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Podcast: Unofficial Partner Guest: Barney Francis, IMG (formerly Head of Sky Sports)

Summary

Barney Francis offers an insider's view of the sports media economy, drawing on his experience running Sky Sports and now leading IMG's production business. The conversation spans new sports formats, piracy, streaming disruption, rights economics, the creation of The Hundred, the Premier League's move to in-house production, and the structural challenges facing rugby in the UK. A consistent thread throughout: the consumer should be at the heart of every decision, and the fundamentals of premium live sport have only strengthened since COVID.

Key Themes

1. New Formats Are Additive, Not Disruptive

Francis frames Baller League, TGL, and similar ventures as supplementary to established sports rather than existential threats. He stresses the importance of managing expectations around these properties and warns against overreading individual case studies.

"Their ambition would never have been, let's stop people watching the tours. It's just, here's something that's additive, that's fun."
"Individual case studies don't necessarily [prove] the story is wrong or the story is flawed."

He notes TGL's narrow scheduling window — filling the January gap before the major golf tours ramp up — as evidence of its complementary positioning.

2. Resilience of Incumbent Rights Holders

A central argument: since COVID, traditional leagues and formats have experienced a sustained commercial boost. The big events still command the largest audiences and the most intense engagement.

"Since COVID, live sport and fundamental, the heartland of live sport that we all know and love is what's really, really, really delivered."

He cites the Super Bowl's 127 million households, the enduring pull of the Ashes over IPL in UK audiences, and the Premier League's continued international growth as evidence.

3. Piracy: From Nudge and Wink to Cultural Norm

Francis describes a generational shift in attitudes to piracy that represents an existential threat to the pay-TV sports model. What was once marginal behaviour has become normalised among younger audiences.

"The nudge in the wink 15 years ago is now for the next generation a cultural norm."
"A new generation and therefore the generations that follow who don't expect to pay for anything."

He recounts conversations with his university-age son's friends who uniformly plan to consume sport via fire sticks and illegal streams once they enter employment — not as a temporary workaround but as a default.

4. The Netflix Value Equation

Francis argues Netflix's low price point and superior user experience effectively immunise it from piracy. This frames the broader challenge for premium sports subscriptions.

"People don't mind parting with 15 pounds a month versus say, a hundred pounds a month."
"There's a brand halo with Netflix. It feels like value."

He tracks Netflix's evolving sports strategy — event-driven rather than league-based (NFL Christmas Day, boxing, WWE Raw) — as a distinctive model that doesn't yet threaten the core rights market.

5. Rights Fragmentation vs. Consolidation

The tension between maximising revenue through multiple buyers and creating a coherent consumer experience runs through several examples. Francis contrasts the Six Nations (all on ITV, clear destination) with the NWSL (spread across five broadcasters) and rugby union in the UK (widely fragmented).

"Right now I think rugby is spread quite far and wide in this UK."
"Ultimately the heart of the sports economy is the consumer."

He references his breakfast with NWSL Commissioner Jessica Berman, who is actively weighing whether consolidation or distribution better serves the league's future.

6. The "Home of" Strategy

Francis treats "home of" positioning as more than marketing — it requires critical mass of rights to be credible. He uses Sky's golf portfolio (both tours, all four majors, Ryder Cup) as the benchmark.

"If you and I were to start off a startup broadcast network today... we might be able to buy the Estonian League in the UK and therefore we could call ourselves the home of football in the UK for the Estonian League."

7. Sky's Consumer-First Philosophy

Francis articulates a rigorous commercial logic at Sky: every rights acquisition had to be justified by subscriber value. Personal taste was irrelevant.

"I'm just a custodian for Richard's money, and my job is to spend it as wisely as possible."
"If I made decisions for me and my interests, I'd have Aston Villa at four o'clock every Sunday."

8. Rugby's Structural Failures

Francis reveals that Sky did not walk away from rugby — the sport's own decision-making prevented the creation of a dedicated rugby channel. He points to deeper structural issues: governance fragmented across too many bodies, a sport played in only 5% of schools, and administrators who were too subjectively invested.

"The reason they weren't on Sky was not lack of appetite for Sky. It was decision making their end for whatever reason. And those reasons weren't always commercial."
"If you're only pooling from 5% of the population every year, that sort of trickles over."

He questions whether CVC has sufficient leverage to aggregate rugby's fractured landscape.

9. The Creation of The Hundred

Francis gives a first-hand account of the moment Tom Harrison pitched The Hundred, framing it as a participation bridge between junior cricket and professional formats — a problem T20 had originally solved but subsequently lost its way on.

"Instantly I said to him, right, it's red versus blue... you start on naught and you've got a hundred balls. As one goes up, the other comes down. Let's make it really, really simple."

He connects this to Sky's long-standing philosophy that rights investment must be paired with grassroots participation programmes.

"Without young people coming through, without the sport being played at grassroots, then we are just playing around until the sport ends."

10. Premier League Production In-House

Francis explains the Premier League's decision to bring production in-house as driven by the need to own relationships with overseas licensees now that international revenue exceeds domestic.

"They want to be closer to understanding what their Japanese licensee wants, what their New Zealand licensee wants."

He positions this as exceptional rather than a new industry norm — very few leagues have the scale and revenue to absorb the cost and operational risk.

11. Remote Production and Efficiency

IMG is increasingly remote-producing matches (e.g., directing a Vancouver MLS game from Stockley Park via fibre). Francis describes eliminating links in the production chain while maintaining or improving quality.

"From the pitch to the eyeball, there are so many links in the chain. Every link is a cost."

He acknowledges the perception issue — audiences can feel a broadcaster isn't taking a sport seriously when commentary is remote — but notes it varies by sport.

Potential Follow-Up Lines

  • Francis hints at non-commercial reasons behind rugby's decisions regarding Sky — a story he explicitly declines to tell ("We've only just met each other"). Worth revisiting.
  • The Hundred's 2028 ECB renewal: Francis acknowledges new franchise owners will push for maximum value but insists the market sets the price. Tension between Sky's founding role and competitive bidding.
  • CVC's ability (or inability) to unify rugby governance — Francis is sceptical but stops short of a definitive view.
  • Athletics: Francis expresses genuine dismay at the state of the sport, calling it the most inclusive participation opportunity available. Could be a standalone conversation.

Context for Archive

Cross-references well with previous episodes on: county cricket economics, the bundling debate (Murray/Yannick), Bill Bush on piracy, Premier League international rights strategy. Francis's consumer-first framing and grassroots emphasis provide a strong counterpoint to guests who lead with disruption narratives.