Matt Edelman serves as Chairman, Chief Executive Officer, and President, with responsibility for the company’s strategy, capital allocation, operations, and long-term growth. Appointed CEO in April 2025 after serving as President and Chief Commercial Officer, Matt architected a comprehensive corporate restructuring, strengthening the company’s balance sheet and raising more than $26 million in six months, culminating in a $20 million private placement in October 2025. Prior to his appointment as CEO, Matt drove more than 20x revenue growth, led multiple M&A transactions, oversaw hundreds of brand partnerships, supported the company’s successful NASDAQ IPO, and helped establish Super League as a defining force in the emerging category of playable media. A strategic and entrepreneurial leader, Matt’s career spans media, gaming, content, and emerging technology, with a consistent focus on long-term value creation. He has founded and operated ventures across digital marketing, the consumer internet, content production, social commerce, and generative AI. Prior to joining Super League, Matt built and scaled Endeavor’s digital operations and marketing solutions division, directing global digital initiatives across IMG’s portfolio of more than 350 live events worldwide and establishing the digital practice for the company’s experiential agency.
Please tell us more about yourself.
I’m Matt Edelman, CEO and President of Super League. I’m a native New Yorker but have lived in LA for more than half my life. My wife, two children and I are in Santa Monica, along with an adorable corgi and a moody cat. I play as much tennis as I can, love to ski, and have a sweet tooth I need to suppress.
I’ve spent most of my career at the intersection of content, media, and technology, generally trying to build something that either didn’t exist or needed to evolve into something new. That’s led me down a bit of a winding road, at both big companies and small, serving as an executive, a founder, a consultant, an advisor, and occasionally an investor.
Any success I’ve achieved is likely due to a combination of above average fortitude, a rapid ability that comes with maturity (aka age) to assimilate seemingly disparate information into useful conclusions, being a clear (although too often verbose) communicator, and not repeating too many of my mistakes.
At Super League, I’m putting my skills to the test by leading a business dedicated to helping marketers connect with the most engaged individuals on the planet – people who play video games. Our secret sauce is understanding that capturing a player’s attention is not only about being in front of them while they’re playing – its about tapping into why and how they play, even when they’re watching or sharing. Its about their psychology, and the effect of play on their motivation as consumers.
Super League is positioned as a pioneer in “playable media”, immersive, game-based advertising and brand experiences. What was the core insight or market shift that convinced you this was the future for digital advertising and brand engagement?
Play is the most dominant form of behavior and content consumption in the world.
Through our own research at Super League, we found that roughly five billion people around the world play in some form, for roughly eight billion hours combined per day, generating approximately three trillion hours of play per year.
Playing video games represents the largest segment, with 3.5 billion people playing every month, globally.
The average member of Gen Z spends more daily time gaming than on social media, and up to 30% of their digital video diet is about gaming.
Once you look at it that way, gaming stops feeling niche. It’s just a modern expression of something people have always done – a normal part of daily content consumption. And if play is where people naturally choose to spend their time, then why should advertising be built around the concept of interruption through linear content? That’s where playable media and the psychology of play really resonates.
Looking at the revenue, marketing, content, creative services and business development for Super League, which one of these functions do you consider most critical to scaling the business, and why?
It’s less about picking one function, and more about how well they work together. Scale for us comes from having consistent approaches and repeatable processes that limit the friction required to pursue, win, and execute commercial opportunities.
Part of the evidence that we’re making progress comes in the form of repeat business. When a brand renews with us for a second, third, fourth time, we know we’ve developed a solid formula.
A key ingredient in the formula began with a thesis we had in 2024, which is that it would be possible to productize interactive advertising formats, player audience insights and cross-channel measurement solutions. We have more work to do in each of these areas, but the renewed growth we’re experiencing reinforces our confidence in productization as a long-term, lucrative strategy.
Many brands still think of advertising in traditional terms (ads, banners, video). How do you persuade brand executives to invest in playable-media campaigns rather than conventional digital advertising?
Traditional digital advertising is under intense pressure. Brand executives feel squeezed between escalating costs of advertising through behemoths like Google, Meta and Amazon, board room demands for AI-enhanced efficiency, and the reality that consumers can avoid – and increasingly ignore – banners and videos more easily than ever before.
With playable solutions, we are re-introducing what it feels like when consumers choose to spend time with a brand. We are simply presenting a format and opportunity framework that matches how people naturally engage. The data speaks for itself – the effect of play on how consumers respond to marketing content is undeniable.
Given the rapid evolution of gaming platforms, mobile games and immersive environments, what are the biggest operational or technical challenges you face when delivering playable media at scale, especially for global brands?
The biggest challenge is that every platform is different. Different technologies, policies, partnership practices, etc.
Fortunately, those differences have created opportunity for Super League through our productization strategy. For example, we were one of the first companies to run programs featuring branded interactive characters across multiple Roblox games. Given the effectiveness of the format, we expanded the strategy and began running 3D character campaigns across Roblox, Fortnite, and Minecraft simultaneously. If all goes well, mobile games will be next!
We plan to keep building systems that facilitate the smooth placement of playable content and play-inspired media across multiple channels.
As Super League is a publicly traded company (Nasdaq: SLE), how do you balance the short-term pressure for revenue growth with the longer-term vision of building sustainable, immersive brand-media ecosystems?
We have to report our results quarterly, but have to think annually. Achieving profitability in the upcoming fiscal year – calendar year 2026 – is our top priority.
That means being more focused on the quality of revenue we pursue, and maintaining a streamlined cost structure that can flex to support the seasonal variances of the media business.
Some opportunities may look great in the moment, with top line revenue that would help in a given quarter. But if implementation would break the back of the organization or yield too little operational cash flow, we need to be able to look away.
Being public forces those conversations, and that’s not a bad thing.
Looking at your Gen Alpha and Gen Z user demographics across mobile and gaming platforms. How do you see consumer behaviour evolving over the next 3–5 years, and how will Super League adapt its proposition accordingly?
In 3-5 years, people who play video games will be 3-5 years older. They will be playing more, not less. They will seek and consume more interactive content, not less. They will have more spending power, not less.
Gamification is deeply ingrained into digital platforms. Facebook, YouTube, Roblox and the iPhone (almost) are 20 years old. People’s brains under the age of 30 are just wired differently, and there’s no turning back.
So Super League’s value proposition will only become more relevant and meaningful. The content and media landscape is moving in our direction.
Competition in digital advertising, social and traditional media remains intense. What do you see as Super League’s competitive advantages, and how do you intend to protect or expand them as the immersive-media space grows?
Experience matters. We have it. We have been in the immersive-media space longer than most, experimenting, learning, understanding what can and cannot scale, seeing what brands and media agencies find compelling and valuable. While the space remains emergent compared to traditional digital advertising, we have already forgotten what most of our competitors are still trying to figure out for the first time.
We also know the audience. The act of playing video games reflects a specifc state of mind and a unique emotional connection to content. Our team understands how to translate a brand’s marketing objectives into targeted programs that capture attention and inspire affinity based on this psychology and passion for play.
As companies increasingly experiment with Web3, virtual economies, NFTs and “metaverse” activations, how does Super League view these trends, and what kind of regulatory, privacy or brand-safety concerns are top of mind for you when working with global advertisers?
We love new technologies and believe strongly in innovation. We are in a constant state of exploration through technology to improve our operating efficacy, deliver unique solutions for our clients, and provide new forms of value for investors.
In each area, if we believe we can improve the outcome in a durable way, we turn exploration into action. That means evaluating what is possible, but pursuing what we believe can become dependable.
Consumer and brand safety are non-negotiable requirements, and as a public company, regulatory compliance is a must. We’re acutely aware of the standards our platform partners, brand partners, and market regulators expect us to meet.
For investors and partners evaluating Super League as part of their portfolio, what key business metrics do you focus on to demonstrate value, and how do you measure “success” in a campaign that is more experiential than traditional?
Profitability is our top priority. It is the foundational operating state our investors deserve. After a year marked by significant transition and corporate restructuring, we finally are well-equipped to achieve it.
Our financial focus is on Net Revenue. Ultimately more important than gross margin based on our business model, Net Revenue is the key metric.
Regarding campaigns for our brand partners, success is measured based on campaign objectives. Our solutions cover the full marketing funnel, and generally include the creation of playable content.
When it comes to content, time spent and level of engagement matter the most. In gamified content, every movement can be tracked, so measurement is straightforward and reliable. In certain platforms, we can even confirm whether a user’s in-game avatar is looking in the direction of a branded item.
As for demonstrating value, more than 55% of our business comes from existing, repeat partners. That’s a solid representation of the ongoing growth potential for the company.
