In the polo scene, +10 stands for the best that only a few achieve. This is precisely the standard that POLO+10 sets in its publications – as a platform and brand with international appeal. A partial or complete transfer of POLO+10 to new owners is currently being considered, who want to build on this foundation and consistently develop the brand’s potential.
Over coffee with publisher and owner Thomas Wirth:
Mr Wirth, POLO+10 has been an established name in the international polo world for many years. Why are you now strategically repositioning the brand?
For me, POLO+10 was never just a magazine, but always a brand, a network, a platform in a very special world. After almost 25 years, now is the right time to reorganise things. I am currently setting up a globally oriented media project outside of polo, to which I will devote myself fully in the future. That is why I am asking myself how POLO+10 can best be positioned in the long term – and am looking into new ownership structures.
Is it a complete sale?
Yes, that is one of the options. I am examining various constellations – from a majority or equity solution to a complete handover. If desired, I will accompany the transition in a suitable role. The decisive factor is an economically sensible solution.
What makes POLO+10 special today – and what potential does the brand still have?
On the one hand, its history: POLO+10 has grown organically over many years, is internationally established and recognised in the scene – and is also a leader in many areas. On the other hand, the name itself: POLO+10 – or ‘POLO10’, as many in Argentina say – stands for the pinnacle of this sport. This clarity in positioning has made the brand strong. At the same time, POLO+10 was deliberately managed independently and leanly, never as a short-term business model. This is precisely what opens up scope today: with the right network and capital, the platform can generate significantly greater leverage – from independent fashion and product lines to curated platform models and high-quality brokerage and networking formats in the luxury segment. As an owner-managed company, I have deliberately focused POLO+10’s management; with other structural possibilities and additional reach, this potential can be exploited much further than was previously possible.
How do you envisage the transition?
Very orderly. If desired, I can completely accompany or secure the production of the following issues so that a new owner does not have to start from scratch. I am concerned with continuity and quality – not with a clean break.
Conclusion: Anyone who runs a brand like this not only gains a platform, but also a piece of quality of life and an extraordinary network.
Contact: tw@twa.ag
© Image: Roberto Hegeler
