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From neighbourhood courts to national spotlight: Pickleball’s breakout year in India
Hemal Jain, Chief Architect – Pickleball Growth at Global Sports Pickleball, is spearheading the sport’s meteoric rise in India. In this interview, he reveals how pickleball exploded in 2025, the surge of leagues and grassroots programs, skyrocketing sponsor interest, and the game’s bold push to become both a mass-participation sport and a professional powerhouse.
On pickleball’s rise from obscurity to one of 2025’s most talked-about sports — what changed?
Honestly, pickleball clicked in India because it’s such an easy, welcoming sport. People picked up a paddle once, and they were hooked. It started in housing societies and communities, and suddenly everyone, from kids to parents to grandparents, was playing together. At the same time, the ecosystem around the sport grew very quickly. Accessible infrastructure, marquee events like the Indian Pickleball Grand Slam, and more visibility in the media helped it break out of the niche zone. By 2025, pickleball had gone from “What is this sport?” to “Where can I play?”
On the pickleball’s future in India, both as a mass participation game and a professional pathway — how big can it get?
The future is huge. Pickleball is on track to become one of India’s biggest participation sports in the next few years. We’re already seeing massive growth in players, academies, and competitive circuits. On the professional side, leagues like the Global Sports Pro & Challenger League and high-stakes tournaments like the Grand Slam are giving players real pathways. We’re building everything – coaching standards, refereeing systems, talent development, school programs, analytics – so that young athletes can actually see a career in the sport. That’s where the transformation begins.
On making pickleball truly mainstream in India — what needs to fall into place next?
Definitely. Pickleball is well on its way to becoming mainstream. For that final push, three things matter most.
• First, continuous media visibility. People need to see the sport, hear the stories, and understand why it’s exciting.
• Second, broader brand involvement. Long-term sponsorships will help build stability in the ecosystem.
• Third, a strong grassroots pipeline. If schools, colleges, and communities adopt pickleball in a structured way, the mainstream moment will come sooner than later. It’s all about scale and we’re getting there.
On carving out space in a country dominated by cricket and football — how does pickleball differentiate itself?
We don’t want to compete with cricket or football. Instead, we want to create a sport that people across skill levels and age groups can actually play every day. That’s pickleball’s biggest strength. Cricket is India’s emotion, but pickleball has become India’s habit. It’s quick, social, and accessible. You don’t need a big ground or fancy equipment, just a court and a few players.
At GSP, we’re shaping pickleball also as entertainment and an everyday sport, besides developing the professional and competitive side to it. Through content, community engagement, leagues, and school programs, we want people to feel connected to it, not just as spectators, but as participants. That’s how a sport finds its place in people’s hearts.
On turning casual interest into long-term fan loyalty — what’s the strategy?
The key is to make people feel a part of the journey. We’re doing that by creating a structured calendar, telling great stories around players, and keeping the sport visible across digital platforms. When fans see consistent action – leagues, tournaments, rivalries and initiatives, they stay invested.
We’re also focusing on community engagement. If someone plays pickleball once and then follows their favourite player or team, that connection becomes long-term. We want to bridge the gap between “I like watching this” and “I feel part of this.”
On the kinds of brands and sponsors pickleball is attracting – which sectors are showing the strongest interest?
We have had a steady stream of sponsors across IPs, and continue to have a sustained association with them. Sponsors look for ROI, and they have been getting that. From the days of experimentation, the conversations now are much deeper and of a longer window.
We’ve been associated with diverse categories – hospitality, F&B, sportswear, health & fitness, automotive, fintech, lifestyle, and media platforms. Given the versatile appeal of pickleball, different categories and verticals find it an engaging fit to connect with their audience.
On engaging urban and rural audiences, as well as different age groups – how do strategies differ?
Absolutely. In urban areas, it’s about curated experiences – premium venues, influencer engagement, and organised tournaments. In rural and smaller towns, the focus is on accessibility – low-cost courts, grassroot level tie-ups, and training programs.
Age-wise, pickleball really cuts across segments:
• For kids, we’re building structured school programs.
• For youth, we’re focusing on competitive circuits and high-energy content.
• For adults and seniors, it’s a fitness and social sport.
The idea is to meet people where they are, and connect with the pickler in them.
On building pickleball as a family- and school-driven sport — what steps are being taken?
Families are already one of our biggest growth drivers. Pickleball is one of the rare sports where parents and kids can play together at the same level. In fact, recently we conducted a first-of-its-kind School Parents Pickleball Championship, where parents from top and diverse schools participated and had a blast, with their families cheering them on.
We’re setting up family play zones, community leagues, and holiday programs. Schools are a major priority and we’re working on coaching frameworks, easy-to-install courts, and inter-school tournaments so the sport becomes part of the curriculum.
On the sport’s financial momentum in 2025 – how strong has growth been across tournaments, sponsorships, coaching and equipment?
Well, one thing I can surely say is that 2025 has been a breakthrough year. The overall pickleball ecosystem – tournaments, sponsorship deals, equipment, coaching, and venue memberships has grown by more than 200%. For a young sport, that’s remarkable. And with the upcoming Pro & Challenger League and the Indian Pickleball Grand Slam ending the season with a bang, we expect 2026 to grow even faster. The momentum is real.
iWorld
Netflix celebrates a decade in India with Shah Rukh Khan-narrated tribute film
MUMBAI: Netflix is celebrating ten years in India with a slick anniversary film voiced by Shah Rukh Khan, a nostalgic sprint through a decade that rewired how the country watches stories. The campaign doubles as both tribute and reminder: streaming did not just enter Indian homes, it quietly rearranged them.
Roll back to 2016 and television still dictated schedules. Viewers waited weeks, sometimes months, for favourite films to appear on prime time. Family-friendly filters narrowed options further, and piracy often filled the gaps. Then Netflix arrived, softly but decisively, carrying a catalogue of international titles rarely seen in Indian theatres and placing them a click away. Old blockbusters and new releases suddenly coexisted on the same digital shelf.
The platform’s real inflection point came in 2018 with Sacred Games, a breakout series that refused to dilute India’s grit for global comfort. Audiences embraced its unvarnished tone, signalling readiness for stories that did not need box-office validation or censorship compromises. What followed was a steady procession of relatable narratives. Competitive-exam anxiety fuelled Kota Factory. College relationships unfolded in Mismatched. Everyday pressures, not grand spectacle, proved bankable.
Language barriers thinned as foreign series arrived with Hindi, Tamil and Telugu dubbing, expanding viewership beyond urban English-speaking pockets. Marketing mirrored the shift. For global releases such as Squid Game, Netflix leaned on regional creators and influencers to localise buzz and make international content feel native.
The library widened beyond fiction. Documentaries stepped out of festival circuits into living rooms. Stand-up comedians found scale. Established filmmakers, including Sanjay Leela Bhansali with Heeramandi, embraced the platform’s long-form canvas. Subscriber numbers swelled to 12.37 million in India, according to Demandsage, and behaviour followed suit. Late-night binges became routine. Friday release rituals loosened. Watch parties turned solitary screens into social events.
Economics demanded adjustment. Early subscription pricing carried a premium aura that deterred many households. Over time, Netflix recalibrated plans to align with Indian spending sensibilities, conceding that accessibility is as critical as content. To extend momentum around marquee titles, the platform also experimented with split-season releases, stretching anticipation and watch time.
The anniversary film, narrated by Shah Rukh Khan, captures the linguistic shift that mirrors the cultural one: from “Netflix pe kya dekha?” to “Netflix pe kya dekhein?” The question moved from recounting the past to planning the next binge. In ten years, Netflix morphed from foreign entrant to familiar fixture, exporting Indian stories abroad while importing global ones home. The remote no longer waits; it chooses, clicks and moves on. In the streaming age, patience is out, playlists are in, and the next episode is always one tap away.
Brands
Delhivery chairman Deepak Kapoor, independent director Saugata Gupta quit board
Gurugram: Delhivery’s boardroom is being reset. Deepak Kapoor, chairman and independent director, has resigned with effect from April 1 as part of a planned board reconstitution, the logistics company said in an exchange filing. Saugata Gupta, managing director and chief executive of FMCG major Marico and an independent director on Delhivery’s board, has also stepped down.
Kapoor exits after an eight-year stint that included steering the company through its 2022 stock-market debut, a period that saw Delhivery transform from a venture-backed upstart into one of India’s most visible logistics platforms. Gupta, who joined the board in 2021, departs alongside him, marking a simultaneous clearing of two senior independent seats.
“Deepak and Saugata have been instrumental in our process of recognising the need for and enabling the reconstitution of the board of directors in line with our ambitious next phase of growth,” said Sahil Barua, managing director and chief executive, Delhivery. The statement frames the exits less as departures and more as deliberate succession, a boardroom shuffle timed to the company’s evolving scale and strategy.
The resignations arrive amid broader governance recalibration. In 2025, Delhivery appointed Emcure Pharmaceuticals whole-time director Namita Thapar, PB Fintech founder and chairman Yashish Dahiya, and IIM Bangalore faculty member Padmini Srinivasan as independent directors, signalling a tilt towards consumer, fintech and academic expertise at the board level.
Kapoor’s tenure spanned Delhivery’s most defining years, rapid network expansion, public listing and the push towards profitability in a bruising logistics market. Gupta’s presence brought FMCG and brand-scale perspective during a period when ecommerce volumes and last-mile delivery economics were being rewritten.
The twin exits, effective from the new financial year, underscore a familiar corporate rhythm: founders consolidate, veterans rotate out, and fresh voices are ushered in to script the next chapter. In India’s hyper-competitive logistics race, even the boardroom does not stand still.
MAM
Meta appoints Anuvrat Rao as APAC head of commerce partnerships
At Locofy.ai, Rao helped convert a three-year free beta into a paid engine, clocking 1,000 subscribers and 15 enterprise clients within ten days of launch in September 2024. The low-code startup, backed by Accel and top tech founders, is famed for turning designs into production-ready code using proprietary large design models.
Before that, Rao founded generative AI venture 1Bstories, which was acquired by creative AI platform Laetro in mid-2024, where he briefly served as managing director for APAC. Alongside operating roles, he has been an active investor and advisor since 2020, backing startups such as BotMD, Muxy, Creator plus, Intellect, Sealed and CricFlex through a creator-economy-led thesis.
Rao spent over eight years at Google, holding senior partnership roles across search, assistant, chrome, web and YouTube in APAC, and earlier cut his teeth in strategy consulting at OC&C in London and investment finance at W. P. Carey in Europe and the US.
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