There are moments in every industry when the rules quietly but decisively change, when familiar patterns stop holding, and the “tried and true” playbook becomes obsolete. In cybersecurity, that moment has been reached.

This shift isn’t driven by a single breakthrough or headline‑grabbing exploit. Instead, it is the culmination of years of evolution that have finally reached scale. Threat actors haven’t just become more sophisticated – they have become more organizsed, more coordinated and more operationally disciplined. And as we navigate 2026 and beyond, this change is reshaping what effective network defence must look like.

For organisations across the Middle East, where digital transformation is closely tied to economic diversification, national resilience and geopolitical relevance, this shift carries particular urgency. Governments across the GCC have placed cybersecurity at the core of their digital economy strategies, recognising that trust and resilience are prerequisites for growth, not outcomes of it.

To survive and thrive in this new reality, enterprises must face it head on. That starts with understanding where and why defences consistently fail today, how attackers succeed and what needs to be done next to protect data, applications, people – and corporate reputations – from the newfound scale and sophistication of cybercrime cartels.

The industrialisation of cybercrime

Today’s impactful cyberattacks are no longer typically orchestrated by isolated, opportunistic threat actors. Modern cybercriminal gangs operate more like global enterprises complete with specialisation, hierarchy and repeatable processes. Reconnaissance, planning, exploitation, monetisation and negotiation are not ad hoc activities; they’re integrated and strategically aligned stages of a well‑run operation.

Still, many of the tactics deployed are unpleasantly familiar. Ransomware, phishing, credential theft and lateral movement aren’t new. What has changed is how systematically they’re deployed. Automation and artificial intelligence (AI) have lowered barriers to entry while dramatically increasing speed and reach. Attacks that once required time and precision can now be launched at scale, refined in real time and adjusted mid‑campaign.

This industrialisation has altered the economics of cybercrime. The ceiling for impact has risen, while the effort required to sustain attacks has dropped. For defenders, that means facing adversaries who can move faster, pivot quicker and operate continuously across geographies and infrastructures with ruthless precision.

Regional forums such as CyberFirst UAE andGCC‑wide research consistently highlight AI‑enabled, highly coordinated attacks targeting finance, energy and government entities.

Sophisticated threats still win with simple tactics

Another defining shift is where attacks now begin. From a defence perspective, traditional corporate network boundaries have eroded. Home routers, unmanaged devices, third‑party platforms and cloud services are increasingly the first point of contact. A single compromised endpoint is a launchpad.

From there, attackers can rapidly move laterally across environments that were never designed to be defended as one. This challenge is especially acute for organizations with large, distributed networks and critical responsibilities.

Across the Middle East, this problem is magnified by the pace of cloud adoption, smart‑infrastructure rollout and hybrid IT environments. Energy producers, financial institutions, healthcare systems and transport hubs often operate highly interconnected ecosystems spanning on‑premises, cloud, operational technology and external partners. National Critical Information Infrastructure Protection (CIIP) frameworks across the region exist precisely because digital disruption now has direct economic and societal consequences. In these environments, gaps in visibility or policy enforcement create systemic exposure.

Additionally, for all the sophistication of today’s attacks, one uncomfortable truth remains: many breaches still succeed by exploiting weaknesses that have been understood for years.

Unpatched systems, weak credentials and inconsistent access controls continue to provide reliable entry points. It’s a paradox of modern cybersecurity – while attackers innovate, they often don’t need to. Defenders, meanwhile, are pulled toward chasing what’s new rather than first fixing what’s known to be a weakness.

This is why cybersecurity can’t be treated as a checklist. It should be an organizational, ground-up mindset, and one that must evolve as quickly as the threat landscape itself.

Geography matters less

Cybercrime has always been global, but its infrastructure is now more geographically fragmented than ever. Attack traffic can originate anywhere, not necessarily because of local threat actors but because malicious infrastructure is allowed to operate there.

For example, the bulletproof hosting services, affordability and weak regulatory oversight in Seychelles, the smallest country in Africa, give cybercriminals the opportunity to exploit telecommunication and jurisdictional loopholes. As a result, attacker IPs are generated at levels higher than countries thousands of times the size of Seychelles.

Long‑standing assumptions about attribution and geolocation no longer hold. Blocking traffic based on where it appears to come from is increasingly ineffective. The real question isn’t where an attack originates, it’s where it’s tolerated.

Defending the new digital frontier

So, what does the new cybersecurity reality require?

First, visibility. Organisations can’t defend what they can’t see. That means understanding not just what’s entering the network, but also knowing what normal looks like, and how traffic is behaving in real-time; this supports spotting anomalies before they become incidents.

Second, collaboration. Attackers share tools, infrastructure and intelligence freely, per the new industrial structure. Defenders must be equally coordinated. Cross‑team (e.g. network and cybersecurity teams) intelligence sharing and operational collaboration are foundational to staying ahead (likewise, cross-industry intelligence sharing is also important).

Third, agility. Static defences struggle against dynamic threats. Networks must be able to adapt, respond and recover in real time. AI‑native networking platforms play a critical role here – not as replacements for human expertise, but as force multipliers that accelerate and augment effective detection, decision‑making and mitigation.

Finally, integration. Security can’t be bolted on after the fact. It must be embedded into the network fabric itself, designed to detect, mitigate and respond across every layer.

Looking ahead, integrated, self-detecting and remediating AI‑native network security cannot be aspirational but instead should be the baseline, as a key component of the self-driving network.

The roadmap going forward

The most important cybersecurity lesson from 2025 is to focus beyond just the volume or novelty of AI-assisted attacks. Decision makers in the Middle East, where digital ambition and national vision are now inseparable, must also consider the scale and the maturity of the adversary ecosystem operating behind those attacks.

In this highly interconnected environment, where every new digital interface becomes a potential vulnerability, we must ensure our collective resilience is as bold as our transformation by gaining a clear understanding of how attacks actually unfold and creating the cybersecurity strategy, hygiene and discipline to respond accordingly.

The most dangerous threat ahead isn’t the one no-one sees coming. It’s the one we assume we’ve already solved.

Read: The end of the password? GCC cybersecurity leaders sound the alarm on identity’s new frontline

Dubai’s Roads and Transport Authority (RTA) has announced that it has completed 72 per cent of its project to develop and upgrade the existing nol system from a card-based ticketing platform to a more advanced digital payment system powered by account-based ticketing.

The large-scale upgrade marks a major step in Dubai’s wider digital transformation agenda and is designed to strengthen the emirate’s public transport payment infrastructure. The project will shift nol from its current card-based ticketing model to an account-based ticketing system, allowing customers to access a more integrated, flexible and digitally enabled payment experience across transport and related services, a Dubai Media Office report said.

According to RTA, the upgraded system will be among the latest and most advanced of its kind, in line with global developments in digital payments and financial technology. The authority said the project is being implemented in accordance with international best practices, with all phases scheduled for completion by the end of the first quarter of 2027.

A strategic digital transformation project

Mattar Al Tayer, director general, chairman of the Board of Executive Directors of the Roads and Transport Authority, said: “The nol system upgrade marks a strategic step in RTA’s comprehensive digital transformation journey and represents a strategic investment in the future of digital services. It will enable RTA to develop a unified, more integrated payment ecosystem linking various modes of transport and services, while delivering the highest levels of operational efficiency and customer convenience.

“The project aligns with the vision of the leadership to harness advanced technology to simplify government services, enhance the customer experience, and make Dubai the world’s best city to live, work and move around.”

The upgrade is expected to enhance the efficiency of Dubai’s transport payment ecosystem by connecting payment channels, customer accounts and transport services through one unified platform. The move also supports the emirate’s broader ambition to expand smart services, reduce reliance on cash transactions and provide seamless mobility options for residents, visitors and commuters.

Enhanced customer experience

Al Tayer said the new system would represent a major improvement in the customer journey by expanding payment options and enabling a wider range of modern payment methods.

“The new system will deliver a step change in the customer experience by expanding payment options and enabling modern, diverse payment methods, streamlining procedures and making services easier to access. It also reinforces nol card’s position as one of the most advanced and comprehensive digital payment solutions, supports the Dubai Cashless Strategy, and strengthens integration across various economic and service sectors, making nol an everyday payment tool that supports Dubai’s drive towards the digital economy and smart cities.

“Given the scale of the project, it has been divided into three main phases. The first will see the launch of QR code ticketing through digital channels. The second will involve the rollout of the new generation of nol cards, powered by new technologies and aligned with global standards, ensuring compatibility with bank card technologies and automatic digital linkage to customer accounts when a new card is purchased. The third phase will complete the system upgrade to accept other payment methods, such as bank cards and digital wallets, for the payment of public transport fares in Dubai.”

The phased implementation reflects the complexity of the project and the scale of its integration across Dubai’s public transport network. By introducing QR code ticketing, new-generation nol cards, bank card acceptance and digital wallet payments, RTA aims to offer customers greater choice and convenience while supporting operational efficiency across its services.

New features and payment capabilities

The upgraded nol system will introduce a range of customer-focused features, including the creation of customer accounts, linking nol cards to user profiles, adding nol cards to smartphone digital wallets, purchasing tickets through QR code technology via digital channels, and applying flexible fares across different public transport modes.

Al Tayer added: “The nol system upgrade will offer customers a wide range of features and benefits, including the creation of customer accounts, linking nol cards to accounts, adding nol cards to smartphone digital wallets, purchasing tickets via QR code technology through digital channels, and applying flexible fares across public transport modes.

“Through the new system, customers will be able to create accounts, link their own nol cards and those of family members, manage profiles, allocate top-up amounts to each linked card, and activate automatic top-up through bank account linkage. They will also be able to view daily transaction statements, block cards and recover balances seamlessly.”

These features are expected to give customers greater control over their accounts and transactions. The ability to link multiple cards, manage top-ups, recover balances and monitor daily statements is aimed at improving convenience, security and transparency for users.

Expanding nol beyond public transport

As part of the project, RTA will upgrade systems, devices and smart kiosks at public transport stations to support the new payment technologies. Once implemented, customers will be able to pay public transport fares through several methods, including QR code tickets, the new generation of nol cards, bank cards and digital wallets.

The upgraded system will also extend the use of nol cards beyond public transport. RTA said customers will be able to use the new-generation nol cards for shopping across various digital channels and at retail outlets across the UAE, in a similar way to bank cards. This development is expected to position nol as a wider digital payment tool, supporting Dubai’s transition towards a cashless economy and a more connected smart city ecosystem.

nol’s growth since Dubai Metro launch

RTA launched the nol system on 9th September 2009, coinciding with the launch of Dubai Metro, to facilitate mobility for all public transport users. Since then, nol has become a central part of Dubai’s public transport payment infrastructure, supporting fare payments across multiple modes of transport.

RTA has also introduced several recent initiatives to expand the value and utility of nol cards. These include the nol Student Package, launched in collaboration with the International Student Identity Card Association, which provides dedicated discounts for students worldwide. The authority has also introduced promotional and incentive-based nol Travel cards for tourists and residents.

In addition, RTA has enabled nol card payments for soft mobility modes, including e-scooters, further supporting integration with public transport and strengthening the first- and last-mile mobility strategy. The use of nol cards to pay soft mobility fares is considered one of the pioneering applications of its kind worldwide.

With the upgrade now 72 percent complete, RTA is moving closer to delivering a more advanced payment ecosystem that supports Dubai’s ambitions in digital mobility, smart government services and cashless transactions.

Abu Dhabi City Municipality has organised a heat safety awareness workshop for representatives from 404 construction companies, reinforcing compliance with the UAE’s Midday Work Ban and occupational health and safety requirements ahead of the peak summer season.

According to WAM, the initiative forms part of the municipality’s ongoing efforts to strengthen workplace safety, raise awareness of heat stress risks and ensure construction companies adopt preventive measures to protect outdoor workers during periods of extreme temperatures.

The workshop focused on heat stress management programmes, practical measures to minimise the risks associated with working in hot weather, and employers’ responsibilities in maintaining safe working environments across construction sites.

Officials also outlined the implementation of the Midday Work Ban, highlighting the legal requirements under Ministerial Resolution No. 401 of 2015 issued by the Ministry of Human Resources and Emiratisation (MoHRE). The regulation prohibits work under direct sunlight and in open areas between 12:30pm and 3:00pm from June 15 to September 15 each year.

Participants received guidance on emergency response procedures, recognising symptoms of heat stress and the importance of providing cooling facilities, scheduled rest breaks and adequate hydration for workers throughout the summer months.

Omar Mohammed Al Shahi, acting director of the Municipal Services Sector at Abu Dhabi City Municipality, said the workshop reflects the municipality’s commitment to promoting a culture of prevention across construction sites and supporting companies in implementing best practices for occupational health and safety.

He added that these efforts contribute to protecting workers from heat-related risks while fostering a safe and sustainable working environment throughout the summer.

The Midday Work Ban applies to employees working in open areas and under direct sunlight, including construction workers, road and infrastructure crews, excavation and utility workers, external maintenance teams, landscaping and agricultural workers, park maintenance staff, and outdoor cleaning and waste collection personnel.

The restriction does not apply to employees working inside enclosed or air-conditioned facilities, provided appropriate occupational health and safety standards are maintained.

Abu Dhabi City Municipality also encouraged members of the public and workers to report any violations of the Midday Work Ban or heat safety regulations through its official communication channels or via email at [email protected].

The municipality said it will continue conducting awareness programmes and inspection campaigns throughout the Midday Work Ban period to strengthen compliance, improve companies’ preparedness for summer working conditions and reinforce a culture of workplace safety across Abu Dhabi’s construction sector.

Emirates is gearing up for one of the busiest periods of the year for its Unaccompanied Minors Service, with more than 3,500 children expected to travel independently on the airline over the next two weeks as families begin their summer holidays ahead of the new school year in Dubai.

The airline said the seasonal spike reflects strong demand for its family-focused travel services, which are designed to ensure children travelling without parents or guardians receive dedicated supervision from check-in through to arrival at their final destination.

According to an Emirates media report , more than 250,000 children have travelled using the airline’s Unaccompanied Minors and Young Passenger services over the past five years. The majority of those travellers were aged 11 years and under, with some of the busiest routes connecting Dubai with the UK, Russia, Kenya, France, India and Egypt.

The airline said its specialised service is designed to give parents and guardians greater peace of mind by providing children with continuous support throughout their journey, while also offering a comfortable and engaging travel experience.

Service available for children travelling independently

Children aged between five and 12 travelling alone are required to use Emirates’ Unaccompanied Minors Service and must travel on an adult fare. The airline said bookings for the service can be made up to 24 hours before departure through Emirates LiveChat, by calling 00971600555555 or through any local Emirates office.

For young travellers aged between 12 and 15, independent travel is permitted at the discretion of their parent or guardian. However, families seeking additional assistance can opt for the Young Passenger Service for USD 50 per flight, subject to availability. The airline said the optional service provides the same dedicated supervision and support throughout the journey.

Emirates also noted that children aged five to 12 travelling in a different cabin class from their parent or guardian on the same flight will be considered accompanied passengers. While they will still travel on an adult fare, they will not have access to the Unaccompanied Minors Lounge or the additional services provided under the programme.

Dedicated lounge enhances the airport experience

The journey begins at Dubai International Airport (DXB), where parents and guardians can accompany children directly to the recently renovated Emirates Unaccompanied Minors Lounge located near the check-in area.

The airline said the adult dropping off the child must provide proof of identification and complete a permission form before departure.

After check-in, children can relax in the dedicated lounge while waiting for their flight. The facility features PlayStation 5 Pro gaming consoles, complimentary Wi-Fi, comfortable seating, children’s bathroom facilities, as well as free snacks and drinks, all within a supervised environment managed by Emirates staff.

End-to-end supervision throughout the journey

Emirates said a trained specialist meets each child at the Unaccompanied Minors check-in desk and remains with them throughout the airport process.

The specialist assists with security and immigration procedures, safely carries the child’s passport where required, facilitates priority boarding and personally hands the young traveller over to the cabin crew before departure.

During the flight, Emirates cabin crew continue supervising the child, ensuring they remain comfortable throughout the journey. Parents and guardians can request special meals in advance, specify seating preferences such as window or aisle seats, and arrange for siblings travelling together to be seated alongside one another.

The airline said cabin crew regularly check on young passengers, helping them with meals, seat adjustments and the inflight entertainment system whenever needed.

Entertainment and memorable experiences onboard

To help make the journey enjoyable, Emirates offers young travellers complimentary toys and giveaways, alongside access to more than 100 video games and an extensive library of children’s entertainment through its award-winning ice inflight entertainment system.

The selection includes newly released films, Disney Classics, Marvel Studios titles, Star Wars collections, the complete Harry Potter movie series, as well as programming from CBeebies, Nickelodeon and Cartoon Network.

For children celebrating birthdays during their journey, parents and guardians can arrange a birthday cake at least 48 hours before departure. Emirates cabin crew also mark the occasion onboard, while commemorative Polaroid photographs are taken to provide children with a keepsake from their trip.

Safe handover at the final destination

Upon arrival, children are met at the aircraft door by another Emirates specialist, who accompanies them through the airport until they are safely reunited with their parent or guardian in the arrivals area.

The airline said proof of identification is required from the individual collecting the child to ensure a secure handover.

Additional support for connecting passengers

Emirates said children transferring between Emirates flights at Dubai International Airport can have a maximum connection time of eight hours. Longer connection periods may be permitted only with prior airline approval.

During layovers, children are escorted to the dedicated Unaccompanied Minors Lounge, where they can rest before boarding their onward flight. If they need to leave the lounge for meals within the airport, they remain under the supervision of an Emirates specialist at all times.

The airline added that young passengers are not permitted to stay overnight at a connecting airport unless an adult guardian has been arranged to meet and care for them during transit, subject to Emirates’ approval.

With international travel expected to remain strong throughout the summer holiday period, Emirates said its Unaccompanied Minors and Young Passenger services continue to play an important role in supporting families while providing young travellers with a safe, supervised and enjoyable flying experience.

The Esports World Cup (EWC) sold 285,000 tickets, produced 7,000 hours of live content and attracted 22 global sponsors in 2025, figures that position it firmly alongside traditional sports’ biggest properties. But what separates EWC from the FIFA World Cup, the Olympics or the NFL is not just scale; it is the nature of engagement. Gaming is not a media channel for younger audiences; it is where they live. They watch while chatting, follow creators, remix content, support clubs and expect brands to add value rather than interrupt.

As sponsorship dollars flood esports and brands demand measurable returns beyond impressions, Mohammed Al Nimer, chief commercial officer of the Esports Foundation, explains how EWC has evolved from a gaming tournament into a cultural platform where participation matters more than visibility, and why that shift is redefining what sponsorship means for the next generation.

The Esports World Cup has rapidly evolved into one of the largest events in competitive gaming. How are you positioning EWC as a global sponsorship property alongside established platforms such as the FIFA World Cup, the Olympics and the NFL?

The FIFA World Cup, the Olympics and the NFL have become global sponsorship platforms because they combine elite competition, global reach, cultural relevance and powerful storytelling. That is the level of ambition we have for the Esports World Cup, while also recognizing that esports brings something different to the table.

The numbers already show the momentum. In 2025, EWC produced more than 7,000 hours of live content across a seven-week calendar, attracted 97 broadcast partners and 22 global sponsors, sold more than 285,000 tickets and 24,000 merchandise units, and delivered the largest prize pool in esports history. That scale gives brands a credible global platform, but what makes EWC unique is the depth of engagement around gaming communities.

EWC is not just a tournament. It brings together the best players, leading clubs, major game titles, publishers, creators, fans and brands into one integrated ecosystem. For partners, that means they are not only buying visibility around a major event. They are entering the culture of gaming and esports in a way that is global, digital-first and deeply interactive.

We are also seeing EWC extend beyond gaming into wider sport, entertainment and culture. The involvement of Cristiano Ronaldo as a global ambassador, alongside appearances from figures such as Lando Norris, Gerard Piqué, Ronaldo Nazário, Kaká, Alisha Lehmann and Nick Kyrgios, shows that EWC is becoming a cultural platform with relevance far beyond the core esports audience.

For sponsors, that creates a very powerful proposition. We can build partnerships across the full fan journey: in-game, online, on broadcast, through creators, through clubs, through live experiences and across the host city. That is where we believe EWC can sit alongside the biggest global sports platforms: as the leading sponsorship property for the next generation of sport, entertainment and fandom.

Brands are increasingly looking to engage younger, digitally native audiences. What makes the Esports World Cup a uniquely effective platform for reaching these consumers compared with traditional sports and entertainment channels?

The difference is that gaming is not only a media channel for younger audiences; it is part of their daily life. It is where they spend time with friends, follow talent, express identity, discover culture and participate in communities. That makes esports fundamentally different from many traditional sponsorship environments.

Younger fans are not passive audiences. They watch while chatting, they follow creators alongside official broadcasts, they move between platforms, they remix content, they support clubs, they play the same titles they watch, and they expect brands to add something meaningful to the experience. For sponsors, that creates a much more active relationship with the consumer.

This is where the Esports World Cup is very powerful. It gives brands access to the full behavior of the gaming audience, not just the viewing moment. A partner can engage fans before, during and after competition through content, creators, clubs, live experiences, digital activations, rewards, products and community moments. The opportunity is not simply to be seen; it is to become part of how fans experience the event.

That is also why authenticity matters so much. Younger consumers are very quick to reject brands that feel like outsiders. But when a brand contributes to the fan journey, improves the experience, supports the players or clubs, or creates something fans actually want to engage with, the connection becomes much stronger.

For us, that is the real advantage of EWC. It gives brands a way to move from advertising to participation, and from audience reach to community relevance. That is what makes it uniquely effective for younger, digitally native consumers.

We’ve seen major international brands invest heavily in esports partnerships in recent years. What are sponsors looking for today, and how has the value proposition of esports sponsorship evolved?

What sets esports apart is how closely fans, players, teams and the games themselves are connected to one another. Sponsors are increasingly looking to become part of that ecosystem in ways that feel authentic and add real value, which is vital to getting fans to buy in.

The value sponsors place on esports has also shifted considerably. It offers year-round storytelling, international reach, and direct access to digitally native audiences who are often hard to reach. Programs like Road to EWC are a good example of this, building out the tournament’s narrative well before and beyond the event itself, so fans stay engaged throughout the year rather than just during a short window. That sustained presence is what sponsors are really after now: the chance to build lasting relationships with audiences, rather than a single, short-lived activation.

Can you share examples of standout brand activations from previous editions of the Esports World Cup and the key lessons they offer for marketers looking to build authentic engagement with gaming communities?

Across the last two editions of the Esports World Cup, the standout activations gave fans something to actually do, not just something to see.

Qiddiya and stc were among the first brands to embrace the National Gaming & Esports Strategy, joining the Esports World Cup as founding partners from the outset.

Qiddiya has been responsible for the player’s lounge at EWC, giving the world’s best gamers a private space to prepare for matches and decompress after leaving the stage. Aramco built one of the most popular on-site locations at the event with its Sim Arena, hosting the biggest sim racing competitions at EWC and giving fans the chance to race against the sport’s actual stars.

The Esports Embassy has been positioned as a new hospitality and engagement platform for partners. What gap in the market does it address, and how does it change the way brands interact with fans, creators and industry stakeholders during the event?

The Esports Embassy addresses a gap that has existed in esports for a long time: the industry has incredible energy, audience scale and cultural relevance, but it has not always had a premium, structured environment where brands, executives, creators, clubs, publishers and partners can come together during the event.

In traditional sport, hospitality is a major part of the partnership model. It is where relationships are built, deals are discussed, senior stakeholders are hosted and brands create memorable experiences around the competition. Esports has not always had an equivalent platform at the same level of sophistication. The Esports Embassy is designed to fill that space.

What makes it powerful is that it is not just hospitality in the traditional sense. It is a business and engagement platform. It gives partners a place to host clients, engage senior decision-makers, meet industry leaders, connect with creators and talent, and bring their brand into the cultural environment of EWC in a more curated way.

It also changes the way brands interact with the ecosystem. Instead of only activating on the show floor or appearing on broadcast, partners can create more intimate and high-value moments: private briefings, creator sessions, executive meetings, product showcases, networking events, content opportunities and VIP fan experiences. That creates a different kind of value, especially for brands that want to build relationships as well as visibility.

For us, the Esports Embassy is part of the broader evolution of EWC as a global sponsorship property. It gives partners a premium front door into gaming and esports, while still staying connected to the energy of the event, the fans, the clubs and the competition. It helps turn EWC from an event people attend into a platform where business, culture and community come together.

How do you see the commercial ecosystem around esports evolving over the next five years. Also as investment in esports grows, brands are increasingly scrutinising return on investment. What metrics and outcomes are sponsors prioritising today, and how does EWC demonstrate measurable commercial value beyond audience reach and impressions?

Over the next five years, the commercial ecosystem around esports will continue to mature from a reach-driven model into a performance- and value-based investment environment. As investment grows, brands are focusing on outcomes beyond just impressions. They are prioritising deeper engagement, community impact, content performance and long-term brand affinity.

At the same time, expectations around sponsorship are shifting. Brands are no longer looking to sit alongside the experience as passive sponsors, but they want to be part of it. The most successful partnerships are integrated into the ecosystem itself. This can mean enabling infrastructure, enhancing fan experiences, supporting competitive environments, or creating meaningful touchpoints across the event journey.

EWC brings together competition, creators, publishers, and brands within a single connected platform. This allows partners to engage audiences across all layers of the ecosystem, actively engaging with the community rather than simply placing their name on a board.

The Esports World Cup is, in my eyes, a leading example of how esports partnerships are evolving into integrated, value-generating collaborations.