Parminder Basran, the visionary founder of VGCP, has built a remarkable reputation for redefining the intersection of fashion and culture. With a portfolio of dynamic brands and an innovative approach to omnichannel growth, VGCP has become a trailblazer in connecting modern consumers with authentic, culturally resonant experiences. As a thought leader who understands the evolving relationship between creativity and commerce, Parminder has positioned VGCP as a catalyst for cultural influence, inspiring the next wave of industry innovation. In this conversation, we delve into his journey, the philosophy driving VGCP’s success, and how the company continues to shape the cultural landscape.

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Hey Parminder! What inspired you to establish VGCP, and how did you envision combining culture, retail and business into its DNA?

I went to do my MBA at London Business School with a plan to build an operationally focused private equity firm after graduating.

During that period between 2008-2010, it was clear that the market dynamics across media, sports, entertainment and culture had been converging for some time.

Athlete and celebrity endorsement deals were also shifting, with a move towards more authentic equity-based partnerships in early-stage growth businesses alongside cash-based deals for larger brands.

VGC Partners was set up to sit at the heart of these sectors of convergence and we remain there to this day, albeit our strategy has evolved and shifted as our experience has developed.

Today we benefit hugely from the authentic relationships we have built across sports, media, entertainment and technology for over 15 years.

How have your sectors of focus become a significant medium for storytelling and cultural dialogue?

Culture and understanding emerging sub-cultures are the thread that runs through everything we do. Although we now focus on B2B investments, we have historically done some B2C, and similar rules apply. Sport is culture, entertainment is culture, brands have cultural relevance, and storytelling is in the DNA of all the businesses we work with.

How does VGCP shape cultural trends through its portfolio? How do you measure success beyond financial metrics?

We shape culture and community in a number of ways, but content formats, talent partnerships and community engagement are the 3 pillars we activate across our portfolio. Whether that be B2B investments like Super Awesome, Iconic Images or Novel Audio or brands such as Percival or Kick Game, we have a playbook we deploy to drive revenues and profitability in these companies at quite an accelerated pace.

Success is always defined outside financial metrics by the depth and quality of relationships you build with your stakeholders and how you then use your platform and relationships to do good in the world. We have high expectations of ourselves, and others and we have created deep, long-term partnerships with investors, founders, executives and companies that have a similar level of expectancy when it comes to success, results and giving-back. We also all share the view that success is not a straight line and the deepest relationships we have built are when we’ve had to solve business critical problems and issues together. Those relationships become lifelong and we’re proud of them.

What untapped intersections across media and entertainment do you see as the next big opportunity?

For our sectors, stage and size of investment there remains a lot of opportunities as we operate in an undercapitalised part of the market and there’s so much innovation. There’s a number of theses and trends we have worked up internally that mean we’re excited about 2025 and the pipeline of investments for our second Fund, for which we have done an initial close.

How do you scale businesses to become influential globally, whilst maintaining their local cultural authenticity?

You scale businesses globally and cost-effectively through clever strategic partnerships and you must only look to invest in businesses with the DNA to scale across borders in the first place.

When we helped the founding team at Super Awesome, a goal was to make the US their largest market. We brought in WPP as an investor, who within 12 months became their largest client. This also made the US Super Awesome’s largest market. The founding team committed to the US and moved out there for 18-24 months themselves to make it work.

For Percival, 30% of their sales are in the US as the brand has been authentically adopted by high profile celebrities who wear the brand. They also have football (soccer) at the centre of the brand’s DNA, which really crosses borders and cultures like nothing else. Football is a global culture and at the core of a lot of what we do here at VGC Partners.

What advice would you give to entrepreneurs looking to navigate the intersection of sports, entertainment and technology?

We are moving into an exciting period where content, culture and technology have converged and augmented to such a degree that there’s no better time to start a company in our sectors. If you’re in a corporate job and have been thinking about breaking out on your own, now is the time.

When you look back, what do you hope VGCP’s lasting impact will be?

We’re trying to build an enduring platform that is best in class, but not just from a financial perspective. We need to create an environment and eco-system for people to learn, improve and get better. Those people, as they become wealthier and more influential, then need to turn their attention and expertise to helping people less fortunate than themselves and do good. That is what a successful lasting impact looks like for me.