Proposers: Damian Woodward and Marc Jones
Going home to Plough Lane was an immense achievement that we should all rightly bask in the warm glow of. There is however so much more to be done to keep our unique club moving forward.
You won’t find me shouting the odds on social media, as I prefer to be a doer, previously having striven to help in the background with several of the fund raising initiatives that you may have seen. These include the creation of the We Are Wimbledon Fund, which is still the biggest regular fan contribution to the overall budget, (in conjunction with Xavier Wiggins, Marc Jones, Damian Woodward and Matt Lowndes) and the set up and running of the Plough Lane Bond ( with Charlie Talbot, Damian Woodward and Xavier Wiggins). Currently I sit on the Finance Committee which reports in to the DTB and helps advise the PLC board.
We’re at a critical point in our journey. We need to ensure that every decision we make drives us towards being a financially sustainable business as this is the best defence of all within the current structure in guaranteeing continuing, non-negotiable fan ownership.
- Refinance the MSP loan which is secured against the ground
- Increase our match day revenues
- Develop our PL 365 commercial activities
- Plough Lane as the hub for the Foundation and DLAG at the heart of our community
My vision for the Dons Trust Board
I believe that we are one indivisible club, from the first team to the academy, from the ladies to the foundation and DLAG, rooted in and serving our community. I am passionately against the removal of fan ownership, but we do need to further professionalise the day to day running of the club. This cannot be at the expense of our wonderful and often under appreciated volunteers. They are an integral part of what makes us special and one of our greatest strengths. We need them, as the business model we should run to is a hybrid one, both now and into the foreseeable future. Far too much onus has been placed on the members of the DTB to fill gaps in the day to day running of the club. This is not fair nor tenable, particularly if the required time commitments cannot be given or skill sets are not available. The DTB should look to complete the ongoing strategy review and publish for comment as soon as possible. The board should be representatives of the members but seek to consult with fans on all essential matters of fundamental principle. The DTB should be given the tools to improve their governance and oversight abilities, particularly as the transition of the PLC board to the operating board occurs. This is one of the reasons that I’m strongly in favour of us seeking B Corp status, as this provides a framework to judge how we are operating on a day-to-day basis but also how we are matching up to our ideals. An area where we are currently falling short is in the provision of the living wage and I would support the implementation of this as soon as practicable.
I’m married to Maliya and live in Shoreditch but before you ask, I don’t own a lumberjack shirt or sport a beard. For the day job I’m the Executive Chair of Jarrovian Group, a Wealth Management business (we’re normally the match sponsor for a game during the season) as well as a trustee of a charity and the chair of a not for profits organisation. I have over thirty years’ experience of finance and fund raising. My day job has served to give me a sound understanding of how football works off the pitch. Outside of work I have a penchant for coming up with new football songs, have a love of reggae, ska and all things Paul Weller, and a love of good wine, good food and good friends.
My Dad always told me that God gave us a clue as we all have two ears and just one mouth, so we should seek to use them in that ratio. I will seek to listen first as there is a great deal of collective knowledge within our fan base.
Thank you for taking the time to read this. If elected I would seek to do everything in my powers to make your vote count.
Motto: Be kind. Work hard. Make a difference