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R E A L B E D F O R D
S T R A T E G I C P L A N ( V 3 )
2 4 / 2 5 S E A S O N
EXEC
SUMMARY
Our goal was to take a team from the 10th tier of English football
into the football league and, ultimately, the Premier League. Our
goal now includes taking a team in the women's game into the
Championship and, ultimately, the Women's Super League.
With the men's team, we are right on track, achieving back-to-
back promotions within just two years. The ladies' side also made
a perfect start, securing promotion in our first year.
THE
VISION
Build a successful and sustainable football club with men's and
ladies' teams climbing the football pyramid while developing
grassroots football and delivering significant economic and well-
being benefits to the local community in Bedford.
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
PRO LEAGUES
We started here
MEN’S
TEAM GOAL
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
PRO LEAGUES
We want to get here
MEN’S
TEAM GOAL
We are here
LADIES’
TEAM GOAL
EASTERN REGION PREM
NATIONAL LEAGUE DIV 1 SOUTH
NATIONAL LEAGUE SOUTHERN PREM
CHAMPIONSHIP
SUPER LEAGUE
We are now here
We want to get here
PRO LEAGUES
THE
STRATEGY
Each promotion will get progressively more challenging. Success
will require determination, hard work, and a forward-thinking
strategy. As such, we will continue with our 10-point strategic plan
to drive success.
Note: further information on our 10-point plan is available in the
appendix.
1. Develop a strong club vision and philosophy
2. Achieve financial stability and sustainability
3. Engage and expand the fan base
4. Promote inclusive football opportunities
5. Invest in youth development and scouting
6. Take 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
PROGRESS
23/24 SEASON
MEN’S TEAM
It was another hugely successful
season on and off the pitch:
League Champions (again)
🏆 League Cup Winners
🏆
Record attendances (again)

23/24 SEASON
LADIES’ TEAM
It was another hugely successful
season on and off the pitch:
League Champions
🏆 League Cup Winners
🏆
Record attendances (again)

County Cup Winners
🏆
23/24 SEASON
YOUTH
From 22 - 30 teams, ages u7 to u18
🧍
23 teams, ages u7 to u18

Early plans for disability sports

Investing in placing teams in the JPL
£
🏆 * 4
🏆 * 10
Walking football
 🏆 * 1
Our youth partnerships are growing fast…
ATTENDANCES
MEN
0
300
600
900
1,200
21/22 SEASON 22/23 SEASON 23/24 SEASON
Our average crowds continue to grow despite 23/24
being a season plagued with poor weather.
• 21/22 Average Attendance: 49
• 22/23 Average Attendance: 171
• 23/24 Average Attendance: 259
ATTENDANCES
LADIES
0
100
200
300
400
Men - 21/22 SEASON Men -22/23 SEASON Ladies - 23/24 SEASON
Ladies' attendances are ahead of the men's 21/22
season and approaching their 22/23 season, a
valuable benchmark for planning infrastructure
requirements for ladies' match days.
We have work to do here to continue to grow their
crowds.
LIVE
STREAMING
0
1,000
2,000
3,000
4,000
Nov '23 Dec '23 Jan '24 Feb '24 Mar '24 Apr '24
Online Streams
Streaming of games continues to support the club as
we grow our reach internationally.
We expanded our streaming to include ladies' games
towards the end of the season, and in April, thousands
followed our online live streams.
THE BIG
CHALLENGE
Attempting to move up through the leagues quickly
presents several significant challenges for the club:
• Budgeting to win leagues (football math)
• Maintaining sustainability
• Growing infrastructure
• Acting like a big club (streaming games etc…)
• Youth investment
• Full-time staff
• Pitch budget
PROFIT
& LOSS
23/24 SEASON 22/23 SEASON % CHANGE
INCOME £676,013 £482,366 40.1%
EXPENSES £608,034 £382,508 59.0%
PROFIT / LOSS £67,979 £99,858 -31.9%
BITCOIN DISBURSEMENT £71,553
*Note: 23/24 season accounts are unaudited, so the
numbers used here are indicative and taken
from XERO, our finance system. We will update all
these numbers once our year end accounts are
complete.
REVENUE
CHANNELS
ADVANCE MATCH DAY 23/24 TOTAL 22/23 SEASON % CHANGE
SPONSORSHIP £529,488 £2,456 £531,944 £387,900 37.1%
MERCHANDISE £58,524 £12,247 £70,771 £103,750 -31.8%
TICKET SALES £5,027 £17,745 £22,772 £9,230 146.7%
FOOD & BEVERAGE £41,306 £41,306 £21,693 90.4%
PRIZE MONEY £4,899 £4,899
TOTAL £597,938 £73,754 £671,692 £522,573 28.5%
BITCOIN
INCOME
23/24 SEASON 22/23 SEASON % CHANGE
SPONSORSHIP £87,500 £37,500 133.3%
MATCHDAY £5,348 £3,664 46.0%
CONFERENCES £8,663 £7,867 10.1%
ONLINE SALES £3,980 £8,329 -52.2%
TOTAL £105,491 £57,360 83.9%
BITCOIN
TREASURY
BITCOIN
HELD
0
1.5
3
4.5
6
TREASURY
VALUE
£0
£60,000
£120,000
£180,000
£240,000
Bitcoin Value Bitcoin Held
BALANCE
SHEET
23/24 SEASON 22/23 SEASON % CHANGE
CASH IN THE BANK £3,781 £93,000 -95.9%
DEBT (LOANS) £60,000
BITCOIN TREASURY £233,380 £130,091 79.4%
SPONSORSHIP DUE £50,000 £75,000 -33.3%
STOCK HELD £92,272 £107,385 -14.1%
STOCK COMMITTED £16,449
TOTAL £302,984 £405,476 -25.3%
Real Bedford will immediately transfer the agreed $4.5m
investment from Winklevoss Capital into its Bitcoin
treasury and will not be available for player wages.
Our strategically managed Bitcoin treasury will provide
long-term financial stability in a volatile economic
environment. As the world increasingly adopts Bitcoin,
our treasury will grow, enabling us to fund vital club
infrastructure projects.
TREASURY
INVESTMENT
TREASURY
INVESTMENT
BITCOIN
HELD
0
17.5
35
52.5
70
TREASURY
VALUE
£0
£15,000,000
£30,000,000
£45,000,000
£60,000,000
2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034
Bitcoin Value Bitcoin Held
*Note: this model uses a reducing compound annual growth
rate and assumes no Bitcoin disbursements. Also note that
the amount of Bitcoin held in the treasury will change.
WHY IT WORKS
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
LOCAL
COMMUNITY
EXCITING TEAM FOR THE
LOCAL COMMUNITY
☠
EVERYONE LIKES TO
WATCH A WINNING TEAM
⚽
SUCCESSFUL MARKETING
WITHIN BEDFORD
📰
THIS SEASON
24/25
GOALS
BOTH MENS & LADIES
TEAMS GET PROMOTED
🏆
GROW AVERAGE ATTENDANCES
FOR BOTH TEAMS

GROW NON-SPONSORSHIP
REVENUE AS % OF TOTAL
£

CONTINUE TO DEVELOP INFRASTRUCTURE -
INCLUDING SUPPORT FOR FEMALE, YOUTH
& DISABILITY FOOTBALL
24/25
P&L
24/25 SEASON 23/24 SEASON % CHANGE
INCOME £785,212 £676,013 16.2%
EXPENSES £876,808 £608,034 44.2%
PROFIT / LOSS -£91,596 £67,979 -234.7%
24/25
INCOME
24/25 SEASON 23/24 SEASON % CHANGE
SPONSORSHIP £546,500 £529,488 3.2%
PRIZE MONEY £10,500 £4,899 114.3%
MERCH ONLINE £66,000 £45,702 44.4%
MERCH CONFERENCES £30,000 £12,822 134.0%
ADVANCE TICKET SALES £8,500 £5,027 69.1%
SEASON TICKETS £15,000
MEMBERSHIPS £7,000
MATCH DAY (PROFIT) £101,712 £75,563 34.6%
TOTAL £785,212 £673,501 16.6%
24/25
EXPENSES
24/25 SEASON 23/24 SEASON % CHANGE
ANNUALISED £213,909 £163,383 30.9%
PARTNER SERVICES £45,000
PAYROLL (TEAMS) £390,000 £179,960 116.7%
MEN’S TEAM £250,000 £147,773 69.2%
LADIES’ TEAM £125,000 £32,187 288.4%
PAYROLL £133,500
GENERAL EXPENSES £81,350 £148,259 -45.1%
STOCK & MERCH £85,078
TOTAL EXPENSES £863,758 £576,680 49.8%
REDACTED
THIS SEASON
TRAINING
CENTRE
Real Bedford is in the early planning stages of developing a
state-of-the-art training centre with two full-size all-weather
pitches and a modern clubhouse. This facility will provide
training and physiotherapy facilities for our senior first
teams, ensuring optimal preparation and recovery.
The training centre will also support our academy and
competitive youth football. The clubhouse will offer
essential amenities, creating an ideal environment for
developing young talent.
FOOTBALL
PATHWAY
Our football club is committed to developing youth football for boys and girls, ensuring a
clear pathway to senior football. We focus on early talent identification, coach
development, and competitive opportunities, partnering with Real Bedford Girls and
Bedford Park Rangers to build a robust talent pipeline.
To continue this programme, we are developing a pathway to ensure we can provide
the best opportunity for young players in Bedford; this will require the development of a
training centre and academy.
NEW
STADIUM
Our football club plans to develop a new stadium to support
our football league ambitions. This modern facility will
include upgraded seating, hospitality areas, and enhanced
amenities, providing a superior experience for fans, players,
and staff.
This multi-year project is a significant investment requiring
substantial effort and resources. Despite the challenges, we
are committed to realising this vision, elevating our match-
day experience and demonstrating our commitment to
achieving football league status and long-term success.
HYBRID
FULL-TIME
Most teams use a hybrid full-time model at Step 2 (6th
tier). We want to move to a hybrid model at Step 3 (7th
tier) to give us the best chance of achieving promotion.
For the Ladies’ side, we are in consultation about
when we might incorporate a hybrid model.
Playing budget - £518,000
Staff budget - £150,000 - £170,000
Full-time staff:
• Manager £50,000 - £70,000 pa
• Coach £35,000 pa
• Physio £30,000 pa
• 12 * players £20,000 avg pa
Full-time staff:
• Coach £15,000 pa
• S&C coach £15,000 pa
• Analyst £15,000 pa
• Marquee player £1,000 pw
• 3 * player £750 pw
• 5 * player £500 pw
• 3 * player £400 pw
REDACTED
REDACTED
CLUB
SHOP
Our football club recognises the need for a strong presence
in Bedford Town Centre to connect with our community and
promote our teams. To achieve this, we will open a hybrid
club shop and café, providing a sustainable way to
engage with fans and attract new supporters.
A standalone club shop would likely lose money, so
combining it with a café ensures financial viability. We
have secured the lease and will open in July, during pre-
season, creating a central hub for fans and fostering a
deeper connection with the town.
MARKETING
PLAN
Our football club's marketing strategy focuses on three key areas to drive
growth and sustainability. First, we aim to increase awareness of the club both
locally and internationally. By leveraging press, social media, the club shop, and
partnerships, we will expand our fan base and elevate our club's profile locally.
Second, we will focus on growing match-day revenue by enhancing the fan
experience. Finally, we plan to boost non-match day revenue through
merchandise sales and sponsorships, providing a valuable income stream to
support our club's ambitions and long-term success.
Nobody believes we can do this.
We can.
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
APPENDIX
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
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
23/24 achievements:
• Strong relationships built with sponsors
• Strong sales (+£80 of merch sales, £200k in two years)
• Growing match-day crowd + revenue
• Strong P&L performance (club is profitable)
• Strong balance sheet
• Strong Bitcoin treasury balance
24/25 goals:
• Continue to develop and grow revenue lines
• Maintain control over costs
• Drive sustainability through non-sponsorship revenue
• Maintain profitability
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
23/24 achievements:
• 51% growth in match attendance
• Established international following
• Growing number of international visits to Bedford
24/25 goals:
• Raise average match attendance by 45%
• Grow social media following
• Establish travel package for international fans
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
23/24 achievements:
• Real Bedford Ladies & Girls established
• Strong partnership with BPR (boys youth)
24/25 goals:
• Establish football pathway & academy plan
• Prepare for JPL teams in 25/26
• Increase community fund to support kids from deprived
backgrounds to play football
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
23/24 achievements:
• Continued strong relationship with teams teams
• Continued investment in youth teams
24/25 goals:
• Invest in youth coaching (boys and girls)
• Integration of football philosophy across teams and ages
• Establish scouting plan
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
23/24 achievements:
• Data analysis workflows for first teams
24/25 goals:
• Invest in data tracking vests
• Invest further in data analysis
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
23/24 achievements:
• Increase in size of paid coaching staff
• Appointment of new team for ladies
24/25 goals:
• Continue to support team requirements
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
23/24 achievements:
• Club philosophy and values framework
• 5* trophies won across two senior teams
24/25 goals:
• Compete for trophies across all teams, genders and ages
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
23/24 achievements:
• Continued pitch upgrades and renovation
• Ground grading for step 5 achieved
• Further ground and clubhouse upgrades / fixes
24/25 goals:
• New floodlights, dugouts and stands
• Establish plan for Step 4 and Step 3 ground grading
• Establish long-term plan for new stadium
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

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Real Bedford FC - Strategic Plan v3 (24/25 Season)

  • 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 ( V 3 ) 2 4 / 2 5 S E A S O N
  • 2. EXEC SUMMARY Our goal was to take a team from the 10th tier of English football into the football league and, ultimately, the Premier League. Our goal now includes taking a team in the women's game into the Championship and, ultimately, the Women's Super League. With the men's team, we are right on track, achieving back-to- back promotions within just two years. The ladies' side also made a perfect start, securing promotion in our first year.
  • 3. THE VISION Build a successful and sustainable football club with men's and ladies' teams climbing the football pyramid while developing grassroots football and delivering significant economic and well- being benefits to the local community in Bedford.
  • 4. 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 PRO LEAGUES We started here MEN’S TEAM GOAL
  • 5. 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 PRO LEAGUES We want to get here MEN’S TEAM GOAL We are here
  • 6. LADIES’ TEAM GOAL EASTERN REGION PREM NATIONAL LEAGUE DIV 1 SOUTH NATIONAL LEAGUE SOUTHERN PREM CHAMPIONSHIP SUPER LEAGUE We are now here We want to get here PRO LEAGUES
  • 7. THE STRATEGY Each promotion will get progressively more challenging. Success will require determination, hard work, and a forward-thinking strategy. As such, we will continue with our 10-point strategic plan to drive success. Note: further information on our 10-point plan is available in the appendix. 1. Develop a strong club vision and philosophy 2. Achieve financial stability and sustainability 3. Engage and expand the fan base 4. Promote inclusive football opportunities 5. Invest in youth development and scouting 6. Take 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
  • 9. 23/24 SEASON MEN’S TEAM It was another hugely successful season on and off the pitch: League Champions (again) 🏆 League Cup Winners 🏆 Record attendances (again) 
  • 10. 23/24 SEASON LADIES’ TEAM It was another hugely successful season on and off the pitch: League Champions 🏆 League Cup Winners 🏆 Record attendances (again)  County Cup Winners 🏆
  • 11. 23/24 SEASON YOUTH From 22 - 30 teams, ages u7 to u18 🧍 23 teams, ages u7 to u18  Early plans for disability sports  Investing in placing teams in the JPL £ 🏆 * 4 🏆 * 10 Walking football  🏆 * 1 Our youth partnerships are growing fast…
  • 12. ATTENDANCES MEN 0 300 600 900 1,200 21/22 SEASON 22/23 SEASON 23/24 SEASON Our average crowds continue to grow despite 23/24 being a season plagued with poor weather. • 21/22 Average Attendance: 49 • 22/23 Average Attendance: 171 • 23/24 Average Attendance: 259
  • 13. ATTENDANCES LADIES 0 100 200 300 400 Men - 21/22 SEASON Men -22/23 SEASON Ladies - 23/24 SEASON Ladies' attendances are ahead of the men's 21/22 season and approaching their 22/23 season, a valuable benchmark for planning infrastructure requirements for ladies' match days. We have work to do here to continue to grow their crowds.
  • 14. LIVE STREAMING 0 1,000 2,000 3,000 4,000 Nov '23 Dec '23 Jan '24 Feb '24 Mar '24 Apr '24 Online Streams Streaming of games continues to support the club as we grow our reach internationally. We expanded our streaming to include ladies' games towards the end of the season, and in April, thousands followed our online live streams.
  • 15. THE BIG CHALLENGE Attempting to move up through the leagues quickly presents several significant challenges for the club: • Budgeting to win leagues (football math) • Maintaining sustainability • Growing infrastructure • Acting like a big club (streaming games etc…) • Youth investment • Full-time staff • Pitch budget
  • 16. PROFIT & LOSS 23/24 SEASON 22/23 SEASON % CHANGE INCOME £676,013 £482,366 40.1% EXPENSES £608,034 £382,508 59.0% PROFIT / LOSS £67,979 £99,858 -31.9% BITCOIN DISBURSEMENT £71,553 *Note: 23/24 season accounts are unaudited, so the numbers used here are indicative and taken from XERO, our finance system. We will update all these numbers once our year end accounts are complete.
  • 17. REVENUE CHANNELS ADVANCE MATCH DAY 23/24 TOTAL 22/23 SEASON % CHANGE SPONSORSHIP £529,488 £2,456 £531,944 £387,900 37.1% MERCHANDISE £58,524 £12,247 £70,771 £103,750 -31.8% TICKET SALES £5,027 £17,745 £22,772 £9,230 146.7% FOOD & BEVERAGE £41,306 £41,306 £21,693 90.4% PRIZE MONEY £4,899 £4,899 TOTAL £597,938 £73,754 £671,692 £522,573 28.5%
  • 18. BITCOIN INCOME 23/24 SEASON 22/23 SEASON % CHANGE SPONSORSHIP £87,500 £37,500 133.3% MATCHDAY £5,348 £3,664 46.0% CONFERENCES £8,663 £7,867 10.1% ONLINE SALES £3,980 £8,329 -52.2% TOTAL £105,491 £57,360 83.9%
  • 20. BALANCE SHEET 23/24 SEASON 22/23 SEASON % CHANGE CASH IN THE BANK £3,781 £93,000 -95.9% DEBT (LOANS) £60,000 BITCOIN TREASURY £233,380 £130,091 79.4% SPONSORSHIP DUE £50,000 £75,000 -33.3% STOCK HELD £92,272 £107,385 -14.1% STOCK COMMITTED £16,449 TOTAL £302,984 £405,476 -25.3%
  • 21. Real Bedford will immediately transfer the agreed $4.5m investment from Winklevoss Capital into its Bitcoin treasury and will not be available for player wages. Our strategically managed Bitcoin treasury will provide long-term financial stability in a volatile economic environment. As the world increasingly adopts Bitcoin, our treasury will grow, enabling us to fund vital club infrastructure projects. TREASURY INVESTMENT
  • 22. TREASURY INVESTMENT BITCOIN HELD 0 17.5 35 52.5 70 TREASURY VALUE £0 £15,000,000 £30,000,000 £45,000,000 £60,000,000 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 Bitcoin Value Bitcoin Held *Note: this model uses a reducing compound annual growth rate and assumes no Bitcoin disbursements. Also note that the amount of Bitcoin held in the treasury will change.
  • 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 📢  This is our club
  • 25. LOCAL COMMUNITY EXCITING TEAM FOR THE LOCAL COMMUNITY ☠ EVERYONE LIKES TO WATCH A WINNING TEAM ⚽ SUCCESSFUL MARKETING WITHIN BEDFORD 📰
  • 27. 24/25 GOALS BOTH MENS & LADIES TEAMS GET PROMOTED 🏆 GROW AVERAGE ATTENDANCES FOR BOTH TEAMS  GROW NON-SPONSORSHIP REVENUE AS % OF TOTAL £  CONTINUE TO DEVELOP INFRASTRUCTURE - INCLUDING SUPPORT FOR FEMALE, YOUTH & DISABILITY FOOTBALL
  • 28. 24/25 P&L 24/25 SEASON 23/24 SEASON % CHANGE INCOME £785,212 £676,013 16.2% EXPENSES £876,808 £608,034 44.2% PROFIT / LOSS -£91,596 £67,979 -234.7%
  • 29. 24/25 INCOME 24/25 SEASON 23/24 SEASON % CHANGE SPONSORSHIP £546,500 £529,488 3.2% PRIZE MONEY £10,500 £4,899 114.3% MERCH ONLINE £66,000 £45,702 44.4% MERCH CONFERENCES £30,000 £12,822 134.0% ADVANCE TICKET SALES £8,500 £5,027 69.1% SEASON TICKETS £15,000 MEMBERSHIPS £7,000 MATCH DAY (PROFIT) £101,712 £75,563 34.6% TOTAL £785,212 £673,501 16.6%
  • 30. 24/25 EXPENSES 24/25 SEASON 23/24 SEASON % CHANGE ANNUALISED £213,909 £163,383 30.9% PARTNER SERVICES £45,000 PAYROLL (TEAMS) £390,000 £179,960 116.7% MEN’S TEAM £250,000 £147,773 69.2% LADIES’ TEAM £125,000 £32,187 288.4% PAYROLL £133,500 GENERAL EXPENSES £81,350 £148,259 -45.1% STOCK & MERCH £85,078 TOTAL EXPENSES £863,758 £576,680 49.8% REDACTED
  • 32. TRAINING CENTRE Real Bedford is in the early planning stages of developing a state-of-the-art training centre with two full-size all-weather pitches and a modern clubhouse. This facility will provide training and physiotherapy facilities for our senior first teams, ensuring optimal preparation and recovery. The training centre will also support our academy and competitive youth football. The clubhouse will offer essential amenities, creating an ideal environment for developing young talent.
  • 33. FOOTBALL PATHWAY Our football club is committed to developing youth football for boys and girls, ensuring a clear pathway to senior football. We focus on early talent identification, coach development, and competitive opportunities, partnering with Real Bedford Girls and Bedford Park Rangers to build a robust talent pipeline. To continue this programme, we are developing a pathway to ensure we can provide the best opportunity for young players in Bedford; this will require the development of a training centre and academy.
  • 34. NEW STADIUM Our football club plans to develop a new stadium to support our football league ambitions. This modern facility will include upgraded seating, hospitality areas, and enhanced amenities, providing a superior experience for fans, players, and staff. This multi-year project is a significant investment requiring substantial effort and resources. Despite the challenges, we are committed to realising this vision, elevating our match- day experience and demonstrating our commitment to achieving football league status and long-term success.
  • 35. HYBRID FULL-TIME Most teams use a hybrid full-time model at Step 2 (6th tier). We want to move to a hybrid model at Step 3 (7th tier) to give us the best chance of achieving promotion. For the Ladies’ side, we are in consultation about when we might incorporate a hybrid model. Playing budget - £518,000 Staff budget - £150,000 - £170,000 Full-time staff: • Manager £50,000 - £70,000 pa • Coach £35,000 pa • Physio £30,000 pa • 12 * players £20,000 avg pa Full-time staff: • Coach £15,000 pa • S&C coach £15,000 pa • Analyst £15,000 pa • Marquee player £1,000 pw • 3 * player £750 pw • 5 * player £500 pw • 3 * player £400 pw REDACTED REDACTED
  • 36. CLUB SHOP Our football club recognises the need for a strong presence in Bedford Town Centre to connect with our community and promote our teams. To achieve this, we will open a hybrid club shop and café, providing a sustainable way to engage with fans and attract new supporters. A standalone club shop would likely lose money, so combining it with a café ensures financial viability. We have secured the lease and will open in July, during pre- season, creating a central hub for fans and fostering a deeper connection with the town.
  • 37. MARKETING PLAN Our football club's marketing strategy focuses on three key areas to drive growth and sustainability. First, we aim to increase awareness of the club both locally and internationally. By leveraging press, social media, the club shop, and partnerships, we will expand our fan base and elevate our club's profile locally. Second, we will focus on growing match-day revenue by enhancing the fan experience. Finally, we plan to boost non-match day revenue through merchandise sales and sponsorships, providing a valuable income stream to support our club's ambitions and long-term success.
  • 38. Nobody believes we can do this. We can.
  • 39. 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
  • 41. 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
  • 42. 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 23/24 achievements: • Strong relationships built with sponsors • Strong sales (+£80 of merch sales, £200k in two years) • Growing match-day crowd + revenue • Strong P&L performance (club is profitable) • Strong balance sheet • Strong Bitcoin treasury balance 24/25 goals: • Continue to develop and grow revenue lines • Maintain control over costs • Drive sustainability through non-sponsorship revenue • Maintain profitability
  • 43. 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 23/24 achievements: • 51% growth in match attendance • Established international following • Growing number of international visits to Bedford 24/25 goals: • Raise average match attendance by 45% • Grow social media following • Establish travel package for international fans
  • 44. 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 23/24 achievements: • Real Bedford Ladies & Girls established • Strong partnership with BPR (boys youth) 24/25 goals: • Establish football pathway & academy plan • Prepare for JPL teams in 25/26 • Increase community fund to support kids from deprived backgrounds to play football
  • 45. 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 23/24 achievements: • Continued strong relationship with teams teams • Continued investment in youth teams 24/25 goals: • Invest in youth coaching (boys and girls) • Integration of football philosophy across teams and ages • Establish scouting plan
  • 46. 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 23/24 achievements: • Data analysis workflows for first teams 24/25 goals: • Invest in data tracking vests • Invest further in data analysis
  • 47. 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 23/24 achievements: • Increase in size of paid coaching staff • Appointment of new team for ladies 24/25 goals: • Continue to support team requirements
  • 48. 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 23/24 achievements: • Club philosophy and values framework • 5* trophies won across two senior teams 24/25 goals: • Compete for trophies across all teams, genders and ages
  • 49. 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 23/24 achievements: • Continued pitch upgrades and renovation • Ground grading for step 5 achieved • Further ground and clubhouse upgrades / fixes 24/25 goals: • New floodlights, dugouts and stands • Establish plan for Step 4 and Step 3 ground grading • Establish long-term plan for new stadium
  • 50. 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