This presentation is the strategic plan for Real Bedford Football Club. Our goal is to bring league football to Bedford and ultimately get us into the Premier League.

1. R E A L B E D F O R D
S T R A T E G I C P L A N 2 3 / 2 4

2. PRESENTATION
NOTES
This presentation will look like a company
business plan. It is. A large part of the success
of a football club is the success of the business
behind it.

3. THE
VISION
Build a successful and sustainable football club
that will grow grassroots football and deliver
significant economic and well-being benefits to
the local community of Bedford.

4. MEASURING
SUCCESS
We measure the economic benefit to Bedford
of a successful local football team by the
capital inflow into the town.
Well-being improvements are measured in the
growing number of people given the
opportunity to play football and raising the
standards of coaching and competition.

5. THE
MISSION
To take a small local football team to the
Premier League. Nobody thinks we can do it,
and they laughed at us.
We have just secured our first promotion.
SOUTH MIDLANDS LEAGUE DIV 1
SOUTH MIDLANDS PREM
SOUTH LEAGUE CENTRAL DIV 1
SOUTH LEAGUE CENTRAL PREM
NATIONAL LEAGUE SOUTH
NATIONAL LEAGUE
EFL LEAGUE 2
EFL LEAGUE 1
EFL CHAMPIONSHIP
PREMIER LEAGUE
We started here

6. THE
STRATEGY
Each promotion will get progressively
harder. Success will require determination,
hard work, and a forward-thinking strategy.
As such, we have developed a 10-point
strategic plan to drive success.
Note: further information on our 10-point
plan is available in the appendix.
1. A strong club vision and philosophy
2. Financial stability and sustainability
3. Engage and expand the fan base
4. Promote inclusive football opportunities
5. Invest in youth development and scouting
6. A data-driven approach to player development
7. Strengthen coaching and support staff
8. Foster a winning culture and mentality
9. Upgrade club infrastructure and facilities
10. Continuously evaluate and adjust the strategy

7. PROGRESS

8. 22/23
SEASON
It was a hugely successful season
on and off the pitch:
League Champions
🏆
County Cup Winners
🏆
Record attendances

Healthy revenue / balance sheet
£

9. FAN
RECRUITMENT
0
100
200
300
400
21/22 SEASON 22/23 SEASON
Our average match attendance
grew by 256%, year on year.
We also had 4,581 unique
international viewers watch our
online streams.

10. INFRASTRUCTURE
DEVELOPMENT
1- GROUND
- New irrigation system
- Groundsman equipment
- Stand redesign
- Secondary commerce point
2- CLUBHOUSE
- New club tunnel
- Away dressing room design
- Manager office refurb
3- FOOTBALL
- Partnership with Bedford Girls & Ladies
- Partnership with Bedford Park Rangers
- New ground lease (99 years)

11. REVENUE
PERFORMANCE
SPONSORSHIP
MERCHANDISE
TICKET SALES
FOOD & BEVERAGE
TOTAL
387,900
£
114,271
£
3,179
£
505,350
£
ADVANCE MATCH DAY TOTAL
387,900
£
10,229
£
7,897
£
26,031
£
44,157
£
549,507
£
26,031
£
11,076
£
124,500
£

12. REVENUE
CHANNELS
SPONSORSHIP
MATCHDAY
OTHER EVENTS
ONLINE SALES
TOTAL
350,400
£
40,493
£
4,924
£
492,147
£
£’s BITCOIN TOTAL
387,900
£
3,664
£
7,867
£
8,329
£
57,360
£
549,507
£
104,659
£
12,791
£
44,156
£
37,500
£
96,330
£

13. CASH
POSITION
CASH IN THE BANK
SPONSORSHIP DUE
BITCOIN HELD
STOCK HELD
TOTAL
172,559
£
37,500
£
66,957
£
389,731
£
£’s
112,715
£

14. NEXT SEASON

15. 23/24
SEASON
Our primary goal this coming
season is to get promoted again.
SOUTH MIDLANDS LEAGUE DIV 1
SOUTH MIDLANDS PREM
SOUTH LEAGUE CENTRAL DIV 1
SOUTH LEAGUE CENTRAL PREM
NATIONAL LEAGUE SOUTH
NATIONAL LEAGUE
EFL LEAGUE 2
EFL LEAGUE 1
EFL CHAMPIONSHIP
PREMIER LEAGUE
We are now here

16. 23/24
GOALS
BOTH MENS & LADIES
TEAMS GET PROMOTED
🏆
GROW AVERAGE
ATTENDANCE BY 94%

GROW NON-SPONSORSHIP
REVENUE AS % OF TOTAL
£

CONTINUE TO DEVELOP INFRASTRUCTURE -
INCLUDING SUPPORT FOR FEMALE, YOUTH
& DISABILITY FOOTBALL

17. WINNING
PROMOTION
All football is handled by our
manager Rob Sinclair. He has been
given the required resources to
develop his team and support staff
to attempt another promotion.

18. LADIES
FOOTBALL
Next season we will build even
closer ties with the ladies' team,
integrating them into our setup for
the men. We will be raising our
investment in coaches and players
to give them the same opportunity
for success as the men.

19. INFRASTRUCTURE
INVESTMENT
1- GROUND
- Pitch renovation
- New floodlights
- New dugouts
- New covered stand
3- FOOTBALL
- Increased investment in ladies football
- Increased investment in girls football (youth)
- Closer relationship with BPR (boys youth)
- Support for disabled football
2- CLUBHOUSE
- Home dressing room refurb
- Clubhouse refurb
- New kitchen

20. PITCH
RENOVATION

21. CLUB
IDENTITY

22. GROUND
REQUIREMENTS
We have a pressing need for a new ground and
training facilities. As the club grows, we will require
the infrastructure that supports the higher leagues.
We require a new first-team ground, multiple all-
weather training pitches, a clubhouse, a gym and a
rehabilitation centre. This multi-year investment is
estimated to cost the club between £7.5m and £10m.

23. WHY IT WORKS

24. BITCOIN
CLUB


TAP INTO AN INTERNATIONAL
COMMUNITY OF FANS
RESONATE WITH SPONSORS WITHIN
THE BITCOIN COMMUNITY
BUILD A LONG-TERM CAPITAL BASE
WITH BITCOIN TREASURY
📢


25. BITCOIN
CLUB


TAP INTO AN INTERNATIONAL
COMMUNITY OF FANS
RESONATE WITH SPONSORS WITHIN
THE BITCOIN COMMUNITY
BUILD A LONG-TERM CAPITAL BASE
WITH BITCOIN TREASURY
📢

This is our club

26. LOCAL
COMMUNITY
EXCITING TEAM FOR THE
LOCAL COMMUNITY
☠
EVERYONE LIKES TO
WATCH A WINNING TEAM
⚽
SUCCESSFUL MARKETING
WITHIN BEDFORD
📰

27. Email: peter@realbedford.com
C H A I R M A N
P E T E R M C C O R M A C K

28. APPENDIX

29. Establish a clear club identity that includes playing style,
values, and long-term objectives. This vision should be
communicated to players, staff, and fans, and consistently
reinforced throughout the club.
• Identity - anti-establishment
• Playing style - controlled, progressive attacking football
• Values - passionate, hard working, inclusive, community
• Long-term - reach the professional leagues and develop
opportunities for more people to play football in Bedford
1.
A STRONG CLUB VISION
AND PHILOSOPHY

30. Develop a balanced budget with a focus on responsible
spending and long-term financial planning. Seek additional
revenue streams through sponsorships, merchandise sales,
and match day experiences.
2.
FINANCIAL STABILITY
AND SUSTAINABILITY
22/23 achievements:
• Strong relationships built with sponsors
• Strong sales (+£120k of merch sales, +2k shirts sold)
• Growing match day crowd + revenue
• Strong balance sheet (club is profitable on revenue lines)
• Strong Bitcoin treasury balance
23/24 goals:
• Continue to develop and grow revenue lines
• Maintain control over costs
• Drive sustainability through non-sponsorship revenue
• Maintain profitability

31. Foster strong relationships with local and international
supporters by offering a great match day experience (in-
person or online), engaging social media content, and
community initiatives. Encourage fan loyalty and pride in the
club, while actively attracting new supporters.
3.
ENGAGE AND
EXPAND FAN BASE
22/23 achievements:
• 256% growth in match attendance
• Established international following
• Growing number of international visits to Bedford
23/24 goals:
• Raise average match attendance by 94%
• Grow social media following
• Establish travel package for international fans

32. Strengthen ties with the local community in Bedford and
create opportunities for people of all ages, genders, and
abilities to participate in football. Focusing specifically on the
following areas - youth football (boys and girls) and disability
sports.
4.
PROMOTE INCLUSIVE
FOOTBALL OPPORTUNITIES
22/23 achievements:
• Relationship established with Bedford Ladies & Girls
• Relationship established with BPR (boys youth)
23/24 goals:
• Provide new kit for all 250 ladies and girls
• Establish support for disability football
• Community fund to support to finance kids from deprived
backgrounds to play football

33. Establish a strong youth academy and scouting network to
identify and develop promising local talent. Focus on
improving technical and tactical skills, physical conditioning,
and mental resilience.
5.
INVEST IN YOUTH
DEVELOPMENT AND SCOUTING
22/23 achievements:
• Scout appointed to support first team
23/24 goals:
• Invest in youth coaching (boys and girls)
• Invest in BPR teams playing in higher standard leagues
• Integration of football philosophy across teams and ages

34. Utilise advanced analytics and data analysis to identify and
recruit undervalued players with high potential. Continually
assess player performance and development using data to
make informed decisions.
6.
A DATA-DRIVEN APPROACH
TO PLAYER DEVELOPMENT
22/23 achievements:
• Data analysis workflows for first team
23/24 goals:
• Data analysis workflows for ladies first team

35. Attract high-quality coaching and support staff with expertise
in player development, tactical analysis, fitness, and sports
science. Encourage staff to undertake continuous
professional development to stay updated on the latest
trends in football.
7.
STRENGTHEN COACHING
AND SUPPORT STAFF
22/23 achievements:
• Investment in development of first team staff
• Budget provision for relevant FA courses
23/24 goals:
• Continuation of 22/23 including ladies team

36. Cultivate a competitive environment where players and staff
continually strive for improvement. Emphasise teamwork,
dedication, and a strong work ethic as key components of
success.
8.
WINNING CULTURE
AND MENTALITY
22/23 achievements:
• Club philosophy and values framework
• Achievement measured in double trophy win
23/24 goals:
• Translate across to ladies and youth football

37. Invest in improving training facilities, stadium, and other
infrastructure to enhance player development and fan
experience. As the club progresses through the leagues,
ensure facilities meet the required standards for each level.
9.
CLUB INFRASTRUCTURE
AND FACILITIES
22/23 achievements:
• Pitch upgrades and renovation to support playing style
• Ground and clubhouse upgrades / fixes
23/24 goals:
• New floodlights, dugouts and stands
• Establish plan for Step 4 and Step 3 ground grading
• Establish long-term plan for new stadium

38. Regularly review the strategic plan, making adjustments as
necessary to adapt to new challenges and opportunities. Be
prepared to innovate and make bold decisions when
required, to maintain momentum and progress towards the
ultimate goal of reaching the Premier League.
10.
EVALUATE AND
ADJUST STRATEGY