On The Front Foot Issue 12

ON THE FRONT FOOT S E P T E M B E R 2 0 2 0 I S S U E T W E LV E

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Steve Parish CRYSTAL PALACE MOVE FORWARD WITH ACADEMY PLANS AS IT ACHIEVES CATEGORY 1 STATUS

STEVIE WARD: MOVING SOCIETY TO A PLACE BEYOND STIGMA

EDUCATION IS VITAL TO THE FUTURE OF THE GLOBAL SPORTS INDUSTRY

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Editor Kai McKechnie kai@premiersports.agency Contributors Bradleigh Amis, James Parker, Jake Wilkin Advertising To enquire about advertising please contact: Jordan Rockall jordan@premiersports.agency +44 (0)20 3983 6653 Design Neil Shand – Shand Media Published by Premier Sports Network To send feedback or articles for publication contact Premier Sports Network at: enquiries@ premiersportsnetwork.com

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As with other industries, sport has faced many challenges over the last few months due to the global pandemic that has seen worldwide lockdowns continue throughout the summer and forced industries into a downward spiral.

During this time, we have been working hard, particularly during the initial shutdown in March, to remain connected and support our network as much as possible.

As part of Premier Sports Network’s continued commitment to the sharing of best-practice across the industry, we have hosted a number of webinars exploring topics across Finance in Sport and Player Care, as well as a series of private and confidential roundtable discussions that have brought together like-minded counterparts across sport to share ideas, resolve challenges and implement forward planning for a sustainable and successful future.

We hope that those who have participated in these sessions already have been inspired by others to adopt new innovations within their fields to develop new ways of operating for the foreseeable future, and look forward to welcoming even more professionals across sport to network in a comfortable setting that connects the sports industry during unprecedented times.

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On The Front Foot is published by Premier Sports Agency Ltd. ©2020.

All rights reserved. No part of this publication can be reproduced without permission.

ISSUE TWELVE ★ SEPTEMBER 2020

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CONTENTS

38 34

24

42

54

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05

Steve Parish on Palace achieving category 1 status

06 FINANCE IN SPORT

PLAYER CARE

Sponsorship

Moving society to a place beyond stigma 38 Leicester City launch women’s team 41 Oxford United’s mindset master 42 Education the future of global sport 46 Teams invest in athlete engagement platform 48 Preparing for a return to play 50 KNVB pilot women to play men’s football 51 Promoting upcoming sports talent 52 Supporting Rugby’s elite 54 Career opportunities in property 56 Sharks’ welfare emphasis convinces Tuilagi to join 58 UK Sport deny risking athletes’ welfare 60 Job Vacancies 62

UK gambling sponsorship under threat Airlines sports sponsorship World’s most valuable football brands

10 12 14

Governance Middlesex Cricket: The impact of COVID-19 16 Wrongful Trading rules 18 Office independence for your Finance Team 20 BeIN Sports banned from Saudi Arabia 21 Sports look to strengthen their online defences 22

Investment American’s investing into European football Williams racing acquisition Considerations for acquisitions in sport Serie sets limit on private equity investment RedBall begins search for sports franchise AS Roma takeover MLS set to allow private equity ownership 49ers ready to help Leeds United

24 27 28 29 30 32 33 34

Technology Aser Ventures launches streaming service Sky launch NFL network in Europe

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STEVE PARISH

STEVE PARISH ON PALACE ACHIEVING CATEGORY 1 STATUS Following an independent assessment, the Premier League awarded Crystal Palace FC’s Academy Category 1 status in July – the highest category possible for academies in the country. Premier Sports Network sat down with club chairman Steve Parish to discuss the incredible achievement and what the promotion means for the club.

What does achieving Category 1 Academy status mean for the club in terms of recruitment and retention, especially given the saturation of big clubs in London?

“We have a proud history of nurturing exceptional young footballers, and we want to ensure that the best young players are playing here and developing their careers at Crystal Palace. Whilst we have enjoyed great success developing players, our ambition is to capitalise further on the hotbed of footballing talent in south London. Achieving Category 1 status and developing new playing facilities, exceptional education and player care provision will enable us to attract and develop the next generation of Wilfried Zahas and Aaron Wan-Bissakas, as well as hopefully ensuring those who don’t make it in professional football will leave better for the time they spent with us.”

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How will this status improve the development of young players and what opportunities will now be available for them?

“Category 1 status and the investment we are making will improve the facilities and the coaching, as well as the monitoring, education and mentoring, ensuring our young people will have the very best chance of making a success as footballers and in life. Playing against the best teams in the country will develop our young players and our ambition is to have a first-team squad of 25 players with as many as possible being academy graduates and development players.”

What was the biggest challenges the club have had to overcome to reach this achievement?

“The first challenge was to secure the land for the site, which was a huge undertaking when land is at such a

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STEVE PARISH

premium within the M25. We signed a 75-year lease for the site in 2018, then negotiated with other tenants to ensure we had sole use of the site and could achieve our vision for the Academy.

“We applied for planning permission late last year - to design, plan and secure permission, enabling work on the site in just a few months, was an incredible achievement, especially with all the disruption caused by coronavirus. It is testament to an immense amount of hard work from our staff and partners and the support we received from Bromley council and Sport England as well as local residents.”

Behind the scenes, what initiatives have been introduced to support the wellbeing of players?

“We have announced an education partnership with Oasis UK, which runs 52 Academy schools. We spoke to the country’s leading education providers and Oasis were the standout choice because they combine educational excellence with a nurturing, character-building approach.

As well as providing educational support from GCSE through to A Level, they will develop the emotional awareness and personal resilience of younger players with full time mentoring and psychological support.”

How important is player welfare in the vision of Crystal Palace and what sets this support apart from other clubs?

“Player welfare is critical. Being thrust into the limelight at 19 or 20 and playing in front of 26,000 people at Selhurst Park or 60,000 at Old Trafford takes mental strength as well as footballing ability and that aspect of things is as important as the coaching. We are putting in place exceptional care, which

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will give these young footballers the best chance to succeed in the game.

But if they don’t make it in football we want them to feel they have received an all-round education and experience that will stand them in good stead, whatever they do in their lives, making a positive contribution to society and their communities.”

A large investment has been made into developing the academy, but can you share more information where the investment has been made? (ie. new facilities, staff etc.)

“There will be a new medical treatment, rehabilitation and sports science facility.

The playing facilities will be transformed, we will have a full-size covered pitch; a full-size 3G pitch; and a full-size ‘show’ pitch with seating for up to 500 spectators, as well as six grass training pitches. It means all our young players will be able to train at one site rather than having to travel to multiple sites.

“In terms of staff, we currently employ 35 full-time and 100 part-time staff at the Academy and we expect to recruit up to 20 more scouts to ensure we

continue to unearth the best young talent. We are also building new offices, as well as educational facilities, with five classrooms, lecture rooms and meeting spaces. Eight tutors and a full-time psychologist will be on site to ensure that young players receive the best education and welfare provision.”

What are the next goals for the academy?

“Our vision is simple: to make the Academy the best in the world. We also want to use the site to enhance our presence in the community, we are examining utilising the space for evening school programmes, encouraged and monitored by playing staff, and also making all facilities available to the Palace For Life Foundation, schools and colleges, running school holiday programmes and other community engagement initiatives.”

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The Elite Player Performance Plan

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n 2012, The Premier League introduced a youth development scheme known as the Elite player Performance Plan (EPPP). The intention of the EPPP is to improve the quality and quantity of home-grown players produced by top English clubs.

The EPPP is a result of consultation between the Premier League, its clubs, representatives of the Football League, the Football Association and other key football stakeholders. As such, every academy across English football is ranked between ‘1’ and ‘4’ based on the criteria they meet. Clubs are assessed on their level of investment, facilities, resources, staffing, and productivity.

Crystal Palace’s Academy will now rank alongside 26 other elite Category 1 Academies such as Liverpool, Manchester United, Arsenal and Chelsea, with both Burnley FC and Leeds United FC also achieving promotion during the 2020 assessments.

The promotion ensures that Palace’s games programme is also enhanced – the under-18s will play in the Premier League: South division, whilst the under-23s will compete in Premier League 2 next season.

Palace has a rich history in developing worldclass football talent, with 36 players coming through the Academy ranks to reach the first-team in the last 15 years, making more than 1,000 appearances collectively for the Eagles. The latest Academy graduate coming through the ranks was full-back Tyrick Mitchell, who made his first appearance against Leicester City towards the end of the delayed 2019/20 season.

The club secured a long-term lease for the Academy site opposite the first-team training ground on Copers Cope Road, Beckenham, in December 2018, with planning permission for a major upgrade to facilities formally granted in June, with works well underway.

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SPONSORSHIP

FINANCE IN SPORT SPONSORSHIP • GOVERNANCE • INVESTMENT • TECHNOLOGY

UK GAMBLING SPONSORSHIP UNDER THREAT DUE TO REVIEW UK government ministers have committed to reviewing the 2005 Gambling Act in a move which could have a significant impact on sponsorship revenues in British Football.

In July, the House of Lords committee called to implement a ban on gambling sports sponsorship, which would be imposed from 2023. They argue that the regulation of gambling is ‘soft’, enabling 24/7 accessibility to place bets. In addition, their concerns surrounding the protection of consumers.

The committee proposed 66 recommendations, which do not require legislation, allowing action to take place.

However, this leaves the EFL and its clubs in a vulnerable position as they both heavily rely on the financial investment and exposure from gambling firms, with 17 out of the 24 Championships teams from the 2019/21 season holding front-

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of-shirt sponsorship deals with gambling brands, while the naming rights of the Football League are held by Sky Bet. In a statement the EFL said, “The Covid-19 pandemic represents perhaps the biggest challenge to the finances of EFL clubs in their history.”

“With over £40 million (US$50.3 million) a season to the League and its clubs, the significant contribution betting companies make to the ongoing financial sustainability of professional football at all levels is as important now as it has ever been.”

What impact would this have on gambling firms who are heavily invested in sports sponsorship? Premier Sports Network spoke with Chief Executive Officer of 12BET, Rory Anderson, who indicated

that “any ban would affect or hurt sports teams and organisations more than it would the gambling operator. There will always be other ways to spend marketing budget and to raise brand awareness.

“For clubs, betting and gaming has been a vibrant sponsorship category that will be tough to replace, especially in the current climate. It’s not just Premier League and Championship football that will feel the impact. We have sponsored events in table tennis, badminton, taekwondo, snooker and pool. Any ban will be a blow for these sports too.”

The committee has recommended that the restrictions surrounding shirt sponsorship from betting companies should not come into effect before 2023 for clubs below the Premier League. What was significant from the committee was there “should be no gambling advertising in or near the sports grounds or sports venues, including sports programmes.”

While 12BET do not have any agreements in place that extend beyond 2023, Rory explained that a “pro rata

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Sponsorship Crisis hit airlines set to review club deals PAGE 12

Serie A League sets 15% limit on private equity investment PAGE 29

“The Premier League is a global sponsorship platform, the current shirt sponsors of Man United and Liverpool are also not doing it with the UK market in mind.” refund would be simple and appropriate.”

He goes on the explain that “British Clubs and organisations are already exploring digital board replacement alternatives, with such systems having been used by La Liga clubs for a few years now. This is where you can purchase branding opportunities by market. Your branding will only be displayed, or digitally imposed on the TV feeds of your choosing. This ability to choose markets can reduce wastage and allow targeted messaging.

“We [12BET] used ‘virtual boards’ during our sponsorship of the table tennis World Championships, we also bought DBR rights for Barcelona and Real Madrid away games. Not having our branding on UK TV feeds would not impact us, or the majority of betting firms that sponsor football

clubs at all. The majority of Betting related sports betting sponsors are not targeting UK punters and do not have many UK based members. The Premier League is a global sponsorship platform, the current shirt sponsors of Man United and Liverpool are also not doing it with the UK market in mind.

When questioned on who should regulate the gambling ban, if imposed, Rory suggested that “Regulation, and limiting the presence of gambling sponsorships would be a better route than a blanket ban.

“There has been too much gambling advertising in and around football. The problem has been two-fold. Firstly, there was the sheer amount of TV advertising around live football games by bookmakers. This problem has

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Leeds United 49ers ready to help Leeds become global force PAGE 34

been solved by the whistle to whistle ad ban implemented in 2019. This ban was imposed by the gambling operators themselves who acknowledged that the level of advertising had become problematic. This was a great example of self-regulation. The second issue is the level of betting related sponsorship.

“The problem here is that when watching a game, you may well see 4 different sports betting companies all advertising at the same match on the same system. This can be 40 minutes of gambling messaging during a 90-minute match.

“This problem could easily be solved with some directive from the EFL and Premier League which stated that each club is allowed one betting advertising partner only, who is limited to 10 mins perimeter LED time per match, balanced out with some responsible gaming messaging. Product category exclusivity is standard for any other sector in the sponsorship space. If it was implemented in football it would make a lot of sense.”

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SPONSORSHIP

AIRLINES SPORTS SPONSORSHIP: A TREASURE CLOSE TO BURNING ITS WINGS WITH THE CRISIS? It is without doubt that COVID-19 has and will continue to have an impact on the economics of sport. Sponsors of different sports have had to make their own decisions about how they will move forward. Some have announced their intentions of renegotiating contracts and others have withdrawn their sponsorship altogether.

One area outside of sport that has been significantly impacted by the pandemic is the airline industry, including the state-owned Middle Eastern airlines that sponsor a number of football clubs across Europe, where economic problems are likely to occur for both the sponsor and the club.

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Jean-Michel Aulas, President of Ligue 1 outfit Olympique Lyonnais (Lyon), saw his side miss out on a Champions League place after the season was cancelled in a move that was not followed by the other top European leagues. However, in February this year, Aulas and Lyon reached an agreement with Fly Emirates to formally become partners in a five-year deal for €20

million per season. The sponsorship would see the Rhone club have ‘Fly Better’ inscribed across their jersey and the Emirates branding in around their stadium. The deal is the biggest sponsorship contract in the club’s history.

When it was announced, Jean-Michel Aulas made no secret of the importance of such a deal.

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“The arrival of Emirates among us represents an incredible opportunity for our club and for our metropolis. We are delighted to be accompanied by a true world-class leader. It is a premium brand with proven experience in football and sports sponsorship.”

If the economic crisis had come into effect just a few weeks earlier, Emirates may have reconsidered formalising a contract of such a magnitude with Lyon, despite clearly being interested in expanding the amount of sporting organisations they have involved themselves with. The Australian Open, the US Open and Formula 1 are just some of the sports outside of football where Emirates branding can be found.

Real Madrid and Arsenal FC are two teams that have an important relationship with the airline company.

Emirates pay Arsenal around €45 million per season and Real Madrid around €70 million.

Talking about the three main state airlines (Emirates, Qatar Airways and Etihad Airways), Professor Simon Chadwick of Birkbeck Sport Business Centre discussed why it is necessary for them to be involved with sport: “Engaging with football and sports clubs allows them to connect with brands that are recognised,” he stated, “The objective is to attract people to their country to develop the business tourism in the region.”

The Brand Finance Group, who assessed the power of brands

around the world, found that companies from the Middle East make up over 30 per cent of sponsorship contracts with the 50 largest European football clubs, with Director Bryn Anderson explaining that “these sponsorship contracts work because football is a globalised sport, which allows airlines with global aspirations to reach customers and potential customers around the world.”

With both sport and aviation almost completely grounded in the last few months, all 69 organisations that are tied with Emirates, Qatar Airways and Etihad Airways have expressed their concern about the financial implications of there being no flights. The International Air Transport Association estimated that in mid-April, there was a fall in revenue of US$314 billion leading to plans

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of 9,000 employees being laid off by Qatar Airways and 30,000 employees at Emirates.

Professor Simon Chadwick doesn’t believe that this will have an impact on the agreed deal between Emirates and Olympique Lyonnais or a disengagement from sport altogether from the Middle Eastern airline: “I don’t see the current contracts ending prematurely. There is a question of pride and logic of partnership to which these companies hold: one does not break up with one’s partner along the way.

“Sports sponsorship is so important for these countries and their soft power, that they cannot really disengage completely.”

There could be bigger concerns for Real Madrid and AS Roma whose deals with Emirates and Qatar Airways end in 2021 and 2022 respectively. Both clubs may find it difficult to negotiate a deal as big as they currently have with the airline company.

According to the International Events Group, sponsorship in 2020 is expected to drop significantly, in a figure around 10 billion dollars in which this market represents US$62.8 billion in total.

Olympique Lyonnais and JeanMichel Aulas can be relieved that the contract was agreed prior to the COVID-19 crisis and that they were able to get hold of some sort of financial security in a world where many do not.

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SPONSORSHIP

REAL MADRID AND BARCELONA LEAD AS WORLD’S MOST VALUABLE FOOTBALL BRANDS IN THE FACE OF COVID The latest edition of the Brand Finance Football Annual has revealed the most valuable football brands in the world as well as the impact that the COVID-19 crisis has had on the industry.

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La Liga on the Rise Real Madrid have retained their position as the most valuable football club in the world, narrowly beating on-pitch rivals Barcelona who also lost out to Los Blancos in the race for the La Liga title. It seems that the 34th title for Madrid, the first since 2017, helped boost the side to the top of the football economics table as well. However, Real Madrid’s brand value was down by 14 per cent to €1,419 million, thought to be caused primarily by COVID-19 pandemic.

Real Madrid had always been viewed as the domineering force in Brand Finance rankings but shortcomings in past seasons has seen this supremacy diminish, such as the early exit from the UEFA Champions League at the hands of Ajax in the 2018/19 season, alongside another season of continued poor results in the league.

Additionally, La Liga had eight teams as part of the ranking with two of those side seeing an increase in their brand value.

Both Valencia (+32 per cent) and Athletic Bilbao (+11 per cent) will be satisfied to see the growth in their value despite the difficulties faced from the pandemic.

The new broadcasting deal for La Liga is understood to have had a positive financial influence on the 20 competing clubs, yet, the gap between Real, Barca and Atletico Madrid with the rest of the league is believed to be more than 300 per cent.

The COVID-19 Impact The pandemic has had a detrimental effect on a number of industries, one of them being the football industry, which has caused a decrease in value of the top 50 football brands for the first time in six years, knocking off €751 million cumulatively across the 50 teams.

The forced break across Europe saw some leagues restart once more but with fixtures taking place behind closed doors. The big five leagues (the English Premier League, La Liga, Bundesliga, Serie A and Ligue 1) do not depend on matchday revenue like the smaller leagues do, nonetheless, the repayment of broadcasting contracts, as seen with the Premier League who had to repay over £330 million to domestic broadcasters and the cancelled Ligue 1 who repaid €243 million, would have caused the damage to the potential revenue of the respected clubs.

The long-term effects of the pandemic are yet to be seen as the brunt of playerwage cuts, sponsors, the transfer market, and broadcasting can only be revealed after the lockdown.

The Premier League’s Dominance Continues Manchester United follow Real Madrid and Barcelona in the Brand Finance

rankings with their value falling by 11 per cent to €1,314 million. Liverpool have overtaken Manchester City by jumping to fourth position after winning the longawaited league title for the first time in 30 years. Chelsea fell one place in the table, arguably caused by the absence in the Champions League and the transfer ban.

The Premier League’s top six clubs are known for their riches but only Liverpool and Tottenham saw a growth in their value. Tottenham, who are now playing in their brand-new stadium, have seen a 3 per cent growth thus far with expected further growth yet to come.

Wolverhampton Wanderers’ high attendances has contributed to a 30 per cent increase, along with Leicester City whose brand value is up by 44 per cent.

In contrast, some clubs have seen a significant drop off in value, most notably Bournemouth (-31 per cent), Watford (-21 per cent), West Ham United (-18 per cent) and Arsenal (-19 per cent). Arsenal’s lack of Champions League football and struggle to finish among the top six in the table, has put their place in the top 10 in danger.

Germany, France and Italy Still Make Up the ‘Big Five’ The German football dynamo, Bayern Munich, are the sixth most valuable club with a 20 per cent drop in revenue from the year previous. Bayern remain the clear leader in Germany with almost double the brand value of their closest contenders, Borussia Dortmund. FC Koln is the fastest growing brand in the top 50 by seeing a growth of 47 per cent.

It is a similar story in France with Paris-Saint Germain (PSG) the clear powerhouse of the league, ranking seventh overall. The nearest another French club can get to the capitals club

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is 30th where Lyon currently occupy, followed by Marseille in 38th.

Juventus remain outside of the top 10 but the gap between 11th and 10th has closed considerably by over €100 million.

Their Italian rivals have struggled to close the gap themselves with Inter failing to grow at all and AC Milan’s continuing onpitch problems holding them back.

The Bundesliga, Ligue 1 and Serie A’s reach is far smaller than that of the Premier League and La Liga in the growing sports nations of the US and China. Bundesliga’s interest in China has been growing but Ligue 1 and Serie A have catching up to do if they want to build their franchises on a global scale.

The highest-placed club from outside the big five leagues in Europe is the Netherlands’ Ajax (27th), followed by Portugal’s Benfica (46th), Celtic of Scotland (48th), and Russia’s Zenit St. Petersburg (49th).

Enterprise Values and Stadia Performance Real Madrid have also maintained their place as the most valuable business in the industry with, an enterprise value of €4,198 million. One of the most noteworthy increases in enterprise value was Tottenham who climbed to ninth in the ranking with a value of €2,114 million following a successful Champions League run, where they reached the final, and gate receipts from the new stadium.

The new stadium has also become the title winners of stadium performance, a rise from fourth last year, according to Buro Happold’s Venue Performance Rating system. It is impressive for a new stadium to reach the top of the table with one of the metrics relating to historical performance. Moreover, it has a smaller capacity to that of Wembley and Camp Nou. ISSUE TWELVE ★ SEPTEMBER 2020

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GOVERNANCE

MIDDLESEX CRICKET: THE IMPACT OF COVID-19 Laura Angus, Head of Commercial, addresses several current issues of Middlesex Cricket. She speaks about the impact of the coronavirus pandemic, praises the ECB for their support, approaches steps the club have taken to minimise costs and also the future of domestic cricket.

How has the coronavirus pandemic affected Middlesex Cricket and what have you been doing to keep the club moving forward?

“Similar to the entire sports industry, the pandemic stopped us from playing cricket which is ultimately what we exist to do. It inhibited our ability to deliver training and match experience to our players; deliver value to our members and sponsors; and to deliver cricket to the community of Middlesex. We have continued to work through the everchanging landscape focussing on how we could deliver cricket and ultimately, value to our key stakeholders. During lockdown, we found a new normal. From April, Middlesex staff and players would usually spend most days at Lord’s with members, fans and sponsors present to support us on the pitch. This year, with everyone working remotely, staff worked and socialised through Zoom, players trained independently and took part in virtual yoga sessions while as a business, we took the time to realign our strategy.

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“Now that cricket is back, albeit behind closed doors, our focus remains on delivering value to our members through exclusive content and an enhanced live stream of our matches whilst also finding ways to redistribute the value our sponsors have lost due to COVID-19. What has become clear through this time is that Middlesex is a club full of great people; staff and players who have adapted with the business and; sponsors and members whose unwavering support continues to help us through this uncertain time.”

What has the ECB been doing to support its clubs?

“The ECB have been working tirelessly to support cricket at every level; from deciphering and implementing the various government restrictions, to open communication with all First Class County CEOs and all the club’s departments to collaborate and support wherever possible. Particularly

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important for the financial security of counties, the ECB committed to retain and even expedite the funding it had scoped pre COVID-19.

“The ECB has worked very closely with the government and all counties to ensure that both professional and recreational cricket could resume and it’s clear that all cricket fans, players and staff are enjoying having both international and domestic cricket back on our screens.”

What steps has the club taken to minimise costs and protect its financial situation while managing existing sponsors?

“Our staff came together to help us in minimising our costs and managing future financial risk. This meant that we took advantage of the furlough scheme for both our players and a number of admin staff whilst also creating a voluntary pay cut scheme in which all staff took part in to help support the club’s future. It’s been a humbling experience to know that all the staff at Middlesex are committed to supporting the club in any way they can.

“We have also taken steps to improve our cost efficiency by ensuring that stadium branding and our Nike kit is carried over to 2021 where it would usually be reproduced each year. All of our sponsors have been incredibly supportive through this time, with some offering their sponsorship fee regardless of what value we deliver, others extending their contract term and committing to supporting the club long term and all supporting our endeavours to maximise the value we deliver in 2020.”

“In 2020, the fact that we don’t own our ground has meant that as a business, we can turn off our expenditure taps in a bid to safeguard the financial future of the club.”

The club are in a unique situation in that you don’t own the ground, has this benefitted the club?

“Middlesex are definitely in a unique position in that we are tenants of the Lord’s so unlike most sports clubs, our standard commercial activities don’t include selling match tickets, corporate boxes, food and beverage or retail in the ground. Therefore, we work very closely with the MCC who support us in managing our members experience in the ground as well as developing branding, hospitality and exclusive experiences at Lord’s for our sponsors.

“In 2020, the fact that we don’t own our ground has meant that as a business, we can turn off our

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expenditure taps in a bid to safeguard the financial future of the club.

Although this doesn’t put us in the clear all together, it does help the club during the ongoing uncertainty.”

What does the future look like for domestic cricket?

“The future of domestic cricket in England and Wales is bright. The positive impact of Middlesex’s very own Eoin Morgan lifting the World Cup at Lord’s last summer was felt throughout England and it’s defining moments like that which inspire the next generation of cricketers. The introduction of the Hundred and the increased investment and focus on women’s cricket will only strengthen participation and ultimately the pool of talent in which professional cricketers are found.

“At Middlesex Cricket, we are focussing our strategy on the impact we want to have in the community of Middlesex and with the help of our sponsors we want to use cricket as a tool to unite Londoners from all cricket loving backgrounds and foster the talent which will represent us on the pitch in the years to come.”

Within the sporting sector have you seen anything that other clubs or brands have done that has inspired you?

“The entire sport industry has truly come together to showcase the positive impact sport can have on society. Whether it was Southampton FC distributing 13,000 meals, Manchester United supporting smaller clubs by waiving £130K worth of loan fees or Gary Neville providing free accommodation for NHS workers at his hotel, the impact of sport is something that makes me proud to work in the industry.

“It was also inspiring to see and be a part of the cricket community coming together and putting our rivalries to the side to support each other and the communities we represent. All the counties, the ECB, MCC and PCA united to put on a countrywide charity auction to support our charity partners who lost valuable donations due to the effect COVID-19 had on fundraising events.

“Even during the pandemic, the way every sport became a beacon against racism shows the true power of sport and I am grateful to be a play my part in the industry as it continues to grow and positively impact the world.”

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GOVERNANCE

Wrongful Trading rules: what do you need to know?

The temporary suspension of wrongful trading rules for company directors earlier this year offered a lifeline to help sports clubs combat the financial impact of the coronavirus crisis. Paul Atkinson, restructuring partner at specialist business advisory firm FRP, explores what will happen when that respite passes, and provides advice to club directors to ensure they continue to act sensibly and cautiously.

Sports club directors are continuing to face unprecedented challenges and decisions as a result of the COVID-19 pandemic, with live matches cancelled, revenues have dried up. So for many, the temporary suspension of rules about wrongful trading, was widely welcomed.

Standard wrongful trading rules mean that directors can face personal liability if they continue to trade in the knowledge that the club is unable to remain solvent. It can mean potential disqualification as a company director for up to 15 years, as well as other financial fines and penalties.

And, although it’s not considered a criminal offence, wrongful trading is a civil offence which is taken very seriously by the courts. If sports club directors are found guilty of wrongful trading, they can be held personally liable for the club’s debts from the point ISSUE TWELVE ★ SEPTEMBER 2020

they knew it was insolvent, disqualified as a director, fined or even imprisoned.

So with increasing numbers of directors becoming increasingly concerned about the solvency and viability of their club as a result of COVID-19, this change, which was initially introduced from 1 March 2020 for a three month period and later extended to 30 September, has given directors increased flexibility in the

event that they have to face difficult decisions to secure their club’s future.

Without this temporary suspension, some directors could have been placed in a difficult position and may have been forced to begin insolvency proceedings in respect of the company in order to avoid personal liability. During the suspension, directors have been able to continue to pay employees and suppliers without risk of personal liability should their business later become insolvent – effectively giving them a greater chance of emerging intact from the COVID-19 pandemic.

This was a significant shift, but the hiatus is soon scheduled to pass, and directors still have much to consider.

Now as much as ever, it is essential that sports club directors continue to remain mindful of their obligations and duties which are outlined in the Companies Act 2006. When the suspension passes, some directors will find themselves facing difficult decisions as to whether their sports club should

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keep trading and this means they should question whether taking on new debt or new liabilities in order to stay solvent now, will really benefit the club in the longer-term.

They must continue to act responsibly and reasonably to protect the club’s value and minimise loss, and carefully evaluate whether continuing to trade is in accordance with their wider duties as directors. Any decisions to continue trading should consider the impact on the club’s stakeholders and directors

“Now as much as ever, it is essential that sports club directors continue to remain mindful of their obligations and duties which are outlined in the Companies Act 2006.”

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must continue to hold regular board meetings and keep detailed and accurate minutes as evidence that they’ve dutifully considered creditors’ interests.

It’s important to remember that the temporary suspension of the wrongful trading rules is simply intended to provide a buffer so that directors who act in good faith in the current climate are not unduly penalised. A good director will always err on the side of caution and take a conscientious and responsible approach to their duties.

ABOUT FRP FRP Advisory Trading Limited, which is a whole owned subsidiary of FRP Advisory Group plc, provides a professional and considered approach to problem solving. With 56 partners and more than 400 staff operating from 18 offices across England and Scotland, FRP is one of the UK’s largest independent business advisory firms specialising in corporate restructuring, corporate finance, forensic services, pensions advisory and debt advisory. It has a strong reputation and track record for creating, preserving, and recovering value across a range of complex situations. Its advisers work at board level, with investors, lenders, government and regulatory bodies, plus other professionals and individuals requiring professional support. FRP provides a wide range of services, as well as specialist industry experience to enable the delivery of sector specific solutions. http://www.frpadvisory.com ISSUE TWELVE ★ SEPTEMBER 2020

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GOVERNANCE

Is ‘Office Independence’ Achievable for your Finance Team?

As we continue to adapt to the challenges we face, one thing that we have in common is that 2020 has shone a spotlight on the flexibility of our businesses to adapt to any kind of remote working.

The capacity to accomplish this comes down to connectivity, flexibility and visibility. Many clubs felt the impact on several levels:

• The sheer speed with which lockdown happened, allowing little or no time to assess their situation or their options.

• The expense involved in setting access up – such as via a VPN (Virtual Private Network) or a Terminal Server/Remote Desktop – is not negligible, especially if you have more than a few members of staff.

• The time it takes to get these options up and running – set up, user configuration, training on use, etc.

• Organisations that were not set up to work remotely had to operate with significantly less staff in the office, rather than the full team being able to contribute remotely.

Now that we are adapting to what sport looks like for the foreseeable future, Eureka Solutions, the UK’s leading provide of business management software solutions, is focusing on supporting clubs that just can’t afford to be caught out like this again, and need their systems (and their access to them) to be much more effective to enable them to adapt to the ongoing fluidity of the COVID situation.

How to do this?

It helps to compare this experience to that of their customers that operated on true cloud-based systems prior to lockdown, including St Andrews Links Golf, Powerleague, Luton Town FC and Lane7. One of their NetSuite customers – Derby County FC – has had an experience characteristic of many others, as the club’s Head of Finance, Todd Holt explains, “Looking back, I cannot begin to think how we would have coped with the rapidly ISSUE TWELVE ★ SEPTEMBER 2020

changing situation if we were not already using NetSuite. Both as a department and a wider business, we were given less than a day’s notice that we would be working from home for the foreseeable future. The cloud-based nature of NetSuite made this transition seamless.

“Since late March, the finance department has been working remotely and continues to have real-time visibility of spend across the various facets of the Club. Basic day to day functions, such as accessing, processing and approving purchase invoices, are undertaken just as if we were in the office.

“The current climate has required finance teams to be fluid in their response to the evolving pandemic and its effect on financial reporting, cost control and contingency planning. Fast, accurate reports, often entailing a range of scenarios, have been produced for

departmental heads and the senior executive team, communicating an array of meaningful real-time data which has allowed the Club to be proactive rather than reactive to the ever-changing landscape. This has saved hours of effort performing what would have otherwise been manual and spreadsheet driven tasks.”

Flexibility for the future As we continue to move forward, true cloud-based systems give finance teams the flexibility to create meaningful scenario plans and react effectively to whatever is down the line.

It is becoming what could be called ‘Office Independent’ – be this across the finance team or for individuals, as the requirement arises.

If the above strikes a chord and you would like to discuss your systems strategy or arrange a quick demonstration, you can get in touch with Eureka Solutions at enquiries@ eurekasolutions.co.uk , +44(0) 1355 581 960 or www.eurekasolutions.co.uk

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BeIN Sports banned from Saudi Arabia

The English Premier League’s official Middle East and North Africa (MENA) broadcast partner, BeIN Sports, have been permanently banned from operating in Saudi Arabia.

Qatar-based broadcaster, BeIN Sports have had their broadcast licence in Saudi Arabia cancelled and fined 10 million Saudi riyals (US$2.6 million) following the announcement made by the Saudi General Authority for Competition (GAC). The broadcaster currently holds the rights to show the English Premier League until the end of the 2021/22 season, but following the announcement means there is no legitimate way of watching the most watched football league in the world in the Gulf Kingdom.

This follows the Newcastle United takeover saga where Saudi Arabia have attempted to take over The Magpies by using the country’s public investment fund to finance the deal.

The proposal of £300 million (US$376 million) still remains under consideration by the league.

GAC’s announcement stated that BeIN Sports had ‘abused its dominant position through several monopolistic practices’ which violated competition law.

In a statement by BeIN they said, “The decision is nonsensical on every single level, banning BeIN for packaging its rights in the standard way that sports and entertainment broadcasters all around the world do, and indeed as other broadcasters active in the Saudi market also do.

“Moreover, the very idea that permanently banning a leading competitor from a market could in any way promote competition is plainly absurd.

“We would also question – as we have for three years – how Saudi citizens can watch Premier League matches legally in Saudi Arabia with this ‘permanent’ ban on the Premier League’s licensed broadcaster. Or indeed how Saudi citizens can legally watch most major international sport, and how this fits into Saudi Arabia’s 2030 Vision.”

After Saudi made their proposal, the World Trade Organisation (WTO) released a report stating the Saudi government supported the illegal pirate broadcasting network, BeoutQ, to broadcast a range of sports in the country which BeIN have the legal rights to.

In addition, the Premier League wrote to the US Trade Representation, back in February, asking for Saudi Arabia to remain on their watch list, as the country ‘remained a centre for piracy’.

As Qatar and Saudi Arabia have been in a diplomatic conflict since 2017, the issue surrounding piracy and broadcasting rights comes at a prominent time as football clubs have not be able to generate matchday revenue from gate receipts due to the coronavirus pandemic. Therefore, at the moment, clubs are relying on broadcasting on matchday to fill the void, in support, while fans are not allowed to enter the stadiums.

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GOVERNANCE

SPORTS ORGANISATIONS URGED TO STRENGTHEN CYBER SECURITY Blocked turnstiles, hacked transfer deals and fraudulent kit sales among cyber incidents against the sports sector, according to the UK official National Cyber Security Centre (NCSC). The sports industry is shown as a high-value threat target with at least 70 per cent of institutions suffering from a cyber incident every 12 months, more than double the average for UK businesses.

All sporting organisations and clubs are being urged to strengthen security after the NCSC’s ‘The Cyber Threat to Sports Organisations’ report revealed that an email of a Premier League club’s managing directors’ email was hacked during a transfer negotiation which lead to hackers almost intercepting and stealing £1 million. The reason for the unsuccessful attempt was down to the club’s bank intervening before the transaction went through.

The report also stated that 70 per cent of major UK sports clubs and organisations are hit with at least one cyber-attack every year, which is double the amount of any other business in the UK. Around 30% of these incidents result in financial damage, averaging £10,000 per attack, the largest loss from a cyberattack accumulated up to £4 million.

NCSC have highlighted in the report that there are three common methods ISSUE TWELVE ★ SEPTEMBER 2020

that criminals use to hack organisations; business email compromise (BEC), cyber-enabled fraud, and ransomware which can take control and shut down stadium security and accessibility. It also mentioned that approximately 40 per cent of these attacks use malware in which a quarter of these are ransomware.

An incident that was covered in the report included a Football League club suffering from a ransomware attack which prevented the turnstiles and CCTV from working; this almost resulted in the match being postponed.

The report added that a UK racecourse member of staff was a victim of fraud, losing £15,000 when they used a fake version of eBay, as they attempted to buy groundskeeping equipment.

Paul Chichester, Director of Operations at the NCSC, said: “Sport is a pillar of many of our lives and we’re eagerly anticipating the return to full stadiums and a busy sporting calendar.

“While cyber security might not be an obvious consideration for the sports

sector as it thinks about its return, our findings show the impact of cyber criminals cashing in on this industry is very real.

“I would urge sporting bodies to use this time to look at where they can improve their cyber security – doing so now will help protect them and millions of fans from the consequences of cybercrime.”

Sir Hugh Robertson, Chair of the British Olympic Association, said in the report: “Improving cyber security across the sports sector is critical. The British Olympic Association sees this report as a crucial first step, helping sports organisations to better understand the threat and highlighting practical steps that organisation should take to improve cyber security practices.”

Tony Sutton, Chief Operating Officer at Rugby Football League, said: “The issue of cyber security is one all sports, including Rugby League, take seriously.

As we grow our digital capabilities and online platforms, protecting the governing body, our members, customers

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READ THE NCSC REPORT HERE and stakeholders is paramount.

“We welcome the NCSC Report and the guidance it offers the sports sector.”

Digital and Sport Secretary, Oliver Dowden, said: “Cyber security should be everyone’s game, but elite sport is clearly an attractive target for cyber criminals.

“Sports bodies should listen carefully to this warning by the NCSC and take steps to improve their cyber security before it is too late. Simple steps taken today can save millions of pounds of losses tomorrow” The cyber incidents highlighted in the report include: • During a transfer negotiation with an overseas football team the email address of the managing director of a Premier League club was hacked by cyber criminals. Only a late intervention from the bank prevented the club losing almost £1 million.

• An employee at an organisation which holds athlete performance data had their email address compromised, allowing the hackers access to

sensitive information over several months.

• An English Football League (EFL) club suffered a significant ransomware attack which crippled their corporate and security systems. As a result of the attack the CCTV and turnstiles at the ground were unable to operate, almost leading to a fixture cancellation.

• A member of staff at a UK racecourse identified an item of grounds keeping equipment for sale on eBay, and agreed to a price of £15,000. The sale turned out to be fraudulent – a spoofed version of eBay had been created and the staff member was unable to recover the funds.

In the report, the NCSC has identified three common tactics used by criminals to assault the sector on a daily basis, which are: business email compromise (BEC), cyber-enabled fraud, and ransomware being used to shut down critical event systems and stadiums.

Amongst the findings – which have been published on the NCSC website – were: • Approximately 30 per cent of incidents caused direct financial damage, averaging £10,000 each time; the biggest single loss was over £4 million • Over 70% of those surveyed have experienced one cyber incident or breach in the past year – 30 per cent have recorded over 5 incidents during the same period • Over 80 per cent have online business systems – such as ticketing – which process thousands of financial transactions • Approximately 40 per cent of attacks on sports organisations involved malware. A quarter of these involved ransomware.

The report comes after the NCSC recently advised sports fans how to watch behind-closed-doors games online safely, now that matchday tickets have been swapped for TV subscriptions.

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INVESTMENT

Jordan Gardner on American’s investing into European football and his plan to grow young American players on a foreign field In an interview with Premier Sports Network, US investor Jordan Gardner speaks about his investments into European football, the development of young North American players and the impact of COVID-19.

While Denmark might not be the first country that comes to mind when discussing European football, it’s worth noting that they are ex-European Championship winners and the Danish Superliga is increasingly yielding teams such as Midtjylland and FC Copenhagen that are starting to make a splash in UEFA competitions on a more regular basis.

However, for American investor Jordan Gardner, Chairman and co-owner of FC Helsingør, the opportunity lies elsewhere.

Formed in 2005 from a merger of the five Elsinore clubs, it was initially named Elite 3000 Fodbold, before rebranding to FC Helsingør in 2012. Jordan led a group of investors which bought the second division side in May 2019. Just over a year later, the club was promoted to the Danish Superliga for only the second time in the club’s history.

Gardner started making investments at English Championship side Swansea City and Irish club Dundalk FC as a minor investor with both teams, before deciding that he wanted to become the majority ISSUE TWELVE ★ SEPTEMBER 2020

owner at a club and opted for Helsingør.

But while he remains an investor at the other two clubs, Gardner stressed that there is no connection between the clubs other than his investments.

Gardner turned to football after he owned and then sold a sports and entertainment ticketing company in 2015.

He then worked as Vice President of Investment and Business Strategy at the

and a business model that tantalises young stars with the prospect of regular first team football, so they can move onto the upper echelons of European football when the time is right.

What were your motivations behind investing into European football?

“European football offers a unique opportunity for someone like myself who

“The sport is just looked at in a very different way in Europe versus the United States, and it takes time, energy and humility to understand how to be successful in European Football.” digital media company JUGOtv which was later acquired by Relevent Sports.

With ambitious plans for growth, that directly tie into the fates of future development for players from one of the most expecting nations in the world, there is a massive potential to create a new powerhouse in Denmark relying on a unique strategy to acquire top players

has a strong background in the business world, and entrepreneurship. You can buy a lower division club and use your expertise to get that club promoted, you can create a sophisticated player development and talent identification system to sell players, or can just simply buy one of the many poorly run clubs and run it in a more efficient manner.”

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What have been the biggest challenges for you as an overseas investor?

“The cultural and language differences are challenging as a foreign investment group. The sport is just looked at in a very different way in Europe versus the United States, and it takes time, energy and humility to understand how to be successful in European Football.”

What are the most important lessons you have learnt?

“I learned very quickly that it was important to bring leadership and stability to the club. The club we purchased in Denmark had been promoted or relegated every season for the last five, so it was vital for our long-term success to bring a sense of calm to the organisation. Strong, stable leadership at the top is essential for success at any football club, as is hiring good, smart people both on and off the pitch.”

In recent years, there has been an increase in American investors entering European football, why do you think this is?

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rights and sell players in a way that simply does not exist right now in North America.”

“European football has become more attractive for American investment as the price points in North America have skyrocketed over the last few years. The entry point for Major League Soccer right now is US$300 million and up, USL (the 2nd tier) in the U.S. is US$10 million and up, and those are at the low end of compared to other sports like the NBA, MLB and the NFL. European football offers an opportunity to commercialise the sport, capture significant media

How do the challenges of investing into a European club differ to that of a franchise in the US? “The franchise model in the U.S. is very different from Europe. You have league wide oversight on everything from social media, marketing, player signings, etc. The league even takes a cut of all transfer fees and can approve or reject any incoming or outgoing player movement. We enjoy the freedom of owning a club in Europe and the ability to make decisions as we see fit.

However, there are times that leadership at the league level (such as during a global pandemic) can be beneficial.”

Given your minority stakes in Swansea City and Dundalk, what motivated you to become the majority owner of second-tier Danish side Helsingør and how have your experiences with other clubs influenced your business strategy and approach with Helsingør?

“After making strategic minority investments in European Football and ISSUE TWELVE ★ SEPTEMBER 2020

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INVESTMENT

spending several years learning, I felt the timing was right to buy a controlling interest of a club. It was important that we could have control over decision making and bring a new level of sophistication to a club via majority ownership. In general, I learned that in order to be successful, foreign ownership needed to be present and engage with the local community, and receptive to the unique differences in each European market.

“We spent a lot of time engaging with our supporters and sponsors even before we finalised our purchase of FC Helsingør. It was important as a foreign ownership group to understand why they had been supportive of the club in the past, and what we could do to build off that moving into the future. In my mind, local community engagement is not complicated, it just required humility and being honest and transparent with the people who are most important to the club.”

How did the idea of owning a European club to develop young American players come about?

“I’ve been dialled into the American soccer landscape for a while now, and I saw an increasing trend of young Americans heading to Europe, but into difficult environments. Whether it was language, or culture, or playing style, many Americans would get lost in Europe and not develop properly. I never understood why there wasn’t an American owned club that could be a landing spot for young talent, in the right country, with the right environment.

We identified Denmark as the perfect location, as everyone speaks English, there is a culture of playing young players and very limited foreign player restrictions.”

How do you plan to build relationships with agents and others to get young American prospects into the club?

“Based on my previous time working in and around American soccer, I had many of those existing relationships already. We’ve also gotten significant positive feedback across the soccer landscape in the U.S., from youth clubs, to agents to influential people in American soccer media which has made recruitment easier.”

With young American players being so far away from ‘home’ (family and friends) as well as the cultural differences they face when moving to Denmark, how important is it and how have you created a strong support network around players, with an emphasis on their welfare, so that they are settled and able to perform to the highest standard?

“Creating a good environment for young players to grow and develop is very ISSUE TWELVE ★ SEPTEMBER 2020

Gardner hopes he can attract other young US stars to Denmark for a spell, to follow in the footsteps of stars like Reggie Cannon.

important to their success. The cultural differences in Denmark for young players are pretty limited, as everyone speaks English. We have good infrastructure in Denmark and an American CEO on the ground, so the players have everything they need to be successful.

“We specifically identified FC Helsingør as a good fit for our project because it had very good infrastructure in terms of stadium facilities and it was in close proximity to a major European hub in Copenhagen. Both factors are important when it comes to success with young foreign players coming to Denmark.

“We needed to ensure the players were given all the tools to be happy and successful off the pitch, which would translate to success on the pitch. We have American staff, and an American CEO that understand the needs of those players and can relate and address any issues that arise. We’ve created an excellent culture at the club, and that makes it much easier for young players to integrate and be successful in that type of environment.”

How has coronavirus impacted your operations in Europe?

“Like many clubs in Europe, we’ve lost significant amounts of revenue playing games without fans. Ultimately, the biggest impact has been on our foreign recruitment, as the borders in the European Union have been closed to

Americans for quite some time. We’ve had to refocus our recruitment strategy for now and are pleased with the domestic talent we’ve brought in for the upcoming season.”

Jordan is amongst those trying to strengthen the national infrastructure of football in America. The short-term goal is to produce a ‘Golden Generation’ akin to the likes of Belgium and Portugal.

In the longer term, the USA wants to be competing at the top level for international competitions every single year.

U.S. men’s soccer is currently in a transition period after failing to quality for the 2018 World Cup and is undergoing a number of major leadership changes at Federation level. There is no doubt that the U.S. is producing some top young talent, both in Europe with talent such as Christian Pulisic at Chelsea, Weston McKennie at Schalke 04 and also through academies in Major League Soccer, such as Julian Araujo, Reggie Cannon and Jesús Ferreira.

Jordan admits that the U.S. are still years away from producing a critical mass of talent that can elevate them to top levels in international competitions, where more players need to be in European academies, and more MLS clubs to replicate the success of a youth-focused model like at FC Dallas, which developed McKennie, Cannon and Ferreira in their academy.

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WILLIAMS RACING ACQUIRED BY DORILTON CAPITAL

Williams Racing has been acquired by US investment firm Dorilton Capital for £136.5 million, signalling an end of an era for the family-owned Formula 1 team.

Dorilton Capital is known for its long-term approach to investment and its key focus will be to restore the competitiveness of the team.

The acquisition marks the beginning of an exciting new era in the history of Williams, which with its new owner, is now well positioned to capitalise upon the sweeping rule changes coming into Formula 1 with the new Concorde Agreement.

As part of the Strategic Review, Williams together with the Group’s financial advisers, conducted a comprehensive review of all the options available to the Company, which included exploratory discussions with a series of potential investors.

This acquisition received the unanimous support of the Board of Williams, including Sir Frank Williams, who determined it would secure the long-term success of the F1 team.

The team will continue to race and compete under the Williams brand, with the chassis name remaining unchanged. Dorilton

“This may be the end of an era for Williams as a family owned team, but we know it is in good hands. The sale ensures the team’s survival but most importantly will provide a path to success.”

has no plans to re-locate the team from Grove (between Oxford and Newbury), its traditional home.

Claire Williams, Deputy Team Principal, commented: “We have now reached a conclusion and we are delighted that Dorilton are the new owners of the team.

When we started this process, we wanted to find a partner who shared the same passion and values, who recognised the team’s potential and who could unlock its power.

“In Dorilton we know we have found exactly that. People who understand the sport and what it takes to be successful. People who respect the team’s legacy and will do everything to ensure it succeeds in the future. As a family we have always put our team first. Making the team successful again and protecting our people has been at the heart of this process from start.

“This may be the end of an era for Williams as a family owned team, but we know it is in good hands. The sale ensures the team’s survival but most importantly will provide a path

to success. We are enormously grateful to Dorilton for the faith they have shown in our team and we look forward to working with them now. I would also like to thank the Williams Board and our advisers who have worked tirelessly over the past months to make this happen and our employees who have remained steadfastly loyal.”

Matthew Savage, Chairman of Dorilton Capital, commented: “We are delighted to have invested in Williams and we are extremely excited by the prospects for the business. We believe we are the ideal partner for the company due to our flexible and patient investment style, which will allow the team to focus on its objective of returning to the front of the grid.

“We look forward to working with the Williams team in carrying out a detailed review of the business to determine in which areas new investment should be directed. We also recognise the world class facilities at Grove and confirm that there are no plans to relocate.”

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INVESTMENT

Under new management?

Key considerations for acquisitions in the sport sector

By Tom Wilson, Head of Sport, haysmacintyre

Due to the continuing challenges of the COVID-19 pandemic, we are starting to see an increase in acquisitions activity within professional clubs.

Already we have seen that Newcastle United, Sunderland, and Wigan Athletic are all publicly seeking new ownership, and this is likely only the beginning of major ownership changes in the sector.

In this article we’ll share some thoughts on where a potential new owner will want to focus their financial due diligence efforts.

Key financials Probably the most important area in the current environment is the prediction of the future cash flows. This is obviously a herculean task at present with significant unknowns over when supporters may return to stadiums. This is likely to impact other income streams such as other matchday revenue, merchandising, and even the knock-on effect to the sponsorship and broadcast market. A forecast that predicts differing scenarios will be a key documentation item as it will give the potential owner an idea over how much they may (or may not) need to fund the club, at least in the short term.

Historical financial information would also usually be a key area of review. This will need to be taken in context of the current situation, but reviews of older financial information will give a clue to the standard of financial rigour at the club and its potential for growth (pre-COVID-19). This information will also allow benchmarking of key ratios such as wage income and earnings before interest, taxes, depreciation, and amortization, etc, which will highlight potential cost challenges.

Off balance sheet assets Clubs tend to have some assets worth more than their carrying amounts in the financial statements. These are mainly the land and buildings of the club (training ground, stadium etc) and player registrations. Players and property often have a market value which often differs considerably from the carrying amount. Understanding this will be important for valuation purposes.

Liabilities There are generally some straight-forward liabilities for clubs that simply require a strong accounting function: trade ISSUE TWELVE ★ SEPTEMBER 2020

creditors, accruals, and tax liabilities. There are other areas that should be much more carefully considered, in particular debt, finance leases, leveraging of future income streams, and debt factoring.

Loans from related parties such as current owners, as well as other financing, will want to be clearly understood. Careful consideration should be given to covenants both past and future to help prevent financing issues.

Regulatory issues There are several regulatory areas which could have financial consequences. If breached, financial sustainability rules, such as financial fair play or salary caps, can often lead to financial consequences through points deductions and relegation or fines.

Tax Tax should always be part of due diligence reviews as it is often an area where sleeping liabilities could be hiding.

The key point will be ensuring tax compliance matters and payments are up to date.

It is relatively unusual for clubs to pay Corporation Tax but ensuring returns and any potential tax payments will be considered. VAT is, in most cases, straight forward, but there are pitfalls over value in kind arrangements and overseas transactions to take into account. Ensuring employment tax payments are up to date is a given, particularly as clubs tend to have high wage bills, but there are other risks such as staff benefit provisions and off-payroll working arrangements also.

Other considerations For the selling party, it is worth ensuring the potential buyers’ legitimacy with regards to the owners and directors’ tests and the money to complete the deal prior to any major discussion.

There are many potential contractual issues that could have financial impacts and should be something that doesn’t slip through the legal and the financial work.

Does the entity own the properties of the club? It is not unusual for these to be held in separate entities or third parties.

For more information about mergers and acquisitions in the sport sector, please contact Tom Wilson at twilson@haysmacintyre.com.

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Serie A sets 15% limit on private equity investment Italy’s top tier football league, Serie A have placed a 15 per cent limit on any potential private equity investment in the league.

News of the introduction of the cap was revealed in a letter from Paolo Dal Pino, Serie A president, to seven of the interested parties believed to be – Bain Capital, CVC Capital Partners, TPG Capital, General Athletic, Wanda-Infront, Apollo Global Management, and Advent International. It has also been reported that Blackstone are prepared to loan €100 million (US$114.5 million) to Serie A to help with any financial damages caused by COVID-19.

July 24 was initially set as the deadline for any proposed investment, as Paolo Dal Pino’s letter clarified the bidding criteria. A stipulation within the criteria states that the offer must include “terms and conditions for the establishment of the partnership…for the minority shareholding to be sold by Lega Serie [A], up to a maximum limit of 15 per cent of the capital.”

The letter also states that proposals require a legal assessment confirming the terms and conditions of the bid comply with Italy’s Melandri Law, which governs the collective selling of media rights in Italy. In addition, firms who may be interested have to outline “the structure relative to the governance of the partnership as well as the veto mechanisms on any matters reserved for the shareholders’ meeting and the board of directors”.

It is believed that Serie A clubs are against the proposed investment into the league, which aims to solve the €500 million (US$572.6 million) financial impact of COVID-19 on clubs and involves teams losing out on competition media rights and revenues.

Reports have suggested that the solution is to place investment into a completely new

company which will be used to control Serie A itself, ringfencing the share of the league that is owned by the clubs. This comes as the latest twist in Serie A’s investment saga.

A joint investment proposal from private equity houses CVC, Advent and FSI, and one led by a separate consortium consisting of Bain Capital and NB Renaissance Partners are reported to be leading the running to drive the next stage of Italian Serie A’s commercial development The two proposals are understood to be among six to eight binding bids submitted ahead of an August 28 deadline set by the league. The league deems the two proposals, which each involve separate consortiums taking a shareholding in the league, as the most worthy of consideration, according to Italian publication Sole 24 Ore. The remaining bids are thought to be a mix of financing and securitisation proposals that don’t seek to take an equity position.

CVC Capital Partners and Advent International have joined forces to offer €1.3 billion for a 10 per cent share in a new company. The combined bit values the league at €13 billion, which is a considerable improvement the earlier valuations at €11 billion, after the initial bid from CVC for 20 per cent. If the improved bid is successful, CVC would hold 50 per cent of the minority stake, with Advent holding a 40 per cent share, and the final 10 per cent owned by Italian private equity firm Fondo FSI. The bid would see the firms control 50 per cent of the board managing the league’s commercial affairs, with the 20 teams controlling the remaining 50 per cent.

An independent chair will hold the deciding vote. The second bid from Bain Capital and NB Renaissance is though to be structured along similar lines, with the consortium seeking a 10 per cent stake in the new media rights company for €1.3 billion.

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INVESTMENT

RedBall begins search franchise as IPO raises Gerry Cardinale and Billy Beane are set to begin their search for a professional sports franchise after their new special purpose acquisition company (SPAC) raises US$575 million (almost $440 million) in its initial public offering (IPO).

Redbird Capital Partners, the US investment firm led by Gerry Cardinale, joined forces with Billy Beane of Oakland A’s to form RedBall Acquisition Corp., in what will be the first sportsfocused SPAC.

An initial public offering (IPO) was filed by the securities and exchange commission (SEC) at the end of July, with RedBall hoping to generate US$500 million to buy a professional sports franchise. However, due to demand, a further US$75 million was raised as underwriters exercised an option to sell an additional 7.5 million shares. The company has the freedom to secure a company in no particular sector.

According to the filing, “it intends to focus on businesses in the sports, media and data analytics sectors, with a focus on professional sports franchises, which complement the management team’s expertise and will benefit from its strategic and hands-on operational leadership.”

Trading of stocks began on August 13 operating under RBAC.U’ on the New York Stock Exchange, while investment ISSUE TWELVE ★ SEPTEMBER 2020

and financial services firm Goldman Sachs acted as the sole book-running manager for the offering. In the space of four days, the IPO raised a better-thanexpected IPO of US$575 million, with 57.5 million units sold at US$10 per share.

Israel ‘Izzy’ Englander, founder, chairman and chief executive of New York-based hedge fund Millennium Management LLC and one of the world’s richest billionaires, has taken a 7.8 per cent stake in RedBall Acquisition Corp.

In a move showing the continued interests in the sports and entertainment industry among the financial and investment communities, Englander’s Millennium Management was shown in a new filing with the US securities & Exchange Commission to own 4.5 million shares, worth more than US$45 million.

Beane, who became recognised because of his data-driven approach while being general manager of Major League Baseball (MLB) team Oakland Athletics, will be co-chairman alongside Cardinale. Joining them on the management side of things will be Alec Scheiner, chief executive, and Luke Bornn, executive vice president.

Furthermore, former English Premier League boss Richard Scudamore has been appointed to the board as the company looks to invest in European football, with a Premier League club understood to be top of its wish list.

The New York Post has reported that RedBall have identified purchasing a minority stake in English Premier League Champions Liverpool FC as a ‘primary target’. Beane, reportedly a Liverpool fan,

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for sports US$575m

has links to John W. Henry, founder of Fenway Sports Group (FSG), the parent company of Liverpool FC and Major League Baseball’s (MLB) Boston Red Sox. England’s elite sides are likely to be open to cash infusions in the wake of COVID-19, with financial services firm Deloitte predicting that teams will face a permanent loss of £500 million (US$654 million) made up of rebates to broadcasters and the loss of matchday revenue from the 2019/20 season.

Recent on field success has seen Forbes value Liverpool at US2.18 billion, with the club also announcing pre-tax profits of £42 million (US$54.9 million) for the 2018/19 financial year but could lose over US$250 million as a result of the coronavirus pandemic.

However, as well as facing coronavirus fiscal losses, FSG is set to take a further hit as the Red Sox continue a truncated MLB campaign, potentially opening the door for RedBall. The Post reports that RedBall have ‘well over US$1 billion at its disposal’, which would be enough to take a sizable minority stake in Liverpool.

“We believe that the experience and capabilities of our management team will make us an attractive partner to potential target businesses, enhance our ability to complete a successful business combination, and bring value to the business post-business combination,” says RedBall’s file.

“Our management team represents a unique combination of operating, investing, financial and transactional experience. This group has a strong track record of creating value for shareholders in multiple sports, media and data analytics companies that we have led, managed and/or invested in.”

RedBall now have 24 months to purchase a company in any industry, though the intention is to purchase a professional sports franchise, “While the company may pursue an acquisition in any industry of sector, it intends to focus on businesses in sports, media, and data analytics sectors, with a focus on a professional sports franchise, which complement the management team’s expertise and will benefit from its strategic and hands-on operational leadership.”

If the money raised through the IPO is not used within the next 24 months, it will be returned to investors.

SPACs such as RedBall have become increasingly common in finance circles, with SPAC Research estimating they have raised more than US$19 billion this far in 2020.

The instrument was notably used in a three-way merger earlier this year that turned prominent gaming operator DraftKings into a public company.

The popularity of SPACs stem in large from the lack of downside risk for investors, with shareholders able to recoup their funds if the SPAC is not able to complete a suitable business acquisition.

REDBIRD CAPITAL BUYS 85% STAKE IN TOULOUSE Recently relegated French side Toulouse have agreed on a deal with investment company RedBird Capital Partners which will see the firm acquire an 85 per cent stake in the club.

Oliver Sadran who was the owner of Toulouse stepped down as majority shareholder selling 85 per cent to RedBird Capital Partners, although still retaining a 15 per cent stake and will remain on the Board of Directors.

RedBird and its founder Gerald Cardinale have US$4 billion in equity and have had investment partners such as the New York Yankees, the Dallas Cowboys and the US National Women’s Soccer Team.

In a statement, Gerry Cardinale said, “We are proud and excited to help write the next chapter of Toulouse FC and realize its tremendous potential.

“We are committed to building a sustainable, long-term foundation for the Club’s success by enhancing its on-field sporting performance, business operations and contributions to its community. We look forward to working closely with Olivier, the City of Toulouse and the Occitanie Region to return Toulouse FC to an elite level and elevate the entire city of Toulouse through its long-term success.”

Oliver Sadran added, “I welcome Gerry and RedBird as new partners in an organisation and a city that are big parts of my life. I am also pleased that RedBird has brought Damien to Toulouse as a key member of our leadership team.

“Damien is a well-respected colleague in the Football world. After getting to know Gerry, Damien and the team at RedBird, I am confident that together we have the energy, expertise and resources to take the Club to the next level. I look forward to working alongside them and sharing the pleasure of winning.”

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INVESTMENT

AS Roma sold for €591m, with club president linked to Newcastle United Italian football giant AS Roma has been acquired by Texas-based billionaire Daniel Friedkin, following weeks of negotiations over a purchase price which reflects the impact of the coronavirus pandemic on sport.

At the beginning of August Roma announced that formal contracts had been signed with the Friedkin Group for a transaction valued at €591 million (US$704 million), which sees the American company take an 86.6 per cent majority stake.

The deal, originally estimated to be worth around €750 million (US$893 million), was reduced to aid with the financial difficulties the coronavirus has caused. The virus has made it difficult to assess the club’s value after losing out on revenue streams such as, broadcasting, sponsorship and gate receipts.

It’s believed Pallotta rejected a bid in May of €575 million (US$685 million), working with Goldman Sachs bankers to help try and find a new investor. However, the club announced the agreement of €591 million, with the transaction expected to be completed by the end of this month.

Pallotta said in a statement, “Over the past month, Dan and Ryan Friedkin have demonstrated their total commitment to finalising this deal and taking the club forward in a positive way. I am sure they will be great future owners for AS Roma.”

Roma confirmed the resignation of previous chairman Jim Pallotta along with ISSUE TWELVE ★ SEPTEMBER 2020

his board of directors, but chief executive Guido Fienga will remain in his role under the new owners.

“Our commitment to Roma is total. We will be very present in Rome, a city that holds a special place in our hearts, as we embark on this exciting journey. We recognise we are entrusted with a team that is a vital part of the soul of Rome, and this is a responsibility that we find humbling and will always take very seriously,” Friedkin said.

“As business owners, we look to identify and back strong management teams and leadership. Guido Fienga has proven to be a great CEO of Roma, and together we have developed an ambitious and disciplined business plan.

“We will give him the support, guidance and means to deliver on this plan and, to help maintain focus over these crucial weeks ahead, it will be primarily his voice that will speak for AS Roma.

“Our shared vision for the club and the team is to favour a sustained, longterm investment approach rather than questionable durability.”

In recent years, top players and coaches have opted for the Bundesliga, Premier League and La Liga, causing Serie A to fall behind. An increase in

bureaucracy has surrounded Italy making it difficult for the league to compete with other European giants.

But, Friedkin’s takeover signifies that the league can still attract international investors. Crucial for the future of the league. Having said that, it is fair to say Friedkin has got a challenge ahead of him.

In 2014, Pallotta revealed plans for a 52,500-seater stadium, intended to be finished for the 2016/17 season. The plans faced many obstacles with building yet to begin. However, with high profile signings such as Ronaldo joining the league and Serie A’s potential private equity investment, there’s hope that Serie A can compete once again with Europe’s elite.

The deal between Pallotta and Friedkin also raises suspicion, as Pallotta has been linked with the takeover of Newcastle United. The sale of the Serie A club may facilitate the takeover following the proposal from Saudi Arabia’s Public Investment Fund (PIF), falling through last week.

Pallotta has been Roma’s president since 2012, after spearheading a takeover bid by a group of US investors, but had been open to selling the club for some time.

The billionaire, who is also the coowner and executive board member of NBA giants the Boston Celtics, has been repeatedly linked with a bid for Newcastle in the Italian press but has yet to comment on those reports.

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MLS SET TO ALLOW PRIVATE EQUITY OWNERSHIP

Major League Soccer (MLS) is set to change ownership rules enabling investment funds to accompany minority stakes in clubs. The change among the footballing landscape of North America will allow the top teams in the MLS to have better access to funds, with revenues significantly impacted as a result of the coronavirus pandemic.

MLS Commissioner Don Garber has announced that the league is close to finalising a plan to allow private equity ownership to invest in local teams.

The change in rules is ‘expected’ to be approved, meaning the MLS will join both the National Hockey League (NHL) and Major League Baseball (MLB) in allowing private equity ownership. However, restrictions are to be implemented on how much a particular club can be owned, in addition to how many teams can be included in a portfolio.

“MLS Commissioner Don Garber has announced that the league is close to finalising a plan to allow private equity ownership to invest in local teams.”

Usually, owners of MLS clubs are notably wealthy, at the same time if extra cash is required this has traditionally been provided by minority investors or called upon an existing partner for investment.

Allowing investment funds to be available to the owners of MLS clubs will enable a third option under the current financial uncertainty from COVID-19.

MLS clubs have been estimated to lose between US$20 million to US$30 million in income from the loss of ticket sales, which contributes to around 40 - 50 percent of teams’ revenues, despite the league being one of the first to resume in the states with its ‘MLS Is Back’ tournament held at Disney’s Wide World of Sports Complex in Florida.

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INVESTMENT

49ERS READY TO HELP LEEDS BECOME GLOBAL FORCE The San Francisco 49ers are exploring the possibility of increasing their stake in newly promoted Premier League side, Leeds United, according to the franchises executive Paraag Marathe.

The National Football League (NFL) side already own a 10 per cent stake in Leeds United, through 49ers Enterprises, but are now looking to further this by making the side “more of a global force” both on and off the pitch.

In 2018, 49ers Enterprises, the investment entity behind American football giants San Francisco 49ers entered a partnership with Leeds United, with the intention to give the club access to San Francisco’s ‘rich source of business and sporting expertise’.

With funds invested in the collaboration being used to improve results on the pitch and the Yorkshire club will need more investment to remain competitive following their promotion.

The relationship between the two sporting entities has a been positive one since its inception in 2018, where Marathe joined Leeds’ board of directors after the purchase and has remained in frequent contact with majority owner Andrea Radrizzani, the clubs ISSUE TWELVE ★ SEPTEMBER 2020

director of football Victor Orta, and the chief executive Angus Kinnear.

It has been said that the partnership has seen the US based franchise provide strategic advice for improving the fan experience at Elland Road, help in developing the new training ground as well as increasing club revenues.

It was also the 49ers who envisioned the traits an ideal head coach should

possess, which is information they shared with Leeds United prior to them finding and hiring Marcelo Bielsa.

Leeds now find themselves in the top flight of English football for the first time since 2004 and will study every avenue to ensure that they do all that they can to remain in the league, which could mean Radrizzani selling more of his stake in the club to 49ers Enterprises.

“We’re exploring the possibility of maybe becoming even bigger partners. It is something that we’re open to,” states Marathe.

“Hopefully it works out if he’s [Radrizzani] looking for more and we’re open to more than maybe we should try something.

“The path and the story is only beginning, it’s not the last chapter, it’s now only the second chapter in a much longer book.

“Now it’s about proving that we belong and trying to climb the ranks within the Premier League so there is a lot more to do. It’s directly correlated with how much we can grow

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the commercial side of the business in terms of how much more we can afford on the pitch.”

Marathe added that he sees the different global markets that the Premier League are able to operate in as the way to grow the club further.

“One fantastic thing about the way the Premier League or the [English Football League] works is that the club controls and owns its brand globally.

“That is different from American sports with the 49ers where we only really control the brand within our local market and anything outside of the market, the NFL, as a whole, controls all 32 logos.

“This provides a huge opportunity for clubs like Leeds, as Manchester United has already demonstrated, that they can do things in Asia and South America.

That is something I’m excited to see if we can help Leeds really become more of a global force.”

On a zoom press conference, Radrizzani said that the 49ers “have done a good deal investing in the club with me because they see their investment already worth probably 3.5 times higher in terms of value of what they put in.

“They are obviously good friends, a good partner and I think they could bring more value in the management of the club in the Premier League than what has been done until now.

“I expect them to help us more, step up and potentially in the future years in the Premier League in club management, particularly the stadium and merchandise.”

With a stake in the club already, 49ers Enterprises are reported to be interested in a potential takeover. At the time of the original partnership a full takeover was not on the cards, but things have now changed. It is understood that Radrizzani included an option for 49ers Enterprises as part of their deal and the Americans are ready to push through a full takeover.

Leeds have also been connected with investment from Qatar Sports investments (QSI), which own French football team Paris Saint-Germain.

Radrizzani spoke in the zoom call that he was in talks with QSI but no concrete negotiations were discussed. “We have a very good friendship,” he said. “We have been talking, but to be honest we

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haven’t reached any concrete point of any negotiation.

“But we are really good friends and if they want seriously to come, they can always find my door open for a discussion, but at this moment there’s nothing.”

Radrizzani has given Leeds back a solid foundation and in 2017 brought Elland Road back under the club’s control for the first time since 2004 when it was sold off and leased back during a period of financial crisis following Premier League relegation.

The Italian businessman is believed to have paid around £20 million to buy it back soon after taking control but could be ready to cash in on his 90 per cent stake in Leeds as the club seeks to take the next step. Now that they are at last back in the top-flight – a return to the Champions League is already being targeted as the club also looks to tie down manager Marcelo Bielsa.

Radrizzani, who is thought to have paid £45m to buy Leeds from former Cellino – but then invested heavily thereafter – stands to pocket around £250m for selling his 90 per cent stake.

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TECHNOLOGY

Aser Ventures Launches New Streaming Service LIVENow LIVENow to offer flexible access to best LIVE entertainment & events Global investment platform Aser Ventures has officially launched its new streaming service LIVENow.

LIVENow will offer flexible pay-per-view access to a host of live events – from sport, to music, to fitness, to industry conferences. Content will be available through LIVENow’s D2C platform as well as through a global network of digital platforms, social channels and mobile companies.

In a period where the pay-tv industry is increasingly stagnant, LIVENow provides easy access to the events viewers want to consume, on the platforms they want to consume them. LIVENow is committed to helping people enjoy the experience and emotion of live events in a new and exciting way.

Andrea Radrizzani, Aser Ventures Founder and Executive Chairman, said of the service: “We built LIVENow because we understand the incredible power that the best LIVE content has to bring people together and we want to make access to this content easier and more flexible for consumers globally.

“LIVENow will serve everyone involved in the streaming of live events. It offers event organisers and rights holders a new and flexible way to make content available to their viewers. It gives viewers easy access to the events they want to watch, on the platforms they want to watch them.

And it offers media partners the chance to host great content and share in the revenue generated from pay-per-view.

“We’re excited by the opportunities available to disrupt the current Pay TV market with an innovative new service that democratizes access to LIVE content and we will be building out our offering rapidly in the coming months.”

LIVENow has undergone an extensive testing phase, following its soft launch in 2019. LIVENow has broadcast live Serie C and Coppa Italia football from Italy, La Liga from Spain, the FA Cup from England and regular matches from the Chinese Professional Baseball League in Taiwan.

Last week LIVENow streamed the UK Pro Series - Classic Week to tennis fans globally.

LIVENow launched its music offering with the One World: Together At Home concert, in support of the World Health Organisation’s Covid-19 relief efforts in April 2020 and recently streamed a oneoff virtual concert with Ellie Goulding to her fans globally. More high profile music events are planned in the coming months.

LIVENow has also steamed corporate events, including the FT Business of Football Summit.

LIVENow is now committed to rapidly expanding its portfolio of content across sport, fitness, music and lifestyle verticals, as well as its corporate events offering.

ABOUT LIVENOW

ABOUT ASER VENTURES:

LIVENow is a new distribution network and platform providing flexible pay-per-view solutions for sport, music, fitness and corporate content. LIVENow services fans with the best LIVE content through its own platform and a growing distribution network of digital publishers, social media channels and mobile companies. In a period where the pay-tv industry is increasingly stagnant, LIVENow provides easy access to the events viewers want to consume, on the platforms they want to consume them. LIVENow is committed to helping people enjoy the experience and emotion of live events in a new and exciting way. Visit www.live-now.com

Aser Ventures is an investment platform specialising in sports, media and entertainment. Aser marries investment with deep market expertise, making it uniquely placed to drive value for its partners, companies and their end users. Aser provides portfolio companies with strategic support, access to its global network of contacts and membership to an ecosystem of organisations that embrace cutting edge technologies. Aser’s portfolio includes Premier League club Leeds United, ELEVEN SPORTS, Whistle, Easyprod, Hellodi, Sports Data Labs, One Football, BASE and Epico, as well as LIVENow. Aser’s strategic partnerships include Corrum Capital and 49ers Enterprises, an investment entity affiliated with the San Francisco 49ers. For more information on Aser and its portfolio visit www.aser.com

ISSUE TWELVE ★ SEPTEMBER 2020

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Sky launch first network in Europe dedicated solely to NFL The National Football League (NFL) is set to receive its own dedicated channel in the UK and Ireland as part of a renewed five-year rights agreement with longstanding partners Sky. Sky has owned the rights to the NFL for 25 years and will now look to further that relationship by aiding in the growth of the sport internationally and targeting the important UK and Ireland market.

The deal, that will run from 2020 to 2024, will be the first time that the NFL has launched a channel with an international broadcaster.

Sky has stated that alongside the brand-new channel, that will be called Sky Sports NFL, there will be NFL coverage across the Sky Sports New channel and their social channels.

The 2020 season is set to begin on September 10, where the channel will host five live games per week, including: Sunday night games at 6pm and 9pm, playoff fixtures, Pro Bowl and Super Bowl games, every Thursday Night, Sunday Night and Monday Night Football as well as highlights and ancillary programming.

Currently, the deal with Sky only featured six Sunday Night Football games per season, shown on Sky One, a channel that is primarily used for non-sporting entertainment. Some games were also shown on the freeto-air channel Pick TV. UK viewers’ access to the majority of the games was through Game Pass,

the NFL’s over-the-top (OTT) platform but Sunday games were blacked out due to holding broadcasting rights.

Roger Goodell, the NFL commissioner, was elated at the chance of seeing increased development in the interest of the league overseas.

“This new five-year agreement and the launch of a dedicated Sky Sports NFL channel will undoubtedly continue our rapid growth in the UK and Ireland. We are excited that our expanded partnership with Sky will provide even more NFL content to our millions of UK and Irish fans” Stephen van Rooyen, chief executive officer at Sky UK and Europe, explained that “Sky Sports has shown live NFL since 1995 and played a big role in growing the sport in the UK and Ireland over the last 25 years. Now, as part of Comcast, we are excited about taking our partnership to a whole new level.”

The dedicated channel will be of welcome news to the NFL, whose earlier plans of progressing the interest of the league across the UK was dealt a blow when the four games that were set to go ahead in London were cancelled as a result of the coronavirus pandemic.

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PLAYER CARE

PLAYER CARE

TEAM MANAGEMENT • PERSONAL DEVELOPMENT • ACADEMIES • COMMUNITY

STEVIE WARD

CAPTAIN, LEEDS RHINOS

MOVING SOCIETY TO A PLACE BEYOND STIGMA

Stevie Ward, Leeds Rhinos’ Captain and founder of ‘Mantality’, speaks to Premier Sports Network on breaking into the professional game at a young age, managing setbacks, the importance of a strong support network and founding ‘Mantality’, the mental health support network that inspires the every-day male to become a more comprehensive version of themselves, with mindset being the first point of address.

Was it always your dream to play rugby professionally?

“I probably started playing at around the age of six and from as early as I can remember that was always the goal… I was probably about eight of nine when I seriously thought there’s a chance here.”

Stevie began playing rugby union for local side Morley, but having seen the route to professional level playing union was restricted through school level, he sought out Rugby League as his pathway to the very top where he would go on to be a multiple time league and cup winner with the Rhinos.

How were you noticed, and signed by Leeds Rhinos?

“The Rugby League set up is very much going to the amateur game and scouts go and watch it. After a bit of time at Morley until I was about 10, I went back to rugby league. In and around that you hear about scouts coming to watch the games and it’s very exciting for a young player.

“At 12 years old I joined the Leeds Rhinos scholarship, which is quite young. I can remember going in with my letter to school in year 7 saying that

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‘you’re one of the 12 players on the squad sheet’ and I was buzzing. It was like all my Christmas’ come at once.”

Stevie then rose through the junior ranks at Leeds Rhinos. After an impressive first season with Rhinos’ under-18’s, Stevie made the step up to under-20’s whilst having the opportunity to train with the first team. Following a friendly against Featherstone Rovers in 2011 and his performances for the under-20’s he earned a place in Leeds Rhinos first team squad and was given his debut by Brian McDermott in 2012.

Ward, 26, is now Leeds’ longest serving player.

He was a Grand Final winner in his first season and again in 2017, when he played the full 80 minutes against Castleford Tigers just eight days after suffering a dislocated shoulder, a final which Stevie describes as one of his career highlights.

What advice would you give for young athletes breaking into a professional set up?

“I had a real seamless trajectory at 18 years old, I remember picking up my A-level results and a few weeks after that I turned out at Wembley Stadium

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Gary Bloom Oxford United’s mindset master helps players conquer lockdown PAGE 42

Brendan Flood Education is vital to the future of the global sports industry PAGE 46

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Luke Cheyne How the RPA are supporting Rugby’s elite with Gain Line PAGE 54

“It’s been such a strange time [during the coronavirus pandemic]. We’ve had bits of gym kit sent out to us; bikes sent out to keep active. I would say the club and Rugby League specifically have really progressed in mental health and how that is treated.”

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PLAYER CARE

starting in the Challenge Cup Final. We lost that final unfortunately, but a few months after that we won at Old Trafford – It went exactly as I would have scripted it.

“The first bit of adversity I got was at 19 where I dislocated my shoulder and damaged all the nerves down my arm.

That was a big, big moment, because that was the moment where I would have to adapt, and things went a little bit different.

“To a young player, I would say when things don’t go right and take a bit of a turn the way you don’t want, you’ve got to be prepared to go with it and do everything you can in the situation you are in.

“You might have the tough rejection, you might have situations where you don’t fit in and a set up where you’re not quite excelling, but it is them moments that come that you weren’t prepared for, that is the biggest fire for your career. The best motivation is to prove people wrong. It’s all motivation to excel.

“Those moments where you’re on the back are the ones that will test you to go forward and be even better.”

How important is a strong support network as a young athlete?

“Those people inevitably make you who you are, the experiences that you have, the bits of help, [and] role models that show you which way to go.

“I think you need people who you can rely on and be honest with you too.

“You need to single those people out and be aware of who’s going to tell you if you’ve done well, but also what you could have done better and sense that they are doing it for you and not in any other fashion.

“It’s been such a strange time [during the coronavirus pandemic]. We’ve had bits of gym kit sent out to us; bikes sent out to keep active. I would say the club and Rugby League specifically have really progressed in mental health and how that is treated.

“There’s always someone there, we’ve got a Welfare Manager who is actually a trained counsellor, so he’s been massive over these last few months. People have got different things going on in life, different personal challenges. I think that the subject of mental health is so much easier to deal with now and so much easier to speak about, and I think the clubs doing a really great job in how they are handling stuff with what goes on, on and off the field.”

Mantality Stevie launched his own brand ‘Mantality’ in 2016. After experiencing the ultimate highs of winning trophies but also the devastating lows which come with injuries, he chose to speak out about his own mental health. Through Mantality, ISSUE TWELVE ★ SEPTEMBER 2020

he dedicates his spare time away from the rugby field to move society to a place beyond stigma. A place where mental health can be spoken about openly and where relationships and passions can be cultivated, and overall performance improved.

The brand develops conversations through podcasts and articles, educates through workshops and carries its message with its own apparel. Podcasts have featured the likes of Callum Hancock, Matthew Lewis, Jamie Peacock, Lauren Steadman, Jason Fox and many more.

“At 19 I had a really big injury and I was out for the rest of the year. 2014 I came back and suffered that year because I wasn’t playing to the perception of how I knew I could play and I wasn’t playing to the perception of how others knew I could play and I was in and out of the team.

“2015 I was back competing; I was back on track.”

In 2016, Leeds Rhinos scored in the last second, which saw them move to the top of the league and ultimately win the Super League.

“I was in the changing rooms, because four minutes before the end I had ruptured my ACL and hobbled off the pitch. I was in the changing rooms as Leeds erupted, the stadium erupted, putting us back at the top of the table to win the second trophy out of three.

“I was looking at my knee; I didn’t know how to react or how to feel and I’m just thinking about that past episode in 2014 when I was in and out of the team and not part of it.”

To make things even more difficult, that day was the same day as his grandmother’s funeral.

“In that moment, I thought I’ve got to do something different because I can’t go back to that same mindset, I was in back in 2014.

“The idea and concept of mental health I grew up with; listening to music and seeing bits of art and mental health was always discussed in that arena, but when I was growing up in the sports related arena of rugby league it was silent and I didn’t get it. It was like the elephant in the room.”

Final bits of advice for young athletes: “Make sure you take yourself away every now and again. I think as a young lad I was very serious and obsessed with everything in the game. I loved it so much and enjoyed it so much. When you’re getting a bit older and you’re 16, 17 just make sure you have time for yourself to take yourself away.

“One thing I would recommend massively is to try meditation out, that has been a massive thing for me especially with all the stress that’s gone on over the last couple of years and last few months for everyone.

“We run around a lot of the time hostage to our thoughts, pushed and pulled around [with sport], but [you need to] to take a bit of distance and time in the present moment where you can see these thoughts flying past your head, [and] once you get good at it you can understand why you might feel a certain way.”

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LEICESTER CITY LAUNCH PROFESSIONAL WOMEN’S TEAM Leicester City have announced the launch of their professional women’s team, having acquired the independently established Championship side, Leicester City Women.

The English Premier League side has supported Leicester City Women’s club since its inception in 2004 but has now moved the acquire the club with a view to grow the women’s game throughout the city.

Leicester City also have plans to collaborate on larger scale that goes beyond the elite professional level and help to promote women’s grassroots football locally.

King Power International, Leicester’s parent company, plans to fully integrate the club into the Leicester City brand alongside the club’s first and youth teams and has already transferred the teams FA Women’s Championship license.

The move sees the women’s team retain all of its previous management, playing and support staff, who will all become full-time.

The former Leicester City Women’s chairman, Rohan Morgan, will become an advisor to an LCFC Women’s Football Leadership Group.

Leicester City Chairman, Aiyawatt Srivaddhanaprabha, is excited for the future of the women’s side and the Leicester City brand, “This is a really proud day,” he explains excitedly, “the introduction of a women’s team embedded within the club has been an ambition of ours for some time and today it can start to be realised.

“The club’s co-operation with LCWFC since 2004 has been a valuable gateway to the women’s game. Its chairman, Rohan Morgan, and its staff and players deserve great credit for the solid

foundations they have built and we’re really excited to see how we can progress with the setup in-house.

“LCFC Women will carry the standard, but our vision for developing the women’s game in Leicester is wideranging. We want to build on the recent success of women’s football to inspire a generation of young girls and to ensure opportunities exist for the gifted among them to have a future in the game.

“Exactly 10 years on from King Power first arriving in Leicester, this is a significant expansion in our vision for the club – both in terms of diversification and our dedication to football for all; and in our ongoing commitment to excellence in every one of the club’s pursuits.”

Of the announcement, club chairman, Rohan Morgan added: “This is an amazing step forward, both for our team and for women’s football in the city. For many years now, we have

proudly represented Leicester City in the women’s game and tried to build an organisation with solid foundations, high standards and the potential for growth.

“Officially joining the Leicester City family is the best possible endorsement of that work and I’m extremely proud of every player, member of staff and volunteer – several of whom will be continuing the journey with us – that has helped bring us to this point.

Thanks to the belief of Khun Aiyawatt, Susan Whelan and everyone at Leicester City, we have an incredible opportunity to build on that potential and be a part of the club’s vision for success.”

Leicester City Women are already an established football side in the Championship, finishing last season in sixth after the season was ended abruptly due to the COVID-19 pandemic in what was their second season in the second tier of the women’s football league setup.

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English football’s only psychotherapist helping Oxford United’s players conquer lockdown Gary Bloom, sports psychotherapist at Oxford United addresses several challenges of supporting players’ mental health during lockdown, the effects of playing behind closed doors and the importance of exploring dual careers alongside sport.

Bloom is a clinical psychotherapist working from Cognicity’s Harley Street clinic in London and specialising in treating elite sportsmen and women with clients from across the sporting world, including football, rugby, cricket, horseracing, and snooker.

He is the only psychotherapist in English football and a key part of the player care service that has aided Oxford United’s transformation from relegation strugglers last season to play-off finalists in the 2019/20 season.

Involved at every level of Oxford United, Bloom works with the first-team and academy from U23 level to U9s, working with players when it comes to performance anxiety, including

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challenges that include injury, poor onfield form and personal matters away from the pitch.

Previously, Bloom was a sports broadcaster and he brings together his two professions though his talkSPORT radio show ‘On The Sporting Couch’.

Speaking with PSN, Gary emphasises that “we all have mental health as well as physical health” and that psychotherapy is a “talking cure for mental health issues” treating things such as anxiety, depression and addictive behaviours and relationship issues. His role does not exist anywhere else in English football. “One of the greatest shocks I [Gary] came across is that I thought there must be 15, 20, 30, 40 people like me working inside of football clubs, but there isn’t. You need people like me on the training ground,

in the dressing rooms, week to week.

“If I was a new manager going into a club, I would be looking for a psychotherapist to work alongside me.

The research shows that you get a 7 to 15 per cent increase in productivity and success normally when you do – which could have saved two or three clubs if you look at the bottom of the championship.”

The importance of a psychotherapist in sport is even more evident in today’s current climate. Infectious disease outbreaks, like the current coronavirus pandemic can be scary, affecting everyone’s mental health and one of the feelings millions of us are experiencing during the current pandemic is loneliness. While players resided to their homes and were forced to take a break mid-way through the

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PLAYER CARE

season, Gary among others at Oxford United, stayed in touch with players speaking with those who may be finding it particularly difficult on a regular basis.

Gary explains that “there is a big difference for someone being in lockdown who is at home with their wife and family – which can be great to have that socialisation – compared to an overseas player who is living in this country away from his family.” Like most other clubs, Oxford United participated in remotely coordinated training sessions via Zoom video conference calls. The virtual meetings became a staple of daily life for the club’s players with a structured training plan for everyone.

Technology these days means that everything is instant and you can’t get away for not putting the work in and it was important for Gary to find out support players who were not quite coming up to scratch with the stats.

“Some players really surprised us by coming back fitter than they were before the break and then there was those who found it a lot harder,” Gary explains, “we were monitoring a whole bunch of things, ISSUE TWELVE ★ SEPTEMBER 2020

“Football especially lags behind rugby by miles, and the sport hasn’t really got to grips with this, maybe because of the financial rewards inside football that player can be immersed in their financial gains and therefore don’t think about a career [elsewhere] that rugby and cricket players do.”

of how different people respond. I think the most demanding bit of work was ‘can we come back as a group after being away from each other for so long?’.”

“As it happened, we [Oxford United] came back and was quickly into the play-offs, so I [Gary] then returned to the group where we had COVID testing twice a week and then back into the bubble of the group by helping to prepare for two important [EFL League One play-off] semi-finals and then the final.

“The first we needed to do was design a psychological element for a penalty shootout, which we won against Portsmouth.”

When questioned on the biggest challenges with returning, his response is short “helping to try and get back to the sense of unity prior to lockdown,” he follows up that it was a challenge “to deal with players who are also finding it difficult [to adjust]. We had two players who found it particularly difficult, one whose wife was pregnant and another one who had a new-born baby, so they both had concerns over them falling ill or catching COVID-19.”

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“On a psychological level, players who play a second sport at an amateur level, whether it be golf, tennis etc., tend to be a lot more proficient in their primary sport, improving their hand-eye coordination and the different ways of seeing a bouncing ball.”

With the football season being completed behind closed doors and potentially next season following beginning in the same fashion, how does having no fans spectating affect the players and the game?

“It’s not an easy situation to find yourself in,” Gary explains, “There are specific things that we worked on and talked a lot about. A lot of my work involved telling the manager what the psychological implications might have been to play behind closed doors. For example, we had to work out that there are two types of footballers… There are those who would play on a Sunday afternoon on a recreation ground and love playing sport, and there are entertainers who love playing in front of a crowd and gain their energy and get a lot out of playing in front of a live audience. And we have to help these mix in so that the entertainers can get their energy from different sources.

“The way you do that is start thinking about slight subtle changes whereby the crowd absence needs to be replicated by what’s going on, on the pitch. So, we tried to get people a lot more vocal with each

other and encouraging the quieter lads in the team, explaining that they needed to vocal.”

In line with Premier Sports Network’s Life Skills initiative that engages directly with young professional athletes to offer further support and guidance with dual career opportunities, we were interested to find out the importance of dual careers to minimise the loss of sport at the end of one’s playing career.

“Football especially lags behind rugby by miles, and the sport hasn’t really got to grips with this, maybe because of the financial rewards inside football that player can be immersed in their financial gains and therefore don’t think about a career [elsewhere] that rugby and cricket players do.”

“On a psychological level, players who play a second sport at an amateur level, whether it be golf, tennis etc., tend to be a lot more proficient in their primary sport, improving their hand-eye coordination and the different ways of seeing a bouncing ball. So I would encourage player to take up a second sport as long as it doesn’t compromise their

primary sport. And I also encourage any footballers to really think about different industries.

“It can be easier for recovery if they [players] do have something else.”

“We all have mental health as well as physical health and the quickest way to look after yourself, when you’re sitting there at home ruminating over the meaning of life, is to get out and do something, meet people and explore other interests.”

Prior to lockdown, Gary hosted the first ever sports psychotherapy conference, which welcomed more than a dozen football clubs and a number of psychologists and psychotherapists to share best practice on the topic of mental health in football.

In February 2021, Gary will be publishing a novel drawing on his experiences from real-life events, in the form of fictional characters.

Any professionals working within sport that would be interested in speaking with Gary, he is open to an open discussion.

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PLAYER CARE

EDUCATION IS VITAL TO THE FUTURE OF THE GLOBAL SPORTS INDUSTRY Brendan Flood, chairman of University Campus of Football Business (UCFB), its Global Institute of Sport (GIS), and director at Burnley FC, explains how now, more than ever, the global sports industry must innovate to adapt to the global climate, and how specific knowledge and education is central to that, plus a brand new partnership with Premier Sports Network…

Around the world there has not been one industry that has escaped the impact of COVID-19, and sport is no exception. From the top to the bottom, jobs have been lost, organisations folded, and revenue ripped apart. Slowly but surely athletes are returning to the field, but the sports they have dedicated their lives to have been changed dramatically. These truly are testing times.

It’s now up to us, the leaders of today, to adapt to this new reality by bringing forward the vision, knowledge and ideas needed that will ultimately lay the foundations for the leaders of tomorrow to continue taking this powerful, transformative and global industry into the future.

No industry survives without forward thinkers and organisations that are not afraid to think outside of the box to attract new audiences and investment.

Sport has often been at the front of that curve and it’s my belief that it can continue to be so as we all continue ISSUE TWELVE ★ SEPTEMBER 2020

to work our way through this unique landscape we currently find ourselves in.

Since the turn of the century, the sports industry has developed on and off the field in ways many of us could not have imagined. Nowhere is that more prevalent than in its commercial appeal to broadcasters and sponsors. As a revenuegenerating industry it has skyrocketed; our audiences are no longer confined to one town or one country – Brooklyn is as key a market as Burnley.

With this in mind I believe that it is increasingly vital that those working in sport must have the knowledge, skills and adaptability to span continents.

With global industry must come lifelong learning and specific education to oversee an ever-changing and fast-paced landscape. The demand for virtual and flexible education is greater than ever too – COVID-19 has highlighted this. We must ensure that individuals and organisations have access to insight from sports leaders around the world instantly online, even for those who prefer to study on location.

My goal when launching UCFB nearly a decade ago was to create the ‘Harvard of Sport’, and I believe with the recent launch of our Global Institute of Sport (GIS) we are close to realising that. A huge part of that is our partnership with

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VSI Executive Education to deliver their leading MSc Sports Directorship degree programme as well as their CEO of a Sports Organisation and The Executive Athlete courses. Alumni of VSI that are now joining the wider UCFB and GIS family include ECB director and former England cricketer Ashley Giles, Olympic medal-winning gymnast Beth Tweddle and Zoran Krneta, Sporting Director of Charlotte’s new MLS expansion team Charlotte FC. We are ensuring that our network of partners and hub locations across Europe, North America, Asia, the Middle East and Australia are accessible to all of our

students, meaning that learning best practices from the leading minds and organisations in the sector is easier than ever.

As well as learning from the best in the business, students will be learning and networking at some of the world’s most spectacular sports arenas to further fuel their ambition. With the likes of Wembley and Etihad stadiums in the UK already established as GIS venues, students now have access to Red Bull Arena in New York; Atlanta’s Mercedes-Benz Stadium; Toronto FC’s BMO Field and the incredible Melbourne Cricket Ground.

With each continent comes a new sport and business model to learn, digest and tackle. Whether it’s football, cricket, rugby, American football, basketball or Aussie Rules, each discipline has its own unique trait. We believe that by gaining the knowledge of each market, individuals become better equipped to succeed in this industry wherever in the world and whatever the circumstances.

Similarly, we believe each sport can learn from another to adopt best practice and ensure that the global sports industry is

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an efficient and commercially successful as it can possibly be.

And now with GIS linking up with Premier Sports Network, this network and collaboration of minds, organisations and ideas will further expand the knowledge and experience necessary for our students to succeed. Utilising Premier Sports Network’s extensive list of contacts, international events and sports business prowess will give students further access to some of the best minds in world sport, as well as a number of job opportunities for alumni.

So, whether it’s teaching via the classroom or through experiences and networking, it’s up to us to ensure we continue to push sport and its rich financial, cultural and social benefits on to those who’ll be carrying these responsibilities into the future.

For more information on UCFB and its Global Institute of Sport, please visit www.GIS.sport/PSN.

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Pandemic triggers influx of pro teams to invest in athlete engagement platform Teamworks Since the first cases of COVID-19 were diagnosed globally in January, teams from the world’s most elite professional leagues have sought out partnerships with sports technology platform Teamworks to ensure efficient and consistent player and staff communication.

Teamworks, which streamlines communication and logisticscoordinating through its mobile app, allows players and staff to stay connected and coordinate schedules whether they’re in the team facilities or operating under remote conditions.

Based in the United States and established in 2004, Teamworks seeks to centralise communication and internal processes for teams while also providing the premium player experience. The platform is used by more than 100 elite professional organisations around the world including teams in the English Premier League (EPL), Premiership Rugby, National Basketball Association (NBA), National Football League (NFL), National Hockey League (NHL) and more.

In the last several months, sports have operated in a way they have never had to before with games and practices being cancelled or postponed while players, coaches and staff being sequestered in their homes. Now, many leagues are in the midst of or have already executed their return to play transition plans to get back to competing. With circumstances surrounding coronavirus continuing to evolve on a daily basis, leadership for professional ISSUE TWELVE ★ SEPTEMBER 2020

teams recognises athlete communication and engagement as paramount.

In announcing their partnership with Teamworks, chief executive of Chelsea FC Guy Laurence said, “Players’ time is in high demand across many departments at the club, such as medical, marketing, sponsorship and

communication. Trying to schedule time efficiently is an ongoing challenge for the club. With the ability to schedule communication and automate reminders in advance, Teamworks provides us with a streamlined solution to cut through the noise, avoid duplication and ensure we’re using the players’ and coaches’ time in a more targeted way.”

For the leagues still preparing to start their seasons amid these unprecedented times, changes in internal processes and interactions will be required. Safely returning players to team facilities, modifying

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training and accommodations, incorporating new healthcare and testing protocols, and changes in competition schedules to accommodate regional travel and reduce expenditures, are just a few of the major adaptations facing teams globally.

While the Bristol Bears prepared for the start of the Premiership Rugby season, the club’s Head of Athletic Performance Kevin Geary said, “We’re delighted to be in partnership with Teamworks, a global leader in elite athlete engagement and communication. Teamworks will enable us to streamline our internal

communications and scheduling onto one secure platform, enabling all of our key stakeholders across the organisation to stay informed. From the first consultation, Teamworks has exceeded our expectations with their expertise, customer service and product quality.”

Meanwhile Ron Francis, Vice President & General Manager of new NHL franchise explained that, “As a brandnew franchise, we wanted to implement systems that would establish operational efficiency from the start. Teamworks has set a standard of communication in the NHL that ensures coordination across

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every department, from the players, to coaches and staff.”

Teamworks CEO and Founder Zachary Maurides added, “The effects of coronavirus will remain in the sports industry for months and potentially even years to come. Seamless, airtight communication and team coordination is always critical, but even more so now. As leagues and teams continue to navigate this new normal, the greatest emphasis and investments will be placed on athlete communication and engagement to ensure teams remain completely aligned regardless of where they’re operating.”

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RETURN TO PLAY A whole host of sports clubs and organisations across the globe have turned to Teamworks, including Chelsea FC, Bristol Bears and Austin FC as well as newly formed Seattle Kraken and Charlotte FC. This has enabled them to engage with their athletes and staff to safely prepare for the return of players, manage operations in accordance with new facility regulations and execute effective communication and coordination if a player or staff member tests positive for Covid-19.

Here are some of the way’s organisations have leveraged Teamworks throughout each phase of their return to play:

PREPARING FOR YOUR ATHLETES TO RETURN

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aving a clear structure in place will help create a sense of normalcy for returning players and staff members.

Communicate new policies and procedures to ensure that everyone in the organisation is on the same page about what is required when entering a facility and what limitations exist.

Utilise FILES to share important information on what to do or not do when re-entering a facility. Pin new files to the dashboard to increase visibility and ease of access. Some organisations have recorded virtual orientation sessions and uploaded to VIDEOS to be referenced at a later date.

Mitigate liability risk through policy acknowledgements built in FORMS to help staff make certain that they have done what was required at the league level in communicating new policies to players. Collect signatures of acknowledgement for the new procedures to ensure that everyone has received and reviewed the necessary documentation prior to using the facilities.

In anticipation of the potential need to communicate with close contacts, obtain updated contact information and store within PROFILES. This will allow for important information to be relayed instantaneously to key stakeholders.

Other customers have utilised TRAVEL to build an hour-by-hour itinerary for the first week back. From meetings to physicals to meals to training sessions, players will have a lot to manage in the early days.

Streamline sc heduling and eliminate confusion around where players need to be and when.

RESPONDING TO A POSITIVE COVID-19 TEST

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espite all of the proactive work to ensure player safety and limit COVID-19 exposure, there is still a chance that someone tests positive. Teamworks is here to assist by streamlining contact tracing to limit additional exposure.

With CALENDAR reporting, quickly find the appointment attendees and locations that the impacted individual has been in recent contact with. Immediately MESSAGE all individuals that may have been at risk of exposure.

Additionally, utilise advantage reporting within PROFILES to pull contact information based on specific attributes (e.g. phase of return, housing location). Message users and contacts (e.g. guardians) directly from report results. Keep key stakeholders informed as the situation progresses.

MAINTAINING SAFE PROTOCOLS IN FACILITIES

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ith new limitations set for facilities, simplifying logistics for small groups is more important now than ever. Utilise CUSTOM GROUPS to divide athletes into smaller cohorts for training rooms, weight rooms, meals, and other team activities. This functionality will allow staff to plan effectively without leaving anyone out.

Teams have also gotten creative with how they can utilise QUICK FORMS. Take advantage of flagged alerts on daily screening forms to monitor who should be allowed to train that day and quickly identify if an individual needs to be evaluated. Since dining rooms are operating at lower capacity, teams are also utilising forms for distanced meal order pickup requests.

Create facility master CALENDARS to manage the use of training rooms, weight rooms, and practice fields. Block usage hours and cleaning hours, particularly for facilities that are shared across multiple teams.

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Netherlands pilot move to allow women to play senior men’s football A new pilot scheme introduced by the Dutch Football Association (KNVB) will allow amateur women to play in a senior men’s team in the Netherlands.

Until this month, the KNVB has barred women over the age of 18 from playing senior men’s first team football, with them having to decide whether to play for a women’s team, or a women’s team, or a category B men’s team, known as reserve football.

The new scheme will enable one female footballer – 19-year-old Elle Fokkema – to join fourth tier VV Foarut for the 2020/21 season and experience category A football. If deemed successful, the scheme could lead to a change in regulations which will allow more female players to play senior men’s first team football in the future.

Art Langeler, head of development at KNVB has been quoted saying, “The KNVB stands for diversity and equality,” the organisation’s head of development Art Langeler said.

“We believe that there should be room for everyone in every way in football.”

He confirms that KNVB receive several requests to allow women to play senior men’s football every year, “In these cases, there is a nice sporting challenge that we do not want to block,” says Langeler.

“That is why we are starting this pilot.

Experience will tell if and how it works and based on that, we could apply a change of regulation.”

In 1986, mixed football was permitted in the Netherlands until the age of 19. Without the pilot scheme, Fokkema would

have been too old to play for VV Foaruut, limiting her to category B football.

“I was sorry that I wouldn’t be able to play with them in a team next year,” says Fokkema.

“I’ve played with these lads since I was five.

“From the KNVB I was always advised to continue playing with the boys for as long as possible, so why shouldn’t it be possible?

“It is quite a challenge, but that only excites me more. I dare not say how it will go, but I am very happy anyway that I can participate in this pilot.”

The likes of Lucy Bronze, Rachel Daly, and Leah Williamson played in mixed teams when they were younger and are now English internationals. However, opinions on the debate are split as some believe the physiological differences increase the risk of injury, especially when teenagers become adults.

The English Football Association (FA) regulation allows mixed football until the age of 18, changed from 16 in 2015. Katie Chapman, Chelsea women’s ambassador says, “The difference in our mechanics does become an issue, Men are quicker and stronger. I think 18 is quite high.”

A review will be conducted at the end of next season whether the KNVB should continue to allow women to play senior men’s first team football in the future.

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PLAYER CARE

NextWave As an extension of PSN’s Player Care Network and Life Skills initiative, that engages directly with young professional athletes to offer support and guidance, we have launched @nextwaveofficial on Instagram – a platform promoting upcoming sports talent worldwide, providing a spotlight for the youth and bringing you interactive IG Live sessions with current and former athletes.

Through @nextwaveofficial, we will be highlighting the amazing achievements and supporting both professional and grassroots athletes, offering sponsorship opportunities for them to gain recognition, as we look to support talented individuals on their journey to the top.

• • • •

Athlete achievements Highlights Behind-the-scenes content Interactive Q&A’s and much more.

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JACK WAKELY – CHELSEA FC U23 DEFENDER

STEVIE WARD – LEEDS RHINOS CAPTAIN

Jack Wakely joined Chelsea’s academy at the age of nine and has been an integral part of the club’s youth set-up ever since. Jack provided fantastic insight into his journey so far, including the motivation from seeing many young players being given the chance to impress at first-team level. Jack also highlighted the importance of education alongside his playing career, as he believes education is incredibly important for every athlete.

Stevie Ward earnt a call up to the Leeds Rhinos first-team squad at the age of eighteen and has gone on to become club captain of his boyhood team. Despite his achievements, Stevie suffered a number of setbacks throughout his career, particularly through injuries, in which he provided valuable advice to any young athletes experiencing challenges in their career. Stevie also opened up on his battles with mental health, providing insight into how he has dealt with these difficulties throughout his career.

STEVE SIDWELL – U16 COACH AT BRIGHTON & HOVE ALBION, AND FORMER PROFESSIONAL FOOTBALLER Steve Sidwell had an incredible career within football, playing for a number of top Premier League clubs including Chelsea, Fulham and Brighton & Hove Albion. Steve provided great insight into his journey through football, including how he dealt with a number of key setbacks throughout his journey. Since retiring from professional football, Steve is now looking to give back to the next generation of talent, becoming an U16 development coach at Brighton.

CHARLOTTE HARRIS – CHARLOTTE 49ERS & WALES U19 WOMEN’S FOOTBALLER Charlotte Harris is an inspiration to many young female athletes, having joined Manchester City at the age of 16 and featuring for the Wales U19 squad during their European Qualifying campaign. Charlotte then made the decision to pursue her career in football in the United States, joining Charlotte 49ers at the age of 18. Charlotte’s provided valuable insight into her transition from the UK to the US, both on the field and on a personal level, highlighting the challenges she faced, whilst providing key advice for any young athlete looking to pursue a sporting career abroad.

TED CHEESEMAN – BRITISH PROFESSIONAL BOXER Ted Cheeseman was crowned IBF International light-middleweight champion in August, after defeating fellow Brit Sam Eggington, bringing his record to 16-2-1. Ted spoke openly about his experiences, both within boxing and his personal life, including his fight back from his past gambling addiction. Ted provided great advice to young athletes who are looking to make it to the professional stage, as well as offering key insight into the preparation required for the biggest fight of your life, both mentally and physically.

ADAM SMITH JOINS AS LIFE SKILLS AMBASSADOR Premier Sports Network are delighted to announce Adam Smith (@AdamJSmithy) as an official Life Skills ambassador and host of the @nextwaveofficial.

Adam is quickly becoming one of the most recognisable faces in sports media, working as a presenter for Sky Sports, talkSPORT, Tottenham Hotspur FC and the England national team. Adam also conducts weekly interviews with some of the biggest names in football and share the values of PSN in ensuring that athletes receive the best support throughout their career.

Through his experience of interviewing the likes of Jurgen Klopp, Pep Guardiola, Frank Lampard and Kevin De Bruyne, Adam creates a comfortable and relaxed environment for young athletes to share their journey.

Adam also has a wealth of experience in after dinner and event hosting and has been the face of many branded content pieces in the past. Adam is available for work as a presenter, events host or brand ambassador.

Contact Adam c/p info@thetalentagencyltd.co.uk

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GAIN LINE:

SUPPORTING RUGBY’S ELITE Luke Cheyne, one of eight Development Managers who deliver Gain Line, the Rugby Players Association’s (RPA) Personal Development Programme for professional players within English Rugby, discusses positive change and support during the coronavirus pandemic.

Since its inception in 1998, the RPA have become the collective voice of professional rugby players within England, supporting players throughout their sporting career and beyond, focusing primarily on player welfare, personal development, and career transition.

Luke currently works closely with players at Harlequins and England Mens 7’s. having previously delivered the Gain Line programme at both Leicester Tigers and Northampton Saints.

What guidance and initiatives does the RPA Gain Line Programme provide for players?

“The RPA Gain Line Programme has led a positive cultural change in players, clubs and the game by consistently prioritising the needs of the person behind the player.

National player engagement in their own personal development has grown from 30 per cent in 2010, to a record high of 91 per cent in 2020, the fourth consecutive year over 80 per cent.

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“It is a vital provision, backed by the game, to help players proactively develop as people while playing, support their wellbeing, prepare for their lives after rugby and benefit performance. Over 80 per cent of players state the programme benefits their on-pitch performance.

“From induction to transition, players are supported individually throughout their career by their Mental Health First Aid trained Development Manager. They provide guidance and access to a network of specialists across a range of areas including wellbeing, career exploration, education, financial awareness, life, and professional skills.

This includes creating bespoke initiatives such as the Career Insights programme, Academy Induction Day, Transition Pathway,

LiftTheWeight mental health campaign and the RADAR self-assessment tool.

“The Rugby Players’ Association also has an official charity, Restart Rugby, which provides financial and practical support to players and their families facing hardship, including help with the cost of medical treatment, rehabilitation equipment, counselling, education, and career transition. Restart is also there when players need emotional support by providing access to a 24/7 confidential counselling service.”

How has the RPA been supporting players during the coronavirus pandemic?

“During lockdown, we have seen an unprecedented 150 per cent increase in player interactions with our Development Managers. We have also seen a record 91

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per cent of players engaged in their own personal development nationwide, with 29 per cent of players enrolled in higher education and 37 per cent of players enrolled in other education.

“As with all industries across the world, the professional rugby landscape has been affected heavily by the impact of COVID-19. Initially, there was a period of re-adjustment, when our primary focus as Development Managers was on keeping connected to players and offering reassurance. Owing to the significance of the pandemic and having to adjust to virtual working, it has been crucial to support players during the lockdown period in an individual way and maintain our trusted personal relationships.

“As lockdown progressed, we quickly pivoted how we worked as a team and continued to provide our members with a virtual support structure, facilitating access to personal development opportunities via a range of bespoke communications, webinars series, course options and on-going one-to-one coaching. It was excellent to see players responding positively to the situation, with increasing numbers of players exploring

off field options, players starting new courses, continuing with their education, and also progressing entrepreneurial opportunities.

“During the COVID-19 pandemic, we have also managed to complete the development of a bespoke RPA Player’s App, which provides support, information, and advice for players across the game.”

How does the RPA learn and work with other sporting associations?

“We are proud members of the World Players Association, International Rugby Players, EU Athletes and Professional Players Federation. All are committed to driving positive change in support of players. They provide us with a global perspective on best practice, opportunities to collaborate on shared challenges and continually drive innovation.

“This collaboration has been no more evident than during lockdown. With so many players and athletes travelling the world to get home, tracking, and staying in touch has been crucial. We have shared worldwide learnings in managing the pandemic and shared resources to upskill

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our teams to better support players in areas such as building resilience, delivering webinars and eCoaching. Plus having a trusted network of peers to lean on during a time when player associations have been inundated with requests for help has been crucial in keeping morale high and staying focussed.”

What challenges does the sport face upon its return and looking forward to the future?

“Premiership Rugby made its return in August, with the extended 2019/20 season culminating in October 2020. The 2020/21 season is then due to resume from late November.

“The financial pressures within rugby brought on by COVID-19 are likely to remain for some time. The challenge for us all is ensuring the support of players as people remains a priority even in spite of the challenges being placed by the game as a whole. From an RPA and Gain Line perspective, we will continue to do all we can to provide the vital duty of care for players that is required, now more than ever, and walk the journey with them during their playing careers and beyond.”

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BUILD YOUR POTENTIAL Knight Frank is a place for people who look at the world differently, who build on their possibilities in an environment that is privately-owned and wholly collaborative with a partnership structure. You don’t need to have a degree in property to build your future with Knight Frank, we are looking for curious and driven people to transform our business and industry.

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Our Life Skills sessions have been designed to inspire professional sports people and encourage individuals to explore career opportunities in property.

We offer a suite of workshops with different learning outcomes, tailored to meet the specific, individual club needs. Delivered by Kate Doyle, a qualified teacher with many years’ experience in early careers recruitment and development, the sessions are interactive and educational, and written to meet individual, specific objectives.

Transferable skills We believe professional sports equips people with a variety of skills necessary for a career in property: drive, determination and ambition, often coupled with an ability to work alongside a team of diverse individuals.

There’s a human element in the world of property that is too easily overlooked. At Knight Frank, we believe taking a personal approach is crucial when interacting with our clients, as it gives us a detailed understanding of how we can connect them with the perfect property, be it residential or commercial.

Communication skills honed both on and off the field, pitch or court, potentially in front of the media provides a foundation for exceptional customer and client service.

A combination of Q&A, facilitated discussion and group activities provide opportunity for individuals to display skills and identify area of strength.

Entry Points and follow up work experience: During the Life Skills webinars, we review a variety of entry points into real estate and careers at the Firm. Options from apprenticeships through to fully funded degrees, leading to qualification as a Chartered Surveyor. Following the sessions, we have hosted several players in our Head Office for a period of formal work shadowing, providing a first-hand insight to our work.

Our Client Case Study Session concludes with a tour of properties explored in the activity and allows participants to speak first hand, with Knight Frank surveyors and negotiators.

We have been working with PSN and supporting the Life Skills programme to improve general knowledge of the property industry and broad aspects of real estate.

The training explores common industry terminology and highlight key factors to consider to increasing awareness and understanding of the property market to enables individuals to make more informed decisions.

Scheduled around your availability, sessions can be delivered both virtually and face to face.

READY TO BE INSPIRED? GET IN TOUCH. KATE.DOYLE@KNIGHTFRANK.COM ISSUE TWELVE ★ SEPTEMBER 2020

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PLAYER CARE

EMPHASIS ON PLAYER WELFARE CONVINCED MANU TUILAGI TO JOIN SALE SHARKS England centre Manu Tuilagi as said that he was convinced to join Sale Sharks after a single zoom call, identifying the way Steve Diamond looks after players as the main reason for the switch.

After a disagreement with his club of 10 years Leicester Tigers over contract terms, Manu Tuilagi signed as a free agent to Sale Sharks, with the biggest selling point being the club’s emphasis on player welfare.

The deal came about as a result of Tuilagi not being able to reach a deal with the Tigers after they proposed a 25 per cent wage cut across the whole senior team.

Tuilagi could not agree to the terms of the new contract and was then later made a free agent in which Sale Sharks snatched him up very soon after.

The deal is reportedly worth around £300,000 for one year which he will be taking part in 1 ½ Premiership seasons.

According to Manu Tuilagi, one of the main reasons for the move was due to the care and attention head coach Steve Diamond takes with his players, as player welfare is such an important aspect for players to ISSUE TWELVE ★ SEPTEMBER 2020

take into consideration, especially a player such as Tuilagi who has a history of injuries and setbacks in his career.

Diamond has highlighted his desire to help Tuilagi get game time to be chosen for England. “The first thing is the care and detail – [learning to] understand his body over the next fortnight, knowing exactly what he needs, and then see when we utilise that,” Diamond said.

“Initially he’s here for 12 months – that’s two campaigns, as I see it – and as we get to know each other we’ll have a chat about the future. Initially, it’s how we get this lad playing for us on a regular basis and playing for England on a regular basis. Then the big light at the tunnel is a Lions tour in 12 months’ time.”

The Sharks have one of the smallest first-team groups in the Premiership, the way Diamond has managed their fitness and welfare is by using a non-contact mentality during training, which the

prevention of any serious injuries and setbacks for any player in the squad. Another possible solution that has been considered is running two squads during their hectic Premiership schedule, playing one squad midweek.

Player welfare has been a major talking point for Rugby during the coronavirus pandemic. The unprecedented amount of rugby set to be played over the next 12 months is going to take a huge physical toll on players, with Premiership Rugby in negotiations with top-flight players over how best to manage their welfare.

The provisional date for next season is November 21, four weeks after the Premiership final.

During that time, players will have to prepare for a new season while international fixtures are introduced. The new season is sure to be a test to players and coaching staff, who work tirelessly behindthe-scenes making sure players are fit for the upcoming fixtures.

www.premiersportsnetwork.com @SportsNetwork premiersportsnetwork

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ISSUE TWELVE ★ SEPTEMBER 2020

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PLAYER CARE

UK SPORT DENY RISKING ATHLETES’ WELFARE UK Sport has strongly denied the allegations put towards them by the Mail on Sunday who claim that British Olympians had been provided with a “novel nutritional intervention” ahead of the successful London Olympic Games in 2012.

ISSUE TWELVE ★ SEPTEMBER 2020

An investigation by UK national newspaper, the Mail on Sunday, found that British athletes had been given an experimental substance via an energy drink known as DeltaG, without understanding whether the drink was within the anti-doping rules, cleared by the World Anti-Doping Agency (WADA) and if the drink could cause any side effects for the athletes taking them.

A statement from UK Sport reads, “UK Sport does not fund research projects aimed at giving our national teams a performance advantage at the expense of athlete welfare.

“As the nation’s high-performance sports agency, UK Sport invests in expert institutes who deliver research and innovation projects to support the success of our national sports teams.

“These projects range from designing world-class technical equipment for our athletes, to supporting athlete health and performance.

“These research and innovation projects are conducted in line with the highest ethical standards, within the rules of international sport and are assessed by an expert independent Research Advisory Group.

“Consultation takes place with UK AntiDoping and World Anti-Doping Agency (WADA) wherever necessary to ensure projects comply with international antidoping regulations.”

Documents that have been obtained by the Mail on Sunday found that 91 British athletes from eight Olympic sports were given the drink before the Olympic Games in 2012.

The substance taken is a synthetic version of the body acid called ketones which are naturally formed in humans.

It was developed by Oxford University scientists and manipulated into a drink, linked with the Ketone Ester project, which was funded by UK Sport from 2011 before becoming commercially available in 2018.

UK Sport added that “The Ketone Ester project received independent ethical approval from the Research Advisory Group in January 2012.

“Additionally, UK Anti-Doping confirmed in writing, after seeking clarification from the World Anti-Doping Agency, that WADA had ‘no reason to consider such substances as banned under the 2011 List of Prohibited Substances and Methods’.

“By its very nature, any performance innovation project is at the cutting edge of science and emerging technology, as any advantage for Great Britain is only

www.premiersportsnetwork.com @SportsNetwork premiersportsnetwork

possible before it is widely available - as was the case for the ketone ester which became commercially available in 2018.

“Any research project funded by UK Sport investment includes a participant consent form to ensure it operates with full transparency with regards to any risks to participants, and also for the purpose of full disclosure.

“Decisions which lie at the heart of the high-performance system need to be made with absolute transparency,

not feature on their list of prohibited supplements, however, they warned against the use of it to athletes in the future.

“The use of any supplements by athletes is a concern because, in many countries, the manufacturing and labelling of supplements may not follow strict rules, which may lead to a supplement containing a substance that is prohibited under anti-doping regulations,” said WADA.

“A significant number of positive tests have been attributed to the use of supplements and taking a poorly labelled supplement is not an adequate defence in a doping hearing.” are respectful and the impact of these decisions understood and carefully managed.

“UK Sport is fully committed to developing a high-performance culture that is truly inspirational and one that will set us apart from our global competitors - but UK Sport will never seek to win medals at any cost.”

Speaking to InsideTheGames, WADA confirmed that ketone supplements do

“This may happen for a variety of reasons including deliberate addition or contamination.

“A significant number of positive tests have been attributed to the use of supplements and taking a poorly labelled supplement is not an adequate defence in a doping hearing.”

The newspaper uncovered how 40 per cent of the athletes who took the supplement suffered from side

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effects, which included vomiting and gastrointestinal upsets, and caused 28 individuals to stop taking it because of this. Another 24 stopped as they believed they were not benefiting from the substance.

Any athletes that took part in the experiment signed a participation sheet which excluded any responsibility from UK Sport if the athletes failed a drugs test, while also being made to sign a nondisclosure agreement which meant that the experiment had to remain private.

Furthermore, the investigation revealed how UK Sport had a strategy in place in how they would deal with this experiment being leaked to the media ahead of the Olympics.

The ‘road-map’ stated that “the UK Sport aim is to implement the use of DeltaG with targeted athletes and sports in the period leading into and during London 2012 with events greater than five minutes’ duration and multi-event athletes.

“These sports include cycling, hockey, sailing, athletics, swimming, modern pentathlon and select others.”

London 2012 is Britain’s most successful ever Olympic Games, in which the host nation won a total of 65 medals 29 gold, 17 silver and 19 bronze.

ISSUE TWELVE ★ SEPTEMBER 2020

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RECRUITMENT

Current Vacancies

Each month PSN will be promoting job vacancies across the world of professional sport. If you have a vacancy you would like to promote, please contact enquires@premiersportsnetwork.com.

PR Executive – Tottenham Hotspur FC Location: London, United Kingdom Salary: Competitive Closing date: 11 September 2020 Football & Sports Assistant Development Officer – Southampton FC Location: Southampton, United Kingdom Salary: Competitive Closing date: 13 September 2020

Partner Relations Manager – Red Bull Media House Location: Salzburg, Austria Salary: Competitive Closing date: 27 September 2020 Track Systems Technician (CCR) – Formula 1 Location: Greater London, United Kingdom Salary: Competitive Closing date: Ongoing

Diversity & Inclusion Lead – British Canoeing Location: Nottingham, United Kingdom Salary: Up to £35,000 Closing date: 14 September 2020

Sports Coach – Saracens Location: London, United Kingdom Salary: Competitive Closing date: Ongoing

Performance Coach – Crystal Palace FC Location: London, United Kingdom Salary: Competitive Closing date: 14 September 2020

Movement Coach – Chelsea FC Women Location: Surrey, United Kingdom Salary: Competitive Closing date: Ongoing

Business Strategy Manager – The FA Location: London, United Kingdom Salary: Competitive Closing date: 15 September 2020

Technical Analyst – Chelsea FC Location: London, United Kingdom Salary: Competitive Closing date: Ongoing

Digital & Data Strategy Manager – The FA Location: London, United Kingdom Salary: Competitive Closing date: 15 September 2020

Scheduling Operations Coordinator – NFL Location: New York, USA Salary: Competitive Closing date: Ongoing

Women’s Professional Game Technical Lead – The FA Location: Burton-On-Trent, United Kingdom Salary: Competitive Closing date: 21 September 2020

Football Technology Administrative Assistant - MLS Location: New York, USA Salary: Competitive Closing date: Ongoing

Head of Equality, Diversity and Inclusion – Birmingham 2020 Commonwealth Games Location: Birmingham, United Kingdom Salary: Competitive Closing date: 21 September 2020

Next Gen Stats Researcher - MLS Location: New York, USA Salary: Competitive Closing date: Ongoing

Director of Competitions - FIFA Location: Zurich, Switzerland Salary: Competitive Closing date: 25 September 2020 Women’s Talent Technical Coach – North East Region (Maternity Cover) – The FA Location: Home-based, United Kingdom Salary: Competitive Closing date: 25 September 2020 Womens Talent Technical Coach – Midlands/ East Region (Maternity Cover) – The FA Location: Home-based, United Kingdom Salary: Competitive Closing date: 25 September 2020

ISSUE TWELVE ★ SEPTEMBER 2020

Social Media Senior Coordinator - MLS Location: New York, USA Salary: Competitive Closing date: Ongoing Senior Director, Business Operations – MLS Location: New York, USA Salary: Competitive Closing date: Ongoing Director, Technology PMO – MLS Location: New York, USA Salary: Competitive Closing date: Ongoing

www.premiersportsnetwork.com @SportsNetwork premiersportsnetwork

63

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Today, it’s not an estate agent you need.

It’s a partner in property.

Nowadays, with so much at stake, it pays to choose that partner with great care.

Perhaps unsurprisingly,

Indeed, this principle of partnership extends to our clients, too.

We have always prided

at last year‘s UK Customer Experience Awards.

As one commercial property client recently told

the name Knight Frank invariably appears at the top of most people’s candidate list.

We are, after all, the world’s largest independent property firm. With 500 offices across 60 territories worldwide.

But what also sets us apart is the fact that we operate as a partnership. Something no

ourselves on our tradition of nurturing long-standing relationships, many stretching back for decades.

us, “You are streets ahead of the competition, as you bring me relevant opportunities, aligned to my property strategy, with evidence and a recommendation”.

commercial property, expert mortgage advice, or even help

to have such a vast range of expertise on hand through a

other major competitor can lay claim to.

with moving.

And now that we have

single source”.

If you would like to find

The value of independence We are neither owned by

invested over £5 million over the last four years in

out just how vast that range of expertise really is, may we

a bank, nor are we beholden to shareholders.

We believe that makes a crucial difference to the quality and impartiality of the advice we can provide.

our professional training programme, we are gaining clients and market share at an ever increasing rate.

This may well explain the four Gold awards we won

invite you to pay us a visit at knightfrank.co.uk Or you can ring us on 020 4502 8856.

Your partners in property await you.

A partner for life People tend to stick with us, because they trust us.

Whether they are looking for a home to buy or rent,

Your partners in property.

Client satisfaction Or this, from a client in Notting Hill: “It is reassuring