MAM
Wavemaker elevates Ajay Gupte as CEO Wavemaker South Asia
MUMBAI: Wavemaker announced the appointment of Ajay Gupte as chief executive officer for Wavemaker, South Asia. Gupte who is currently COO of Wavemaker India, takes over from Kartik Sharma who steps down to pursue other opportunities in the industry. He will continue to be based out of Wavemaker Gurugram and will report into Prasanth Kumar, CEO – GroupM South Asia and Gordon Domlija, President Wavemaker Asia-Pacific and China CEO.
GroupM South Asia CEO Prasanth Kumar said, “I would like to take this opportunity to thank Kartik for his contribution over the years and wish him all the very best.”
He added, “At GroupM we always believe in building on the hard work and passion of our people and it gives me great pleasure to see Ajay take over as the new CEO of Wavemaker South Asia. He comes with vast experience working in multiple markets and categories. He is a well-rounded professional, and I see him bring in distinctive and increasing value for our clients and the overall ecosystem. I am confident that he will continue to grow Wavemaker as an agency of the future.”
Wavemaker President Asia-Pacific and China CEO Gordon Domlija added, “India is a hugely important market for Wavemaker, and we’ve got a very successful team here. I’ve gotten to know Ajay as a strong client and team leader, and I’m convinced he is the right choice to help Wavemaker to future sucesss and, ultimately, to keep looking for better ways to unlock growth for our clients, our agency and our people.”
Gupte said, “I am humbled and very excited to take over the role of the CEO of Wavemaker South Asia. It is an exciting time for the Indian market as the Indian advertising industry is also having a global impact, and I see lots of opportunities for growth.”
Brands
IPL franchises look beyond reach to monetise fan relationships
Study maps a Rs 45–50 crore annual upside from digital fan ecosystems
MUMBAI: After 18 seasons of relentless growth, the Indian Premier League has become one of the world’s most powerful sporting brands. Its franchises, however, are being told that reach alone is no longer enough.
A new analysis argues that the next phase of IPL franchise economics will be defined by how effectively teams convert broadcast audiences into long-term, owned fan relationships. The shift, it says, is from mass visibility to structured digital ecosystems that treat fandom as a compounding asset rather than a seasonal spike.
The central idea is simple: broadcast reach should be seen as the top of a longer value funnel. Digital engagement, in this model, is not a marketing afterthought but a system designed to turn anonymous viewers into known, monetisable users. Franchises that offer distinctive, personalised experiences can unlock direct revenues from fans and indirect gains through richer sponsorship propositions.
The study suggests that future media rights cycles will increasingly focus on yield per fan rather than raw viewership, reflecting a move from passive consumption to active participation. This places pressure on franchises to invest in digital infrastructure that goes beyond scale and focuses instead on repeatable outcomes: registrations, behavioural insight and personalised activation across platforms.
First-party fan data sits at the heart of this strategy. When identity, preferences, engagement history and transaction signals are unified and operationalised, franchises can segment audiences more precisely, improve retention and lift lifetime value. Without such a digital engine, fan monetisation remains episodic and hard to scale.
Done well, the report estimates, this approach could compound value of up to Rs 45 crore annually for a franchise over time, while also deepening long-term fan relationships.
The underlying opportunity, pegged at roughly Rs 50 crore a year, is broken into four levers: data-led sponsorship and advertising uplift (35 per cent, or Rs 16–18 crore); direct-to-fan commerce and experiences (30 per cent, or Rs 11–14 crore); memberships and recurring fan revenue (20 per cent, or Rs 7–9 crore); and efficiency gains that free up capital for reinvestment (15 per cent, or Rs 5–7 crore).
Actual outcomes will vary by market size, fan base and execution capability. But the direction is clear. The future economics of IPL franchises, the analysis concludes, will hinge less on how many fans they reach and more on how many relationships they own.
