Four Premier League clubs warned over gambling sponsors
Four Premier League clubs have been warned by the Gambling Commission over their relationship with an unlicensed gambling business.
Bournemouth, Fulham, Newcastle, and Wolves, as well newly promoted Burnley, are all sponsored by betting websites run by TGP Europe.
The company surrendered its UK licence after an investigation found it had failed to "carry out sufficient checks on business partners" and breached "anti-money laundering rules".
A letter sent to the clubs has warned they "may be liable to prosecution…if they promote unlicensed gambling businesses that transact with consumers in Great Britain".
TGP Europe brands bj88 (Bournemouth), SBOTOP (Fulham), DEBET (Wolves), and 96.com (Burnley) all currently appear as match day shirt sponsors.
FUN88 was Newcastle's shirt sponsor from 2017 to 2023, before becoming the club's "official Asian betting partner".
BBC Sport has approached the five clubs and TGP Europe for comment.
In February, the Gambling Commission contacted Everton, Nottingham Forest, and Leicester about three other TGP Europe websites that had already lost their licence.
Stake (Everton), kaiyun (Nottingham Forest), and BC.GAME (Leicester) have all remained on the respective shirts since.
TGP Europe surrendered its licence after being told it needed to pay a £3.3 million penalty and "make significant improvements" to continue trading.
The Gambling Commission says it is seeking assurances "that consumers in Great Britain cannot transact with the unlicensed sites".
"Clubs will be asked to demonstrate that they have assurance that any steps to geo-block the sites are effective, recognising that some blocking can be easily bypassed by use of tools such as a Virtual Private Network", they added.
From beer to betting - how have football shirt sponsors changed?
Premier League to limit gambling sponsors on shirts
More than half of this season's Premier League teams have a gambling company as their shirt sponsor.
Premier League clubs have agreed to withdraw gambling sponsorship from the front of their matchday shirts by the end of the 2025-26 season.
The Coalition to End Gambling Ads raised concerns about TGP Europe's practices with the Gambling Commission.
Director Will Prochaska said: "Action against TGP Europe is welcome, but warnings against advertising unlicensed gambling companies ring hollow."
"Premier League clubs – including Everton and Leicester – have been advertising unlicensed sites for months."
The Gambling Commission's head of enforcement John Pierce said: "We have already been in contact with several football clubs to highlight the impact of the withdrawal from the market by TGP and make clear that we will be carrying out checks - without further notice - to ensure these sites remain blocked.
"We will also conduct ongoing spot checks as necessary to ensure they are not accessible to consumers in Great Britain by any means. Should any of these sites be available to GB consumers, we will take appropriate action.
"It is essential that football clubs play their part in protecting fans and GB consumers who may be exposed to advertising of these sites through their sponsorship arrangements from harm or exploitation. All licensed operators with similar arrangements to TGP should take notice of the action taken in this case."
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New York Times
an hour ago
- New York Times
Should Tottenham's Lucas Bergvall have been nominated for PFA Young Player of the Year?
Lucas Bergvall may be the Premier League's best teenager. A year on from joining Tottenham Hotspur from Djurgarden in his native Sweden for £8.5million ($10.8m), his reputation has increased to such a degree that should Spurs inconceivably consider moving him on, they could justifiably demand a tenfold increase. The 19-year-old collected a clean sweep of the club's player of the season awards, becoming the first teenager since Glenn Hoddle to do so, and is viewed as an essential part of the present and future. The arrival of Thomas Frank, a proven developer of young players, should only help Bergvall. So, how has he not made the shortlist for the PFA's Young Player of the Season award? Before arguing Bergvall's case, this is not in any way intended to diminish the excellent young players who are under consideration. Liam Delap and Dean Huijsen earned moves to Chelsea and Real Madrid, respectively, off the back of excellent debut Premier League seasons with Ipswich Town and Bournemouth. Milos Kerkez looks set to leave Bournemouth for Liverpool too. Advertisement Morgan Rogers is now a star player for Aston Villa and an established England international, and Myles Lewis-Skelly appears to be on his way to becoming Arsenal and England's left-back for years to come. His team-mate Ethan Nwaneri lit up the Emirates Stadium with sparks of his exceptional talent, scoring nine goals from 37 appearances in all competitions. They are all worthy candidates for an award won by Cristiano Ronaldo, Wayne Rooney, Gareth Bale, Harry Kane and Dele Alli (twice) — after all, it's voted for by the players. Still, Bergvall's omission indicates they have somehow overlooked his quality and potential. His influence is not underrated in the stands at the Tottenham Hotspur Stadium. As rumours circulated on social media of his ankle injury before the Europa League semi-final, fans panicked as if they were losing a key player. That's because they were. As evidenced by his awards, Bergvall was Spurs' outstanding player and a key part of their Europa League success. Statistics can only go so far in quantifying the value of a player like Bergvall, for whom almost everything about playing in midfield at Premier League level comes naturally. He had a pass completion rate of 89 per cent in his debut season, only marginally beaten by Yves Bissouma (89.3) among Spurs midfielders to have started 10 games or more. Compared to players in Europe's top five leagues and the Champions League, Bergvall ranks within the 85th percentile or higher for progressive carries (2.12), successful take-ons (1.62) and interceptions (1.62) per 90 minutes. While unfamiliar to most English fans on his arrival, Tottenham had to fight off significant interest from Newcastle United and Eintracht Frankfurt. Barcelona sporting director Deco even had lunch with him and his family to convince him to leave Sweden for the Camp Nou. Advertisement His season really kicked into gear in early January during the 1-0 win over Liverpool in the first leg of the Carabao Cup semi-final, with Bergvall scoring a late winner shortly after escaping a second yellow card. From that point, the gifted, physically imposing (affectionately described as a 'lump' by team-mate James Maddison) teenager became Ange Postecoglou's most reliable midfielder. At his technical best, he's a dribbler who can skip past challenges and weave through midfield. When needed, he can lean on his physical qualities and be destructive between both boxes and has the quality to be a match-winner in the final third. 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It is testament to his progress that he is already capable of fulfilling these roles to a high standard with so much to come too. That he only made 11 starts in the Premier League (Nwaneri made 11) is perhaps justification enough to overlook him. Bergvall was sidelined at the end of the season and had he taken the Europa League final by the scruff of the neck in the manner that he did in the quarter-finals against Frankfurt, his peers may have included him. Next season and with such a high ceiling, it is not implausible that we will be talking about him as a contender for the main award after a second-season leap.


New York Times
an hour ago
- New York Times
Will PSR always lead to the transfer merry-go-round we have seen over the past year?
As the clock ticked onward and football's pseudo-transfer deadline approached, Aston Villa executives were worried. It was late June last year and, needing a deal before their accounting period ended to stave off fears of a rules breach, the man they were resting their hopes on was over 5,000 miles away with a contract to sign. Advertisement Douglas Luiz, playing in the United States for Brazil in the Copa America, did eventually join Juventus in time for Villa to record the profit on the sale within their 2023-24 books. In turn, they managed to comply with the Premier League's profit and sustainability rules (PSR) last season; they would have failed without that sale. A year on, as The Athletic detailed recently, Villa approach the end of June in a similar state of regulatory concern. It is widely expected they will need to sell again before this month is out; it might be the only way they can bring losses under the level permitted by Premier League rules. Last year's worries about Douglas Luiz signing for Juventus in time only tell half the tale. As part of the deal — or rather, as two separate deals that looked conspicuously linked — Samuel Iling-Junior and Enzo Barrenechea moved to Birmingham from Turin. Villa received £42million ($56.5m) from Juventus for Douglas Luiz, much of it booked as immediate profit in 2023-24. They spent £18.3m on Iling-Junior and Barrenechea, deals which would hit the books in future years, including the 2024-25 financial period currently nearing an end. Such circuitous transactions became a theme this time last year. Villa engaged in a similar not-quite-a-swap deal with Everton, trading Tim Iroegbunam to Merseyside with Lewis Dobbin coming the other way. Villa banked £9m on Iroegbunam, Everton got £10m for Dobbin. Three other clubs joined that particular fray. Chelsea also traded with Villa, sending Ian Maatsen up the M40 for £37.5m, as Omari Kellyman moved south for £19m. Elsewhere, Elliot Anderson and Odysseas Vlachodimos passed one another on respective journeys between Newcastle United and Nottingham Forest. Anderson has become an integral part of Nuno Espírito Santo's Forest side; Vlachodimos 'cost' Newcastle £22.8m in all and has played just 45 minutes in the Carabao Cup since. Advertisement A year on, the need for a repeat of such deals looks lower. Villa might remain in trouble but most of their peers have no need to scramble around before we reach July. To that end, the merry-go-round feel of modern football has subsided a little. Even so, last year's events have helped raise a broader question: do the current rules mean clubs will always be left having to sell players to comply, even if they do not want to? The season before last was a bumper year for player profits in England's top division. Across the 20 Premier League teams, profits on selling players topped £1billion for the first time, with the £1.119bn generated in 2023-24 over £400m higher than a year earlier. Save for a Covid-related dip in 2020-21, combined player profits have increased in each of the past six seasons. That is indicative of a wider trend in football, whereby clubs have increasingly turned to player trading as an extra revenue source. It is a phenomenon far from exclusive to the Premier League. Yet last year's huge rise also reflects clubs trying ever harder to comply with financial rules. Of the six clubs with the largest improvements in player profits between 2022-23 and 2023-24, four of them partook in those swap-like deals. Linked to those deals is another occurrence which has reared its head more frequently in recent years, again with financial compliance often cited: the sale of youth players. The logic behind the strategy is simple. Excluding any agent fees incurred on contract renewals, players developed in academies have zero accounting value in their club's books because they cost nothing to buy. To that end, selling them is a profit-maximisation exercise. Where surpluses on other players arrive only once their existing book value has been subtracted, for those who have been at a club from a young age there is little or nothing to subtract. Hence: 'pure profit'. Advertisement In the age of PSR, selling academy stars has unique appeal. Linking all such sales to rule compliance would be silly, but there have been clear examples of clubs turning that way in order to avoid a PSR breach. Indeed, when Chelsea were in the process of selling academy graduate Conor Gallagher last year, head coach Enzo Maresca claimed: 'The clubs are compelled to sell players because of the rules… if we want to promote academy players — yes, change the rule.' Chelsea have found other ways to comply, so how much they were forced to sell the likes of Gallagher by the rules rather than their own previous choices in the transfer market is open to debate. But they are not an isolated example. In the instance of Anderson, few on Tyneside were happy to see the boyhood Newcastle fan go, but from a PSR and accounting perspective it made sense. His level of performance since joining Forest speaks to how his former club would much rather have kept him. Across the board, there is a perception clubs are having to get rid of players they do not wish to — or, in the case of at least one of those swap-like deals, buy players they are not too fussed about — as the only way of meeting financial rules, rules which would seem at odds with prioritising sporting decisions. Through those not-quite-swap-deals, the loss of academy stars and the simple selling of players they would rather keep hold of, there is a growing view that PSR is forcing clubs into actions the rules never originally intended. On an otherwise comfortably mild day in Westminster, Richard Scudamore was getting, if not a grilling, then at least some pointed questioning. With the riches of a bumper new TV deal for the Premier League on the horizon, Scudamore, then the Premier League's chief executive, was taking questions from a parliamentary select committee. Perhaps the most trenchant query came from John Whittingdale, MP for Maldon and East Chelmsford, and chair of the Culture, Media and Sport select committee. 'Is there any reason,' Whittingdale asked Scudamore, 'to believe that (the increased TV) money is not going to go, as it always has before, on astronomic salaries for a small number of players and transfer payments?' Advertisement That day in July 2012 was, if not the genesis of the PSR rules now in place in the Premier League, certainly one which ensured enhanced financial regulation would take root in English football. European football's governing body UEFA had announced the introduction of 'financial fair play' rules two years prior and, on the back of Portsmouth becoming the first (and so far only) Premier League club to enter administration while a part of the top tier, the incumbent government was concerned about how English football was being run. In response to Whittingdale, Scudamore replied the league was 'forming working groups' to discuss the issue, with a view to putting 'proposals in front of clubs probably in February, March next year'. Sure enough, by early February 2013 the 20 Premier League clubs had agreed upon a 'system of enhanced financial regulations'. The nub of the system agreed 12 years ago remains in place today. A light-touch effort to restrain wage growth, termed the 'short-term cost control measure', fell by the wayside ahead of the 2020-21 season, but the headline rule limiting clubs to a maximum of £105m in losses over a three-year cycle remains very much the order of the day. How exactly that level of allowable loss was arrived at remains unclear. The general view of the time was UEFA's own maximum loss limit of €45m (£38.5m, $51.9m) over three years (which was then planned to be reduced to €30m after two seasons) was too low and would solidify the 'Big Six', making it impossible for the Premier League's supposedly smaller clubs to compete. PSR losses of $105m — i.e. after 'good' costs on infrastructure, youth and community development and women's teams had been added back — was settled upon, though clubs would be limited to just £15m over three years if their owners did not provide 'secure funding' for any loss above that figure. It might seem quaint to think now but for most of the time PSR has been in place, clubs have had few compliance worries. The rules were introduced ahead of the 2013-14 season but clubs were not first assessed until 2015-16, that being the first year in which the league could pore over three years of figures. Pre-tax results are not synonymous with a club's PSR profit or loss, the latter usually being more positive because of those 'good' costs clubs can deduct, but even just considering pre-tax figures shows a stark shift in recent years. In the first four years of assessment, only one club exceeded £105m in rolling three-year losses. That was Aston Villa in 2015-16, and their £112.5m loss over the previous three seasons was sufficiently low that, after deductions, they easily came in under the maximum loss limit. Driven by an even bigger new TV deal in 2016, and with some financial constraints now in place, the Premier League as a whole was wildly profitable for a brief spell. In two seasons between 2016 and 2018 the league's clubs posted combined pre-tax profits of £1.036bn. Results were so positive that even when the pandemic arrived in 2020, only two clubs' rolling three-year loss exceeded £105m. Advertisement The Premier League waived PSR assessments that year, and allowed clubs to average losses across 2019-20 and 2020-21 in order to account for the impact Covid had on finances. Yet even that saw losses balloon; half of the division's pre-tax losses to the end of 2020-21 exceeded £105m over the assessment period, even after that averaging. Since then, over the past three seasons for which we have figures, 31 out of 60 clubs have generated pre-tax losses of greater than £105m across their respective PSR cycles. It is for that reason PSR has become so prominent. Where in the first half-decade of its presence clubs were routinely not touching the upper loss limit, now around half the league exceeds it before any deductions are taken into account. Plainly, the number then breaching after deductions remains pretty low — but it is quite clear clubs are having to find more ways to come in under the limit than previously. One of the key elements of the government's quizzing of Scudamore in 2012 was the continued growth of player wages. Initially, the new rules seemed to have the effect of stemming such growth. From 2012-13 to the season after, the first year where clubs needed to consider PSR restraints, combined wages as a percentage of turnover dropped dramatically, from 69.6 per cent to 58 per cent. What followed was indicative of a division not really departing from its past. Premier League wages to turnover did drop as low as 54.7 per cent in 2016-17, but that was the first year of a new TV deal, where revenue zoomed ahead before wages could catch up. Across the decade, club wages have steadily climbed, even as incomes fell during the pandemic and took time to recover. Obviously, the pandemic waylaid finances in a manner no one expected, but even in this post-Covid period the share of money spent on staff costs is higher than when PSR was first introduced. In 2022-23, Premier League clubs spent more than £4bn on wages, or 66.7 per cent of their collective revenues. Interestingly, staff costs stagnated last year, reducing wages to turnover to 63.8 per cent. Yet that still means Premier League clubs were spending around six per cent more of their turnover on wages in 2024 than in 2014. Correspondingly, losses have increased, and more clubs are at risk of breaching PSR limits. To combat those increased losses, and to do so quickly, clubs have a slim arsenal of weapons. It is why selling players has become the primary choice. Profits on sales are recognised at the point of sale. More traditional revenues have to be recognised over longer periods; for example, income from a new sponsor is recorded over the span of the commercial contract, rather than simply upon agreeing the deal. Advertisement Shifting a player at the end of June and recognising an immediate benefit is possible, whereas suddenly banking a huge slug of income — the ongoing FIFA Club World Cup notwithstanding — is rather harder to manufacture. Clubs have, perhaps naturally, linked their one avenue of recourse to the existing rules framework. As Maresca outlined last August, there is a feeling the rules leave them with no option but to sell players. That is certainly true by the time they get to their accounting deadlines, but it rather ignores how those losses built up in the first place. Had clubs displayed better cost control over the years, principally around player wages and transfer fees (which have themselves blown up over the past decade), they would likely not be in the position of having to reduce losses through selling players they would rather keep. The argument often put forward when wage constraints are mentioned is that it will put English clubs at a competitive disadvantage abroad. It is a bit of a flimsy one when you consider hardly any European clubs can afford to spend as much as English clubs do. In 2023-24, six of the 10 highest wage payers in Europe were from England, with only Paris Saint-Germain, Real Madrid, Barcelona (who you suspect would welcome an end to the wages arms race) and Bayern Munich interrupting proceedings. Of the top 20, nine clubs were English. A separate view is that PSR rules are now outdated. After all, the £105m upper loss limit introduced in 2013 has not budged since, despite the costs of buying and employing players skyrocketing. The logic employed here is a higher loss limit is only right, to bring rules into line with a much-changed financial landscape. Various commentators have suggested as much, and Aston Villa actually proposed a £30m rise in the loss limit at a Premier League meeting last year. It was not voted through, despite the feeling in some quarters that clubs should be allowed to lose more money because the twin costs of wages and transfer fees have increased far beyond where they sat in 2013. Advertisement Yet that rather ignores the fact inflation has occurred on the income side too. Premier League revenues have increased by 95 per cent between 2013-14 and 2023-24, with a further rise imminent. This coming season marks the first year of a new broadcast rights cycle in which TV income has once again soared to new heights, with the 2025-28 cycle generating an estimated 17 per cent more than 2022-25. Based on past evidence, there is little to suggest clubs would not simply push themselves right up against the upper limit, wherever it may fall. All of this also ignores the fact even allowing clubs to lose an 'acceptable' amount of money in the first place rather stands at odds with the very notion of 'profit and sustainability'. One area where clubs and proponents of a higher loss limit might have better supporting evidence is in how it is costing more and more to run a football club, or any business. The UK has experienced high inflation in recent years, so general running costs have increased. Indeed, when explaining the logic behind the proposed rise to The Telegraph, Villa's then-president of business operations, Chris Heck, said, 'When something doesn't evolve in 11 years and with the cost of living alone, you scratch your head." Clubs are largely left with little way to combat such rises, save for making unpopular decisions like raising ticket prices and shifting the costs onto fans. The ongoing transfer merry-go-round can, you could argue, be directly linked to wider inflation. Between the first season when clubs had to consider PSR rules in 2013 and the end of the decade, 'other' expenses hovered around 20 per cent of revenues. The proportion tumbled as grounds were shuttered during the pandemic, but has leapt since, reflective of the wider economic environment. Such costs comprised a shade under a quarter of club revenues last year. There is an argument to make that loss limits should be adjusted in line with those costs, but to suggest they are the primary driver of increased losses overall looks a limited reading of things. Those other expenses as a proportion of turnover went from 19.6 per cent to 24.3 per cent between 2014 and 2024, a rise of 4.7 per cent. That is still less than the rise in wages as a proportion of turnover (5.8 per cent), and well below the 10.5 per cent difference seen in transfer fee amortisation costs, which have grown from 16.9 per cent of revenues to 27.4 per cent across the same period. The status quo will remain for at least another year. A mooted shift to mirroring UEFA's updated financial rules, namely a 'squad-cost ratio' that seeks to limit football-related spending, is still to be agreed upon, so the Premier League's existing PSR rules will operate across 2025-26. A 'shadow' squad-cost regime will remain in the background, without fear of non-compliance. Advertisement The likelihood is the Premier League's PSR rules will change, and it is probable they will do so in a way that shifts clubs away from having to sell players as a primary tool in the fight to comply. UEFA's squad-cost rule is assessed annually and, while player profits are included in the calculation, they are taken over the past three seasons and pro-rated to 12 months, lessening the impact of big, one-off sales. What's more, UEFA looks askance at clubs engaging in swap-like deals, further limiting the appeal of selling to comply. When PSR was introduced in England over a decade ago, it was unlikely the rules' framers intended the events of recent years. Left up against their loss limits, an increasing number of clubs have turned to selling players, even if there is no sporting desire to do so. To that end, it is easy to argue PSR will always encourage the horse-trading we are becoming increasingly accustomed to. Yet to blame the rules on their own is short-sighted. Premier League clubs over the past 12 years have enjoyed greater riches than ever before yet continue to lose huge sums, principally because of their refusal to reduce spending on player wages and transfers. Last year's wage stagnation might actually be evidence of PSR rules, and what happens when you break them, having the effect of constraining wage growth, though time will tell. The rules, based as they are on limiting losses, encourage player sales for those in fear of a breach. But a deeper issue lies in how clubs arrived at that point in the first place. (Top photos: Getty Images)


New York Times
an hour ago
- New York Times
The rise of Auckland FC: Bill Foley, NBA's Steven Adams and Golden Knights inspiration
As the owner of several vineyards around the world, Bill Foley knows a thing or two about a successful vintage. Older vines with deeper roots tend to produce more distinguished, coveted wines. And you've got to be patient. If you nurture the grapes properly, results will follow down the line. But Foley also has a knack for overturning conventional logic, whether in business or sports. Advertisement So when the billionaire owner of Premier League club AFC Bournemouth launched a new football club in Auckland, New Zealand, a country traditionally dominated by rugby, success might have been considered a long-term dream. Instead, Auckland FC, which competes in the Australian top flight, won the league stage in its first year at a canter, and only narrowly missed out on lifting the A-League Champions trophy through the play-offs. Along the way, they made history by smashing a string of records for an expansion team — including the league's highest average attendances, winning its six opening games, and the longest run of clean sheets in Australian national league history. Add to that the highest domestic crowd record for a regular season football match in New Zealand. It is not the first time Foley's clubs — others are French Ligue 1 side Lorient and Scottish Premier League club Hibernian — have defied expectations. In 2017, he launched a new National Hockey League (NHL) club in, of all places, the Nevada desert. He caused surprise, and even prompted derision, by vowing that his new team, the Vegas Golden Knights, would lift the Stanley Cup within their first six seasons. But the Golden Knights did it, and although Auckland only just failed to repeat the trick within a single campaign, they appear to have uncorked something special in New Zealand. 'I was totally confident,' says Foley, reflecting on Auckland's audacious debut season. 'We should have won everything.' There was a defining moment in the play-off semi-final first leg win against Melbourne Victory (the team Brighton owner Tony Bloom has a minority share) when Auckland, winning 1-0 away, launched a counter-attack in which forward Neyder Moreno's shot hit the post, rebounded onto the other post then dropped into the arms of Victory goalkeeper Jack Duncan. Advertisement 'I had that sinking feeling of, 'Uh oh, I hope that doesn't come back to haunt us,'' Foley says. 'Of course it did.' That first leg ended 1-0 — a slim aggregate lead — and in the second leg back on Kiwi soil, the Australians won 2-0 with one of their goals a cruel deflection. The new boys were unlucky, then, in the manner they missed out on ultimate glory. But it was less good fortune than savvy planning and vision that led to their rapid ascent. The first thing was sensing a weakening in rugby union's grasp on Auckland. Partly due to safety concerns around concussions and injury, but also a complacency, which Auckland FC's chief executive Nick Becker, who was born and bred in the city and played high school rugby, noticed when he returned home after living in England (including working for Manchester City). Becker was tasked with building Foley's football club from the ground up and used his local knowledge, plus 20 years of experience in the UK, to ensure this venture would work. 'There is a famous rugby club in Auckland called Ponsonby,' he says. 'One of the oldest in New Zealand and effectively an All Black factory. 'When I left to move to England in 2003, it probably had two or three thousand kids playing there. Next door to it is a football club called Western Springs, which then had a handful of kids playing at it, at the most 50. 'When I returned, it had flipped on its head: Western Springs has over 3,000 kids and Ponsonby has 400 at the most. It's a generational shift. Rugby is the national game and I still love it, but it has kind of taken its feet off the pulse of the nation. 'They've done a bad job in connecting with communities while football has grown and grown with the success of the Premier League, La Liga and even MLS with Lionel Messi.' Becker connected with as many of Auckland's growing list of amateur football clubs as he could, while Foley demanded the same community focus that made the Golden Knights a success. 'In Vegas, we gave tickets to firemen, policemen, first responders, nurses, doctors, lawyers and teachers,' says Foley. 'We did a study that said there were around 150,000 avid hockey fans in Las Vegas all from somewhere else; whether it was Calgary, Minneapolis or Vancouver. Advertisement 'We made sure we got involved intimately with the community and there were similarities with Auckland. Vegas is not a hockey town. At first, we got a lot of feedback saying we were crazy, you can't skate on the sand, you can't do this and that. Well, if I'm told I can't do something, then I get really serious about accomplishing it. 'Auckland is a vibrant, multi-cultural city and has more in terms of families. We knew ticket prices had to be fairly accessible and drive traffic to the games, get our players involved with local teams and develop an academy-like structure.' At their 27,000-seater Go Media stadium, the club have developed a terrace culture. A section of fans have nicknamed themselves The Port, after the city's port area, growing into a noisy mix of locals and British ex-pats, of whom many bring their children to try and emulate the atmosphere of matches back home. There are also supporters from the city's Latino and Indian communities. Matchdays are family-oriented with an emphasis on keeping supporters at the ground before and after games, based on Foley's experience with U.S. sport. At one end of the stadium, Auckland have installed a huge inflatable slide which goes down a grassy hill — a big hit with young fans — and next to it is an inland beach area, which is another popular feature with the A-League season running through the Southern Hemisphere summer. 'We have the hardcore fans who sing for 90 minutes, then the family dynamic,' says Becker. 'It's really captured the imagination of Auckland.' Becker acknowledges that the speed of starting the club in the space of a year was, at times, daunting. 'I arrived back in Auckland in January 2024 and we played our first game 10 months later,' he recalls. 'At that point, all we had was a football director, our head coach and a commercial director, so there were four of us crowded around two desks at an office in one of Bill's other businesses. It was kind of mad how it all came together so well.' Advertisement Foley was in constant contact offering advice and steadying any nerves. As a graduate of U.S. military academy West Point, who had a successful career in his country's air force, he values his clubs' staff as he once did the men who served under him. 'He gave us solid direction,' adds Becker. 'One of the main things he said was: 'You'll go a lot further if you get good people'. So when we hired people across the club, and even players, it wasn't just, 'How good are they?' It was also: 'Are they a good human being?' 'There were nervy times when you're like: 'F***, is this going to work?' Whether it's walking out of boardrooms where they just haven't got it, or missing out on players because they didn't believe in what we wanted to do. It was a real start-up experience — and there are always moments when you question yourself.' It has helped that Auckland have won so many home games. 'We didn't forget the football side,' says Foley. 'We made sure we had a very competitive team.' Former Northern Ireland international Terry McFlynn, who had a successful playing career in Australia with Sydney FC and was running Perth Glory's academy, was hired as their director of football. In turn, he recruited his former Sydney team-mate Steve Corica to become Auckland's first-team manager. The club's popularity has resulted in commercial interest, with 35 deals signed already, including two with ANZ and Anchor, the country's biggest names in banking and commercial dairy, respectively. An embedded TV crew have followed their first season for a documentary out later this year. There is a boardroom star factor too. As with Bournemouth, where Foley brought Hollywood actor Michael B Jordan on board as an investor, he has compiled a who's who of famous Kiwis: former All Black Ali Williams, AllBirds footwear billionaire Tim Brown, Zuru Toys founder Anna Mowbray, and ex-West Ham defender Winston Reid. Advertisement There is even an NBA star onboard: Houston Rockets centre Steven Adams, who is from New Zealand. And the 31-year-old is not just lending his famous name to the club; he is invested in its success on both levels. 'I was attracted by the group itself,' he says. 'And by the Kiwi sportsmen who are successful, who know how to win, and have had winning experiences. I would say I am a football fan — not necessarily knowledgeable about all the tactics and whatnot, but I appreciate any form of physical expression.' Adams has been pleased to see his homeland respond so enthusiastically. 'It's been great to see the strong support,' he says. 'There is the sports side, obviously, but there's the whole experience: seeing families and kids out there, enjoying themselves. 'My hope is to win championships and also, the grassroots piece is really important. To create pathways for kids that give them more opportunities for school and their career.' Curiously, there is an Auckland football team competing back in the U.S. at the moment — but it isn't the one Adams has bought into. Auckland City, who made headlines by losing 10-0 to Bayern Munich on Sunday, are a semi-professional side who are there by virtue of being the champions of Oceania, or winners of the OFC Champions League. Because they compete in Australia, and Football Australia is affiliated with the Asian Football Confederation (AFC), Auckland FC and Wellington Phoenix cannot take part in the OFC Champions League. So no limelight in his homeland this summer then, but Foley's focus is increasingly laser-like on the sporting part of his business. 'I'm at the stage now of basically limiting most of my public company positions,' he explains. 'I have resigned as chairman of Alight (a health and wealth management company). Then I stepped down as chairman and CEO of Cannae, which is one of the investors in Black Knight Football Club. 'Now I'm the vice chairman and just responsible for football operations. That's all I want to do.' But after such a remarkable rise, is there a risk Auckland's second season might not live up to the first? 'Now the players have been to the semi-finals, and the group has stayed together, they know what it is like to be there and lose at that stage,' says Becker. 'They won't want that feeling again. The next step is to win it, and that's our motivation for next season. Advertisement 'The bigger risk might have been to go through and win it all. Then the motivation for next season would have been a different challenge, but now we have unfinished business.' The last word goes to Foley, with a smile but also a dash of that old military steel behind his eyes: 'If anyone sits on their laurels, they won't be playing for Auckland FC,' he says. 'Period.'