FAB commentary on meeting with the club

Following the recent publication of the minutes of the FAB meeting with the club, these are the comments from the FAB representatives as to the answers the club gave to the questions posed.

 1. Leadership and Governance

  • Question: When will the Club move to a professional governance model (CEO + Director of Football with autonomy)?

Club’s Answer:

  • Baroness Brady confirmed she is Vice-Chair and also fulfils the role of full-time CEO.

 Baroness Brady clarified that she is responsible only for the commercial side of the Club, and not player trading and recruitment.  

  • Club stated it is “actively working” on evolving the model for player trading and governance and meeting all requirements for the forthcoming Independent Football Regulator (IFR).

  • No mention of appointing any separate CEO.

Summary:
Answered in part. The Club confirmed Karren Brady is full-time CEO — but she is only responsible for matters outside player trading and recruitment and the Club gave no change, review, or succession plan.

 

 2. Financial Strategy and PSR

  • Question: What credible financial strategy will prevent further PSR breaches and enable consistent squad investment?

Club’s Answer:

  • Shared confidential information on the 2024–25 financial position.

  • Claimed never to have breached PSR and to have sustained 14 consecutive Premier League seasons.

  • Promised a private financial briefing for FAB representatives before February 2026 (ahead of accounts publication).

  • Supporters Representatives stated that the Club chairman had publicly inferred a potential PSR breach in the FYE 31.5.25 and therefore that is why the question was asked.

Summary:
Partially answered. Club confirmed compliance and offered a future briefing — but need more clarity on credibility of its financial strategy such as: current PSR headroom, transfer budget impact, or long-term financial roadmap; how it will handle future risks, such as the Club being relegated from the Premier League.

 

3. Commercial and Stadium

  • Question: How will the Club balance revenue generation with fan experience, inclusion, and equality?

Club’s Answer:

  • Feasibility study on railed (safe) seating to begin January 2026.

  • Work underway to identify a family zone and disabled supporter improvements.

  • Will consider hosting women’s fixtures at the stadium by December 2025.

  • A new fan zone partnership with BrewDog cited as an example of progress.

Summary:
Answered in part - there is a study promised, but no guarantee of the necessary change to the infrastructure to help improve the matchday experience.

 

4. Heritage and Culture

  • Question: Where is our heritage and why has it not been displayed seven years since the written commitment by the board was made?

Club’s Answer:

  • Detailed timeline given:

    • Hammers Heritage Roadshow – Jan 2026

    • Online Museum – Aug 2026

    • Physical Museum at London Stadium – Autumn 2026

  • Heritage items now catalogued and stored; professional archivist in place.

Summary:

 Fully answered and well-documented.

 

5. Strategic Vision

  • Question: What is the five-year vision for West Ham United on and off the pitch?

Club’s Answer:

  • Club shared high-level “strategy” presentation (mission, objectives, governance).

  • Promised to share a full 2025–2030 plan by November 2026, developed with consultants.

  • Will share annual priorities and working group structure in June 2026.

Summary:
Deferred. Strategy work is “under construction” — fans invited to engage later, but no concrete vision yet shared.  A commitment to share a full plan almost two years into the period it covers is a cause for concern. 

 

6. Fan Relations and Trust

  • Question: What structural changes will ensure genuine, timely and meaningful supporter engagement in future decision-making?

Club’s Answer:

  • Club stated fan consultation processes are being embedded across all departments.

  • Will share departmental consultation roadmap by June 2026.

  • Acknowledged frustration at slow progress and need for improved communication.

Summary:
Partially answered. Commitments made, but no immediate reform or published framework.

 

7. Football Operations (Player Recruitment / Squad Direction)

  • Question: What is the long-term footballing vision for recruitment, youth development, and European competitiveness?

Club’s Answer:

  • Admitted various recruitment “models” have been tried (manager-led, technical director, hybrid, ‘in house’).

  • Reviewing what worked and what didn’t.

  • Immediate focus is on supporting Nuno Espírito Santo.

  • Declined to share full details due to “commercial sensitivity.”

Summary:
Barely answered. Acknowledged confusion but no structural fix, accountability, or timeline.

 

8. Brentford Ticket Pricing

  • Question: Why were Brentford tickets discounted so heavily, undermining Season Ticket value?

Club’s Answer:

  • Fixture was Category C, part of “Kids for a Quid” promotion.

  • Brentford returned 900 tickets, some sold at £15.

  • Club insists Season Tickets are still best value, citing average savings of £211 per adult, £328 for concessions, £468 for U18s.

  • Promised to revisit in the Ticketing Working Group.

Summary:
Explained, not justified. Club offered reasoning but did not acknowledge the principle or optics of devaluing Season Tickets.

 

WHUST