The 4-Part Test Every Sponsorship Should Pass.

In 2014, the ATP approached Infosys looking for a tech solution. A decade on, Infosys is the official digital innovation partner for major tennis organisations, including the ATP Tour, it has Rafa Nadal and Iga Świątek as brand ambassadors, a humanoid robot fielding fan questions at Melbourne Park, and a match analytics platform that lifted ATP web traffic by 30%.

So how is a tech brand getting tennis to work this hard? Meet the man behind it (and the four-part test he used to pick tennis in the first place).

Guest: Navin Rammohan. Senior Vice President and Global Head of Field Marketing, Infosys.

Host: Brigette McGuire, Monash Business School.

© 2026 Monash Business School

Produced by Miniature

Transcript

Brigette McGuire 0:02

Sport is an emotional experience. Whether you're in the arena or watching your favorite player square off against their fiercest rival, the game triggers something deeply human within us as fans, doesn't it? Our heart rate quickens as we feel the sensation of the hair standing on the back of our neck. Will they win or will they live to fight another day? And whilst sport is full of emotion and drama, these days it's also data-driven and deeply commercial. In Australia alone, sport generates more than $50 billion a year. Every decision made behind the scenes now shapes how fans watch, feel, and connect with the game. And how fans connect with the game in turn can impact how their favourite athletes perform and how their brands are managed. Welcome to Love the Fan, win the game. Each episode, this podcast goes inside those decisions. We speak with leaders who are redefining sponsorship, fan engagement, and the social impact of sport in this multi-billion dollar industry. My guest today is Shaping That Future in Real Time. Navin Rammohan is the Senior Vice President, Global Head Field Marketing at Infosys, one of the world's fastest growing technology brands. With over 25 years of global experience, Navin's strategic influence is evident through his leadership of marquee brand programs and high-impact partnerships that have helped amplify the presence of Infosys into a global top 100 brand. Together they are making Melbourne's Grand Slam a 360-degree experience using AI to decode matches point by point, generate live commentary and highlights, create virtual fan worlds, and deliver digital tools that support players, coaches, media, and the wider tennis community. In this episode, we're going to explore some of the complex questions that lay ahead for leaders like Navin in the business of sport. Such as how far should technology go in shaping sport? Can data enhance emotion rather than replace it? And what does it take to innovate at scale without losing the fan at the centre of the game? Navin Rammohan, welcome.

Navin Rammohan 3:04

Thank you, Brigette. It's uh an absolute pleasure to speak with you, not just as a fellow marketeer, but also someone who spent such a long time in the sports industry. So I'm looking forward to this conversation.

Brigette McGuire 3:14

Fantastic. It's wonderful to have you here, Navin. Now, I'm very curious. Uh, we're here at Monash Business School where students uh are combining degrees and you know with different different backgrounds and then they're heading into their careers. Now, how does I'm very curious, how does a chemical engineering graduate become senior vice president and global head of field marketing at Infosys? Can you share with us a little bit about your career journey?

Navin Rammohan 3:41

No, absolutely. I think I I was an accidental uh chemical engineer, I would say, uh, because during those days I think there were only two career professions that most Indians uh would go into. One was either you get a medical degree or uh you go into the engineering field. So I think my natural thing was I was good at chemistry, so I went into uh chemical engineering. But I have no regrets actually from uh doing chemical engineering. I I think I learned quite a bit. Uh I worked in a production organization after completing my graduation. Uh but I soon realized that that's really not something that I'm uh interested in. That's not something where my passion lies. Uh I was always interested in the art of uh selling, the art of really uh understanding people, the art of connecting with people. Uh and I think that is what drew me into uh the management side of things, and I uh eventually did uh a master's in business administration and then uh eventually got into this field of uh marketing which I thoroughly enjoy and for the last 25 years I've been in this field. It's been something that I'm passionate about. Uh and I think the world of marketing is really going to become a lot more relevant with the advent of AI, and I'm really looking forward to that actually.

Brigette McGuire 4:54

That's interesting. It sounds like you're a natural marketeer from uh you know your interest in, and I'm fascinated as well, why people do the things that they do. So it's uh it's wonderful. But it's it's great to see that you know, whatever education you you have, how you can take those learnings and then build on those throughout your career journey. Now let's talk tennis. Congratulations on reaching a decade of partnership. You know, that's that's an impressive milestone and and in a very competitive environment. Can you reflect on your journey since 2015 with emphasis their involvement with tennis? How successful has that partnership been for your brand?

Navin Rammohan 5:36

So I'll give you a bit of a context around uh how this journey started for us, uh Brigette. Um I think this entire journey started for us in 2014. One of the things that we realized during that point in time was that the people who were buying uh technology solutions were changing at that point in time. Like Infosys has always been a very conservative brand. It's always been a brand uh it's been around for now more than four decades, uh, but it's always been a brand that has really targeted a single audience throughout its early part of uh existence. Uh, and that used to be the chief digital officer, the chief information officer, the technology division of most of these large enterprises. And that's where our business used to come from most of the time. But we realized in the early uh 2010s that that was changing in most of the enterprises. The decision making within large enterprises was getting distributed, it was getting uh the decision was being taken by the CHROs, the CFOs, the business heads of most of these large enterprises. And in that kind of a scenario, it was important for Infosys to be a visible brand. It was important that people across the organization would understand and know about a brand like Infosys. So that was really the initiation of okay, how do we really become a brand that is well known, a brand that is uh trusted uh by our customers globally? Uh and we wanted to look at a credible global brand platform that we could ride on. So that was really the thinking that started. We looked at what could be those global brand platforms that we could look at. Uh and sports was definitely one of the things that we were evaluating at that point in time as to like let's look at sports uh as one of the ways, one of the vehicles through which we can really uh talk about our brand. And within sports itself, we looked at multiple sports. We looked at uh sailing, we looked at uh Formula One, we looked at cycling, we looked at football. We looked at a lot of sports at that point in time when we started this whole journey. And and sometimes you also have to listen to senior management and somebody had an interest in golf and they said, why not golf? Again, I think we went through a a lot of uh introspection in terms of how do we really evaluate a brand and how do we really ensure that it connects with who we are and what our brand stands for. Uh so we we actually landed on tennis uh through a very interesting exercise of uh really understanding a lot more about the sport and a lot more about the brand Infosys itself. One of the things that we really looked at was we wanted a sport that was uh visible and that was known in our core markets. Uh Infosys' brand was present across uh Americas, across Europe, across Australia, and that's where a majority of our business would come from. So for us, it was important to look at a sport that was watched and played in in these core markets. So we couldn't look uh look at a basketball, which was very popular in the US, but was not so popular in Europe at that point in time, or not so popular in Australia. And these were our three core markets. So we we needed a global sport uh that was important for us. The second uh reason uh was we also wanted a sport that was watched and played by the kind of target audience that is important for us the key influential decision makers, the senior level managers, mid-to-senior level executives in large enterprises. So we wanted a sport that these individuals could relate to. Uh that was the second thing. And we also wanted a sport that was played throughout the year. Um we didn't want a sport that was only active two weeks in a year or a few months in a year. We wanted something that would start early in the year and and could go on throughout the year. The other thing, we also wanted a sport that reflected the kind of audience that we dealt with. So uh we wanted a sport that was watched and played equally by men and women. That was very important for us because a lot of the decision makers in large technology organizations are women. So we wanted a diverse sport uh and and tennis uh really ticked all the boxes in all of these uh four parameters that we spoke about. But I think the most important thing that we were looking for was can we make a difference to the sport? Can we make a difference to the sport using technology? Can we create a credible and an authentic partnership in a way that we are making a difference to the sport, we are making a difference to each of the stakeholders of that sport. And that to us was probably the guiding factor of how we would look at the partnership. So we evaluated on all the check boxes and we looked at uh can we do something credible? And a lot of sport that came to us, they only wanted money, they only wanted sponsorship, they only wanted, okay, we can help you to become a lot more visible globally in your markets. But nobody was coming to us with a business problem. Nobody was coming to us in terms of with a question that how can you help us? Uh and that's when actually ATP came to us with a business problem. Uh and they had a very genuine business problem of that we have a lot of information that is stored in our server and in our data center in in Florida, and we don't know what to do with it. We have a lot of issues related to our website, and we want to really optimize a lot of our technology operations. We have a small team of two or three people. Can Infosys really help us from a technology perspective? You're a large organization. And that was music to our ears. That really actually changed the conversation, and we started going deeper into tennis, and we started uh really having a very involved conversation with the ATP at that point in time in terms of how do we really actually make a difference to you?

Brigette McGuire 11:27

And the ATP is the men's global tool which runs all year. And isn't that interesting? We we see that a lot where sports have data and they're not really sure what to do with it or how they can best commercialize it. So yeah, so tell us how you how you then progress from there.

Navin Rammohan 11:43

So when ATP came to us with this uh business problem that they had, uh we actually I still remember this uh date. This was uh back in 2014 and in the month of September. Uh we went into a design thinking workshop with with their CIO and their core technology team. And we started putting down ideas in terms of what we could do with them, what are the core business problems and what we could solve for them. And it was a very joint exercise, and we ended up putting down some 10 ideas in terms of what we could do. Uh, and then we finally honed on to two, three ideas that we could finally execute for them. And we asked them to give us five years of uh data from the ATP finals that used to happen in London at that point in time, from five years of data of the top eight players that played uh the ATP finals. Uh, and we said we could come back to you and create something engaging for the fans of uh tennis. And that was the first project that we did for the ATP, where we actually took five years of data of the top eight players and created an interesting narrative of how do you compare uh different players in terms of uh their serve, their spin, who wins at what percentage points, if Federer is at 40 love, what are the chances of him winning? If somebody else is serving at a certain uh RPM, how does it affect his win factor? So there were a lot of things that we did on multiple parameters, and ATV was completely blown away. And we created this entire thing in a in a tableau dashboard which fans could actually just move around the parameters and get these different results, and it could actually enhance their understanding of the game itself. Uh so we did this in a matter of just about four weeks. Uh we went back to them with this uh with this small tool that we had created, and they were blown away by what they saw. Uh, and they said, Why don't you take 30 years of data that we have and let's create something really exciting for our fans? So that was how this whole journey started. Uh, and then we've built their first tat board, which is still live on their ATP website right now, which converts 30 years of data into three simple parameters, which is who's the best server in the world, who's the best returner in the world, who's the best player who plays under pressure.

Brigette McGuire 14:02

So, can you answer that question?

Navin Rammohan 14:04

Yeah. So if you go to the ATP website, it you can actually now look at it and compare from 1991 to now in terms of who was the best server in the world, who was the best returner, and you can actually compare between two different players across different surfaces, and all of this data is getting updated live uh within minutes of a point being played anywhere in the world. So it's live data which is getting updated uh real time. Uh and it gives a very simple way for a a casual fan to understand the game and the players better uh and compare between the legends of the game from the past uh to the current uh current champions of the game.

Brigette McGuire 14:42

Navin, I'm fascinated by this data that you've been able to analyze, you know, 30 years of data for the ATP. So I have some I'm very curious to know, you know, from the ATP, from the men's tour, from those 30 years, what does the data tell us in regards to who who is the best server across that period?

Navin Rammohan 15:04

Okay. Let me go into the data and show you in terms of what we have currently. So if you look at serve leadership, the serve leaders over the last 52 weeks is currently Jannik Sinner. But if you do a courier, it's uh the best server in the world is John Isner.

Brigette McGuire 15:21

Over the last 30 years.

Navin Rammohan 15:23

Over the last thirty years, and second is Ivo Karlovic.

Brigette McGuire 15:25

Okay, so we know who the best servers are. Uh now the best returner.

Navin Rammohan 15:29

Okay. So if you look at the best returner, over the last 52 weeks it's uh Yannick Sinner and at number two is Carlos Alcaraz. Uh but if you look at Courier, it's uh Guiormo Curia from Argentina.

Brigette McGuire 15:42

The former world number three.

Navin Rammohan 15:44

Yeah. And Rafa Nadal is number three in that list of best returner.

Brigette McGuire 15:48

Interesting.

Navin Rammohan 15:49

If you go to under pressure, uh again Yannick Sinner is uh the number one player right now with Carlos Alcaraz is number two in the last fifty-two weeks. But if you do courier, uh then it's Novak Djokovic who is number one in the best under pressure player, and Peter Sampres is number two. So over career, if you look at it, there are some of the legends who come back into the list. Uh but obviously in the in the last 52 weeks it's the top two players who are featuring in this list.

Brigette McGuire 16:18

So what that tells me is that for Novak to have the incredible career that he has had, that a tennis player what defines being a a tennis champion is how they perform under pressure, how do they respond to pressures for him to be the leader in that regard.

Navin Rammohan 16:37

While we were building this whole tool, there was something very interesting that was happening. We were looking at this pattern that in the 90s it it was the best server would be in the top two players. Uh so serves used to dominate the game. The best servers would fall under the first two, three categories. Uh in in the 2000, you could see the best returners uh were really having the edge. But now if you look at it, it's the best under pressure players who are in the top two. Uh so that's how uh the game has evolved. Um it used to be a serve-led game to somebody who could uh actually do the return very well, to now people who are able to handle pressure are in the top uh two, three players.

Brigette McGuire 17:24

Aaron Powell It's very interesting how you've democratized information and and data so that the the casual tennis fan can then access that data and get a much deeper understanding. And uh, you know, to it it's often discussed when you you know comparing different eras in tennis, you know, who was the best ear who was the best player of all time, all of those types of conversations that that now through your tools and and technology you're able to give context to to all of all of that. So um, you know, it's it's very interesting that uh that case study then has led you on a path to then being sponsor of not only the Australian Open but but the French Open. So I know that you're not just doing this work on your own, Navin. There's a big team behind you. Can you share with us the process of the innovation that you're bringing to these these Grand Slams and and uh what does what does that look like from from your team's perspective?

Navin Rammohan 18:22

Yeah, so I think it's a very involved process in terms of how we go about uh developing innovations for our uh clients. And in this case, like our journey started with the ATP, but uh we've now the digital partners for the Australian Open, uh Rolling Garros, uh the International Tennis Hall of Fame, uh the Queen's Tournament uh in London. Uh so we've we've grown uh and gone deeper into really looking at how can we really uh leverage data and leverage uh all the assets that each of these tournaments have to create solutions that are uh specific to the challenges that each of these tournaments are facing. So it's we don't go and create one solution and then uh share it with everyone. I think for us the process has always been that we sit down with each of these tournament organizers, uh, we understand what are the current business problems that they're trying to solve. How can technology play a role? Uh and for that we have now created uh not just uh a tennis marketing team, but there's also a tennis uh platform team, a technology team uh that has been built over the years. Now it's uh it's quite strong. Uh earlier we used to have just people who could understand technology, but they had no knowledge of tennis. But now all of these people who are part of that uh tech team understand tennis very well and they've uh uh they can actually uh predict uh a lot of the things before a point is being bold basis the uh data that uh uh they've they're running through all the platforms that we have built. Sounds like they could be coaches as well. They could be coaches as well. In fact, we we provide a lot of our solutions for the coaches uh globally and and uh there's a platform that we have built uh that is used by players and coaches uh across these tournaments that goes into very detailed level player uh analytics and uh so you can actually get uh a lot of information through the player portal itself. So I think the important thing is that we don't create uh solutions. Uh we custom create solutions for our uh for our clients basis the kind of business problem that they want to share, and all of this process starts right from the time the tournament gets over. We start planning for the next year in terms of what are one or two things that they would like for their fans to uh engage with, or any of the other stakeholder constituents uh to actually engage with. So it's not just fans, it could be the tournament organizer, it could be media, it could be for the players, it could be for the coaches. So we work very, very closely with each of these uh constituents to figure out what's best for them and how can technology help them.

Brigette McGuire 21:01

I'm interested to understand you've you've identified the media as a key stakeholder for emphasis through your through your partnerships in tennis. Tell us a little bit about that. What's the strategic thinking around that and and uh you know how do you service that stakeholder?

Navin Rammohan 21:18

Yeah. I think media is a very important constituent uh and a key stakeholder. I think media really drives the increase in fan base. Uh media is responsible for building the narrative for the game itself. So I think it's it's uh you can't ignore this uh uh the stakeholder at all. Uh I think one of the things that we've done is to really create a journalist tool. Uh it's called the AI journalist portal that we have created, which helps the journalist to really write new narratives, uh, create infographics on the fly uh related to a match, understand key statistics related to the match. So I think there are multiple ways in which uh media is able to. Leverage technology and we are able to help this uh media group to really leverage technology to share narratives, uh, to create insights uh and share it with the fans globally.

Brigette McGuire 22:11

Aaron Powell Absolutely. And you're really supporting journalists to then you know adapt and and work in a social media world. So you're talking about creating infographics and and the like so that they can then use that on uh you know the various the multiple, multiple platforms that they're reporting on today.

Navin Rammohan 22:31

Aaron Powell And the great part is I think uh we also get a lot of inputs from uh the journalists around what are the kind of uh insights that will be helpful for fans, uh what will be helpful for uh the narrative of the game itself. Uh so then we can create technology solutions that can help that narrative itself. So I think it works both ways. Uh we understand uh from tournament organizers what they want and what they want to project uh uh to the audience that they are targeting. At the same time, we also work with the journalists to understand their requirements and then create a custom solution for them. So I think over the last uh five, six years that we've developed this uh journalist tool, uh there are thousands of articles that journalists have created uh across the Grand Slams using the tool that we've been able to provide them.

Brigette McGuire 23:22

Now tell me, we've become accustomed, Navin, to seeing sponsors activate their partnership investment through multimedia brand advertising campaigns. However, this doesn't seem to be the approach of of emphasis uh in this regard. So how have you how have you approached your activation of you know these multimillion dollar investments in sport, in tennis in particular?

Navin Rammohan 23:46

If you look at it, we look at the impact from the investment that we do in tennis sponsorship in three different ways. One, obviously, we look at uh how do we get the right kind of visibility in a global platform. Uh and over the last eight years that we've been associated with Australia, uh, with the Australian Open, I think the relevant audience that we wanted to target in Australia knows us through the Australian Open Partnership. Uh so that was the objective, and and I think uh and we can hear that from every stakeholder that we interact with, that they have seen us at the Australian Open, they've seen the logo. It benchmarks us, it keeps it at the right level of uh visibility for a brand like us. We are visible with some of the top brands that uh get associated with the Australian Open. It increases some sort of a price premium for a brand like us while we are uh doing business in this market. Uh so that's part one. Part two, like I said, is really the technology investment that we do. We are able to create uh meaningful solutions and we are able to take these solutions and showcase it to our business audience, and that helps us to close deals, to really drive leads into the market. Uh so there's a lot of business that happens on the back of uh tennis partnership. In fact, uh tennis is probably the number one use case that our data analytics teams use as they pitch to their clients. This is the example that they use. Uh constantly, our sports marketing team is there to do a demo of the kind of work that we do in tennis with a lot of our clients in the market. Uh and third is really the innovations that we really create uh in tennis. Uh again, something where we are able to, like we won close to about 30 awards for the kind of work that we have done in tennis. Uh, it it benchmarks us with the best in the business out there. So over a period of time, we don't have to really sell this as a business case internally to the management as to why we are investing in tennis. There's a lot of business that's happening on the back of it. Uh, and in fact, uh, we are ready to go deeper and wider in tennis because we've proved a business case. It's really worked well from uh from both from a brand visibility perspective and a business impact perspective.

Brigette McGuire 25:58

So what does wider and deeper in tennis look like for emphasis?

Navin Rammohan 26:02

More more partnerships. Uh more partnerships, and I think uh uh and that was the only reason why we could go ahead and pitch something like we need brand ambassadors for uh for Infosys. And that's the only time that a company has engaged in something like this, and we have Rafa Nadal and Iga Shuantech as our brand ambassadors, uh both tennis players. And you couldn't imagine something like this 10, 15 years back, that Infosys is a brand would invest in brand ambassadors, and that to tennis champions for a for a business that we are in, the technology business that we are in, why would we invest in brand ambassadors who are tennis players? So you can imagine the impact that tennis has had in the organization and the kind of impact that tennis has generated for the business, and that's the only reason we could get an approval from the management to go ahead and do something like this. So I think it's been a fabulous journey of uh building the brand, uh making the brand visible through the sport, at the same time developing solutions that has really helped business to grow.

Brigette McGuire 27:04

Of all of the innovation that emphasis has brought to tennis in recent years, is there one that stands out to you as having maybe your your most favorite or the one that's had the most impact from your perspective, Navin? Is there one that comes to mind?

Navin Rammohan 27:20

Yeah. No, it's uh it's a tough question because uh we've been passionately involved in a lot of the a lot of the work that we are doing across uh the 30 uh plus products that we have created. Uh but I want to talk about one. It's called the Match Center, uh, which is there across all of our uh partnerships. So if you go to the Australian Open website, uh you would see on the stats section there's something called as a Infosys Match Center. And that has multiple different products baked into that match center. There is something called as a match beats, uh, which allows fans to really understand the pulse of the game uh in terms of what was happening at every point. So if somebody doesn't have a TV to watch the game, then just by looking at match beats, you can really understand and get yourself immersed into the game uh with the data that uh is being shown there. So it's a very interesting platform that is running throughout the year for all the 60 plus tournaments. Uh there are close to about 300 million engagement that happens uh through fans over this platform. So that's the scale of uh the impact that we are seeing. It has helped ATP and some of the others to actually use this as a way to really build uh and grow their audience in their website. We have seen in at the in the case of ATP that there's been a 30% increase to the to their website primarily because of the stats section that we have created for them. So there is a business impact that each of these tournaments are also uh seeing from the from the technology that we are uh building for them. And that's the reason why they keep coming back to us to say that hey, what should we build next? Uh so I think Math Center is definitely one of the innovations that we have created, which is running at all our tournaments now, uh, and it's updated uh almost real time uh with any point that is played anywhere uh in the world.

Brigette McGuire 29:14

Tell me, these these innovations they were unheard of a a decade ago. If you cast your mind forward, Navin, do you have a view on how far should technology go in shaping sport, or how far can it go in shaping sport?

Navin Rammohan 29:31

Yeah, I think it can go. Um it really depends on how the technology evolves. So just to give you an example, this year at the Australian Open we are having a humanoid robot actually interact with fans. And we've injected uh the entire stats um center into this humanoid so it can answer any question to a casual fan. Um if you ask who's gonna win today's match, or can you predict something related to the match? What is the current score? Uh, what does the draw look like? Uh so the humanoid robot is able to interact and and give the answers in a very fun uh manner. Now that's the kind of stretch that we are doing right now with the technology that is available uh today. And as technology evolves, I'm sure we can do a lot more things. But what we've always done is we've always kept the spirit of the game intact. We've we want to make sure that uh we are not touching the essence of the core spirit of the game. So we don't get into betting, we don't get into predictive analytics in a way that can predict what's happening, who's gonna win the match. Uh obviously we have predictive uh analytics that is available. But I think there is something about the game of tennis where the human part of the game is so important. I hope that that doesn't get touched uh as the technology evolves for the future. And we want to make sure that that that remains intact also.

Brigette McGuire 30:53

Absolutely, you're going to have issues such as integrity and you know authenticity, so that's integral to you know the spirit of of the game.

Navin Rammohan 31:00

Yes.

Brigette McGuire 31:01

My final question for you, Navin, is is to reflect as a senior global executive. What insights can you share with young executives who have ambition, they're looking to embark on their career journey. You know, is there something if you reflect back and speak to a younger Navin, what uh what advice would you give?

Navin Rammohan 31:25

I never thought I would be doing this uh as a part of my marketing career, but I think it's been a uh it's been a fabulous learning exercise. And I always tell uh uh some of my colleagues that uh I started off as a chemical engineer, then I went into brand marketing, then I went into product marketing, services marketing. So the journey over the last 20, 25 years in marketing, you keep learning some new things uh as you evolve in your role. Um sports marketing was never never imagined that I would do sports marketing, though I was passionate about sports. I never thought that I would do it as a part of my role, and probably this is what I really enjoy the most uh in my role now. But I think in all of these roles, uh one thing, at least I have kept in mind and and most of my teams keep in mind is that we have to keep the customer at the center of uh every everything that you're really building in some sense. And in in the case of sports marketing, uh it could be the fan, it could be the core constituent, it could be a player, it could be a coach. So I think keeping the customer in mind has always helped us to build solutions around that thing. So I think in any as as a as a young profession, it's important to understand the customer and who your target audience is in whatever you end up doing. So I think I would say that that is the first thing that you uh would look at. Being authentic is really important. Uh I think for us in sports marketing, being authentic to the sport, uh to the partnership was very important for us. So being authentic to, as a technology player, we wanted to make sure that we are making a difference using technology to the sport. That has helped us quite a bit. So being authentic would be the second thing that I would um tell a young sports marketing enthusiast. The third would be to understand everything related to the partnership itself. Um for us, it was important to understand how the commercial side of partnership role and visages, in in some sense, we wanted to understand everything related to how the tournament functions, why is the commercial side of tournament important, how do they look at players, how do they look at uh each of their stakeholders, and how can we add value to that. So I think it's important, it was important for us to understand that aspect of the partnership. Uh the fourth I would say is we never thought that we would be dealing with different constituents of the partnership itself. Like we thought we would only deal with the commercial side of things, but we ended up dealing with the product marketing teams of the thing, we ended up dealing with the technology teams, we ended up dealing with the legal teams because the moment AI-related solutions came into fray, that we had to create governance around the kind of solutions that we were creating, that it was important that both legal sides were talking. So we were dealing with the legal teams in some sense. So how do you really become some sort of a connector is important. Like every marketer now has to become a connector to connect the dots between the sales team, the marketing team, the technology team, the product team, as well as the legal team. So we are seeing that more and more in every interaction and every new engagement that we are doing, that we end up dealing with different kinds of stakeholders in any business. So being a connector is important. And finally, I think it's important to stay curious and stay relevant in some sense, be on top of uh every kind of new innovation that is happening, uh, be curious about understanding new things that are going around. Uh I mean it's important to understand things like geopolitics also in today's environment, like how geo the mix of geopolitics and the economics that's going around has an impact to your partnership itself. So we are seeing a slowdown in a lot of partnership, and that has that is due to the economic instability and geopolitics. So having a curious mind to understand what are some of the other factors that can really impact uh your role and uh and your job itself will be important. So I would say that uh these are some of the things that young marketers need to think about.

Brigette McGuire 35:40

So what came through for me there from you, Navin, um, in terms of some key attributes were staying curious, also being agile and being able to adapt to to the various stakeholders that you you need to bring bring along on the journey. Is that a fair fair summation?

Navin Rammohan 35:57

Absolutely. Absolutely.

Brigette McGuire 35:58

Navin, thank you so much for joining Love the Fan, win the game.

Navin Rammohan 36:03

Thank you, Brigette. It was a pleasure. I really enjoyed this conversation. Thank you very much.

Brigette McGuire 36:07

Navin Rammohan is the senior vice president, global head field marketing at Infosys. Infosys is the official digital innovation partner of the Australian Open.