Nicholas Nahas and Samir Imran on the next decade of sports in the Middle East

Over the past couple of years, Arthur D. Little has launched and built out its Sports practice in the Middle East. We sat down with partners Nicholas Nahas and Samir Imran to discuss how the management consulting firm positions itself across the sports value chain and what the next decade could hold for the rapidly evolving sector.

What market dynamics and client needs led to Arthur D. Little’s expansion in the sports scene?

Samir: The short answer is that the market is moving quickly, and Arthur D. Little is moving with it and at the same time helping to shape its future.

Across markets such as the Gulf Cooperation Council, sports has become a strategic sector, closely linked to tourism, economic diversification, and quality of life. This is creating demand from a wide range of stakeholders, from ministries and federations to leagues, clubs, and destination developers.

Many of these organizations now have well-developed strategies and the priority now is more on execution, whether that is delivering events, building infrastructure, or developing sustainable commercial models. This shift is driving demand for more integrated and hands-on advisory support.

Nicholas: We are also seeing a growing level of complexity. Delivering major sporting events now requires coordination across multiple sectors, including transport, hospitality, and destination marketing. Success depends on how effectively these elements are aligned. As a result, clients are increasingly looking for support beyond strategy, particularly in ensuring readiness and delivering large-scale initiatives.

How is Arthur D. Little positioning its Sports practice, and what differentiates the firm’s approach?

Samir: Our Sports practice is intentionally broad. We are advising our clients across the full value chain, from policy development and strategy through to sub-sector design, investments, monetization, and commercialization. This means supporting all stakeholders across the sports ecosystem.

Pure-play sports consultancies tend to be narrow in their functional scope. What differentiates our approach is that we do not treat sports as a standalone vertical. Instead, we integrate capabilities from across the firm, bringing together digital, infrastructure, public sector, sustainability, and tourism capabilities to address both strategy and execution in a coherent way.

Nicholas: A key part of that approach is the ability to combine sector expertise with digital capabilities. Advanced analytics and AI are transforming athlete performance, scouting, and fan engagement, while digital platforms are opening new opportunities for data monetization and direct interaction with fans. These developments are reshaping how sports organizations operate and create value.

What are the most pressing challenges facing sports organizations today?

Samir: In markets such as Saudi Arabia, the ambition is to build a complete sports ecosystem. Demand is strong, driven by a young and increasingly engaged population. However, several structural challenges remain. Infrastructure still needs to be developed or modernized to support both participation and events.

At the same time, attracting private sector investment is not straightforward. While the opportunity is clear, the business case is still evolving, and investors require greater visibility on long-term returns.

Financial sustainability is a key concern. Public funding has played a major role in accelerating growth, but it cannot be the long-term foundation. But now, virtually every government-backed sports client is grappling with how to reduce dependence on state funding and build genuine private sector revenue streams.

Nicholas: I would also add that monetization remains a critical gap. Ticketing, sponsorship, and media rights are still maturing, and audience growth is essential to unlocking value. More broadly, sports assets are increasingly seen as investable assets capable of generating sustainable returns, attracting institutional capital and raising expectations around performance and governance.

How is the business model of sports evolving?

Samir: One of the most important shifts is the move away from what we call the “matchday-only” model. Traditionally, clubs relied heavily on revenues generated during games. That model is no longer sufficient.

Leading organizations are transitioning toward a 365-day revenue model, generating value through digital memberships, content creation, gaming and esports, wellness offerings, and continuous fan engagement. This includes new touchpoints such as club-branded gyms and other experiences that allow fans to engage with teams beyond the stadium.

Nicholas: This evolution is also reflected in infrastructure. Stadiums are being redesigned as multi-use venues that can host a range of events and experiences throughout the year. This shift supports more consistent engagement and allows organizations to maximize both utilization and revenue over time.

What key trends will shape the sports industry over the next five to ten years?

Nicholas: Several trends are already clear. Digital transformation will continue to accelerate, from AI-driven analytics to direct-to-consumer platforms that deepen fan engagement. Privatization will also play a growing role, particularly in markets where public ownership has historically been dominant.

Sustainability is another critical theme, as large-scale sporting events face increasing pressure to reduce their environmental footprint and contribute to long-term resilience.

Samir: Two additional shifts stand out. The first is the rise of women’s sports, where participation, viewership, and investment are expected to grow significantly.

The second is the expansion of e-sports and gaming. In regions with younger populations, this is becoming a central component of the sports ecosystem, with its own infrastructure, business models, and monetization opportunities.