The currency trader and the centre-forward have more in common than their job descriptions suggest. Both live by timing, both operate in public markets of a sort, and both can discover that a small move in the wrong direction becomes expensive. Brad Loder’s marketing work begins where the analogy stops being cute and starts becoming a spreadsheet. A football club pays players, agents, suppliers and travel bills across jurisdictions. It earns broadcast, ticketing and licensing revenue in different currencies. Beneath the noise of match day sits a treasury operation.
Loder is the chief marketing officer of Corpay Cross-Border Solutions, a business that helps companies move money internationally and manage foreign-exchange exposure. These are essential services with a visibility problem. When the system works, a payment simply arrives. When a hedge does its job, a budget remains a budget. Reliability produces very little theatre.
So Loder has spent years placing the machinery beside businesses that generate plenty of theatre on their own. Corpay’s public partnership roster has stretched across Real Madrid, West Ham United, Major League Soccer, the NHL, World Aquatics, LIV Golf, SailGP, World Triathlon and BLAST. The list reads like a sports channel assembled by an unusually cosmopolitan remote control. It is also a map of organizations that collect and spend money across borders.
Our team is honored by the faith that the World Aquatics team has in us and are incredibly excited about the multiyear renewal of our partnership.Brad Loder, on Corpay’s World Aquatics renewal
A degree that looks different in hindsight
Loder’s route into payments marketing did not begin with a finance degree. He studied Recreation Management at the University of Waterloo from 1992 to 1996, then completed an MBA in Business Marketing at Niagara University between 2000 and 2002. Recreation Management is an intriguing first line on the résumé of someone now working so close to the business of sport. It would be too neat to call it destiny. It is fair to say the combination gave him an early view of organized experience, followed by the commercial grammar to sell it.
His career moved through categories whose work tends to disappear into the customer’s outcome. He worked in marketing at AGF Funds, then as director of marketing and communications at Europ Assistance Canada. In 2010, speaking about home warranties, he framed a household purchase through overlooked operating risk: buyers focus on price and location, while the systems and appliances capable of producing surprise bills wait in the background. The product was different, but the instinct is recognizable. Find the hidden exposure. Make it legible. Offer control.
By 2018, Loder was vice-president of marketing and corporate sponsorships at Cambridge Global Payments. In 2020 his title expanded to global business development and marketing, a pairing that reveals something important about the job. In business-to-business finance, marketing cannot float too far above the sales conversation. A campaign is useful when it creates a reason for the right companies to talk.
The sponsorship that explains itself
A clear expression of Loder’s approach is a 2021 deal with Canadian tennis player Leylah Fernandez. Cambridge became a sponsor while Fernandez was climbing the WTA rankings and travelling through a calendar of countries and currencies. The announcement did not need to invent a connection between athlete and product. Tournament earnings, travel and international transfers supplied one. Fernandez’s career made the cross-border problem concrete.
The same logic scales to clubs and federations. A global rights holder is an audience, certainly, but it is also a customer with the exact operational complexity Corpay wants to solve. That makes the property useful in two directions. Fans may notice the brand. Finance executives may recognize a relevant vendor. The partner’s corporate network may become a route to further conversations. Hospitality can move a relationship from email to a room. One agreement can do the work of media, demonstration, distribution and trust.
Durability matters here. Corpay’s relationship with West Ham United dates to 2018 and was extended in 2025. Seven seasons is long enough for a partnership to become more than launch-day copy. It suggests a platform that can be renewed, activated and introduced to successive groups of business partners. In financial services, where trust is slow and switching can be consequential, repetition has its own value.
Real Madrid pushed the idea onto a larger stage in June 2025. Loder’s quote from the announcement was unusually direct about the two jobs being done: grow the Corpay brand and grow the currency-risk business. The club supplied global recognition, but recognition alone was not the thesis. Real Madrid itself operates across markets, and its business partners do too.
A portfolio follows the money
Look at Corpay’s partnerships by operational shape and the pattern sharpens. Football clubs trade talent and commercial rights internationally. The NHL spans Canada and the United States while reaching a wider global market. World Aquatics and World Athletics coordinate events, participants and suppliers across continents. SailGP moves teams and equipment through an international calendar. LIV Golf does much the same. Esports company BLAST packages competitive entertainment for global audiences. Fever sells access to live experiences across more than 40 countries.
This is less a collection of fandoms than a series of border crossings. The common unit is movement: of people, events, invoices, revenue and risk. Loder’s public comments return to practical verbs such as manage, mitigate, support and grow. Even when the partner is famous, the pitch remains operational.
That restraint is useful. Sports sponsorship can become a fog of adjectives, a place where every party is thrilled and every collaboration is groundbreaking. Loder’s better announcements give the reader a reason the agreement exists. When Corpay renewed with World Aquatics in 2024, he pointed to three years of work as its official FX payments supplier and to helping the organization power global payments and execute currency-risk plans. With the NHL, he connected the league, its 32 teams and its business-partner network to cross-border payment expertise. The network is not incidental. It is part of the route to market.
Drawing on our extensive experience in sports, we are uniquely positioned to deliver meaningful value, and we look forward to supporting the NHL’s continued growth and success worldwide.Brad Loder, on Corpay’s NHL agreement
Marketing the rails, not just the sign
The sports work is the visible edge of a broader marketing remit. During Loder’s tenure, the cross-border business has announced payment tracking through Payments GPS, Multi-Currency Accounts, integrations with automation providers and the use of blockchain infrastructure to facilitate client foreign-exchange conversions. He has also promoted conversations about compliance, sanctions and business email compromise. A credible payments brand needs both halves: the thing people remember and the controls that let a finance team sleep.
His public framing of product development is similarly grounded. In the Multi-Currency Accounts announcement, the stated process was ongoing client research, competitor analysis and customer feedback. The goal, he said, was not only to build the product but to improve clients’ future success. It is corporate language, but it identifies the right centre of gravity. Product marketing begins with what a customer is trying to do after buying the product.
The newest partnerships widen the arena without changing the logic. BLAST brings esports and new competitive formats. Fever brings ticketing and live entertainment across North America, Mexico, the UK, Europe, the Middle East, Africa and Asia-Pacific. Each addition looks different on a poster. Each contains the same treasury question backstage.
The lesson inside the logo
There is a portable idea in Loder’s work for anyone marketing a technical service. Begin with a place where the customer’s problem is already in motion. Do not ask an audience to imagine cross-border complexity if a travelling league, touring event or international club can show it. Do not make a partnership carry only awareness when it can also produce access, use and proof.
The second lesson is patience. Loder’s career has accumulated rather than lurched: funds, assistance, payments, business development, sponsorship and the chief marketing role. The categories changed, but each stage dealt in reducing uncertainty around consequential decisions. His public footprint is mostly the work itself - product launches, partner renewals, executive comments and industry conversations. That is fitting for an operator selling infrastructure. The biography sits backstage because the system is supposed to be the star.
When a match begins, nobody wants to think about settlement rails or currency exposure. When a global organization closes its books, somebody must. Loder has built a marketing strategy in the distance between those two moments. The crowd sees the badge. The finance team sees the plumbing. Corpay gets to speak to both.