– The takeover of MotoGP by Liberty Media for a reported 4.2 billion euros has caught the motorsport world’s attention. Given around 632 million fans worldwide, 3.6 million spectators at the racetracks alone last season, and an annual reach growth of nine percent, this price is not without reason.
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For Carlos Ezpeleta, MotoGP’s sporting director, the central challenge now is different: generating growth without diluting the sport’s DNA. “That is exactly the task,” he explains in an interview with Business of Sport.
“Many act as if you have to choose between sport and entertainment, but we don’t believe that is mutually exclusive.” Rather, it is about building on a stable foundation, which includes over 75 years of history, a huge global fan base, and an iconic brand name.
Where economic potential lies
Especially in markets like the UK and the USA, MotoGP still sees significant growth potential. While the sport is historically rooted in the United Kingdom, interest has recently waned due to a lack of local stars. “We need to rekindle this interest,” says Ezpeleta.
From an economic perspective, the leadership clearly thinks in metrics: fan base, consumer behavior, and brand attractiveness determine the sport’s value. “All of this multiplied would reflect our business potential at this moment,” says Ezpeleta. Currently, there are “low hanging fruits,” meaning easily accessible revenue sources, for example in marketing and monetization.
Clear distinction from Formula 1
Comparisons with Formula 1 are inevitable, yet they want to consciously differentiate themselves. “MotoGP is not Formula 1 on two wheels,” Ezpeleta clarifies. “It is an independent sport with its own values and characteristics.”
He firmly rejects the concern that MotoGP could be “Formula 1-ized” as a result of the takeover. Instead, the key to success lies in emphasizing the differences. Liberty Media itself has emphasized from the start that the sport is “not broken” and does not require fundamental repair.
Sporting at a high level
In fact, MotoGP is currently in a strong sporting phase. The performance density is high: last season, ten out of eleven teams stood on the podium at least once. At the same time, Ezpeleta sees a necessary development in the technical direction of the premier class.
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“The sport is dangerous,” he emphasizes. “We don’t want the motorcycles to keep getting faster.” The physical strain on the riders is already extreme. Races last a maximum of 45 minutes for a reason. “The human body can’t take more. These athletes train like professional cyclists.”
Therefore, technical development must be more strongly regulated in the future to keep speed and safety in balance – for example, through the new rule era starting in 2027.
Focus on brand and marketing
While sporting competition is currently not at the center of the growth strategy, Ezpeleta sees great potential in commercial development. MotoGP is “not yet a big lifestyle brand” and has so far not been optimally monetized.
Photo gallery: The motorcycles and teams of the 2026 MotoGP season
Especially in the areas of hospitality and sponsorship, there is catching up to do. “But that only comes through building a premium brand,” explains the MotoGP sporting director. Sponsorship deals at the highest level do not arise overnight but through long-term brand development.
The first effects of the takeover by Liberty Media are already noticeable: “We see an enormous influx of investors wanting to buy teams, and we are having talks with significantly bigger and cooler brands,” reveals Ezpeleta.
A cycle of growth
He describes the development as a cyclical process: more investments lead to stronger brand building, which in turn attracts new sponsors and fans. “It’s like a Ferris wheel.”
From the perspective of those responsible, MotoGP is therefore at a decisive point: economically on the rise, sporting at a high level, and determined to preserve its identity. Or, as Ezpeleta puts it: “Our success will come from staying who we are.”
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