Steering through complexity: a global sponsorship strategy for Formula One

When Kaspersky launched its partnership with Scuderia Ferrari in 2010, it wasn’t simply about brand exposure on some of the world’s fastest cars. Their global sponsorship strategy was at once adaptive and dependable, with an eye towards internally measurable impact, co-creating value, and mutual preparations for uncertainty. 

As Sandro Cisco, former Global Head of Sponsorship at Kaspersky, explains, “Managing a global sponsorship portfolio is all about striking the right balance between strategic consistency and local flexibility.” 

Local impact backed by global sponsorship strategy 

Throughout the twelve-year partnership, the team approached sponsorship not as a standalone asset, but as part of the wider business infrastructure. For Cisco and Kaspersky, “Every partnership began with a centralised strategy: defining brand objectives, messaging, shared values, and a clear business purpose…we developed activation toolkits that allowed local teams to tailor campaigns to their specific market, keeping relevance high while maintaining global alignment.”

This meant prioritising markets based on strategic potential rather than geographical convenience. The Ferrari platform, for example, wasn’t just used in motorsport heartlands like Europe or Latin America; it also unlocked growth in B2B-heavy regions such as the Middle East, Southeast Asia, and the US. On successful activation, Cisco explains “Market readiness was also a critical factor. The most successful activations came from local teams that felt engaged, prepared, and empowered to lead on the ground.”

Partnership over transaction

For Kaspersky, sponsorship was about co-creating value: “We prioritised building strong, trust-based relationships with our rights holders. In long-term, complex partnerships like Ferrari, for example, open communication and a mutual understanding of each other's priorities were critical.” This relationship-first model enabled agility during sensitive moments, such as geopolitical disruptions, and ensured that alignment was never sacrificed. 

“Our priority was always to protect the brand and maintain trust while ensuring long-term relationships stayed intact…Being able to adapt without losing alignment is one of the most important capabilities in global sponsorship leadership,” Cisco said. This philosophy underscores a global sponsorship strategy wherein brand protection and long-term value is prioritised over short-term exposure.

Cisco also reflected on the significance of Kaspersky’s initial entry into the sport:
“When Kaspersky joined Formula 1 in 2010, we became the first cybersecurity brand to sponsor a team, and one of the earliest tech players to enter the sport. At the time, F1 was still largely dominated by legacy sectors—oil, banking, telcos, and alcohol—and our presence marked a turning point toward more purpose-led, innovation-driven partnerships. Importantly, we weren’t positioned as a "technical supplier," but as a Tier 1 sponsor with global visibility, full communication and marketing rights, and strategic integration in the team's brand narrative.”

To read about how other brands have approached sponsorship within Formula 1, click here.

Navigating risk with agility

Risk management is as important as brand storytelling when it comes to long-term, successful sponsorships.

“You can’t run a global sponsorship programme without preparing for uncertainty,” Cisco explained. “I always built scenario planning into our strategy, identifying reputational, legal, and operational risks well in advance.”

Kaspersky treated Formula 1 not only as a branding opportunity but also as a technical integration challenge. The risks of failure were not hypothetical: “Take Formula 1, for example, the stakes were high. Imagine the damage if a cybersecurity issue or software malfunction disrupted a race weekend.”

To manage these risks, up until its conclusion in 2022, the company used a structured but flexible crisis response approach. Escalation protocols were defined, while regional teams were empowered to act quickly in real time, with transparency seen as a non-negotiable. As Cisco highlights, “We had clear escalation protocols, empowered local teams to act quickly, and coordinated in real time across regions. Transparency, both internally and with partners, is key to maintaining trust and dealing with a crisis.”

To read about navigating risk amidst broader uncertainty, click here.

Measuring internally

Kaspersky’s approach to sponsorship evaluation stood out for its blend of data and human insight. Success was tracked not just by media impressions, but by business value and internal feedback. For Cisco, “Tracking performance means combining data with insight. We used a mix of quantitative metrics: brand lift, engagement, media ROI, lead generation and value generation, all anchored in OKRs tailored to each campaign.”

They also monitored audience sentiment through social listening, holding quarterly reviews to compare learnings across markets. Perhaps the most valuable performance indicators, Cisco suggests, came from one-on-one conversations.

From visibility to impact

Kaspersky’s approach treated sponsorship as a strategic driver, not a marketing appendage. “Our sponsorships were never treated as standalone assets,” Cisco clarifies. “They were fully embedded within the broader marketing ecosystem, supporting product launches, powering brand, consumer and enterprise campaigns, and amplifying storytelling across social media, PR, and content channels.”

Crucially, Cisco notes, “The ultimate goal was always the same: to convert global visibility into meaningful, measurable business impact.” This aligns with the essence of a global sponsorship strategy that integrates brand, business, and regional leadership into a cohesive growth platform.

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