Padel Markets · Market Analysis
2026 Playtomic Report: Summary and Analysis by PADEL1969
By Atte Suominen, Founder and CEO, PADEL1969 · June 2026
PADEL1969 | SHAPE THE FUTURE OF PADEL
Part One
Executive Summary
The fourth Global Padel Report from Playtomic and PwC’s Strategy& has just been published. This article is an independent summary and analysis of that report. What follows is our reading of it, alongside data from FIP, our own continuous market research, and the broader picture we see across markets.
Padel by the numbers, end of 2025
Source: Playtomic Global Padel Report 2026, Strategy& analysis.
By the end of 2025, the world had 58,334 padel courts. New supply added during the year ran to 7,898 courts and 4,969 new clubs, with court growth at 16% year on year. Since 2016 the global court base has expanded approximately sixfold. The equipment market has compounded at 34% per year since 2019.
Active padel players: two sources, one question
The most important number above is the one that contradicts itself. Playtomic’s bottom-up estimate of 19.4 million active players globally revises FIP’s previously published 35 million figure downward. We covered the FIP data in our Executive Summary of the FIP World Padel Report 2025. The discrepancy is not a data error. It is a definitional question, of the same kind tennis federations have wrestled with for years. Part Two of this article works through that question in detail.
From momentum to maturity
The most important shift in the 2026 edition is in vocabulary, not numbers. The 2023 and 2024 reports were about momentum. This year’s edition is about maturity. New construction is giving way to refurbishment in established markets. Standalone clubs are giving way to consolidation and multi-site operators. And, for the first time, a dedicated chapter on padel as a real estate asset class.
We disagree with the central framing. Padel has reached early maturity in four markets: Spain, Italy, Sweden and Finland. Across the other 50+ countries where the category is now active, it remains in build, expansion or pre-expansion phase. The category-level maturity vocabulary serves a strategic communication purpose worth examining: a category framed as maturing supports different valuation and exit arguments than a category framed as still building globally. The detailed analysis below carries the longer case.
The five market archetypes
Playtomic and Strategy& group the world’s padel markets into five categories based on maturity rather than geography. The five archetypes are: Heartlands (Spain, Italy, Portugal, Argentina), the Sweet Spot (Netherlands, Belgium, France, Switzerland, South Africa), the Hotspot (United Kingdom, Germany, Ireland), Diamonds in the Rough (United States, India, Australia, Indonesia, Brazil, Poland) and Post-Boom Adjustment (Sweden, Finland, Chile).
The framework is the single most useful contribution of the 2026 edition. We treat it as a starting point rather than a settled map. Inside each archetype, country-level dynamics vary widely. Germany is not the United Kingdom. Finland is not Chile. Sweden’s correction is not Finland’s. The framework helps if read with that nuance, and misleads if read without it.
The five-times execution gap
The single most actionable data point in the entire report is the spread between top and bottom performing clubs on booking revenue per court per month.
Source: Playtomic Global Padel Report 2026, Strategy& analysis.
Five times. Within the same markets. The implication is straightforward. The next decade of value creation in padel will not be about how many courts are added globally. It will be about closing the gap between average and top-tier club economics.
Padel becomes a real estate asset class
The newest and most strategically significant section of the 2026 report is the chapter on padel as a real estate asset. JLL and CBRE have established dedicated Sports & Entertainment real estate practices. Alderan acquired a padel center in Madrid for €4 million. Seventy7 Ventures and Swest Group launched a €100 million Sports & Leisure Real Estate SPV in Marbella. Padel is no longer just a sport business and no longer just an amenity. It is becoming an underwriting input.
Five takeaways
- 01A more demanding phase. Capital is becoming more selective. Operating quality matters more than court count.
- 02Hotspot markets attract the capital. The geographic centre of gravity is moving toward Hotspots, with Germany the most strategically significant in 2026.
- 03The United States is misread. The European premium-club template is not the only adoption path.
- 04Post-Boom is not one trade. Sweden, Finland and Chile have different underlying dynamics and will rebalance through different paths.
- 05Real estate has discovered padel. The next 18 to 24 months will determine which operators are positioned for it and which are not.
Part Two
Detailed Analysis
This second part is the longer reading. It works through the report section by section, alongside FIP data, PADEL1969 research, and where relevant, observations from other industry sources. Sections include author commentary blocks where our view differs from the report’s framing or where additional context is useful.
PADEL1969 conducts continuous market research across every country where padel is established or emerging. A significant portion of that work is produced for institutional investors and capital partners under engagement, and is not published publicly. Where this analysis differs from the Playtomic report, the contrast reflects that independent base.
Global padel in numbers, 2025 in review
By the end of 2025, the world had 58,334 padel courts. New supply added during the year ran to 7,898 courts and 4,969 new clubs, with court growth at 16% year on year. The equipment market has compounded at 34% per year since 2019, with rackets accounting for around two thirds of equipment value, driven by both rising volume and progressive premiumization.
Federated players sit above 850,000 according to FIP data. Playtomic’s bottom-up estimate puts total active players at 19.4 million globally, a figure that quietly revises FIP’s previously published 35 million downward.
The gap between 19.4 million and 35 million is not a data error. It is a definitional question, and tennis has been working through the same problem for years. Anyone using padel player counts in an investment decision should look at how the tennis federations handle the same issue, because the precedents are direct and instructive.
The United States is the clearest example. The USTA reports 27.3 million tennis players in 2025, defined as anyone aged 6 or older who played tennis at least once during the year. Within that same total, the USTA also identifies 14.5 million core players, defined as those who played 10 or more times in the year. Same country, same source, two figures that differ by nearly 2× because the activity threshold changes. The United Kingdom is sharper still. The LTA estimates approximately 9.2 million annual tennis participants in Great Britain (5.6 million adults and 3.6 million children playing at least once over twelve months), while Sport England’s Active Lives Survey, which uses a more restrictive twice-in-the-past-28-days definition, records around 915,000 adult players. Same country, two governing-body sources, roughly a 10× spread.
Federation-based counts narrow the picture further again. The French Tennis Federation reports approximately 1.2 million licenciés. The German Tennis Federation reports approximately 1.52 million active club-playing members. These are credible numbers, but they measure organised, paying participation only. They are not, and do not claim to be, the total population engaging with the sport. The ITF’s 2024 Global Tennis Report, which aggregates across 199 national associations using a common played-at-any-level definition, arrives at 106 million tennis players globally, a figure that is internally consistent across markets but is much higher than the sum of federation membership across the same countries.
The Playtomic 19.4 million and FIP 35 million figures should be read in exactly the same light. Both are defensible within their own framework. Neither is a settled industry census. The right discipline for any operator, developer or investor using these numbers is to ask which definition is being applied to which decision, and to be explicit about it. A €2 million court investment underwritten against occasional padel players is a fundamentally different proposition from the same investment underwritten against weekly regular players. Padel will benefit from adopting tennis’s hard-won discipline on this question early.
Figure 1
How the definition moves the number, in tennis
Table 1
Tennis player counts, by definition
| Source | Geography | Players | Definition used |
|---|---|---|---|
| USTA, 2026 report | United States | 27.3M | Played at least once in 2025 |
| USTA, 2026 (core players) | United States | 14.5M | Played 10+ times in 2025 |
| LTA | Great Britain | ~9.2M | Played at least once in 12 months (adults + children) |
| Sport England, Active Lives | England (adults) | ~915K | Played twice in past 28 days |
| FFT | France | ~1.2M | Licensed federation members |
| DTB | Germany | ~1.52M | Active club-playing members |
| ITF Global Tennis Report 2024 | Global | ~106M | Played at any level (199-country aggregate) |
Sources: USTA 2026 U.S. Tennis Participation Report; LTA participation data and ITF reporting; Sport England Active Lives Survey; FFT 2024 communications; DTB Bestandserhebung 2025; ITF Global Tennis Report 2024.
For a broader read of where global padel sits in 2025 across markets, alongside our own continuous market research, see our analysis at Padel Statistics 2025: Global Market Analysis and Industry Insights.
From momentum to maturity
The most important shift in the 2026 edition is in vocabulary, not numbers. The 2023 and 2024 reports were about momentum. This year’s edition is about maturity. New construction is giving way to refurbishment in established markets. Standalone clubs are giving way to consolidation and multi-site operators. And, for the first time, a dedicated chapter on padel as a real estate asset class.
This is the phase of the category that rewards experience.
We disagree with the central framing. Padel has reached early maturity in four markets: Spain, Italy, Sweden and Finland. Across the other 50+ countries where the category is now active, it remains in build, expansion or pre-expansion phase. The category-level vocabulary of maturity does not match the global infrastructure picture, where new construction, tennis-club conversion and first-time market entry remain the dominant activity for the next decade.
The vocabulary choice is worth examining. Playtomic’s Series C was led by GP Bullhound from Fund IV in 2021. The March 2025 round was led by Match Invest, with GP Bullhound participating as existing investor rather than lead. Five years from a Series C is the standard window for institutional investor positioning. A category framed as maturing supports a different set of valuation and exit arguments than a category framed as still building globally.
Read the maturity framing as one possible reading. Read the global infrastructure picture as another. Operators making capital allocation decisions over the next 18 to 24 months should ask which framing fits their actual market and which fits the story being told.
The five market archetypes
Playtomic and Strategy& group the world’s padel markets into five categories based on maturity rather than geography. The framework is the most useful single contribution of the 2026 edition. It moves the conversation away from country-by-country growth tables, which conceal more than they reveal, into a conversation about where each market sits in its lifecycle.
The five archetypes, arranged by category maturity. Markets can migrate between stages.
The framework’s weakness is compression. Each archetype groups countries with shared maturity dynamics, but operational reality inside each bucket can vary widely. The sections below take each archetype individually, with the most attention paid to where strategic action is concentrated.
Heartlands
Heartlands are the structural anchors of global padel. Spain holds the largest installed court base in the world. Italy, Portugal and Argentina complete the group. These markets set the benchmarks for occupancy, pricing and operational maturity that the rest of the category is measured against.
Growth here is no longer driven by new construction. It is driven by value extraction from an installed base that is already largely built out. The report identifies four directions of value creation in mature Heartlands markets: premiumization of the club offer; maintenance, refurbishment and asset optimization; consolidation through club chains in markets that remain otherwise fragmented; and integration of padel into real estate developments.
A striking detail from the report: the largest padel chain in Spain operates only 14 clubs and 255+ courts. The Spanish market has the deepest court base in the world and yet has barely begun consolidating at chain level. There is substantial room for institutionalisation. Approximately 2% of total Spanish courts are now located within residential developments.
The Sweet Spot
Sweet Spot markets sit between the maturity of the Heartlands and the early-acceleration dynamics of Hotspots. Court density ranges between roughly 5 and 19 per 100,000 inhabitants. Annual growth averages 23% across the cluster: healthy and controlled, neither overheating nor stalling.
France had an exceptional year in 2025, accounting for the largest share of new courts added globally. This is the kind of trajectory that signals a market shifting from controlled growth toward early Hotspot dynamics. Switzerland’s profile is different again. Constrained by land scarcity, growth is driven by integration into existing infrastructure rather than greenfield development. South Africa, classified here, is the most interesting outlier. It is the only African market in any of the five archetypes.
The Hotspot
Hotspots are the markets where capital is being deployed most aggressively right now. Court density runs roughly between 2 and 12 per 100,000 inhabitants, against player counts of approximately 1,000 to 4,000 per 100,000. Growth averages around 30% across the cluster.
The Hotspot grouping (United Kingdom, Germany, Ireland) compresses two structurally different markets into one. The UK is a demand-led Hotspot with persistent supply constraints despite rapid chain expansion. Average court occupancy across major UK clubs runs at approximately 85% at peak hour. Around 50% of UK players report difficulty securing court time during peak hours. Chain expansion is chasing unmet demand through replicable, automated large-venue formats where suitable sites can be secured. Site scarcity, not capital, is the binding constraint.
Germany is on a different trajectory. Outsized court-growth CAGR driven by a rapid supply unlock through tennis-club conversions, early professionalization of operators, and structural constraints that channel investment into scalable indoor formats. Strict permitting requirements, weather constraints and noise regulations push investment toward indoor, higher-quality club models. The typical Hotspot Germany venue is a large indoor facility of seven courts or more, often a converted tennis club, often backed by private capital. As a predominantly rental real estate market, German operators are increasingly pursuing land acquisition and purpose-built indoor facilities with long-term ownership.
The single most important market in 2026 is Germany, and the report’s classification of Germany inside the same Hotspot bucket as the UK obscures more than it reveals. These are different markets, different operator profiles and different investment theses. Anyone evaluating Germany should start with the German market on its own terms.
The diagnosis in the report is right: Germany is no longer in the phase where operators source courts. It is in the phase where operators source partners. That distinction matters more than it appears, and it changes who wins.
Diamonds in the Rough
Diamonds in the Rough are very early-stage markets with large addressable populations and substantial latent scale potential, held back by still-forming ecosystems and small player bases. Court density is extremely low, between roughly zero and one court per 100,000 inhabitants. The grouping includes the United States, India, Australia, Indonesia, Brazil and Poland.
The United States is the most strategically interesting Diamond. Demand is concentrated in Florida, Texas, California and select East Coast markets, with adoption initially driven by Latin American and internationally exposed communities. Padel is currently positioned in the US as a premium product, shaped both by high infrastructure and operating costs and by deliberate targeting of a niche, high-income audience. The report identifies four structural barriers to scale in the US: complex zoning, permitting and approval processes; high commercial rents and lease economics; high logistics costs associated with importing courts, equipment and materials; and uneven sport awareness outside core hubs.
The European premium-club template is not the only adoption path for the United States, and it may not be the fastest. Institutional channels exist that bypass the urban property scarcity problem entirely. Once those channels reach scale, US adoption will look less like a slow climb and more like a step function. The report’s gradual-maturation framing is the conservative case, not the only case.
The report also notes pickleball’s role as a medium-term entry point into racket sport for the broader US audience, helping familiarize the general public with the format. This is not yet a competitive threat to padel. It is more accurately described as adjacent infrastructure that may serve as a gateway.
Post-Boom Adjustment
Post-Boom markets reflect a phase where court supply has outpaced effective demand absorption, leading to overcapacity and structural correction. Court density runs between approximately 12 and 33 per 100,000 inhabitants, with player density of 5,000 to 7,000 per 100,000. Average annual growth is now around 1%, sometimes negative. These are markets in normalisation, not collapse.
Sweden remains in the deepest correction phase, with ongoing consolidation and club exits. Second-hand courts from this market are being redirected to Eastern European and other lower-cost emerging markets. Finland records peak utilization at approximately 41% across commercial clubs, among the lowest in the world. Midday occupancy is lower still. Revenue per court figures for Finland reflect indoor season only, with summer pulling the annualised picture down further.
Chile illustrates the post-boom adjustment cycle most clearly. Between 2020 and 2022, padel emerged in Chile as an accessible social sport with limited court supply, creating waiting times of two to three weeks to book. Between 2022 and 2023, tracked clubs increased from 148 to 198, and courts from 570 to 788. In 2024, the cycle turned. Reservations dropped 27% month over month at major operators between January and November. Over 80 clubs closed. Despite the correction, Chile remains among the largest padel markets in the Americas, with 620+ clubs and approximately 2,300 courts.
The three Post-Boom markets are not the same trade. Sweden’s path back will involve consolidation under stronger multi-site operators. Finland’s path back is constrained by demand seasonality and a smaller addressable base. Chile retains underlying demand at scale and is more likely to rebalance into a healthier mid-cycle market than either Nordic country. Operators evaluating Post-Boom acquisitions should be careful with the archetype label.
The court-hour engine
The most useful single analytical framework in the 2026 report is the court-hour engine. It is presented twice, in two views. From the supply side, GMV per court is driven by operating hours, multiplied by utilization, multiplied by price per hour. From the demand side, GMV per court is driven by players per court, multiplied by frequency, multiplied by average ticket value.
Both formulations describe the same economic outcome. The framework’s value is in what it reframes. Two clubs in the same market, with the same number of courts, can deliver materially different economics. The differentiator is not asset count. It is the ability to maximize utilization, pricing and monetization of each court-hour.
This is the right way to communicate club economics to investors who think in yield rather than in courts. The framework deserves to be adopted as the default unit of analysis at the venue level, both for investment decision-making and for performance benchmarking.
The five-times execution gap
The single most striking data point in the entire 2026 report is the spread between top-performing and bottom-performing clubs on booking revenue per court per month.
Source: Playtomic Global Padel Report 2026, Strategy& analysis.
Five times. Within the same markets. The report identifies seven drivers of club-level performance: courts per club, games per court per month, average price per hour, online booking share, indoor court share, open matches share, and academy plus competition share. The report concludes, correctly, that top performers do not win through any single lever but through system-level execution across all seven.
The argument is right. What it leaves unsaid is that most operators in this category are still building toward the lower half of that range, not the upper. The implication is that the next decade of value creation in padel will not be about how many courts are added globally. It will be about closing the gap between average and top-tier club economics. That is the work in front of every operator already in the market.
There is a related point worth making for anyone investing in padel for the first time. Enthusiasm is a poor substitute for the operating standards that produce top-tier club economics. We have written about this distinction separately at Passion vs Enthusiasm in Padel Business. The 5× gap is what it looks like when that distinction is taken seriously.
The holistic club shift
The 2026 report introduces a structural argument that the most successful padel clubs are evolving from court-booking utilities into holistic, experience-led venues. Around nine in ten top-performing clubs already offer services beyond court access. These services group into four categories with the following adoption rates among top-performing clubs surveyed.
Source: Playtomic Club Survey, March-April 2026 (n=185 clubs across Spain, UK, Germany, US and APAC).
A consistent wellness trio of fitness or conditioning classes, group coaching sessions and a fitness area appears across all surveyed markets. Sauna, cold plunge and pool vary significantly by region: Germany leans strongly into sauna access, APAC clubs increasingly include dedicated recovery areas (45% of tracked APAC clubs already have one), Spain’s standout facility is the pool, and the US shows higher adoption of add-ons including video, food and beverage and premium experiences.
The revenue contribution profile varies meaningfully by category. Social events serve as a steady contributor at 10 to 25% of income for around 45% of clubs offering them. Instructor-led activities currently contribute less than 10% of revenue for around half of clubs offering them, but the growth potential is described as high. Facility and wellness access is the highest-yield category: around 38% of clubs offering it generate more than 25% of revenue from facilities, and around 14% generate more than 50%.
Two caveats matter when reading these figures. First, the survey is based on 185 clubs across five markets (Spain, UK, Germany, US and APAC), with fieldwork in late March and early April 2026. The sample is weighted toward larger, more digitalised and commercially oriented operators. The findings represent top-performing club models, not the broader universe of padel venues.
Second, the report’s narrative tends to present the holistic shift as a category-wide trend. It is more accurately described as a top-quartile trend. The direction is real. The penetration is overstated. Most padel venues globally are not in this top quartile, and treating the holistic shift as universal will mislead any operator working below that performance band.
Padel as a real estate asset
The newest section of the 2026 report, and the most strategically significant, is the dedicated chapter on padel as a real estate asset class. The shifts documented here are not aspirational. They are transactional.
JLL and CBRE have established dedicated Sports & Entertainment real estate practices. Alternative asset managers are sourcing padel transactions. Alderan Société de Gestion Immobilière, a French real estate management company, acquired a padel center in Madrid for €4 million. Seventy7 Ventures and Swest Group launched a €100 million Sports & Leisure Real Estate SPV in Marbella focused on a tennis academy and a padel and pickleball complex. Quinta do Lago in Portugal is being cited as evidence that integrated padel infrastructure correlates with approximately 30% residential value appreciation and owner retention rates above 75% within a broader sports-led masterplan.
The Heartlands real estate playbook breaks into three strategies, each at a different point on the maturity curve.
Strategy A: Greenfield district activation
Padel is increasingly used as an early activation layer within mixed-use and greenfield developments, particularly in projects built around modern planning concepts such as the 15-minute city. As a low-intensity sports use, it requires lighter permitting and shorter lead times than full real estate development phases. A signal-grade example: Ciudad del Deporte Madrid, an €800 million development with Riyadh Air as anchor (2027 UCL Final host), incorporating padel courts (BamVolea, 24 courts), TopGolf, Wavegarden, gyms, a university campus, retail and hotels.
Strategy B: Value enhancement of real estate
Padel courts are increasingly incorporated into residential, hospitality, purpose-built student accommodation, commercial and mixed-use assets, where they strengthen positioning, differentiation, tenant or buyer satisfaction, and footfall. The rationale is utilisation: padel courts achieve high daily occupancy levels, particularly in urban and leisure-oriented locations, supporting intensive use of space and operational efficiency. A representative data point cited in the report: a resort in Spain reported a 15% increase in bookings within the first year of introducing a padel court.
Strategy C: Sports clubs as stable revenue assets
This is the most mature, and least developed in transaction volume, of the three strategies. The market has largely completed development and roll-out in Heartland geographies. It is now transitioning into a consolidation phase with targeted capital deployment, platform build-ups and asset quality upgrades. Widespread adoption of OpCo and PropCo separation is emerging, with sports clubs increasingly viewed as yield-generating real estate products. The honest framing in the report: the padel sector has not yet reached transactional maturity.
Padel is no longer just a sport business and no longer just an amenity. It is becoming an underwriting input. Developers, hospitality operators and mixed-use investors are evaluating padel infrastructure the same way they evaluate parking ratios or food and beverage operators: as a factor in yield, retention and asset positioning.
Hotspot markets like Germany are still operating largely in Strategies A and B. Heartlands are moving into Strategy C. The 18 to 24 months ahead will determine which operators are positioned to participate in Strategy C as it develops, and which are not.
The equipment market
The padel equipment market has compounded at 34% per year since 2019. Rackets account for around two thirds of total equipment value, acting as the structural anchor of the segment and driving its overall growth. The growth is split between rising racket volumes, which is the primary driver, and resilient average pricing, with progressive premiumization at the top of the range.
Approximate value split, Playtomic Global Padel Report 2026.
The segment is led by a small group of scaled, well-established brands, splitting roughly into two camps: padel specialists with deep category focus, and multi-sport brands with broader portfolios and stronger global retail distribution.
The equipment market is a complementary value pool to the court and venue economy. The two are linked structurally: every new court grows the addressable equipment market, and rising participation drives equipment refresh cycles. For operators and investors, the relevant point is that exposure to padel includes exposure to a parallel high-CAGR consumer goods market. The two value pools should be evaluated together when considering category-level investment theses.
Methodology and caveats
Three caveats apply to any use of the 2026 report.
The 19.4 million versus 35 million player count discrepancy is unresolved. Playtomic’s methodology combines federated player counts from FIP with bottom-up triangulation using court density, utilization intensity and participation assumptions. Where discrepancies exist between public estimates, conservative values are prioritised. This is defensible methodology, but the gap is large enough that anyone using the figures for market sizing should treat them as live rather than settled.
The Playtomic Club Survey (n=185 clubs, five markets, March 26 to April 6, 2026) is the source for the most-cited holistic-club statistics. It reflects responses from larger, more digitalised and commercially oriented operators, and should be interpreted as representative of top-performing or professionalised club models, not the full universe of padel venues globally. When figures from this survey are cited, the segment should be specified.
The real estate transaction examples in the report are significant but small in number. The institutional padel real estate market is forming. It is not yet deep.
A broader observation. The report explicitly states that all figures and benchmarks are provided for relative comparison and directional insight, and should be interpreted in conjunction with underlying assumptions and scope definitions. This is the correct framing. The 2026 report is a high-quality directional document. It is not, and does not claim to be, a settled industry census.
Strategic conclusions
- 01A more demanding phase. Capital is becoming more selective. Operating quality matters more than court count. The next decade will not be won by who builds the most.
- 02Hotspot markets attract the capital. The geographic centre of gravity for new capital is moving toward Hotspot markets, with Germany the most strategically significant in 2026. The shift from operators sourcing courts to operators sourcing partners is the most important commercial signal in this market.
- 03The United States is more complex than its archetype suggests. The European premium-club template is not the only adoption path. Institutional channels offer a different curve, and the report’s gradual-maturation framing should be read as the conservative case.
- 04Post-Boom is not one trade. Sweden, Finland and Chile have different underlying dynamics and will rebalance through different paths. Operators evaluating acquisitions in any of these markets should look past the archetype label.
- 05Padel is becoming a real estate asset class. Strategies A and B are operational today. Strategy C is forming. The 18 to 24 months ahead will determine which operators are positioned for it.
- 06Closing the 5× gap is the work of the decade. The most actionable insight in the entire 2026 report is the five-times spread between top and bottom-performing clubs on booking revenue per court per month. New courts are the entry ticket. Top-tier execution is what compounds.
The next decade in padel will not be won by who builds the most courts. It will be won by who delivers the best ones, and who delivers them inside the right venue, market and capital structure. That is a more demanding standard than the category has had to meet so far. It is also the right one.
Further reading
- Executive Summary of the FIP World Padel Report 2025 →The same global picture through the FIP lens, including the 35 million player figure that the 2026 Playtomic report quietly revises.
- Padel Statistics 2025: Global Market Analysis and Industry Insights →A broader global view of the category in 2025.
- Passion vs Enthusiasm in Padel Business →On the distinction between enthusiasm and the operating discipline that produces top-tier club economics.
- More analytical writing on the business of padel →The PADEL1969 blog.
We work privately with a limited number of operators, developers and capital partners on venue strategy, market entry and portfolio decisions across every archetype identified in the 2026 report. Engagements are by referral and direct introduction.
Atte Suominen is the Founder and CEO of PADEL1969, a premium padel brand, court manufacturer and advisory company operating across 15+ countries. The company is named for the year padel was invented in Acapulco in 1969. PADEL1969 embraces the DNA and pedigree of the sport itself, anchoring the brand to the authentic heritage of padel.
Atte works with entrepreneurs, developers and institutional investors who are building padel clubs and venues built to last. He writes about the business of padel, the decisions that define long-term success, and the standards the sport deserves.
PADEL1969 | SHAPE THE FUTURE OF PADEL | Contact: [email protected]
PADEL1969 is a premium padel brand, court manufacturer and advisory company. The brand is named for 1969, the year padel was invented in Acapulco, anchoring PADEL1969 to the DNA and pedigree of the sport itself.
The company works with entrepreneurs, developers and institutional investors building padel clubs and venues built to last, across every market archetype identified in the global padel category.
Premium Padel Courts · Advisory Services · [email protected]
PADEL1969 | SHAPE THE FUTURE OF PADEL | from Acapulco since 1969