The Banking Executive Magazine- June 2026 Issue

The Balance Sheet of the Beautiful Game acquisition, a global partnership, a league investment, or a hospitality experience. It can place itself in the emotional memory of millions with- out issuing a communiqué or signing a treaty. In an era of geopolitical frag- mentation, sport offers a softer but powerful channel of visibility. For countries seeking diversification, sport also supports adjacent sectors: tourism, aviation, hospitality, retail, logistics, media, digital platforms, fit- ness, sports medicine, education, en- tertainment, and urban development. For Arab banks, this creates a serious question. If sport becomes a pillar of national diversification, are banks prepared to finance it as an economy rather than sponsor it as entertainment? That means understanding clubs, leagues, venues, academies, sports- tech companies, ticketing platforms, fan engagement systems, payment infrastructure, hospitality operators, and event suppliers. It means devel- oping lending models for sports en- terprises. It means understanding revenue streams from media, spon- sorship, ticketing, merchandising, and digital commerce. It means sup- porting SMEs around major events. It means building products for fans, families, tourists, merchants, and high-net-worth clients. The Arab sports economy will not be built by stadiums alone. It will require a financial system that understands sport as business, infra- structure, community, and soft power. THE BANKING PLAYBOOK BEFORE 2034 The 2026 World Cup should be stud- ied carefully by Arab banks, espe- cially as Saudi Arabia prepares to host the 2034 edition. The first lesson is that banks should treat major sporting events as finan- cial ecosystems, not marketing sea- sons. The second lesson is that preparation must begin early. Hotels need financ- ing before tourists arrive. Restaurants need working capital before demand peaks. Merchants need payment ter- minals before matchday. SMEs need inventory financing before fan zones open. Cybersecurity teams need sce- narios before transaction volumes surge. Fraud teams need models be- fore abnormal spending patterns begin. The third lesson is that the opportu- nity extends across banking lines. Retail banks can create cards, wal- lets, loyalty programmes, travel offers, youth campaigns, and family- oriented products. Corporate banks can support hospitality groups, trans- port firms, logistics providers, retail- ers, contractors, and event-service companies. SME banking can be- come central to local value capture. ISSUE 210 JUNE 2026 the BANKING EXECUTIVE 25