“Being User-Centric Rather Than You-Centric” — How Strava Works With Global Media to Tell Stories That Help Athletes and Drive Growth

Scaling globally is a goal for any growing company, which means that working with press across various markets is an inevitability. But it’s become more challenging than ever to gain the attention of the press, and it often comes with a hefty dose of added scrutiny. How then, can companies begin to tell their brand narrative, much less work with the press in a way that can help foster growth? That’s something that Strava has had to think about on a daily basis, as the world’s top platform for athletes has grown to over 90 countries and more than 76 million users. 

In this episode of Growth Hacks, Kunal and Katja are joined by Andrew Vontz, VP of Communications at TCV company Strava. As a former journalist with the Los Angeles Times, Andrew brings his unique insider perspective on what companies can do to tell a story that journalists today would respond to, and how those stories can be used strategically in order to drive brand perception and fuel growth. Andrew also walks us through his blueprints for educating stakeholders on what to expect from press coverage, and the checklist method he uses when it comes to preparing for potential crises before they occur. 

Key Takeaways:

  • Being user-centric rather than you-centric when working with journalists. While it can be tempting to use press attention as a way to tout your company’s successes, that may not be enough to get your story told. Instead, put yourself in the shoes of a journalist’s readers, says Andrew. “You really have to be user-centric versus you-centric. There are definitely things you would ideally like to get out of press coverage, but you also need to think about, ‘What does that journalist need? What does their readership need? What’s going to help them sell this story internally and get it placed?’ You really have to begin with the end in mind.”
  • Why it’s important to educate stakeholders on how press coverage operates. We’ve all experienced it: internal stakeholders with the best of intentions expecting journalists to always see things the way we would like them to be seen with nary a criticism. That’s why it’s imperative to set realistic expectations with teammates about how a specific story may roll out. It’s also a good opportunity to educate teammates about how press coverage operates in general. “All good stories are really high contrast. They’re high tension. They’re definitely going to contain opposing points of view, and you just need to prepare people for that, educate them, and bring them along so that they know what’s going to show up in a story, why it’s going to show up, and how it may show up,” says Andrew. 
  • Using earned media to drive growth. Given that Strava is the de facto record of the world’s athletic activities, the company produces an annual Year in Sport press report built around the intersection of sport, culture, societal trends and unique data insights about the ways athletes find joy through the activities they love. For Strava, Year in Sport  helps them in “finding ways to align stories that only we can tell with moments in time when there’s a high degree of cultural curiosity around specific topics that can enable really large scale brand awareness.” 

    An additional benefit of Year in Sports is that data is very compelling with readers. Says Andrew, “[It’s] providing reporters with ingredients and stories that enable reporters and editors to be of service to their consumers and provide high utility content that’s motivating and inspirational.” 
  • Preparing for a crisis before it happens. When Strava faced its own PR crisis in 2018, Andrew’s team saw an inbound of thousands of media inquiries in 48 hours. The tendency to want to react immediately is natural, but you must slow down and operate with a high degree of discernment to be most effective. “It’s important that you move at your own pace and that you work with stakeholders across the organization to understand what’s going on before you do anything,” says Andrew. Doing so allowed Strava to turn the opportunity into one where they were able to educate journalists around the world about their privacy controls, resulting in 90% neutral to positive coverage. 

    To prepare in advance, Andrew recommends bringing on outside experts or advisors in advance of a crisis, to start preparing before a situation occurs. “Try to think through anything that might potentially pop up and then try to spell out exactly how you’re going to meet that moment.” 
  • Effective ways to be known as a mission or purpose driven organization. While thought leadership is easy to engage in, at Strava it’s more than showing up to the right panels and conferences. “It starts with the intent to be the world’s best at something,” says Andrew. 

    Because Strava’s mission is to serve athletes, they’ve focused on ways to do that, whether that’s partnerships that make Strava better for its users, or the Strava Metro data they provide to cities to power safer pedestrian and cycling infrastructure. “What we aspire to is to be a positive force to help create change in the space, so that everyone has equal access to pedestrian and cycling infrastructure — and more broadly, to create greater equity in sport. And that’s an area where we want to be an even bigger thought leader and a bigger force over time.” 

To learn more, tune into Growth Hacks: Lessons from Strava — Working with Press and Teams to Move the Growth Needle, Foster Inclusion, and Establish a Purpose-Driven Narrative

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The views and opinions expressed are those of the speakers and do not necessarily reflect those of TCMI, Inc. or its affiliates (“TCV”). TCV has not verified the accuracy of any statements by the speakers and disclaims any responsibility therefor. This interview and blog post are not an offer to sell or the solicitation of an offer to purchase an interest in any private fund managed or sponsored by TCV or any of the securities of any company discussed. The TCV portfolio companies identified, if any, are not necessarily representative of all TCV investments, and no assumption should be made that the investments identified were or will be profitable. For a complete list of TCV investments, please visit www.tcv.com/all-companies/. For additional important disclaimers regarding this interview and blog post, please see “Informational Purposes Only” in the Terms of Use for TCV’s website, available at http://www.tcv.com/terms-of-use/.


Lessons from Strava: Working with Press and Teams to Move the Growth Needle, Foster Inclusion, and Establish a Purpose-Driven Narrative

Every communications professional has seen it: a tweet from a journalist bemoaning the raft of irrelevant pitches they receive on a daily basis. How can companies cut through the noise to place stories that reflect well upon the business, and move the needle when it comes to brand perception and growth? That’s something Strava has navigated while building a purpose-driven narrative for over 90 million athletes across almost 200 countries.

In the latest episode of Growth Hacks, Katja and Kunal speak with Andrew Vontz, VP of Communications at TCV company Strava. Andrew also hosts his own podcast – Choose The Hard Way, where he talks with leaders in sports, tech, business, the military and more about peak performance and how to overcome obstacles to do great things. Andrew started his career as a journalist before moving into marketing and communications. He shares his insider perspective into what it takes to place a story that reporters are motivated to tell, and how to prepare internal stakeholders on what that story might look like when it runs. He also talks about how organizations can use earned media to drive growth, and how to conduct crisis communications prep before disaster strikes. Andrew also walks us through Strava’s playbook on establishing its purpose-driven narrative both internally and externally and what it takes to engage a global community. 

Here’s what you’ll learn:

  • Being user-centric rather than you-centric when working with journalists
  • Why it’s important to educate stakeholders on how press coverage operates
  • Using earned media to drive growth
  • Preparing for a crisis before it happens
  • Effective ways to be known as a mission or purpose driven organization

To hear more on this, settle in and press play.

Please find the transcript below, which has been edited for brevity and clarity.

Katja Gagen: Hello everyone, we are excited to have Andrew Vontz today on the podcast. Andrew went from being a journalist for the LA times, Rolling Stone, and others, to joining Strava’s executive team and leading communications.

And for all fitness aficionados listening, Strava is a social platform for athletes and the largest sports community in the world, with over 95 million athletes in 195 countries on the platform. We are excited to hear from Andrew about how communications can help drive business success and how he keeps this incredible community engaged.

Welcome to Growth Hacks, Andrew.

Andrew Vontz: Hey, thanks, Katja. It’s great to be here with you and Kunal.

Kunal Mehta: Well, I know you’re going to bring the heat today, Andrew. I just want to know where does this podcast find you today?

Andrew Vontz: It finds me in rural Maine where the leaves are falling, and there are pumpkins everywhere. We actually have a pumpkin that we grew from throwing a pumpkin into the compost pile last year, it grew into like a three foot in diameter pumpkin, lo and behold.

Kunal Mehta: That’s amazing.

Katja Gagen: That’s awesome. And Andrew, you have a pretty unique background that spans art to journalism, and now heading up comms at Strava. How did you end up where you are?

Andrew Vontz: I think I ended up where I am because I’ve always been a very curious person and I’ve always loved storytelling. And the red thread of my career has really been people, places, and things at the limits of human experience. Whether that was the work that I did as a freelance journalist for over a decade, the work that I did as the head of content at TRX, which is a human performance company that worked to democratize world-class human performance for everyone, or now at Strava. And over time, I eventually joined the executive team and I’m now the Vice President of Communications.

And outside of that, I also have my own podcast, it’s called “Choose the Hard Way”, and it’s about the obstacles people overcome to do great things. So that red thread is still running throughout my career.

Kunal Mehta: Fantastic. Well, Andrew, I know Strava is Swedish for strive, which epitomizes attitude and ambition. How do you bring that to life with the communication strategy at Strava?

Andrew Vontz: Yeah, Kunal. It’s really about always thinking bigger, always in all ways. So that’s, however well things are going, how can we think about what’s the next step? What’s the much bigger version of that? What’s the version of that that makes us feel a little bit anxious, a little bit uncomfortable because it seems so audacious? So that’s really what strive is about in the communications domain.

Kunal Mehta: Andrew, you’ve been a journalist for over a decade. What should companies know about the way journalists think about stories?

Andrew Vontz: When you’re working with media, it can provide the most valuable form of third-party validation that you can get. It’s like going to a party and having your best friend tell you how awesome something is versus you talking about yourself.

What you want to keep in mind when you’re working with press is: yeah, you would love to have other people telling your story on your behalf and singing your praises, but you really have to be user-centric versus you-centric. There are definitely things that you would ideally like to get out of press coverage, but you also need to think about what does that journalist need? What does their readership need? What does that outlet need? What’s going to help them sell this story internally and get it placed? And you really have to begin with the end in mind.

I think in addition to that, it’s really important to educate your teammates from across the organization and to really set realistic expectations about how press coverage might roll out.

All great stories are really high contrast. They’re high tension. They’re definitely going to contain opposing points of view, and you just need to prepare people for that, educate them, and bring them along so that they know what’s going to show up in a story, why it’s going to show up, and how it might show up.

Katja Gagen: That’s awesome advice because we sometimes hear from our companies that they think of PR as paid marketing copy, and they just have to pick up the phone and speak to a reporter and out comes a piece that highlights everything you want to say about your company. We know that this is far from the truth.

How can press coverage or media coverage support growth in the business? Can you share some examples?

Andrew Vontz: For sure, Katja. I’ll give you an example that’s worked really well for us. We do an annual Year In Sport press report. And what it really does is aligns our proprietary data insights because Strava really is de facto the record of the world’s athletic activities.

It’s contained everything from people winning medals, to Tour de France stages to, hey, what are the trends that have happened during the pandemic as walking and hiking really took off and more people than ever before were riding bikes. Finding ways to align stories that only we can tell with moments in time when there’s a high degree of cultural curiosity around specific topics that can enable really large-scale brand awareness.

Going back to providing reporters with ingredients and stories that are useful for them to sell stories internally and also to service their readership. I think that’s just like a really great example of one way you can do it.

Kunal Mehta: Fantastic. Andrew, as I think about Strava, they’re adding 2 million athletes a month during the pandemic, and they’re still growing incredibly fast. I just read an article that says something like 20% of employees will continue to work remotely. How have you overcome the challenges of managing your team working remotely during this hyper-growth period?

Andrew Vontz: I think one of the advantages that we have is prior to the pandemic, and really, since our inception, Strava has been a highly global company. We have athletes in 195 countries, and we have teammates on the ground in seven key geographies around the world, seven different countries on four different continents.

It’s given us the opportunity to really grow and come together as a team and really working on making sure we’re calling all the voices on the team in, that we’re being as inclusive as possible in this remote work environment. And really thinking about what are the systems and processes that do foster that sense of inclusion, that make people able to provide their highest level of contribution? And really thinking through what are the channels that they need to do that?

Because the reality is just adding more meetings is just going to add up to a lot more meetings. You have a finite amount of time that you can get together, so it’s getting people into the right spaces at the right moment.

When you’re in those contexts, invite everybody into the conversation. Going back to what does strive mean within a context of our comms team? Part of what it means is always pushing ourselves to think bigger, to think about how can we do everything better?

Even if things are going really well, what does it look like beyond the horizon to do way, way, way better than we might imagine is possible at the moment? No one has a monopoly on great ideas, and you want everybody to feel included. I try to talk about decisions I’ve made or things that we’ve tried in the org that haven’t gone well, because I also have to model risk taking and that failure is okay, because I certainly am not making perfect decisions all the time.

Katja Gagen: I like, Andrew, how you’re creating an environment that’s both inclusive, but also pushing the team to try new things, even when everything is going well.

Shifting gears for a moment, every organization goes through a phase where there are challenges. What does it take to successfully manage those and how have you done that?

Andrew Vontz: Well, the best advice I can give is you want to plan for rainy days, because honestly, if you have any level of success, at some point you were definitely going to have a storm in your future. And before one happens, you want to be prepared. If you do find yourself managing a crisis, you want to try to find a way to turn that challenge into an opportunity.

Let me tell you about something that happened at Strava back in 2018. We have something called the heat map. It’s really a treasured community resource that our athletes use to discover new places to ride, to run, and really just to enjoy the sports they love. It only contains aggregate de-identified data and athletes can opt out of sharing their information into the heat map at any time.

Back in 2018, someone on Twitter said they had found secret military bases on the heat map. And this took off in the news and we ended up having 2000 media inquiries in about 48 hours. I would just say, first of all, when a crisis happens, you have to say calm. It’s important that you move at your own pace and that you work with stakeholders across the organization to understand what’s going on before you do anything.

That’s what we did. We take the privacy of our athletes very seriously. And we really used this incident as an opportunity to build more trust with our athletes and with our community and to educate the world about our simple privacy controls and settings.

At that moment in time, the story ended up on national broadcast and every major newspaper in the U S and around the world online. We managed the crisis to a resolution where the coverage was 90% positive or neutral.

Here’s what you can do if you want to get ready. I definitely recommend getting a steer from advisers or outside experts who can help you think through the full range of crises you might face, and to start preparing for them. A book I recommend is The Checklist Manifesto, by Atul Gawande.

It covers how professionals in high stress, high consequence environments, like medical doctors performing surgery, or how pilots flying commercial airlines use checklists for everything that they do. Use these checklists to boil down complex operations, to really the simplest, clearest set of decisions possible, trying to make everything binary and really make communication across the team as frictionless, simple, direct as possible.

Try to think through anything that might potentially pop up and then try to spell out exactly how you’re going to meet that moment. And if you do that, you’ll be as prepared as you possibly can be when your rainy day comes.

Katja Gagen: That’s super helpful. We talked a little bit earlier about Strava meaning to strive. A lot of companies today want to be known for a specific mission or purpose. What are the most effective ways you have made that happen at Strava?

Andrew Vontz: I think when it comes to thought leadership, some people think about thought leadership as, hey, we just need to like stick our leaders on the right stages at the right conferences. And then miraculously, we’re going to be known as the world’s leading authority on X.

Thought leadership starts with the intent to be the world’s best at something, and that’s a very worthy endeavor. Equally, you need to be really honest about where are you at today? Where do you want to be in the future? How credible are you on this topic? And what commitment do you have to action? And I’ll just give you an example.

At Strava, we serve athletes. And we say that what’s awesome for athletes is awesome for our business and in turn, that can be awesome for the world at large. We say that athlete awesome equals business awesome.

We are the platform at the center of connected fitness. We have over 400 partners whose apps, hardware, experiences, connect into Strava where they can be extended, and people can enjoy them. And we’re a place where every effort counts. We have something called Strava Metro. And Metro takes aggregate de-identified data, and we provide a really easy to use tool to vetted municipalities and urban planners, so that they can create better and safer pedestrian and cycling infrastructure in cities so that people can get around under their own power as safely and effectively as possible in cities. Because really humans are the original autonomous vehicle, and they are the future of cities.

What we aspire to, is to be a positive force to help create change in the space so that everyone has equal access to pedestrian and cycling infrastructure and more broadly to create greater equity in sport. And that’s an area where we want to be an even bigger thought leader and a bigger force over time.

We know where we are at today. And we know the gap that we want to close, and we have to be really honest about where we’re at and what we want to do.

Kunal Mehta: I love that approach towards DEI, and I’m sure we could spend the entire podcast talking about that.

We typically end with some rapid-fire questions. I just wanted to start with, we have a wide range of listeners, Andrew, and many of them are younger as well. Perhaps you can tell us something you wish your younger self knew.

Andrew Vontz: I’d say, my podcast is called “Choose the Hard Way” for a reason, because for better or worse, that’s something I’ve done many times in my life. And it’s really about the idea that you are what you overcome. I think that’s what I’d tell my younger self that it’s about the power of marginal gains.

Every obstacle you might run into in your life is really an opportunity to move towards your next success. And all of the knowledge that you’ve accrued, that’s just insight that you can take into whatever you do next.

It goes back to this agile development mentality, that comes from software engineering and business development, but you can really apply it to anything. Keep what works, throw away what doesn’t and test new hypotheses and keep growing.

Kunal Mehta: Awesome. Keep growing for sure. I also want to ask you, what’s a convention that you wish did not hold true today?

Andrew Vontz: Something I’ve been thinking about a lot because of a guest I had on my podcast recently, his name’s Hector Guadalupe and he’s the founder of an organization called A Second U Foundation.

He works with formerly incarcerated individuals. And provides training and education for them to start their own fitness businesses. And it’s really foregrounded for me, the importance of second chances. I think that that’s something that I would like to see transformed in society.

Katja Gagen: That’s wonderful, thanks Andrew. One other question is who do you follow on social media?

Andrew Vontz: One of my favorite people to follow on social media is Rahsaan Bahati. He’s a multi-time national champion and one of my favorite cyclists of all time. I lived in LA for over 15 years, and he used to be out on a lot of group rides that I was on. I always looked up to him, his accomplishments as an athlete.

Rahsaan has something called the Bahati Foundation. Its mission is to support inner city youth and underserved communities through cycling outreach. I think the work that he’s doing to bridge the equity and access gap in cycling is incredibly powerful.

Katja Gagen: That’s awesome, and if I were to summarize our conversation – hard work and rapid learning are the ultimate Growth Hacks. One more question, how do you energize and instill rapid learning at Strava?

Andrew Vontz: I think one of the ways that I try to do that is by modeling vulnerability. And trying to float big, risky ideas and trying to push myself beyond what feels safe. Because when I’m starting to feel anxious about something that we’re trying to do, because it feels overly ambitious, anxiety metabolized a different way is excitement. And that’s when I know I’m in the right territory because we’re about to break through. And that’s really what I want the team to get to experience, because I want everybody to have that feeling of autonomy, of growth, of really operating at the edge of their ability, because I know that that’s where we can do our very best work.

Katja Gagen: That’s wonderful. Thanks so much, Andrew, for sharing your insights with us from being a journalist to an athlete, and also the head of communications. Thanks for being on the show today.

Andrew Vontz: Yeah, thanks so much. It’s great to be here.

***

The views and opinions expressed are those of the speakers and do not necessarily reflect those of TCMI, Inc. or its affiliates (“TCV”). TCV has not verified the accuracy of any statements by the speakers and disclaims any responsibility therefor. This interview and blog post are not an offer to sell or the solicitation of an offer to purchase an interest in any private fund managed or sponsored by TCV or any of the securities of any company discussed. The TCV portfolio companies identified, if any, are not necessarily representative of all TCV investments, and no assumption should be made that the investments identified were or will be profitable. For a complete list of TCV investments, please visit www.tcv.com/all-companies/. For additional important disclaimers regarding this interview and blog post, please see “Informational Purposes Only” in the Terms of Use for TCV’s website, available at http://www.tcv.com/terms-of-use/.


Strava Announces $110 Million Financing in Partnership with TCV and Sequoia

SAN FRANCISCO, Nov. 16, 2020 /PRNewswire/ — Strava, the leading social platform for athletes, today announced that it has raised $110 million in a Series F financing round led by TCV and Sequoia Capital, with participation by Dragoneer Investment Group and existing investors including Madrone Capital Partners, Jackson Square Ventures and Go4it Capital.

Strava is the largest sports community in the world with more than 70 million members in 195 countries. This financing will help the company build more features that athletes love, support its global community and expand to better serve more athletes.

“We’re excited to partner with TCV and Sequoia. Together we’re building for athletes,” said Strava co-founder and CEO, Michael Horvath. “Today that means making Strava indispensable to athletes everywhere. When we do that well, we connect athletes to what motivates them, fuel the growth of our community, and strengthen our business. The experiences of Michael Moritz at Sequoia and Neil Tolaney at TCV with companies at Strava’s stage and beyond will be invaluable as we strive to enable athletes worldwide to get the most out of their active lives.”

In 2020, Strava has seen rapid growth, adding more than 2 million athletes per month to its community. Additionally, the company rolled out over 60 new features for athletes as part of a renewed commitment to subscribers and made Strava Metro free for urban planners and city governments. Strava Metro’s aggregate data helps over 300 city governments and urban planners create safer cities for pedestrians and cyclists.

“Strava has spent a decade accumulating the mojo required to help people become healthier and fitter,” said Michael Moritz, Partner at Sequoia. “In the future, being on Strava will be essential for anyone aspiring to live a healthy life.”

Strava gives anyone, anywhere access to an athletic community. Staying motivated is the oldest and biggest problem in health and fitness, but Strava has tapped into the magic ingredient to keep people moving: human connection. Strava enables motivation through competition, camaraderie and accountability. It’s a formula that works – 94% of Strava subscribers who set a goal remain active nine months later.

“TCV has been bullish on and an active investor in the connected fitness and health ecosystems over an extended duration. As the largest and most engaged community of athletes in the world, Strava is uniquely positioned and boasts a strong value proposition for athletes and partners alike,” said Neil Tolaney, General Partner at TCV. “Strava’s community and unique product offerings motivate athletes to lead healthier, more active lifestyles. In addition, Strava’s outsized growth in community membership, activities and subscribers demonstrates its importance for athletes to best fulfill their objectives.”

For more information about Strava, or to join its global community of 70 million athletes, please visit Strava.com.

J.P. Morgan served as sole placement agent for Strava in connection with the transaction and O’Melveny & Myers LLP provided legal counsel to Strava.

Press Contact

Strava
Andrew Vontz, VP Communications at Strava, press@strava.com

TCV
Katja Gagen, Principal and Head of Marketing, kgagen@tcv.com

About Strava
Strava is the leading social platform for athletes and the largest sports community in the world, with over 70 million athletes in 195 countries. If you sweat you’re an athlete, and Strava’s mobile apps and website connect millions of active people every day. Strava gives athletes simple, fun ways to stay motivated and compete against themselves and others without having to be in the same place at the same time. All athletes belong on Strava no matter where they live, which sport they love or what device they use. Join the community and make the most of your sport with a Strava subscription.

About TCV
Founded in 1995, TCV provides capital to growth-stage private and public companies in the technology industry. Since its inception, TCV has invested over $14 billion in leading technology companies and has helped guide CEOs through more than 125 IPOs and strategic acquisitions.TCV investments in consumer subscription companies include Airbnb, Dollar Shave Club, EA, Expedia, Facebook, LegalZoom, Netflix, Peloton, Spotify, Zillow, and more. TCV is headquartered in Menlo Park, California, with offices in New York and London. For more information about TCV, including a complete list of TCV investments, visit https://www.tcv.com/.

About Sequoia
Sequoia helps daring founders build legendary companies from idea to IPO and beyond. We spur founders to push the boundaries of what’s possible. In partnering with Sequoia, companies benefit from 48 years of tribal knowledge from working with founders like Steve Jobs, Larry Ellison, Larry Page, Jan Koum, Brian Chesky, Drew Houston, Adi Tatarko, Julia Hartz and Jack Dorsey. In aggregate, Sequoia-backed companies account for more than 20% of NASDAQ’s total value. From the beginning, the vast majority of money we invest has been on behalf of non-profits and schools like the Ford Foundation, Mayo Clinic and MIT, which means founders’ accomplishments make a meaningful difference.

About Dragoneer Investment Group
Dragoneer is a San Francisco-based, growth-oriented investment firm with approximately $12 billion in long-duration capital from many of the world’s leading endowments, foundations, sovereign wealth funds, and family offices. Dragoneer has a history of partnering with management teams growing exceptional companies characterized by sustainable differentiation and superior economic models. The firm’s track record includes public and private investments across industries and geographies, with a particular focus on technology-enabled businesses. Dragoneer has been an investor in companies such as Airbnb, AmWINS, Ant Financial, ByteDance, Datadog, DoorDash, Farfetch, Livongo, Nubank, PointClickCare, ServiceNow, Slack, Spotify, Square, Twilio, Uber, Snowflake and others.

About Jackson Square Ventures
Jackson Square Ventures is the anti-hype venture capital firm focused on SaaS and Marketplace businesses that can be standalone at scale. Its portfolio includes Alto Pharmacy, Cornershop, DocuSign, Mynd, Jackbox Games, Seismic, Strava, and Upwork, among others.

About Go4it Capital
Go4it Capital partners with exceptional entrepreneurs, who are building innovative global businesses in sports, digital media and well-being. Together, their dream is to create a more active and enjoyable world. Go4it has also invested in ELEVEN Sports, WSC Sports, Fazenda Futuro, and G2 Esports.

SOURCE Strava