In professional sailing—now increasingly aligned with global entertainment models—the role of companies can no longer be limited to brand visibility alone. It is a space where branding, sustainability and industrial strategy are deeply intertwined. Moving within this landscape, Mirella Vitale, Executive Vice President and Chief Marketing Officer of the ROCKWOOL Group, has brought a traditional industrial company to the forefront of the SailGP circuit.

Italian by origin, raised in the United Kingdom and now a senior executive in Denmark, Vitale was instrumental in ROCKWOOL’s entry into SailGP from the very early stages, when the circuit was still effectively a start-up. Over time, that journey evolved from a straightforward sponsorship into a hybrid “team operator” model, culminating in the recent transition to American Magic—marking a key step in the league’s economic and sporting maturation.

Awarded a knighthood in the Order of Merit of the Italian Republic and Star of Merit for Labour, one of Italy’s highest honours for professional achievement, Vitale represents a compelling example of female leadership within international sailing. In this interview, she discusses with PressMare ROCKWOOL’s path in SailGP, her strategic vision of sport as a lever for corporate transformation, the economic dynamics behind the circuit, and the challenges—both professional and personal—she has faced throughout her career.

PressMare - How did the recent transition of Team ROCKWOOL to American Magic come about?

Mirella Vitale - The starting point was 2019. When we joined SailGP, we were the first commercial sponsor of a team. In fact, no teams had sponsors at that stage—the project was entirely driven by Larry Ellison’s vision. ROCKWOOL hadn’t even been invited to the initial meeting in Copenhagen. It happened almost by chance: someone recalled my experience in the Volvo Ocean Race with Vestas and suggested bringing me in. That’s how it all began.

At first, it was a pure sponsorship. Then, after Covid, SailGP introduced a franchise model, similar to other global sports such as Formula 1. In this model, team ownership is separate from the sporting assets, which remain under the control of the league. As a publicly listed company, ROCKWOOL could not acquire a franchise. So together with SailGP, we developed an intermediate solution: the “team operator” model. In practice, we were both sponsor and operational manager of the team—handling salaries, logistics and organisation.

When American Magic was looking for a way into SailGP, our team was one of the few available opportunities: structured, backed by a strong sponsor, and with a clear identity. The sale itself was conducted by the league, but we played a role in the approval and strategic evaluation.

PM - What does ROCKWOOL retain today from that experience?

MV- The most important part: marketing, communications and market engagement. We deliberately stepped away from the sporting side. It was an extraordinary experience, but it is not our core business. The value for ROCKWOOL lies in sponsorship and, above all, in how it is activated. American Magic will take sporting performance to a higher level. We continue to invest in the platform, but in a role that better reflects our industrial nature.

PM - Let’s go back to the beginning: why SailGP?

MV - The primary reason was strategic: to take the brand beyond Denmark. We were—and still are—a multinational, but with very limited awareness outside our sector. Even in Denmark, we had a rather traditional, almost “old-fashioned” image. The goal was cultural rebranding: to convey innovation, technology and sustainability. Sailing—and SailGP in particular—offered the perfect platform.

We analysed several sports through an in-depth study. SailGP was the only one that offered the opportunity to play a central role—naming rights, visibility, storytelling—at an accessible cost. It was a gamble, as there was no historical data. Today I can say that not only were the projected figures achieved, they were exceeded.

PM - How was a valuation of USD 60 million for Team ROCKWOOL reached, and how important is activation compared to simple brand exposure?

MV - It is crucial. For us, sponsorship has never been about a logo on a boat. It is about everything that happens around it: events, clients, relationships, content. At every event we organise meetings, presentations and networking opportunities. We bring clients into the experience. That is what creates real value. It is also what has, over time, contributed to increasing the perceived value of Team ROCKWOOL. The USD 60 million valuation reflects what has been built over the years and the league’s future growth prospects.

PM - The One Ocean Foundation logo appears on the F50 catamaran. What value does this partnership bring to ROCKWOOL, both within and beyond SailGP?

MV - It has been a very important partnership, initially driven by the regulatory requirement for each team to work with an associated organisation to develop tangible sustainability initiatives. That is a theme that is central to us regardless, as stone wool is a natural material that is inherently sustainable and has a very low environmental impact. We had received several proposals focused on specific projects, but One Ocean Foundation offered us a scientific platform on which to jointly develop initiatives and programmes. Winning the Impact League—the ranking that each year rewards the most sustainable team in SailGP—was a significant recognition, but it represents only part of the journey. The real value has been in developing initiatives that extend beyond the SailGP circuit. For example, our work with One Ocean Foundation on research projects such as the seahorse repopulation programme in the Mar Piccolo in Taranto—launched during SailGP—where we also used materials developed by ROCKWOOL to create new habitats for this endemic species. At the same time, we have worked on tools such as the Ocean Disclosure Initiative, which introduces a measurable, science-based approach to assessing corporate impact on the oceans. For us, this is essential: moving from statements of intent to measurement.

PM - From an economic standpoint, where does SailGP’s value lie?

MV - Primarily in media rights and the ability to attract sponsors. SailGP is designed as a television and digital product: fast-paced, easy to understand, and visually compelling. You don’t need to know sailing to enjoy it. That is its strength—it broadens the audience. And when you expand the audience, you increase commercial value.

PM - Is SailGP truly economically sustainable?

MV - For some teams yes, for others not yet. It depends greatly on ownership. The circuit is still in a development phase. It has had to navigate Covid, geopolitical instability and logistical challenges. A key factor will be calendar stability. Returning to the same venues helps consolidate agreements, infrastructure and audiences.

PM - Are there still operational challenges?

MV - Yes, particularly structural ones. For example, spare parts management for the boats: a single incident can affect multiple events. We ourselves did not start events due to a lack of replacement components. These are, however, “growing pains”. The circuit is evolving rapidly.

PM - From a sporting perspective, what has been most challenging?

MV - Managing performance. In Denmark there is no large pool of sailors with experience on these boats, while the rules include nationality requirements—though these have recently been somewhat relaxed. On top of that, training time on the F50s is extremely limited, essentially just a few hours before each event. We had to build expertise from scratch, make difficult decisions—and make mistakes. But that was inevitable.

PM - Before SailGP, your most significant sailing experience was in 2014 with Team Vestas in The Ocean Race. How influential was that?

MV - Very much so. The well-known wreck of the Vestas boat was a defining moment. A total crisis: risk to human life, reputational damage, media pressure. The priority was the crew’s safety. Then we decided to repair the boat—effectively a complete rebuild of the hull—and return to racing, fully aware we could not compete for the overall win. It was a symbolic decision: resilience, responsibility, consistency. Not only that: by doing so, we immediately removed the wreck from the reef, and the sailors themselves helped clean up the entire accident site. I also like to recall how that episode marked a key milestone for the Italian shipyard Persico Marine, which had already contributed to building the one-design VO65 fleet but took on the risk of rebuilding our boat in record time.

PM - What did that experience teach you as a leader?

MV - An important lesson: do not delegate difficult decisions. During that campaign I underestimated an internal crew issue because I lacked the technical expertise to intervene. Today I know that a leader must still make decisions, even in areas that are not entirely familiar.

PM - Has being a woman ever been an obstacle in reaching top positions in major multinational companies?

MV - No, personally it has not. I have never felt limited. Perhaps I have been fortunate, but I also believe I have never allowed it to be so. I believe in equal opportunities, but not in quotas as an end in themselves. People should be chosen for their skills and capabilities.

PM - Final question: how far can SailGP go?

MV - A long way. It is a circuit that can change the perception of sailing, making it more accessible and more modern. The challenge will be to maintain the balance between spectacle, sustainability and economic growth. But the direction is the right one.

Giuliano Luzzatto