Tebas: “Superliga is not dead, there are equal concepts that detract from the value of national leagues”.
– Are you familiar with the FutbolJobs project and what do you think?
Yes, I know about it. It is a platform that connects talent with opportunities in soccer, with a global employment exchange. It provides capillarity: from players to analysts, physical trainers or communication profiles. You yourselves talk about more than 200,000 registered users and more than 150,000 published offers, with thousands of placements, which gives an idea of your traction in the industry. It seems to me a useful initiative to professionalize and organize employability in the ecosystem.
– What new ideas does LALIGA have to compete in revenue against the Premier League?
The first thing to understand is that we are talking about two very different market contexts. The United Kingdom has a population with a higher per capita income, a consolidated tradition of sports consumption under paid models and a cultural and linguistic advantage that has facilitated its internationalization for decades. Spain, on the other hand, has developed its model in a different environment, with an audiovisual culture more closely linked to free access and a different economic starting point. Even so, LALIGA has been working for years in a sustained and sustainable way to reduce this structural gap. This is not something improvised, but the result of a long-term strategy that is beginning to bear fruit. Today we have one of the largest communities in world sport, with more than 258 million followers on social networks, and a direct international presence in 35 countries, which reflects real and constant growth. Our response to the challenge is global, 360 degrees. Firstly, we have given a definitive boost to the modernization of clubs through the agreement with CVC, which has allowed us to accelerate projects in stadiums, sports cities, ticketing and commercial business, improving the fan experience and future sustainability. Secondly, technology and data are a key focus. Through Sportian (formerly LALIGA Tech), we have developed proprietary fan ID, CRM, anti-fraud and B2B vertical solutions that not only strengthen our digital ecosystem, but also generate new lines of business. The third pillar is to continue offering a competitive audiovisual product, protecting the live value with more production, better international distribution and a firm commitment against piracy. And, of course, the sporting successes and growth of Spanish clubs are a fundamental element: when our clubs grow, the whole competition grows. In short, we compete not only in revenue, but also in vision. We are building a model of sustainable growth, supported by innovation, professionalization and global expansion, which consolidates LALIGA as one of the world’s major leagues.
– What steps has LALIGA taken in the fight against piracy?
LALIGA has made significant progress in the fight against audiovisual piracy, reducing piracy in Spain by 60% in the last season. This result has been achieved thanks to three fundamental axes: First, the legal, technological and operational framework, which has enabled the implementation of dynamic, selective and proportional IP blocking during the days to prevent access to illegal broadcasts in real time; second, proprietary detection and removal technology, with tools such as Content Protection and Piracy Guard, capable of identifying and removing pirated content automatically and practically instantaneously; and third, institutional work with actors as diverse as regulators, broadcasters, intermediaries, intermediaries in the field of audiovisual piracy: Institutional work with actors as diverse as regulators, broadcasters, technology intermediaries and other international organizations to ensure that anti-piracy actions are increasingly comprehensive and effective in all areas at international level. This has resulted, without going any further, in successful police operations, or advances in jurisprudence. Piracy continues to be a major challenge: every year it costs LALIGA and the industry between 600 and 700 million euros in revenue that does not reach the clubs or the sport. That is why, although the progress made in Spain is an internationally recognized success story, we continue to work intensively at the global level, collaborating with authorities, leagues and platforms to strengthen the protection of audiovisual rights in all markets.
– The Miami game – will it be tried again next year – will it be tried again next year – will it be tried again next year – will it be tried again next year?
Our international vocation is unequivocal, and this is a project on which we will continue to focus. It is striking to see how the celebration of an NFL game in Spain has been received with enthusiasm by the public and the media, as it has been understood as a successful and successful expansion strategy. We should claim with the same conviction a similar initiative when it comes from a national competition such as LALIGA, which also seeks to project its growth and strengthen its brand globally.
– You said the Miami game wasn’t even in the top 10 targets. What are some of those LALIGA targets?
We have an enormous governance challenge; in fact, it is the most important one we face. The emergence of new international competitions and formats, ignoring the real impact on domestic leagues, may lead to a decline in the medium term as it entails a risk of a wider gap between the clubs with more economic resources and the rest, endangering the main asset of any league: its competitiveness. Close the international revenue gap, increasing the impact of LALIGA outside Spain through a greater presence, better audiovisual rights agreements and commercial actions that allow clubs to participate more actively in emerging markets. Also, to continue promoting the development of the clubs already initiated with the agreement with CVC. We continue to work on the transformation of the traditional business model towards a more digital, experiential one, connected with the fan and diversified beyond the mere match. Zero tolerance for audiovisual piracy, as a central part of the protection of the ecosystem: ensuring that the rights that generate value reach the legitimate owners, and that the competition does not lose out due to the illegal circulation of content. We will also seek to digitize clubs and the soccer industry, leveraging data, platforms, direct interaction with fans and new channels to enrich the product and make it more attractive globally. Finally, improving the quality of the product on all fronts: sporting competitiveness, fan experience in and out of the stadium, governance models, regulations, calendar, integrity and economic sustainability. To make LALIGA and its clubs an international benchmark. We will also continue the fight against hatred, discrimination and violence in soccer. Under the LALIGA VS platform, we have deployed awareness campaigns, reporting tools in stadiums and networks, and collaborated with institutions to eradicate racism, xenophobia, bullying and intolerant behavior.
– With Joan Laporta’s appearance at the EFC meeting, does he consider the Superliga buried?
The Super League is not a dead project, there are the same or similar concepts. The new format of European competitions is a path leading to a European Super League, and it is not the only threat to the European soccer model. Today there are other risks that call into question the sustainability of domestic leagues: new competitions promoted unilaterally by FIFA, the proliferation of formats that saturate the calendar, or attempts to detract value and competitiveness to national championships. From LALIGA we will continue to defend the European model based on sporting meritocracy, economic stability and the protection of the leagues, which are the basis of the global soccer ecosystem.
-How is your relationship with the Federation after Rubiales’ departure and Louzán’s presidency?
The relationship with the RFEF is institutional and constructive. After Louzán’s arrival, a dynamic of permanent dialogue has been strengthened, which allows us to address the key issues of Spanish soccer with a shared vision. There is a common agenda on strategic issues such as improving refereeing, coordinating the competitive calendar and working together towards the 2030 World Cup, where everyone’s success is a priority. That said, we maintain a firm stance in defending our competencies and the role that corresponds to LALIGA within the soccer ecosystem. Collaboration does not imply giving up independence or the responsibility to represent the interests of the clubs. In short, it is a mature relationship, with open channels of communication and a common purpose: to strengthen Spanish soccer on and off the field.
– Do you think the 2030 World Cup Final will finally be played in Spain?
FIFA has not awarded the venue for the final. Spain, Portugal and Morocco are co-hosting. We will push for Spain to host the maximum number of matches, as it cannot be otherwise.
-What would you do with the 1RFEF, 2RFEF and 3RFEF leagues?
They are RFEF competitions. From LALIGA we propose technical cooperation: standardized audiovisual production, coordinated calendar and economic sustainability programs.
– Do you see yourself as president of LALIGA for many more years?
It is a club decision. In any case, it is not a matter of challenges in the immediate future. The challenges we face are undeniable and as long as the clubs continue to think of me to lead the role of LALIGA I feel a firm responsibility to solve what we have on the table.
