Meet Mathias Schwägerl, CFO, Sport Group

Sport Group CFO talks ‘making sport’, managing growth and making products that enhance the worLd

A CFO with a love of hands-on business, German-born Mathias Schwägerl has been with Sport Group for over a decade of transformation. He talks to us about the power of sport to make life healthier and more inclusive, the power of people to grow a business and the power of products that enhance the landscape and the world.

Tell us about your early career?

I started my career at PWC in Munich where I spent three years working in audit and valuation and strategy across a whole host of businesses. I then sought a shift from management consultancy to work more permanently on a business. This led me to Sport Group, where I joined as Head of Finance in 2010.

At the time, Sport Group was much smaller. The Group included APT in the U.S. and Australia, a company called Turf Store in the U.S. and STI in Asia Pacific. I worked extensively in the U.S. in the early years and really enjoyed it.

And then the game changer. In 2015 we acquired AstroTurf, the biggest name in the industry. That’s when things really started to take off.

What attracted you to Sport Group?

Who doesn’t like sport? Being part of a business that not only works within sport but is a vital part of the sports ecosystem was a huge draw for me. Polytan’s heartbeat is ‘We Make Sport’ and I believe that to be true.

Without our turfs, tracks, courts and playgrounds, the world would be a much less active and healthy place. And ‘making sport’ is an idea that is open to everyone which is great for diversity and inclusion in the communities we serve.

I also love that our products are real. Coming from a business consultancy background, I worked with many new companies who did not have products you could touch and see. I love sport surfaces. I look out for them wherever I go - they even feature in our holiday photos!

You’ve been with Sport Group for 12 years. How has your role evolved over that time?

In 2013 I became CFO and Managing Director of Polytan EMEA which is the biggest and most established name in the region. The company has such a strong reputation for quality. In 2020 I took on the additional role of COO of the EMEA projects business. This was great as it allowed me to do more hands-on business, not just finance and strategy. The knowledge of the Polytan team was extensive and I learnt a lot.

“Without our turfs, tracks, courts and playgrounds, the world would be a much less active and healthy place.”

In 2022 I became Sport Group CFO. So back to the books again! When I started, the business was worth €350m. Today that figure has doubled. Seeing the Group grow and being able to use economies of scale and knowledge transfer to improve our products and better support our customers has been very rewarding.

You originally planned to do three years with Sport Group. What made you stay?

People make a business and I have had great colleagues from the start which is the main reason I stayed. As a medium-sized company full of many bright people, we can get stuff done.

I also love that we are an international company. It has allowed me to make many great friends all over the world. My colleagues show me their hometowns, from Amiens, to Singapore, to Stockholm, to baseball games in Pittsburgh. These have been great experiences which I would never get to experience as a tourist. 

The combination of great people and great products is hard to beat.

What makes our products special?

The beauty of our products comes from putting together relatively unspectacular components and making something that becomes an important part of urban life.

Our products enhance the landscape and the world. People like what we make, they attract people and encourage them to be fit and happy. We facilitate our customer’s passions and for many, help them complete a dream they have had for many years.

What have been your biggest challenges?

The last three years have been a very interesting time as some big business challenges hit the industry. In 2019 micro plastics had become a big issue. In 2020 there was Covid. In 2021 raw material prices went through the roof.

Business is about managing the challenges, but to have three in such quick succession was especially tough. Our strong hands-on mentality pulled us through - I am very proud that we managed these challenges successfully. That we have been able to navigate the last three years, speaks to the resilience of our teams and the trust our customers have in us.

What is Sport Group’s role in the future?

We are an important business for the future; as the world battles more sedentary and unhealthy lives we are essential. Yet we have to make huge progress with sustainability, because if we don’t then people might not have sport surfaces to play on.

Sport Group is driven by the big idea to ‘transform the business of sport and space’ and our focus is 100% on sustainability. We are a green leader, and this is very important to me.

What is the next phase for Sport Group as a business?

We are currently in an integration phase which we are calling ‘One Sport Group.’ This will enable our business to work closer together, which will give us scale and knowledge to tackle the big issues and the challenges ahead.

Sharing knowledge and resources from all areas of our global business will power us forward and will help us to connect better with suppliers and the market. This ultimately means we can create better products.

Outside of work, what do you like to do?

Sport has always played a big role in my life. I loved playing handball as a youngster and now you’ll mostly find me following football with the rest of my country!