Extreme Sports Company
The Extreme Sports Company has been shaping the ‘adrenalin sport’ sector since its launch in 1995. Steered by its youthful founder Al Gosling, the team at Extreme is constantly looking for ways to expand the brand
Since its launch two decades ago, The Extreme Sports Company has been a pioneer in the alternative sport sector. Starting out as a company sponsoring athletes, the group’s founder, Al Gosling, has developed the Extreme identity into one of the most recognised brands in the sector and grown its turnover to US$50m a year.
Marketing itself as “unapologetic, irreverent and anti-establishment”, the company has been at the centre of the popularisation of the adrenaline and adventure sports. Through its Extreme TV Channel – which broadcasts in more than 60 countries – it has had a major role in overseeing the growth of BMX, skateboarding and wakeboarding from niche sports to mainstream activities.
The company’s business model is to work in partnership with companies across a wide range of markets, licensing its brand and delivering distinctive products and experiences.
Its most recent venture will see it enter the hospitality sector, with three Extreme Sports-themed hotels planned in Russia, Switzerland and Cape Verde. It already has a strong presence in the drinks, fashion, men’s grooming, electronics, apps and gaming sectors.
Pictured:Al Gosling
Al Gosling - Founder and CEO
Could you describe the journey that lead you to founding Extreme
My career and life in general has been shaped by my passion for sport – and especially the extreme side of sport. From an early age I was into surfing, snowboarding and skiing. Mountains and oceans were “my thing”. I had no A levels and never went to university, which was a source of frustration for my parents. Instead, I worked and travelled until the age of 24, when I finally thought “right, I’m going to set up a company and try and build something I really love”. It was all about wanting to make my passion my job.
When did you set up Extreme and how did it grow in its early years?
Extreme will celebrate its 20th year this year. We started by managing athletes and having a TV distribution business – and built it from there. TV distribution was our core business for the first three years. It did rather well and we started to plan the launch of a TV channel. It took around a year to secure the money and the channel started broadcasting in 1998.
We first launched the channel in the Netherlands in 1998 and had Extreme TV up and running in 18 countries before we began broadcasting in the UK. It was quite funny, trying to convince my friends that I was the boss of a cable TV channel. The reason we weren’t in the UK earlier was that Sky was being very difficult about it all.
Since those early days the company’s grown into a number of sectors. How would you describe Extreme as a company in its current form?
It’s a brand and lifestyle company. What we do is manage the brand and develop it into multiple areas using a partnership model. So we partner with companies in different areas and sectors to create Extreme-branded products, events and services.
That’s why – from the outside looking in – we look a very big company. We are, in terms of the areas that we’re working in with partners, but in terms of the core team, we’re not. You don’t need this huge team of people to do what we’re doing. We have a small, very tight knit team and that’s working very well. Whether it’s Natalie working on licensing and commercial side of things, whether it’s Ryan, who’s on the marketing side of things or Pippa, who is running all the events part of the business.
What are your core markets?
Events, our sports theme park concept, branded fashion and apparel, drinks, hotels, video gaming, electronics – so quite a few!
How do you identify the new sectors you want to expand into?
It’s strategically thought through. We look whether there’s a gap in a market somewhere and assess if there is an opportunity to create something. The brand also has to fit the sector. We do have a presence in a diverse range of markets so from the outside looking in it may not look like there’s a strategy behind it, but I can assure you there is!
Extreme has the look and feel of a youthful brand for adrenaline junkies – is that your key customer group?
What’s interesting is that extreme and adrenaline sports have huge appeal across a wide range of age and socio-economical groups. We reach everybody from young skateboarders to middle class parents with disposable incomes and a thirst for an adventure. It’s extraordinary how extreme sports resonate with all types of people.
Class and age don’t come into it – it’s about a mindset. Our brand is driven by that kind of anti-establishment, irreverent mindset that appeals and connects with many consumers in many ways.
How has the extreme/adrenaline sport sector changed since 1995?
It’s really developed from being a niche sector to a much more mainstream one. As an industry, we could have been described as a stroppy teenager up until about five years ago, but we’re now in the mid 20s and becoming more sensible.
The core hasn’t changed though. It’s still about man – or woman – against the nature and the environment and even themselves. It’s not like most mainstream sports where you have federations, associations and clubs dictating rules and regulations – creating the structure within you have to perform. Non-traditional sports are much more independent and there are a wide range of people setting stuff up independently and just going out there and doing their own thing.
It’s 20 years since you found Extreme – what have been the high points?
The thing I love most about of the journey is that I’ve worked with some phenomenal people over the past two decades. We’ve done some amazing things with amazing people. I’m proud of the fact we launched a TV channel and grew it into something that has inspired many young people to get into sports – especially those young people who would not do a traditional sport.
What about the low points?
We nearly went bust twice, which was pretty intense – both of those experiences were definite lows. There were also people who tried to take the company off me. I had some pretty interesting shenanigans going on so it hasn’t all been plain sailing!
I could probably speak to you for about an hour, describing mistakes I’ve made – but that’s all part of it and you need to stay positive. In fact, I do a bit of public speaking nowadays and when I do, I normally spend five minutes on what’s gone good in the company and then spend the next 40 minutes just about where I’ve really screwed up. Entrepreneurs who stand up and talk about how amazing and brilliant things are can be interesting – but the ones that explain where they really got something wrong are much more useful.
What are your future plans and targets for Extreme as a company?
Continue to build the brand and expand it into multiple areas. We’re particularly excited about the three hotels in Sochi, Cape Verde and Switzerland and can’t wait for them to come online. Also, as part of the hotels arm, we have a destination experience project which is more like a sports theme park offer.
Natalie Horne,
Licensing director,
The Extreme Sports Company
What is your current role at Extreme?
As global licensing director I manage the commercial aspects of the Extreme brand, its licensees and product development. Working with our partners, maximising their expertise to deliver the most fitting product for the brand and its end user. It’s also my responsibility that the brand’s DNA is accurately reflected in all that we do, whether a product or a point of sale.
Could you describe your career journey?
I studied fashion design and product development at the London College of Fashion and joined Marks and Spencer’s after graduating. I spent 10 years in retail before joining Disney Consumer Products, where I managed the apparel business across EMEA. In one of my buying roles I was responsible for sports and fitness products and now sport is the anchor to what we do at Extreme. Each of my roles have had a focus on brand management.
What is your typical day-to-day?
As I oversee all of the licensing business, each day is different. If I’m not out visiting existing or prospective licensees, commercial partners or at a trade show, I will generally be at the office with the creative or marketing heads to discuss either assets we need for product development or brand events that our licensees may be involved in and new product launches. As our business is growing outside of Europe, I also spend time liaising with our agents, discussing the new licensees they are on-boarding and the marketing support needs they have for the brand in their territories.
How would you describe Extreme?
Despite the brand’s heritage, the company has a youthful feel to it, probably brought about by the people that work here, how we do things and the culture the brand is focused on.
What are the latest trends you’ve identified in the extreme sports industry?
Traditional and alternative sports will be heavy influencers in the trends affecting 2015-16, therefore this plays to our strengths and the Extreme brand’s position, it will help us maximise our commercial efforts in all product categories.
More schools are offering non-traditional sports as alternatives to team sports. How important is creating choice?
Team sports are important because life is about working in a team, but I think its great that kids and youth are given an opportunity to experience and try out alternative sports.
What implications do you think this could have for companies like Extreme, who operate in the alternative sport sphere?
The shift will probably drive more awareness, more participants and therefore more demand for products, content and facilities which would be positive for the alternative sports sphere.
What are the future plans for the Extreme brand?
We are really excited about the brands product exposure in general but in particular we are really looking forward to the launch of the personal care line and our first mobile game. We have signed a number of agents in territories outside of EMEA, which will expand the brand penetration beyond our traditional footprint. As you might expect we have plans to take the brand into other product categories, more fashion accessories and consumer electronic. Watch this space!
Ryan Maxwell,
Marketing Manager,
The Extreme Sports Company
When did you join Extreme?
I came on board in July 2014 – but I feel as though I’ve been around for years!
What does your role entail?
It’s really diverse and ranges from management of the athlete/ambassador programme to social media, trade and consumer events all the way through to campaigns, communications and public relations.
Could you describe your career journey?
I had a varied education, spending time between the UK and Germany. Growing up I knew I would end up in either the action sports industry or the automotive industry, as they where the only things that got my adrenaline pumping.
I did some work experience at Audi in Ingolstadt in both the design and marketing departments. This is where I knew marketing was the best direction for me.
I saved up some money and after university spent an entire winter season snowboarding at Zermatt (Switzerland). Once the season came to an end reality set in and I realised I needed a career.
I struck a bit of luck and Hornby, the model railway company, where on the hunt for people in their marketing department. I always knew the particular industry wasn’t for me, but the three years I spent there gave me a brilliant education and grounding for marketing and brand management
Now working at Extreme I’m able to take the experience I had gained in other industries and channel it into something I am passionate about.
What is your typical day-to-day?
There is no such thing as a typical day at Extreme! A day can be anything from sitting at the desk hammering out e-mails, through to being in the middle of a park or raving field at a festival. That’s what I love the most about working here, one minute you are in meetings, the next you are playing on the office table tennis table or on the road with ambassadors filming an edit. There is no predictability.
How would you describe Extreme?
It’s everything you’d imagine it to be – a company full of attitude where anything goes and you are encouraged to work hard but play harder. If there is a swell building, or a dump of powder due – get your work done and pack your bags for a trip.
What makes it such a powerful brand?
For me I think the strength lies in the heritage and the current team behind it. It originated from the ‘Do It Yourself’ counterculture of surf, skate and snow and has support for the sports at the core. It’s the fact that the people working for the brand live and breath the lifestyle and its this love and support of progression that ensures it stays true.
Extreme is a recognised brand in what is still a fairly niche market. What are the advantages of that?
People who are passionate about extreme sport have a connection and bond to our brand. They understand the influence and work Extreme has done to support the industry and appreciate the efforts. It’s this reputation that spreads within the scene and gets people to trust you.
Any exciting projects you are currently working on?
We’re currently working on some huge competitions and giveaway stunts that you’ll see in the early parts of 2015, which rest assured will have a unique Extreme twist so keep your eyes peeled!
"people who are passionate about extreme sport
have a connection and bond to our brand –
they understand and appreciate our efforts"
Pippa Simpson,
Special Events & Project Director,
The Extreme Sports Company
When did you join Extreme?
March 2014
What does your role entail?
I work alongside Ryan Maxwell in marketing to identify and manage event-led opportunities for brand promotion or revenue driving activity for Extreme. I’m also commercial director for Extreme Drift Allstars, a drifting championship which is a major asset for us.
Could you describe your career journey?
I come from an PR, events & communications background and worked in a number of FMCG focussed agencies before starting my own retail events agency working with shopping centres to drive marketing campaigns and footfall generating activities. I have worked directly with retail & leisure facilities for seven years, but sport is a relatively new addition to my experience.
What is your typical day-to-day?
Particularly for the drift Series, the team I collaborate and consult with is spread across Europe, so a lot of time is spent on emails or messenger, getting the latest updates on projects, whether it be the editing of the TV Series in Lithuania, or the voice overs being recorded in San Francisco. At this stage of pulling the Series together for 2015 we are also compiling and sending out a lot of sponsorship and promoter contracts.
What are latest trends in adrenaline and adventure sport?
We have seen a huge upsurge in the popularity of motorsports which has led us to become involved in the Drift Allstars – the sport of drifting is exploding!
What are the challenges operators face in the special events sector?
The events sector is definitely growing, but there are a lot more competitors in the marketplace – from our involvement with festivals in the summer, we found there was a vast number of opportunities but we pick the right ones to ensure they fitted the brand profile appropriately.
How would you describe Extreme?
A global brand with strong recognition in the extreme sports marketplace.
Where do you see the greatest opportunities for expansion?
We have a strong focus on Drift at the moment and are working with the Drift Allstars to build the Series to the next level. We’re already in talks with F1 tracks and new destinations worldwide so 2015 and beyond are looking to be exciting years for the EXTREME Drift Allstars.
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