Jamie Salter sits down with Tony Bugg, Managing Director of The Bugg Report, to discuss Authentic’s regional growth, acquisition strategy and long-term vision.
As the largest sports and entertainment licensing company in the world, how does Authentic identify brands to acquire?
At Authentic, we don’t just license brands—we own them, manage them and bring out their full potential. We are a unified platform that integrates M&A, brand strategy, creativity and digital innovation, driving the value of our Lifestyle and Entertainment brands to new heights. We’ve shown time and time again that we know how to spot brand value and grow it. Just take a look at the diversity of our portfolio; even in the early days, it comprised some of the most famous sports, fashion and celebrity names in the world. Our acquisitions focus on brand identity and resonance with a diverse global audience—a quality we often describe as the brand’s heartbeat.
Can you tell us about the Authentic business model? What makes it different from a traditional licensor model?
At Authentic, we’ve redefined how brands operate. Our model is all about connection—linking our owned brands and IP with top-tier partners who excel in product design, development, distribution and retail. This strategy allows us to drive long-term growth on a global scale. It’s an asset-light, capital-efficient approach that delivers results, with over 70% adjusted EBITDA margins. We’re not just diversified across brands and licensees, but across channels and geographies, ensuring we stay ahead of the curve and maximize value.
What is the strategic significance of entering the Australia and New Zealand markets?
These markets are brimming with potential. They’re vibrant, growing and align perfectly with our global strategy. Brands like Boardriders and Reebok are already making waves across Australia, while others like Juicy Couture and Sperry are starting to build a solid footprint. It’s about tapping into new consumer bases and driving our brands forward. We’re excited about the opportunities and ready to make a significant impact. With our team rapidly growing in key markets around the world, there is a compelling story to tell about Authentic’s commitment to building dedicated teams globally to enhance our platforms’ reach.
By activating a “think global, act local” mindset, we are able to combine Authentic’s expertise in brand management with our partners’ deep understanding of the local market and cultural trends to elevate our brands’ positioning.
What would you say were the key milestones that helped transform the business into what it is today?
In the early days, we made a name for ourselves by building a diverse portfolio that spanned men’s fashion, sportswear, activewear and entertainment. One of the key moments was acquiring the Marilyn Monroe brand—our first big step into the celebrity and entertainment space. Marilyn represented everything we look for in a brand: iconic status, global appeal and untapped potential. We built a plan that both honored her legacy and pushed it forward, and that’s the mindset we bring to every acquisition.
Fast forward to last year, and we picked up the Boardriders portfolio—Quiksilver, Billabong, Roxy and more. These are brands with a serious global following, built over decades. We’ve restructured them using Authentic’s proven playbook, and they’re back at the forefront of the action sports world.
I’ve got to mention Shaquille O’Neal—that was a game-changer for us. Partnering with Shaq in 2015 didn’t just elevate Authentic; it redefined what we could do and paved the way for us to partner with other legends like David Beckham. Shaq is the President of Basketball at Reebok, a global ambassador and collaborator of The Hershey Company, and has a thriving commercial services and studios business. His brand of “fun” vision is a perfect example of how we align with living legends and take them to new heights.
How do you select the right partners and how do they impact Authentic’s long term success?
At Authentic, it’s all about finding the right fit—brands that have strong DNA and potential to scale. We look for opportunities that can elevate what we already do well and align with our vision of growth across industries, whether that’s fashion, sports, media or entertainment. It’s about bringing in partners that make sense, not just for today but for the long haul.
As we keep expanding into new markets, it’s critical that Authentic is seen as more than just a collection of brands. We want people to recognize us as a global brand owner and leader. Whether scrolling online or walking down the street, chances are you’re interacting with one of our brands—and that’s exactly the kind of reach we aim for.
Looking ahead, the sky’s the limit. We’ve got a winning formula that’s driven by organic growth, but we’re also always ready to strike when the right deals come along. By staying nimble and focused, we’re confident that Authentic will continue to be a powerhouse in the years to come.
This interview originally appeared in the Authentic Brands Supplement
