Read in your language
Translations open in Google Translate. They are automatic and may contain errors. Check important mortgage wording with Jack in the original English.
Buying a sporting club brings together an operating business, a community and a set of commitments that continue long after completion. I help you organise the people, information and financing workstream around the acquisition, so you can see what needs attention before the next decision.
Work directly with Jack. Scope, responsibilities and fees agreed before work begins.
For prospective owners, existing club owners and overseas principals considering a football, rugby, cricket or other sporting club. The starting point is your objective and the club’s actual structure: a company, members’ organisation, charity or another arrangement can require a different professional team and route.
Different clubs need different expertise. Start with the part of the project you want to organise.
Agree the immediate priorities, the people involved and the output you need to make your next decision.
A written scope identifying the proposed transaction, authorised decision-makers, reporting rhythm and immediate priorities. We distinguish the club, operating entity and facilities rather than assuming they are one purchase.
A responsibility map across your solicitors, accountants, property specialists and relevant finance professionals. Where useful and available, I can coordinate introductions based on the expertise required; you choose and appoint each provider.
One action register showing evidence received, unanswered questions, deadlines and dependencies. Your specialists’ conclusions remain attributed to them, with unresolved matters clearly open.
My role is to organise the agreed work and keep questions moving. Your appointed professionals remain responsible for their specialist advice.
Clarify what is being discussed: shares, assets, facilities, operating rights or another structure. I record the questions for your legal and tax advisers, including any interests or liabilities outside the proposed purchase.
Identify the relevant governing body, competition, members, landlord and community stakeholders. The appointed specialists establish the applicable consents and requirements; I track the requests, submissions and responses against the agreed timetable.
Bring the acquisition funding questions together with working capital, facilities costs and the proposed first-year budget. I coordinate inputs and finance discussions without treating a conversation or indicative proposal as committed funding.
Connect the questions around key staff, volunteers, venue access, suppliers and existing commitments. Your operational leads and specialists determine the obligations; I make sure important follow-up does not disappear between workstreams.
Explore the stages we can agree together. The sequence follows the project; it is not a promised completion timetable.
Open any stage to see what it involves. You stay in control of the decisions.
Explain the opportunity, your involvement and the next decision. We agree whether a focused initial assignment or wider coordination scope is appropriate.
Identify existing advisers, missing expertise, authorised contacts and the information-sharing arrangements before requesting confidential material.
Maintain a dated request list and document index. Missing information stays visible, with the adviser responsible for reviewing it.
Coordinate meetings, follow up actions and escalate dependencies that affect timing, financing or professional advice.
Record open matters and agreed post-completion responsibilities. Any continued support is separately scoped around the club’s actual needs.
A prospective owner is considering a club whose playing facilities are held separately from its operating business. Several advisers are asking overlapping questions.
An initial brief could organise the document requests, map the ownership and venue questions for the legal team, and bring the financing and operating-budget discussions onto one timetable.
The proposed deliverable is a coordinated decision pack with open issues, named owners and professional input. This is an illustration of a possible engagement, not a completed transaction or promised acquisition outcome.
You do not need every answer before getting in touch. Tick the points you can already outline and use the rest as prompts for our conversation.
Start with what you know. An incomplete brief is welcome.
These ticks stay on this page, are not saved or sent to Jack, and clear when you reload. They are preparation prompts, not a readiness assessment.
Discuss this briefThe enquiry opens with this service selected. Add a short outline in your own words; share confidential papers only through an agreed secure route.
Start with the objective and your current stage. We can work out the practical scope together.
Yes, the coordination brief can be discussed for other sporting clubs. We first establish the sport, location and organisation’s structure, then identify relevant expertise. A football process should never be assumed to apply to another sport.
Link to this answerI coordinate the agreed work and information. Acquisition valuation, share or equity investment advice, legal advice and tax advice belong with the appropriately qualified professionals. You retain the acquisition decision.
Link to this answerI can oversee the agreed financing workstream: organise information, coordinate relevant finance professionals and track evidence, conditions and deadlines. Any separate finance service requires its own scope and applicable process; funding is not guaranteed.
Link to this answerYes. The aim is to connect the team you appoint. We agree authority, sharing permissions and escalation routes so each professional remains responsible for their own advice and sign-off.
Link to this answerThese sources explain the wider context. Rules depend on the organisation, entity and transaction and, for sports clubs, the sport and competition. Confirm the current position with the appointed specialists.
A short outline is enough: the objective, the current position and the date you are working towards.
A clearly agreed role. You retain commercial and investment decisions. Consultancy does not include legal, tax or regulated investment advice, a funding guarantee, or handling client money. Where a transaction needs regulated corporate finance, investment or other specialist advice, the appropriate professional must be appointed separately. Mortgage and protection advice is a separate engagement through Mortgage Force (UK) Ltd.
Consultancy content updated 17 October 2026. Illustrations depict the service, not an actual client transaction.