Is Iterpro the way forward for Australian clubs?

UK-based Iterpro is the first company to provide a business intelligence solution in the football industry, that gives clubs, federations and leagues a centralised system for asset management.

Iterpro’s system aims to improve the communication between each football club department.

As the role of each department within a club continues to grow, so does the use of the accompanying technology.

For example, there are GPS businesses with accompanying software, medical and financial software specifically used for football clubs, tracking technologies, performance analysis tools and much more.

A range of athlete management software businesses also exist, which collect important information but are reliant on experts at the clubs to make sense of the data.

Because of the use of all of this specialist software, communication problems exist between departments.

Iterpro’s goal as a company is to simplify and display the most relevant information to the most relevant departments.

If a sports scientist within the organisation completes a detailed report on the squad, it makes sense to want the manager and other departments to have an easily readable overview of the report.

Showcasing the right information to the right people is extremely valuable.

Dr. Alberto Calicchio, Head of Medical at the AC Milan Academy said: “Iterpro has almost eradicated communication problems between staff members, and simultaneously expanded the opportunity to share data remotely with other departments. This, together with the possibility to analyse data and performance statistics, has been a huge step forward for us.

“What I like the most is that every step, from medical and rehab to the return to play process, is easily understandable by an external figure. It’s not only for doctors and sports scientists.

“In practical terms, the manager, or eventually the Director, can check the players’ status in every moment, even if he doesn’t come to our training ground in Vismara. This is vitally important for us.”

AC Milan renewed its partnership with Iterpro in December 2019 for a further three years.

Other clubs in partnership with Iterpro include Serie A sides Bologna FC and Torino FC, as well as Serie C side AC Monza.

Simon Barjie, Performance Manager at AC Monza said: “Since Iterpro was implemented at Monza we noticed that we became way more time-efficient: being able to collect and interpret data in order to give prompt feedback to the coaching staff – as well as individual players – has been something extraordinary.

“We now have a clear general overview, but at the same time a specific real-time snapshot of the squad, which allows us to effectively share information between departments (coaching, performance, medical).”

Iterpro’s focus on communication allows club partners to make better decisions, faster. This is a vital element in the football landscape.

Andrea Tedesco, Assistant Manager at UC Craivoa said: “Sharing information is progressively becoming crucial in football since important decisions need to be taken in a very limited amount of time. Iterpro has revolutionised the way we work.”

Iterpro continues to work with its partners and third parties to build new features to expand its system.

They have an integration with Wyscout, which gives scouting departments access to information from every professional league in the world.

Other features include a transfer dashboard on the Iterpro platform, which can be used to run simulations on the transfer window. This gives clubs the understanding on how these transfers will affect club budgets. Therefore, this data is of benefit to both the scouting and finance departments.

In the finance department, Iterpro’s system gives partners the chance to use data from player management to asset management. Every transfer and wage payment are a significant investment, with a player being the main financial asset for a club.

Player contracts are recorded on the Iterpro system, with a contract and clause builder functionality also incorporated. The finance department has the ability to receive alerts when a player is getting close to triggering a certain clause, such as an extra payment for a performance related bonus.

An app has also been designed for partners, which showcases the same data as the platform version. It is presented in a more condensed way however, with directors and key personnel at clubs finding it extremely convenient.

Finally, Iterpro offers clubs, leagues and federations further opportunities to expand revenue streams with their system. Recently, a league approached the company asking how their member clubs could reduce insurance premiums to focus on other financial benefits.

With a firm focus on product development and growth of the company, Iterpro has partnered with a significant player in football finance to enhance its offerings. The company has recently hired workers with experience in the financial side of professional football.

The time could be approaching for Australian clubs to consider Iterpro as a worthwhile investment.

 

 

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GIS Masterclass: Fan Engagement and Marketing with Terry Lynam and Karen Grega

The Global Institute of Sport recently hosted a masterclass on Fan Engagement and Marketing, bringing together two industry leaders to tackle the field’s most pressing issues.

The Global Institute of Sport (GIS), which offers a Master’s in Sports Business and Sports Analytics through the University of Newcastle, regularly holds masterclasses with industry leaders as part of its curriculum.

The latest focused on fan engagement and marketing, covering two key themes: the growing tension between live sport and online streaming, and the role of data in shaping the fan experience.

The panelists 

Terry Lynam recently concluded her role as General Manager of Fan Experience and Events at Football Australia, overseeing the AFC Women’s Asian Cup on home soil.

Karen Grega is an experienced sports management consultant with a multi-code background. She currently represents Football Coaches Australia (FCA) and Heartbeat of Football, and has previously worked with Sydney Cricket Ground, Venues NSW and Sydney FC.

Live Sport and social media.

Terry Lynam opened with a pointed statement — one she acknowledged would be controversial. She argued that the sense of community unique to live sport is being eroded by social media and ‘snippet’ consumption.

Central to her concern is how marketing teams are failing to segment their audiences, treating casual online viewers the same as matchday fans.

“If they aren’t spending money on the sport we shouldn’t count them as spectators to the same level as match going fans.”

“What we want to consider as marketeers is how much we want to give away and how much we want our live sport element to remain,” Lynam said.

Grega echoed the sentiment, arguing fan engagement ultimately comes down to human connection. “It’s not rocket science.”

She suggested the industry revisit the concept of sport as a family outing to recapture that communal experience.

Data Driving Decisions

Both panelists highlighted data and analytics as central to modern fan engagement.

Grega recalled the introduction of computerised turnstiles as a turning point, enabling teams to track crowd movements and optimise staffing and entry times.

She also noted the continued value of fan surveys in informing marketing decisions.

Lynam pointed to ticketing technology as a significant data frontier.

Modern platforms like Ticketmaster’s ticket-transfer system now provide detailed customer insights.

“It allows us to have a better understanding of who’s getting the ticket and how they transport themselves there or when they arrive,”

“We can personalise their journey and sell content to them,” Lynam commented. 

The discussion also touched on data sourced from social media and on-field player tracking, as well as interactive stadium technology gaining traction in the US.

This included holographic assistants and player headset interactions that bring a broadcast-style experience to live events.

Activations That Educate

Activations rounded out the masterclass, with Lynam detailing how she created a fan zone on a modest budget for the Women’s Asian Cup.

The activation featured charitable partnerships focused on women’s health, including Heartbeat of Football, Endometriosis Australia and Share the Dignity.

“I’m very hopeful that that type of idea gets pushed through on other sporting events,” Lynam said.

Grega elaborated on the Heartbeat of Football activation, highlighting how a competitive element built around CPR and heart health kept fans engaged while also educating them.

“The whole health hub ticked all the boxes — it was immersive, it was interactive, it was there for all ages, both sexes.”

“That sort of blueprint is one that should be replicated as much as possible,” Explained Karen Grega

The masterclass offered students and industry professionals a valuable window into contemporary sports marketing.

As the competition for fan attention intensifies, the blend of live experience, smart data use, and purposeful activations can help define the next chapters of fan engagement.

More Than One in Five Football Australia Staff to Lose Jobs Amid Growing Financial Losses

Australian football finds itself in a curious position.

From the outside, the game appears to be riding a wave of momentum. Attendances, visibility and public interest have all experienced significant uplift in recent years, while major international tournaments and growing discussion around football’s future continue to place the sport firmly within the national conversation.

Yet behind that momentum, Football Australia is now confronting a far more challenging internal reality.

 

A compounding deficit

Chief Executive Martin Kugeler has reportedly indicated the governing body’s projected financial losses for 2025 are expected to exceed the organisation’s reported $8.5 million deficit from the previous year. Accompanying the financial outlook are substantial organisational changes, with reporting from Tracey Holmes indicating more than one in five Football Australia employees are expected to lose their positions through restructuring measures.

The figures represent more than a difficult balance sheet. They point toward a significant period of recalibration inside the organisation responsible for overseeing the sport nationally.

 

Losing the wisdom of existing staff members

For governing bodies, restructures are often framed as strategic necessities for future sustainability. However, workforce changes on this scale also raise broader questions around the challenges of such a transition.

People are often the carriers of knowledge, relationships and long-term strategic understanding. When organisations undergo significant structural change, the effects can extend beyond immediate financial outcomes.

 

Contradicting timing

The timing is what makes the developments particularly notable.

Football in Australia has spent recent years discussing expansion, growth and long-term opportunity. The conversation surrounding the game has increasingly centred on future potential. Often headlining stronger pathways, larger audiences, infrastructure development and greater visibility.

Against that backdrop, news of deep financial losses and substantial staffing reductions creates a different conversation: one focused not on where the game wants to go, but on what may be required to sustain that journey. Therefore, this announcement points toward stagnancy, rather than growth.

Further detail surrounding Football Australia’s strategy and long-term direction will likely emerge over coming months. For now, the developments serve as a reminder that growth stories are rarely straightforward.

Often, the periods that appear strongest from the outside can also be the moments organisations face their most significant internal tests.

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