An op-ed written by Kailash Nagdev, partner, TSC Middle East, and supported by TSC analysts Saleh Turkistani and Idir Kermoud.
Hosting the FIFA World Cup 2034 presents a unique opportunity for the Kingdom of Saudi Arabia (KSA) to catalyse transformative change across sport, society, and its global reputation. Throw in the hosting of the Asian Games in the same year, and the challenge is on.
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But this isn’t just about building stadiums or infrastructure. The question isn’t if Saudi Arabia can deliver, but how. It’s about crafting a vision that will define how the Kingdom engages with its citizens (of which 63% are under 30), with the global football community, and with the world.
In our opinion, there is a hat-trick of interlinked strategies that KSA must prioritise over the next 10 years, for 2034 and beyond to be a success: Capacity, Capability and Competitiveness. The legacy has already begun…
CAPABILITY
A mega event such as the FIFA World Cup carries a transformational economic and social impact legacy story, but that legacy begins now, not after the event. Over the next 10 years, there must be an exponential growth in KSA’s capability to stage and host live events in terms of human resource, event supply chain and sport delivery.
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By GlobalDataUnderlining its ambition, Saudi Arabia has secured a portfolio of major events over the next 10 years, and each must create progressive growth from one to the next. From the Islamic Solidarity Games in 2025 to the AFC Asian Cup 2027 to the Winter Asian Games 2029, building the skills of future local talent, with a design – test – learn strategy is crucial.
There is an explicit need for the rapid development of a deep, robust, and homegrown ecosystem and this requires the cultivation of local expertise. By nurturing native talent, the Kingdom will ensure these major events are not only delivered successfully but are pioneered by Saudi professionals. Delivering a World Cup is an enormous logistical undertaking, requiring an estimated trained workforce of 150,000 to 200,000 people.
Vision 2030 requires every industry to proactively develop homegrown talent – and these mega events will need capabilities across the spectrum, from creative and operational to governance and commercial. How? Through targeted training programmes, partnerships with global organisations, and the development of an agile project management culture.
Saudi is also exploring ways in which it can catalyse its development to meet the major event demands of the next decade. Strategic investments across the value chain will see Saudi sovereign and private entities identify key enabler industries that are not only essential to portfolio delivery but are compelling standalone investment propositions.
Investments in temporary overlay provision, capital asset operators, marketing innovations, ticketing platforms and fan engagement tools will all form part of the wider capability development strategy and allow the Kingdom to build domestic capacity whilst taking an equity position in regional and global assets.
The events on the runway to the FIFA World Cup 2034 must serve as a connected pathway to foster future leaders who will shape the industries essential to the Kingdom’s mega event obligations and opportunities.
COMPETITIVENESS
For FIFA World Cup 2034 to drive a sporting legacy, Saudi Arabia needs to be competitive and credible on the field of play. The next 10 years must represent considered progression towards a competitive football ecosystem that nurtures Saudi talent, engages and converts fans, and delivers sustainable elite football success.
That must start with transforming Saudi from a nation that consumes football to one that plays football. Already, the Mahd Academy is identifying and developing young talent, while the Future Falcons programme offers exposure for pathway talent to international competitions, bridging the gap between domestic talent and global readiness. At the grassroots level, Dawri Madaris integrates football into schools, fostering early participation and embedding the sport into everyday life.
Together, these initiatives aim to build a generation of players who can compete and an ecosystem that can officiate, safeguard and govern the game at every level. And this needs to go beyond the men’s game. In women’s football, the Kingdom has made progress in establishing leagues, registering over 1,000 players, and securing its first national team victories, but Saudi will be judged on its commitment to drive participation regardless of gender.
Saudi Arabia’s ambition to send players abroad isn’t new, with notable stints by Fahad Al-Muwallad, Salem Al-Dawsari, and Yahya Al-Shehri in Spain’s LaLiga. However these efforts lacked continuity, and their impact was limited. Now, with emerging talents like Saud Abdulhamid and Faisal Al-Ghamdi earning opportunities in Europe, Saudi Arabia seems to be taking a more structured and sustainable approach to player development.
Ensuring players gain consistent exposure to competitive environments both domestically and internationally will be critical to elite performance development, “star-power” creation and, ultimately, competitiveness at a home World Cup.
Balancing the influx of foreign stars in the Saudi Pro League with opportunities for homegrown players remains a challenge. While foreign players elevate the league’s profile, Saudi players must have ample time on the pitch to develop their skills and gain both experience and profile.
Future league policy, and even regulation, to protect and promote home talent will not only drive increased tier 1 playing opportunities but increasingly grow the domestic and near-shore fanbase that will be critical to the sponsorship, media and ticketing strategies for 2034.
CAPACITY
60% of the global population is within an eight-hour flight from the Kingdom. This centrality provides unparalleled access to fans from diverse regions – and new opportunities for FIFA and its media and commercial partners.
Saudi is already embarked upon a strategy to communicate to the world its melding of tradition and transformation. Over the next 10 years, choosing Saudi as a tourism destination needs to become as second nature as choosing Dubai or Abu Dhabi is today.
The showcasing of UNESCO sites in Al-Ula and Diriyah, and the groundbreaking giga-projects in NEOM and Qiddiya will inevitably create platforms for global inbound tourism, but the Kingdom must also continue to develop accessibility and capacity.
Ensuring there is a broad range of accommodation at every price point, and a transport solution that connects fans to World Cup cities that sit upwards of 2,700km apart from each other will be pivotal to the fan experience, and how they communicate that experience to the corners of the world when they return home.
Saudi Arabia is also investing in a multi-year, integrated marketing campaign. The “10 Years to 2034” campaign will highlight milestones in the Kingdom’s journey to hosting the World Cup, featuring high-profile ambassadors, partnerships with global tourism boards, and digital storytelling that showcases Saudi Arabia’s evolution.
The “decade of major events” already secured (and, no doubt, to be added to) must also be consciously used to grow the authenticity associated with Saudi as the home of the world’s largest and highest-profile sport, music and cultural must-have tickets.
Generation Alpha, as tech-natives, already expect to be “always connected and engaged”. Saudi needs to anticipate now what the technology standards of the future will be. AI-powered apps that offer personalised travel itineraries, live match stats, and real-time crowd navigation form just some of the innovations that could be the standard. The Kingdom must also build a fan-first infrastructure that connects smart ticketing, streamlines transport, and curates bespoke experiences for families, adventurers, and die-hard sports fans.
In so doing, and in keeping with Vision 2030, an ecosystem of technology R&D can be catalysed – firmly shifting Silicon Valley towards the Kingdom. How Saudi invests, and acquires, in this space represents a global opportunity for established market leaders and start-ups alike.
In a world where continuity and traditional planning are often prioritised for mega events, the key to success will be embracing uncertainty and pushing boundaries. The willingness to experiment and innovate could position Saudi Arabia as a leader in how football is consumed globally.
The Sports Consultancy is a commercial, strategic, and legal firm for sports and live entertainment.
