No app for ego: The real barrier to road tennis transformation

I was recently introduced to the fast-growing sport of pickleball—first through my community in Coverley, which happens to have one of only three public courts on the island, and then more personally by a longtime friend who gifted me two paddles and a set of balls to get started. Some compare it to road tennis, our uniquely Barbadian and indigenous sport. But truthfully, pickleball feels more like a simplified version of lawn tennis than anything else.

Road tennis remains one of Barbados’ most brilliant yet underdeveloped innovations—a testament to Caribbean creativity, born from limited resources and boundless imagination. We’ve built the culture, yes. But we haven’t built the infrastructure or global platform to match. And in a world where technology defines relevance, that’s where the real game is played—and won.

Now, while my columns usually explore the impact of technology, no digital tool can compensate for the human shortcomings of ego, selfishness, and a lack of vision—factors that too often limit our own progress. So, today’s discussion will focus on the stunted growth of road tennis, not just from a technological lens, but through the hard truths about leadership and lost opportunity.

Meanwhile, sports like pickleball have embraced technology, governance, and data—transforming themselves into structured, scalable, and globally marketable platforms. That’s why it’s now the fastest-growing sport in the US and spreading like wildfire globally.

Here’s how I believe we could change road tennis’s future:

Governance and digital infrastructure

One of the core issues stifling the growth of road tennis is the lack of unified governance. As the founder of SportsBB—Barbados’ only indigenous digital sports network focused on community and regional sports—I’ve seen firsthand the confusion around how the sport is governed. Multiple groups have varying responsibility for setting rules, managing rankings, and overseeing development. This makes it difficult for new players, event organisers, or even potential sponsors to know where to begin.

Too often, the answer is buried beneath personal agendas and political friction. This fragmentation—driven by ego and turf wars—leads to paralysis. No sport can thrive, much less scale globally, without a single, credible governing body.

The truth is that the real barrier isn’t technology—it’s the absence of collective will. Until key stakeholders are ready to put aside ego and come together around a shared vision, road tennis will remain trapped in its current siloed state. Growth demands unity, not power struggles.

Technology can certainly help—by enabling a centralised, user-friendly system to register players, track tournaments, and manage rankings. But tech only works when the human framework behind it is aligned. Without that foundational agreement, even the best tools are useless. Road tennis has the cultural weight and brilliance to go far. But that journey starts with leadership that puts the sport before self.

Academic integration: Where innovation meets Identity

One of the less discussed but critical drivers in the global rise of emerging sports is academic integration. In the US, pickleball’s explosive growth hasn’t come just from its accessibility—it’s being studied, played, and commercialised within universities. Academic institutions play a major role in the development of sports from equipment design and injury prevention to biomechanics and the business of sport development.

So, where is road tennis in that conversation? How many courts exist across UWI’s three campuses or satellite territories? What research is being done on coaching techniques, athlete performance, or the commercial potential of the sport? I will wait on those answers.

Around the world, academic ecosystems are where ideas become industries. They legitimise emerging sports, drive innovation, and build lasting value through research, intellectual property, and data. If road tennis is to move beyond weekend tournaments and community courts to become a globally recognised sport, it needs institutional support—partnerships with universities, research initiatives, coaching certifications, and business case development.

Many universities globally have sports science departments dedicated to performance research and equipment innovation. These programmes elevate athlete development and create real economic opportunities. Ironically, while UWI—our region’s flagship university—has a Faculty of Sport, it offers no structured programme for the study or commercialisation of indigenous Caribbean sports like road tennis. This is a missed opportunity not just academically, but economically and culturally.

Business development: Losing the game we invented

No sport becomes globally relevant without a business model. Passion may keep it alive—but profit and structure are what make it scalable. Yet road tennis continues to operate like a casual pastime, not a professional industry. We still lack formal leagues, athlete development programmes, merchandising, and sponsorship strategies—core elements that power every successful sport.

Meanwhile, others are starting to commercialise what we created. The International Road Tennis Society, based in Los Angeles, now ranks higher on Google than any Barbados-based authority. They’ve positioned themselves as the number one road tennis store in the world, offering everything from rackets and apparel to STEM-integrated educational kits. This isn’t just engagement—it’s full-scale business development.

Yet, after reviewing their website (roadtennis.org), there is no visible mention of formal partnerships, licensing agreements, or endorsements from Barbados’ National Sports Council, the Ministry of Youth, Sports and Community Empowerment, or any recognised local road tennis authority. That silence speaks volumes—and should concern anyone invested in the future of this indigenous sport.

Without a commercial framework to protect and grow road tennis, we risk losing ownership of our own invention. The real opportunity lies in building a full-fledged industry that leads to structured player income.

If we don’t move from passion to profit, someone else will. It’s time to professionalise the game—or risk losing the game entirely.

Steven Williams is the executive director

of Sunisle Technology Solutions and the principal consultant at Data Privacy and Management Advisory Services. He is a former IT advisor to the Government’s Law Review Commission, focusing on the draft Cybercrime bill. He holds an MBA from the University of Durham and is certified as a chief information security officer by the EC Council

and as a data protection officer by the Professional Evaluation and Certification Board (PECB).

Steven can be reached at Mobile: 246-233- 0090; Email: steven@dataprivacy.bb