Know The Score is TISA Group’s interview series where we speak with leaders shaping the future of sport through technology, strategy, and innovation.
In this edition, we meet Tomasz Kowalczyk, who has been leading the PZPN (Polish Football Association) Innovation Hub for over a year.
With nearly 15 years of experience in the technology sector (working with corporates, startups, and international partners) Tomasz explains why Poland has the potential to become a recognizable hub for sports innovation, what technologies are changing the industry, and what barriers still hold clubs and federations back.
Q: Tomasz, could you introduce yourself and the mission of PZPN Innovation Hub?
A: I’ve been with PZPN for over a year and I’m responsible for the PZPN Innovation Hub—an initiative that connects the federation and the wider football ecosystem with new technological solutions. My aim is to navigate what we might call a technological revolution in sport.
I use the experience I’ve gained over nearly 15 years in the technology industry, mainly on corporate innovation projects and cooperation with startups for both Polish and international partners. For me, what’s happening in sport is the same as in other markets: digital infrastructure is becoming fundamental, and organisations need to adapt.
Q: What was your priority when you started this role?
A: The main priority, and the one I still have, is to show on the European and global map that Poland can be a contender in sports technology. We’re not yet leaders—whether in terms of tech providers or the maturity of sports organisations—but we have the potential to be recognised as an important and relevant market.
The numbers back this up. Poland is one of the fastest-growing economies in the world, with a rapidly expanding middle class, advanced digital infrastructure, and high levels of mobile technology adoption. All of this means innovation in sport should be growing faster here. My goal is to close that gap.
Q: When you speak of innovation, do you mean more on the pitch or in management and fan engagement?
A: It works on many levels. On the pitch we see tools supporting player performance, training, medical care, career development, and data delivery to coaches. That’s crucial, because sport is first and foremost what happens on the field.
But the field is not everything. Alongside it are the stands, and in Poland we’re still investing heavily in new infrastructure. The question is: is it modern? Too often, tenders for new stadiums or arenas overlook digital infrastructure—connectivity in particular.
Fans want to be part of the event, but also connected to the world: to share their experiences instantly. Modern sports venues must reflect that. The same goes for training centres and for the growing number of media projects around sport.
Q: Could you share examples of how this digital shift is already visible in Poland?
A: Recently, Poland challenged one of the key paradigms in sports media: that it depends entirely on broadcast rights. YouTube projects like Kanał Sportowy, Meczyki, Kanał Zero and many smaller initiatives proved that independent Polish creators can attract wide audiences without traditional TV deals.
This is a business revolution. Globally we see YouTube creators acquiring rights to stream matches, competing with broadcasters. The market is moving toward digital-first formats that match the habits of younger generations.
Another example is augmented broadcast—adding analytics, graphics, entertainment features to live games. Second-screen experiences, interactive watch-alongs, and integrations with celebrities are growing. Sport now competes with all entertainment, so the level of interactivity has to rise: on the pitch, in the stadium, and in the broadcast.
Q: Beyond broadcasting, which technologies will most change football and sport in general?
A: Technology is only infrastructure—it’s about how you use it. Tools from other industries will reshape sport: Generative AI, data analytics, computer vision, even real-time animation that converts live broadcasts into cartoons for kids.
The real change is mindset. Innovation managers are now tasked with making sport more attractive. For decades, sport didn’t change much—maybe the shift from black-and-white to color TV, or the introduction of floodlights. Those were revolutionary. Today, we should expect changes every year.
Sport is also universal. A football match looks the same whether in Poland, Brazil, or Nepal. That makes sports products uniquely scalable—and that’s why global investors are increasingly active in sport: clubs, infrastructure, media, and technology. Either we catch this wave, or it will pass us by.
Q: What needs to happen for Poland to catch that wave?
A: The first step is awareness. Organisations need to understand the challenge. Sports bodies should start seeing themselves as entertainment companies—closer to Disney or Marvel—working daily on their assets to keep fans engaged.
It’s a big shift: federations used to see their role as looking after players. Today, it’s about working with clubs and players to meet fan expectations, and through that build the resources to develop the sport further.
Q: Let’s talk about business models. How do you see the future of pay-per-view, subscriptions, and OTT?
A: Pay-per-view is slowly dying. Fans expect bundled subscriptions with wide content libraries—just like Netflix or HBO. In boxing, this change is already clear, and football is following.
We’ll see more diversified strategies: some games on YouTube, others on league or club-owned OTT platforms, sometimes hybrids with broadcasters. Sponsors, meanwhile, want more than logo exposure. They expect measurable engagement, both physical and digital. That requires better data and smarter activations.
Q: What are the biggest barriers to innovation in Polish clubs and federations?
A: It’s not just football; most sports organisations here face the same. Structurally, staffing is skewed. In Poland, too many people are on the sporting side, while in mature organisations abroad the business and digital side is much stronger.
There’s a knowledge gap. Innovation doesn’t always mean cutting-edge tech—it can be a simple solution that creates new value for fans. Money is another issue, but innovation is an investment. Done right, it builds sustainable business models that generate income regardless of sporting results.
That’s what top clubs and leagues abroad already do. Even smaller, less famous organisations in Europe are leaders in innovation. With Poland’s economic potential, the obstacle isn’t funding—it’s mindset and structure.
Q: Finally, what’s your long-term vision for the PZPN Innovation Hub?
A: If we succeed, Poland will be recognised as a hub for sports innovation in Europe. The Hub could become a gravity point—attracting ambitious sports organisations looking for solutions, and connecting them with the best tech companies in Poland and abroad.
PZPN can test some of these solutions internally, but our bigger role is as a connector: making startups aware of sports organisations’ needs, and helping clubs discover the tools available.
I’d like every new sports tech business entering Poland to see the PZPN Innovation Hub as a one-stop shop for strategy and connections. I’d also like us to be a partner for UEFA’s and FIFA’s innovation programs, while supporting national decision-makers in shaping long-term strategies.
We’ve already started, with our pilot Startup Club, helping young sports tech firms scale internationally while giving PZPN access to advanced technologies. The aim is to create more success stories proving that Poland has something to offer on the international stage.
Closing Thoughts
Tomasz Kowalczyk’s insights show both the opportunities and challenges for Polish sport. The fundamentals are there: digital infrastructure, market potential, and a new generation of fans. The task now is to connect them into a coherent strategy that makes Poland a regional leader in sports innovation.
Thank you, Tomasz, for sharing your perspective in this edition of Know The Score.
