Gallant Sports is rapidly emerging as a pivotal player in India’s evolving sports infrastructure landscape. With an ambitious vision to become a ₹1000 crore enterprise within the next five years, scaling an impressive 15x in size, the company is at the forefront of developing world-class sports facilities across the nation. The brand’s comprehensive approach encompasses everything from smaller, community-focused projects to large-scale stadium developments, alongside significant strides in the education sector and innovative sports center initiatives.
SportsMint Media had the privilege to speak with Nasir Ali, Founder & CEO of Gallant Sports, and he shared insightful perspectives on the company’s strategic direction, growth drivers, market opportunities, and commitment to fostering a more vibrant sports culture in India.
1. Gallant Sports aims to become a INR 1000 crore enterprise within five years, scaling 15x in size. Could you elaborate on the key strategic pillars and commercial initiatives that will drive this ambitious growth?
Gallant Sports is currently involved in projects valued at INR 5 to INR 10 crores. We are transitioning towards the EPC (Engineering, Procurement, and Construction) model, focusing on developing smaller stadiums worth INR 40–50 crores each. Additionally, we are making significant strides in the education sector. Gallant Sports executes around 100 projects annually, with budgets ranging from INR 50 lakhs to 1 crore, and we aim to scale this significantly.
Moreover, we have launched a dealer/distributor model. Since we are unable to directly reach smaller cities or Tier 2 and Tier 3 locations, we have introduced a program called Gallant Partners. Through this initiative, we form partnerships with local entities to manage smaller projects valued between INR 10 to 20 lakhs. These projects include mini football turfs, basketball courts, skating rinks, and small badminton or pickleball courts.
One of our most impactful initiatives is the establishment of sports centers. We currently operate around 12 centers that function like sports arenas. These offer a variety of sports, including swimming, football, tennis, basketball, cricket, skating, badminton, pickleball, and padel. Our goal is to expand these facilities across India. Once we secure additional funding, we plan to extend our reach, starting with metros, then Tier 1 cities, and eventually Tier 2 cities. Currently, our 12 centers generate nearly INR 10 crores in revenue. If we can open 100 such centers, the revenue potential will increase significantly. Our aim is to launch 200 to 300 new centers across the country in the next five years.
2. Beyond the impressive top-line growth, what are your key profitability targets, and how do you plan to optimise operational efficiencies to achieve them, especially with increasing scale?
Our current gross margin and EBITDA stand at around 30–35%, while our net profit is approximately 10–12% after all expenses. At present, our profitability is primarily driven by product sales. However, we also take on turnkey projects, as we are still building expertise in executing these independently. For instance, when constructing a football field, which might cost INR 4.5 crores, we also need to develop surrounding footpaths, drainage systems, and occasionally add fencing and lighting. Currently, we have about 20 teams working simultaneously on various projects. Depending on the workload, we may need to increase this number to 50 or even 100 teams. We plan to be patient with our growth over the next five years. This year, our target is 100–120 projects. Next year, we aim for 200, followed by 300, and eventually reaching 500 projects.
3. The sports infrastructure market in India is evolving rapidly. What are the biggest opportunities you foresee for Gallant Sports in the next 3–5 years, and what potential challenges do you anticipate in scaling to your ₹1000 crore target?
We are now entering the space of larger projects, ranging from INR 1 crore to INR 40–50 crores each, with a targeted completion time of one to three months. This is a key focus area, and the market is growing rapidly. I recently had conversations with suppliers—we import most of our surfaces such as AstroTurf, sports tiles, and PVC sports vinyl from Vietnam, China, and Europe. At present, India imports approximately 10 million square meters of sports surface materials. However, 80% of the market still relies on low-quality products. We anticipate a gradual shift towards higher-quality options, similar to the evolution of the car market in India. Customers are beginning to prioritise cushioning, injury prevention, and sustainability, which will drive demand for premium products.
4. Gallant Sports has pioneered several sustainable solutions, such as turf infill from recycled shoe soles and 100% permeable turf. How do these innovations translate into a commercial advantage in terms of attracting clients, securing bids, or commanding premium pricing?
We’ve been trying to sell 100% recyclable turf, which is both water-permeable and eco-friendly. Market adoption in India is still in its early stages, but awareness is growing. We are contributing to this through our podcast series and YouTube channel. We’re educating people on how to choose the right surface for each sport. For example, tennis and basketball require good ball bounce, while volleyball does not. Football, being a body-contact sport, requires a completely different turf.
5. Your exclusive partnerships with global leaders like Envirostik, Red Exim Charterhouse, Co-Creation Grass, and ENLIO are a cornerstone of your strategy. How do these collaborations directly impact your project pipeline, technical capabilities, and ultimately, financial performance?
We are fortunate that most of these companies offer us favourable credit terms. It’s rare in this industry to receive such credit, but due to our timely payments, scalability, and operational efficiency, we enjoy 90–120-day credit terms, which provide a significant advantage. For the past five years, we’ve partnered with Red Exim to introduce maintenance machines in India. Maintenance remains a challenge, as many clients still prefer manual labor. However, we believe this mindset will change, and maintenance equipment will become standard, even in schools and colleges, not just elite clubs. Recently, we’ve also added Domo Grass to our portfolio. Domo is part of the Sports Group, one of the largest sports conglomerates in the world. This is significant, as many clients now specifically request European products over those from China or Vietnam.
We currently have partnerships with Envirostik (UK), Red Exim Charterhouse (Netherlands), Domo Grass (Belgium), Co-Creation Grass (Vietnam), and ENLIO (China)
6. Gallant Sports has achieved significant certifications like FIFA, FIH, and World Athletics. How do these certifications contribute to your market leadership and competitiveness in bidding for national and international projects?
These certifications are critical, as without them, we cannot even bid for large projects. Over the last four years, we’ve completed the highest number of FIFA-certified fields in India. Soon, we will be the only company to have completed 15 FIFA-approved fields, each tested for playability, quality, and other benchmarks. We are also FIH-certified and have built four hockey fields in the last three years, with another underway. Only 6–7 companies in India have this certification, and our fields are being used in international events like the World Cup and Commonwealth Games.
We believe we are the only Indian company to have developed a World Athletics-approved, fully Made-in-India product. We’ve installed our complete PU system in Arunachal Pradesh. This aligns with the Prime Minister’s ‘Make in India’ vision. Additionally, we’ve begun constructing athletic tracks—a segment we see as having enormous potential. Every district needs one, as people now prefer running on proper surfaces rather than concrete.
7. You’ve installed over 10 million sq. ft. of surfaces, 80% of which is artificial turf. What specific strategies have enabled you to secure and deliver projects of this scale while maintaining quality and efficiency?
Our projects range from 2,000 to 100,000 sq. ft. We’ve never shied away from any project, big or small, it always depends on space and budget. Initially, we worked primarily with schools and universities, and later expanded to government bodies, which brought in larger-scale opportunities. We’ve completed installations of 5,000, 10,000, 20,000, even 50,000 sq. ft. using artificial grass, sports tiles, or PVC indoor flooring based on client needs. Today, we’ve crossed 10 million sq. ft. of installed surfaces, equivalent to 1 crore sq. ft., making us one of the largest players in the industry by area covered. Achieving this in just eight years is a proud milestone.
8. Given the increasing focus on sports in India, what role do government policies and initiatives play in Gallant Sports’ growth and the overall business environment?
We strongly believe in advocacy. We actively engage with tendering authorities, Khelo India, and other government bodies to promote decentralised, grassroots-level projects. We advocate for developing INR 1–2 crore multi-sport facilities in each district, rather than only investing in large stadiums meant for elite athletes. While high-end infrastructure is needed for top athletes, true talent emerges from the grassroots. India has over 500 districts and if even one project is sanctioned per district, that’s a INR 1000 crore opportunity. Larger districts can have multiple such centers. This would ensure access to quality sports infrastructure at the right age.
Development must be gradual. We’ve done extensive work in the Northeast, Arunachal, Mizoram, Manipur, Nagaland, regions passionate about football. We’ve built stadiums and tracks there, and seen immense talent in Goa and Kerala as well.
Countries like South Korea, Japan, and China integrate sports infrastructure with education. For example, in some countries, a school isn’t CBSE-approved unless it has a football field, a tennis court, and basketball court. That’s the standard we need to adopt. Sports shouldn’t be a co-curricular subject, it should be core, with grades. We also advocate for adult participation. If adults don’t play, children won’t either. Families should go to sports centers, not just malls, on weekends. If you’re scrolling reels all day and telling your child to run 10 laps, they won’t listen. You have to run with them. In places like Europe or Australia, it’s common to ask, “What sport do you play?” It’s part of everyday life. In India, that question is rarely asked. By 25, most people stop playing sports, and no one questions it. That has to change. Everyone should play, and not just cricket. Every sport matters.
The insights shared by Nasir Ali underscore Gallant Sports’ ambitious vision and strategic prowess in transforming India’s sports infrastructure. The company’s multi-pronged approach, from developing state-of-the-art facilities and fostering sustainable solutions to forging key global partnerships and advocating for grassroots development, positions them as a formidable force in the industry. As India continues its journey towards becoming a global sporting powerhouse, companies like Gallant Sports will undoubtedly play a crucial role in building the foundation for future champions and a healthier, more active populace.
