Ravi Krishnan aims to blend sport, culture & commerce with new venture Abler Sports & Entertainment

Time of India

6 hours ago

In a changing sports and entertainment landscape, veteran sports marketer Ravi
Krishnan
is focusing on the intersection of intellectual property (IP), data, and popular culture through his new venture, Abler Sports & Entertainment (
ASE
).
The veteran sports marketing executive aims to reimagine how sport and entertainment are consumed, monetised, and experienced—not just in India, but internationally.
ASE is backed by a group of investors from media, technology, sports, and private equity. Notable investors in ASE include Suv Mohapatra, Managing Director at Accenture Singapore; Josh Liberman, Co-founder and Chairman of CVS Lane Capital Partners; Mike Dolan, former Chairman of
IMG
and former CEO of Bacardi; and Ashutosh Srivastava, former CEO of APAC at GroupM.
From his early career at IMG South Asia to initiatives like the Sahara Cup and Lakmé Fashion Week, Krishnan has focused on innovation and long-term strategy.
His latest venture centres on fan engagement, IP ownership, and a digital-first approach. He sees this as an opportunity for India to play a more prominent role in the global sports ecosystem.
Krishnan's perspective is straightforward: sport remains one of the few true real-time entertainment experiences.
'If you want to watch Royal Challengers Bengaluru play Punjab Kings, you need to watch it live. That urgency gives sport an edge,' he says. However, he notes that most digital engagement today still focuses on awareness, rather than driving action.
This, he believes, is where his company comes in. It positions itself as an 'awareness-to-action' platform—where fan interaction leads to revenue generation, data-driven decision-making, and better returns for rights holders and sponsors.
Focus on IP ownership
A central element of Krishnan's strategy is the creation and control of IP. 'Everyone wants to build value now,' he says. 'Celebrities don't want a one-time payout to generate $100 million in revenue for others. They want IP ownership.'
He contrasts the long-term value of Lakmé Fashion Week, which he launched while at IMG with the
Unilever
brand as its title sponsor in 2000, with the more transactional nature of properties like the
IPL
, which has had several title sponsors over the years. His point: lasting IP creates long-term brand equity.
India as a growth market
Krishnan also sees growing interest in India from global rights holders. 'Manchester City doesn't need more fans in Manchester. They need to monetise fans in India, Indonesia, and Africa,' he says.
He argues that while many international entities highlight their Indian fan bases, few have been able to translate that interest into sustainable revenue.
His company seeks to help bridge that gap—supporting both foreign brands entering India and Indian brands looking to expand abroad. 'In the '80s it was Japan, in the '90s Korea, then China. India will make its mark on the globe even more substantially in the future.'
Bridging worlds
With offices in London, Mumbai, San Francisco, and Melbourne, Krishnan describes his venture as a 'global business with an Indian heart.' This positioning, he believes, allows the company to serve as a conduit between Indian and international markets.
He points to partnerships like Infosys at Grand Slams, TCS with global marathons, and Apollo Tyres with Manchester United as signs of India's increasing presence on the global sports stage.
'Indian culture, IP, and commerce are poised for global relevance. And we want to be at the centre of it,' he says.
Growing opportunity in women's sport
Krishnan sees significant untapped potential in women's sports. 'Women's sport is an absolute rising tide in the world of sports,' he says. From growing participation and audiences to rising sponsor interest, he expects the category to grow quickly.
His company is already working with
World Rugby
on the Women's World Cup and integrating women-oriented content on its digital platform, Stepathlon. 'If companies have $100 to spend on sport, they won't spend it all on men in the future.'
Sport as a cultural experience
Another area Krishnan highlights is the 'festivalisation' of sport—blending athletic competition with music, fashion, and food to create a broader experience. 'The Australian Open is a festival with a tennis tournament,' he says. He sees the IPL as another example, having become more than just a cricket league.
His goal is to develop IPs that span platforms, cultures, and generations—not just as media products, but as experiences.
Exploring new models
Although cricket continues to dominate the Indian sports landscape, Krishnan is also exploring tennis, football, and multi-sport formats. He is particularly focused on creating properties that don't rely solely on traditional broadcast models, which he says are heavily tilted toward the IPL.
'There's very little left for other leagues. We need to find alternative monetisation models—direct-to-consumer, sponsor-led, or data-driven,' he says. His company is also developing year-round engagement platforms, including non-live content and fan communities.
Understanding the market
Krishnan describes India as a 'head and heart' market, where success depends on local insights, cultural nuance, and long-term thinking. With most of the population under 25, he sees both an opportunity and a challenge: the demographic potential is there but remains under-monetised.
He also sees parallels with other emerging markets such as Africa and Latin America.
A broader purpose
For Krishnan, sport is more than a business opportunity—it's a tool for positive change. His platform Stepathlon aims to address health challenges by encouraging physical activity.
'Wellness is a $6.3 trillion industry. Sport is $500 billion. The connection between the two is undeniable,' he says. 'We use popular culture not just to entertain, but to heal, inspire, and mobilise communities.'
Krishnan believes the coming decade could be pivotal for India in global sport and entertainment. He sees the potential to drive change through smart partnerships, IP creation, and a technology-first approach.
'We're ambitious—quantitatively and qualitatively,' he says. 'Our goal is to be a thoughtful leader in a rapidly transforming global industry.'