Arbitration for Business, not for Sport examines the behavioural and incentive structures that determine whether arbitration delivers efficiency or degenerates into process-driven excess. It explores how the expertise of arbitrators and counsel – expressed through procedural leadership, proportional decision-making, and evidence discipline – directly shapes outcomes. The discussion challenges tribunal passivity, over-lawyering, and risk-averse habits that delay resolution and inflate cost. The focus is on accountability and cultural change needed to drive arbitration toward its true endgame: enforceable, commercially meaningful results.