When the club is spending,
but not moving forward
Many clubs have good people, serious ambition and valuable assets. Yet the main decisions are often made separately: the team, transfers, costs, revenues and organisation.
The club spends more, but sporting performance, player value and financial strength do not improve at the same pace.
THE PRESSURE POINTS
01
SQUAD COST
The wage bill rises, but the results do not.
02
PLAYER TRADING
Transfers create activity, but little player value.
03
OWNER FUNDING
More capital is needed every year to cover losses and keep the club moving.
04
UNDERUSED ASSETS
Academy, commercial and infrastructure opportunities are left underused.
05
MISALIGNED DECISIONS
Ownership, management and football are working towards different priorities.
What I help owners and CEOs decide
The decisions that determine how the club performs, grows, and creates value.
SQUAD AND PLAYER TRADING
CAPITAL AND GROWTH
ORGANIZATION AND EXECUTION
Budget, contracts, player value, and transfers
Owner funding, costs, assets, and revenue opportunities
Clear roles, shared priorities, and follow through.
Ways to work together
Each engagement starts with an important club decision
01
CLUB VALUE ASSESSMENT
Four weeks to answer one important question and decide what to do next.
02
CLUB VALUE TRASFORMATION BLUEPRINT
A 90-day plan that connects football, finances, and organizations around the club's priorities.
03
EXECUTION PARTNERSHIP
Ongoing suport for owners and executives implementing the decisions that matter most.
Advice shaped by capital and football
My perspective combines 15 years in finance with work in club transactions, football operations and multi-club ownership.
15 YEARS IN FINANCE
Working with football owners, players, and agents.
CLUB TRANSACTIONS
Acquisitions, due diligence and strategic decisions.
CLUB STRATEGY AND OPERATIONS
Experience inside multi-club ownership.
How I think about football clubs
Contemporary Football is my newsletter about the decisions that shapes football clubs: ownership, player trading, capital, strategy, and organization.
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