Get In splits revenue across esports, video games and sports

Nathan Edmonds launched Get In in April 2024 and publicly announced the agency in July after securing early clients. The agency later won a paid retainer with the Football Association’s Club Hub and signed as a partner for Global Esports Industry Week 2026, held 18–21 June in Cologne.

Edmonds built the business from a small start. Three friends contributed modest amounts for a logo but did not join as partners. Before founding Get In he spent nearly a decade in esports and social media, including a period as CEO of Radiant Esports and senior roles in social and marketing at several industry firms.

The first year brought financial pressure. A retainer from a platform client provided some income, but Edmonds faced an overdue invoice that left payroll at risk until payment arrived two days before the deadline. He described the episode as “kind of embarrassing” and later a moment of “total relief.” That experience led the agency to build cash reserves, limit overhead and prioritise profit margins over rapid team growth.

Get In has run with a core three-person team for about 18 months. Edmonds exchanged a small equity stake for legal and advisory support from Anna Baumann, who advised against expanding headcount before securing stable revenue and margins. The agency generally declines work outside its core services, referring influencer and PR projects to external partners.

The FA retainer arrived after Edmonds was tagged in a LinkedIn pitch notice. Get In progressed through a paid second-stage pitch and won a ten-month contract that has since been renewed. Edmonds credits that account with accelerating a deliberate shift in client mix: year one was dominated by esports, while year two brought more sports and video games clients. Revenue now divides roughly one-third from esports, one-third from video games and one-third from traditional sports.

Edmonds describes operational differences between sectors. Sports clients typically set higher budgets and longer, more structured timelines. Esports work often involves late deadlines and rapid turnarounds, which the agency now treats as an operational advantage when quick delivery is needed. Video game clients have been receptive to the agency’s approach, Edmonds reported.

Get In has increased public visibility through event partnerships and advisory roles. The agency’s GEIW partnership places it alongside established tournament activity in Cologne. Edmonds also serves on the UK esports advisory panel and has attended Westminster events linked to the games sector.

Looking ahead, Edmonds plans to use the FA retainer as a case study to win more sports contracts, expand services for video game clients and pursue regional growth with interest in the MENA market. He has visited industry events in the region to explore those opportunities.

Reflecting on two years, Edmonds emphasised maintaining a financial safety net and steady margins rather than rapid expansion. He highlighted the early invoice scare as a formative lesson for managing cash flow and protecting the team.