About Fanzland

Reaching kids the way they want to be reached.

We saw an opportunity in the technology kids are growing up with — games, video sharing, and social media – and rather than fighting against it, we decided to embrace technology and reach kids the way they want to be reached.

Fanzland is a social enterprise providing innovative solutions to today’s sports-related social challenges. Using the influence of sport and content that rewards, educates and inspires, we nurture a lifelong connection to sport and healthy lifestyle choices for all regardless of age, gender or ability. We are committed to the physical, psychological and social development benefits sports can bring.

GO TEAM

 The Fanzland executive team are extremely driven, resilient and unwavering in their commitment to tackling the sports-related issues we face today. Having previously worked together in the government and private sector, the team gels and their skills complement each other.

Where necessary, the team has surrounded themselves with experts and academics in disciplines relative to their mission. 

COLIN BRACKENRIDGE
CEO, FOUNDER

As Founder and Director, Colin is responsible for the oversight of the organisation, as well as strategic planning and long-range priorities.

 

Colin’s greatest strengths are his creativity, drive and leadership. His success is attributed to his innate ability to build relationships at all levels through collaboration and engagement.

 

He thrives on challenges, particularly those that expand and build on the organization’s capacity.

KATE KOVALEVA
CMO

Kate is a key contributor to Fanzland and brings with her years of experience in the digital marketing sector.

She has worked for companies such as 2GIS and Yandex, Russia’s largest search engine company where she was responsible for all elements of the brand’s strategy, including brand management, visual identity management and brand engagement. 

LESLIE SMITH
COO

Leslie has led corporate communications programs, major community investment sponsorship programs, and delivered risk management interventions across a range of issues. 

Leslie completed a graduate diploma in BSc Psychology where her research focused on the relationship between health, wellbeing, and sports participation. 

She is always passionate about the impact sport can have as a driver that engages people with positive values.

PETER WATFORD
CFO

With ten years at the heart of government in a variety community and managerial roles,

 

Peter’s focus is to support the acquisition, development, retention and evaluation of staff that help reach the organisation’s objectives.

 

Peter truly cares about people, and he intends to express this passion by supporting and encouraging every person to engage with and enjoy all the benefits of sport.

GIVING BACK

The physical and social environments of today’s cities, together with decreasing physical education in schools and the removal of dedicated green spaces and play areas, have a major impact on physical activity levels worldwide.

 

Through innovative partnerships, Fanzland will help address the barriers to physical activity, and reinvest revenue into quality, sustainable environments that encourage physical activity and sport for all to enjoy.

 

As a social enterprise, all or most of the profits Fanzland generates are reinvested into the project, helping it to develop and work towards the fulfilment of its social mission.

THE PATH
NOT 
TAKEN

Social enterprises are viable businesses that focus on social impact rather than financial returns for shareholders. When faced with situations where there is a trade-off between societal impact and profits, the former will win the day.

 

So why has Fanzland opted for a social enterprise model instead of setting itself up as a standard charity or non-profit? The answer is that we seek to overcome the limitations that regular non-profits face:

  • They depend on donations and are reluctant to invest money in publicity – even though the investment could help them to grow their money and boost their profile.

 

  • They are unable to provide the kind of remuneration and financial motivation that we see in the business sector where investment in human capital contributes to profit. This reduces the amount of time and effort that can be expended.

 

  • Traditional non-profits are risk-averse and so miss opportunities to tackle large-scale or ambitious projects.

 

  • Non-profits are, by definition, unprofitable. When people make a donation to a non-profit, they certainly don’t expect to get anything back. But that means that the investments they make in order to assure their future cannot be part of the funds leveraged to further a cause. However, impact investments that are used to benefit society or the environment are going mainstream. Companies that attract impact investors do make a profit – and the profit benefits the shareholders.

The above limitations mean that non-profits attract less of the funding that so desperately need, and this limits the degree to which they can target the causes they support. 
 

Despite the many worthy non-profit organizations that strive to combat huge societal problems, few can claim to have had as much impact as they would have liked. 

 

At Fanzland, we believe entrepreneurship has the power to change attitudes, disrupt negative cycles, and benefit society as a whole. ​

As a social enterprise, Fanzland will be able to transcend them, expanding its global reach and generating both funding for its initiatives and profits for its investors.

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© 2018 by Fanzland Pty Ltd.

Fanzland is fiscally sponsored by Social Good Fund, a tax-deductible 501c3 nonprofit organization.