Kylian Mbappé joins On and the rise of verified carbon accounting

The world of sport and sustainability are drawing closer in unexpected ways. The main news is that Kylian Mbappé leaves Nike to join On as shareholder and brand face. At the same time the market for carbon accounting software is exploding because regulators demand verifiable numbers. This article uses these two stories as a lens on a broader theme. The theme is how trust is built when a number determines value, reputation and financial participation.

A new engagement model that puts carbon accounting numbers at stake

On offered Mbappé a mix of cash and equity, a model that turns a sponsorship deal into a direct economic stake. Thierry Henry joins as Director of Football with operational responsibilities and the strategy goes beyond communication: equity aligns the athlete’s incentive with the company’s performance. This approach changes the athlete’s reputational risk, who now gains if the product sells and loses if the product fails.

Likewise, buyers of carbon accounting software demand transparency and “show your working” supplier by supplier. European and Californian regulation have shifted emissions accounting toward numbers that must withstand an audit. A certified data point is worth more than a polished sustainability presentation. The lesson is the same: capital and trust are built by demonstrating how a number is reached, not just by showing the result.

Equity turns an ambassador into a direct stakeholder. Detailed reporting turns a press release into financial oversight.

Technology and manufacturing: innovation that must earn trust

On brings with it a manufacturing technology called LightSpray, which applies material directly to the shoe form and reduces traditional cutting and stitching steps. For On this is a lever to differentiate from Nike and Adidas in a sports shoe market where historical leaders hold about 27-30% share. Manufacturing innovation can accelerate entry into closed markets. But robotic production does not automatically translate into players’ trust, who evaluate performance and injury risk match after match.

The same issue appears in carbon accounting software: a vendor can boast a beautiful dashboard and sophisticated metrics. But without supplier-by-supplier data and third-party guarantees the number remains weak. A study by Boston Consulting Group estimated an average error rate of 30 to 40 percent. Almost one company in three provides potentially wrong numbers at scale. A system that does not show its “show your working” does not earn real trust. For both industries, the leap is not only technological: it is cultural and about quality control.

Large markets, large margins of error

According to junto, the market for carbon accounting software is today estimated at $27-28 billion and growth forecasts diverge, reaching much higher figures over ten years. This size is born from regulatory obligations such as the European Corporate Sustainability Reporting Directive and Californian laws that require disclosure of Scope 1, 2 and 3. A market created by regulation is a market with captive customers. When demand is mandated, price is not the only factor: the quality of the data you buy matters.

According to junto, meanwhile the football boot market was worth about $25.5 billion in 2025. Forecasts push the figure much further by 2034. On today holds about 2 percent of the global footwear market. This shows how hard scaling is in a category dominated by a few players. Entering a concentrated category requires technical and social credentials together. The parallel is clear. A buyer forced to buy software by law can no longer be satisfied with a generic number, just as a professional will not accept an untested shoe.

Dilemmas, opportunities and the next move for innovators

There are two mirror risks. The first is overestimation of numbers: the GHG Protocol accounting method allows average estimates per supplier, and this produces systematic over- and underestimates. Research by the Technical University of Munich found an aggregate undercount equal to 391 megatonnes of CO2 equivalent, that is the annual emissions of a large nation missing from the accounts. The second risk is silence: many companies practice greenhushing and hide real progress for fear of accusations of greenwashing. Hiding progress reduces competitive pressure and slows the market.

For a founder or an investor the lesson is practical. Companies put talents like Mbappé and Henry in roles with equity and operational responsibility. This strategy improves market entry credibility. Companies must demand supplier-by-supplier data visibility in sustainability software products. Independent assurance is the operational equivalent of having a player in product development. The real defense against skepticism is to show the work, not just the results. Investment in traceability, third parties that attest numbers and communication that exposes limits and improvements is needed.

The open question is who will turn this evidence into long-term trust. A brand that demonstrates real on-field performance or a vendor that proves the chain of calculation will be the ones to convert curiosity into loyalty. The next step is practical and visible: a shoe tested in competition or an audited emissions account, not promises. Only in this way will investments, contracts and equity withstand contemporary market and regulatory demands.

Sources:

• The $27 Billion Business of Measuring Your Carbon Footprint, and… | europeanbusinessmagazine.com
• WEEKEND READ:Mbappé Leaves Nike to Join Federer’s Sneaker Company… | europeanbusinessmagazine.com