Inside the ICC: How Cricket’s Global Body is Innovating Amid Uncertainty

With just hours to go before the first ball of the 2025 ICC Champions Trophy, Finn Bradshaw—Head of Digital at the International Cricket Council (ICC)—took time out to speak with members of the MEI Australia network. What followed was a wide-ranging discussion on the shifting dynamics of global event delivery, the role of digital innovation, and how the ICC is navigating geopolitical challenges and new market ambitions, particularly in the United States and Middle East.

Navigating Political Realities: A Split-Host Tournament

The Champions Trophy was originally awarded to Pakistan. However, political tensions led to a last-minute decision to host India's matches in Dubai, effectively creating two parallel events.

“The final might be in Pakistan or in Dubai—we still don’t know,” Bradshaw explained. “It all depends on whether India makes it. That’s the level of complexity we’re working with.”

This fragmented hosting model has introduced layers of logistical complexity, from coordinating multiple ticketing platforms to duplicating supplier contracts and venue infrastructure.

Digital Engagement: Cricket’s Next Frontier

Despite these challenges, the ICC is pushing forward with digital innovation. Bradshaw highlighted a new feature called ICC Recap, inspired by Spotify Wrapped, which will give fans a personalised summary of their engagement during the tournament—including fantasy picks, prediction accuracy, and favourite players.

“We’re also testing AI-driven live commentary translation into languages like Japanese, Spanish, and German,” Bradshaw said. “It’s a big step towards removing language as a barrier to global growth.”

Building a Game in America

A large portion of the discussion focused on cricket’s recent expansion into the United States, which hosted part of the 2024 Men’s T20 World Cup. Critics questioned the decision at the time, but Bradshaw was clear about the strategic rationale.

“Every sport wants a footprint in the U.S. because the commercial upside is enormous—especially in broadcast rights,” he said. “But unlike other sports, we weren’t trying to convert fans—we were activating an existing, affluent diaspora.”

According to ICC data, there are an estimated 45 million cricket fans in the U.S., many of whom are high-income Indian, Pakistani, and Caribbean expatriates. Ticket demand for marquee matches like India vs Pakistan was staggering—some resale tickets reached $20,000 USD.

The centrepiece of the U.S. initiative was a 35,000-seat modular stadium constructed in Nassau County, New York. It was an ambitious solution to the lack of cricket-ready infrastructure in the U.S.

“Yes, it was expensive,” Bradshaw admitted, “but the event delivered massive digital engagement and opened the eyes of investors and fans alike. We now have data, visibility, and proof of concept.”

A Model for Future Infrastructure?

Could modular stadiums be the future of international cricket? Bradshaw thinks so—at least in certain regions. “We’re not going to build permanent stadiums everywhere. But modular solutions allow us to create world-class experiences in places that otherwise wouldn’t have the infrastructure.”

This model was also used in Malaysia, where the ICC staged the Women’s U19 World Cup. “The local response was incredible,” Bradshaw said. “That’s exactly what we want our events to achieve—impact and inspiration.”

Data, Legacy, and the Limits of LOCs.

One of the ICC’s greatest hurdles, Bradshaw said, is retaining knowledge and building legacy between events, particularly since most tournaments are run by Local Organising Committees (LOCs) or national cricket boards.

“Unlike some federations like FIFA or World Rugby, we don’t run our events directly. We partner with hosts, which has benefits—especially for local legacy—but also limits consistency.”

Still, the ICC retains all customer data and shares it with member boards, supporting future marketing and development. “We’re trying to leave each host better off—digitally, commercially, and operationally,” he said.

Choosing the Right Partners

With so many vendors and suppliers on the call, Bradshaw was asked what the ICC values most in its partners. His answer? A balance of global experience and local knowledge.

“We like familiar faces, but we also need people who understand the market on the ground,” he said. “And above all, we need flexibility. Plans change, venues shift, and sometimes, you don’t know the match location until weeks before.” He also emphasised the importance of cultural sensitivity, especially when working in Asia or the Caribbean. “If you walk in with a Western mindset and start telling everyone how to do things, it won’t go well. Listening first is key.”

Looking to the Middle East and Beyond

As the conversation closed, attention turned to the Middle East, where the ICC is based and where countries like Saudi Arabia are investing heavily in sport.

“Governments here think long-term. They have stable funding and no election cycles, so they’re planning 20 years ahead,” Bradshaw said. “That opens opportunities—but you need to invest in relationships. This isn’t a quick win market.”

Final Reflections

Bradshaw’s candour and strategic insight offered a rare glimpse into the evolving world of international cricket. From the pressure of last-minute changes to the promise of AI-driven fan experiences, his message was clear: adaptability, partnership, and vision are more critical than ever.

As the Champions Trophy kicks off, the ICC’s ability to deliver under pressure—and to innovate in the process—will be on full display.