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Sportradar Outlines Growth Strategy and Financial Outlook at Investor Day

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Provides financial targets including expectation to grow revenue at a 15% CAGR through 2027, while expanding Adjusted EBITDA margin and Free cash flow conversion by 700 basis points

Sportradar Group AG (NASDAQ: SRAD) (“Sportradar” or the “Company”), the leading global sports technology company, will today host an Investor Day to present the Company’s growth strategy and financial outlook.

Chief Executive Officer Carsten Koerl, Chief Financial Officer Craig Felenstein, and other members of the Sportradar leadership team will provide an in-depth look into the Company’s priorities and growth opportunities. The event will also feature a fire-side chat with Adam Silver, NBA Commissioner and Gary Bettman, NHL Commissioner, as well as presentations from Jason Robins, Co-Founder and CEO of DraftKings and George Daskalakis, Co-Founder and CEO of Kaizen Gaming, owner of the Betano sportsbook brand.

Speakers will highlight Sportradar’s competitive advantages and the key elements of its growth strategy, which will enable it to continue driving significant value for partners, clients and shareholders, including:

  • At an inflection point for multi-year value creation. With industry leading scale, unmatched competitive advantages, and major sports rights secured for the long-term, the Company is at an inflection point to drive sustainable revenue growth while significantly expanding margins and cash generation.
  • Mission-critical leadership. The Company has an unrivaled position at the center of the sports ecosystem serving over 2,100 clients and partners worldwide. Its unmatched depth, breadth and scale in content rich data, diverse product portfolio and expansive distribution network create high barriers to entry.
  • Large and growing core sports betting opportunity. With a global addressable sports betting market expected to grow at a double-digit CAGR over the next four years, the Company is benefitting from strong market tailwinds and the convergence of the sports, betting and media industries.
  • A track record of product innovation to drive take rate. The Company is well-positioned to outpace industry growth and capture a growing share of in-play betting thanks to a market-leading product portfolio designed to deeply engage sports fans, combined with a commercial strategy focused on addressing clients’ evolving needs.
  • Opportunities from adjacent markets. The Company will continue to look at opportunities in adjacent markets, including leveraging its existing 360-degree marketing services capabilities in the adjacent online casino market, opening up a potential $2 billion serviceable addressable market (SAM).
  • Leverage technology and AI to drive efficiency and innovation. A robust tech stack and deep AI capabilities enable the Company to improve efficiencies, accelerate innovation and provide an opportunity to lower growth barriers for partners and clients in the sports ecosystem.

Sportradar expects to deliver exceptional financial performance over the next three years translating to the following 2027 targets:

  • Revenue of at least €1.7 billion, representing a 15% CAGR.
  • Adjusted EBITDA1 of at least €455 million, representing a 27% CAGR.
  • Adjusted EBITDA1 margin expansion of 700 basis points.
  • Free cash flow1 of approximately €275 million, increasing free cash flow conversion1 to at least 60% by 2027.

1 Non-IFRS measure; see the section below captioned “Non-IFRS Financial Measures” for more details.

Carsten Koerl, Sportradar Chief Executive Officer, said: “We look forward to sharing our vision and strategy for driving sustainable, long-term growth at our Investor Day. As the market leader in sports technology, Sportradar is uniquely positioned at the center of the sports ecosystem. With our leading scale, unparalleled global distribution network and history of innovation we are confident in our ability to continue our strong momentum and deliver tremendous value for our clients, partners and shareholders.”

The full agenda and a live stream of the presentations, beginning at 9 am EST, can be found on the Sportradar Investor Relations website and dedicated Investor Day website. A replay will be available after the event concludes.

 

Non-IFRS Financial Measures

We have provided in this press release financial information that has not been prepared in accordance with IFRS, including Adjusted EBITDA, Adjusted EBITDA margin, Free cash flow, and Free cash flow conversion. We use these non-IFRS financial measures internally in analyzing our financial results and believe they are useful to investors, as a supplement to IFRS measures, in evaluating our ongoing operational performance. We believe that the use of these non-IFRS financial measures provides an additional tool for investors to use in evaluating ongoing operating results and trends and in comparing our financial results with other companies in our industry, many of which present similar non-IFRS financial measures to investors.

Non-IFRS financial measures should not be considered in isolation from, or as a substitute for, financial information prepared in accordance with IFRS.

  • “Adjusted EBITDA” represents earnings for the period from continuing operations adjusted for finance income and finance costs, income tax expense or benefit, depreciation and amortization (excluding amortization of capitalized sport rights licenses), foreign currency gains or losses, and other items that are non-recurring or not related to the Company’s revenue-generating operations, including share-based compensation, impairment charges or income, management restructuring costs, non-routine litigation costs, losses related to equity-accounted investee (SportTech AG), and professional fees for the Sarbanes-Oxley Act of 2002 and enterprise resource planning implementations.

License fees relating to sport rights are a key component of how we generate revenue and one of our main operating expenses. Only licenses that meet the recognition criteria of IAS 38 are capitalized. The primary distinction for whether a license is capitalized or not capitalized is the contracted length of the applicable license. Therefore, the type of license we enter into can have a significant impact on our results of operations depending on whether we are able to capitalize the relevant license. As such, our presentation of Adjusted EBITDA reflects the full costs of our sport right’s licenses. Management believes that, by including amortization of sport rights in its calculation of Adjusted EBITDA, the result is a financial metric that is both more meaningful and comparable for management and our investors while also being more indicative of our ongoing operating performance.

We present Adjusted EBITDA because management believes that some items excluded are non-recurring in nature and this information is relevant in evaluating the results relative to other entities that operate in the same industry. Management believes Adjusted EBITDA is useful to investors for evaluating Sportradar’s operating performance against competitors, which commonly disclose similar performance measures. However, Sportradar’s calculation of Adjusted EBITDA may not be comparable to other similarly titled performance measures of other companies. Adjusted EBITDA is not intended to be a substitute for any IFRS financial measure.

Items excluded from Adjusted EBITDA include significant components in understanding and assessing financial performance. Adjusted EBITDA has limitations as an analytical tool and should not be considered in isolation, or as an alternative to, or a substitute for, profit for the period, revenue or other financial statement data presented in our consolidated financial statements as indicators of financial performance. We compensate for these limitations by relying primarily on our IFRS results and using Adjusted EBITDA only as a supplemental measure.

  • “Adjusted EBITDA margin” is the ratio of Adjusted EBITDA to revenue.

The Company is unable to provide a reconciliation of Adjusted EBITDA to profit (loss) for the period or Adjusted EBITDA margin to profit (loss) for the period as a percentage of revenue (in each case the most directly comparable IFRS financial measure), on a forward-looking basis without unreasonable effort because items that impact this IFRS financial measure are not within the Company’s control and/or cannot be reasonably predicted. These items may include, but are not limited to, foreign exchange gains and losses. Such information may have a significant, and potentially unpredictable, impact on the Company’s future financial results.

We consider Free cash flow and Free cash flow conversion to be liquidity measures that provide useful information to management and investors about the amount of cash generated by the business after the purchase of property and equipment, the purchase of intangible assets and payment of lease liabilities, which can then be used, among other things, to invest in our business and make strategic acquisitions, as well as our ability to convert our earnings to cash. A limitation of the utility of Free cash flow and Free cash flow conversion as measures of liquidity is that they do not represent the total increase or decrease in our cash balance for the year.

  • Free cash flow” represents net cash from operating activities adjusted for payments for lease liabilities, acquisition of property and equipment, and acquisition of intangible assets.
  • Free cash flow conversion” represents Free cash flow as a percentage of Adjusted EBITDA.

The Company is unable to provide a reconciliation of Free cash flow to net cash from operating activities or Free cash flow conversion to net cash from operating activities as a percentage of profit for the period from continuing operations (in each case the most directly comparable IFRS financial measure), on a forward-looking basis without unreasonable effort because items that impact this IFRS financial measure are not within the Company’s control and/or cannot be reasonably predicted. These items may include, but are not limited to, changes in working capital, the timing of customer payments, the timing and amount of tax payments, and other non-recurring or unusual items. Such information may have a significant, and potentially unpredictable, impact on the Company’s future financial results.

Safe Harbor for Forward-Looking Statements

Certain statements in this presentation may constitute “forward-looking” statements and information within the meaning of Section 27A of the Securities Act of 1933, Section 21E of the Securities Exchange Act of 1934, and the safe harbor provisions of the U.S. Private Securities Litigation Reform Act of 1995 that relate to our current expectations and views of future events, including, without limitation, statements regarding future financial or operating performance, planned activities and objectives, anticipated growth resulting therefrom, market opportunities, strategies and other expectations, and our guidance and outlook, including targets for 2027 performance. In some cases, these forward-looking statements can be identified by words or phrases such as “may,” “might,” “will,” “could,” “would,” “should,” “expect,” “plan,” “anticipate,” “intend,” “seek,” “believe,” “estimate,” “predict,” “potential,” “projects”, “continue,” “contemplate,” “confident,” “possible” or similar words. These forward-looking statements are subject to risks, uncertainties and assumptions, some of which are beyond our control. In addition, these forward-looking statements reflect our current views with respect to future events and are not a guarantee of future performance. Actual outcomes may differ materially from the information contained in the forward-looking statements as a result of a number of factors, including, without limitation, the following: economy downturns and political and market conditions beyond our control, including the impact of the Russia/Ukraine and other military conflicts such as acts or war or terrorism and foreign exchange rate fluctuations; pandemics could have an adverse effect on our business; dependence on our strategic relationships with our sports league partners; effect of social responsibility concerns and public opinion on responsible gaming requirements on our reputation; potential adverse changes in public and consumer tastes and preferences and industry trends; potential changes in competitive landscape, including new market entrants or disintermediation; potential inability to anticipate and adopt new technology, including efficiencies achieved through the use of artificial intelligence; potential errors, failures or bugs in our products; inability to protect our systems and data from continually evolving cybersecurity risks, security breaches or other technological risks; potential interruptions and failures in our systems or infrastructure; difficulties in our ability to evaluate, complete and integrate acquisitions (including the IMG ARENA acquisition) successfully; our ability to comply with governmental laws, rules, regulations, and other legal obligations, related to data privacy, protection and security; ability to comply with the variety of unsettled and developing U.S. and foreign laws on sports betting; dependence on jurisdictions with uncertain regulatory frameworks for our revenue; changes in the legal and regulatory status of real money gambling and betting legislation on us and our customers; our inability to maintain or obtain regulatory compliance in the jurisdictions in which we conduct our business; our ability to obtain, maintain, protect, enforce and defend our intellectual property rights; our ability to obtain and maintain sufficient data rights from major sports leagues, including exclusive rights; any material weaknesses identified in our internal control over financial reporting; inability to secure additional financing in a timely manner, or at all, to meet our long-term future capital needs; and other risk factors set forth in the section titled “Risk Factors” in our Annual Report on Form 20-F for the fiscal year ended December 31, 2024, and other documents filed with or furnished to the SEC, accessible on the SEC’s website at sec.gov and on our website at investors.sportradar.com. These statements reflect management’s current expectations regarding future events and operating performance and speak only as of the date of this press release. One should not put undue reliance on any forward-looking statements. Although we believe that the expectations reflected in the forward-looking statements are reasonable, we cannot guarantee that future results, levels of activity, performance and events and circumstances reflected in the forward-looking statements will be achieved or will occur. Except as required by law, we undertake no obligation to update or revise publicly any forward-looking statements, whether as a result of new information, future events or otherwise, after the date on which the statements are made or to reflect the occurrence of unanticipated events.

The post Sportradar Outlines Growth Strategy and Financial Outlook at Investor Day appeared first on European Gaming Industry News.

George Miller (Gyorgy Molnar) started his career in content marketing and has started working as an Editor/Content Manager for our company in 2016. George has acquired many experiences when it comes to interviews and newsworthy content becoming Head of Content in 2017. He is responsible for the news being shared on multiple websites that are part of the European Gaming Media Network.

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G2 Makes First Entry into ‘Traditional’ Sports with the Launch of G2 Football Club in Kings League Germany

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  • G2 will field a football team in the newly announced Kings League Germany, marking the organisation’s first entry into traditional sports, a major milestone for the club. The team is set to compete in the Kings World Cup Qualifiers in Germany ahead of the Kings World Cup in June.
  • 2025 is G2’s 10 year anniversary and as the organisation looks ahead to the future, a key focus area is blurring the lines between esports and traditional sports in a way that makes sense for its young community.
  • Kings League and G2 have a shared vision of entertainment, innovation, and fan engagement, blending traditional sports, esports, and entertainment in a way that appeals to multigenerational audiences.
  • G2 is the first esports team to join Kings League in Europe.
  • The strategic move will harness digital innovation, shaping a future where sports and esports coexist and thrive together.
  • The move is an expansion of G2’s competitive DNA, rather than a shift away from esports.

G2, one of the world’s leading esports and entertainment brands, has announced it will be fielding a football team (G2 FC) in the new German division of Kings League, a 7-a-side global football league, founded in 2022 by Gerard Piqué, former professional player for FC Barcelona and the Spanish national team, in collaboration with other football personalities and streamers.

Kings League features teams from around the world, with domestic leagues in Spain, Americas, Brazil, Italy, France, and the newly announced German league. On April 12, Kings League Germany will launch with a qualification series for the Kings World Cup, where 8 teams will compete for one of 2 slots to represent Germany in the upcoming World Cup in France. On March 25th, Kings League Germany was announced, with Bastian Schweinsteiger as President, unveiling 6 teams in the league, with a surprise 7th and 8th team. G2 can now confirm today, it’s one of the surprise teams to join the league.

G2 FC is based in Berlin, with 2 Berliner footballers appointed as Team Manager and Coach. Ron Stublla, with a background in Sports Management and played in the Youth Bundesliga, joins as Team Manager alongside new Coach, Malik Hadziavdic, who was a member of the German National Futsal team and played for FC Liria Berlin in the Futsal Bundesliga. The team recently completed tryouts with footballers at the Adidas SPORTS BASE BERLIN, and a full roster reveal is coming soon.

Kings League leverages streaming to maximize its reach, allowing each club to broadcast games directly to their fans through dedicated co-streams. G2 has partnered with German influencers Reeze and Rumathra as their content creator duo, and the pair will co-stream all G2 FC games on Twitch.

G2 is one of the most successful esports organisations in the world, with 40 million fans globally and over 100 first-place finishes across all teams. G2 is known for its consistent competitive success, with the most-awarded League of Legends team in Europe, the best VALORANT team in America, one of the best Counter Strike teams, and the most successful women’s esports teams in the world. G2 is also the most entertaining brand in esports, its raw, unfiltered approach to content and community with a key focus on narrative building and storytelling has enabled the organisation to rise above its competitors, setting the bar high for the industry.

2025 is G2’s 10 year anniversary, and over the past decade, it has grown into a defiant powerhouse in esports, with successful teams across the globe and long-standing partnerships with mainstream global brands including Mastercard, Red Bull, Ralph Lauren, Herman Miller, Spotify, and Oakley. As G2 looks ahead to the future with plans to continue and diversify its expansion, entry into traditional sports is a key exciting pillar for the organisation. Kings League is a completely new way to experience football, combining sport, entertainment and digital innovation, and G2 is ready to take on this challenge to bring something fresh and fun to the next generation of sports fans.

Alban Dechelotte, CEO of G2 comments: “When G2 was created 10 years ago, the dream was to build the ‘Real Madrid of esports’. We wanted to be known as a disruptive brand that’s not only competitively successful, but also has a great personality that knows how to entertain and captivate our fans through storytelling and community building. Now, 10 years later, we are the ‘Real Madrid of esports’, so it’s time for us to go one step further and become the ‘G2 of sports’. Esports has a unique way of connecting with and engaging our passionate fanbase and now it’s our opportunity to show traditional sports how we do things, the G2 way.”

G2 is the first esports organisation to enter Kings League in Europe, and showcases G2’s commitment to shaping its future by blurring the lines between esports and traditional sports, and bringing expert knowledge of new-age digital communities to the next generation of sports fans.

 

The post G2 Makes First Entry into ‘Traditional’ Sports with the Launch of G2 Football Club in Kings League Germany appeared first on European Gaming Industry News.

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Vibra Group achieves ISO/IEC 27001:2022 certification

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Strengthens its commitment to corporate information security

Vibra Group, a regional holding company dedicated to developing software and content for the online gaming industry, has been awarded the ISO/IEC 27001:2022 certification by TÜV Rheinland, a globally recognized certification body. This achievement reinforces Vibra Group’s commitment to the highest standards of information security.

The certification covers key processes including the design and development of online casino games, their distribution through a proprietary platform, and integration with third-party platforms. It also includes the provision of online casino platforms and technological solutions that ensure secure, efficient, and compliant operations in regulated markets.

This milestone supports Vibra Group’s ongoing goal of continuously improving its processes, practices, and standards. It reflects the Group’s constant effort—through its multiple verticals—to generate synergies and strengthen capabilities to offer a comprehensive ecosystem of products and services tailored to the Latin American market.

“ISO 27001 certification marks an important step in our journey to evolve and enhance the way we work. It is part of Vibra Group’s commitment to delivering secure and reliable solutions, and to continuing our responsible growth in regulated markets,” said Ramiro Atucha, CEO of Vibra Group.

 

The post Vibra Group achieves ISO/IEC 27001:2022 certification appeared first on European Gaming Industry News.

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PR-fueled iGaming strategies lead to 30% higher conversion post-privacy shift

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With third-party cookies on their way out and user-level tracking becoming less reliable by the month, iGaming marketers are being forced to rethink how they build performance. 

The shift has exposed deep cracks in traditional acquisition strategies. Attribution models are fading. CACs are climbing. And data-driven targeting no longer works the way it used to. As a result, one trend is taking center stage: performance works better when awareness comes first.

Across the iGaming industry, growth teams are rediscovering that PR, media buying, and brand-building aren’t vanity plays. They’re clean, compliant, and increasingly essential levers that drive real conversion – especially when user-level data is off the table.

At RockApp, we’ve seen this shift play out across multiple markets and verticals.

Performance Doesn’t Happen in a Vacuum

The traditional approach to iGaming performance marketing is ruthlessly optimized: creatives A/B tested down to pixel placement, traffic sources ranked by ROI, and every conversion event tracked. But in today’s data-fragmented ecosystem, even the best-optimized campaign can stall if users don’t recognize or trust the brand behind the offer.

That’s where earned media – and strategic media buying – start pulling their weight in new ways.

According to Think with Google, users exposed to both brand-building ads and performance campaigns are 2x more likely to convert than those who see only one or the other. In our experience, the effect is even more pronounced in privacy-restricted environments, where brand trust becomes a conversion lever, not just a UX concern.

The Awareness-Conversion Loop

In multiple campaigns RockApp has supported for iGaming brands entering new markets, we’ve observed a consistent pattern: strategic media exposure – whether through earned coverage, sponsored content, or thought leadership – primes audiences and lifts downstream performance.

To validate this trend, we recently conducted an internal study comparing two iGaming operators – Brand A and Brand B – both entering the same market with near-identical user flows: similar registration forms, interface logic, site structure, and acquisition funnels.

Brand A had active media presence in the region: ongoing PR coverage in vertical media, sports sponsorship deals with local clubs, and participation in relevant offline events. Brand B, although an established name in other regions, had no media activity or brand presence in the local market at the time of launch.

The performance delta was striking.

  • Brand A achieved a registration-to-deposit (reg2dep) conversion rate of 48%
  • Brand B reached just 26% – almost half

The only significant difference: Brand A was visible, trusted, and familiar to the audience – Brand B wasn’t.

“We consistently see that performance campaigns supported by active PR in the target region outperform standalone campaigns by at least 30%,” says Khanikian Dmitriy, CMO at RockApp. “This becomes especially evident in mid-funnel metrics like reg2dep, where user hesitation can make or break profitability. When users recognize the brand – because they’ve seen it in the media or associated with local sports – they convert faster and with more confidence.”

Sports sponsorships in particular proved to be a powerful lever. By aligning with culturally relevant teams and events, Brand A tapped into existing emotional loyalty, which translated into commercial action. These touchpoints created a steady flow of earned impressions that enhanced performance media, rather than competing with it.

Additionally, PR-led visibility drove a measurable increase in organic traffic. Branded search queries and direct visits rose during campaign peaks, indicating that users were not only clicking on paid ads – but also actively seeking out the brand. This broadens top-of-funnel reach and reduces dependency on high-cost user acquisition channels.

The takeaway: media exposure isn’t just about awareness – it’s an input into conversion.

From Vanity to Utility: Rethinking Media Buys in a Cookieless World

A common misconception is that media buying is just about impressions. In truth, when layered with performance goals, it becomes a strategic asset, especially in a world where deterministic tracking is fading.

Smart buys in content networks, programmatic placements in relevant environments, and even native sponsorships act as pre-conversion touchpoints. They reach users early, before they enter the performance funnel, and shape perception at moments attribution platforms can’t see.

A 2023 study by Pathmatics showed that iGaming brands investing consistently in upper-funnel media saw a 1.5x higher ROAS on performance campaigns compared to those that didn’t.

In a privacy-first market, the logic is simple: you may not be able to track every step, but you can influence every outcome.

What This Means for iGaming Marketers

As user-level tracking degrades and campaign measurement becomes less reliable, growth teams need to think beyond the click. PR and media exposure are no longer peripheral – they’re central to performance strategy.

At RockApp, we’ve adjusted our UA approach to integrate upstream planning with media and PR teams. The results: lower CAC, higher retention, and more resilient campaign performance across regulated and privacy-conscious markets.

So what can iGaming marketers do right now?

  • Map your funnel touchpoints beyond attribution. Awareness matters even when you can’t track it.
  • Align media buying and PR efforts with performance goals – not after the fact, but during planning.
  • Invest in brand signals like sports sponsorships, thought leadership, and earned media. They work when pixels can’t.

In a privacy-first world, performance doesn’t start with a click – it starts with trust.

And trust is built upstream.

 

The post PR-fueled iGaming strategies lead to 30% higher conversion post-privacy shift appeared first on European Gaming Industry News.

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