As the esports first and focused agency landscape continues to mature, Nathan Edmonds’ Get In has carved out a distinctive path, built on sustainability, genuine relationships, and an unlikely partnership with English football’s governing body. With the agency now partnering with the upcoming Global Esports Industry Week 2026, Edmonds reflects on two years of hard-won lessons.
When Nathan Edmonds left his previous agency job in early 2024, he didn’t have a grand plan. He knew he wanted to ‘ride solo for a little while’, but the birth of Get In was almost accidental.
‘I had three friends, industry friends – one now works for a big football club here in the UK, one works for a very big esports team in a senior role, the other works for a big US agency – we were going to found it together,’ Edmonds recalls in an interview with The Esports Radar. ‘We’d all split the money for the logo. They all sent me 50, 100 pounds, whatever it was.’
But when push came to shove, the others chose the security of their full-time roles. Edmonds, however, was ready to take the risk. He launched officially at the end of April 2024, waited until he had clients on board, and announced Get In to the world that July. His former co-founders never asked for their logo money back. “That was their kind of ‘good luck on this venture’ treat to me,” he says.
Two years on, that gamble has paid off – though not without some genuinely terrifying moments along the way. For an industry often characterised by protective posturing and guarded relationships, Edmonds was pleasantly surprised by the reception. Before launching, he emailed virtually every agency he had any connection with, offering a heads‑up rather than a threat.
“Pretty much everyone replied, except maybe one or two, all saying ‘good luck, this is super exciting, we’ll look out for the post and support you,’” he says. ‘Those agencies still bring us work to this day.”
The approach has become something of a Get In hallmark. ‘I was worried that I didn’t want to be perceived as, “Oh, here comes another agency. Just what the industry needed,”’ Edmonds admits. Instead, he found an ecosystem surprisingly willing to share.
That casual start belied a deeper foundation. Edmonds has been embedded in esports and social media for nearly a decade. Before Get In, he cut his teeth as CEO of Radiant Esports, a four-year stint that taught him the realities of running a business from the ground up. He then moved through a series of increasingly senior social and marketing roles: Digital Marketing Specialist at Esports Insider, Social Media Manager at Gfinity’s esports solutions division, and then a near-two‑year stretch as Social Media Manager at GIANTX. A brief but impactful spell as Head of Community & Marketing at Hitmarker followed in early 2022, rounding out a CV that spans content strategy, campaign management, and the kind of hands‑on creative work that would later define Get In’s service offer.
However, the path was not a walk in the park. The first year was actually brutal for business development. Yes, there was a retainer with FACEIT (from the ESL FACEIT Group, where Edmonds had been offered a full‑time role before pivoting to bring the work under his new agency umbrella). But that alone couldn’t sustain three full‑time employees.
“[With a certain client] we’d been overdue on an invoice by like three months. It wasn’t looking like it was going to be paid anytime soon, and I didn’t know how I was going to afford to do the first payroll,” Edmonds says, the memory still carrying an edge of anxiety. “Kind of embarrassing because it’s your first proper one.”
The client paid two days before deadline. “Total relief.”
That close call shaped Get In’s financial philosophy. “Since then, we’ve been pretty sustainable in our approach to build up the bank and build up the reserves to make sure we have that safety net,” Edmonds explains. “Operate a business where you have that sustainability rather than stressing about continuously getting work.”
The strategy has paid off. “2026 has been especially very kind to us. We’ve got a nice set of retainers and a nice base of revenue coming in now.”
Esports’ ‘crazy deadlines’: A challenge turned into opportunity
Get In’s most unexpected milestone came via a LinkedIn post. Edmonds was tagged in a pitch notification for the Football Association (FA), England’s oldest governing body in sport, and decided to take a shot despite the agency’s minimal sports pedigree.
But the FA, particularly its Club Hub division, valued something else: esports‑born agility. After a paid stage‑two pitch (“a very strange thing because it doesn’t really happen too much in video games or esports”) Get In won the work. That led to a ten‑month retainer, recently renewed for another twelve months.
The result? Revenue now splits evenly three ways: one‑third esports, one‑third video games, one‑third sports. “The first year was pretty much 70% dominated by esports,” Edmonds notes. “I went in with the intention for year two knowing we have to diversify.”
Working across all three sectors has given Edmonds a unique comparative lens. And what he’s observed isn’t flattering to his home industry: “In esports, we’ve become accustomed to these normal crazy deadlines. They’re normal, but they’re not normal at all. In sport, you’re rarely given last‑minute deadlines that are so ridiculous.”
That dysfunction, however, has become an unexpected asset. “When we do complete work, a lot of the reactions from sports clients would be ‘guys, you work really quick.’ And it’s like – that’s not necessarily trying to impress them. That’s just what’s been taught over a decade within esports.”
The budgets are different too. “In sports, budgets are not only higher, but expectations are realistic.” Video games has been similarly welcoming. “Our expansion into video games has been so lovely because everyone’s been so kind and courteous and always willing to speak to us regardless.”
By contrast, Edmonds describes esports as an industry with “protective personalities who’ve earned their spot and don’t necessarily want anybody else. They maybe see everybody else as a bit of a threat.”
The ego trap: Why bigger isn’t better
“Finding the right people – a good accountant, a good lawyer – is like moving into a new house and finding a good plumber and electrician.” Get In brought on Anna Baumann, Strategic Advisor, early, taking a small stake in exchange for advisory and legal support. ‘Without that select group of trusted friends and allies, I don’t know what we’d do.’
Early on, Edmonds was fixated on growth. “I remember going to Anna and being very adamant on growing the team. She quickly shut that down. She said it doesn’t matter how many members you’ve got, it matters more about revenue.”
Then he became revenue‑obsessed. “The reality is, whilst revenue is important, it’s then driven down by profit and margin. You could make £100k revenue, but if you’re losing £10k, it’s not sustainable.”
That clarity has kept Get In lean. The agency has operated as a team of three for about eighteen months. “I don’t want to ever put the current team at risk just because my ego wants to have a bigger team.”
Not that he’s immune to the temptation, but the approach can be a lesson for growing businesses in diverse markets: “I always get advice: ‘You should be charging more.’ But there’s a time and place for that. Slowly increase the value of what you offer.”
Looking ahead, Edmonds sees three horizons. First, more sports work – leveraging the FA relationship as a flagship case study. Second, deeper expansion into video games. Third, regional growth, particularly in the MENA region.
“The Esports World Cup (EWC) and everything hosted in Saudi is really interesting. I had the opportunity to visit at the start of the year to get a lay of the land, meet a few people, shake some hands.”
He’s also had to accept a reality he initially resisted. “Midway through year two, I went through a phase of, ‘I don’t want to go to any more events. They’re so time‑consuming.’ But the reality check is you absolutely have to be present. In the first few years of the business, if the founder isn’t attending these things and just sending everybody else, then what’s the point?”
Advice for Incoming
In a curious take, while traditional agencies are increasingly tapping into esports or even looking for breaches to expand in the industry, Get In is doing the reverse move: Esports-born, the agency is looking to expand in different fronts. For traditional agencies eyeing esports – or any newcomers trying to break in – Edmonds offers a warning born of watching countless failed attempts over the past decade.
“The industry has been set up on a lot of freebies. Everyone tries to come in with some kind of new concept, it fails, and then they go running and never come back. It’s such a shame.”
His prescription: do the homework. “Any bit of research, education, or spending time before you enter would quickly discover that these problems are more systemic than you think. Just because you solved a problem in another industry doesn’t mean you can copy‑paste and solve everything here.”
The stakes are high. “You really have a few opportunities to keep them engaged. If you lose them at the first stab, it’ll take another decade of leadership swaps and changes for them to go, ‘Should we entertain it again?’”
Despite the competitive positioning, Edmonds refuses to see other agencies as enemies. He name‑checks Swipe Right, Yrs Truly, and The Story Mob as inspirations.
‘There’s no beef, no drama. I don’t look at any agency and go, ‘Oh, they’re our competitors, we need to beat them.’ I think there’s enough work for everybody to eat at the end of the day.”
That ethos extends to how Get In handles referrals. “We don’t do influencer or PR. If somebody comes to us with an influencer project, we don’t go, ‘yeah, we’ll do it and just take the revenue.’ We say ‘here’s a recommendation.’ So many people do that for us too.”
Global Esports Industry Week 2026: A Natural Partnership
As Get In enters its third year, the agency has also signed on as a partner for the upcoming Global Esports Industry Week 2026, an event that brings together stakeholders from across the competitive entertainment ecosystem. For Edmonds, the alignment is natural.
‘We’ve always believed in the importance of bringing the industry together, not just to talk, but to actually solve problems,” he says. “Global Esports Industry Week represents exactly that kind of collaborative energy. It’s not about claiming territory; it’s about building something sustainable together.”
The partnership reflects Get In’s broader philosophy: an esports‑born agency that has learned to thrive by looking outward, building bridges rather than walls, and measuring success not by headcount but by longevity.
When this interview is published, Edmonds may be at the House of Lords in the Houses of Parliament. He also sits on the UK esports advisory panel, which Get In helped create.
“I really like the things I can point to and show my family, because they don’t really get it. For the past six, seven years, they’ve not fully understood what I do.”
Taking his father to a Wembley match, courtesy of the FA, changed that. “Those moments are really special. When my family gets on board and sees, ‘Oh, this is pretty cool. It’s that serious.’”
With clients like Red Bull regularly coming back for new projects, Edmonds and Get In can be proud of these two years and find some time to enjoy the view. The two‑year birthday video the team made forced another moment of reflection. “It was like, “Wow, look at that work we’ve done. Oh my God, I forgot about this.’ You’re so ingrained in making sure the business survives that you forget all the cool stuff you’ve done.”
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