Traditionalist is an interesting term. At sixty involved in both amateur and professional sport for over fifty years as a player, coach, DOR and CEO I am traditional with massive data value. My aim was always to put athletes first, in a safe environment with a culture of acceptance and education, fine tuned to assist athletes and stakeholders to meet their goals and objectives through their participation. I can’t speak for all ‘traditionalists’ but I have always used whatever data was available and if it was not available have gathered it myself. If data is user friendly and put into terms I understand and can employ I would happily use it. Don’t write us off because we don’t use buzz words or because we don’t immediately see value.

Integrating data analysis into traditional environments requires a strategic and adaptable approach. In my experience, the key is often starting with data that supports existing opinions rather than contradicting them. This builds trust with stakeholders, showing them how data can complement their insights instead of challenging their expertise. For example, at Orlando City Soccer Club, we initially used analytics to confirm coaches' observations about player fatigue, which led to quicker buy-in. Once trust was established, we gradually expanded the scope, introducing more advanced metrics like load monitoring and injury prevention strategies, which yielded measurable improvements.

what's more in France politicians and local authorities get involved in sport and don't leave room for the private sector for fear of losing voter power through associations and clubs (you only have to see how many clubs in France, rugby, football, basketball, handball have their own halls or stadiums...) and sport in France is only supported by volunteering, which is fabulous, but volunteering is not very professional at the same time.

Successful integration of data analytics in traditional context is not that easy as it seems whereby the following is the case. The key factors driving success in such environment are trust building and the ability to show measurable added value. Stakeholders should be engaged from the start of the project, followers should be given examples of what can be achieved rapidly, and training should be continuous. Slow adoption makes it easier to adapt to the culture of the nation or region in question. Remember the aim is not to substitute people's skills, but add value to those skills. This is not an easy process and may take some time; however, patience and perseverance in the process will do lots of magic.