Think Moshiri needs to text Jim White to let us know what is happening.
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Depends where it's built, how it's built, who pays for it.You may or may not be right, but even in this scenario, if his legacy is getting us a new stadium on the docks, then that will be a damn sight better than the last regime won't it?
I think there's a good chance that he isn't in it for the short term profit, as it goes. If he was just about the profit, he could've sat on his Arsenal investment. He wanted control of a club, not for profit but because he wants to be influential and build something big in a sport he loves.
I assume that Walsh is not just a grossly overpaid talent spotter. I'm not sure who ultimately is responsible for 'getting them over the line', but would expect it to be either Walsh or the CEO. I would not be surprised to find out that they are all pointing fingers at each other, but that responsibilities have not been fully defined or understood in this new set up.....
Depends where it's built, how it's built, who pays for it.
I also think Walsh deserves a bit of a break. He was appointed Director of Football by Moshiri, who knew fine well that he had no experience in the role.Pete, there's definitely been an organisational and process failure both in strategy and particularly in execution.
Seems to me that different people did different things at different times, a lot based on perceived relationships rather than a defined process with specific accountability.
That to me is an organisational issue and usually when that fails it has to be the responsibility of the CEO.
I also think Walsh deserves a bit of a break. He was appointed Director of Football by Moshiri, who knew fine well that he had no experience in the role.
It's perfectly reasonable to assume that inexperience may have lead to some mistakes in how he approached that window. Moshiri can't blame him for that.
Now he has one window under his belt, and hopefully has learned some valuable lessons.
Pete, there's definitely been an organisational and process failure both in strategy and particularly in execution.
Seems to me that different people did different things at different times, a lot based on perceived relationships rather than a defined process with specific accountability.
That to me is an organisational issue and usually when that fails it has to be the responsibility of the CEO.
Pete, there's definitely been an organisational and process failure both in strategy and particularly in execution.
Seems to me that different people did different things at different times, a lot based on perceived relationships rather than a defined process with specific accountability.
That to me is an organisational issue and usually when that fails it has to be the responsibility of the CEO.
I said on the night I thought Walsh was a strange choice given his lack of experience dealing with top agents.I also think Walsh deserves a bit of a break. He was appointed Director of Football by Moshiri, who knew fine well that he had no experience in the role.
It's perfectly reasonable to assume that inexperience may have lead to some mistakes in how he approached that window. Moshiri can't blame him for that.
Now he has one window under his belt, and hopefully has learned some valuable lessons.
anyone who thinks this will happen overnight or within a couple of years is kidding themselves
Pete, there's definitely been an organisational and process failure both in strategy and particularly in execution.
Seems to me that different people did different things at different times, a lot based on perceived relationships rather than a defined process with specific accountability.
That to me is an organisational issue and usually when that fails it has to be the responsibility of the CEO.
The yarmalenko bid seemed strange to me, almost like 'well we know that player and know his contacts, so let's give that a go'Pete, there's definitely been an organisational and process failure both in strategy and particularly in execution.
Seems to me that different people did different things at different times, a lot based on perceived relationships rather than a defined process with specific accountability.
That to me is an organisational issue and usually when that fails it has to be the responsibility of the CEO.