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Muscle memory loss

The Enhanced Games forget what sport is supposed to be for

January 12, 2026

7 min read

January 12, 2026

7 min read

Photo: Dreamstime.

September 24, 1988. Seoul’s Olympic Stadium. Ben Johnson tears through the finish line in 9.79 seconds, his index finger jabbing skyward before he even crosses it. The Canadian has just obliterated his own world record and humiliated Carl Lewis, America’s golden boy. Back in Toronto, Prime Minister Brian Mulroney rings to offer congratulations on live television. Newspapers scramble to coin superlatives. ‘Benfastic!’ screams the Toronto Star.

Fifty-five hours later, Johnson is on a plane home in disgrace. The Olympic Doping Control Center has found stanozolol, an anabolic steroid, swimming through his urine. Gold medal gone. World records erased. Mulroney’s phone call replayed endlessly as evidence of a nation, a world, duped.

That should have settled matters. Nearly four decades on, however, a consortium of Silicon Valley libertarians has concluded that Johnson’s real error was the hiding, not the doping. Their solution? Make sure nobody has to hide at all.

The Enhanced Games, coming to Las Vegas in May 2026, will allow—indeed celebrate—performance-enhancing drugs. Peter Thiel has invested. So have Christian Angermayer and Donald Trump Jr. Prize money runs to 500,000 US dollars per event; break a world record and you pocket an extra million. Aron D’Souza, the Australian tech entrepreneur behind the venture, dismisses the World Anti-Doping Agency as an “anti-science police force”. He is not joking. This is not the reinvention of sport. It is its degradation dressed up in libertarian cosplay.

A sordid history

The Enhanced Games’ backers argue they are merely dragging an open secret into the light. They have a point about prevalence, if nothing else. A 2017 survey commissioned by WADA found that nearly half of elite athletes admitted anonymously to using banned substances, while only one-two per cent are ever caught. The history of doping is littered with household names. Marion Jones, America’s golden girl of the Sydney 2000 Olympics, returned five medals and spent six months in prison after admitting she had lied to federal investigators about her steroid use. Lance Armstrong’s seven Tour de France titles were stripped in 2012 after revelations of an elaborate doping scheme involving blood transfusions, EPO, and testosterone. He had been tested more than 200 times and never officially failed.

The most chilling precedent, though, comes from East Germany, where a state-sponsored programme turned the Communist country into an athletic superpower. Many athletes were unwitting participants, doped as teenagers without their knowledge. The long-term consequences—liver damage, infertility, hormonal disorders—haunt survivors to this day. Records set during that era remain on the books, an uncomfortable reminder that “clean” sport has always been a somewhat aspirational concept.

But here is where the Enhanced Games’ logic collapses into itself. The argument that doping is widespread is not, in fact, an argument for legalising it. It is an argument for better enforcement. That cheating exists does not make it virtuous; it makes it common.

The body as collateral damage

The medical literature on performance-enhancing drugs makes for grim reading. Anabolic steroids do not merely build muscle; they also damage the heart, liver, and endocrine system. Users report depression, aggression, and in some cases suicidal thoughts. EPO—the blood-boosting drug of choice for endurance cheats—thickens blood to the consistency of motor oil, dramatically raising the odds of stroke or cardiac arrest. Between 1990 and 2012, the National Institute on Drug Abuse identified 19 deaths in published case reports linked to steroid use, though the true figure is almost certainly higher given chronic underreporting. Blood doping has killed cyclists in their sleep.

D’Souza’s answer to all this is medical supervision. Competitors will use only FDA-approved substances, he says, and their health will be tracked for five years after competition. This sounds reassuring until you consider that the doses athletes use to gain competitive advantage frequently exceed anything ethically tested in clinical trials. The Endocrine Society has warned that the true adverse effects of many performance-enhancing drugs remain poorly understood precisely because researchers cannot ethically administer the quantities that athletes actually consume.

The moral hazard extends well beyond the competitors themselves. The Enhanced Games insist their event is ‘not for young athletes’—a disclaimer that manages to be both self-aware and utterly naïve. Young athletes who fall just short of elite level already face enormous pressure to find any edge they can. A competition that explicitly rewards pharmaceutical enhancement, broadcast to millions, sends an unmistakable message: natural ability and hard work are not enough. The International Federation of Sports Medicine has expressed concern that the Enhanced Games will exploit young people. They are right to worry.

The shoes don’t fit

One of the favourite arguments put forward by advocates of doping in sport involves running shoes. If Nike’s Vaporfly trainers—with their carbon-fibre plates and energy-returning foam—are permitted, they ask, why not testosterone? It is a clever piece of rhetoric that collapses under the slightest scrutiny.

Sport has always drawn lines around technology—it just tends to draw them after the fact. Speedo’s LZR Racer swimsuit helped athletes smash 23 of the 25 world records broken at the 2008 Beijing Olympics; swimming’s governors duly banned it. Nike’s Alphafly prototypes carried Eliud Kipchoge under the two-hour marathon barrier; World Athletics responded with rules capping sole thickness and the number of carbon plates. The pattern is consistent: kit that warps the competition gets debated, limited, or thrown out entirely.

More importantly, equipment and drugs are categorically different. A shoe does not rewire your endocrine system. A carbon-fibre pole does not cause liver failure. A swimsuit does not trigger depression or aggression. The false equivalence between external technology and internal chemistry is either intellectually lazy or deliberately misleading—and either way, it is fatuous.

Reinvention worth having

If you wanted to actually reinvent sport—to tackle the problems D’Souza claims to care about—you would not start by pumping athletes full of testosterone. You might begin with money. Most swimmers, even world-class ones, earn shockingly little; Britain’s Elite Athletes Association has warned that two-thirds of Paris 2024 Olympians cannot afford to keep training until Los Angeles 2028 without more funding. Revenue-sharing models could help. So could transparent governance that does not require a federal investigation to expose corruption. Anti-doping programmes that actually catch more than just a few cheats would restore some credibility. Technology can play a role too, where it makes sport safer or more watchable. None of this requires turning competitors into lab rats.

The Enhanced Games offer none of this. What they offer instead is a spectacle funded by venture capital and built on the proposition that human beings are merely hardware to be optimised.

The head of the US Anti-Doping Agency, Travis Tygart, has called the Enhanced Games a “clown show“. World Aquatics described it as “a circus, built on shortcuts”. Both are right, but perhaps too generous. Circuses at least acknowledge they are entertainment. The Enhanced Games want something more: to redefine sport itself in their own image, to declare that the old rules about fairness and health were always arbitrary, and that the only authentic competition is one where chemical enhancement is just another input to be optimised.

Ben Johnson, now in his sixties, still insists he deserves his place among the greats. Perhaps the Enhanced Games will give him closure. But they will not reinvent sport. They will simply remind us why we banned doping in the first place.

Photo: Dreamstime.

Reinvantage Insight

Reinvantage Insight

The byline Reinvantage Insight is used to denote articles to which several members of the Reinvantage insight and analysis team may have contributed.

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Case study: Global technology company

1. The Client

A global technology company operating across EMEA, with a regional HQ in Istanbul. The company manages 20+ markets, handling everything from brand campaigns to strategic partnerships.

Role we worked with: The EMEA Head of Marketing (supported by two regional managers).

2. The Challenge

Despite strong products and a respected global brand, the regional team was struggling with:

  • Misaligned strategy across markets → campaigns executed with inconsistent narratives.
  • Slowed growth → lead generation plateaued despite increasing spend.
  • Internal friction → marketing, sales, and product teams disagreed on KPIs and priorities.

Traditional fixes (more meetings, more reporting) only created more noise.

3. The Sprint

We ran a 10-day Remote Reinvention Sprint with the regional HQ team.

  • Day 1–3: Intake → Reviewed decks, campaign data, and plans.
  • Day 4: Sprint Session (90 mins) → Breakthroughs:
    • Sales and marketing had different definitions of “qualified lead.”
    • 40% of spend was going into low-potential markets.
    • The team assumed the problem was lack of budget, but it was actually lack of alignment.
  • Day 5–10: Synthesis → Insights distilled into a Clarity Brief + Insight Canvas.
4. The Breakthrough

The Sprint uncovered that the issue wasn’t budget, but fragmentation.
Three sharp insights unlocked a way forward:

  1. Unified KPIs bridging marketing + sales.
  2. Market prioritisation → shifting budget to 5 high-potential markets.
  3. Simplified narrative → one EMEA core story, locally adaptable.
By just realigning resources and focus, the client could unlock an estimated £250,000 in efficiency gains within the next 12 months — far exceeding the Sprint’s value guarantee. The path to higher returns was already inside the business, hidden by misalignment.
5. From Sprint to Action (4 Pillars Applied)

With clarity secured, Reinvantage didn’t suggest “more projects.”

Instead, we used the Sprint findings to create laser-focused next steps — drawing only from the areas that would deliver the most impact:

  • Readiness → Alignment workshops for sales + marketing teams. New playbooks clarified “qualified lead” definitions and reduced internal disputes.
  • Foresight → A market-opportunity scan identified which 5 countries would deliver the highest ROI, removing the guesswork from allocation.
  • Growth → Guided the reallocation of €2M budget and designed a phased rollout strategy that protected risk while maximising return.
  • Positioning → Built a messaging framework balancing global consistency with local nuance, ensuring campaigns spoke with one clear voice.

Because the Sprint had stripped away noise, these actions weren’t generic consulting ideas — they were directly tied to the breakthroughs.

6. The Results
  • +28% increase in qualified leads across the region.
  • 30% faster campaign rollout due to streamlined approvals.
  • Budget efficiency gains → €2M redirected from low-return to high-potential markets.
  • Internal cohesion → marketing + sales now use a single shared dashboard.
The client came in believing they needed more budget.
The Sprint revealed that what they really needed was clarity and alignment.

With that clarity, the four pillars became not theory, but practical tools to deliver measurable impact.

The Sprint guaranteed at least £20,000 in value — but in this case, it helped unlock more than 10x that within six months.

Case study: Regional VC fund & accelerator

1. The Client

A regional venture capital fund and accelerator focused on early-stage tech start-ups in the Baltics and Central Europe.

The fund had raised a new round and was under pressure to deliver stronger returns while also building its reputation as the go-to platform for founders.

Role we worked with: Managing Partner, supported by the Head of Portfolio Development.

2. The Challenge

Despite a promising portfolio, results were uneven.

Key issues:

  • Scattered portfolio support → no consistent playbook for start-ups, every partner did things differently.
  • Weak differentiation → founders and co-investors saw the fund as “one of many” in the region.
  • Stretched team → too many small bets, not enough clarity on which companies to double down on.

The leadership team knew something was off, but disagreed on whether the issue was pipeline quality, market conditions, or internal capacity.

3. The Sprint

We ran a 10-day Remote Reinvention Sprint with the partners and portfolio team.

  • Day 1–3: Intake → Reviewed pitch decks, pipeline funnel data, and start-up performance reports.
  • Day 4: Sprint Session (90 mins) → Breakthroughs:
    • No shared definition of a “high-potential founder.”
    • Support resources were spread too thin across the portfolio.
    • The fund’s positioning was more reactive than proactive — it didn’t own a distinctive narrative in the market.
  • Day 5–10: Synthesis → Insights consolidated into a Clarity Brief + Insight Canvas.
4. The Breakthrough

The Sprint revealed that the challenge wasn’t pipeline quality — it was lack of focus and positioning.

Three core insights provided the turning point:

  1. Portfolio Prioritisation Framework → defined clear criteria for where to double down.
  2. Founder Success Playbook → standardised support model for portfolio companies.
  3. Differentiated Narrative → repositioned the fund as “the accelerator of reinvention-ready founders.”
These shifts alone gave the fund a path to add an estimated £2M+ in portfolio value over the following 18 months, by concentrating capital and resources where they could move the needle most.
5. From Sprint to Action (4 Pillars Applied)

With clarity from the Sprint, Reinvantage created a tailored support plan:

  • Readiness → Coached partners on using the new prioritisation framework and trained the team on deploying the Founder Success Playbook.
  • Foresight → Ran scenario analysis on regional tech trends, helping the fund anticipate where capital would flow next.
  • Growth → Guided resource reallocation across the portfolio and supported new co-investor pitches for top-performing start-ups.
  • Positioning → Crafted a sharper brand story for the fund, positioning it as the reinvention partner for globally minded founders.
6. The Results
  • 10 portfolio companies onboarded to the new Playbook → greater consistency of support.
  • Raised follow-on capital for 3 top start-ups with the new prioritisation framework.
  • +26% increase in inbound deal flow from founders citing the fund’s new positioning.
  • Stronger internal cohesion → partners aligned on where to focus resources.
The client thought the problem was pipeline quality.
The Sprint showed it was actually lack of clarity and focus inside the firm.

By applying the four pillars, Reinvantage helped turn scattered effort into concentrated value creation.

The Sprint guaranteed at least £20,000 in value; here it set the stage for multi-million-pound upside in portfolio growth.

Case study: International impact Organisation

1. The Client

A large international impact organisation focused on entrepreneurship and economic empowerment.
The organisation runs multi-country programmes across Eastern Europe and Central Asia, often in partnership with global donors and corporate sponsors.

Role we worked with: Senior Programme Director, responsible for regional coordination.

2. The Challenge

The organisation had launched a flagship regional initiative supporting women entrepreneurs, but the programme was underperforming.

Key issues:

  • Fragmented delivery → each country office interpreted the programme differently.
  • Donor frustration → reporting lacked consistency and clear impact metrics.
  • Lost momentum → staff energy was spent on administration rather than scaling success stories.

Traditional programme reviews had produced long reports, but no real alignment or action.

3. The Sprint

We ran a 10-day Remote Reinvention Sprint with the regional leadership team and representatives from two country offices.

  • Day 1–3: Intake → Reviewed donor reports, programme KPIs, and field feedback.
  • Day 4: Sprint Session (90 mins) → Breakthroughs:
    • Donors cared about quantifiable outcomes, but reporting focused on stories.
    • Staff were duplicating efforts across countries, wasting time and resources.
    • The initiative lacked a clear theory of change — everyone described its purpose differently.
  • Day 5–10: Synthesis → Insights distilled into a Clarity Brief + Insight Canvas.
4. The Breakthrough

The Sprint revealed that the issue wasn’t donor pressure or programme design — it was a lack of shared framework and alignment.

Three critical insights reshaped the path forward:

  1. One Unified Theory of Change → agreed narrative for why the programme exists.
  2. Core Impact Metrics → clear, comparable KPIs across all countries.
  3. Smart Resource Sharing → digital hub to stop duplication and accelerate knowledge flow.
By eliminating duplicated reporting and clarifying what success looks like, the client saw they could save the equivalent of £100,000 in staff time annually — while also unlocking stronger donor confidence and follow-on funding opportunities.
5. From Sprint to Action (4 Pillars Applied)

Armed with Sprint clarity, Reinvantage proposed a laser-focused support plan:

  • Readiness → Trained programme leads on using the new metrics and integrated them into existing workflows.
  • Foresight → Analysed donor trends and expectations, aligning the initiative with the next funding cycle.
  • Growth → Developed a funding case based on the new unified theory of change, securing higher renewal chances.
  • Positioning → Crafted a regional success narrative and storytelling toolkit, helping them showcase results consistently across markets.
6. The Results
  • 30% less time spent on reporting → freed capacity for programme delivery.
  • Donor satisfaction improved → positive feedback on the clarity of impact evidence.
  • Secured new funding commitment → one major donor increased their contribution by 20%.
  • Stronger internal morale → staff felt they were working with clarity, not chaos.
The client thought it needed better donor management.
The Sprint revealed it needed a shared foundation across its teams.

By anchoring on the four pillars, Reinvantage turned alignment into efficiency gains and fresh funding opportunities.

The Sprint guaranteed at least £20,000 in value; here it unlocked both six-figure savings and future-proofed funding.

Case study: National digital development agency

1. The Client

A national digital development agency tasked with driving the government’s digital transformation agenda, including e-services, citizen portals, and smart city pilots.

Role we worked with: Director of Digital Transformation, supported by IT and service delivery leads from three ministries.

2. The Challenge

The agency had strong political backing but faced hurdles in implementation.

Key issues:

  • Siloed projects → each ministry developed digital tools independently, leading to duplication.
  • Citizen frustration → services were digital in name, but still required multiple logins and offline steps.
  • Funding pressure → international partners demanded clearer impact in the short term.

The agency wanted to accelerate momentum but struggled to get alignment across ministries.

3. The Sprint

We ran a 14-day Immersive Reinvention Sprint with the agency’s leadership and digital focal points from three ministries.

  • Day 1–3: Intake → Reviewed strategy docs, donor reports, and citizen feedback data.
  • Day 4: Immersive Sprint Session (half-day) → Breakthroughs:
    • Each ministry had different definitions of “digital service.”
    • 20% of budget was going into overlapping pilot projects.
    • Citizens’ top frustrations were known — but not prioritised.
  • Day 5–14: Synthesis → Insights consolidated into a Clarity Brief + Insight Canvas.
4. The Breakthrough

The Sprint revealed that the biggest blocker wasn’t lack of funding, but lack of shared priorities.

Three practical insights stood out:

  1. One Definition of Digital Service → agreed across ministries.
  2. Quick-Win Prioritisation → focus on top 3 citizen pain points (ID renewal, business registration, healthcare booking).
  3. Shared Resource Map → pool budgets to eliminate duplication.
These changes alone allowed the agency to unlock £75,000 in immediate savings and deliver 2–3 visible improvements in the next quarter — meeting donor expectations and building citizen trust.
5. From Sprint to Action (4 Pillars Applied)

Based on the Sprint clarity, Reinvantage proposed a modest, targeted package of support:

  • Readiness → Facilitated inter-ministerial workshops to embed the “one digital service” definition.
  • Foresight → Analysed citizen feedback trends to shape the quick-win roadmap.
  • Growth → Supported the reallocation of funds to joint projects, reducing overlap.
  • Positioning → Crafted a communication plan highlighting early digital wins to donors and citizens.
6. The Results
  • 2 pilot services integrated into the central portal (ID renewal + healthcare booking).
  • Budget savings of £75,000 from eliminating overlapping projects.
  • Citizen satisfaction up modestly → call centre complaints on digital services dropped by 12%.
  • Donor confidence improved → short-term impact report received positive feedback.
The client thought it needed more funding and bigger projects.
The Sprint revealed it first needed clarity and alignment.

By applying the four pillars to a targeted scope, Reinvantage helped deliver visible results within a single quarter — proving progress to citizens and donors and laying the groundwork for deeper transformation.

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