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5 Insights is a new series of short interviews in which we introduce members of our FBIN Executive Community – their careers, their challenges, and their unique perspectives on the future of the football business.
This time, Aitor Jiménez, Chief Strategy, Innovation and New Business Officer at Deportivo Alavés/the Baskonia-Alavés Group, shares his 5 Insights.
How did you first get involved in football, and what path has brought you to your current role?
I first became involved in football through my passion for sports and innovation. My career has always been focused on bringing new ideas and technologies into organizations, and over time that path naturally led me into the world of football. Before joining Baskonia-Alavés Group, I worked as Director of Innovation in several Spanish companies such as Ibermática, Ner Group and Sarein. Later, I had the opportunity to lead innovation in top clubs, first as Head of Innovation at FC Barcelona from 2016 to 2019 and then as Chief Innovation Officer at Athletic Club from 2019 to 2021.
In parallel, I also founded TapQuo, a tech start-up that was acquired in 2014, and I have been active as a lecturer, speaker and blogger on disruptive technologies and their impact on society. All these experiences combined have shaped my current role at Baskonia-Alavés Group, where I now lead the innovation strategy, helping the club explore new business models and transform the way football connects with fans, communities and the wider sports industry.
What’s one big change you think the football business will see in the next 3 to 5 years?
In the next three to five years, I believe the biggest change in the football business will be a fundamental redefinition of fan value. Clubs will no longer think of fans only in terms of ticket sales or merchandising, but as active participants in both the physical and virtual ecosystem of sport.
Technologies such as extended reality and artificial intelligence will enable fans to experience football in more immersive, personalized and interactive ways – whether inside the stadium, from their homes, or through virtual platforms. This shift will create new opportunities for clubs to engage with global audiences, develop innovative business models and strengthen the emotional bond with supporters. In short, the future of football will be about maximizing the lifetime value of the fan, both in the physical and the digital world.
Can you share a major challenge you are facing or faced recently, and the steps you took to address it?
One of the biggest challenges we have faced recently is the need to rethink revenue models in the sports industry. Traditional sources such as ticketing, broadcasting and sponsorship are important, but they are no longer enough to secure sustainable growth.
To address this, at Baskonia-Alavés Group we created The Faktory, our innovation and new business center. The idea was to go beyond football and basketball, and build an ecosystem where startups, corporations and investment funds can collaborate with us to co-create new solutions. By connecting the club with entrepreneurs and disruptive technologies, we are not only generating potential new revenue streams, but also positioning ourselves as an innovation hub within the sports industry.
This ecosystem approach is helping us transform a challenge into an opportunity – turning innovation into a business driver, while creating more value for the club, our partners and our fans.
What’s a leadership lesson or piece of advice that has stayed with you throughout your career?
A leadership lesson that has stayed with me throughout my career is the importance of building and nurturing a strong network. In the sports industry – and in any industry, really – success is rarely achieved alone. The relationships you create with colleagues, partners, startups or even competitors can open doors, spark new ideas and accelerate innovation.
But for me, networking is not just about collecting contacts; it’s about creating genuine relationships where you also bring value to others. When people know that you are willing to share knowledge, support their projects or connect them with opportunities, trust is built – and trust is the foundation for long-term collaboration.
This mindset has guided me in every role I’ve had: always asking how I can contribute, not just what I can get. In the end, leadership is not only about driving your own vision forward, but also about helping others grow and succeed alongside you.
Who or what do you look to for inspiration when tackling new challenges in the football business?
When facing new challenges in the football business, I often look for inspiration outside of football itself. Some of the most innovative ideas come from industries such as entertainment, technology, gaming or even retail – sectors that are constantly reinventing how they engage audiences and create value.
For example, the way the entertainment industry builds immersive experiences, or how gaming companies cultivate global communities, can offer valuable lessons for how we engage fans. Similarly, I find inspiration in startups that are disrupting traditional models with agility and creativity, and in corporations or investment funds that are pushing boundaries with new technologies.
By looking beyond football, I can bring fresh perspectives back into the sport. I believe the future of football business will depend on our ability to learn from other industries, adapt their best practices, and then translate them into unique experiences and sustainable models for clubs and fans alike.
