Liam Scully
Vital Newbie
Greetings, everyone,
I'd like to take a moment to address several recurring topics and concerns that have been discussed on the forum. Before I begin, please understand that these are my personal thoughts, not an official club statement. I recognise the importance of transparency during challenging times and appreciate your feedback, but hope you understand I can’t commit to responding point by point.
The Model
Let's begin with our club's approach, often referred to as "the model."
Our progression from the National League to League One is seen as a fairytale. There is no doubt when living it, that was the overall feeling. In reality – and the information is all publicly available for you to see - a more accurate description would be a (very) well-executed plan that was suitably resourced.
Let me be clear: there is no sleight or hint of negativity in this. But our income, plus the ability of our investors to top that up, meant we had competitive budgets akin to our league positions achieved. For the plan to work, it still needed people to action the plan and action it well. Our success in this time is a proud and worthy achievement and there are countless stories of clubs with similar/more resources and massively underachieved. You only need to look at 21st and 24th place in League Two right now to see this first-hand. Therefore, we should always look back at those times with great pride.
However, competing with larger clubs in League One necessitates a different approach. Instead of referring to it as a "model," let's call it our "method."
Our method is to (on the whole) sign players pre-peak and work with them to develop them into their peak.
To add more detail, this may be end of pathway players either at end of contract and free of compensation (so 25 years old), or end of pathway (24 and under), but with agreements from their club to smaller fees, with a shared future interest in their development.
The other market is undervalued marketplaces, where we see traits and attributes comparable to League One but at smaller fees/salaries than those established/proven in the division.
Of course, the downside is that there will be bumps on the road. We will live the whole development journey, and with high-reward strategies, there is also risk.
I could further justify our approach, but the best way to detail this is to describe the alternative.
We could opt for a low-risk, low-reward strategy. In reality, I think we could be functional and sign a few more 'sure things', but these would never be the division's standout performers. Maybe unfairly, but let's call it a team of solid citizens. The truth is we would be more consistent, but we would have a hard ceiling, and the reality is we could bob in and around mid-table League One for a few years with relative certainty. Naturally, as someone in favour of the alternative, I'd argue that the fans would soon get fed up with this approach and lack of year-by-year progression, but I wholly accept I have bias.
We believe our current method is the right path for long-term success. This is then where we have to link in the game model…
Game Model / Style of Play
Our game model isn't solely about formations; it encompasses our playing style, player attributes, and team setup. Our head coach has the authority to have first and last say on who fits this model while we maintain some core principles. This approach is common among successful clubs and is more flexible than some may perceive.
One of the elements within this is that we wish to have playing traits that are similar to football, which is played higher up the pyramid.
This is important for two prime reasons.
1 – If we are to resell players for any real value, they will have to demonstrate this in a relatable team.
2 – If we are to recruit players based on sharing future success, we need to demonstrate we are committed to point 1. Without this, they would favour upfront fees, which again would be beyond us.
Investment/Projected Losses
We have been open and transparent regarding projecting £3m losses this financial year. We will also soon publish last year's results, which aren't a million miles away from this years projected, despite achieving a total club record for player sales.
The investors, which at this current time is predominantly the Jabara family, have signed up to these losses as we are in a building stage, but we all agree that this is not sustainable in the long term.
Redistribution/reform will help, but we also need to self-serve, realise previous investments, and see supported commercial strategies come to fruition. An example is the matchday programme, which was a £10k loss-making item per annum, which c240 on average purchased. We have to be more savvy with how we apply our resources to deliver a return, and this is where we are currently focussing our attention.
It should also be noted how the investors, in particular Clive in the past, have made commitments to things that underpin the club in the medium/long term. If it was a vanity project or an investment made selfishly, he/they could have poured their money into short-term projects, which no doubt would have provided more immediate returns. Crass, I accept, but I refer to this like junkies on a shot of heroin. Many owners go from one shot of heroin to the next until they get fed up and leave the club in no better (or even a worse place) than they found it. Clive, Harvey and others continue to act selflessly and without exception. I'll do more on this later, but I have no hesitation in saying people need to be careful what they wish for. Not least a group of fans who opted to provide Harvey with some pretty curt treatment and words walking down the steps post-Bolton. I have no hesitation in saying massive shame on you. Not least, as it was done so cowardly.
Fan Feeling
On this more broadly, do I understand the current level of frustration? 100% I do. Please be assured I am as equally frustrated.
That said, that is a key reason why we took action. One we would rarely consider, in particular mid-season.
I wholly and firmly believe Michael is the right person for Lincoln City. Like Clive, Harvey and others, he is selfless, genuinely wants to build something, and has a track record of doing what he says he is going to do.
Undoubtedly, we are at a really challenging period if we look down a short-term lens. Performances, in particular at home over the last 30 months need to be more entertaining, and the highs need to do more to make the lows worth it.
However, we are in a building phase. Or, to be more accurate, a short/sharp demolition stage to re-build. The reason for the demolition to rebuild is 100% on me as CEO. Not Jez, not Clive, Harvey, Michael etc etc. We have made some missteps in the past 20 months and must be accountable for that. We are, and your criticisms are valid.
But… I'd like to think we are on a path to rectifying this, and we really need your support in doing so. I could list many mitigating factors, but I don't feel the need to defend my/our record.
What I will say is IF we eat ourselves at this pivotal time for the club, we will only create a lose-lose.
I know many of you provide us with your unconditional support. Likewise, I feel the generosity of others who are on the fence. I accept that. My only plea is that we stick together. If we remain together, we will be stronger for it.
I will say I have been personally upset at a couple of incidents/abuse I have received when out with my family. I have no objections to taking feedback or criticism 1:1, but I would ask if this doesn't involve my wife or young children. On a similar note, I find it challenging to take some of the reactions towards one of our young players, who is in a tough situation, doing his very best. To scapegoat a young player is disappointing, not least when most of the criticism is not fair and accurate, but that is Pandora box and one I will refrain from opening further.
Context
So, overall, we sit just outside the top third of teams from PL-League Two in terms of net performance over the past 5 seasons (36 from 92 to be specific). Within this period, we have invested time and money into strategies and projects that will provide returns to the club long after I am gone. We are trying to get the balance right between short-term and long-term and accept we have got a few things wrong along the way.
I wholly and entirely respect and understand your frustration, and I assure you we are all working tirelessly to give you a club to be proud of.
I hope this post goes someway to providing clarity and explanation where needed, and close by asking you to stand by us, accepting this comes with an expectation to deliver in the future.
Thank you for your support and understanding.
Liam
I'd like to take a moment to address several recurring topics and concerns that have been discussed on the forum. Before I begin, please understand that these are my personal thoughts, not an official club statement. I recognise the importance of transparency during challenging times and appreciate your feedback, but hope you understand I can’t commit to responding point by point.
The Model
Let's begin with our club's approach, often referred to as "the model."
Our progression from the National League to League One is seen as a fairytale. There is no doubt when living it, that was the overall feeling. In reality – and the information is all publicly available for you to see - a more accurate description would be a (very) well-executed plan that was suitably resourced.
Let me be clear: there is no sleight or hint of negativity in this. But our income, plus the ability of our investors to top that up, meant we had competitive budgets akin to our league positions achieved. For the plan to work, it still needed people to action the plan and action it well. Our success in this time is a proud and worthy achievement and there are countless stories of clubs with similar/more resources and massively underachieved. You only need to look at 21st and 24th place in League Two right now to see this first-hand. Therefore, we should always look back at those times with great pride.
However, competing with larger clubs in League One necessitates a different approach. Instead of referring to it as a "model," let's call it our "method."
Our method is to (on the whole) sign players pre-peak and work with them to develop them into their peak.
To add more detail, this may be end of pathway players either at end of contract and free of compensation (so 25 years old), or end of pathway (24 and under), but with agreements from their club to smaller fees, with a shared future interest in their development.
The other market is undervalued marketplaces, where we see traits and attributes comparable to League One but at smaller fees/salaries than those established/proven in the division.
Of course, the downside is that there will be bumps on the road. We will live the whole development journey, and with high-reward strategies, there is also risk.
I could further justify our approach, but the best way to detail this is to describe the alternative.
We could opt for a low-risk, low-reward strategy. In reality, I think we could be functional and sign a few more 'sure things', but these would never be the division's standout performers. Maybe unfairly, but let's call it a team of solid citizens. The truth is we would be more consistent, but we would have a hard ceiling, and the reality is we could bob in and around mid-table League One for a few years with relative certainty. Naturally, as someone in favour of the alternative, I'd argue that the fans would soon get fed up with this approach and lack of year-by-year progression, but I wholly accept I have bias.
We believe our current method is the right path for long-term success. This is then where we have to link in the game model…
Game Model / Style of Play
Our game model isn't solely about formations; it encompasses our playing style, player attributes, and team setup. Our head coach has the authority to have first and last say on who fits this model while we maintain some core principles. This approach is common among successful clubs and is more flexible than some may perceive.
One of the elements within this is that we wish to have playing traits that are similar to football, which is played higher up the pyramid.
This is important for two prime reasons.
1 – If we are to resell players for any real value, they will have to demonstrate this in a relatable team.
2 – If we are to recruit players based on sharing future success, we need to demonstrate we are committed to point 1. Without this, they would favour upfront fees, which again would be beyond us.
Investment/Projected Losses
We have been open and transparent regarding projecting £3m losses this financial year. We will also soon publish last year's results, which aren't a million miles away from this years projected, despite achieving a total club record for player sales.
The investors, which at this current time is predominantly the Jabara family, have signed up to these losses as we are in a building stage, but we all agree that this is not sustainable in the long term.
Redistribution/reform will help, but we also need to self-serve, realise previous investments, and see supported commercial strategies come to fruition. An example is the matchday programme, which was a £10k loss-making item per annum, which c240 on average purchased. We have to be more savvy with how we apply our resources to deliver a return, and this is where we are currently focussing our attention.
It should also be noted how the investors, in particular Clive in the past, have made commitments to things that underpin the club in the medium/long term. If it was a vanity project or an investment made selfishly, he/they could have poured their money into short-term projects, which no doubt would have provided more immediate returns. Crass, I accept, but I refer to this like junkies on a shot of heroin. Many owners go from one shot of heroin to the next until they get fed up and leave the club in no better (or even a worse place) than they found it. Clive, Harvey and others continue to act selflessly and without exception. I'll do more on this later, but I have no hesitation in saying people need to be careful what they wish for. Not least a group of fans who opted to provide Harvey with some pretty curt treatment and words walking down the steps post-Bolton. I have no hesitation in saying massive shame on you. Not least, as it was done so cowardly.
Fan Feeling
On this more broadly, do I understand the current level of frustration? 100% I do. Please be assured I am as equally frustrated.
That said, that is a key reason why we took action. One we would rarely consider, in particular mid-season.
I wholly and firmly believe Michael is the right person for Lincoln City. Like Clive, Harvey and others, he is selfless, genuinely wants to build something, and has a track record of doing what he says he is going to do.
Undoubtedly, we are at a really challenging period if we look down a short-term lens. Performances, in particular at home over the last 30 months need to be more entertaining, and the highs need to do more to make the lows worth it.
However, we are in a building phase. Or, to be more accurate, a short/sharp demolition stage to re-build. The reason for the demolition to rebuild is 100% on me as CEO. Not Jez, not Clive, Harvey, Michael etc etc. We have made some missteps in the past 20 months and must be accountable for that. We are, and your criticisms are valid.
But… I'd like to think we are on a path to rectifying this, and we really need your support in doing so. I could list many mitigating factors, but I don't feel the need to defend my/our record.
What I will say is IF we eat ourselves at this pivotal time for the club, we will only create a lose-lose.
I know many of you provide us with your unconditional support. Likewise, I feel the generosity of others who are on the fence. I accept that. My only plea is that we stick together. If we remain together, we will be stronger for it.
I will say I have been personally upset at a couple of incidents/abuse I have received when out with my family. I have no objections to taking feedback or criticism 1:1, but I would ask if this doesn't involve my wife or young children. On a similar note, I find it challenging to take some of the reactions towards one of our young players, who is in a tough situation, doing his very best. To scapegoat a young player is disappointing, not least when most of the criticism is not fair and accurate, but that is Pandora box and one I will refrain from opening further.
Context
So, overall, we sit just outside the top third of teams from PL-League Two in terms of net performance over the past 5 seasons (36 from 92 to be specific). Within this period, we have invested time and money into strategies and projects that will provide returns to the club long after I am gone. We are trying to get the balance right between short-term and long-term and accept we have got a few things wrong along the way.
I wholly and entirely respect and understand your frustration, and I assure you we are all working tirelessly to give you a club to be proud of.
I hope this post goes someway to providing clarity and explanation where needed, and close by asking you to stand by us, accepting this comes with an expectation to deliver in the future.
Thank you for your support and understanding.
Liam
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