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.
