired challenges tied to real-time tournament moments. As fans climb the leaderboard, they unlock the chance to win tickets, merchandise, and once-in-a-lifetime experiences. The Road to Twickenham culminates in a grand finale, with top participants heading to Twickenham to see the Final on Saturday 27th of September live, with exclusive hospitality as part of an unforgettable occasion. 'We're thrilled to launch Road to Twickenham in partnership with Stepathlon,' said Sarah Massey, Women's Rugby World Cup 2025 Managing Director. 'This initiative offers a fantastic way for fans around the world to get active, engage with women's rugby, and discover more about the players, teams, and venues. With the 2025 tournament set to be the biggest yet, we're excited to provide this unique opportunity for fans to be part of history-wherever they are.' Ravi Krishnan, CEO & Founder of Stepathlon, shared, 'As a passionate advocate for the growth and progression of women's sport, I believe we are at a pivotal moment to drive real, lasting impact. Partnering with World Rugby for the Women's Rugby World Cup 2025 allows us to harness that momentum – to help bring more fans into stadiums, amplify the energy of the game, and build a global movement. The Road to Twickenham, powered by Stepathlon isn't just a wellness initiative – it's a Call to Action. It's about building communities, inspiring participation, and accelerating the visibility and impact of women's sport on and off the field.' Megan Knight, ChildFund Rugby Co-Director, said, 'We are excited to extend our reach with Road to Twickenham – inspiring more children, families, and communities to move, play, and learn. This partnership allows us to share the values of rugby in new ways, and we look forward to seeing the fun and benefits unfold for everyone involved.' How to Join the Road to Twickenham Download the Rugby World Cup App and sign up today [insert bitly link]. Road to Twickenham is inclusive and accessible – no matter your age, gender, location or physical ability. Whether youre seeing a scrum for the first time, following your favourite player or backing your home nation, this is your chance to be part of a global movement. About World Rugby World Rugby is the international governing body of rugby union, driving the sport's global development and overseeing major tournaments, including the Rugby World Cup and the Womens Rugby World Cup. With a strong focus on inclusion, sustainability, and innovation, World Rugby connects millions of players and fans across the world. About Stepathlon Stepathlon is a unique fan engagement platform with clients including World Rugby, Manchester City, CVC owned IPL Team Gujarat Titans, US Major League Rugby and a growing global blue-chip client base. The proprietary fan engagement and data platform focuses on active participation and engagement to deliver a powerful turnkey fan and consumer engagement platform for Rightsholders and Brands. The Stepathlon platform creates a unique, innovative, digital asset (IP) that is scalable, ethically collecting clean, actionable fan data and engaging fan bases to unlock multiple revenue opportunities and expands audiences in new and existing markets to increase fan lifetime value. The platform hosts a mass participation challenge, where participants move around a 'virtual course' by being physically active and engaging with content, quizzes, customised contests, and like-minded fan communities. They focus on three key pillars of wellness – Movement, Nutrition and Mental Health and are inclusive by design – agnostic to age, gender, location and physical ability. It is a simple, rewarding and fun fitness activity for anyone, anywhere, anytime. About ChildFund Rugby ChildFund Rugby collaborates with rugby partners globally to provide children and young people with opportunities to play, learn and lead. Through integrated rugby and life skills learning, young people in vulnerable situations develop critical social and emotional skills, which help them achieve personal goals, build empathy, manage emotions, develop positive relationships, and make responsible decisions.
Time of India
25-05-2025
- Business
- Time of India
Debunking HR Myths: Why workplace celebrations and surveys matter, ETHRWorld
Highlights Celebrations boost engagement and reinforce company values. Surveys succeed when organizations take visible action on feedback. Inclusive practices enhance employee experience and trust. Advt Advt By , ETHRWorld Contributor Join the community of 2M+ industry professionals Subscribe to our newsletter to get latest insights & analysis. Download ETHRWorld App Get Realtime updates Save your favourite articles Scan to download App In today's data-driven business environment, HR initiatives are increasingly expected to deliver measurable impact. Yet workplace celebrations and employee surveys are often dismissed as 'feel-good' activities with limited business value. This view misses the deeper truth: when implemented thoughtfully, these practices significantly enhance organizational health and performance. Here's are frequently first to be cut when budgets tighten. But their impact reaches far beyond momentary happiness.1. They reinforce organizational identity. Celebrating achievements aligned with company values helps embed those values in everyday culture more powerfully than any policy document.2. They build social networks. From national holidays to sports tournaments or health challenges like a Stepathlon, shared experiences create trust and break down silos across teams and levels. Employees who report strong workplace relationships are more likely to be engaged and productive.3. They make progress visible. In knowledge work, where impact isn't always immediately apparent, celebrations provide tangible recognition. This satisfies our basic need to see that our work matters.I call this the 'Visible Investment Effect'—when organizations publicly invest time and resources in celebrating employees, it sends a strong message that people matter. This often leads to increased discretionary effort and commitment. These benefits are backed by behavioural science. Principles like reciprocity, social proof, and psychological safety—all fostered through celebration—are proven drivers of performance and don't fail because employees are tired of them. They fail because organizations don't act on what they learn. To close this 'Say-Do Gap' we use a four-step framework:1. Ask the right questions – Focus on what directly influences performance and experience.2. Communicate transparently – Share key findings, even the difficult ones.3. Take visible action – Even small steps, if linked to feedback, build trust.4. Track and share impact – Reinforce that input leads to REA India, our post-survey actions include department-level initiatives and personalized development plans (IDPs) for managers. These targeted responses have improved our people strategy and driven higher engagement and participation year after year. When feedback loops are closed consistently, surveys stop being a routine—they become a foundation of real power emerges when we stop treating celebrations and surveys as separate. Together, they form a cohesive employee experience strategy that addresses fundamental human needs: to be heard, to feel valued, and to see progress. Surveys provide insight. Celebrations provide meaning. When paired, they reinforce each other and create a culture of appreciation and work has disrupted informal connections and spontaneous moments of belonging. But it has also forced us to rethink what truly builds celebrations, onboarding rituals, and digital recognition moments—when thoughtfully designed—can be just as impactful as their in-person counterparts. In fact, they often have greater reach and seen first-hand how digital-first celebrations can still build connection, clarity, and morale. What matters most isn't the medium—it's the intention: to help people feel seen and is essential in modern workplaces. Celebrations must be respectful of diverse backgrounds, cultures, and preferences. Not every employee connects with the same events or expresses engagement in the same way. Likewise, surveys must be designed to include varied communication styles and needs. Creating space for quieter voices, neurodiverse employees, or those working in different geographies helps ensure everyone's experience is represented. Inclusive practices aren't just ethical—they're HR often leads these initiatives, their success hinges on leadership modelling. When leaders engage in celebrations or reference survey feedback in decisions, it sends a message that these efforts when leaders are disengaged or inconsistent, it undermines trust and devalues the experience. Celebrations and surveys must be sustained—not one-off gestures. Culture is built through rhythm: regular feedback, regular recognition, and a shared sense of time has come to reframe the conversation. Celebrations and surveys aren't fringe perks. They are central to creating a workplace where people bring their best thinking, strongest commitment, and highest creativity. In a world where talent is a company's most valuable and costly resource, the real question isn't whether we can afford these initiatives. It's whether we can afford not to.
