Athletics
Beyond Football: How Africa Can Build Sports Franchises and Futures

Africa has never lacked passion for sport. From dusty community pitches to packed stadiums, sport is woven into the continent’s social fabric. Football, in particular, has long been Africa’s most powerful cultural and emotional connector. Yet while the passion is unquestionable, Africa’s sports systems remain largely underdeveloped
The success of the Africa Cup of Nations (AFCON) has proven something fundamental: African fans are ready. They are engaged, emotionally invested, digitally active, and hungry for high-quality, locally produced sporting events. What Africa has not yet done is translate this passion into a fully-fledged sports industry.
And that is the real opportunity.
This conversation is not just about football. Across basketball, athletics, rugby, cricket, volleyball, golf, combat sports, and many other disciplines, Africa sits on an extraordinary reserve of talent and cultural energy. What is missing are professional leagues, strong franchises, modern governance, reliable data systems, and integrated commercial models capable of turning sport into sustainable businesses.
Africa does not simply need more tournaments. It needs sports franchises, and futures.
From Passion to Industry
Globally, sport is big business. It creates jobs, drives tourism, attracts investment, and builds global brands. In Africa, however, sport is still too often treated as an event rather than an industry. Success is measured in moments, qualification, hosting rights, or individual brilliance, instead of in systems that endure.
AFCON shows what is possible when organisation, storytelling, and fan engagement align. The next step is to replicate that success across other sports and at every level, from grassroots to elite competition. This requires a deliberate shift in mindset: from administration to entrepreneurship, from survival to sustainability.
Sport should not only produce athletes. It should produce coaches, analysts, administrators, media professionals, marketers, data scientists, and entrepreneurs. Every stadium should be part of a wider ecosystem. Every league should be a platform for innovation, not just competition.
This is how futures are built.
Pillar One: The Business of Sport
The foundation of any sports industry is professionalism. Leagues, clubs, and federations must be run as businesses, with clear structures, contracts, and accountability.
Revenue cannot depend solely on sponsorships and government subventions. Ticketing, broadcasting rights, merchandising, digital content, betting partnerships, and direct-to-fan platforms must all be part of the commercial mix. African sports organisations must also encourage entrepreneurship in sports technology, media production, fan engagement, and merchandising.
Sport cannot grow sustainably if it is always waiting for handouts.
Pillar Two: Governance That Builds Trust
Governance remains one of Africa’s greatest weaknesses in sport. Weak institutions, opaque decision-making, and inconsistent regulations have undermined credibility and scared away investors.
Strong, independent federations with transparent operations are essential. Standardised league management systems, clear player contracts, and credible disciplinary frameworks must become the norm. Public–private partnerships can help drive commercialisation and infrastructure development, but only if governance standards inspire confidence.
Without trust, there is no investment.
Pillar Three: Infrastructure That Serves People
Africa does not need 100,000-seat stadiums in every city. What it needs are fit-for-purpose, multi-use facilities.
Modern training centres, community pitches, sports science hubs, and modular stadiums can support multiple sports while serving schools and local communities. Infrastructure must be designed for daily use, not occasional spectacle. When facilities are accessible, grassroots talent thrives.
Infrastructure is not about grandeur; it is about function and inclusion.
Pillar Four: Education and Skills Development
A sustainable sports industry requires educated professionals who understand how sport works beyond the field of play.
In the United States, Canada, and much of Europe, experiential learning is embedded within the sports ecosystem. Education is fused with leagues, clubs, events, and governing bodies, producing graduates who are industry-ready from day one.
Africa is beginning to see the impact of this model. Basketball offers a powerful example. Leaders such as Amadou Gallo Fall of the Basketball Africa League, , and Thierry Kita of NBA Africa brought global experience back to the continent and helped shape a professional ecosystem almost from scratch and former Toronto Raptors President and co-founder of Giants of Africa – Masai Ujiri has been supporting along with the late NBA Legend, Dikembe Mutombo and Luol Deng
The same pattern is visible in football governance. CAF’s recent transformation has been supported by a growing contingent of highly trained professionals, many of them alumni of global programmes such as the FIFA Masters, Real Madrid Graduate School, and other elite sports MBAs. Their presence has strengthened competitions, communications, commercial strategy, security, and digital operations.
Yet too many Africans who gain world-class sports education and experience end up employed exclusively by international federations, leagues, and clubs abroad. Africa must create systems that attract this expertise home and develop far more of it locally.
This means investing in specialised sports degrees, diplomas, and short courses in management, marketing, media, analytics, and event operations. It means clear certification pathways for coaches, referees, medical staff, and administrators. It also means youth academies that integrate education with athletic development, preparing players for life beyond competition.
Professionalism must begin at the grassroots.
Pillar Five: History, Memory, and Storytelling
Africa has a rich sporting history, but too much of it is undocumented, unarchived, and forgotten.
Preserving sporting history through archives, museums, and digital libraries is not nostalgia, it is brand building. Stories create identity, rivalries, and emotional connection. They give fans a reason to care beyond the scoreline.
Africa must own and tell its sporting stories, rather than allowing others to define them.
Pillar Six: Data as a Competitive Advantage
Modern sport runs on data. Performance analytics, fan engagement metrics, and operational insights shape decision-making across the global sports industry.
African leagues and federations must invest in centralised, standardised data systems. This unlocks value for sponsors, broadcasters, fantasy sports platforms, and betting markets. Data is not a luxury; it is infrastructure.
If Africa does not control its sports data, others will.
Pillar Seven: Digital Media and Fan Engagement
Africa is a mobile-first continent with one of the youngest populations in the world. This should be its greatest advantage.
Streaming platforms, OTT services, social media storytelling, podcasts, documentaries, and behind-the-scenes content can take African sport to global audiences at relatively low cost. Fan engagement must extend beyond match days, using apps, polls, fantasy leagues, and interactive experiences.
Crucially, this cannot be limited to major events like AFCON or the Basketball Africa League. It must apply at league, club, and grassroots levels year-round.
Pillar Eight: Sponsorship That Builds Ecosystems
Sponsorship should be more than logo placement. It should be partnership.
African brands must step up and invest in African sports at every level, rather than focusing almost exclusively on European leagues. Naming rights, experiential activations, and community-based campaigns can deliver real value while strengthening local sport.
When African companies invest locally, they help build industries, not just impressions.
Pillar Nine: Strategic Partnerships
Africa does not need charity partnerships; it needs strategic ones.
The Basketball Africa League has shown what is possible when global expertise meets African ambition. Cricket’s SA20, rugby’s professional pathways, and golf’s development circuits offer further examples. Football’s short-lived African Football League hinted at what could be achieved with the right structure.
This franchise-based model can be replicated across multiple sporting codes, deliberately designed around professionalism, governance, and long-term sustainability.
Franchises, not federations alone, will be the engines of growth.
Pillar Ten: Lifestyle, Culture, and Entertainment
Sport does not exist in isolation. It thrives where culture thrives.
Music, fashion, film, and celebrity culture should be integrated into sporting experiences. Fan zones, festivals, merchandise, and lifestyle products turn matches into events and clubs into brands. Imagine a sports ecosystem where Afrobeats and Amapiano are not just opening-ceremony soundtracks, but everyday expressions of identity.
This fusion is where Africa can be truly original.
Pillar Eleven: Hospitality and Sports Tourism
Sport can power tourism and urban development.
Integrated hospitality, hotels, transport, catering, and event management, can turn tournaments into multi-day economic drivers. The idea of sports precincts or “sports cities” around stadiums offers Africa an opportunity to rethink urban planning through sport.
Every visiting fan is an economic opportunity.
Pillar Twelve: Grassroots at the Centre
Everything must begin at the grassroots.
Community and school sport must be organised professionally, not casually. Safeguarding, coaching standards, administration, and facilities at the lowest levels shape the quality of leadership at the top.
If Africa wants world-class sport, it must build it from the ground up.
The Bigger Picture
Africa does not just need sport. It needs a sports industry.
AFCON proves the passion exists. The challenge now is to build professional structures, commercial systems, and compelling narratives that turn talent into careers and games into businesses. By investing across these pillars, Africa can create franchises, sustainable jobs, and global sports brands that are proudly homegrown.
The dream is not just to play. It is to thrive, to invest, and to win on the continent, and on the world stage.
Africa has never lacked passion for sport. From dusty community pitches to packed stadiums, sport is woven into the continent’s social fabric. Football, in particular, has long been Africa’s most powerful cultural and emotional connector. Yet while the passion is unquestionable, Africa’s sports systems remain largely underdeveloped.
The success of the Africa Cup of Nations (AFCON) has proven something fundamental: African fans are ready. They are engaged, emotionally invested, digitally active, and hungry for high-quality, locally produced sporting events. What Africa has not yet done is translate this passion into a fully-fledged sports industry.
And that is the real opportunity.
This conversation is not just about football. Across basketball, athletics, rugby, cricket, volleyball, golf, combat sports, and many other disciplines, Africa sits on an extraordinary reserve of talent and cultural energy. What is missing are professional leagues, strong franchises, modern governance, reliable data systems, and integrated commercial models capable of turning sport into sustainable businesses.
Africa does not simply need more tournaments. It needs sports franchises, and futures.
From Passion to Industry
Globally, sport is big business. It creates jobs, drives tourism, attracts investment, and builds global brands. In Africa, however, sport is still too often treated as an event rather than an industry. Success is measured in moments, qualification, hosting rights, or individual brilliance, instead of in systems that endure.
AFCON shows what is possible when organisation, storytelling, and fan engagement align. The next step is to replicate that success across other sports and at every level, from grassroots to elite competition. This requires a deliberate shift in mindset: from administration to entrepreneurship, from survival to sustainability.
Sport should not only produce athletes. It should produce coaches, analysts, administrators, media professionals, marketers, data scientists, and entrepreneurs. Every stadium should be part of a wider ecosystem. Every league should be a platform for innovation, not just competition.
This is how futures are built.
Pillar One: The Business of Sport
The foundation of any sports industry is professionalism. Leagues, clubs, and federations must be run as businesses, with clear structures, contracts, and accountability.
Revenue cannot depend solely on sponsorships and government subventions. Ticketing, broadcasting rights, merchandising, digital content, betting partnerships, and direct-to-fan platforms must all be part of the commercial mix. African sports organisations must also encourage entrepreneurship in sports technology, media production, fan engagement, and merchandising.
Sport cannot grow sustainably if it is always waiting for handouts.
Pillar Two: Governance That Builds Trust
Governance remains one of Africa’s greatest weaknesses in sport. Weak institutions, opaque decision-making, and inconsistent regulations have undermined credibility and scared away investors.
Strong, independent federations with transparent operations are essential. Standardised league management systems, clear player contracts, and credible disciplinary frameworks must become the norm. Public–private partnerships can help drive commercialisation and infrastructure development, but only if governance standards inspire confidence.
Without trust, there is no investment.
Pillar Three: Infrastructure That Serves People
Africa does not need 100,000-seat stadiums in every city. What it needs are fit-for-purpose, multi-use facilities.
Modern training centres, community pitches, sports science hubs, and modular stadiums can support multiple sports while serving schools and local communities. Infrastructure must be designed for daily use, not occasional spectacle. When facilities are accessible, grassroots talent thrives.
Infrastructure is not about grandeur; it is about function and inclusion.
Pillar Four: Education and Skills Development
A sustainable sports industry requires educated professionals who understand how sport works beyond the field of play.
In the United States, Canada, and much of Europe, experiential learning is embedded within the sports ecosystem. Education is fused with leagues, clubs, events, and governing bodies, producing graduates who are industry-ready from day one.
Africa is beginning to see the impact of this model. Basketball offers a powerful example. Leaders such as Amadou Gallo Fall of the Basketball Africa League, , and Thierry Kita of NBA Africa brought global experience back to the continent and helped shape a professional ecosystem almost from scratch and former Toronto Raptors President and co-founder of Giants of Africa – Masai Ujiri has been supporting along with the late NBA Legend, Dikembe Mutombo and Luol Deng
The same pattern is visible in football governance. CAF’s recent transformation has been supported by a growing contingent of highly trained professionals, many of them alumni of global programmes such as the FIFA Masters, Real Madrid Graduate School, and other elite sports MBAs. Their presence has strengthened competitions, communications, commercial strategy, security, and digital operations.
Yet too many Africans who gain world-class sports education and experience end up employed exclusively by international federations, leagues, and clubs abroad. Africa must create systems that attract this expertise home and develop far more of it locally.
This means investing in specialised sports degrees, diplomas, and short courses in management, marketing, media, analytics, and event operations. It means clear certification pathways for coaches, referees, medical staff, and administrators. It also means youth academies that integrate education with athletic development, preparing players for life beyond competition.
Professionalism must begin at the grassroots.
Pillar Five: History, Memory, and Storytelling
Africa has a rich sporting history, but too much of it is undocumented, unarchived, and forgotten.
Preserving sporting history through archives, museums, and digital libraries is not nostalgia, it is brand building. Stories create identity, rivalries, and emotional connection. They give fans a reason to care beyond the scoreline.
Africa must own and tell its sporting stories, rather than allowing others to define them.
Pillar Six: Data as a Competitive Advantage
Modern sport runs on data. Performance analytics, fan engagement metrics, and operational insights shape decision-making across the global sports industry.
African leagues and federations must invest in centralised, standardised data systems. This unlocks value for sponsors, broadcasters, fantasy sports platforms, and betting markets. Data is not a luxury; it is infrastructure.
If Africa does not control its sports data, others will.
Pillar Seven: Digital Media and Fan Engagement
Africa is a mobile-first continent with one of the youngest populations in the world. This should be its greatest advantage.
Streaming platforms, OTT services, social media storytelling, podcasts, documentaries, and behind-the-scenes content can take African sport to global audiences at relatively low cost. Fan engagement must extend beyond match days, using apps, polls, fantasy leagues, and interactive experiences.
Crucially, this cannot be limited to major events like AFCON or the Basketball Africa League. It must apply at league, club, and grassroots levels year-round.
Pillar Eight: Sponsorship That Builds Ecosystems
Sponsorship should be more than logo placement. It should be partnership.
African brands must step up and invest in African sports at every level, rather than focusing almost exclusively on European leagues. Naming rights, experiential activations, and community-based campaigns can deliver real value while strengthening local sport.
When African companies invest locally, they help build industries, not just impressions.
Pillar Nine: Strategic Partnerships
Africa does not need charity partnerships; it needs strategic ones.
The Basketball Africa League has shown what is possible when global expertise meets African ambition. Cricket’s SA20, rugby’s professional pathways, and golf’s development circuits offer further examples. Football’s short-lived African Football League hinted at what could be achieved with the right structure.
This franchise-based model can be replicated across multiple sporting codes, deliberately designed around professionalism, governance, and long-term sustainability.
Franchises, not federations alone, will be the engines of growth.
Pillar Ten: Lifestyle, Culture, and Entertainment
Sport does not exist in isolation. It thrives where culture thrives.
Music, fashion, film, and celebrity culture should be integrated into sporting experiences. Fan zones, festivals, merchandise, and lifestyle products turn matches into events and clubs into brands. Imagine a sports ecosystem where Afrobeats and Amapiano are not just opening-ceremony soundtracks, but everyday expressions of identity.
This fusion is where Africa can be truly original.
Pillar Eleven: Hospitality and Sports Tourism
Sport can power tourism and urban development.
Integrated hospitality, hotels, transport, catering, and event management, can turn tournaments into multi-day economic drivers. The idea of sports precincts or “sports cities” around stadiums offers Africa an opportunity to rethink urban planning through sport.
Every visiting fan is an economic opportunity.
Pillar Twelve: Grassroots at the Centre
Everything must begin at the grassroots.
Community and school sport must be organised professionally, not casually. Safeguarding, coaching standards, administration, and facilities at the lowest levels shape the quality of leadership at the top.
If Africa wants world-class sport, it must build it from the ground up.
The Bigger Picture
Africa does not just need sport. It needs a sports industry.
AFCON proves the passion exists. The challenge now is to build professional structures, commercial systems, and compelling narratives that turn talent into careers and games into businesses. By investing across these pillars, Africa can create franchises, sustainable jobs, and global sports brands that are proudly homegrown.
The dream is not just to play. It is to thrive, to invest, and to win on the continent, and on the world stage.
The post Beyond Football: How Africa Can Build Sports Franchises and Futures appeared first on Sports Network Africa.
Athletics
Two Oceans Marathon sailing into smoother waters in anticipation of return to former glory days

The Two Oceans Marathon ship weighed anchor in May 1970 as a low-profile warm-up run for a handful of Cape-based distance runners preparing for the Comrades Marathon some weeks later. Fifty-six years of fifty-six kilometre racing, the voyage continues, having navigated through stormy waters in recent years.
The ‘tough love’ administered by the City of Cape Town’s Events Team following the failure of the Two Oceans to adhere to their assigned capacity guidelines last year proved the catalyst for change. The City threatened to withhold their event permit unless certain criteria were met, notably the appointment of a suitably qualified event company to stage the 2026 event.
Soon after, Stillwater Sports were appointed as ‘Staging and Commercial Partner’ to the Totalsports Two Oceans Marathon and they hit the ground running at a speed evocative of the late 1990s, when the Two Oceans Marathon was voted the best race in the country for five years in succession.

Everything points to the Totalsports Two Oceans Marathon (TTOM) being ship-shape come race day in April, but has the staging partner won the hearts and minds of their most important clients, the runners?
“I think we have partly swayed runners in terms of their perception of the event and I believe there’s been a clear shift in sentiment around the event. And with a number of important announcements scheduled over the next four weeks, we’re confident that excitement will continue to grow,” said Two Oceans Marathon General Manager, Wade Bromfield.
He adds that while the organising team’s foremost responsibility is delivering a safe and professionally managed event, from contingency planning on Chapman’s Peak to comprehensive route and safety planning throughout the route, the additional touches, such as the contents of the race goody bag, contribute strongly to the runners’ overall experience.
Two Oceans Chair, Chris Goldschmidt, admits that the resources of the race had been stretched to breaking point in the last decade. “A race director, supported by a team of volunteers on a race committee, guided the race through the earlier years,” said Goldschmidt. “But as the numbers of volunteers declined, so the board members were forced to commit more and more time themselves to implement the race.”
That approach was no longer sustainable and Goldschmidt believes the developments in the past months have significantly strengthened the event. “We could have appointed another Race Director for a substantial fee, but we now have a high-powered team at Stillwater which is costing us nothing.

“The role of the Board will return to that of governance, which will include holding Stillwater accountable, and securing the legacy of the race,” Goldschmidt continued. “Both Stillwater and the Board are committed to bringing back many of the best features of the Two Oceans, such as the fish horn to start the race and the special treatment afforded to our blue number club runners.”
Back to the Goody Bag and the all-important question of what runners are wanting from the race. “We have based our approach on three primary pillars,” Bromfield expanded. “These are runner value, runners’ experience and strong communications.
“If I’m a South African half marathon runner, I’m getting a pair of Versus socks worth more than R200 and a Totalsports Two Oceans Half Marathon Race Tee for my R450 entry fee, and more… That’s good value,” Bromfield said. “We decided not to charge separately for the Tee, and at a cost of R200 per shirt we’ve already given back approximately R3,4 million to the runners.”
This year’s Two Oceans Marathon aims to deliver a world-class runners’ experience and Bromfield asserts they don’t intend to keep quiet about what they are achieving. “We’ve beefed up our social media team to strengthen communications and I believe we’re on the right track. But we don’t underestimate the mountain we have to climb!”

With regards to the third pillar of strong communication, the runners have never had it so good since the heady days of Chet Sainsbury, Stef Schultzen and their team. The recent publication of the fourth 2026 TTOM Digi-mag has provided unprecedented pre-race information and stories to runners and another three are in the pipe-line ahead of race day.
Strong communication has also been the watchword supporting Stillwater’s relationship with the Two Oceans NPC and the Board of Directors. “We’ve made a point of working closely with the board in every aspect to ensure a clear, concise, and positive working relationship,” Bromfield emphasised.

According to Goldschmidt, the Two Oceans was once at the forefront of innovation in road running in South Africa and represented everything that road running wanted to be in South Africa. “But other races have caught up and surpassed the Two Oceans in recent years,” he added.
Will 2026 see a return to innovation? What new features might be implemented this year?
“Both the board and the staging partner agree that 2026 is not the year for major changes. Our aim for 2026 is to reset what was previously working,” Goldschmidt added. “Any more radical changes would only be considered for next year at the earliest.”
Those changes, to facilitate an increase in race numbers, according to Goldschmidt could include new venues for the start and finish, changes to the route (although he affirms that the Ultra route between Muizenberg and the Kirstenbosch top gate is set in concrete) and potential later race starting times. Consideration will also be given to reviving the fun runs including the iconic Nappy Dash.
The Two Oceans Trail Race, sponsored by Totalsports for the first time, will return as a key component of the weekend’s racing festivities. “The Two Oceans Trail Race was one of the earlier trail races in South Africa and its challenging and scenic route on Table Mountain attracted many of the country’s leading trail athletes,” Goldschmidt recalled.

“Stillwater Sports is also working closely with Energy Events to return the Trail race to its former glory and we anticipate many of the country’s top trail athletes will be eager to race on Table Mountain ahead of the World Championships in Cape Town in 2027.”
Gaining the commitment of Totalsports to take on sponsorship of the trail race in addition to their overall event sponsorship has been a huge step forward.
“We are excited to take on the role of title sponsor of the Totalsports Two Oceans Marathon Trail Run,” said Jonathan Stein, Head of Totalsports.

“This is the perfect fit, as the Trail Run embodies the same spirit of adventure, community, and love for the sport that defines Totalsports. By joining forces, we can continue to support runners across all distances, deliver exceptional experiences, and celebrate South Africa’s trail-running legacy.”
“We are also proud to renew our overall title sponsorship of the Two Oceans Marathon for another five years,” added Stein. “This event holds a special place in our hearts – its rich history and the incredible community of runners make it a true highlight of the sporting calendar.”
Goldschmidt also plans to rebuild TTOM’s relationship with the International Association of Ultrarunners (IAU) and again profile world times over standard distances, notably 30 miles and 50km. “I think there have been more world 50km records set in the Two Oceans than in any other race in the world,” reflected Goldschmidt, “which says something about the quality of the fields racing Two Oceans over the years.”
Before this year, six months separated Cape Town’s two biggest road events, the Two Oceans and Cape Town Marathons, affording local distance athletes opportunities to compete in both. With the latter event moving to May, the gap is just six weeks with the Comrades Marathon being staged another three weeks later. Will these events be collaborating in future?
“At the moment there is no move towards a closer relationship with the Cape Town Marathon, as they have more of an international focus with their quest to become a World Marathon Major. However, the Two Oceans and Comrades Marathons have already started to engage on items of common interest as ultra marathons,” Goldschmidt confirmed.
“A number of officials have been involved in both the Two Oceans and Comrades in recent years and we will be sharing aspects of mutual interest, such as disciplinary policies, entry systems, finish line gantries, cut-off points and so forth.”
One of those officials is TTOM Operations Director, Renee Jordaan, who served as Race Director at Comrades in 2008 and 2009. She was also event director at the Cape Town Cycle Tour and Cape Town Marathon and brings considerable experience to this year’s race.
Jordaan sees her role as ensuring the event is operationally delivered at the highest level, with particular attention to the runners’ perspective, health, safety and security and compliance with City of Cape Town.

Race hydration has been the subject of some of the loudest complaints from runners in recent years, both in terms of lack of consistency and quantity of the refreshment stations.
“We’ve assessed at the overall hydration plan and revised the positioning of all the stations,” said Jordaan. “This had deteriorated in recent years and stations were too far apart in some places. We’ve now positioned them all between 2,5km and 3km apart.
“We’ve increased the number of stations from 16 to 19 for the ultra, notably on the climb to Constantia Nek, and from 6 to 7 in the half marathon and fixed their positions so runners will obtain hydration regularly.”
‘The overall safety plan of the event is something which has occupied Jordaan’s focus in recent months. “We’ve taken on board medical partners Mediclinic and ER24 to provide medical facilities and staff as well as ambulance services,” Jordaan relates. “This will offer a massive improvement in safety delivery and risk reduction to the event.”
Further enhancing health and safety is the establishment of a new ‘Recovery Partnership’ with Cipla. “We want people to live a long and healthy life,” said Paul Miller, CEO of Cipla Africa, “and to focus on improving health outcomes through sustaining wellness, instead of treating illness.
“TTOM is a celebration of wellbeing, combining physical effort, discipline and mental perseverance, which mirrors how Cipla views health.
“As the official Recovery Partner at the Two Oceans, we will support athletes beyond just the event,” Miller continued. “Our physios at the Expo will help to ensure that they’re race-day ready while on the day we’ll help the ultra-marathoners achieve their goals with an aid station along the route.
“And because recovery is equally part of performance, we’ll help all participants recuperate after the race with our physios in the recovery zone.”

A smooth flow from the start is a key operational race imperative. “We’ve re-looked at the sizing of the start batches in relation to a number of pressure points and bottle necks along the route,” explained Jordaan. “As a result, we will be almost halving the size of the batches with a view to improve the flow.”
Runners have complained that much of the race, notably for the elites, takes place in the dark. Will there be a move to bring more of the races back into daylight hours?
“Yes, we are in negotiations with the City to move the start of the ultra from 05h15 last year to 06h00 and finding a balance between bringing more daylight to the race (with resultant enhanced media coverage) and the City’s need to re-open the roads as soon as possible.”
One of the lost legacies which enriched the Two Oceans’ experience in past years was the media truck, which enabled journalists to experience the sights and sounds of the race at close quarters.

Only the Comrades Marathon still provides that facility for the ‘Fourth Estate’. Might the Two Oceans bring back the media bus and enhance the journalists’ race experience? “I can’t confirm this for certain, but that is certainly something that the media team will be looking into,” Jordaan responded.
TTOM 2026 Race Director, Dezroy Poole, has deservedly built a reputation as one of the country’s best in the business, handling with aplomb the successful RUN YOUR CITY Series 10km road races throughout the country. He looks forward taking the reins in one of the continent’s biggest road events.
“What excites me most about the Two Oceans, is its deep heritage, emotional significance, and the powerful journey every runner experiences from start to finish,” Poole commented.
“The Totalsports Two Oceans Marathon is more than just a race – it’s a celebration of endurance, community and the beauty of our country. Being entrusted to help shape that experience, while continuing to innovate and elevate the event for future generations, is hugely motivating.
“My goal is to honour the rich legacy of the race while ensuring it continues to grow, inspire and deliver a world-class experience for every runner on the start line.”
And by ‘every runner’ Poole was clearly thinking well beyond the Cape Town domicile of the race.

“Even though entries for this year’s Two Oceans sold out incredibly quickly, we felt it was important to take the spirit of the event to runners across the country,” Poole reflected. “Hosting training runs in Johannesburg, Durban and Cape Town allowed us to connect meaningfully with the broader running community, share valuable race insights, and ensure that both first-time and returning participants feel prepared and inspired for race day.
“The outcome has been extremely positive,” Poole continued, “We’ve seen strong attendance, fantastic engagement from runners of all levels, and a real sense of excitement building nationwide. Importantly, it reinforces that TTOM is not only a Cape Town race – it’s a proudly South African event that belongs to runners across the country.”
In similar vein, Bromfield’s people-centric understanding of the Two Oceans Marathon is the key to the event thriving over the next decade. “It’s more than simply the world’s most beautiful marathon,” Bromfield concluded.
“It’s a movement of people who love road running, unifying communities along the route but also connecting running communities throughout South Africa. From there, it expands to attract international runners from a tourist angle but also to experience running in Cape Town.”
The post Two Oceans Marathon sailing into smoother waters in anticipation of return to former glory days appeared first on Sports Network Africa.
Athletics
Government pledges Shs 3.5 Billion towards 2026 Tusker Lite Mt Rwenzori Marathon

The Tusker Lite Mt. Rwenzori Marathon in Kasese is back, this time stepping onto the global stage, promising to be bigger, bolder, and more impactful than ever before.
This year marks the fifth edition of the marathon, which was launched on Tuesday, 24 February 2026, at the Sheraton Kampala Hotel.
The launch event was officiated by the Guest of Honour, the Deputy Speaker of Parliament, Rt. Hon. Thomas Tayebwa, alongside various cabinet ministers and other key stakeholders.

The Tusker Lite Mt. Rwenzori Marathon returns as a fully recognised global event.
The race has been included in the World Athletics activity calendar and has also attained Label Marathon status.
Being officially endorsed by the global athletics governing body means that the marathon has met the highest standards of quality, safety, and elite competition.

As only the third race in the region and the seventh on the continent to attain Label Marathon status, the event now allows participants to qualify for the Comrades Marathon, the Two Oceans Marathon, and enjoy a range of other benefits.
In his remarks, Hon. Peter Ogwang, the Minister of State for Sports, hailed the milestone as a major achievement for the country and a boost to Uganda’s profile on the international sporting stage.

Hon. Ogwang reaffirmed the government’s commitment to supporting sports development and announced a ministry pledge of USD 1 million (at least Shs 3.5 billion) towards the event’s prize kitty.
“There have been great strides in sports development, and the Tusker Lite Mt Rwenzori Marathon’s inclusion on the World Athletics calendar, as well as its attainment of Label Marathon status, is a strong endorsement of Uganda’s growing capacity to host world-class events. The government remains committed to supporting initiatives like this that raise our flag high,” he said.

The development has been widely welcomed by leading global voices in road racing, among them international sports commentator Rob Walker, who has personally taken part in two editions of the event.
In his address, Hon. Tayebwa labelled the marathon as a very great initiative with the potential of becoming one of the top events on the continent, capable of attracting elite athletes and showcasing Uganda’s natural beauty to the world.
“People-led initiatives like this are always a powerful launch pad for development. They not only promote tourism and attract international attention, but they also empower local communities, inspire young athletes, and showcase the country’s talent and culture on a global stage,” he said, adding that he will take part in the race in Kasese this August.

Amos Wekesa, CEO of Equator Hikes and lead organiser of the event, stated that the marathon has steadily grown by consistently drawing inspiration from successful road races around the world, and that strategy is clearly paying off.
“We are now on the same level as major international marathons like New York, and being part of the global calendar helps attract elite runners and sports enthusiasts from across the world,” Wekesa said, adding that this year they expect around 20,000 runners from across the globe.

As title sponsors, Tusker Lite continues to champion active, balanced, and vibrant lifestyles. The marathon is a natural extension of the brand’s DNA, uniting people, wellness, music, and culture in a unique and memorable experience.
“We’re proud of the impact the marathon has created. We have boosted the economy of Kasese and the surrounding areas, elevated tourism in the Rwenzori region, championed healthy living, supported talent development, and strengthened environmental conservation efforts.”

In just a few years, Tusker Lite has become synonymous with marathon culture in Uganda. Today, when people think marathon, they think Tusker Lite,” said Catherine Ndungu, Marketing & Innovations Director at Uganda Breweries Limited.
Martin Mugarra Bahinduka, the Minister of Tourism, Wildlife and Antiquities, attended the event, highlighting the marathon’s integral role in boosting tourism and showcasing Uganda’s scenic destinations.




The State Minister for ICT, Godfrey Kabbyanga, a native of Kasese who knows the area like the back of his hand, assured participants of full security during the marathon week and beyond.
“Additionally, we are working to ensure that accommodation capacity is expanded to reach up to 10,000 rooms. Hotels are coming up right now. At the same time, we are developing more activities and experiences to support the expected growth in visitor numbers,” he emphasized.

The Tusker Lite Mt Rwenzori Marathon is supported by Standard Chartered Bank, Great Lakes Safaris, Britam, Ministry of Tourism, Wildlife and Antiquities, UNOC, UCC, and KIA Motors.

The post Government pledges Shs 3.5 Billion towards 2026 Tusker Lite Mt Rwenzori Marathon appeared first on Kawowo Sports.
Athletics
Meet Jared Ejiasan, Nigeria’s New World Record Holder
On a cold February evening in France, history leaned forward—and a 16-year-old Nigerian answered the call.
The blocks were set inside the Stade Couvert Jesse Owens. The crowd murmured. The clock waited. When the gun cracked on February 21, 2026,
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Jared Ejiasan surged from stillness into legend, slicing over ten barriers with a rhythm so clean it felt inevitable.
7.43 seconds. A blink. A gasp. A new U18 world record in the men’s 60m hurdles.
With that run, Ejiasan erased a mark that had stood since 2019—7.48 seconds by France’s Sasha Zhoya—and stepped past every teenage hurdler before him.
For Nigeria, it was a moment of pride. For winter sports, a reminder that greatness can arrive without warning—and leave the world changed.
Born in Nigeria in 2009 and raised in France from infancy, Ejiasan has always lived between places, carrying two stories in one stride.
He competes for the French club AC Nord Val d’Oise, but when it comes to international colours, his heart beats green and white.
The record did not come from nowhere in January 2026 had already hinted at what was coming, when he blazed 7.57 seconds—an African U18 record.
February simply confirmed the truth: this was no surge of form, but the unveiling of a star.
A Hurdler—And More
What makes Ejiasan’s rise even more compelling is his range. Beyond the hurdles, he floats through the air as a long jumper, owning a 7.46m personal best set in 2025.
Power and poetry, speed and spring—his athletic vocabulary keeps expanding.
Now, the official rankings agree. His name sits atop the World Athletics lists as the world leader in the U18 60m hurdles.
At 16, he has already turned potential into permanence.
The Road Ahead
Winter Sports 2026 will be remembered as the season a Nigerian teenager outran time itself.
Outdoors await. Bigger championships beckon.
And somewhere beyond the next start line, new records are already nervous.
For now, one truth stands tall:
Jared Ejiasan didn’t just run a race—he announced a future.
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The post Meet Jared Ejiasan, Nigeria’s New World Record Holder appeared first on Sports247 Nigeria.
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