Driving Disruption: Wolfgang W Muller Of f2o Sports On The Innovative Approaches They Are Taking To Disrupt Their Industries

An Interview With Cynthia Corsetti

Cynthia Corsetti
Authority Magazine
Published in
13 min readDec 14, 2023

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Fan Voting: The innovation of unit ownership empowers Fan 2 Owners not only with an economic interest but also with a voice in club-level decisions. This is a groundbreaking concept with considerable upside that challenges established norms, envisioning a future where passionate fan bases influence stadium renovations, match day experiences, and even management or player lineups.

In an age where industries evolve at lightning speed, there exists a special breed of C-suite executives who are not just navigating the changes but driving them. These are the pioneers who think outside the box, championing novel strategies that shatter the status quo and set new industry standards. Their approach fosters innovation, spurs growth, and leads to disruptive change that redefines their sectors. In this interview series, we are talking to disruptive C-suite executives to share their experiences, insights, and the secrets behind the innovative approaches they are taking to disrupt their industries. As part of this series, we had the pleasure of interviewing Wolfgang W. Muller, Co-Founder and CEO of f2o Sports.

Wolfgang W. Muller serves as the co-founder and acting CEO of f2o Sports. Additionally, he is the co-founder and CMO of OSOM Products Inc., maintaining a position on the Board. During his tenure, he played a pivotal role in the initial fundraising efforts and facilitated the partnership with Solana. Before these roles, Wolfgang held global executive positions at consumer electronics giants Essential and HTC. His responsibilities included crafting brand and marketing campaigns for global consumer channels, collaborating with major entities such as Google, Under Armour, Vodafone, O2, AT&T, CPW, Amazon, and others. His efforts significantly contributed to brand awareness and generated direct sales exceeding $1.3 billion. Wolfgang is also an alumnus of Stanford University GSB.

Thank you so much for joining us in this interview series. Before we dive into our discussion about disruption, our readers would love to “get to know you” a bit better. Can you share with us the backstory about what brought you to your specific career path?

Thank you for having me, Cynthia, and it’s a pleasure to engage in this conversation with you. My journey toward my current career has been a blend of necessity, hard work, luck, and the invaluable guidance of mentors and supportive partners. While I wish I could claim that my career path was predetermined or that I had a clear sense of direction from a young age, the reality is that, like many of us in our youth, I was unsure of my aspirations and the opportunities before me during high school and university. Instead, my career trajectory was shaped by the immediate need to generate income after college to repay student loans and assist my parents. Fortuitously, I was fortunate to encounter an exceptional mentor early on, whose guidance not only fueled my leadership development but also opened numerous career growth opportunities in the dynamic field of mobile technology — an industry I came to love. My journey required hard work as I endeavored to prove myself, swiftly progressing from an Account Executive selling CLEC local and long-distance services door-to-door in the western suburbs of Chicago to leading a billion-dollar national retail organization for the then-largest smartphone manufacturer in the world by my mid-30s. Throughout this ascent, I cherished the relationships with friends, mentors, and partners who reminded me that life transcends titles and employee numbers. Their influence reinforced the importance of always treating others with a human touch.

What do you think makes your company stand out? Can you share a story?

In our unwavering commitment to champion a cause that impacts many and, in our view, demands change, f2o Sports was conceived. I believe that countless individuals harbor daily frustrations, yet various constraints prevent them from acting or addressing these concerns. f2o Sports aims to provide a voice and a platform for people to instigate change, particularly in the realm of sports franchise ownership.

The pivotal moment that solidified our conviction in the righteousness of our mission stems from a powerful personal experience. During a ride in an Uber, where I found myself seated in the front next to a devoted Washington Redskins fan — an older woman adorned from head to toe in team gear — the disparity between passion and reward became starkly evident. Engaging in conversation, I discovered that she drove for Uber as a second job to fund her season tickets and an annual away game pilgrimage. This struck me as fundamentally unfair; despite the team’s lackluster performance over the years, the owner, who had initially acquired the team at a relatively low cost, would eventually sell it for a substantial profit. While the team failed to deliver notable achievements for its fans, the owner stood to gain billions.

The injustice became glaringly apparent: passionate fans like my Uber driver, along with millions worldwide, were inadvertently contributing to the increased valuation of the team with their dedication and hard-earned money. They had no influence over decisions regarding the team, from its sale to other critical choices. This realization underscored the exploitation of the top 1% at the expense of individuals like her. It became clear that a transformation in sports franchise ownership was imperative, and in that moment, I knew that f2o Sports was onto something revolutionary.

You are a successful business leader. Which three character traits do you think were most instrumental to your success? Can you please share a story or example for each?

I often reflect on these principles as I strive for consistency in my approach. The first principle emphasizes the crucial importance of listening. As leaders, our responsibility extends beyond hearing the perspectives of partners and customers to encompass a thorough understanding of our two-hour employee base and those under our management. True listening involves interpreting their words and taking actions that align with their best interests.

The second principle, arguably the most challenging, advocates the removal of emotion from decision-making. Despite being inherently human with passions and firm opinions, leaders must, at times, set emotions aside and act in the best interest of the company and its broader audience. While difficult, this capacity to detach emotion enables leaders to make tough decisions with clarity.

Contrary to the second principle, the third underscores the importance of acknowledging our shared humanity. Amidst the demands of leadership, it is vital to recognize that we are all human. Life, families, and personal challenges extend beyond the confines of professional responsibilities. Leaders must continually remind themselves that the individuals they work with — whether partners, clients, or employees — are human beings deserving of humane treatment, irrespective of their awareness of it.

These three principles, though seemingly contradictory in some respects, form a cohesive framework for effective leadership. Personally, I find solace in adhering to these values, knowing that I have prioritized genuine listening, balanced decision-making, and humane treatment of individuals.

Leadership often entails making difficult decisions or hard choices between two apparently good paths. Can you share a story with us about a hard decision or choice you had to make as a leader? I’m curious to understand how these challenges have shaped your leadership.

Answering this question is undeniably challenging. Leadership decisions become straightforward when they align with a clear path, yet, as I’ve emphasized earlier, emotions invariably permeate every aspect of our actions. As leaders, it’s imperative to disentangle ourselves from these emotions and confront the tough decisions that follow. While some find this process more intuitive, I acknowledge that it doesn’t come easily to me and requires constant self-reminder.

A recent example involves a marketing campaign that, despite the team’s dedicated efforts, proved unsuccessful. The team exhibited unwavering commitment and tried various strategies, demonstrating their genuine investment in our company’s success. Despite their commendable efforts, the campaign simply wasn’t yielding the desired results. Despite my earnest desire for its success and deep appreciation for the team’s passion and intelligence, we had to make the difficult decision to cancel it and pivot in a different direction. Compounding the challenge, this decision coincided with the holiday season. Rationalizing the move devoid of emotion revealed it as the right course of action, allowing us to reallocate resources and achieve better outcomes elsewhere. Nonetheless, the unavoidable human element added a layer of discomfort, as disappointing hardworking individuals who believed in and supported us never feels good. Despite this emotional tug, it was the necessary decision, and in the end, it facilitated improved results through redirected funding. As always, the human aspect remains an inherent factor in such decisions.

Ok, thank you for that. Let’s now jump to the primary focus of our interview. Let’s begin with a basic definition so that all of us are on the same page. In the context of a business, what exactly is “Disruption”?

Certainly, identifying disruption within business is straightforward. Ideally, we anticipate positive changes stemming from disruption, recognizing that a bit of chaos is necessary for genuine transformation and significant milestones in business or technology. The most influential disruptive moments often discomfort a select few esoteric groups while simultaneously empowering the masses in ways that were previously unavailable. Examples like the EV Revolution, the proliferation of mobile devices, and innovations like ChatGPT exemplify positive disruptions that continue to benefit the broader audience. Creating these watershed moments remains essential for ushering in positive change on a larger scale.

How do you perceive the role of ‘disruption’ within your industry, and how have you personally embraced it? Is it a necessity, a strategy, or something else entirely in your view?

In our industry, which revolves around sports, the concepts of “disruption” or “disruptive” have seldom found a place. Consider this: the sports industry, arguably the world’s leading entertainment sector since the dawn of civilization, has remained remarkably resistant to change, particularly concerning ownership structures. While other sectors have witnessed transformative shifts — from the advent of communication technologies like the cell phone to the decentralization of knowledge through the internet — sports, in terms of ownership dynamics, have seen minimal evolution. The way fans engage with sports content has seen incremental changes, yet the prevailing model of sports ownership persists, allowing the top 1% to acquire, monetize, and profit from teams, often viewing them more as status symbols than understanding the intricacies involved. Our mission is to challenge this traditional hierarchy, turning the pyramid upside down through Fans 2 Owners, empowering fans to participate in and benefit from the value they contribute to the sports ecosystem.

What lessons have you learned from challenging conventional wisdom, and how have those lessons shaped your leadership style?

In pursuing our mission, it is crucial to adopt an unapologetic stance without veering into arrogance. While maintaining humility, leaders must steadfastly believe in their project. Offering faith is not solely directed at consumers but is equally vital for our employees and colleagues. Mere communication of plans is insufficient; leaders must embody strength in their convictions, allowing those around them to perceive and draw strength from it. This, in turn, instills confidence in our teams, investors, and consumers. Achieving this often involves challenging established norms and expressing ideas that may unsettle people, but it is a necessary part of charting a new course.

Disruptive ideas often meet resistance. Could you describe a time when you faced significant pushback for a disruptive idea? How did you navigate the opposition, and what advice would you give to others in a similar situation?

Currently, with f2o Sports, we find ourselves amid a situation where we stand tall, determined to resist and vocally challenge the archaic model of sports ownership that has persisted for centuries. Our stance involves pushing back against the top 1%, contending that as fans, we deserve a say in the clubs and teams we support financially — we should have a genuine economic interest. It’s disheartening that billionaires can swoop in, purchase teams with historical significance to our families, and show little genuine connection by never even attending a game. We question their accountability when the team performs poorly and, conversely, where our economic interest lies when the team excels. Undoubtedly, our perspective is stirring controversy and unsettling established norms. To those in a similar position, I’d assert that if you’re ruffling feathers and catching the attention of incumbents, it’s a sign that you’re on the right path and making a positive impact.

What are your “Five Innovative Approaches We Are Using To Disrupt Our Industry”?

Fans First: Sports Ownership has long been dominated by a top-down approach, typically starting with billionaires and millionaires. Our intention is to rewrite this narrative, placing the crowd at the forefront of our brand messaging and marketing research. We aim to offer fans worldwide the opportunity to become true sports owners, actively participating in economic interests and decisions at the club level. This crowd-first approach may seem simple, but its disruptive potential lies in its departure from the traditional focus on fans.

Decentralization: Our belief is that through club ownership facilitated by Regulation CF online, with the involvement of an SEC-registered intermediary, we can genuinely transition fans into owners. This aligns with our crowd-first approach, disrupting the traditional pyramid structure where only the privileged 1% own sports franchises. Fans at the base of the pyramid contribute to value creation but have traditionally been excluded from value capture.

Fan Voting: The innovation of unit ownership empowers Fan 2 Owners not only with an economic interest but also with a voice in club-level decisions. This is a groundbreaking concept with considerable upside that challenges established norms, envisioning a future where passionate fan bases influence stadium renovations, match day experiences, and even management or player lineups.

Digitalization: In the realm of sports, 24/7 real content, typically reserved for a select few, remains largely untapped. Our goal is to digitize sports and provide Fan 2 Owners with global access to exclusive content. The “i’mf2o” dashboard serves as the conduit for this transformation, enabling monetization through diverse product offerings, including memberships, beyond our core local community.

Globalization: Breaking away from regional ownership structures, we aspire to cultivate a global audience for our sports clubs. This involves securing global sponsorships and expanding the fan base beyond local boundaries. In a world without borders, we see no reason why sports clubs should remain confined to regional boundaries, and we are committed to effecting this change.

Looking back at your career, in what ways has being disruptive defined or redefined your path? What surprises have you encountered along the way?

In my career, I’ve been fortunate to be involved in numerous areas of disruption, particularly during the early stages. One notable experience was at T-Mobile USA, where I played a role in the groundbreaking BlackBerry project. This marked the first instance in history where email-centric messaging was accessible on a handheld mobile device globally. The ability to receive and respond to emails in real-time, given a data connection, represented a significant leap forward. Subsequently, at HTC, I was part of several pioneering moments in the smartphone and mobile space. This included contributing to the development of the first true handheld smartphones and being involved in the launch of the inaugural Android smartphone, the G1. Reflecting on these experiences, I consider myself truly blessed to have been a part of numerous watershed moments in the smartphone and mobile industry. Looking back 20 years, the idea of capturing a high-resolution photo on your phone and instantly sharing it with someone across the world was unimaginable. I had the privilege of being on teams that brought such technologies to the masses in the millions. Witnessing the evolution of mobile technology throughout my career has been not only amazing but also refreshing and immensely enjoyable, contributing to disruptive and defining moments not just in my professional journey but in the broader history of the field.

Beyond professional accomplishments, how has embracing disruption affected you on a personal level?

In both my personal and professional life, I’ve come to appreciate the intertwined nature of growth and chaos, recognizing them as integral components of disruption. I actively embrace the inherent messiness, understanding that navigating through it — whether in personal relationships or business ventures — leads to a valuable outcome. Clearing the clutter, be it in personal connections or professional endeavors, essentially means starting anew from ground zero, presenting a clean slate. Consequently, disruption has played a pivotal role in shaping not only my professional journey but also my personal growth and approach to life.

In your role as a C-suite leader, driving innovation and embracing disruption, what thoughts or concerns keep you awake at night? How do these reflections guide your decisions and leadership?

My primary source of concern lies in fostering a cohesive and aligned culture, especially within the C-Suite. It’s crucial that our leadership team consistently mirrors our approach to business, articulating the same messages and embodying the same principles to promote a sense of stability throughout the organization. Recognizing that the attitude and mindset of top leaders permeate the entire business, I stress over maintaining stability in our demeanor and actions. Any instability, moodiness, or erratic behavior at the top would inevitably shape the perception of our company, both internally and externally. Hence, my constant focus revolves around ensuring a steadfast commitment to our planning, strategy, and presentation to the world.

You are a person of great influence. If you could start a movement that would bring the most amount of good to the most amount of people, what would that be? You never know what your idea can trigger. :-)

I’m already making it happen with f2o Sports! With over four billion sports fans globally, the potential impact is immense, and for me, that represents a significant opportunity to do a lot of good for many people.

How can our readers further follow your work online?

Visit f2osports.com to explore more about us. Follow our social media accounts for updates, and don’t hesitate to connect with me on LinkedIn. I assure you of my active presence and will gladly accept your invitation.

Thank you for the time you spent sharing these fantastic insights. We wish you only continued success in your great work!

About the Interviewer: Cynthia Corsetti is an esteemed executive coach with over two decades in corporate leadership and 11 years in executive coaching. Author of the upcoming book, “Dark Drivers,” she guides high-performing professionals and Fortune 500 firms to recognize and manage underlying influences affecting their leadership. Beyond individual coaching, Cynthia offers a 6-month executive transition program and partners with organizations to nurture the next wave of leadership excellence.

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Authority Magazine
Authority Magazine

Published in Authority Magazine

In-depth Interviews with Authorities in Business, Pop Culture, Wellness, Social Impact, and Tech. We use interviews to draw out stories that are both empowering and actionable.

Cynthia Corsetti
Cynthia Corsetti

Written by Cynthia Corsetti

Author | Thought Leader | Leadership Consultant

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