SJ Uplift Kabaddi Pvt Ltd is dedicated to promoting kabaddi through professionally managed leagues and global-standard events. With exclusive rights to its initiatives, the company has launched the World Super Kabaddi League in partnership with the South East Asian Kabaddi Federation and sanctioned by the International Kabaddi Federation, as well as the Uttar Pradesh Kabaddi League in association with the Uttar Pradesh Kabaddi Association. Through these ventures, SJ Uplift Kabaddi seeks to empower athletes, engage fans, and strengthen kabaddi’s presence both in India and worldwide.
Rohan Chowdhury (RC) – You started at SJ Uplift as Head of Marketing and now lead as COO, what has been the most defining moment in your journey so far?
Simran Malik (SM) – My journey so far has been nothing short of transformative. From starting out as Head of Marketing to now leading as COO, every step has been shaped by opportunities that challenged me to grow, think bigger, and evolve as a leader. I’ve been fortunate to work under the guidance of my mentor, Mr Sambhav Jain, whose vision and support have been instrumental in this journey. What began as a role quickly became a passion that defines me today. It has given me a sense of purpose, the thrill of building something larger than myself, and the joy of contributing to a sport and organisation that are on the cusp of redefining their future. Every single day, I wake up inspired to do more, push boundaries, and create lasting impact.
RC – How would you describe your leadership style, and how has it evolved as you transitioned into a senior operational role?
SM – My leadership style is deeply rooted in trust and creative freedom. I believe great ideas emerge when people feel empowered to think beyond boundaries. Whenever my team brings fresh concepts, I not only encourage them but also support their execution, allowing innovation to take centre stage. I firmly believe that if my team grows, I grow, and this mindset has become the cornerstone of my leadership journey.
I also make it a point to give my team opportunities to make managerial decisions, helping them develop a sense of ownership and preparing them for bigger roles in the future. I avoid constant oversight; as long as results are delivered, I prefer giving them the autonomy they need. This approach fuels confidence, creativity, and a sense of purpose within the team.
While I may not be a professional athlete, my deep connection to sports has shaped my philosophy. Teamwork, trust, and empowerment, values that define great teams on the field are the same principles I bring into leadership, driving not just performance but passion.
RC – You often emphasise “If your team grows, you grow eventually.” Can you share an example of how this philosophy has shaped outcomes at SJ Uplift?
SM – Much of my approach stems from the invaluable lessons I learned from my mentor, Sambhav Jain, who gave me the freedom to make critical decisions early in my career. He taught me that when the team grows, the leader’s growth becomes inevitable and this philosophy has shaped the way I lead at SJ Uplift.
I make it a point to extend the same empowerment to my team. For instance, whenever someone brings in a lead, I ensure they’re involved in every stage from initial discussions to conversion, so they experience the full journey firsthand. This not only sharpens their skills but also builds a sense of ownership and pride in their work, motivating them to push harder and bring in more opportunities.
Moreover, I encourage them to go beyond their immediate responsibilities. I want my team to see every challenge as a chance to learn, grow, and prove to themselves that they’re capable of achieving far more than they imagined. It’s the same belief Sambhav instilled in me, and I feel a deep responsibility to pass it forward because when people are trusted to rise, they always do.
Women in Sports Administration
RC – Sports administration in India still has limited female representation. What challenges and opportunities have you experienced as a woman leader in this space?
SM – Yes, the challenges are real, from navigating stereotypes to breaking into decision-making circles, but every barrier also presents an opportunity to set a precedent. Women leaders bring fresh, inclusive perspectives that emphasise athlete welfare, grassroots development, and gender equity. They also have the potential to influence policies that ensure fairer access to resources and infrastructure. I see my role not just as leading today, but as paving the way for more women to step into leadership positions in sports administration tomorrow.
RC – How do you see women’s participation in the business of sports evolving over the next decade, and what role do you hope to play in that transformation?
SM – I believe women’s participation in the business of sports will only grow stronger over the next decade. We are already seeing more women enter not just as athletes, but also as decision-makers in management, media, sponsorship, and governance.
As the sports industry becomes more professionalised in India, I foresee women leading federations, heading marketing teams, negotiating broadcast rights, and driving major investments. Personally, I see my role as both a participant and a catalyst in this transformation. I aim to use my platform to advocate for inclusivity, create mentorship opportunities, and build leadership pathways for women. Ultimately, I envision a future where women’s voices are not the exception but an essential and influential part of every conversation in the business of sports.
RC – What advice would you give to young women aspiring to enter sports management or leadership roles?
SM – My advice to young women is simple: don’t wait for permission to step into the space. Sports management and leadership can feel intimidating, especially when you don’t see many women ahead of you. But remember, every leader you admire once started with the same doubts.
Focus on building your knowledge, stay curious, and never shy away from networking. Seek out mentors — regardless of gender — who can guide and challenge you to grow. Most importantly, believe in the value you bring, whether it’s a fresh perspective, empathy, or the ability to think beyond traditional structures.
About SJ Uplift & The Leagues
RC – The Uttar Pradesh Kabaddi League (UPKL) was one of your early success stories. What were the biggest hurdles in conceptualising and executing a state-level franchise league?
SM – With UPKL, I aimed to prove that kabaddi at the state level could be organised with the same professionalism and passion as any major sport. The real challenge lay in execution — building infrastructure, scouting talent, and creating a franchise model from scratch. However, the energy and enthusiasm from players and communities showed us just how powerful kabaddi’s connection truly is. For me, UPKL set a benchmark for how regional leagues can celebrate tradition while simultaneously building a professional future for the sport.
RC – With the World Super Kabaddi League (WSKL), you’re taking kabaddi to a global stage. How do you envision its impact compared to existing domestic properties?
SM – Our vision for the World Super Kabaddi League (WSKL) is to make kabaddi a truly global sport, one that is deeply rooted in culture yet commercially viable across continents. By bringing in international teams, players, and partnerships, we aim to expand the fan base and create a global talent pool with new professional pathways.
WSKL will amplify the sport’s reach through global media, sponsorships, and digital platforms, introducing kabaddi to markets for the very first time. While domestic leagues form the foundation of kabaddi in India, WSKL is designed to be the global stage that connects talent, fans, and opportunities worldwide.
RC – How do you balance commercial viability with grassroots development when building leagues?
SM – For me, commercial viability and grassroots development are not opposing goals; they are two sides of the same coin. A league cannot survive in the long run if it focuses only on short-term profits, and it cannot grow commercially if it fails to create a pipeline of talent from the grassroots.
The key lies in designing models where revenue streams, sponsorships, media rights, and fan engagement are reinvested into nurturing young athletes, improving infrastructure, and building community programmes. My approach has always been to use the commercial engine to fuel grassroots development and, in turn, let grassroots energy keep the league commercially relevant.
Kabaddi’s Growth Curve
RC – Kabaddi has seen a remarkable resurgence in India in the last decade. Where do you think the sport currently stands in terms of fan engagement and professional structure?
SM – Kabaddi has always been deeply rooted in India’s culture, but in the last decade, it has undergone a real transformation in terms of visibility and structure. The sport has moved from being played informally in villages to being organised with professional leagues at state and regional levels, something SJ Uplift has been at the forefront of championing. This has given both players and fans a stronger sense of belonging.
Fan engagement today is remarkable. Kabaddi enjoys mass appeal because it feels local and relatable, yet it has the excitement and pace of any modern sport. Audiences connect with it because it carries both tradition and entertainment.
Professionally, the structure is still maturing. We’ve made great progress in standardising formats, ensuring fair player contracts, and building local leagues, but the next stage will be about creating sustainable pathways from grassroots to elite levels and giving players year-round opportunities.
RC – What role do state-level leagues like UPKL play in strengthening India’s kabaddi ecosystem?
SM – State-level leagues like UPKL play a pivotal role in strengthening India’s kabaddi ecosystem. They provide opportunities for local players who might otherwise never get the chance to showcase their talent on a national stage.
What excites me most is the community connection. These leagues bring the sport closer to fans, matches are held in local venues, players often come from nearby districts, and this creates a strong emotional bond. It also inspires young kids in those regions to take up kabaddi seriously, knowing there’s a platform waiting for them.
State leagues bridge the gap between grassroots participation and national or international competition, strengthening the sport at its roots while expanding its professional footprint.
RC – Do you see kabaddi eventually becoming an Olympic sport, and what steps are needed to reach that milestone?
SM – I truly believe kabaddi has the potential to become an Olympic sport one day. It embodies everything the Olympics stand for, speed, strategy, athleticism, and deep cultural roots. However, to reach that milestone, the sport must expand beyond South Asia and establish a strong global presence.
This is where initiatives like the WSKL play a crucial role, introducing kabaddi to new regions, building international participation, and creating awareness in Western countries as well. If we continue to grow its global footprint and institutionalise professional pathways, we can pave the way for kabaddi to become part of the Olympic movement.
Global Picture & Vision
RC – What are SJ Uplift’s long-term ambitions for expanding kabaddi internationally?
SM – SJ Uplift’s long-term ambition is to globalise kabaddi, with the World Super Kabaddi League (WSKL) serving as the driving force behind this vision. Our goals are to internationalise the sport, build strong institutional partnerships, and expand commercial and fan engagement. Through WSKL, SJ Uplift is committed to taking kabaddi beyond its Indian heartland and establishing it as a truly global sport.
RC – How do you see digital platforms and global partnerships transforming kabaddi’s fan experience in the future?
SM – I see digital platforms and global partnerships as game-changers for kabaddi’s future. For too long, kabaddi was seen only as a local, community-driven sport, but digital technology has broken those boundaries. Streaming, social media, and fan-engagement apps now allow us to bring the sport to global audiences in real time.
These innovations will make kabaddi’s fan experience more immersive, interactive, and truly global, positioning it not just as India’s heritage game but as an international entertainment product.
For more exclusive contents, follow RevSportz