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The purchase price is only one part of a sporting club’s funding picture. I can oversee the agreed financing workstream by organising information, connecting the relevant professionals and keeping conditions and deadlines visible alongside the wider acquisition process.
Work directly with Jack. Scope, responsibilities and fees agreed before work begins.
For prospective owners and club businesses needing practical coordination between their accountant, legal adviser and appropriate finance professionals. This can be a focused assignment around a funding information pack or part of a wider club acquisition brief.
Agree the immediate priorities, the people involved and the output you need to make your next decision.
An indexed set of the documents requested by your appointed professionals, with source dates, versions and missing items. Financial figures are attributed to their preparer rather than presented as independently verified by me.
One view of requested evidence, professional reviews, indicative terms, outstanding conditions and target dates. The status makes clear whether a proposal is exploratory, under review or confirmed by the relevant provider.
An update connecting funding dependencies with transaction and operating milestones. You can see which questions require accountant, legal or finance input before making the next commitment.
My role is to organise the agreed work and keep questions moving. Your appointed professionals remain responsible for their specialist advice.
Separate the proposed purchase funding from working capital, fees, facilities spending and other commitments identified by your team. I coordinate the information; your accountants assess the forecasts and the authorised decision-makers determine the funding plan.
Track requests for accounts, cash-flow forecasts, contractual income and liability information. Identify who prepared each figure and which assumptions remain untested, including seasonal income or proposed commercial improvements.
Organise a clear brief and relevant introductions where available. The appropriate finance professionals assess the proposal through their own processes. I follow up information requests and meeting actions without promising a product, rate, approval or completion date.
Connect valuation, legal, security and other requested work with the acquisition timetable. Your specialists confirm what conditions mean and whether they are satisfied; a coordination update does not replace their sign-off.
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.
Describe the acquisition or club project, the broad purpose and approximate amount of funding, existing finance contacts and the next decision you need to make.
Identify the authorised parties, requested outputs and secure information route. Confirm which professionals are responsible for finance advice and financial modelling.
Build a document checklist around the actual requests. Log missing or superseded items and direct technical questions to the relevant preparer or adviser.
Coordinate meetings, record the status of professional proposals and follow up outstanding information. Keep target dates separate from binding commitments.
Summarise the open conditions and next instructions. The relevant providers and advisers confirm any funding commitment and completion arrangements.
A buyer is discussing a club acquisition while the accountants prepare an operating budget. The finance team needs current documents before it can assess the proposal.
A possible coordination brief would organise the requested evidence, distinguish purchase costs from operating needs and connect document deadlines with the solicitor’s transaction timetable.
The proposed output is a funding-workstream report and condition register. This example describes administrative coordination, not financial advice, a funding offer or a completed client transaction.
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.
This page describes coordination. Any separate lending or finance service must be assessed for suitability to the task and agreed through the applicable process. Consultancy alone does not establish finance approval or an advisory mandate.
Link to this answerEquity fundraising, share recommendations and investor solicitation are not included in this consultancy scope. An acquisition involving those questions needs appropriately authorised or qualified specialists and a clear assessment of their role.
Link to this answerNo. This coordination service does not involve holding client money or moving acquisition funds. Your appointed legal and finance professionals confirm the appropriate arrangements directly with you.
Link to this answerAn early information brief can help identify what finance professionals need to assess. Indicative discussions remain conditional and should not be treated as certainty when considering a purchase commitment.
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.