GM Update

From the moment I arrived at the club, I was struck by the immense untapped potential that exists within this fantastic stadium and its wider community. In the months since, whether through the professionalism of our staff, the passion of our volunteers, or the energy of our matchday support, that initial impression has been validated time and time again. This club has the potential to stand among Scotland’s elite—not just in terms of Premiership status, but in how we deliver on the vision of fan ownership, include all sections of our community in shaping our future, and work toward a financially sustainable operating model that supports competitive teams across all football departments.

Modern football clubs are far more than just teams on the pitch; they are multifaceted organisations tasked with excelling as PR specialists, operational experts, commercial powerhouses, community leaders, and custodians of local identity—all while striving for success on the field. This ambitious balancing act is often carried out by under-resourced departments, stretched by the financial demands of maintaining a competitive playing squad, operating under constant social media scrutiny, and working to serve a community of passionate supporters who often believe they could do a better job themselves. It is within this challenging backdrop that modern clubs must not only survive but thrive – and it’s a fascinating environment to work in.

Having navigated a period of turbulence in recent months, now is the time for us to be bold and position the club to achieve the objectives that will lead us to where we want to be. 2025 promises to be a transformational year for Partick Thistle on and off the field – a year of unique opportunities as we build toward the 150th anniversary of this historic Scottish institution. It’s an exciting time to be part of this journey, and I’m confident the best is yet to come.

While it may not be the most glamorous topic in football, governance is fundamental to the smooth running of any club. Under fan ownership, it takes on even greater significance, ensuring that the broadest possible supporter community can contribute to the conversation about shaping our future. Partick Thistle is still relatively early in its fan ownership journey and when I arrived at the club there were several rough edges to address. While some of these remain – particularly around how we report progress and the crucial task of establishing a formalised strategy to share with supporters – there has already been meaningful progress. Our focus in the coming months will be on addressing these areas, including articulating a long-term vision that drives everything we do. However, as we tackle these priorities, it’s equally important to acknowledge the successes we’ve already achieved.

The democratic process that enabled the approval of Tranche Two investment marked a significant milestone for the club and sparked healthy discussions about Partick Thistle’s future direction. Supporters were able to challenge the board on the necessity of the investment, its intended use, and what steps the club is taking to reduce reliance on such cash injections in the future. The comprehensive final vote reflects a strong degree of alignment among supporters – an ideal outcome in any public vote. This clear mandate not only secures vital investment for the club but also provides the breathing room we need to transform the organisation, paving the way for a more sustainable financial future where we are no longer reliant on external funding to remain competitive with our peers.

I was also pleased to attend the inaugural meeting of the newly established community working group. While this first meeting primarily focused on introductions and defining the group’s terms of reference, it was evident that the public call for volunteers had brought together some exceptionally talented individuals. I look forward to hearing their insights as we work to enhance how the club delivers for its community.

Finally, I’d like to take this opportunity to remind all shareholders of the upcoming AGM, which will be held in the Alan Rough Lounge at 7:30 pm on Thursday, 6th February. By now all shareholders should have received your information packs, and I strongly encourage as many people as possible to attend and participate in this vital democratic process – one that lies at the heart of any fan-owned club.

Operations is a broad and vital area within a football club, encompassing not only the matchday experience but also the many administrative and logistical activities that keep the business and team running smoothly. Recently, this area has faced significant upheaval, with the excellent and long-serving Liz Gilmour retiring and Erin Boyle, our most versatile office worker, embarking on a new life in Australia. Losing these key team members has stretched our already small back-office operation, particularly as we’re currently operating with a part-time bookkeeper (one day a week) and relying heavily on the expertise and time of our chairman Richard Beastall to manage day-to-day financial activities. This is not a sustainable way to work, but we’ve taken the time to carefully assess the organisation’s needs before recruiting additional support.

The time has now come to address this, and I’m pleased to confirm that the club will soon begin recruiting an Office Manager and a Finance Manager. These roles will replace the lost resource and provide the capacity needed to professionalise and improve our operations. I’m continually impressed by the skills and dedication of our senior management team but, to maximise their impact, they need robust administrative support and timely access to key financial information to aid decision-making. With these new additions, we’ll be able to reach that level, freeing up our team to deliver success across the organisation.

Recruiting an Office Manager will also play a crucial role in improving the service we provide to supporters, sponsors and the wider community. While there have been improvements in this area over the past six months, there is still room to grow. By establishing a central point of contact, we aim to reduce the need for follow-ups, callbacks, and message-passing. Our goal is for 90% of all queries, bookings, and complaints to be resolved during the first communication. A dedicated Office Manager will act as a central hub, helping us to deliver a smoother and more satisfying experience for everyone engaging with the club.

As part of this effort to enhance service, our media team has launched a project to increase transparency around the people working behind the scenes at Firhill. Our staff directory is being refreshed, with photos added, and we hope this will become a valuable resource for supporters looking to direct their enquiries more effectively.

The arrival of Craig Stewart in October has brought fresh perspective and energy to our media operations. His impact has been transformational, revitalising our outputs and setting a strong foundation for future success. What excites me most is knowing that Craig and his small team are only beginning to explore some of the more innovative and impactful projects they have planned.

When I joined the club, there was a consensus that several areas needed improvement: the club website was seen as outdated, Jag Zone was underutilised, and lotto revenues were falling short of expectations. Additionally, feedback from my interviews indicated that some of our campaigns – such as the 2024/25 season ticket campaign – were perceived as lacking creativity, which had contributed to lower engagement levels. While these issues can’t be resolved overnight, significant steps have been taken to address them. Over the next six months, we aim to refine our messaging and truly establish our identity. Partick Thistle is proud to be different – Kingsley is different, the stadium is different, and our people are different. Capturing and amplifying this uniqueness will become a core principle of our brand and media operations moving forward.

Beyond communications, we’ve made strides in uniting the various groups that form our supporter base. I’m honoured to have been asked to join the Partick Thistle Charitable Trust (PTCT) as a trustee, working alongside Fraser Cromer, the PTCT CEO, to raise the profile and revenues of the Trust. Our shared goal is to expand its exceptional work into new areas of the local community. Hosting the Trust’s Festive Friends Christmas lunch at Firhill on Christmas Day was a particular highlight, and I want to personally thank all the volunteers from across the Partick Thistle family who contributed to making it such a meaningful event. Discussions are already underway between Fraser, myself, and our media teams on how we can deepen this partnership and leverage the club’s brand to better serve those in our community who need it most.

On the supporter engagement front, we’ve initiated continuous dialogue with various groups to enhance the matchday experience. Earlier this month, we held our first meeting with representatives from Her Game Too, Proud Jags, the Disabled Supporters Association (DSA), and the singing section among others. This meeting identified several short-term priorities, and the club’s immediate focus is to establish credibility by delivering on the commitments we’ve made before the next meeting. I look forward to building on this dialogue and working with these groups to ensure matchdays are as enjoyable as possible for everyone, no matter their priorities or needs.

Finally, I’d like to acknowledge the excellent work of Norman Wilson as our Supporter Liaison Officer (SLO). When I arrived, there was some uncertainty about the role and its scope, but we’ve since given it renewed focus. Hopefully, supporters have noticed Norman’s increased presence on social media and in outbound communications. I’m thrilled with his progress so far and look forward to expanding the role in the coming months to deliver real value to our supporters. Norman is also eager to recruit a matchday SLO team to ensure that supporters in every area of the ground have a dedicated point of contact for queries and concerns. We will begin recruiting volunteers for these positions in the coming weeks.

Firhill is an iconic part of Glasgow’s landscape, and the club is fully committed to ensuring this stadium remains our home for many years to come. However, there is no escaping the challenges posed by the age of Firhill. Supporters will be aware of ongoing projects such as roof repairs and remedial work on the cladding at the front of the stadium, but beyond these high-profile items lies a constant stream of minor repairs and maintenance. These are part and parcel of managing a venue as historic as ours. Anthony Docherty and his team work tirelessly to tackle these challenges daily, bringing a varied skill set that saves the club tens of thousands of pounds each year – money we would otherwise spend on external tradesmen. Their efforts, supported by exceptional volunteers, make a critical difference.

Despite these challenges, we continue to make progress. Supporters will notice on Saturday that the city end of the stadium has undergone significant tidying, with the removal of overgrown trees and shrubbery that once dominated the area. While this was a largely cosmetic improvement, it reflects our commitment to taking pride in our facilities. Comparing the current view to the scaffold structure that stood there six months ago, I hope fans will agree that this was a worthwhile improvement as we await a longer-term plan for the space.

Other recent projects include the purchase and installation of a new ticket office, replacing the deteriorating cabin that had previously served this purpose. Additionally, several stadium toilets have been refurbished, with a particular focus on addressing the inadequate provision for women.

Looking ahead, there are several initiatives in the pipeline. While details will be shared as plans develop, I want to reassure supporters that we are working relentlessly to improve and maintain this large facility, despite the constraints of limited budget and manpower. Both the community working group and our recent fan group meeting have generated a wealth of fresh ideas, and we are prioritising quick wins from these discussions to deliver visible improvements in the near future.

Our Commercial and Events departments are the engine room of the club’s revenue-generating activities. This year’s budget calls for these functions to deliver over £1 million, with expectations set even higher for the next financial year. However, after six months in post, it has become clear that the current structure is not fully equipped to achieve this level of income. Benchmarking against comparable clubs in Scotland and England reveals that our revenue-generating departments lack the capacity to deliver the transformational results we need. To address this, we must be bold and pursue a new model—one that expands our capacity and positions us to generate the revenues required to achieve self-sufficiency.

As many of you will know, our sole resource in sponsorship and advertising left the club in December. In the interim, Brian Welsh has kindly stepped in to support both the advertising and events/hospitality functions. However, this dual focus limits what either department can achieve. To unlock our full potential, these functions need to be separated into two distinct areas of work. Filling our hospitality spaces and transforming Firhill into a seven-day-a-week facility requires a very different skill set than identifying and engaging commercial sponsors and brand partners. A new approach will require additional resources, but expecting a single staff member to deliver on all these fronts for an organisation of our size is neither realistic nor sustainable. I am delighted that the board shares my vision for the future and agrees with my assessment of the revenue potential we can unlock with the right people in place.

If there is one area of the club that urgently requires organisational transformation, it is our commercial department. Delivering improved results here is critical to achieving acceptable financial losses—or, ultimately, breaking even—while still providing the manager with the resources needed to pursue promotion. I look forward to starting the process of building a best-in-class commercial team to help us achieve these vital objectives.